04 introduction to cp

7/30/2019 04 Introduction to Cp

1/33

CHAPTER-1

INTRODUCTION

1Beri Institute of Technology, Training and Research


2/33

1.1 Executive Summary

This project aims at studying Recruitment and Selection of GSK. This project contains five

sections. The first section contains the Objective of the project and Research methodology.

Second section Literature Review contains information about the recruitment and selection

process. The efficiency and quality of its people determines the fate of the organization. Hence

choice of right people and placing them at right place becomes essential. Hiring comes at this

point of time in the picture. Selection is carried from the screen applicant during the recruitment

process. There is also some specific process is involved. By the way of conducting preliminary

interview and conducting the various test , if required reference check and further final

interview is conducted. During the process there are certain difficulties and barriers that

are to be overcomes Third section is the Company Profile which contains the information about

the company (GSK), its products, vision, mission etc. GSK is one of the few pharmaceutical

companies researching both medicines and vaccines for the World health Organizations three

priority diseases HIV/AIDS, tuberculosis and malaria, and are very proud to have developed

some of the leading global medicines in these fields. The forth chapter is the Finding and

Analysis, which is shown with the help of pie charts, bar diagram. Fifth chapter contain the

project limitation and conclusion and at last bibliography and annexure. The data has been

collected by the researcher using questionnaire and it has been analyzed.

1.2 OBJECTIVE OF THE STUDY

To analyze the recruitment and selection process in GlaxoSmithKline Pharmaceutical

limited.

To understand the methods of recruitment followed by GSK.

To understand what are factors governing recruitment and selection process in GSK.

To understand what are HR challenges in recruitment and selection process.



3/33

1.3 RESEARCH METHODOLOGY

Research methodology is considered as the nerve of the project. Without a proper well-organized

research plan, it is impossible to complete the project and reach to any conclusion.

Therefore, research methodology is the way to systematically solve the research problem. Research

methodology not only talks of the methods but also logic behind the methods used in the context of

a research study and it explains why a particular method has been used in the preference of the

other methods.

Research design:

A research design specifies the methods and procedures for conducting a particular study.

According to Kerlinger, Research Design is a plan, conceptual structure, and strategy of

investigation conceived as to obtain answers to research questions and to control variance.

Type of research

The research is Exploratory in nature.

An exploratory Research on the other hand, is one in which the researcher aims at finding facts

through primary data. In this research, the sample under study is selected by Convenience

Sampling.Sampling Technique:

Convenience Sampling:

It is the most common sampling technique. In this the samples are selected because they are

accessible to the researcher. It is considered easiest, cheapest time consuming.

Data collection tools:

Primary Data: The primary data has been collected by using questionnaires to be filled by the

employees. Questionnaires are prepared and distributed to 80 employees inside the

organization.

Secondary Data Secondary Data has been collected from company manuals, news papers,

magazines and documents, companys website, journals and by internet.

Sample Size: - Sample of 80 respondents was taken.



4/33

Data analysis and interpretation:

1. Pie chart and Bar chart

Pie chart:

This is very useful diagram to represent data, which are divided into a number of categories.

This diagram consists of a circle of divided into a number of sectors, which are proportional to

the values they represent. The total value is represented by the full create. The diagram bar chart

can make comparison among the various components or between a part and a whole of data.

Bar chart:

This is another way of representing data graphically. As the name implies, it consist of a

number of whispered bar, which originate from a common base line and are equal widths. The

lengths of the bards are proportional to the value they represent



5/33

Who

will

occupy

this

chair?

CHAPTER-2

LITERATURE

REVIEW



6/33

2.1 Recruitment

Recruitment is defined as, a process to discover the sources of manpower to meet the requirements

of the staffing schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient workforce. Recruitment is understoodas the process of searching for and obtaining applicants for the jobs, from among whom the right

people can be selected.

A formal definition states, It is the process of finding and attracting capable applicants for the

employment. The process begins when new recruits are sought and ends when their applicants are

submitted. The result is a pool of applicants from which new employees are selected. In this, the

available vacancies are given wide publicity and suitable candidates are encouraged to submit

applications so as to have a pool of eligible candidates for scientific selection.

Definition:

According to EDWIN FLIPPO,Recruitment is the process of searching for

prospective employees and stimulating them to apply for jobs in the organization.

In recruitment, information is collected from interested candidates. For this different source

such as newspaper advertisement, employment exchanges, internal promotion, etc.are used.

In the recruitment, a pool of eligible and interested candidates is created for selection of

most suitable candidates. Recruitment represents the first contact that a company makes with

potential employees.

Recruitment is a positive function in which publicity is given to the jobs available in the

organization and interested candidates are encouraged to submit applications for the purpose of

selection.



7/33

SOURCES OF RECRUITMENT

2.1.1 Internal Methods:

1. Promotions and Transfers

This is a method of filling vacancies from internal resources of the company to achieve

optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral

movement of an employee from one position to another position in the same or another job class

assigned to usually same salary range. Promotion, on the other hand is the permanent movement

of a staff member from a position in one job class to a position in another job class of increased

responsibility or complexity of duties and in a higher salary range.


EXTERNAL

Promotion

Transfer

Job Posting

INTERNAL

Campus Recruitment

Advertisement

Agencies

Gate Hirin

Walk -ins

E-Recruiting


8/33

2. Job Posting

Job Posting is an arrangement in which a firm internally posts a list of open positions (with their

descriptions and requirements) so that the existing employees who wish to move to different

functional areas may apply. It is also known as Job bidding. It helps the qualified employees

working in the organization to scale new heights, instead of looking for better perspectives

outside. It also helps organization to retain its experienced and promising employees.

External Methods:

1. Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical and

Professional Institutes in an attempt to hire young intelligent and smart students at source. It is

common practice for Institutes today to hire a Placement Officer who coordinates with small,

medium and large sized Companies and helps in streamlining the entire Campus Recruitment

procedure.

2. AdvertisementAdvertisements are the most common form of external recruitment. They can be found in many

places (local and national newspapers, notice boards, recruitment fairs) and should include some

important information relating to the job (job title, pay package, location, job description, how

to apply-either by CV or application form, etc). Where a business chooses to advertise will

depend on the cost of advertising and the coverage needed i.e. how far away people will

consider applying for the job.

3. Public and Private Employment Agencies:

Public and private employment agencies are established to match job openings with listings of

job applicants. These agencies also classify and screen applicants. Most agencies administer

work-sample tests, such as typing exams, to applicants.

4. Gate Hiring and Contractors:

The concept of gate hiring is to select people who approach on their own for employment in the

organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring



9/33

is quite useful and convenient method at the initial stage of the organization when large number

of such people may be required by the organization

5. Walk-ins:Walk-ins are relatively inexpensive, and applicants may be filed and processed whenever

vacancies occur. Walk-ins provide an excellent public relations opportunity because well-

treated applicants are likely to inform others. On the other hand, walk-ins show up randomly,

and there may be no match with available openings. This is particularly true for jobs requiring

specialized skills.

6. E-Recruiting:There are many methods used for e-recruitment, some of the important methods are as follows:

a. Job boards: These are the places where the employers post jobs and search for

candidates. One of the disadvantages is, it is generic in nature.

b. Employer web sites: These sites can be of the company owned sites, or a site

developed by various employers.

c. Professional websites: These are for specific professions, skills and not general in

nature.

2.1.2 FACTORS AFFECTING RECRUITMENT

The following are the 2 important factors affecting Recruitment: -1) INTERNAL FACTORS

Recruiting policy

Temporary and part-time employees

Recruitment of local citizens

Companys size

Companys growth and expansion

2) EXTERNAL FACTORS

Supply and Demand factors Unemployment Rate

Labour-market conditions

Political and legal considerations

Social factors

Economic factors



10/33

2.1.3 RECRUIMENT PROCESS

As stated earlier, recruitment is the process of location, identifying, and attracting capable

applications for jobs available in an organization. Accordingly, the recruitment process

comprises the following five steps:

Recruitment planning;

Strategy Development;

Searching;

Screening

Evaluation and Control.

Recruitment Planning: -

The first involved in the recruitment process is planning. Hire, planning involves to draft a

comprehensive job specification for the vacant position, outline its major and minor

responsibilities; the skills, experience and qualifications needed; grade and level of pay;

starting date; whether temporary or permanent; and mention of special condition, if any,

attached to the job to be filled.

Strategy Development:-

Once it is known how many with what qualification of candidates are required, the

next step involved in this regard is to device a suitable strategy for recruitment the

candidates in the organization. The strategic considerations to be considered may include

issues like whether to prepare the required candidates themselves or hire it from

outside, what type of recruitment method to be used, what geographical area be

considered, for searching the candidates, which source of recruitment to be practiced,

and what sequence of activities to be followed in recruiting candidates in the

organization.

Searching:-



11/33

This step involves attracting job seeders to the organization. There are broadly two sources

used to attract candidates. These are:

Internal Sources

External Sources.

Screening:-

Through some view screening as the starting point of selection, we have considered it

as an integral part of recruitment. The reason being the selection process starts only after

the application have been screened and short listed. Let it be exemplified with an example.

In the Universities, application is invited for filling the post of Professors. Application received

in respond to invitation, i.e. advertisement are screened and short listed on the basis of

eligibility and suitability. Then, only the screened applicant are invited for seminar

presentation and personal interview. The selection process starts from here, i.e., seminar

presentation or interview. Job specification is invaluable n screening. Applications are

screened against the qualification, knowledge, skills, abilities, interest and experience

mentioned in the job specification. Those who do not qualify are straightway eliminated from

the selection process. The techniques used for screening candidates are varying depending on

the source of supply and method used for recruiting. Preliminary applications, de-selections

tests and screening interviews are common techniques used for screening the candidates.

Evaluation and control:-

Given the considerable involved in the recruitment process, its evaluation and control is,

therefore, imperative. The costs generally incurred in a recruitment process include:

Salary of recruiters;

Cost of time spent for preparing job analysis, advertisement, etc;

Administrative expenses;

Cost of outsourcing or overtime while vacancies remain unfilled;

Cost incurred in recruiting unsuitable candidates.



12/33

2.1.4 60-Seconds Guide to Hiring the Right People

0:60 Define the Duties:

To find promising employees, you must first determine what you want them to do. Carefully

consider all direct and associated responsibilities and incorporate them into a written job

description. Be careful with general titles such as typist or sales clerk, as they have different

meanings to different people.

0:49 and what it takes to do them:

Fulfilling these responsibilities will require some level of skill and experience, even if it is an entry-

level position. Be reasonable about your expectations. Setting the bar too high may limit your

available talent pool; setting it too low risks a flood of applications from those unqualified for the

job.

0:37 make it worth their while:Likewise, you dont want to be overly generous or restrictive about compensation. State and local

chambers of commerce, employment bureaus and professional associations can help you determine

appropriate wages and benefits. Scanning descriptions of comparable jobs in the classified ads and

other employment publications will also provide clues about prevailing wage rates.

0:38 spread the word:

How you advertise your job opening depends on whom you want to attract. Some positions are as

easy to promote as posting a help wanted sign in your store window or placing an ad in your local

newspaper. For jobs requiring more specialized skills, consider targeted channels such as trade

magazines, on-line job banks and employment agencies (though these may require a fee). And dont

over look sources such as friends, neighbors, suppliers customers and present employees.



13/33

0:25 talk it over:

Because you have clearly defined the role and requirements, you should have little difficulty

identifying candidates for interviews. Make sure you schedule them when you have ample time to

review the resume, prepare your questions and give the candidate you run divided attention. After

the interview, jot down any impressions or key points while theyre still fresh in your mind. This

will be evaluable reference when its time to make a decision.

0:12 Follow-up on Interviews:

You want to believe your candidates are being honest, but never assume. Contact references to

make sure youre getting the facts or to clear up any uncertainties. Professional background checks

are a wise investment for highly sensitive positions, or those that involve handling substantial

amounts of money and valuables.

0:03 youve found them; now keep them:

Now that youve hired ideal employees, make sure they stay with you by providing training and

professional development opportunities. The small business experts at SCORE can help you craft

human resource policies and incentive plans that will ensure your company remains the small

business employer of choice.



14/33

ILLUSTRATIONS:(I) RECRUITMENT AND SELECTION PROCESS IN GSK

GlaxoSmithKline Pharmaceuticals Ltd - RECRUITMENT DETAILS:

Position : Trainee Sales Executives/Trainee Medical Communication Executive

Number of Vacancies: 40Job Location: Anywhere in IndiaSalary Details: Rs.2.35 Lakhs (p.a) plus Incentives(which would range from Rs.1.00 Lakhs to

Rs.2.00 Lakhs)Educational Qualification: MBA(Marketing) with Bachelors in Science(Anycombination)/B.PharmBatch: Candidates passing out from 2011 batch who can join immediatelyGender: AnyAge Limit: The candidates should be below 26 years of ageMandatory Skills: Good communication, Interpersonal Skills, Pleasing Personality, SalesOriented, Sound Technical Knowledge, Good Salesmanship Qualities, Sincere, Committed andHardworkingNB: The selected students would be given leave during semester examination

Selection Process:

Activities:

Round - 1:

a) Written Test (Aptitude)Round - 2:

b) Group Discussion/Group InteractionRound - 3:

c) Personal Interview

Date of Round 1 & Round 2: 19th May'2011(Thursday)Venue:Rajdhani Engineering College, Near Mancheswar Railway Station, Mancheswar,Bhubaneswar - 751017, Orissa

Reporting Time: 9:30 AM



15/33

(II) GlaxoSmithKline Pharmaceuticals Ltd - RECRUITMENT DETAILS

Position : Medical Communication Executive

Number of Vacancies: OpenJob Location: Anywhere in IndiaSalary Details: Rs. 4.25 Lakhs per annum

Educational Qualification: MBA (Marketing) with Bachelors Degree in Science (Anycombination) /B. Pharma

Batch: Candidates passing out from 2011 batch, who can join immediately

Gender: Any

Mandatory Skills: Good Communication Skills

Selection Process Activities:

Round - 1: a) Written Test (Aptitude)

Round - 2: b) Group Discussion (Optional)

Round -3: c) Personal Interview

Tentative Date of Activities: Between 10th to 15th June 2011.

The schedule, venue, hall tickets, contact person etc will be informed in due time.



16/33

2.2 SELECTION

Selection is defined as the process of choosing the most suitable persons out of all the

applicants. In this process, relevant information about applicant is collected through a series of steps

so as to evaluate their suitability for the job to be filled.

Selection is basically picking an applicant from (a pool of applicants) who has the

appropriate qualification and competency to do the job. It is a process of weeding out candidates

and finally identifies the most suitable candidate.

Selection is a negative process as it rejects a large number of applicant s to identify the

few who are suitable for the job. It is an important function as no organization can achieve its goals

without selecting the right person.

Environment factor affecting selection:

Selection is influenced by several factors. More prominent among them are supply and

demand of specific skills in the labour market, unemployment rate, labour-market conditions, legal

and political considerations, companys image, companys policy, human resources planning and

cost of hiring. The last three constitute the internal environment and the remaining form the external

environment of selection process.



17/33

2.3 SELECTION PROCESS

STEP 1:PRELIMINARY INTERVIEW

The applicants received from job seekers would be subject to scrutiny so as to eliminate

unqualified applicants. This is usually followed by a preliminary interview the purpose of which is

more or less the same as scrutiny of application, that is, eliminate of unqualified applicants.



18/33

Scrutiny enables the HR specialists to eliminate unqualified jobseekers based on the information

supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for

reason, which did not appear in the application forms. Besides, preliminary interview, often called

courtesy interview, is a good public relation exercise.

STEP 2:

APPLICATION BLANK:

Application foam is a traditional and widely used device for collecting information from

candidate. The application foam should provide all the information relevant to selection. Butreference to caste religion, birth place may be avoided as it is regarded an evidence of

discrimination. Application Foam helps to serve several objectives, First scrutiny of the foam helps

to weed out candidates who are lacking in education, experience, Second it helps in formulating

questions to be asked in the interview. Third data contained in application foam can be stored for

future reference. Application foam duly filled in is also called bio data or curriculum vitae.

STEP 3:SELECTION TEST:

Job seekers who pass the screening and the preliminary interview are called for tests. Different

types of tests may be administered, depending on the job and the company. Generally, tests are used

to determine the applicants ability, aptitude and personality.

STEP 4:

SELECTION INTERVIEW:The next step in the selection process is an interview. Interview is formal, in- depth

conversation conducted to evaluate the applicants acceptability. It is considered to be excellent

selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and

interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be

adapted to unskilled, skilled, managerial and profession employees.



19/33

STEP 5: -

MEDICAL TEST: -

After the selection decision and before the job offer is made, the candidate is required to

undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared

fit after the physical examination. The results of the medical fitness test are recorded in a statement

and are preserved in the personnel records. There are several objectives behind a physical test.

Obviously, one reason for a physical test is to detect if the individual carries any infectious disease.

Secondly, the test assists in determining whether an applicant is physically fit to perform the work.

Thirdly, the physical examination information can be used to determine if there are certain physical

capabilities, which differentiate successful and less successful employees. Fourth, medical check-up

protects applicants with health defects from undertaking work that could be detrimental to them or

might otherwise endanger the employers property. Finally, such an examination will protect the

employer from workers compensation claims that are not valid because the injuries or illness were

present when the employee was hired.

STEP 6:

REFERENCE CHECK:

Many employers request names, addresses, and telephone numbers of references for the

pupose of verifying information and perhaps, gaining additional background information on an

applicant. Although listed on the application form, references are not usually checked until an

applicant has successfully reached the fourth stage of a sequential selection process. When the labor

market is very tight, organizations sometimes hire applicants before checking references.

Previous employers, known as public figures, university professors, neighbours or friends

can act as references. Previous employers are preferable because they are already aware of the

applicants performance. But, the problem with this reference is the tendency on the part of the

previous employers to over-rate the applicants performance just to get rid of the person.

Organisations normally seek letters of reference or telephone references. The latter is

advantageous because of its accuracy and low cost. The telephone reference also has the advantage



20/33

of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from

hesitations and inflections in speech.

It may be stated that the information gathered through references hardly influence selection

decisions. The reasons are obvious:1. The candidate approaches only those persons who would speak well about him or her.

2. People may write favorably about the candidate in order to get rid of him or her.

3. People may not like to divulge the truth about a candidate, lest it might damage or ruin his/her

career.STEP 7:

HIRING DECISION

The selected candidates are finally approved by the executives of the concerned department.

Employment is offered in the form of an appointment letter mentioning the post, rank, the salary

grade, the date by which the candidate should join and other terms and conditions in brief. In some

of the organization, a contract of service on judicial paper is signed by both the on a probation of

one or two years. After satisfactory performance during this period, the candidate is finally

confirmed in the job on permanent basis or regularised.

Selection Test:-


A titude Test Achievement Test Personality Test Interest Test

Objective Test

Projection Test

Situation Test

Job

KnowledgeTest

Work Sample

Test

Mental Test

Mechanical

Test

Psychomotor

Test


21/33

1). Aptitude test:

Aptitude tests measure whether an individuals has the capacity or latent ability to learn a

given job if given adequate training. The use of aptitude test is advisable when an applicant has had

little or no experience along the line of the job opening. Aptitudes tests help determine a persons

potential to learn in a given area. An example of such test is the general management aptitude tests

(GMAT), which many business students take prior to gaining admission to a graduate business

school programmers.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any

number of specialized activities. They cover such are as clerical aptitude, numerical aptitude,

mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to

detect positive negative points in a persons sensory or intellectual ability. They focus attention on a

particular type of talent such as learning or reasoning in respect of a particular field of work

Forms of aptitude test:

a. Mental or intelligence tests: They measure the overall intellectual ability of a person and

enable to know whether the person has the mental ability to deal with certain problems.

b. Mechanical aptitude tests: They measure the ability of a person to learn a particular type

of mechanical work. These tests help to measure specialized technical knowledge and problem

solving abilities if the candidate. They are useful in selection of mechanics, maintenance

workers, etc.

c. Psychomotor or skills tests: They are those, which measure a persons ability to do a

specific job. Such tests are conducted in respect of semi- skilled and repetitive jobs such as packing,

testing and inspection, etc.

2). Achievement Test:-

These test measure what a person can do. These determine the skills or knowledge already

acquired through training and on the job experience. These tests are of two types



22/33

a. Job Knowledge Test:- These are used to judge proficiency in typing, shorthand and in

operating calculating, adding machines, dictating and transcribing machines or simple mechanical

equipment. These can be oral or written.

b. Work Sample Test:- In these test, a candidate is given a piece of work to judge how efficient he

does it. For example, a typing test provides the material to be typed and notes the time taken and

mistakes committed.

3) Personality Test:

These are pen and paper tests used to judge the psychological makeup of a person. These are

of three types:-

a.Objective Test:-There test measure self-sufficiency, dominance-submission and self-confidence.

These traits are scored objectively.

b. Projection Test: In these test, a candidate is asked to project his own interoperation on to certain

stimuli like figures, ambiguous pictures

c. Situation Test:- These test measure a candidates reaction when placed in a peculiar situation.

4) Interest Test:-These test are inventories of a candidates likes and dislikes in a relation to

work. These are used to discover a persons areas of interest and to identify the kind of work that

will satisfy him.

Selection Interview:-

Interviews can be of different types. There interviews employed by the companies.

Following are the various types of interview:

1) Informal Interview:

An informal interview is an oral interview and may take place anywhere. The employee or

the manager or the personnel manager may ask a few almost inconsequential questions like name,

place of birth, names of relatives etc. either in their respective offices or anywhere outside the plant



23/33

of company. It is not planned and nobody prepares for it. This is used widely when the labor market

is tight and when you need workers badly.

2) Formal Interview:

Formal interviews may be held in the employment office by the employment office in a more

formal atmosphere, with the help of well structured questions, the time and place of the interview

will be stipulated by the employment office.

3) Structures Interview:

In a structured interview, the interviewer uses preset standardized questions, which are put to

all the interviewees. This interview is also called as Guided or Patterned interview. It is useful

for valid results, especially when dealing with the large number of applicants.

4) Unstructured Interview:

It is also known as Unpatterned interview, the interview is largely unplanned and the

interviewee does most of the talking. Unguided interview is advantageous in as much as it leads to a

friendly conversation between the interviewer and the interviewee and in the process, the later

reveals more of his or her desire and problems. But the Unpatterned interview lacks uniformity and

worse, this approach may overlook key areas of the applicants skills or background. It is useful

when the interviewer tries to probe personal details of the candidate it analyze why they are not

right for the job.

5) Depth Interview:

It is designed to intensely examine the candidates background and thinking and to go into

considerable detail on particular subjects of an important nature and of special interest to the

candidates. For example, if the candidate says that he is interested in tennis, a series of questions

may be asked to test the depth of understanding and interest of the candidate.

6) Stress Interview:

It is designed to test the candidate and his conduct and behavior by him under conditions of

stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications



24/33

and experience are adequate for this position, and watch the reaction of the candidates. A good

candidates will not yield, on the contrary he may substantiate why he is qualified to handle the job.

This type of interview is borrowed from the Military organization and this is very useful to test

behavior of individuals when they are faced with disagreeable and trying situations.

7) Group Interview:

It is designed to save busy executives time and to see how the candidates may be brought

together in the employment office and they may be interviewed.

8) Panel Interview:

A panel or interviewing board or selection committee may interview the candidate, usually in

the case of supervisory and managerial positions. This type of interview pools the collective

judgment and wisdom of the panel in the assessment of the candidate and also in questioning the

faculties of the candidate.

PROBLEMS IN EFFECTIVE SELECTION:

The main objective of selection is to hire people having competence and commitment. This

objective s often defeated because of certain barriers. The impediments, which check effectiveness

of selection, are perception, fairness, validity, reliability and pressure.

1. Perception:-

Our inability to understand others accurately is probably the most fundamental barrier to

selecting the right candidate.

Selection demands an individual or a group of people to assess and compare the respective

competencies of others, with the aim of choosing the right persons for the jobs. But our views are

highly personalized. We all perceive the world differently. Our limited perceptual ability is

obviously a stumbling block to the objective and rational selection of the people.

2. Fairness:-



25/33

Fairness in selection requires that no individual should be discriminated against on the basis

of religion, region, race or gender. But the low numbers of women and other less privileged

sections of the society in middle and senior management positions and open discrimination on the

basis of age in job advertisements and in the selection process would suggest that all the efforts to

minimize inequity have not been effective.

3. Validity: -

Validity, as explained earlier, is a test that helps predict job performance of an incumbent. A

test that has been validated can differentiate between the employees who perform well and those

who will not. However, a validated test does not predict job success accurately. It can only increase

possibility of success.

4. Reliability:-

A reliable method is one, which will produce consistent results when repeated in similar

situations. Like validated test, a reliable test may fail to predict job performance with precision.

5. Pressure:-

Pressure is brought on the selectors by politicians, bureaucrats, relatives, friends and peers to

select particular candidates. Candidates selected because of compulsions are obviously not the right

ones. Appointments to public sectors undertakings generally take place under such pressures.



26/33

CHAPTER-3

COMPANY PROFILE



27/33

3.1 COMPANY PROFILE

Glaxo India Limited a British Multinational is the largest drug firm in India and a great

Pharmaceutical giant. It is managed by an efficient board of directors, the Chairman, the Vice

Presidents & the other representatives, leading Industrialists & Professionals of Glaxo Smith Kline

India Ltd.

GSK is one of the few pharmaceutical companies researching both medicines

and vaccines for the World health Organizations three priority diseases Ill V/AIDS,

tuberculosis and malaria, and are very proud to have developed some of the leading

global medicines in these fields.

To ensure the optimum utilization of resources, the companys operations have

been divided in to various divisions Pharmaceuticals, Family Products, Production

and Business Development. These operating Divisions receive support from finance

and secretarial, personnel, technical and the other corporate services.

The company has five manufacturing units. Three are in Maharashtra. The

factory at Worli, Mumbai, manufactures vaccines and pharmaceutical formulations.

The Thane unit is for basic drugs manufacture, and the manufacture of formulations



28/33

and fine formulations is undertaken. In Aligarh, Uttar Pradesh, special foods are

manufactured and at Ankleshwar, Gujrat, basic drugs.

The Head Office is at the Worli Establishment in Bombay and there are four

branches and seventeen odd depots.

Headquartered in the UK and with operations based in the US, GSK is one of

the industry leaders, with an estimated seven per cent of the worlds pharmaceutical

market.

But being a leader brings responsibility. This means that GSK care about the

impact that its have on the people and places touched by our mission to improve

health around the world.

It also means that GSK must help developing countries where debilitating disease

affects millions of people and access to life-changing medicines and vaccines is a

problem. To meet this challenge, we are committed to providing discount medicines

where they are needed the most.

As a company with a firm foundation in science, GSK have a flair for research

and a track record of turning that research into powerful, marketable drugs. Every

hour GSK spend more than 300,000 (US$562, 000) to find new medicines.

GSK produces medicines that treat six major disease areas asthma, virus control,

infections, mental health, diabetes and digestive conditions. In addition, GSK is a

leader in the important area of vaccines and is developing new treatments for cancer.

Mission

GSKs mission is to improve the quality of human life by enabling people to do



29/33

more, feel better and live longer.

Spirit

GSK undertake our quest with the enthusiasm of entrepreneurs excited by the constant

search for innovation we value performance achieved with integrity. We will attain

success as a world class global leader with each and every one of our people

contributing with passion and unmatched senses of urgency

Vision

GSK vision for the future is powered by their business drivers. It finds purpose and

direction with their strategic intent. It is guided by our corporate culture that places

people and capabilities and the pivot that changes and transforms situations.

The vision for the future

GlaxoSmithKline vision is exciting and will give you the opportunity to make a

difference in the health of billions of people. Our value systems and operating

principles will provide the necessary guide on how we work at GSK. The key to our

success will be powered by the desire and passion to pursue GSKs priorities,

expressed by the business driver.



30/33

3.2Products offered by GSK



31/33

About

Products

Prescription medicines

Their pharmaceutical products include treatments for Asthma, HIV/AIDS, Malaria,

Depression, Migraine, Diabetes, Heart failure, Digestive conditions and Cancer.

Vaccines

They also market over 25 vaccines to protect against illnesses such as hepatitis A and

B, Diphtheria, Tetanus, Whooping Cough, Typhoid and Influenza. Over 1300 of their

scientists are dedicated to developing new vaccines.

Consumer Healthcare

They bring dental health products, over-the-counter medicines and nutritional drinks

to millions of people. Many of our brands, such as Panadol, Aquafresh and Lucozade

are familiar around the world.

Glaxos Research and Development

The company continues to lay emphasis on development of cost-effective

technologies for the manufacture of bulk drugs. Several improvements have been



32/33

made in the production processes of bulk drugs manufactured at the Thane and

Ankleshwar plants.

Glaxos Corporate Quality Policy

Quality is of paramount importance to the success of our business.

The policy of the Glaxo group of complaints is to ensure that customers

worldwide receive products and services which are safe, effective and of the highest

quality.

Their concept of Quality requires the adoption of a wide view of quality and

must not be confined to compliance with specification. The principles of Quality

Assurance must be applied to all activities and systems from pharmaceutical productdesign and development through production, distribution and marketing, with

continual evaluation and improvement, so generating customer confidence that the

highest standards of quality are consistently achieved.

They ensure that everyone, in all aspects of the business is committed to

achieving the corporate quality requirement. In an increasingly competitive

environment our future depends on our reputation for quality and commitment to our

customers.

This policy statement applies to all Glaxo group and associated companies

involved in the manufacture and / or distribution of primary and secondary products.



33/33

CORE VALUE WE CARE

Being a premier pharmaceutical company in the country, GSKs core value is to

be a good corporate citizen. It is committed to the communities in which it works.Support to the community through charitable initiatives is the way through which it

invests in society.

This is done by-

Being proactive in improving the environment

Participating and contributing actively for Tribal Welfare.

Our initiatives are primarily focused towards women & children and are

directed in the areas of Health and Education. We believe that these areas are related

and of direct concern to GSK. If there is proper education, one will eventually learn

to be hygienic, and if one is hygienic, will one remain healthy. The organization

facilitates in educating masses on good practices of healthy living.

At GlaxoSmithKline India, the activities towards community development are

attached to the Corporate Communications Department. Since 1970, the Company

has been implementing various social responsibility activities apart from statutory

ones. The following Community Development activities are carried out through the

companys social work unit situated at its Head Office in Mumbai.

04 introduction to cp

Documents