SUMMER TRAINING REPORT

On

AMTEK GROUP

PROJECT TITLE

RECRUITMENT AND SELECTION

Submitted in partial fulfillment of the requirements of the two year Master Of Business Administration (MBA).

Submitted by

SONAM SINGH

Batch: 2010-2011

INSTITUTE OF MANAGEMENT & SCIENCE

UNIVERSITY LUCKNOW

Declaration by Organization

This is to certify that project report entitled RECRUITMENT AND SELECTION done by- Sonam Singh [MBA(HR&IR)2010-2011] for Amtek Auto Limited is original work. This has been carried out as Summer training under my guidance for partial fulfillment of Master Of Business Administration in HR&IR at Institute Of management & science,University Of Lucknow,Lucknow

Place-GURGAON,HARIANA

Date-

Reporting Office

Declaration By Student

I hereby declare that the Project work entitled Recruitment and Selection

submitted by me for partial fulfillment of master of Business administration In

HR&IR Institute Of management &Science,University Of Lucknow is my own

original work and has not been submitted earlier either to IMS,University Of

Lucknow or to any other Institution for the fulfillment of the requirement for any

course of study. I also declare that no chapter of this manuscript in whole or in

part is lifted and incorporated in this report from any earlier / other work done by

me or others.

Place : Gurgaon

Date : July 2011 Signature of Student

Name of Student:- SONAM SINGH

Table of Content

1. Acknowledgement 72. Executive Summery 83. Introduction 9

3.1 Beverage Industry 93.2 Classification 10

4. Energy Drink 134.1 History 144.2 Caffeinated energy drink 174.3 Benefit of Energy drink 184.4 Disadvantages of Energy Drink 19

5. Company study 205.1 Introduction 205.2 Company history 215.3 Description of Business

5.3.1 Mission 215.3.2 Vision 225.3.3 Objective 225.3.4 Value 22

5.4 Departments 23 6. Product (Tzinga) 24

6.1 Introduction 246.2 Ingredient and nutritional information 256.3 Price 266.4 Place 266.5 Promotion 266.6 SWOT Analysis 276.7 Competitors 29

6.7.1 Red Bull 296.7.2 Gatorade 31

6.7.3 XXX Energy Drink 326.8 Target Market 34

7. Project7.1 Introduction 357.2 Statement Of Problem 357.3 Objective 357.4 Problem Definition 36

8. Plan 378.1 Response 39

9. Hurdles 4210. Recommendation 4311. Conclusion 4412. References 45

1. A cknowledgement

Summer Training is a nurturing period which is indispensable for joining any company. On the voyage of learning I came across many hurdles but each hurdle was a good experience for me. At each step of my training, my mentor gave me full support which helped me in carrying positive attitude whenever I faced any problem. Firstly, I take this opportunity to thank Dr. R.K. Singh (Director of Institute Of Management & Science, University Of Lucknow), who has always stood by me and encouraged me to embark on the path of learning. I wish to convey my special thanks to, my company project guide Ms. Anshu Bhardwaj (Senior Executive) and all employees who have helped me directly or indirectly in my difficulties at Amtek Auto Limited. Area Office, Gurgaon,Haryana who have been a constant source of inspiration and encouragement to me. I wish to express my deepest and most sincere thanks to my Faculty Guide and mentor, Dr. ARCHNA SINGH who has continuously guided me throughout this project. Last but not the least I would like to thank my fellow management trainees from MDU,Rohtak. By interacting with them, I was able to generate more meaningful ideas that have enabled me to further complete this project successfully.

2. Executive Summery

The purpose this report is to summarize my Summer Training project for my evaluation. This project was done at amtek Auto ltd. and was done nearly for two month duration at their Gurgaon office.

This report based on recruitment & selection of Amtek auto limited and my objective is to share my practical experience and professional life, which I got during the training period. This report is a brief description and summary of word which I had done during my internship period in Amtek Auto Ltd. Dharuhera Gurgaon. The Training program provides me the great opportunity of being exposed to actual business, dealing and opportunity of professional insight which help me in future. It was a great experience for me to work in this organization. My theoretical knowledge about my subject becomes stronger after working practical.

In this report I had detailed company analysis and target market. These are also correlated with the concept taught in 1st year of MBA.the project given and work done had been explain in the report later. The final result, conclusion, and expectation have been mentioned at the end of the report.

INTRODUCTION

Automobile industry

The automotive industry designs, develops, manufactures, markets, and sells motor vehicles, and is one of the world's most important economic sectors by revenue.

The term automotive industry usually does not include industries dedicated to automobiles after delivery to the customer, such as repair shops and motor fuel filling stations

About 250 million vehicles are in use in the United States. Around the world, there were about 806 million cars and light trucks on the road in 2007, consuming over 260 billion gallons of gasoline and diesel fuel yearly.[1] In the opinion of some, urban transport systems based around the car have proved unsustainable, consuming excessive energy, affecting the health of populations, and delivering a declining level of service despite increasing investments. Many of these negative impacts fall disproportionately on those social groups who are also least likely to own and drive cars.The sustainable transport movement focuses on solutions to these problems.

The Detroit branch of Boston Consulting Group predicts that, by 2014, one-third of world demand will be in the four BRIC markets (Brazil, Russia, India and China). Other potentially powerful automotive markets are Iran and Indonesia.

CLASSIFICATION OF AUTOMOBILES

The high growth in the Indian economy has resulted in many foreign car manufacturers entering the Indian market. Rolls Royce, Bentley and Maybach are examples of the few high end automobile manufacturers to enter India in the recent years.

There were only a few handful of cars in the Indian market in the 1980s. Most of these were outdated models like Hindustan Motors' Ambassador (which is still produced and sold). The only car with the latest technology then was the Maruti 800. It became very popular because of the low price, high fuel efficiency and good reliability. Since then the market has grown with over 20 manufacturers and hundreds of models and variants. The Maruti 800 is at the lower end of the price range costing approx US $5,000 and Bugatti Veyron at the other with a price tag of over 2 Million US dollars.

The Indian automotive industry has also greatly matured. The Tata Indica was indigenously

developed by Tata Motors. Another Indian manufacturer Mahindra & Mahindra also came up with its own SUVs, the Scorpio and the Bolero. These cars have proved very popular here and are also exported to the European markets. An electric car is also manufactured by a local company, REVA. Tata Motors plans to produce the world's first air powered in partnership with MDI of France.

The passenger vehicle sales in India crossed the one million mark in 2005. This segment grows at 10-15% annually. Around 85% of the cars sold in India are financed as against the global average of 70%. In neighbouring China,only 15-20% vehicles are financed. There are only three cars in India for 1000 people as compared to the other extreme 500 cars for 1000 people in the United States. Goldman Sachs has predicted that India will have the maximum number of cars on the planet by 2050 overtaking the United States.

Production Facilities BMW

Chennai,Tamil Nadu

Chevrolet

Halol,Gujrat

Fiat

Pune,Maharashtra

Ford

Chennai,Tamil Nadu

Honda

Noida,Uttar Pradesh

Hyundai

Chennai,Tamil Nadu

Mahindra

Nashik,Maharashtra

Mahindra-Renault

Nasik, Mahrashtra & Chennai, Tamilnadu (Under construction)

Mercedes-Benz

Pune,Maharashtra

San

Verna,Goa

Suzuki

Gurgaon,Haryana

Tata

Lucknow,Uttar Pradesh Pune,Maharashtra Jamshedpur,Jharkhand Singur,West Bengal

Toyota

Bangalore,Karnataka

DomesticAustin

 Six (Discontinued)

BMW It has set up a plant in Chennai,Tamil Nadu to manufacture cars locally exclusively for the local market with no plans for export 3 Series

  5 Series

Chevrolet

Cars from Chevrolet are:

Tavera - Rebadged Isuzu Panther Aveo - Second Generation Chevrolet Aveo sedan Aveo UV-A - First Generation Chevrolet Aveo hatchback Forester - (Discontinued) Rebadged First Generation Subaru Forester Optra - Rebadged Daewoo Lacetti SRV - Rebadged Daewoo Lacetti Spark - Formerly Daewoo Matiz in India

Chinkara

Roadster Jeepster

Daewoo

Cielo (Discontinued) Matiz (Discontinued, Now re-launched as Chevrolet Spark)) Nexia (Discontinued)

Dodge

Kingsway (Discontinued)

Fiat.

Uno(Discontinued) Palio Palio Stile Siena(Discontinued) Siena Weekend (Discontinued) Petra(Discontinued) Adventure

Force Motors

Gama, Cruiser Trax, Toofan, Challenger

FordFord entered India in collaboration with Mahindra & Mahindra in 1995 with a major plant in Tamil Nadu. The first model was the Escort.

Escort  . Ikon. Mondeo (Discontinued) Endeavour Fusion –

Hindustan Motors

Trekker (Discontinued) Landmaster (Discontinued) Contessa (Discontinued) - 5th Generation Vauxhall Victor Ambassador - a version of the 1950s Morris Oxford.

Honda

Accord

City Civic CR-V.

Hyundai

Santro - second generation Hyundai Atos Accent - second generation Hyundai Accent sedan Sonata - sold as the Sonata Embera Verna - third generation Hyundai Accent sedan Getz - sold as the Getz Prime Elantra - 3rd generation Hyundai Elantra sedan Terracan (discontinued) Tucson

International Cars & Motors

Rhino

Mahindra & Mahindra Limited.

Armada (Discontinued) Voyager Discontinued) Bolero Commander CL MaXX Scorpio Mahindra and Mahindra Classic This was an open jeep with good off roading

capabilities, a 4*4 and 4*2 option, huge headlamps and roof mounted lights.

Renault

Logan

Mercedes-Benz

M-Class S-Class E-Class C-Class

Mitsubishi Motors

Lancer - Sixth Generation Mitsubishi Lancer Cedia - Seventh Generation Mitsubishi Lancer Pajero - Second Generation Mitsubishi Pajero Montero - Third Generation Mitsubishi Pajero

Opel

Corsa (Discontinued) - 2nd Generation Opel Corsa Corsa Sail (Discontinued) - 2nd Generation Opel Corsa Corsa Swing (Discontinued) - 2nd Generation Opel Corsa Vectra(Discontinued) - 3rd Generation Opel Vectra Astra(Discontinued) - 1st Generation Opel Astra

Plymouth

Savoy (Discontinued)

Premier Automobiles

Padmini (Discontinued) 118 NE (Discontinued) Premier Sigma

Peugeot

309 (Discontinued)

Renault (Mahindra Renault)

Logan

REVA

REVA

Rover

Montego (Discontinued)

San

Storm

Sipani

Badal (Discontinued) Badal 4 (Discontinued) Dolphin (Discontinued) - a version of the Reliant Kitten, a Reliant Robin with 4 wheels

and Triumph inspired front suspension. Montana (Discontinued) Montana D1 (Discontinued)

ŠkodaŠkoda is an important car manufacturer of India. It recently launched the Laura, the Octavia still continues to exist. Skoda also offers the Superb in India but it's not too popular.

Octavia Superb Laura

Standard Motors

Standard Vanguard (Discontinued) Standard 8 (Discontinued) Standard 10 (Discontinued) Standard Penant (Discontinued) Triumph Herald (Discontinued) Standard Gazel (Discontinued) Standard 2000 (Discontinued) - Rebadged Rover SD1

Maruti SuzukiMaruti Udyog was formed as a partnership between the Government of India and Suzuki of Japan. It brought India its first "affordable" car, the Maruti 800. It is the biggest car manufacturer in India and especially dominant in the small car sector. After the Maruti 800, it launched the Maruti 1000, followed by the Maruti Esteem the European version of the Suzuki Swift . With the launch of Cielo from DCM Daewoo, Maruti decided to up the game and launched the Maruti Esteem VX, it was followed by the AX version but was dropped later on due to poor sales. Maruti once had a market share of approximately eighty percent, but facing competition with companies like Tata, Hyundai etc. Maruti Udyog's market share has dropped to around forty percent. According to AutoCar India, the only Maruti Suzuki car worth buying is the new Maruti Swift. Maruti Zen's production stopped because of the success of Swift, but it has been revived as the Zen Estilo.

800 Omni 1000 (Discontinued) Maruti Zen (Discontinued, but revived and re-branded as the Zen Estilo) Alto Esteem

Baleno - (Discontinued) Baleno Altutra - (Discontinued) Gypsy Swift SX4 WagonR Versa Zen Estilo - First Generation Suzuki MR Wagon Grand Vitara - First Generation Suzuki Grand Vitara

Tata MotorsTata Motors, also known as Telco is the third largest car producer in India after Maruti and Hyundai. It was responsible for developing India's first indigenous vehicle, the Indica. It has proved to be a success in the market after initial quality problems. The company also exports the car to many countries.Tata Motors also has an interest in the commercial vehicle segment of which it controls around 70%.

Estate(Discontinued) Sierra (Discontinued) Sumo Safari Indica Indigo Indigo Marina TL

ToyotaToyota Kirloskar sells 4 car models in India. It stopped producing the Toyota Qualis to make way for the Toyota Innova, which was launched in India in 2005. The most expensive car from Toyota is a very powerful SUV - The Land Cruiser Prado. Toyota Kirloskar Motors LTD is a joint venture between Toyota Motor Corporation and the Kirloskar Group.

Qualis (Discontinued) - 3rd Generation Toyota Kijang Camry - 6th Generation Toyota Camry Corolla - 9th Generation Toyota Corolla Innova Land Cruiser Prado - 3rd Generation Toyota Prado

ImportsAudi

Audi A4 Audi A6 Audi A8 Audi TT Audi Q7

BMW

BMW 7-Series BMW X5 BMW X3

[edit] Land Rover

Range Rover Range Rover Sport

Mercedes-Benz (Daimler Chrysler)

CLS-Class SL-Class S-Class SLK Class

Nissan

Teana  X-Trail

Porsche

911 Boxster Cayenne Cayman

Rolls RoyceRolls Royce is perhaps the most respected and prestigious car in automotive history and it is available in India at a price tag of Rs.35,000,000.

Rolls Royce Phantom

Volvo

Volvo XC90

COMPANY PROFILE

Introduction:-

Amtek Auto (NSE: AMTEKAUTO, BSE: 520077) is headquartered in New Delhi and is one of the largest integrated automotive component manufacturers in India with a strong global presence. The Company has world class facilities in India, Europe and North America. Amtek Auto has significant expertise in forging, grey and ductile iron casting, gravity and high-pressure aluminum die casting and machining and sub-assembly. The Company also manufactures components for non-auto sectors such as the railways, specialty vehicles, aerospace, agricultural and heavy earth moving equipment.

The objective of Amtek Auto Investor Relations is to ensure continuous and open communication with all financial market participants.

Recruitment is the process of identifying that the organisation needs to employ someone up to the point at whichapplication forms for the post have arrived at the organisation. Selection then consists of the processes involved inchoosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in makingsure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve itsobjectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitmentwithin the firm, or externally by recruiting people from outside.The advantages of internal recruitment are that:1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorterperiods of training and time for 'fitting in'.2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to working with others in theorganisation.3. Internal promotion acts as an incentive to all staff to work harder within the organisation.4. From the firm's point of view, the strengths and weaknesses of an insider will have been assessed. There is always arisk attached to employing an outsider who may only be a success 'on paper'.The disadvantages of recruiting from within are that:1. You will have to replace the person who has been promoted2. An insider may be less likely to make the essential criticisms required to get the company working more effectively3. Promotion of one person in a company may upset someone else.External recruitmentExternal recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring newexperience and ideas in to the business. Disadvantages are that it is more costly and the company may end up withsomeone who proves to be less effective in practice than they did on paper and in the interview situation.There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitmentpurposes:

Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number ofimportant questions need to be explored:the title of the jobto whom the employee is responsiblefor whom the employee is responsiblea simple description of the role and duties of the employee within the organisation.Downloaded from The Times 100 Edition - http://www.thetimes100.co.ukJob analysis is used in order to:1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff.2. Set out the training requirements of a particular job.3. Provide information which will help in decision making about the type of equipment and materials to be employed withthe job.4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence forstaff development and promotion).5. Identify areas of risk and danger at work.6. Help in setting rates of pay for job tasks.Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewingjob holders, or by referring to documents such as training manuals. Information can be gleaned directly from the personcarrying out a task and/or from their supervisory staff. Some large organisations specifically employ 'job analysts'. Inmost companies, however, job analysis is expected to be part of the general skills of a training or personnel officer.Job descriptionA job description will set out how a particular employee will fit into the organisation. It will therefore need to set out:the title of the jobto whom the employee is responsiblefor whom the employee is responsiblea simple description of the role and duties of the employee within the organisation.A job description could be used as a job indicator for applicants for a job. Alternatively, it could be used as a guidelinefor an employee and/or his or her line manager as to his or her role and responsibility within the organisation.Job specification.A job specification goes beyond a mere description - in addition, it highlights the mental and physical attributes requiredof the job holder. For example, a job specification for a trainee manager's post in a retail store included the following:'Managers at all levels would be expected to show responsibility. The company is looking for people who are tough andtalented. They should have a flair for business, know how to sell, and to work in a team.'Job analysis, description, and specification can provide useful information to a business in addition to serving asrecruitment instruments. For example, staff appraisal is a means of monitoring staff performance and is a feature ofpromotion in modern companies. In some companies, for example, employees and their immediate line managersdiscuss personal goals and targets for the coming time period (e.g. the next six months). The appraisal will then involvea review of performance during the previous six months, and setting new targets. Job details can serve as a useful basis

for establishing dialogue and targets. Job descriptions can be used as reference points for arbitrating in disputes as to'who does what' in a business.Selection involves procedures to identify the most appropriate candidates to fill posts. Aneffective selection procedure will therefore take into consideration the following:Downloaded from The Times 100 Edition - http://www.thetimes100.co.ukkeeping the costs of selection downmaking sure that the skills and qualities being sought have been identified,developing a process for identifying them in candidatesmaking sure that the candidates selected, will want the job, and will stay with the company.Keeping the costs of selection down will involve such factors as holding the interviews in a location, which is accessibleto the interviewing panel, and to those being interviewed. The interviewing panel must have available to them all thenecessary documentations, such as application forms available to study before the interviews take place. A short listmust be made up of suitable candidates, so that the interviews do not have to take place a second time, with new jobadvertisements being placed.The skills required should have been identified through the process of job analysis, description and specification. It isimportant then to identify ways of testing whether candidates meet these requirements. Testing this out may involve:interviewing candidatesasking them to get involved in simulated work scenariosasking them to provide samples of previous workgetting them to fill in personality and intelligence testsgiving them real work simulations to test their abilities.Induction and trainingNew workers in a firm are usually given an induction programme in which they meet other workers and are shown theskills they must learn. Generally, the first few days at work will simply involve observation, with an experienced workershowing the 'new hand' the ropes. Many large firms will have a detailed training scheme, which is done on an 'in-house'basis. This is particularly true of larger public companies such as banks and insurance companies. In conjunction withthis, staff may be encouraged to attend college courses to learn new skills and get new qualifications. Training thustakes place in the following ways:1. On the job - learning skills through experience at work2. Off the job - learning through attending courses.Promotion within a firm depends on acquiring qualifications to do a more advanced job. In accountancy for example,trainee accountants will be expected to pass exams set by the Association of Chartered Certified Accountants (ACCA).At the same time, a candidate for promotion must show a flair for the job. It is the responsibility of the trainingdepartment within a business to make sure that staff with the right skills are coming up through the firm or beingrecruited from outside.The Association of Chartered Certified Accountants has 300,000 members and students throughout the world. It is aprofessional body setting standards for the accountancy profession. To be properly qualified, accountants must have

passed examinations that make them eligible for membership of one or more professional accounting bodies, such asACCA. Typically accountants will improve their knowledge and experience by taking courses run and organised byACCA during their professional training enabling them to develop and enhance their careers.Induction is the process of introducing new employees to an organisation and to their work responsibilities in thatorganisation.

Downloaded from The Times 100 Edition -

he recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows:

Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain:

• Posts to be filled• Number of persons• Duties to be performed• Qualifications required

Preparing the job description and person specification.

Locating and developing the sources of required number and type of employees (Advertising etc).

Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. http://www.thetimes100.co.uk