A PROJECT REPORT ON CUSTOMER SATISFACTION, SALE AND DISPTACH TRAINING SPORTKING GROUP OF COMPANIES LUDHIANA SUBMITTED TO: - SUBMITTED BY:-
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A PROJECT REPORTON
CUSTOMER SATISFACTION, SALE AND DISPTACH
TRAINING SPORTKING GROUP OF COMPANIES
LUDHIANA
SUBMITTED TO: - SUBMITTED BY:-
ACKNOWLEDGEMENT
A project work is a combination of views, ideas, suggestions & contributions of many people. Thus, one of the pleasant part of writing the report is the opportunity to thank those who have contributed towards it fulfillment.
I am thankful to Mr. Mahesh Arora (Head in SALES) who gave me permission to do summer training at Classic Wears Pvt. Limited.
I would also like to thank Mr. Rajiv & Mr. PARUL SHARMA for their valuable suggestions & continuous guidance, which have gone a long way in providing necessary impetus to our efforts in consummating this report.
I would like to give my special thanks to Mr. Bishan for taking proper attention of my project. The Management of SALES Team was kind enough to extend all facilities for carrying out the project successfully.
I am also thankful to my friends for providing their great suggestions.
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PREFACE
This project report is the final project undertook at Ludhiana. It aims at providing a first
hand practical experience of the consumers to the students. It really helped me to know
the real consumer needs closely, which in turn influenced my perception.
I am privileged that I got this opportunity to pursue final project in such a reputed, well
established, fast growing class of consumers in Ludhiana city.
The project assigned to me dealt with the study of consumers behavior towards Customer
satisfaction and sales. I got an opportunity to see & understand as to how behave how
they are managed.
I am extremely thankful to the people Ludhiana for giving this golden opportunity of
doing my Project in their organization and shall remain obliged towards them.
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STUDENT DECLARATION
I, Ashmeet Singh student of Bachelor of Business Administration
from GURU NANAK INSTITUTE OF MANAGEMENT AND
TECHNOLOGY, MODEL TOWN, LUDHIANA, hereby declare that I
have completed my project on Customer satisfaction as part of the course
requirement.
I further declare that the information presented in this project is true
and original to the best of my knowledge and none of its part is
submitted for any other award or degree.
Signature
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CONTENTS
TOPIC PAGE NO.
INTRODUCTION (About the Company)
1. BRIEF INTRODUCTION (ET PROCESS)
3. COMPANY PROFILE
4. OBJECTIVE
5. METHODOLOGY
6. RESULTS AND DISCUTION
7. CONCLUSION
8. REFERENCES
9 SITTING PLAN
10. APPENDIX
***********
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EXECUTIVE SUMMARY
The Project report is the result of 2 Months training at Sportking Group, Ludhiana. Summer Training being an integral part of “Bachelor of Business Administration ” course and it aims at providing a first hand experience of the industry to the students before fully coming into the Corporate World. This training helps the students to view the World of Business closely, which in turn widely influences their conception and perceptions.
I was really fortunate for getting an opportunity to pursue my Summer Training in a reputed, well established, fast growing and professionally managed organization like Classic Wears Pvt. Limited Ludhiana.
The project which was assigned to me was “Customer satisfaction)” and it require extensive study of various factors which effect the decision making process of a customer. The training gave me a great deal of exposure and I found practical work totally different from the theoretical one.
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WORD OF THANKS
I pay sincere thanks to Sportking Taxtiles Ltd that gave me the chance to do my Summer Training in their reputed organisation.
This is a matter of great respect on their side that they supported me in every problem faced by me.
Hope that in future I will also get a support from their side and they will give me opportunity to work under their Brand Name and to be a part of their organisation.
ThankYou
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Indian garment Industry
An Overview Textile accounts for 14% of India’s Industrial Production & around 27% of its
Export Earnings. The textile industry in India covers a wide variety of activities
ranging from production of raw materials like cotton, jute, silk and wool to providing
high value – added products such as fabrics and garments to consumers.
Manmade fibres account for around 40% share in a Cotton-Dominated Indian
GARMENT Industry. India accounts for 15% of World’s Total Cotton Crop
Production and records largest producer of silk.
The industry uses a wide variety of fibres ranging from natural fibres like cotton, jute,
silk and wool to man made fibres like polyester, viscose, acrylic and multiple blends
of such fibres and filament yarn.
The Textile Industry plays a significant role in Indian economy by providing direct
employment to an estimated 35 million people, by contributing 4% of GDP and
accounting for 35% of Gross export earnings.
The Textile Sector contributes 14% to the manufacturing sector.
It is the second largest employer after the agricultural sector in both rural and urban
areas.
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India’s cotton textile industry has a high export potential. Cost competitiveness is
driving the penetration of Indian basic yarns and grey fabrics in international
commodity marker
ABOUT THE ORGANIZATION
Sportking GROUP
An Overview
The Industrial city of Ludhiana, also known as the Manchester of India nestles the
corporate Headquarters of the Sportking group. Sportking, a household name in
Northern India, has carved out a niche for itself in the Textile Industry. The Sportking
Group was setup in 1965 by RAJ Avasti, Chairman cum Managing Director,. Since
then, the group expanded manifold and is today, perhaps, the largest textile conglomerate
in India. The Group recorded a Turnover of 500 crores in 2009-2010. The group portfolio
includes manufacturing and marketing of yarns, fabrics, sewing, fibre and garment.
At the time of installation, the group had a modest capacity of 14,000 spindles, which
after more than SALES decades of operations has increased manifold. the group
presently has 19 operational plants with an installed capacity of 5,00,000 spindles, 216
shuttle less looms, 19 m/day processing facility for sewing SALES and 1.5 m/day
industrial SALES, 45 tons per day dyeing capacity, 45,000 m/day fabric processing
facilities and 50 tons/day production capacity for acrylic fiber and tow.
The major diversification came in 1973, with the setting up of SOBAGIA SALE at
LUDHINAN with the capacity of 35,000 metric tons per annum which was taken over
by Sportking Special GARMENT in 1986, and today Sportking group has a
GARMENT melting shop with a capacity of 65000 tons per annum. In 1982, Sportking
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undertook a forward integration project by entering into SALES market and due to its
performance and quality standards.
Sportking SALES became the second largest seller of sewing SALES
brand in the country.
In 1992, under its other integrated diversification project, it installed a new unit named
Auro Weaving Ltd. and entered into weaving of grey fabric at Baddi (H.P.), with the
capacity of 20000 mts. per day. It has already been marked as a quality producer of grey
poplin/ sheeting/ shirting in home market. It has also penetrated the highly competitive
export market in a very short span, now exporting 90% of its production.
In 1999, the group has added another feather to its cap with setting up of Sportking
Acrylic Ltd. at Bharuch (Gujarat), keeping in line with its expansion spree.
The company also has a strong presence in various countries like Japan, Hong Kong,
Korea, UK and EU in addition to the domestic market. Sportking is earning laurels by
exporting yarn and fabrics of international quality to several countries in the West Africa
and the fareast earning valuable foreign currency for the country. Sportking is the first
company among the textile industry to receive the ISO 9002 /ISO 14002 quality awards
in India.
Now, The Sportking Group is one of the largest Textile houses in the country with a
turnover of about Rs 2350 crores and employs around 20000 people. The group has
sizeable presence in spinning, weaving, sewing, tSALESeads, textile processing, acrylic,
fibre manufacturing and alloy GARMENTs.
Today the Sportking group comprises of tSALESeads listed and two unlisted companies-
Lisited Companies:
1) Sportking knitwear
2) marvel Dyeing
3) Sportking synthetic
4) classic wear limited
5) Sobagia sale pvt ltd
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BUSINESS OF THE GROUPYarns
The group is the largest spinning group of the country with a spindlage of about 4.73
lakh spindles. The group has nineteen production plants located in the states of Punjab,
Himachal Pradesh and Madhya Pradesh. In many of the yarn market segments Sportking
holds the position of market leader, besides being large and reliable supplier in the
country. Sportking is also the largest exporter of yarn from India. The group yarn
exports amount to over USD 100 million covering the most quality conscious markets in
the world. Sportking possesses state-of-art technology from Switzerland, Germany,
Japan, Korea and Italy. Sportking offers a wide range specialized grey and dyed yarns in
cotton, polyester, acrylic and a variety of blends. Quality consciousness both in products
and service has made Sportking a standard for others to follow.
Sewing TSALESead and Industrial TSALESead
Sportking entered the Sewing tSALESead business in 1982 as a forward integration to its
yarn business. The group had to struggle for survival being pitted against a large
multinational organization. Today, Sportking tSALESeads in all their myriad forms have
become a household name all over India. With a capacity of around 19 tons per day in its
plant at Hoshiarpur, Ludhiana and Baddi it is one of the largest selling brands in
India. Sportking tSALESeads have emerged as the second largest seller of sewing
tSALESead brand in the country, next to Madura Coats Ltd. It caters to industries as
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diverse as garments, leather, hosiery etc. It also manufactures high quality “specialty
tSALESeads” at its unit in Baddi.
Weaving
Continuing its onward march on the value curve, Sportking group entered weaving
business in 1992 with a capacity of 7 million meter per annum. This capacity has been
subsequently expanded to 25 million meters per annum. The group has already made its
mark as a quality producer of grey poplin/ suiting/ shirting in the home market and has
also entered the highly competitive export market within this short span, now exporting
fairly large volume of its production.
Fabric
Sportking’s recent entry into grey fabric weaving at Baddi (H.P.) commissioned in mid
1992 with a capacity of 70,000 meters per day. It has already made its mark as a quality
producer of grey poplin/suiting/shirting in the home market and also entered the highly
competitive export market within a short span, now exporting 90% of the production of
Auro Weaving, the weaving unit at Baddi. The group has initiated further forward
integration by setting up a fabric processing plant at Baddi. This plant Auro Textile has a
capacity of processing 70,000 meters of fabric everyday.
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Fibre
Sportking ventured into the manufacture of Acrylic fibre in 1999. The joint venture,
VAL, was set up together with two leading Japanese business houses namely Japan
Exlan Company Ltd., a part of Toyobo group of Japan & Marubeni Corporation, Japan.
It has a manufacturing capacity of 18000 MT per annum at Jhagadia, Gujarat in
Western India. The products are marketed under the brand name VARLAN. ‘Varlan’
fibre has acquired Indian Market for its use in a wide variety of applications such as Hand
Knitting Yarns; Machine knitting yarns for blankets, jerseys, sweaters, saris, dress
material, upholstery, furnishing fabrics, velvets, Carpets etc. The Group is one of the
largest consumers of Acrylic Staple Fibre in India.
GARMENT
The GARMENT business was setup in 1973 as diversification with a capacity of 35000
mt per annum. Later on group acquired a GARMENT plant from Sobagia Sale Pvt. Ltd.
Industries (now known as Sportking Special GARMENT) in 1986 and converted this
loss making unit into a profitable business in first year of operation with the group.
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Subsequently the GARMENT mill has been modernized and expanded to a capacity of
1.80 lacs mt per annum. Catering to high technology quality conscious alloy
GARMENT segment, the unit has a reputation of being a dependable source of supply of
special and alloy GARMENT to Indian/International standards.
MISSION STATEMENT OF THE GROUP
Sportking aims to be a World-class Textile Organization
producing a diverse range of products for the Global Textile
Market. Sportking seeks to achieve Customer Delight
tSALESough Excellence in Manufacturing and Customer Service
based on Creative Combination of state-of-the-art technology and
human resources. Sportking is committed to be a responsible
corporate citizen.
The Mission of the Sportking Group can be summed up in a single
line i.e.
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“Being world class spinners by providing highest quality products with minimum cost”.
LOGO OF THE SPORTKING GROUP
The “FLAME” signifies Growth i.e. growth of the company along with the growth of
each and every individual associated with it whether he/she is a worker, an employee, an
employer, a shareholder or a customer.
The “BALL” symbolizes Global standard
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Couster sataticfaction PHILOSOPHY
Employees in Sportking are its most valuable resource and development of
business and of employees must go hand in hand.
Every employee is special and unique in his own field and has infinite potential
to make contribution to the organization.
Merit is the most important criteria for recruitment and reward.
Creativity and innovation in technology and management through our sales
people is our competitive edge.
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SALES processes facilitate consistent improvement in performance,
productivity and effectiveness sales through mutually agreed stretched targets.
Continuously strive to improve quality of work-life for total job satisfaction and
social harmony for the employees.
SALES prepare people to accept and adapt to change and learning as a way of
life.
SALES promote high standards of discipline at the workplace and compliance
with the laws of the land.
Prepares youth for executive role in business as a major social responsibility.
Prepares youth for executive role in business as a major social responsibility.
CORPORATE OFFICE
Sportking has a modern centrally air-conditioned multi storied corporate building that
serves as the original place from where all strategies, policies, programs, rules and
regulations take shape, data implemented, in each group company. The corporate
building houses the offices of the top bosses including Chairman cum Managing
Director, Executive Director, Corporate General Manager and Corporate Vice President
of the various functional areas. The other facilities at the corporate office include
meeting rooms, boardroom, conference halls etc. There are many departments which are
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performing different functions of the corporate office. The lists of different departments
of the Corporate Office are as follows:-
1. SALES and Personnel Department.
2. Exports Department.
3. Finance and Accounts Department.
4. Taxation Department.
5. Central Marketing Yarn Department
6. EDP Department.
7. Internal Audit Department.
8. MIS Department.
9. Projects and Planning Department.
10. Raw Materials and Purchase Department.
SALES AND DISPATCH DEPARTMENT
This department is also called as the Sales Department or the Dispatch Department of
the organization. In case of Sportking Group the Corporate Personnel department is the
centralized department, which looks after the personnel policies and SALE policies of the
organization. In this department every record about the employees of the organization is
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kept. It also looks after the performance appraisal of all employees of all departments and
insurance at group level. The details about their date of joining, their PF, Gratuity,
Pension, Medical and other type of expenses is being dealt in this department. This
department is also responsible for looking after the functioning of the employees and
looking after their grievances if any. This department holds the Head Quarter position in
the whole of the Sportking Group.
Sportking SYENTHIC
The flagship company of the Group was set up in 1999 with a capacity of 6000 spindles
for manufacture of cotton yarn at Ludhiana, Punjab.
In the year 1999 company put up a GARMENT plant at LUDHIANA in the name of
SOBHGIA SALES PVT LTD.
In order to diversify its operations geographically, in 2002 the Company decided to set up
a new spinning unit under the name and style of “"Sobhagia Clothing Co."
” with a capacity of 25,200 MACHINES in village Baddi, Tehsil Nalagarh, and Distt.
Solan in the state of Himachal Pradesh. The Unit became fully operational in 2004.
.
The Company set up new 100% Export Oriented Unit (EOU) of INDIAN STATAND.
The Unit was commissioned in March 1998.
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BUSINESS WISE TURNOVER
BUSINESS TURNOVER (YEARLY)
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ACHIEVEMENTS
The Sportking Group became India's first textile company to be awarded ISO 9002/ ISO
14002 Certification. It is the largest producer and exporter of yarns and Grey woven
fabrics from India. Sportking is also the largest producer of tyercord yarns and the second
largest producer of sewing SALES in India. The Sportking Group’s vision of excellence
is matched by a dedication and sincerity to be the best and to excel in every industry it
has a presence.
Textile Export Promotion Council 2003-04
Gold trophy in EOU/EPZ for export of cotton yarn
Bronze trophy in mill fabric exporter category
Textile Export Promotion Council 2002-03
Gold Trophy in EOU/EPZ for export of cotton yarn
Textile Export Promotion Council 1998-99
Silver Trophy
Textile Export Promotion Council 1997-98
Bronze Trophy
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Textile Export Promotion Council 1996-97
Silver Trophy
Textile Export Promotion Council 1994-95 (Merchant Export Category for Fabrics)
Bronze Trophy
Textile Export Promotion Council 1993-94 (Merchant Export Category for Fabrics)
Gold Trophy
Textile Export Promotion Council 1990-00
Gold Trophy
PHILOSOPHY OF EXECUTIVE SALE AND PARMOTION SCHEME
Sportking group has been expanding since the last ten years and has potential expansion
opportunities in the future and as such there is need for man power, which has the
required intellect and capacity for the achievement of the organization’s objective.
The ET Scheme of Sportking is an outcome of the keen vision of the chairman of
Sportking Group Mr. RAJ AVASTI
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The ET Scheme was first launched in the year 1985, under this scheme the graduates
were given an opportunity to serve in the esteem Organization Sportking. This scheme
proved to be very successful and solved many problems of Punjab. This scheme acted as
a doubled edged sword. It started reducing the unemployment and helped Punjab in
overcoming the mass destruction that happened during that decade and, at same time it
solved the problem of scarcity of manpower in the Organization.
The Sportking decision to take the graduates and groom up there skills proved to be very
fruitful and within a decade it turned in to mass recruitment scheme, since than Sportking
is taking up a large number of people from allover Punjab, Haryana, H.P, and many more
places.
Preamble
Sportking pays significant attention to the recruitment and selection of ET’S in order to
ensure the fair treatment of all applicants and to secure the appointment of persons who
will be able to contribute towards the long-term success of the Organization.
This policy is applicable to all individuals applying for vacant SUPPORT STAFF (non-
academic on all grades) posts within the Sportking.
The policy is applicable to internal (current Sportking staff) as well as external
applicants, and outlines the ethos of the recruitment and selection process as well as the
procedures that are followed with each appointment.
Scope
This policy and procedure encompass all activities that form part of the recruitment and
selection process. It is applicable to ET’s recruitment irrespective of staff group or nature
of employment. In order for the policy and procedure to be effective it is essential that
any employee who is involved in any aspect of the recruitment and/or selection of staff is
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aware of this document and adheres to it. Ultimately it is the responsibility of the senior
management in the Organization in conjunction with Human Resources to ensure that this
is the case.
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Core Principles
Sportking seek to attract the best candidate for the job based on merit and
ensure the identification of the person best suited for the job and the Organization.
The Organization will ensure that the recruitment and selection of staff is
conducted in a professional, timely and responsive manner and in compliance
with current employment legislation. The Organization will provide appropriate
training, development, and support to those involved in Recruitment and
Selection activities in order to meet this core principle. Any member of staff
involved in the selection of ET’s should satisfy him or herself that he/she is
appropriately trained and can comply with the requirements of this policy and
procedure.
Recruitment and selection is a key public relations exercise and should enhance
the reputation of the Organization. The Organization will treat all candidates
fairly.
Human Resources May 2006 the Sportking’s Recruitment & Selection Policy &
Procedure equitably and efficiently, with respect and courtesy, aiming to ensure
that the candidate experience is positive, irrespective of the outcome. A
comprehensive monitoring and analysis process will be established in support of
this principle.
The Sportking will promote best practice in Recruitment and Selection. It will
continuously develop its recruitment and selection practices to allow new ideas
and approaches to be incorporated.
The Organization will ensure that its recruitment and selection process is cost
effective.
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Process and Timing for DISPATCH of ETs.
This policy details the process that needs to be followed once a post becomes
vacant until the appointment is made. This includes pre-recruitment activities,
recruitment, selection and approval of the recommended appointment.
The process of recruitment and selection is a time-consuming and often lengthy
one. The need to rush this process (because the work of the division/department
needs to be maintained) must be balanced with the importance of making a sound
decision (choosing a person who in the long-term will make a contribution).
Ensuring an efficient process requires the commitment from Heads of
Departments/Divisions/Units/ Sections (hereafter referred to as HODs) as well
as from the staff of the Human Resources Division. HODs need to ensure that
complete documentation is provided timorously whilst the Human Resources
Division needs to work within the time-frames prescribed by this policy. It must
however be recognised that sometimes, working within these time-frames is
impacted upon by factors outside the control of the Recruitment and Selection
Section for example:
Media deadlines for placing of adverts; and
Availability of candidates to be interviewed and examined.
The SALE AND PERMOTION will strive to ensure that the department will be
provided with temporary assistance until such time as the post is filled.
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The DISPATCH Process
STUDY THE NEED OF SHOWROOMS
Upon notice of DIPATCH OF GARMENTS, the Employee Administration
Manager of the SALES Division will contact the necessary department/division
as regards the filling of the requirements of showrooms needs re-grading; this
must be done prior to any advertising of the post. The HOD is obliged to discuss
the matter with the Employee Administration Manager and to complete the
prescribed form
Before approval can be given for the filling of the post, a full job profile must be
submitted to the Employee Administration Manager. Where this job has changed
significantly or restructuring is proposed, an evaluation of the post is required
before approval can be given to fill the position.
Where a new position is to be created, a provisional job evaluation will take place
before approval can be given. New positions require the approval of the Vice
President (SALES).
Once there is clarity on the nature and grade of the post, formal approval to fill
the post will be obtained or given by the SALES Manager.
Where there are no changes to the post, approval will be provided within 2
working days of the Employee Administration Section receiving full
documentation from the HOD. Where re-grading of the post is needed or where a
new post is being created, this will usually take a further week.
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Sales Criteria
The sale is the source document which will be submitted to the Selection Committee.
This Committee does not have the authority to make any amendments to this document.
All sales profiles must be completed on the prescribed form and must reflect the
criteria/competencies (knowledge, skills and personal characteristics) required for the
vacant post ensuring that qualifications and/or work experience required do not exceed
the inherent job requirements. This information will usually be available from the
Employee Administration Manager but may need to be updated with any changes in
grading or job responsibilities. The HOD or Section Manager is required to confirm
or provide information on the competencies required of job incumbents for effective
performance.
The job profile is the source document which will be submitted to the Selection
Committee. This Committee does not have the authority to make any amendments to this
document.
The Employee Administration Manager must ensure that the job criteria used are
consistent with similar jobs and the HOD or Section Manager should be advised against
selecting criteria that result in unfair discrimination. According to the Employment
Equity Act, unfair discrimination takes place when criteria used are (a) not linked to the
inherent requirements of the post in question or are unrealistic in relation to job demands;
or (b) arbitrary and not rational including criteria such as race, ethnicity, gender, age,
marital status, or sexual orientation. Any criteria based on the inherent requirements of
the particular post or that seek to achieve the advancement of groups designated for
affirmative action (Caste and creed, Asians/Indians, women and the disabled) do not
constitute unfair discrimination.
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The Person Specification & Job Description
A comprehensive job description and person specification must be prepared in advance of
a job being advertised, (ideally by those who will be on the selection panel), including:
Selection criteria that are measurable and relevant to the job
A carefully thought out distinction between criteria that are essential to carry
out the function and criteria that would be desirable - once agreed, these
designations should not be changed during the recruitment process
Numbered selection criteria for ease of reference
The Selection Panel
The selection panel has a dual role in the recruitment and selection process. Not only are
they responsible for the interview of candidates and the selection of the successful
person, but they are also the face of the organization to those applying. With this in mind
and to secure parity and some protection for the organization, wherever possible and
reasonable, selection panels should be of mixed gender.
Departmental Profile from the Head of Department
In addition to providing the job profile, the HOD or Section Manager may provide the
Employment Administration Manager with Further Particulars relating to the
Department/Division if desired. This information allows applicants to understand more
about the Department within the context of the Organization.
.
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Composition and Briefing of Selection Committees
The Recruitment and Selection Section, having received the necessary paperwork from the
Employee Administration Section, will convene the Selection Committee as soon as possible.
The Selection Committee will at this stage confirm the advertisement, agree on the recruitment
and selection strategy for this post and ensure that the relevant equity requirements are met.
Composition of the Selection Committees
To ensure fairness and accountability as regards the composition and activities of
Selection Committees, the following is required (as per the organization’s Employment
Equity Policy and Supporting Protocol for Appointments):
Those individuals who serve on Selection Committees (including The
H.R.Staff) must have some level of expertise in the discipline/field of the post
being filled;
Those individuals who serve on Selection Committees must be aware of their
selection responsibilities including the desirability to be present at every stage
of the recruitment and selection process;
Chairpersons of Selection Committees at all levels must have the necessary
expertise to conduct fair and equitable selection processes and they must be
aware of their responsibilities as far as the organization’s Employment Equity
Policy is concerned. In this regard, no individual will be allowed to Chair a
Selection Committee until s/he has undergone the necessary training;
There is legitimate representation of a diverse range of people who have
appropriate expertise and experience;
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All members of Selection Committees are responsible for ensuring that a fair,
legal and sound selection process takes place and that the confidentiality of
applicants is respected and ensured;
The current job incumbent may not participate in the selection process.
Determining the Recruitment Strategy
In determining the recruitment strategy for a particular post, cognizance must
be taken of whether there is likely to be suitable staff within the Organization
who meets the competencies associated with the post. Should such suitable
staff exist, the post will only be advertised internally. Such staff would include
permanent and contract staff and in-service trainees and temporary staff who
have, at the time of application, worked in one position (or similar position)
for at least tSALESee months. Where there is only one possible internal
suitable individual, the relevant selection committee will decide on whether it
should interview that individual to assess his/her suitability (usually when the
individual is deemed to be imminently suitable based on the competencies of
the job) or whether further internal and external recruitment of applicants
should take place. Where there are no suitable internal candidates, the post
will be advertised internally and externally simultaneously. The Selection
Committee is required to provide a sound, defensible rationale for the strategy
pursued.
In considering its recruitment strategy, the Selection Committee must consider
how it will satisfy the requirements of the Organization’s Equity Policy &
Plan that an active search (either inside the Organization where the post is
only advertised internally or inside and outside of the Organization when the
post is advertised internally and externally simultaneously) be undertaken for
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individuals from designated groups and that such individuals be encouraged to
apply. This may involve the constitution of a Search Committee particularly
when there is the likelihood that too few applications will be received from
members of designated groups.
Determining the Selection Strategy
In determining the selection strategy, consideration must be given to:
How the job competencies will be measured within the selection process
i.e., the selection techniques that will be used in order to assess whether
job applicants have the necessary knowledge, skills and personal
characteristics. Where feasible, alternative methods of selection (e.g.
Written Test, G.D, Interview) which allow for the demonstration of the
skills needed for employment, should be used;
Whether there will be an initial screening to remove any candidates from
the listing who do not meet the minimum requirements for the post (e.g. if
post indicates that the job incumbent needs a First Class, all candidates
who have applied but do not have a First Class will be removed from the
listing of candidates) and who will conduct this initial screening;
Whether a medical report will be needed due to the demands of the job
and when such testing will take place;
the actual procedure of selection process i.e. when different selection
techniques will be used in the selection process and how the data collected
will contribute to the final selection decision.
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The Selection Committee must also determine the dates of the short-listing
meeting and selection interviews. This will allow the Recruitment and Selection
Section to answer queries from applicants as to when the selection procedure will
be held.
The Recruitment Process
Recruitment is the process of ensuring that suitable applications are received for a
vacancy, and can only commence once the documentation has been received.
Drafting and Placement of the Advertisement
On confirmation of the recruitment and selection strategy by the Selection Committee,
the Recruitment and Selection Section will draft the advert. The advert will include all
the critical job information and competencies. The closing date for applications is placed
in all advertisements and interested parties will normally be given the following time in
which to submit their applications:
For internal advertisements: 1 week
For posts advertised locally: 2 weeks
For posts advertised nationally: 3 weeks
Internal advertising of vacant posts will occur by circulars being sent to relevant
departments, divisions and Organization’s and posted on the SALES Division
web page as well as on the notice board outside the Recruitment and Selection
Section. Staff will be advised to monitor the Recruitment and Selection web page
and notice board regularly. In the event that there is only one potentially suitable
candidate who the Selection Committee would like to interview, the post will not
be advertised.
Recognizing the need to reach members from designated groups, external
advertising of vacant posts will attempt to reach as wide an audience as possible
within budgetary constraints. Media with wide readership patterns will be used.
Where appropriate and depending on the level of the post, and budgetary
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constraints, the Internet, international and specialist publications will also be
considered.
Also the advertisement was done in local newspapers, The Tribune, The Times of
India and Also in Employment News.
Advertising/attracting applicants
Advertisements should be based on the person specification and identify a number
of the essential criteria in order to maximize the number of suitably qualified
applicants. In normal circumstances posts should be advertised both internally and
externally thus allowing career development opportunities for existing staff while
fulfilling equal opportunities requirements and potentially enhancing the diversity
of the workforce. Adverts should be produced using the standard Organization
template which can be found on the Human Resources Directorate website or is
available from the local Human Resources team.
There may be occasions where it is appropriate to make exceptions to this (e.g.
where specific staff are named on a research grant) and in such an event approval
should be sought from the local Human Resources team. In such cases there will
still however be a requirement for the applicant to go tSALESough a selection
process to ensure that they meet all the essential criteria for the position.
In certain circumstances it may be more effective to use a recruitment agency than
to advertise externally. Approval to do so should be sought from the local Human
Resources team. This will not however eliminate the need to advertise the
position internally.
Further Particulars that provide background information pertinent to the job
should be produced using the pro-forma which can be found on the Human
Resources Directorate website. These should be provided to applicants upon
enquiry.
33
All external job advertisements will be published as a minimum on the Sportking
website and on www.Naukari.com.
Staff who have been acting-up in a position that subsequently becomes vacant
will have to apply for the position when it is advertised. In such cases the position
is likely to be advertised on an internal basis only.
Curricula Vitae
After the advertisement, a large no. of CV’s was received. Then the CV’s were
segregated according to the eligibility criteria, qualification requirement and place of
belonging. At the first step CV’s were segregated on the basis of educational
qualification, which was tSALESough out first class. Then there were people from
different places. So two centers were decided.
Ludhiana
Bhopal
Framing of Roll No:-
The framing of Roll no. was done considering the highest qualifications of the candidates
as follows:-
Graduate.
Result Awaited Graduate.
Post Graduate.
Result Awaited Post Graduates.
MBA.
Result Awaited MBA.
34
FOR LUDHIANA
S.No Type Of Sort Listing Roll No.
1. Graduate. LG
2. Graduate Result Awaited LGA
3. Post Graduate. LPG
4. Post Graduate Result Awaited LPGA
5. MBA. LM
6. MBA Result Awaited LMA
FOR BHOPAL
S.No Type Of Sort Listing Roll No.
1. Graduate. BG
2. Result graduate Awaited BGA
3. Post Graduate. BPG
4. Post Graduate Result Awaited. BPGA
5. MBA. BM
6. Bhopal MBA Result Awaited. BMA
35
The Selection Process
The following time-frames will apply:
Short-listing will take place within a reasonable time of the closing date for applications.
Conduction of Examination
The examination of ET’S Scheme is to be conducted on the first Sunday of the July dated
22nd June 2008. 12 rooms have been allotted according to the roll number scheme for the
conduction of exam. The students have been asked to report one and a half hour before
the exam that is at 12:30 PM for registration. The exam is to start at 2 O’ clock.
Examination scheme
There are 4 different sections in the examination scheme. First 3 sections are common for
all graduates and post graduates. The 4th section is for MBA students.
Sections Time
General English 40 min
Genera Knowledge 40 min
Quantitative Aptitude 45 min
General Management 40 min
36
DETAILS OF CVs RECEIVED :
CVs received from Northern Region
Qualification No. of
eligible
candidates
TSALES
ough
Adv.
TSALESo
ugh job
portals
Graduation (Complete) 113 105 8Graduation (Result
Awaited)68 62 6
Post Graduation (Complete) 12 11 1Post Graduation (Result
Awaited)21 20 1
MBA (Complete) 25 20 5MBA (Result Awaited) 88 77 11Total 327 295 32
CVs received from Southern Region (M.P.)
Qualification No. of
eligible
candidates
TSALESo
ugh Adv.
TSALES
ough job
portals
Graduation (Complete) 37 30 7
Graduation (Result
Awaited)8 8 0
Post Graduation (Complete) 8 8 0
Post Graduation (Result
Awaited)5 4 1
MBA (Complete) 11 9 2
MBA (Result Awaited) 41 31 10
Total 110 90 20
37
In Totality:-
Number Of Applications Received
TSALESough Various Sources
By Post 378
TSALESough
Website/Naukri 834
TSALESough E-Mail 1889
TSALESough
TimesJobs.Com 3101
Total 6202
Exam, G.D. and Interview and psychological test will normally take place on
mentioned days after the short-listing meeting in order to allow sufficient time for
the administrative process such as obtaining referees’ reports, contacting
candidates, etc.
Equity Considerations in the Selection Process
Within the selection process, to ensure fairness and accountability, and to meet the
requirements of the Organization’s Employment Equity Policy and Supporting Protocol
for Appointments, the following must take place:
The competencies for the post must be used consistently tSALESoughout the
recruitment and selection process e.g. all applicants must be asked the same
core questions in an interview;
All applicants must be assessed using the same techniques (e.g. if applicants
are to give a presentation, all applicants must do so);
38
The committee must be able to substantiate/provide reasons why a candidate
was unsuccessful relative to the identified competencies;
Selection Committees must select the person whom they believe will make the
best contribution to the Organization.
In understanding what is meant by best contribution, the Organization advocates that
appointments will be based on contextual considerations. This recognises that the notions
of merit and the best person for the job are not independent of context. Therefore, in
making an appointment, the selection committee must consider these contextual
considerations (i.e. the needs and status of the department in which the vacant post is
situated)
Which include:-
(a) The need for specialised qualifications and/or skills;
(ii) The need for “fresh minds” from outside;
(iii) The need to balance the composition of staff in terms of qualifications, experience,
seniority and role models;
(iv) The stability of the department/staff and the ability to support an individual
appointed on potential rather than proven merit;
(v) Negative or positive resource implications of employing certain candidates and in the
case of negative implications, the Organization’s ability to meet the necessary resource
requirements;
(vi) The need to create a supportive environment for all Employees, irrespective of their
background.
39
Also of importance is that in ensuring diversity amongst the ET’s and that adequate and
acceptable role models are present within the Organization, the institution must consider
the employment of nationals as well as foreign nationals. Given the Sportking’s Vision to
be “an outstanding Nationally as well as Internationally-recognized Textile Industry
which proudly affirms its Own identity”, there is a need to balance the employment of
Indian citizens with the need to seek good applicants freely and to appoint the person
who will make the best contribution to each particular vacancy. It is only being appointed
in the context of international competition that Organization and its staff will realize the
Sportking’s Vision. The Sportking will however, seek to appoint as many Indian citizens
as possible to its academic and support staff.
Reference Checks
Reference checks may be conducted, if required by the Committee. Where reference
checks are conducted, this would be done for all individuals in that particular stage of the
selection process (e.g. all short-listed candidates). Reference checks require checking the
accuracy of the information provided by the candidate on the application as well as
certain employment information. In conducting a reference check, the Recruitment and
Selection Section may contact at least one past (but not the current employer without the
applicant’s consent) employer, asking for information on the following
Job title and nature of the work done;
Period of employment;
Performance record;
Relationships with superior, subordinates and colleagues;
Absenteeism record, including sick leave record; and
Disciplinary record, particularly instances of substance abuse,
insubordination, theft/fraud and poor performance.
40
The Committee reserves the right, in the case of internal candidates, to contact current
Managers as well as to consult the personal files of relevant candidates.
This information will be available to members of the Selection Committee before the
interviews so that any problems arising by previous employers/current Manager can be
addressed with the applicant who then has an opportunity to reply to the allegations.
Arrangement for interviews
Successful applicants will be invited for interview within 3 weeks from the
closing date
References will be requested provided you have indicated that we can contact
your referees prior to interview
If successful you will be sent an interview invitation letter with a medical form
and information on what to bring to your interview
Please ensure you return your medical form before the day of your interview
If you are selected for interview and you have any access or special needs which
will help you to attend the interview (e.g.: a sign language interpreter, wheel
chair access or a loop system), then please advise us when confirming your
attendance for interview
Assessments
You may be asked to complete an occupational assessment as part of the
interview process, you will be informed of this in your interview letter
Please do not let this put you off attending the interview - they are only one part
of the selection process
The assessments have been specially selected so they are particularly relevant to
the vacancy you have applied for and will give an indication of your strengths
and weaknesses in relation to some of the duties detailed in the job description.
They are not dependent on your educational experience
The assessments remain confidential at all times
41
During the Interview
Interviews are always carried out by at least two people.
The panel will have a standard set of questions to ask all candidates. There will
be follow up questions depending on your answers.
The panel will be taking notes tSALESoughout; these will be used to recall your
answers.
Please ensure that you bring all paperwork with you as requested in your
interview letter.
At the end of the interview, the panel will tell you when they will make their
decision.
After the interview
The successful applicant will be telephoned and offered the position.
The candidates are allocated various departments on the basis of their rating in
the psychological test and their performance in the final interview.
If you are unsuccessful you will receive a letter.
.
42
Conducting the Interviews
The Selection Committee is responsible for conducting a fair and equitable interview
tSALESough the running of a structured/semi-structured interview including, ensuring
that:
the questions to be asked are related to the relevant job competencies (note
that the questions will have been determined at the short-listing meeting);
careful consideration is given to the use of any questions that may be
perceived to be unfair or discriminatory by candidates;
the same/similar questions are asked of each candidate (probing is feasible
provided it is around the same core competency);
each candidate is presented with similar demands within the interview
situation;
the introduction of prior knowledge of the candidate is well managed to
ensure fairness;
any concerns due to prior knowledge and/or poor referee’s
reports/reference checks are raised with the candidate, giving him/her an
opportunity to respond;
Each candidate is assessed relative to the competencies identified;
There is consistency in rating of candidates; and
These assessments are documented for later discussion.
The Selection Decision
43
The selection decision usually takes place immediately after all the interviews have been
conducted. Alternatively, another meeting can be called for this purpose.
The decision on whom to appoint involves:
looking at and discussing all the evidence collected (from interview,
referees' reports or reference checks, and other selection techniques) for
each criteria for each candidate;
recording in writing the reasons why any persons interviewed were not
recommended for appointment; and
making the final decision on whom to recommend for appointment and
where appropriate, recommending a second choice.
In addition, consistent with the Organization’s Employment Equity Policy, the following
must be considered:
consideration must be given to the potential of applicants from designated
groups to meet the job requirements as well as to proven merit;
where it is difficult to differentiate between candidates in trying to
determine the best candidate, preference will be given to the member of
the designated group;
in the selection of applicants from designated groups, where it is difficult
to distinguish between candidates, preference will be given to nationals;
where a person with a disability has applied, consideration must be given
to how the environment and/or job can be adapted;
If no suitable applications are received for a post, the Selection Committee should give
serious consideration to postponing its recommendation until the Search Committee has
44
had a further opportunity to scan the field for suitable candidates. Alternatively, the
decision to re-advertise at a later stage may be taken.
Concerns Regarding the Fairness of the Process
Approval of the recommendation will be subject to all members of the Selection
Committee and the member of the Recruitment and Selection Section agreeing that the
selection process followed for the filling of the post was fair and that legislative and
Organization policy requirements were met.
At the end of each selection process before the Committee disbands, the Chairperson will
facilitate the evaluation of the recruitment and selection process followed. All members
of the Selection Committee will be required to sign the Minute recording the recruitment
and selection process followed and the opinion of the Committee on the fairness of the
process.
Should there be any concerns raised by the committee regarding the fairness of the
process, this matter will be immediately referred to the V.P. of Human Resources. Where
there is evidence of any problem/s, the HOD of Human Resources or his/her nominated
representative will conduct an investigation. The recommended appointment will be kept
on hold until the matter has been resolved.
The Recruitment & Selection Section will continually evaluate adherence to relevant
policy requirements.
Offer is made to Candidate Recommended by Committee
45
Once the Selection Committee’s recommendation has been approved, the V.P. of Human
Resources or his/her delegated person shall make an offer of appointment to the
candidate/s. While the Director may consult members of the Selection Committee or
senior management, the Selection Committee does not determine the cash salary
component of the remuneration package.
Record Keeping
Consistent with its commitment to transparency and the right of the applicant to written
feedback, the Organization will document the criteria used within each selection process
and the decisions taken about each candidate relative to these criteria. Furthermore, the
Organization will be open about how equity considerations impact on decisions in the
recruitment and selection process.
The following records will be kept:
Recruitment procedure: advert and media used and target group (external
and/or internal);
Statistics of the number of applications received for each race and gender
group as well as from applicants with disabilities;
Selection procedure: criteria, process including interview questions used,
the evaluations of individual candidates and the decisions taken including
why applicants were not successful;
The view of the Selection Committee as to the fairness of the process; and
Any other relevant equity statistics.
These records shall be kept for at least 12 months.
46
Feedback to candidates
All candidates are to be advised of the outcome of their applications as soon as possible
after the interviews. The Chairperson, in consultation with the Recruitment & Selection
Section, will be required to give feedback, in writing; to candidates should they contest
the process and decision taken. Where internal candidates claim that the policy has not
been correctly implemented, such candidates are to be advised to follow the
Organization’s Grievance procedure.
Applicants who are not short-listed should be given feedback on request, making it clear
why they were unsuccessful. If requested, the Panel Chair should provide feedback to
unsuccessful short-listed candidates.
Support Structures
The Human Resources Division recognises that it needs to fulfil the following roles
within the recruitment and selection process:
Handling all the administrative work associated with the procedure and
appointments;
Providing HODs, Section Managers and Selection Committees with assistance in
executing their recruitment and selection responsibilities effectively. In this
regard, hands-on assistance is offered and training courses and archival/support
material will be available as will documentation to inform Selection Committee
members of the process;
Active participation on the Selection Committees with full voting rights;
Dealing with any complaints/grievances alleging unfair discrimination;
Evaluating the recruitment and selection process and ensuring that the process
keeps up to date with legal and organization requirements as well as technological
advances; and Ensuring adherence to this and other relevant policy requirements
47
Training and Development of ET’S
The need for training to ensure the effective implementation of this policy is recognised.
All ET’S selected will be obliged to undergo training on the awareness of job profile and
about the organization. With a view to enhance their skills, Sportking continuously train
its people across all functions, levels and disciplines of the organization. It has designed
elaborate training and development programmes that encompass the technical,
managerial, behavioural and spiritual growth of its employees. A full-fledged training
centre -Sportking Training and Development Centre (VTDC)-at Ludhiana has been set up
for this purpose. Apart from this, managers participate in training programmes at some of
the best institutes like IIMs in India.
Setting goals and objectives of training
Once specific training needs have been determined and policies relating thereto establish,
stage comes for setting goals and objectives of training for filling these needs. Broadly
speaking, the immediate objectives of training are to help an employee to improve
performance on his present job. Long range objectives are to guide the qualified man in
preparation for positions involving greater responsibilities.
Major types of goals and objectives :
48
Operational objectives: mainly concerned with efficiency in organizational working
and outputs such as enhanced sales, reduced cost and improved productivity.
Performance objectives: relate to individual performance in terms of both efficiency
and quality, organization’s effective performance within allocated funds while also
keeping in view the fulfillment of corporate objectives and amount of benefits
derived.
Instructional objectives: pertain to the trainees grasp and applicability of the lessons
or instructions as received during the learning process, which can generally be
evaluated at the end of training programme by some sort of objective tasks.
Reaction objectives: these are primarily subjective in nature. Participants being very
much alive to the learning situations give expression to their feelings and come out
with reactions about the training programmes. This helps improving programme
contents and instruction methods.
Personal growth objectives: indicative of stimulating feelings of self-confidence, self-
competence, self-image and other aspects of self-realization.
Innovation or change making objectives: these form a very important type of
objectives, which are primarily developmental in nature and have a large effect and
return.
49
Preparing training budget
Preparation of training budget is specifically concerned with the allocation of funds to be
provided for the training for carrying out the training activities as envisaged in the plan.
Deciding about the training venueThe decision about the training venue depends invariably on the type of training to be
given. For on-the-job training, the venue naturally is the plant itself. In case of off-the-job
training and training tSALESough external sources, the venue has to be somewhat away
from the trainees working environment. The venue of the training will be the place where
the outside agency is located.
Deciding about the methods and techniques to be deployed in training
Broadly speaking, the training methods and techniques vary from unorganized
system of learning from working colleagues to more systematic methods of
inspection tSALESough program texts. No wonder, training may range from highly
specified instructions in the procedures to be adopted while performing a particular job to
very general instructions concerning economy and society. Factors that generally matter
in the selection or choice of a particular method or technique for training are:
(a) Depth of knowledge, nature of the skills called for in particular jobs to be filled.
(b) Background of the trainees FOR ASSESSING their capacities and potentials and
ascertaining their aptitudes.
(c) Various kinds of operative problems confronted by the organization or for
achievement of any other specific organization, which compel them to bring in
use particular methods and techniques.
50
(d) Consideration of facilities by way of cost, time, material, equipment etc as
available for particular training and for particular situation.
(e) Number of persons to be trained and developed.
In making use of these methods and techniques, it requires exercising of best of
discretion and judgment by the trainees or instructors, to deploy these methods, in
accordance with the needs of the specific jobs, the individuals and the groups, of course
well balancing the advantages and disadvantages of particular method or
techniques/methods or techniques and keeping in view any specific objectives of the
organization as well.
Determining methods of evaluating training
Evaluating training is fundamentally concerned with the extent of achievement of
objectives as set out in the training plan. It is the measurement of the effectiveness of
performance of the trainee and collecting useful feedback for future training. The four
methods successfully employed for the evaluation of training are:
Judging and measuring reactions of participants in various aspects as outlined in the
training program.
Assessing and measuring how far the learning has been gainful and effective that is
what exactly has been achieved by the way of new knowledge, understanding and
skills by the participants. This is done by means of tests.
Evaluating new and different attitudinal and behavioral changes in the performance of
the job of the participants as observed by their supervisors themselves, their peers,
and the colleagues or associates of the participants.
Measuring results or changes in terms of costs, grievance, quality and production.
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Joining the organization
It is important that new employees receive a well-planned induction in order for them to
become fully operational quickly. Further information on induction, including guidelines
for managers, is available from the Staff Training and Development Unit or from the
local Human Resources teams.
Overview
To face the challenges of the New World order, Sportking attaches great importance to
the development of its main resource -People. At its core lies the recognition and respect
for individual dignity and human values. It is the caliber and professionalism of its people
that has helped Sportking maintain its leadership in competitive environment. At
Sportking people understand the market expectations and competitive challenges. The
emphasis is on fostering innovation and creativity at work so that the employees can
translate uncertainties into opportunities and opportunities into accomplishments.
And at the end of this Study I would like to add that
same like Rail tracks, ET’S as well as Staff work together
for the organization’s objective and it goes on…
52
CONCLUSION
Working on the process of Customer satisfaction, sales and dispatch training at
Sportking has been a remarkable experience. We’ve learned a lot about the
intricacies involved in the sales process.
It is a wide process in which a lot of planning and coordination requires. The
most important thing about the process for the recruitment for the post of ET is
that it is a fair practice and no references are entered in this regard. The
eligibility criteria are strictly followed while short listing the candidates. The
Group Discussion, psychological test and personal interview all are conducted
fairly giving equal opportunity to each and every candidate.
Certain contingencies plan were also be made so that this process can be done
without any hindrance.
Doing summer training in an organization like Sportking will definitely be of
constant help to us in future.
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