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BHOPAL A MINOR PROJECT REPORT ON

RECRUITMENT AND SELECTION


Submitted in partial fulfillment of Master Degree Of BARHATULLAH UNIVERSITY, BHOPAL (University Institute of Technology)

(Submitted to)

(Submitted By)

SIKHA BHARGAVA
SINGH PARIHAR

PRERNA MBA II nd Sem

TABLE OF CONTENTS

CHAPTER
CHAPTER- I CHAPTER- II CHAPTER- III CHAPTER- IV CHAPTER- V CHAPTER- VI CHAPTER- VII CHAPTER- VIII CHAPTER-IX CHAPTER-X CHAPTER-XI RE

CONTENT
INTRODUCTION OBJECTIVE COMPANY PROFILE REVIEW OF LITERATURE RESEARCH METHODOLOGY DATA COLLECTION AND ANALYSIS LIMITATIONS (OPTIONAL) SUGGESTIONS CONCLUSION BIBLIOGRAPHY ANNEXURE QUESTIONNAI

PAGES

INTRODUCTION
Human Resource Management is a process of bringing people and organizations together so that the goals of each are met. It tries to secure the best from people by winning their whole hearted cooperation. In short, it may be defined as the art of procuring, developing and maintaining component workforce to achieve the goals of an organization in an effective and efficient manner. The definition of Human Resource Management emphasizes the sphere of influence to encompass the strategic approach to manpower management in an organization. The process calls for a coherent objective to retain and increase employee head-count, any organizations most valued asset. This specialized study and application has come in the wake of realization that the employees of an organization, individually and collectively, are the main contributors to the achievement of business activities. The management of people hired by an organization involves employing people, designing and developing related resources and most importantly, utilizing and compensating their services to optimize business profitability via employee performance. Today, Human Resource Management operates in tune with other essential organizational requirements and co-exists with the topmost management cadre. Managing human resources within a company calls for a liaison between the organizations management personnel and the administration of the executive rungs. It thrives on the strength of the relationship between the management and workers of the company. Human Resource Management involves the development of a perfect blend between traditional administrative functions and the well-being of all employees within an organization. Employee relation ratio is directly proportionate to the manner in which the employees are treated, in return for their imparted skills and experience. A Human Resource Manager ideally empowers inter-departmental employee relationships and nurtures scope for down-the-rung employee communication at various levels .The field is a derivative of System Theory and Organizational Psychology.Human resource have earned a number of related interpretations in time, but continue

to defend the need to ensure employee well-being. Every organization now has an exclusive Human Resource Management Department to interact with representatives of all factors of production. The department is responsible for the development and application of ongoing research on strategic advances while hiring,terminating and training staff. The Human Resource Management Department is responsible for: Understanding and relating to employees as wel as individuals,thus identifying individual needs and career goals. Developing positive interactions between workers,to ensure collated and constructive enterprise productivity and development of a uniform organizational culture. Identify areas that suffer lack of knowledge and insufficient training and accordingly provide remedial measures in the form of workshops and seminars. Generate a rostrum for all employees to express their goals and provide the necessary resources to accomplish professional and personal agenda , essentially in that order. Innovate new operating practices to minimize risk and generate an overall sense of belonging and accountability. Recruiting the required workforce and making provisions for expressed and promised payroll and benefits. Implementing resource strategies to subsequently create and sustain competitive advantage. Empowerment of the organization, to successfully meet strategic goals by managing staff effectively .
RECRUITMENT AND SELECTION Ask leaders what their biggest challenge is, and you get the same answer: finding,

attracting and keeping talented people. Ask talented people what their biggest career challenge is and you will hear the same refrain: finding good people to work with and to work for.

The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind. Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited).Formal definition of recruitment would give clear cut idea about the function of recruitment. Today, in every organisation personnel planning as an activity is necessary. It is an important part of an organisation. Human Resource Planning is a vital ingredient for the success of the organisation in the long run. There are certain ways that are to be followed by every organisation, which ensures that it has right number and kind of people, at the right place and right time, so that organisation can achieve its planned objective. The objectives of Human Resource Department are Human Resource Planning, Recruitment and Selection, Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation.

For every organisation it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Selection procedure. With reference to this context, this project is been prepared to put a light on Recruitment and Selection process. This project includes Meaning and Definition of Recruitment and Selection, Need and Purpose of Recruitment, Evaluation of Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organisation gets suitable application. Scientific Recruitment and Selection, which an Organisation should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job. Next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. Approaches to Selection, Scientific Selection Policy, Selection in India and problems Attracting new talent to the organization is a key task, especially when the talent in question is in short supply. Recruitment needs to take its place within the HR cycle as one strategy among others in a changing market place. Other strategies, such as developing current staff, should not be neglected in favor of external recruitment. Recruitment should ideally not be focused proactively on bringing into the organization the kind of skills and experience, which cannot easily be built from within. With too little external recruitment organizations processes and staff can start to stagnate. Conversely, if recruitment from outside is the only means by which senior positions are filled, internal candidates soon realize that they must leave the organization, if the want to be promoted. A well-designed recruitment process can attract good candidates and give the employer useful indications of future performance. Candidates are usually more positive about the organization if they can see a clear link between the recruitment process and job. Structured interviews, using behavioral and critical incident interviewing can be helpful as they allow specific job related areas. Recruitment and selection are two of the most important functions of personnel management. Recruitment precedes selection and helps in selecting a right candidate.

Recruitment is a process to discover the sources of manpower to meet the requirement of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of efficient personnel. Staffing is one basic function of management. All managers have responsibility of staffing function by selecting the chief executive and even the foremen and supervisors have a staffing responsibility when they select the rank and file workers. However, the personnel manager and his personnel department is mainly concerned with the staffing function. Every organisation needs to look after recruitment and selection in the initial period and thereafter as and when additional manpower is required due to expansion and development of business activities.

Background
Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization . Human Resource planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization which ensures that it has right number and kinf of people, at the right place and right time, so that organization can achieve its planned objectives. The primary reason for studying the Recruitment and Selection procedure is to get acqinted and update the recruitment practices undertaken by the organization. With Bhilai Steel Plant expanding across all its verticals IT, ITes, and Contractual/Temporary Staffing, its need to pay proper attention the Recruitment and Selection process is all the more important. The project study is undertaken is to analyze and find the factors, which satisfy the needs and wants of various client organizations. In the present scenario, where lots of consultancies are emerging, it is very important for any consultancy to have an edge over the industry in terms of quality and services.

The study deals with the topic selection and recruitment in the organization and kind of different selection procedures being followed in selection of an individual in to the organization.

Problem to be studied: Methodology of the Study:


Sources of Data the methodology used to collect the data in the organization is from two sources:

Primary sources Secondary sources Primary sources include the respondents from whom the required information was gathered

directly and emphasis was laid on their opinion. Data was obtained through regular interaction with the functional heads and the employees. The methodology used for the study is as follows:

Questionnaires Observation
Data regarding the study has been collected by the questionnaires and observations Sample Design: The sample size was taken as 35. The respondents were Recruiters of IT, ITES and Contractual/Temporary Staffing. The data was collected through questionnaire, which consists of 20 questions. The questions are personally asked and opinions were noted down so as to get immediate feedback. Secondary sources were the company manuals, Intranet search and the existing Recruitment manual. With the help of these two data sources all the findings, conclusions and suggestions have been derive

CHAPTERISATION The chapterisation consists of five chapters- namely: The first chapter consists of introduction where the project topic recruitment and selection is introduced and the need, objectives, methodology, limitations of the study is also introduced. The second chapter consists of the industry profile where the industry profile and the company profile is introduced. The third chapter consists of the theoretical framework of the study where the need for knowing the recruitment and selection in the organisation is known. The fourth chapter is the analysis of the data where the collected primary data and the secondary data are analysed and interpreted The fifth chapter is the summary which consists of summary of the topic and the findings, suggestions, annexure, bibliography

RESEARCH METHODOLOGY
It has been found that consumers after consuming services are not again availing services Problem discovery and definition According to Malhotra and Birks (2003, p.31), problem definition can be defined the general problem and the identification of the specific components of the research problem. Parasuraman (1991) refer that is critical to define the problem in order to communicate it correctly to both decision - makers and researchers, however at the same time we should fully understand the scope and the nature of the problem avoiding any misconceptions. Research design The Research Design is the blueprint that enables the investigator to come up with solutions to these problems and guides him or her in the various stages of the research (Nachmias and Nachmias, 1996; Churchill, 1991). Research design involves different research techniques that we are going to use to get the information needed relevant to the problem, the measurement and scaling techniques for understanding the collected information, the questionnaire design etc (Lawley and Gardiner, 1999; Malhotra and Birks, 2003). Also Tull and Hawkins (1987) argue that one of important research designs goals is to maximize the accuracy of the gathered information to create a proper budget level. Research design can be broadly classified in some basic types. One useful classification is the one that is related with the main target of the research into three main categories which are: (i) Exploratory research, (ii) Descriptive research and (iii) Causal research (e.g. Churchill, 1979; Green and Tull, 1978).

DATA COLLECTION 1. PRIMARY DATA SOURCES Through interaction with customers Through questionnaires filled from the consumer.

2. SECONDARY DATA SOURCES: Through internet, various official sites of the companies. Through pamphlets and brochures of the companies. Journals & Magazine

PERIOD OF STUDY: 7 weeks SAMPLE SIZE: 35 SAMPLING DESIGN The sample of the research will be taken from the Rajhara Mine in C. G.. AREA OF STUDY: Rajhara Mine

TOOLS USED There are several methods of collecting primary data, particularly in surveys and descriptive researches. Important are: i. ii. iii. iv. Observation method Through questionnaires Through schedules Interview method

To know the response. I have used the questionnaire method in sample survey. If one wishes to find what people think or know, the logical procedure is to ask them. This has led marketing researchers to use the questionnaire technique for collecting data more than any other method. In this method questionnaire were distributed to the respondents and they were asked to answer questions in the questionnaire. The questionnaires were structured non-disguised questionnaire because the questions, which the questionnaire contained, were arranged in a specific order besides every question asked were logical for the study, no question can be termed as irrelevant. The questionnaire, were non-disguised because the questionnaire were constructed so that the objective is clear to the respondent. The respondents were aware of the objective. They knew why they were asked to fill the questionnaire.

OBJECTIVE
To study the nature and importance of Recruitment and Selection procedure at Bhilai

Steel Plant.

To study various factors, determinants and outcomes of Recruitment and Selection. To make a study at the organization so as to find the degree of Recruitment and
Selection in the real work environment.

To draw conclusions and make suggestions based on the Information collected


How Bhilai Steel Plant is going to search for prospective candidates. How Bhilai Steel Plant is stimulating them to apply for the job in the organization. How Bhilai Steel Plant is going to select the candidates with required skill,

knowledge and abilities.

COMPANY PROFILE

Bhilai Steel Plant


Bhilai Steel Plant, located in Bhilai, Chhattisgarh, is India's only producer of steel rails, and is a major producer of steel plates and structural components. In the 2004-05 fiscal year, it was the Steel Authority of India Limited's most profitable plant. This steel plant was set up with the help of the USSR. Nine - time winner of Prime Minister's Trophy for best Integrated Steel Plant in the country, Bhilai Steel Plant (BSP) is India's sole producer of rails and heavy steel plates and major producer of structural. The plant is the sole supplier of the country's longest rail tracks of 260 metres. With an annual production capacity of 3.153 MT of saleable steel, the plant also specializes in other products such as wire rods and merchant products. Since BSP is accredited with ISO 9001:2000 Quality Management System Standard, all saleable products of Bhilai Steel Plant come under the ISO umbrella. At Bhilai IS0:14001 has been awarded for Environment Management System in the Plant, Township and Dalli Mines. It is the only steel plant to get certification in all these areas. The Plant is accredited with SA: 8000 certification for social accountability and the OHSAS-18001 certification for Occupational health and safety. These internationally recognised certifications add value to Bhilai's products and helps create a place among the best organisations in the steel industry. Among the long list of national awards it has won, Bhilai has bagged the CII-ITC Sustainability award for three consecutive years. The company was more than 50 years old and it is unick himself by means of their production techonology. Bhilai Steel Plant manages a well planned township (Bhilainagar) which as 13 sectors. PRODUCT-MIX TONNES/ANNUM Semis 5,33,000 Rail & Heavy Structural 7,50,000 Merchant Products (Angles, Channels, Round & TMT bars) 5,00,000 Wire Rods (TMT, Plain & Ribbed) 4,20,000 Plates (up to 3600 mm wide) 9,50,000 Total Saleable steel 31,53,000

Product Profile

The product range at Bhilai Steel Plant and their end use/consumers is as : A. FINISHED PRODUCTS Product End use / consumers 1. Rail & Structural Mill Rails in 13m, 26m, 65/78 m length and welded panels of 130m/260m length Indian Railways, Export Heavy Structurals Construction Crane Rails Cranes Crossing sleepers Broad gauge sleepers 2. Merchant Mill Lt. Structurals Engineering and Construction

Med. Rounds (Plain & TMT) Heavy rounds (Plain) 3. Wire Rod Mill Wire Rods- Plain Construction Wire Rods- TMT EQ Wire Rods 4. Plate Mill Plates B. SEMIS Billets (from BBM) Blooms (from BBM) Narrow width slabs Re-rollers Boilers, Defence ,Railways, Ship building, LPG cylinders, Export Electrodes

CC Blooms Killed Slabs C. Pig Iron Foundry D. By Products Coal Chemicals Ammonium Sulphate (Fertiliser)Tar and tar products, (Pitch, Napthalene, Creosote Oil Road Tar, Anthracene oil, Dephenolised oil, PCM etc.), Benzol & its products (NG Benzene, Toulene, Xylene, Solvent oil, By. Benzol etc.) Processed Slag Granulated slag from CHSG Plants & SGP for cement manufacture

REVIEW OF LITERATURE
RECRUITMENT AND SELECTION
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. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is a linking function-joining together those with jobs to fill and those seeking It can also be defined as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Recruitment is only one of the steps in the entire employment process. It is generally followed by selection. It precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for the jobs in an organization, whereas the selection is the process of finding the most suitable candidate to the job out of the candidates attracted (i.e. recruited) Objectives: To attract people with multidimensional skills and experiences that suits the present and future organizational strategies. To infuse fresh blood with the all levels of the organization. To induct outsiders with a new perspective to lead the company. To develop an organizational culture that attracts competent people to the company. To search for headhunt /head pouch people whose skills fit the companies values. To devise methodologies for assessing psychological traits. To seek out non-conventional development grounds of talent. To search for talent globally and not just within the company.

To anticipate and find people for positions that does not exist yet.

Recruitment strategies
The recruitment strategies formulated by the companies include: In sourcing or Outsourcing: Companies recruit the candidates, employ them, train and develop them and utilize the human resources of these companies. This strategy is called Insourcing.Some organizations employ and develop the candidates with a view to provide the human resources to other companies which concentrate on manufacturing, servicing and such other activities. Vast and Fast Source: The fast developing IT industry and high technology oriented industry invariably require vast human resources within the short span of time. The best strategy to get vast human resources immediately is Internet.

FIGURE 3.1 SOURCES OF RECRUITMENT

C om pa ny S trateg ies

HRP

Job A na lys is

Job vacanc ies at a fu ture d ate T ype N um ber of H R s

R ecru itm ent T ype N um ber

A pp lic antsool p

S cree ning

P ote ntia l hires

Search for the prospective ca nd idates Source: T rad itiona l M odern

S tim ulate them to app ly Techniqu es T rad itiona l M odern

E va luation & C ontrol

Traditional sources of recruitment

The sources of recruitment are broadly divided into internal sources and external sources. Internal sources are sources within organizational pursuits. External sources are sources outside organizational pursuits. Internal sources: These sources include Present permanent employees .Present Temporary/Casual employees Retrenched or retired employees
Dependents of deceased, disabled, retired and present employees. 1.Present Permanent Employees: organizations consider the candidates from this source to higher

level jobs due to : availability of most suitable candidates for jobs relatively or equally to the external source, to meet the trade union demands and due to the policy of the organization to motivate the present employees. 2. Present Temporary/Casual Employees: organizations find the source to fill the vacancies relatively at the lower level owing to the availability of suitable candidates or trade union pressures or in order to motivate them on the present job. 3.Retrenched or Retired Employees: Generally, a particular organization retrenches the employees due to lack of work. The organization takes the candidates for employment from the retrenched

employees due to obligation, trade union pressure and the like. Sometimes, the organizations prefer to re-employee their retired employees as a token of their loyalty to the organization or to postpone some interpersonal conflicts for promotion etc.
4.Dependents of Deceased, Disabled, Retired and Present Employees: Some organizations function

with a view to develop in the commitment and loyalty of not only employee but also his family members and to build up image and provide employment to the dependent(s) of deceased, disabled, retired employees. Such organizations find this source as an effective source of recruitment.

External Sources:
External sources include Campus Recruitment Private Employment Agencies/Consultants Public Employment Agencies Professional Associations Data Banks Casual Applicants Similar Organizations and Trade Unions 1.Campus Recruitment: Different types of organizations like industries, business firms, service organizations, social or religious organizations can get inexperienced candidates of different types from various educational institutions like colleges and universities imparting education in Science, Commerce, Arts, Engineering and Technology, Medicine, Management studies etc. 2.Private Employment Agencies/Consultants: Private Employment Agencies or Consultants like ABC consultants in India perform recruitment functions on behalf of a client company by charging fees. Line managers are relieved from recruitment functions so that they can concentrate on their operational activities and recruitment functions are entrusted to a private agency or consultants.

3.Public Employment Exchanges: The government set up Public Employment Exchanges in the country to provide information about vacancies to the candidates and to help the organizations in finding out suitable candidates. 4. Professional Organizations: Professional Organizations maintain complete biodata of their members and provide the same to various organizations on requisition. They also act as an exchange between their members and recruiting firms in exchanging information, clarifying doubts etc. Organizations find this source more useful to recruit the experienced and professional employees like executives, managers, and engineers. 5. Data Banks: The management can collect the biodata of the candidates from different sources like employment exchange, educational training institutes, candidates etc. and feed them in the computer. 6.Casual Applicants: Depending upon the image of the organization, its prompt response, participation of the organization in the local activities, level of unemployment, candidates apply casually for jobs through mail or handover the applications in the personnel department. This would be a suitable source for temporary and lower level jobs. 7. Similar Organizations: Generally, experienced candidates are available in the organizations producing similar products or are engaged in similar business. This would be the most effective source for executive positions and for newly established organizations or expanded organizations. 8.Trade Unions: Generally, unemployed or under employed persons or employees seeking change in employment put a word to the trade union leaders with a view to getting suitable employment due to latters intimacy with the management. Management decides about the sources depending upon the type of candidates needed, time lapse period etc. It has to select the recruitment technique(s) after deciding upon the source. Modern Sources of Recruitment These include Walk in and consultant in, head hunting, body shaping, mergers and acquisitions, telerecruitment and outsourcing.

1. Walk-In: The busy organizations and the rapid changing companies do not find time to perform various functions of recruitment. Therefore, they advise the potential candidates to attend for an interview directly and without a prior application on a specific date, time and at a specified place. The suitable candidates from among the interviews will be selected for appointment after screening the candidates through tests and interviews. 2. Consult-In: The busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies suitable candidates from among such candidates through the selection process. 3. Head-Hunting: The companies request the professional organizations to search for the best candidates particularly for the senior executive positions. The professional organizations search for the most suitable candidates and advise the company regarding the filling up of the positions. Headhunters are also called search-consultants. 4. Body Shaping: Professional organizations and the hi-tech training institutes develop the pool of human resources for the possible employment. The prospective employers contact these organizations to recruit the candidates. Otherwise the organizations themselves approach prospective employers to place their human resources. These professional and training institutions are called body shoppers and these activities are known as body shopping. This is mostly used for computer professionals. 5. Mergers and Acquisitions: Business alliances like acquisitions, Mergers, and take-over help in getting human resources. In addition companies do also have alliances in sharing their human resources on adhoc basis. 6. E-Recruitment: The technological revolution in telecommunications helped the organizations to use Internet as a source of recruitment. Organizations advertise the job vacancies through the www. The job seekers send their applications through the email using Internet. 7. Outsourcing: Some organizations recently started developing human resource pool by employing the candidates for themselves. These organizations do not utilize the human resources; instead they supply HRs to various companies based on their needs on temporary or adhoc basis. select

RECRUITMENT TECHNIQUES

Recruitment techniques are the means or media by which management contacts stimulate them to apply for jobs. Management uses different types of techniques to stimulate internal and external candidates. These techniques are classified as traditional techniques and modern techniques. Traditional Techniques include:
Promotions: Most of the internal candidates would be stimulated to take up higher

responsibilities and express their willingness to be engaged in the higher-level jobs if the management gives them the assurance that they will be promoted to the next higher level.
Transfers: Employees will be stimulated to work in the new sections or places if the

management wishes to transfer them to places of their choice.


Advertising: It is widely accepted technique of recruitment, though it mostly provides one-

way communication. It provides the candidates in different sources, the information about the job and company and stimulates them to apply for the jobs. It includes advertising through different media like newspapers, magazines of all kinds, radio, TV etc. This technique should aim at: Attracting attention of the prospective candidates. Creating and maintaining interest and Stimulating action by the candidates. Modern Techniques:
Scouting: It means sending the representation of the organizations to various sources of

recruitment with a view to persuading or stimulating the candidates to apply for jobs. The representatives provide information about the company and exchange information and the clarify the doubts of the candidates.
Salary and Perks: Companies stimulate the prospective candidates by offering higher-level

salary, more perks, quick promotions etc.

ESOPs: Companies recently started stimulating the employees by offering stock ownership to

the employees through their Employees Stock Ownership Programmes (ESOPs).

SUB-SYSTEMS OF RECRUITMENT :
The recruitment process consists of the following four sub-functions:-

Finding out and developing the sources where the required number

and kind of employees will be available. . Stimulating as many candidates as possible and asking them to apply for jobs irrespective of the number of candidates required. Management has to attract more candidates in order to increase the selection ratio so that the most suitable candidate can be selected out of the total candidates available. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process; the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one. Developing suitable techniques to attract the desirable candidates.

Employing the techniques to attract candidates

FACTORS AFFECTING RECRUITMENT :


The following are the 2 important factors affecting Recruitment:-

1) INTERNAL FACTORS Recruiting Temporary Recruitment Engagement Companys Cost Companys growth and expansion of of and of the part-time local company in policy employees citizens HRP size recruitment

2) EXTERNAL FACTORS Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

CONSTRAINTS
If a firm has a poor image in the market, many of the prospective candidates may not even apply for vacancies advertised by the firm. If the job is not attractive, qualified people may not even apply. Any job that is viewed as boring, hazardous, anxiety producing, low-paying, or lacking in promotion potential seldom will attract a qualified pool of applicants. Recruiting efforts require money. Sometimes because of limited resources, organizations may not like to carry on the recruiting efforts for long periods of time, this can, ultimately, constrain a recruiters effort to attract the best person for the job. Government policies often come in the way of recruiting people as per the rules of the company or on the basis of merit/seniority, etc. For example, reservations to specific groups (such as scheduled castes, scheduled tribes, backward castes, physically handicapped and disabled persons, ex-servicemen, etc.) have to be observed as per constitutional provisions while filling up vacancies in government corporations, departmental undertakings, local bodies, quasi-government organizations, etc.

RECRUITMENT POLICY
Recruitment policy of any organization is derived from the personnel policy of the same organization. In other words the former is a part of the latter. However, recruitment policy by itself should take into consideration the governments reservation policy, policy regarding sons of soil, etc., personnel policies of other organizations regarding merit, internal sources, social responsibility in absorbing minority sections, women, etc. Recruitment policy should commit itself to the organisations personnel policy like enriching the organisations human resources or servicing the community by absorbing the retrenched or laid-off employees or casual/temporary employees or dependents of present/former employees, etc.The following factors should be taken into consideration in formulating recruitment policy. They are: Government policies

Personnel policies of other competing organizations Organisations personnel policies Recruitment sources

. .

Recruitment needs Recruitment cost Selection criteria and preference.

IMPACT OF PERSONNEL POLICIES ON RECRUITMENT POLICIES:


Recruitment policies are mostly drawn from personnel policies of the organization. According to Dale Yodar and Paul D. Standohar, general personnel policies provide a wide variety of guidelines to be spelt out in recruitment policy. After formulation of the recruitment policies, the management has to decide whether to centralize or decentralize the management has to decide whether to centralize or decentralize the recruitment function.

CENTRALISED V/s DECENTRALISED RECRUITMENT


Recruitment practices vary from one organization to another. Some organizations like commercial banks resort to centralized recruitment while some organizations like the Indian Railway resort to decentralized recruitment practices. Personnel department at the central office performs all the functions of recruitment in case of centralised recruitment and personnel .

MERITS OF CENTRALISED RECRUITMENT

Average cost of recruitment per candidate/unit should be relatively It would have more expertise available to it.

less due to economies of scale. It can ensure broad uniformity among human resources of various units/zones in respect of education, skill, knowledge, talent, etc. It would generally be above malpractices, abuse of powers, favouritism, bias, etc. It would facilitate interchangeability of staff among various units/zones. It enables the line managers of various units and zones to concentrate on their operational activities by relieving them from the recruiting functions. It enables the organization to have centralised selection procedure, promotional and transfer procedure, etc. It ensures the most effective and suitable placement to candidates. It enables centralised training programmes which further brings uniformity and minimizes average cost of staff.

MERITS OF DECENTRALISED RECRUITMENT


The unit concerned concentrates only on those sources/places wherein

normally gets the suitable candidates. As such the cost of recruitment would be relatively less. The unit gets most suitable candidates as it is well aware of the requirements of the job regarding culture, traditional, family background aspects, local factors, social factors, etc. Units can recruit candidates as and when they are required without any delay.

The units would enjoy freedom in finding out, developing the sources, The unit would relatively enjoy advantage about the availability of

in selecting and employing the techniques to stimulate the candidates. information, control and feedback and various functions/processes ofuitmentrec The unit would enjoy better familiarity and control over the employees it recruits rather than on employees selected by the central recruitment agency. Both the systems of recruitment would suffer from their own demerits. Hence, the management has to weigh both the merits and demerits of each system before making a final decision about centralizing or decentralizing the recruitment. Alternatively management may decentralize the recruitment of certain categories of employees preferably middle and top level managerial personnel and centralize the recruitment of other categories of employees preferably lower level positions in view of the nature of the jobs and suitability of those systems for those categories of positions. The management has to find out and develop the sources of recruitment after deciding upon centralizing or decentralizing the recruitment function.

SELECTION
The selection procedure is the system of functions and devices adopted in a given company to ascertain whether the candidates specifications are matched with the job specifications and requirements or not. Selection is the process of finding out the most suitable candidate to the job out of the candidates recruited. The selection procedure cannot be effective until and unless 1. Requirements of the job to be filled have been clearly specified (Job Analysis etc.).

2. Employee Specifications (physical, mental, social behavioral etc.) have been clearly specified. 3. Candidates for screening have been attracted. Significance of selection process: The ability of an organization is to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection programme. If right personnel are selected, the remaining functions of Personnel Management become easier, the employee contribution and commitment will be at an optimum level and employee-employer relations will be congenial.

FIGURE 3.2

SELECTION PROCESS

Development Bases Of Selection Job Analysis

Resume/CV/Bio-data

Written Examination

Recruitment

Preliminary Interview

Business Games

Tests

Final Interview

Assess the fit between the job and the candidate

Medical Examination

Reference Checks

Line Managers Decision

Job Offer

Employment

Job Analysis: It is the basis for selecting the right candidate. Every organization should finalize the job analysis, job description, job specification and employee specifications before proceeding to the next step of selection. Human Resource Plan: Every company plans for the required number of and kind of employees for a future date. This is the basis for recruitment function. Recruitment: It refers to the process of searching for prospective employees and stimulating them to apply for jobs in an organization. Development Bases for Selection: The company has to select the appropriate candidates from the applicants pool. The company develops or borrows the appropriate bases for screening the candidates in order to select the appropriate candidates for the jobs.

Resume/Bio-data/CV: This is also known as application form. The technique of application form or CV is traditional and widely accepted for securing information from the prospective candidates. It can also be used as a device to screen the candidates at the preliminary level. Information is generally required on the following items in the application forms: i. Personal background information ii. Educational attainments iii. Work experiences iv. Salary v. Personal details vi. References Written Examination: The organizations have to conduct written examination for the qualified candidates after they are screened on the basis of the application blanks so as to measure the candidates ability in arithmetical calculations, to know the candidates attitude towards the job, to measure the candidates aptitude, reasoning, communication, knowledge in various disciplines. Preliminary Interviews: The preliminary interview is to solicit necessary information from the prospective applicants and to assess the applicants suitability to the job. It is useful as a process of eliminating the undesirable and unsuitable candidates. They are short and known as stand-up interviews or screening interviews. Test: Psychological tests play a vital role in employee selection. A Psychological test is essentially an objective and standardized measure of sample behavior from which inferences about future behavior and performance of the candidate can be drawn.

The following are the type of tests taken: 1). Ability tests:Assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the typing tests given to a prospective employer for secretarial job. Also called as ACHEIVEMENT TESTS. It is concerned with what one has accomplished. When applicant claims to know something, an achievement test is taken to measure how well they know it. Trade tests are the most common type of achievement test given. Questions have been prepared and tested for such trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course, many unstandardised achievement tests given in industries, such as typing or dictation tests for an applicant for a stenographic position.

2). 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 programme. Aptitude test indicates the ability or fitness of an individual to engage successfully in any number of specialized activities. They cover such areas 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 .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.

2.Mechanical aptitude tests:

They measure the ability of a person to learn a particular type of mechanical work. These tests helps to measure specialized technical knowledge and problem solving abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc.

3.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.

3). Intelligence test:


This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness), numerical ability, memory and such other aspects can be measured. The intelligence is probably the most widely administered standardized test in industry. It is taken to judge numerical, skills, reasoning, memory and such other abilities.

4). Interest Test: This is conducted to find out likes and dislikes of candidates towards occupations, hobbies, etc. such tests indicate which occupations are more in line with a persons
interest. Such tests also enable the company to provide vocational guidance to the selected candidates and even to the existing employees. These tests are used to measure an individuals activity preferences. These tests are particularly useful for students considering many careers or employees deciding upon career changes.

5). Personality Test:


The importance of personality to job success is undeniable. Often an individual who possesses the intelligence, aptitude and experience for certain has failed because of inability to get along with and motivate other people. It is conducted to judge maturity, social or interpersonal skills, behavior under stress and strain, etc. this test is very much essential on case of selection of sales force, public relation staff, etc. where personality plays an important role.

Personality tests are similar to interest tests in that they, also, involve a serious problem of obtaining an honest answer. 6). Projective Test:

This test requires interpretation of problems or situations. For example, a photograph or a picture can be shown to the candidates and they are asked to give their views, and opinions about the picture.

7). General knowledge Test: Now days G.K. Tests are very common to find general awareness of the candidates in the field of sports, politics, world affairs, current affairs. 8). Perception Test: At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness.etc. 9). Graphology Test:
It is designed to analyze the handwriting of individual. It has been said that an individuals handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate pressure and good legibility show leadership potential.

10). Polygraph Test:


Polygraph is a lie detector, which is designed to ensure accuracy of the information given in the applications. Department store, banks, treasury offices and jewellery shops, that is, those highly vulnerable to theft or swindling may find polygraph tests useful.

11). Medical Test:


It reveals physical fitness of a candidate. With the development of technology, medical tests have become diversified. Medical servicing helps measure and monitor a candidates physical resilience upon exposure to hazardous chemicals.

Interview: Final interview is usually followed by testing. This is the most essential step in the process of selection. In this step, the interviewer matches the information obtained about the candidate through various means to the job requirements and to the information obtain through his own observation during the interview.

Objectives of interview: Interview has at least three objectives and they are a follows: 1) Helps obtain additional information from the applicants 2) Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like 3) Helps build the companys image among the applicants. Types of 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 of company. It iS not

planned and nobody prepares for it. This is used widely when the labour market is tight and when you need workers badly. 2)Formal Interview:
Formal interviews may be held in the employment office by he 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)Non-directive Interview:
Non-directive interview or unstructured interview is designed to let the interviewee speak his mind freely. The interviewer has no formal or directive questions, but his all attention is to the candidate. He encourages the candidate to talk by a little prodding whenever he is silent e.g. Mr. Ray, please tell us about yourself after your graduated from high school. The idea is o give the candidate complete freedom to sell himself, without the encumbrances of the interviewers question. But the interviewer must be of higher caliber and must guide and relate the information given by the applicant to the objective of the interview.

4)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. These probing questions must be asked with tact and through exhaustive analysis; it is possible to get a good picture of the candidate.

5)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 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 organisation and this is very useful to test behaviour of individuals when they are faced with disagreeable and trying situations.

6)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.

7)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.

8)Sequential Interview:
The sequential interview takes the one-to-one a step further and involves a series of interview, usually utilizing the strength and knowledgebase of each interviewer, so that each interviewer can ask questions in relation to his or her subject area of each candidate, as the candidate moves from room to room .

9)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

10) 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 analyse why they are not right for the job.

11)Mixed Interview:
In practice, the interviewer while interviewing the job seekers uses a blend of structured and structured and unstructured questions. This approach is called the Mixed Interview. The structured questions provide a base of interview more conventional and permit greater insights into the unique differences between applicants.

Telephone Interviews:
Have a copy of your resume and any points you want to remember to say nearby. If you are on your home telephone, make sure that all roommates or family members are aware of the interview (no loud stereos, barking dogs etc.). Speak a bit slower than usual. It is crucial that you convey your enthusiasm verbally, since the interviewer cannot see your face. If there are pauses, do not worry; the interviewer is likely just taking some notes.

Medical Examination: Certain jobs require certain physical qualities like clear vision, perfect not a candidate possesses these qualities.
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.

hearing,

unusual stamina, tolerance of hard working conditions, clear tone etc. It reveals whether or

Reference Check:

After completion of the final interview and medical examination, the personnel department engages in checking references. Candidates are required to give the names of references in their application forms. Many employers request names, addresses, and telephone numbers of references for the
purpose 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 labour market is very tight, organisations 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 of soliciting

Final decision by the Line manager: He has to make the final decision whether to select or reject a candidate after soliciting the required information through different techniques. The line manager has to make much care in taking the final decision not only because of economic implications and of the decisions but also because of behavioral and social implications. After obtaining information through the preceding steps, selection decision- the most critical of all the steps- must be made. The other stages in the selection process have been used to narrow the number of the candidates. The final decision has to be made the pool of individuals who pas the tests, interviews and reference checks. The view of the line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final selection.

Job Offer: The next step in the selection process is job offer to those applicants who have crossed all the previous hurdles. Job offer is made through a letter of appointed. Such a letter generally contains a date by which the appointee must report on duty. The appointee must be given reasonable time for reporting. Thos is particularly necessary when he or she is already in employment, in which case the appointee is required to obtain a relieving certificate from the previous employer. Again, a new job may require movement to another city, which means considerable preparation, and movement of property. The company may also want the individual to delay the date of reporting on duty. If the new employees first job upon joining the company is to go on company until perhaps a week before such training begins. Naturally, this practice cannot be abused, especially if the individual is unemployed and does not have sufficient finances. Decency demands that the rejected applicants be informed about their non-selection. Their applicants may be preserved for future use, if any. It needs no emphasis that the applications of selected candidates must also be preserved for the future references. Employment: The company may modify the terms and conditions of employment as requested by the candidate. The company employs those candidates who accept the job offer with or without modification of terms and conditions of employment and place them on the job. EVALUATION OF SELECTION PROGRAMME: The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organisation must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. How to evaluate the effectiveness of a selection programme? A periodic audit is the answer. People who work independent of HR department must conduct audit. The table below contains an outline that highlights the areas and questions to be covered in a systematic evaluation.

Four Approaches to Selection: 1). Ethnocentric Selection: In this approach, staffing decisions are made at the organizations headquarters. Subsidiaries have limited autonomy, and the employees from the headquarters at home and abroad fill key jobs. Nationals from the parent country dominate the organisations at home and abroad.

2). Polycentric Selection: In polycentric selection, each subsidiary is treated as a distinct national entity with local control key financial targets and investment decisions. Local citizens manage subsidiaries, but the key jobs remain with staff from the parent country. This is the approach, which is largely practiced in our country 3). Regiocentric Selection: Here, control within the group and the movements of staff are managed on a regional basis, reflecting the particular disposition of business and operations within the group. Regional managers have greater discretion in decision. Movement of staff is largely restricted to specific geographical regions and promotions to the jobs continue to be dominated by managers from the parents company . 4). Geocentric Staffing: In this case, business strategy is integrated thoroughly on global basis. Staff development and promotion are based on ability, not nationality. The broad and other parts of the top management structure are thoroughly international in composition. Needless to say, such organisations are uncommon

RECRUITMENT AND SELECTION:

RESEARCH METHODOLOGY
DATA ANALYSIS

Feedback is collected through survey from the participants of various development programs are tabulated below. The size of the sample taken is 35 To study the quality of work life in K.D.C. G..M.A.C.U Ltd, a questionnaire Containing 15 aspects was prepared and administered to 35 beneficiaries randomly. The data thus obtained by the survey for 15 aspects of evaluation is presented in a tabular form. From the graph it can be observed that the effectiveness of RECRUITMENT AND SELECTION and techniques adopted is about 76 %, satisfaction with the study material is 70 % usefulness of training in present job is 52 %. Nearly 42 % of the employees suggested to use the information technology in the recruitment and selection, all the employees have accepted that the attitude of the employees will change after the training program. From the above findings, we can say that the training program conducted by the BHILAI STEEL PLANT has proved to be highly effective as the response is about 80 %... The percentage analysis is done for the data analysis Percentage analysis:Percentage refers is a special kind of ratio. Percentages are used in making comparison between two or more series of data. They are used to describe relationship. More over percentages can also be use to compare the relative terms of the distribution of two or more series of data.

DATA COLLECTION AND ANALYSIS


Table 4.1 What are the quality standards maintained by Bhilai Steel Plant (CV conversion: Interview conversion: Joining conversion) S.NO. PERCEPTION 1 2 3 4 75:25:75 25:75:25 75:75:75 25:75:75 TOTAL NO.OFRESPONDENTS PERCENTAGE 25 4 6 0 35 RESPONSE 73 10 17 0 100 OF

Analysis:From the above it can be said that 73% of the respondents agree for 75:25:75 and 10% of the respondenys agree for 25:75:25 ratio and 17% of the respondents agree for 75:75:75 ratio and

none of them responded for 25:75:75 ratio for the quality standards maintained by Bhilai Steel Plant (CV conversion: Interview conversion: Joining conversion) in Bhilai Steel Plant consultancy. Interpretation: From the graph it can be inferred that the the respondents agree for 75:25:75 ratio about the quality standards maintained by Bhilai Steel Plant (CV conversion: Interview conversion: Joining conversion)

Table 4.2 Recruitment procedure followed in your organization are good.

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS PERCENTAGE 25 6 4 35 RESPONSE 73 20 7 0 100

OF

Analysis: From the above table it is evident that 73% of respondents were strongly agree with this statement and 20% of respondents agree with this statement and 7% of respondents were disagreed with this statement. Interpretation: So from the above graph it can be inferred that the employees in the Bhilai Steel Plant are satisfied with the Recruitment procedure followed in the organization.

Table 4.3 Does the information obtained by the procedure we follow at Bhilai Steel Plant help us to get a right candidate

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS PERCENTAGE 25 6 4 35 RESPONSE 73 20 7 0 100

OF

Analysis: From the above table it is evident that 73% of respondents were strongly agree with this statement and 20% of respondents agree with this statement and 7% of respondents were disagreed with this statement. Interpretation: So from the above graph it can be inferred that the information obtained by the procedure they follow at Bhilai Steel Plant help us to get a right candidate by no. of percentage of

employees agreed for the statement and in the BHILAI STEEL PLANT right way of recruitment and selection procedures are adopted. Table 4.4 Are the Recruitment procedures helps you to meet the requirements of your clients

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS 18 11 6 35

PERCENTAGE RESPONSE 67 23 10 100

OF

Analysis: From the above table it is evident that 67% of respondents were strongly agree with this statement and 23% of respondents agree with this statement and 10% of respondents were disagreed with this statement.

Interpretation: So from the above graph it can be inferred that the Recruitment procedures helps you to meet the requirements of BHILAI STEEL PLANT clients.

Table 4.5 According to your perception referrals is the best source for recruitment
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 15 6 11 3 35 PERCENTAGE RESPONSE 40 20 30 10 100 OF

Analysis: From the above table it is evident that 40% of respondents were strongly agree with this statement and 20% of respondents agree with this statement and 30% of respondents were

disagreed with this statement and 10% of the respondents strongly disagree with the given statement in Bhilai Steel Plant consultancy. Interpretation: So from the graph it can be inferred that Bhilai Steel Plant consultancy we got two equal proportions of

acceptance is there according to your perception referrals is the best source for recruitment in

Table 4.6 Are the sources of the human resources in Bhilai Steel Plant can satisfy needs of their clients
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 25 10 35 PERCENTAGE RESPONSE 83 17 0 0 100 OF

Analysis: From the above table it is evident that 83% of respondents were strongly agree with this statement and 17% of respondents agree with the statement in the Bhilai Steel Plant consultancy. Interpretation: So from the above graph it can be inferred that the sources of the human resources in Bhilai Steel Plant can satisfy needs of their clients .

Table 4.7 The level of evaluation that goes into the candidate before forwarding him/her to client is good
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 18 12 5 35 PERCENTAGE RESPONSE 63 27 10 0 100 OF

Analysis: From the above table it is evident that 63% of respondents were strongly agree with this statement and 27% of respondents agree with this statement and 10% of respondents were disagreed with this statement. Interpretation: So from the above graph it can be inferred that the level of evaluation that goes into the candidate before forwarding him/her to client is good and satisfactory

Table 4.8 Do you offer any gifts, vouchers etc to the new joinees to welcome them in a warm and friendly way?

S.NO. PERCEPTION 1 2 3 Excellent Good Average

NO.OFRESPONDENTS 25 6 4

PERCENTAGE RESPONSE 73 20 7

OF

Poor TOTAL

35

0 100

Analysis: From the above table we can say that 73% of the respondents strongly agree with the statement and 20% of the respondents agree with the given statement and the remaining 7% of the respondents disagree for the given statement. Interpretation: So from the table it can be inferred that the new freshers were gifted and warmly welcomed into the Bhilai Steel Plant consultancy.

Table 4.9 Have you received training in equalities in relation to employing and managing staff.

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS 25 6 4 35

PERCENTAGE RESPONSE 73 20 7 0 100

OF

Analysis: From the above table it is evident that 73% of respondents were strongly agree with this statement and 20% of respondents agree with this statement and 7% of respondents were disagreed with this statement. Interpretation:So from the graph it can be inferred that the employees received training in equalities in relation to employing and managing staff.

Table 4.10 Is the Direct appointment best way of getting clients for Business Development
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 17 5 0 13 35 PERCENTAGE RESPONSE 50 10 0 30 100 OF

Analysis: From the above table it is evident that 50% of respondents were strongly agree with this statement and 10% of respondents agree with this statement and 30% of respondents were strongly disagreed with this statement.

Interpretation: So from the graph it is inferred that the Direct appointment best way of getting clients for Business Development in Bhilai Steel Plant consultancy.

Table 4.11 Are u satisfied with the selection procedure for lower level candidates in your organization
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 14 6 10 5 35 PERCENTAGE RESPONSE 63 7 20 10 100 OF

Analysis: From the above table it is evident that 63% of respondents were strongly agree with this statement and 7% of respondents agree with this statement and 20% of respondents were disagreed with this statement and 10% of the respondents strongly disagree with the statement. Interpretation: So from the graph it is inferred that employees are satisfied with the selection procedure for lower level candidates in the organization. Table 4.12 Do you think there is any need to make changes in the existing selection process
S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL NO.OFRESPONDENTS 30 0 5 35 PERCENTAGE RESPONSE 90 0 10 0 100 OF

Analysis: From the above table it is evident that 90% of respondents were strongly agree with this statement and 10% of respondents disagree with the given statement in Bhilai Steel Plant consultancy. Interpretation: So from the graph it can be inferred that there is immense of change need to be done to the selection procedure in the organisation Table 4.13 The relocation expenses of the outstation candidate(within India) is beared by the company

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS 17 0 13 5 35

PERCENTAGE RESPONSE 50 0 40 10 100

OF

Analysis: From the above table it is evident that 50% of respondents were strongly agree with this statement and 40% of respondents disagree with this statement and 10% of respondents were strongly disagreed with the given statement . Interpretation: So from the above graph it can be inferred that the relocation expenses of the outstation candidate(within India) is beared by the company as it is a part of the recruitment and selection programme.

Table 4.14.Do you get an employment agreement signed by the freshers

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS 7 2 18 13 35

PERCENTAGE RESPONSE 20 5 50 25 100

OF

Analysis: From the above table it is evident that 20% of respondents were strongly agree with this statement and 5% of respondents agree with this statement and 25% of respondents were disagreed with this statement and 50% of the respondents strongly disagree wuth the given statement. Interpretation: So from the graph it is inferred that the BHILAI STEEL PLANT firm is not taking any agreement signed with the freshers.

Table 4.15The quality of the selection in the organization is satisfactory.

S.NO. PERCEPTION 1 2 3 4 Excellent Good Average Poor TOTAL

NO.OFRESPONDENTS 25 10 0 0 35

PERCENTAGE RESPONSE 63 37 0 0 100

OF

Analysis: From the above table it is evident that 83% of respondents were strongly agree with this statement and 12% of respondents agree with this statement and 5% of respondents were disagreed with this statement Interpretation: So from the above graph it can be inferred that The quality of the selection in the organization is satisfactory to the employees in the Bhilai Steel Plant consultancy

Table 4.16 How would you rate the level of client satisfaction in Bhilai Steel Plant?

S.NO. PERCEPTION 1 2 3 4 25% 50% 75% 100% TOTAL

NO.OFRESPONDENTS 0 3 19 13 35

PERCENTAGE RESPONSE 0 7 55 38 100

OF

Analysis:From the above table it is evident that 38% of the respondents agree for 100% and 55% of the respondents agree for 75% and remaining 7% of the respondents agree for 50% to rate the level of client satisfaction in the Bhilai Steel Plant consultancy.

Interpretation:The graph shows that the respondents rate of level of satisfaction is satisfactory in BHILAI STEEL PLANT

Findings
73% of the respondents agree for 75:25:75 ratio about the quality standards maintained by

Bhilai Steel Plant (CV conversion: Interview conversion: Joining conversion) 73% of the respondents strongly agree for the Recruitment procedure followed in their organization are good. 67% of the respondents strongly agree that the Recruitment procedures helps them to meet the requirements of clients.
83% of the respondents strongly agree that the sources of the human resources in Bhilai

Steel Plant can satisfy needs of their of their clients.


73% of the respondents strongly agree that the information obtained by the procedure we

follow at Bhilai Steel Plant help us to get a right candidate. 40% of the respondents disagree that the According to their perception referrals is not the best source for recruitment. 63% of the respondents strongly agree that the quality of the selection in the organization is satisfactory. 90% of the respondents strongly agree that the level of evaluation that goes into the candidate before forwarding him/her to client is good. 73% of the respondents strongly that there is need to make changes in the existing selection process. 50% of the respondents strongly agree that the Direct appointment best way of getting clients for Business Development. 63% of the respondents strongly agree that they are satisfied with the selection procedure for lower level candidates in your organization.
50% of the respondents strongly agree that the relocation expenses of the outstation

candidate(within India) is beared by the company. 50% of the respondents disagree that they make the freshers signed on the agreement.

73% of the respondents strongly that they are welcomed with gifts, vouchers etc to the new joinees to welcome them in a warm and friendly manner.
55% of the respondents agree for 75% about the level of client satisfaction in Bhilai Steel

Plant.

LIMITATIONS
In understanding the study some problems were encountered such as: 1) The scope was limited to middle and senior management only. 2) The respondents were not readily available and data was collected as per the convenience of the respondents. 3) Some of the responses received have the influence of the organization. 4) There was delay in getting the data, as they were busy in their 5) The study has been constrained by limitations of time. 6) The sample size is nominal to that point work.

SUGGESTIONS
There are many innovative ways of generating the resources like E-paper, road shows, campus recruitment, job melas etc. The better services that could be provided to the clients are end-to-end recruitment, co ordination, HR Outsourcing, Employee leasing. The SLA s (Service Level Agreements) could be met better with the help of infrastructure, training manpower. Focus could be put on imparting training to the facilitators on aspects of screening, interview process, operational fitment and organizational fitment. The current Recruitment and Selection process has to be strengthened by setting up a comparative high standard from the one that currently exists for the selection process. Each of the consultants should not only have expertise in any given field of recruitment, but also should have sound knowledge of other sectors of recruitment as expertise will lead to perfection in that particular field and sound knowledge will help when there are heavy walkin-interview schedules.

CONCLUSION
Human Resource Management operates in tune with other essential organizational requirements and co-exists with the topmost management cadre.Managing human resources within a company calls for a liaison between the organizations management personnel and the administration of the executive rungs.It thrives on the strength of the relationship between the management and workers of the company. Advisors have existed since the beginning of time--often providing advice based on subjective opinions absent of any structure, facts, expertise or relevant experience. Unfortunately there continue to be many people who are quite capable of expressing an opinion on something for which they know nothing about. Charisma and self confidence, after all, can go a long way! Bhilai Steel Plant Consulting at present is one of the best placement consultancies when compared to others in the same field. The recruitment and selection process at Bhilai Steel Plant Consulting is systematic and planned. Proper care of the clients and candidates is being taken at Bhilai Steel Plant Consulting. Bhilai Steel Plant Consulting has a very committed and dedicated HR team, which is the main reason of its success. The methods used by Bhilai Steel Plant for the collection of the database are systematic and appropriate. Bhilai Steel Plant Consulting is India's largest multi interest consulting and business Services Corporation engaging a variety of organizations, institutions and enterprises in diverse industry and government verticals. We strive to deliver significant advantages and value to our clients and partners through innovative services and flexible solutions Bhilai Steel Plant Consulting's core competency remains its people. The teams that make up Bhilai Steel Plant's project work forces worldwide comprise of individuals who have developed competencies in specific industries. These competencies enable clients to benefit from the accumulated knowledge base of Bhilai Steel Plant. Bhilai Steel Plant's consulting services are utilized by a number of the Fortune 500 organizations.Bhilai Steel Plant is now one of the leading

consulting firms of the world, continuously assisting its clients in improving performance beyond benchmarks. Bhilai Steel Plant Consulting was started in 1996 by Prof. Arindam Chaudhuri of IIPM, and has now grown to become Indias largest multi-interest consulting and business Services Corporation. As a firm it has witnessed superlative growth within a short span of time & has been enriched by the experience of having serviced Fortune 500 clients. Recruiting people who are wrong for the organisation can lead to increased labour turnover, increased costs for the organisation, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organisations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. A study has been done on RECRUITMENT AND SELECTION in BHILAI STEEL PLANT . The total population of Bhilai Steel Plant is 150 and the sample size is 35 . questionnaire were circulated to all the 35 employees out of which 57 responded. The forms were sent to the departments, distributed and were filled out by the employees and then finally collected. From above study we can say like palnman need to improve in all the matters which satisfy the employees and creat a friendly atmosphere. Thus recruitment and selection keeps good will of the organization and helps ultimately to retain the employees and reach the organizational goals and objectives.

BIBLIOGRAPHY
TEXT BOOKS P. Subba Rao, Essentials of HUMAN RESOURCE AND MANAGEMENT RELATIONS, Himalaya Publications, Second edition and Revised print 2007.

David A. Decenzo, PERSONNEL /HUMAN RESOURCE MANAGEMENT Tina Agrell, RECRUITMENT TECHNIQUES FOR MODERN MANAGERS
Companys Personnel Manual BHEL(Rajhara Mine) Personnel Management (By C.B.Memoria) Human Resources and Personnel Management (By : K. Aswathappa) Human Resource Management (By : C. B. G) Organizational behaviour by steve robbins The art of hrd,reward management,volume 9 by Michael Armstrong And Helen Murlis.

Performance management,concepts,practises and strategies for organisation success by S.K.Bhatia.

NEWS PAPERS:
Times of India Economic Times Hindustan times

Danik Bhaskar

MAGAZINES:
India Today Business World Monthly Magic
WEBSITES

www.google.com www.answers.com http://en.wikipedia.org/wiki/ www.jsb.ac.in/library/projects/htm www.citehr.com

Annexure
1. What are the quality standards maintained by Bhilai Steel Plant (CV conversion: Interview conversion: Joining conversion) S.NO. PERCEPTION 1 2 3 4 75:25:75 25:75:25 75:75:75 25:75:75 TOTAL

2. Recruitment procedure followed in your organization are good.

a) Excellent

b) Good

c) Average

d) Poor

3. Does the information obtained by the procedure we follow at Bhilai Steel Plant help us to get a right candidate
a) Excellent

b) Good

c) Average

d) Poor

4 Are the Recruitment procedures helps you to meet the requirements of your clients
a) Excellent

b) Good

c) Average

d) Poor

5 According to your perception referrals is the best source for recruitment


a) Excellent a) Excellent

b) Good b) Good

c) Average c) Average

d) Poor d) Poor

6 Are the sources of the human resources in Bhilai Steel Plant can satisfy needs of their clients

7 The level of evaluation that goes into the candidate before forwarding him/her to client is good
a) Excellent

b) Good

c) Average

d) Poor

8 Do you offer any gifts, vouchers etc to the new joinees to welcome them in a warm and friendly way?
a) Excellent

b) Good

c) Average

d) Poor

9 Have you received training in equalities in relation to employing and managing staff? a) Excellent b) Good c) Average d) Poor 10 Is the Direct appointment best way of getting clients for Business Development?
a) Excellent

b) Good

c) Average

d) Poor

11 Are u satisfied with the selection procedure for lower level candidates in your organization?
a) Excellent

b) Good

c) Average

d) Poor

12 Do you think there is any need to make changes in the existing selection process?
a) Excellent

b) Good

c) Average

d) Poor

13 The relocation expenses of the outstation candidate(within India) is beared by the company
a) Excellent

b) Good

c) Average

d) Poor

14.Do you get an employment agreement signed by the freshers


a) Excellent

b) Good

c) Average

d) Poor

15The quality of the selection in the organization is satisfactory.


a) Excellent

b) Good

c) Average

d) Poor

16. How would you rate the level of client satisfaction in Bhilai Steel Plant?
1 25% 2 50% 3 75% 4 100%

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