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PROJECT TITLED

RECRUITMENT & SELECTION AT BIRLA CEMENT

In partial fulfillment of the requirement for the award of Master of Business Administration (MBA)

SUBMITTED BY:

RUCHIKA SHARMA ENROLLMENT NO. 1111000305 PROJECT SUBJECT – HR

UNDER THE GUIDANCE OF:

S S MANI

SUBMITTED TO:

PROJECT TITLED RECRUITMENT & SELECTION AT BIRLA CEMENT In partial fulfillment of the requirement for the

INSTITUTE OF MANAGEMENT & TECHNOLOGY CENTRE DISTANCE LEARNING GHAZIABAD (U.P.), 2012

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PROFORMA Project Viva (IMT-52)

Contact No.: Name:
Contact No.:
Name:

Enrollment No.:

Area of Specialization (Related to Project): Operations Choice of Venue for Viva Voce( Tick any one of the following venue)

  • 1. IMT CDL Ghaziabad

  • 2. IMTCDL Hyderabad (Regional Center)

  • 3. IMTCDL Kolkata (Regional Center)

  • 4. IMTCDL Mumbai (Regional Center)

Check List

  • 1. Photocopy of Approved Synopsis.

  • 2. Acknowledgement Letter and Resume from Project Guide.

Contact No.: Name:
Contact No.:
Name:

Enrollment No.:

Area of Specialization (Related to Project): Operations

Received By:

______________

Dated:

_____________________

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ACKNOWLEDGEMENT LETTER FROM GUIDE

This is to acknowledge that project report entitled “Recruitment & Selection At Birla Cement” has been successfully completed RUCHIKA SHARMA for the award of degree in PGDBM from IMT–CDL, Ghaziabad under my supervision & guidance. This report has not been submitted earlier either to this University or to any other University/Institution for the fulfillment of the requirement of a course of study.

Signature by Guide:

Name of the Project Guide:

Dated:

_________________________

_________________________

_________________________

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TABLE OF CONTENTS

 

Page

No.

CHAPTER-1 INTRODUCTION

5

CHAPTER-2 COMPANY PROFILE

19

CHAPTER-3 LITERATURE REVIEW

40

CHAPTER-4 RESEARCH OBJECTIVE AND METHODOLOGY

48

CHAPTER-5 RECRUITMENT AND SELECTION PROCESS AT B.C.L.

51

CHAPTER-6 SURVEY FINDING AND ANALYSIS

57

CONCLUSION AND RECOMMENDATIONS

74

BIBLIOGRAPHY / REFERENCES

75

ANNEXURE

76

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CHAPTER-1 INTRODUCTION

Recruitment is a continuous process whereby the firm attempts to develop a pool of qualified applicants for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manger initiates an employee requisition for a specific vacancy or an anticipated vacancy.

Definition: -

According to Plumbey,

“The focus of recruitment is on matching the capabilities & inclination of prospective candidates against the demands & rewards inherent in a given job.”

Recruitment means to, “Finding the talent to meet the organization hiring needs”

Edwin B.Flippo, defined recruitment as,

“Recruitment is the process of searching for prospective employees & stimulating them to apply for the jobs in the organization.”

4 p’s of recruitment

Product: -

What position the recruitment department trying to fill?

 

What do they offer to potential candidates?

Who else is trying

to hire similar candidates

&

how can

the team gain

a

competitive advantage?

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Price: -

How much the organization is willing to pay top quality candidates?

Is it more or less than competitor?

Person:-

What is the target market?

What type of candidate’s organization trying to hire?

What competencies are needed for filling the jobs?

What does the ideal candidate look like for this company?

Promotion:-

Where can your ideal candidates are found?

How will candidates know about job opening and how they encourage applying?

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED i.e. the needs arising from changes in organization and retirement policy. ANTICIPATED anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. UNEXPECTED Resignation, deaths, accidents, illness give rise to unexpected needs

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Recruitment is a challenge in an organization

The critical work of any high growth organization is to attracting, hiring & retaining the right talent.

Add a right player in a team is a key source of competitive advantage while attract the wrong talent will have to meet the difficulty to acquired the strategic goal & objective.

Hire a wrong person resulting in high attrition rate, misrepresent the company policy, procedure & organization will not even know that what harm done to the organization “public image”

Recruitment: return on investment (ROI)

Recruitment return on investment (ROI) understands and compares the elements, costs and risks of a recruitment related project to the expected benefits.

Recruitment ROI can assist in building a business case for the organization’s decision makers to evaluate the benefits and estimated return on the investment to upgrade an organization‘s recruitment function.

SELECTION

Definition of selection:

Selection is the process of picking individual (out of the pool of job applicants) with requisite qualification and competence to fill jobs in the organization. Selection of

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personnel to man to organization is a crucial, complex & continuing function. The selection procedure is the system of functions & devices adopted in a given company to ascertain whether the candidate’s specifications are matched with job specification & requirement or not.

Selection as a source of competitive advantage:

The role of selection in an organization’s effectiveness is crucial for two reasons-

First, work performance depends on individuals. The best way to improve performance is to hire people who have the competence and the willingness to work, thus inappropriate choice can be demoralizing & de-motivating the rest of the workforce.

Second, cost incurred in recruiting & hiring personnel speaks volumes about the role of selection. It clears that cost of wrong selection is much greater than no selection.

According to Kilibarda & Fonda,” Unclear use of recruitment & selection design might lead to -

Type-1 error – Not selecting the right candidate &

Type- 2 error – Selecting the wrong candidate.”

Sources of Recruitment and Selection

Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organization itself (like transfer of employees from one department to

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other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of recruitment.

SOURCES OF RECRUITMENT AND SELECTION

other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates

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Internal Sources:-

  • 1. TRANSFERS:-

The employees are transferred from one department to another according to their efficiency and experience

  • 2. PROMOTIONS:-

The employees are promoted from one department to another with more benefits and greater responsibility based on efficiency and experience

  • 3. Upgrading and Demotion

Others are of present employees according to their performance.

  • 4. Retired and Retrenched

Employees may also be recruited once again in case of shortage of qualified personnel or increase in load of work. Recruitment such people. Save time and costs of the organizations as the people are already aware of the organizational culture and the policies and procedures.

  • 5. Deceased employees and Disabled employees

The dependents and relatives of are also done by many companies so that the members of the family do not become dependent on the mercy of others.

External Sources:-

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  • 1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment. The main advantage of this method is that it has a wide reach.

  • 2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc. are a good source of recruiting well qualified executives, engineers, medical staff etc. They provide facilities for campus interviews and placements. This source is known as Campus Recruitment.

  • 3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of client companies by charging a fee. These agencies are particularly suitable for recruitment of executives and specialists. It is also known as RPO (Recruitment Process Outsourcing)

  • 4. EMPLOYMENT EXCHANGE

Government establishes public employment exchanges throughout the country. These exchanges provide job information to job seekers and help employers in identifying suitable candidates.

5 .LABOUR CONTRACTORS

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Manual workers can be recruited through contractors who maintain close contacts with the sources of such workers. This source is used to recruit labour for construction jobs.

6 .UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such callers are considered nuisance to the daily work routine of the enterprise. But can help in creating the talent pool or the database of the probable candidates for the organization.

  • 7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of the organization can refer their friends and relatives for some position in their organization. Also, the office bearers of trade unions are often aware of the suitability of candidates. Management can inquire these leaders for suitable jobs. In some organizations these are formal agreements to give priority in recruitment to the candidates recommended by the trade union.

  • 8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed whenever a permanent worker is absent. More efficient among these may be recruited to fill permanent vacancies.

RECRUITMENT PROCESS

The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and

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the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows

• Identifying the vacancy:

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

• Posts to be filled

• Number of persons

• Duties to be performed

• Qualifications required

Preparing the job description and person specification.

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

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

Arranging the interviews with the selected candidates.

Conducting the interview and decision making

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1. Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing
  • 1. Identify vacancy

  • 2. Prepare job description and person specification

  • 3. Advertising the vacancy

  • 4. Managing the response

  • 5. Short-listing

  • 6. Arrange interviews

  • 7. Conducting interview and decision making

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The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

SELECTION PROCESS

  • 1. Initial screening interview

  • 2. Completion of the application form

  • 3. Employment tests

  • 4. Comprehensive interview

  • 5. Background investigation

  • 6. Conditional job offer

  • 7. Medical/physical exam

  • 8. Permanent job offer

MODERN SOURCES OF RECRUITMENT

A number of modern recruitment sources are being used by the corporate sector in addition to traditional sources. These sources are divided into internal and external. Internal source include employee referrals.

EMPLOYEE REFERRALS: Present employees are well aware of the qualifications, attitudes, experience and emotions of their friends and relatives. They are also aware of the job requirements and organizational culture of their company. As such, they can make preliminary judgment regarding the match between the job and their friends or relatives.

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Hence, the HR managers of the company depend on the present employees for reference of the candidates for various jobs. This source reduces the cost and time required for recruitment. Further this source enhances the effectiveness of recruitment.

The other category of modern source is external sources.

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 specified date, time and a specified place.

CONSULT-IN: The busy and dynamic companies encourage the potential job seekers to approach them personally and consult them regarding the jobs. The companies select the suitable candidates from among such candidates through the selection process

HEADHUNTING: - 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 advice the company regarding the filling up of the positions. Headhunters are also called ‘search consultants’.

E-RECRUITMENT:- The technological revolution in telecommunications helped organizations to use the Internet as a source of recruitment. Organizations advertise the job vacancies through the World Wide Web (www). The job seekers send their applications through e-mail using the

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Internet. Alternatively, the job seekers place their CVs in the worldwide web/internet, which can be drawn by the prospective employers depending upon their requirements.

OUTSOURCING: - Some organizations recently started developing human resource pool by employing the candidates for them.

Recruitment and Selection Policy of a Company

In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process.

It specifies the objectives of recruitment and provides a framework for implementation of recruitment programmed. It may involve organizational system to be developed for implementing recruitment programmers and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organization

Recruitment services of consultants

Recruitment of temporary employees

Unique recruitment situations

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The selection process

The job descriptions

The terms and conditions of the employment

A recruitment policy of an organization should be such that:

It should focus on recruiting the best potential people.

To ensure that every applicant and employee is treated equally with dignity

and respect. Unbiased policy.

To aid and encourage employees in realizing their full potential.

Transparent, task oriented and merit based selection.

Weight age during selection given to factors that suit organization needs.

Optimization of manpower at the time of selection process.

Defining the competent authority to approve each selection.

Abides by relevant public policy and legislation on hiring and employment

relationship. Integrates employee needs with the organizational needs.

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives

Personnel policies of the organization and its competitors.

Government policies on reservations.

Preferred sources of recruitment.

Need of the organization.

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E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- Recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements.

Advantages of recruitment are:

o

Low cost.

o

No intermediaries

o

Reduction in time for recruitment.

o

Recruitment of right type of people.

o

Efficiency of recruitment process.

CHAPTER-2 COMPANY PROFILE

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OUR W ORK LIFE SSAATNTNAA CCEEMMEENNTT WWOORRKKSS SSEETT UUPP ININ 1959 1959 Chapter 1. Chapter 1.
OUR W ORK LIFE
SSAATNTNAA CCEEMMEENNTT WWOORRKKSS
SSEETT UUPP ININ
1959
1959
Chapter 1.
Chapter 1.
COMPANY PROFILE
Introduction of the
organization
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HISTORY

 

talks Long years ago, in 1919, a young man named Ghanshyam Das Birla set

Time

the

up

first

Indian

owned

jute

mill

near

Kolkata.

He

called

it

Birla

Jute

Manufacturing Company.

Time watched as the small unit prospered. It also earmarked a young man to beacon the new industrial India.

Shri Madhav Prasad Birla, Shri GD Birla’s nephew, was born in 1918. Under his uncle’s tutelage he also inculcated the timeless values that his uncle held so dear to life: integrity and enterprise. It was these very values that helped Shri MP Birla transform the humble jute manufacturing company into a mighty conglomerate: Birla Corporation Limited.

Now, under the chairmanship of Shri R.S.Lodha, the company has crossed the 1900 – crore plus turnover mark and has widespread interests in: Cement, Jute, Auto Trims, Cushioned Vinyl Floor Covering, PVC Coated Wallpaper, Carbide, Industrial Gases and Synthetic Yarn. Today individual division is independently charting its own path but driven by some value system as envisaged by the visionary who laid the first bricks.

Amongst, widespread product range, cement is our core business.

Cement produced

by us also follows same value system as it has strength, integrity and trust in terms of quality.

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LOCATION OF ALL THE PLANT OF M.P. BIRLA GROUP

CEMENT DIVISION

LOCATION OF ALL THE PLANT OF M.P. BIRLA GROUP CEMENT DIVISION 22

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The company has always treated its employees as members of its family and has been alive to look after the needs of its employees for which the company is taking immense interesting their welfare activities.

Housing Facilities:

Habitation comes only next to food and clothing. The management is well aware that good houses man the possibility of home life, happiness and health. Keeping in view the importance of good housing, the management has provided good pucca houses free of rent. Minimum accommodation provided to the workers is 2 living rooms verandah, kitchen, both room & latrines with electricity. All quarters have been provided with flush latrines & cemented road in the labor colony.

Education facilities:

The management knows its social responsibility of the children of their employees so for as the education is concerned and therefore, a school is being run on the pattern of 10+2 system where besides the children of our employees other children of the nearby areas study.

Social Activities:

In order to relieve the monotony and to introduce an element of joy and to keep away the workman and their family from the industrial social evils, welfare centers have been provided one each at factory & mines sites where regular programmers like Kirtan, Magic Shows , Cinema Shows are arranged. Sewing &embroidery classes are also held for ladies of employees in these centers. Besides, indoor games, reading & library facilities are also there. Their centers have been provided with T.V. sets.

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Social & cultural programmers on large scales are organized on covered stage having the large open area for seating about 10,000 persons.

Sports:

A stadium is constructed where football, volleyball, cricket and other sports are organized on National Holidays and at other suitable teams.

Satna cement Works:

►Multiproduct Rs.1000/-cores Plus Corporation.

►MP Birla Group of companies.

►Shri GD Birla is a highly Visionary person, started the Birla Industrial Group in India.

►In 1919 Shri Ghanshyam Das Birla set up the first India owned Jute mill near Calcutta under the home Birla jute Mfg. Co.

►Cement plants are setup in MP and Rajasthan and a grinding unit in West Bengal and UP.

Satna Cement Works

1959

Birla Cement Works

1967

Durgapur Cement Works

1974

Birla Vikas Cement

1982

Chittor Cement Works

1986

SCW Conversion Plants

1989

Reabareli Unit

1998

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►The commissioning of Satna Cement works in MP marked the company’s entry into cement industry. This was the first cement plant in Birla group and in 1959; it was the largest single unit in the country. This was followed by cement plants located at Chittorgarh and Durgapur to meet the demands in western and eastern parts of India.

Commissioning of additional units at Satna and Chitorgarh and a conversion unit

Satna under a World aided project us few of the landmarks Company.

in the

growth of the

Birla Jute Mfg co. Later taken over by Shri MP Birla, who transformed the company into a multiproduct one with widespread activities. Presently the chair person smt.Priyamvada Birla under whose direction and guidance, the company has crossed Rs.1000/- cores turnover and the products range include cement ,jute, synthetic yarn , calcium carbide ,industrial gases , floor covering, PVC coated cloth and Wallpaper and jute based out trim products .

►IN march 1997, the name of the company was changed “Birla Corp Ltd”. And the corporate logo is a set of concentric circles around a triangle representing the multidimensional nature. The apex of the triangle represents the force that drives the entire corporation represented by concentric circles is held together by this force.

►In October 1998, name changed into Birla Corporation Ltd.

►Total installed capacity covering all the units BCL is 4 million tones. The present installed capacity will be increased to 5 million tons by March 2001.

►.Ordinary Portland cement (OPC) is being regularly manufactured in these units.

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Special purpose cement viz. low alkali Portland cement, sulphate resistant Portland cement and special cement for railways are also manufactured as per requirements.

Brand Names:

SCW & BVC: Birla Cement Khajuraho, Birla Cement samrat (PPC&PSC)

BCW & CCW: Birla Cement Chetak

DCW: Birla Cement Durgapur

Export to Nepal & Bangladesh: Cement & Royal Tiger

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ORGANISATION CHART

 

PRESIDENT Mr. PS Marwah

Jt. President(Mkg.)

Sr. Vice President

Shri TC Jain

Shri JS Banthia

Sr. Vice President

Vice President

(E & I) Shri Rajesh kakkar

(Stores & Building) Shri RK Dalmiya

Vice President

Vice President

(Production) Shri NR Ghosh

(Personnel & Administration) Shri Mohan Bajpai

Asst. Vice president

Asst. Vice President

(Mechanical) Shri GK Jain

(Account & finance) Shri Ashok sharma

General Manager

General Manager

(Mines) Shri D Roy

(Steel Foundary) Shri MK Singh

General Manager

General Manager

(Guest House) Shri K Vohra

(EDP) Shri GR Saini

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Commissioning of one wet process kiln of 750 TPD capacities at Satna in 1959

marked the entry of Birla Group into Cement industry. Landmarks in growth of Satna

Unit are:

9

4

2

9

195

Commissioning of SCW with a single wet process kiln of 750 TPD

 

196

Capacity raised to 1750 TPD with two additional wet process kilns.

 

198

Commissioning

of

Birla

Vikas

Cement,

a

dry

process

kiln

with

2500 TPD

198

Conversion of SCW wet process kiln into a single dry process kiln with 2250

TPD

The

present

operating

capacity

SCW

of

BVC

and

are

2750

and

2650

TPD

respectively.

 

1998

Commissioning

of

1000

Grinding

TPD

Unit

at

Raebareli

for

PPC

manufacturing.

 

Total capacity

SCW & BVC

1.55 MTPA

 

Raebareli

0.36 MTPA

Types of Cements manufactured:

OPC - 33G, 43G, 53G

PPC

SRPC

Low Alkali Cement

IRS - T - 40 Cement

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They are marketed under the Brand names BIRLA CEMENT KHAJURAHO &

BIRLA SAMRAT.

They are marketed under the Brand names BIRLA CEMENT KHAJURAHO & BIRLA SAMRAT. Profile Birla Corporation

Profile

Birla Corporation Limited; a multi activity company and pioneer in many fields are

committed to development of the nation with widespread operations spanning the

whole country and beyond. The company’s turnover exceeds Rs.1900 crore in a

diverse range of product which include Jute & synthetic yarn, Cement, Calcium

Carbide, Industrial Gases, Vinoleum Floor Coverings, PVC – Coated Cloth & Wall

Papers as well as Auto trims (jute felt based car interiors manufactured with German

technology).

Counted amongst the larger plants of the cement division, Satna Cement Works and

Birla Vikas Cement at Satna (MP) have an installed capacity of 2.18 Million tons at

present which is projected to rise to 3.0 million tons in the near future. Birla Cement

Samrat and Birla Cement Khajuraho are already leading Brands and frontrunners of

company’s activities. Riding on the glory of very high standards of quality, the

company products are premier priced in all the markets where it is available.

They are marketed under the Brand names BIRLA CEMENT KHAJURAHO & BIRLA SAMRAT. Profile Birla Corporation
They are marketed under the Brand names BIRLA CEMENT KHAJURAHO & BIRLA SAMRAT. Profile Birla Corporation

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| 30
|
30
 
Plant Detail Plants : Satna Cement Works & Birla Vikas Cement Capacity 2.18 Million Tones /
 
 

Plant Detail

 

Plants : Satna Cement Works & Birla Vikas Cement

 
 

Capacity 2.18 Million Tones / Year

 

Range of Products

 

OPC Grade 43

PPC (Fly ash based)

Process – Dry Process

 

Salient Features

  • 1. Mine planning through computer based system.

 
  • 2. 4.5 Kms long bi-cable ropeway between mines and the plant.

  • 3. Stacker and reclaimed for limestone blending.

  • 4. Vertical roller mill and ball mill with high efficiency separator.

  • 5. Blending silo for Raw Mill.

 
  • 6. Four / Five stage Preheated with calciner.

 
  • 7. Modern energy saving Grate cooler.

  • 8. Online X-ray analyzer.

 
  • 9. State – of – the- art control system.

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10. Alkali-By Pass system.

11. Electronic Packing Machines.

 

Facilities for Transportation

 

Rail Broad Gauge

Captive Power Plants

Road Trucks, Trailers

THERMAL POWER PLANT

 

Packaging – Packed in PP bags – 50 Kg each
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MW Capacity

Captive Mines

One 27 MW Capacity Steam Turbine

Lease Area 10 Sq. Km.

 

Two 65 TPH each capacity ‘F’ grade coal based and Bio mass fired

Mining AFBC Area 06 Boilers. Sq. Km.

Equipped with DCS controlled system and modern RO based water

treatment plant.

Latest pollution control equipments and monitoring system.

 

Dedicated fuel handling system.

Advance communication system.

  • 12 MW Capacity

3 sets of 4 MW capacity steam turbines.

 

3 FBC ‘F’ grade coal fired boilers of capacity 32, 22 & 22 TPH.

Latest pollution control equipments and monitoring system.

Water treatment plant with de-mineralizing unit.

7.5 MW Capacity

One set of 5 MW and one 2.5 MW capacity steam turbines.

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3 FBC ‘F’ grade coal fired boilers of capacity 25, 25 & 15 TPH.

ENVIRONMENT PROTECTION

33

Birla Vikas Cement and Sagmania Limestone Mines in Sept.1999. Some of

the major activities that are being carried out and a continuous basis are

Implementation of environmental improvement measures, Bureau of Indian

Standards awarded IS/ISO – 14001 Certification to Satna Cement Works,

water and noise pollution well below the stipulated levels. In recognition of

Sludge oil generated from DG set being reused for firing in the Kiln.

Installed dust suppression system on coal belt/ Clinker belt and Iron

Recycling of wastewater through treatment in oxidation pond and

Water sprinkling inside the factory for controlling fugitive dust.

Plantation in the Factory and Quarry as on date 411290 Nos.

Electrostatic Precipitators

15

Nos.

Bag Dust Collector

58

Nos.

Pocket Filter

60

Nos.

Birla Vikas Cement and Sagmania Limestone Mines in Sept.1999. Some of the major activities that are

Pollution Control Equipments in use:

constantly endeavors to keep Air,

environment to the society and

committed to provide clean

Satna Cement Works is

used for gardening etc.

its commitment to and

listed below :

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ore crushing belt conveyors, to suppress dust emission.

Fly ash transportation from Thermal Power stations by pneumatic

 

conveying system in closed tankers.

ENVIRONMENTAL FRIENDLY PRODUCTION & PROCESS

   

The strategic focus of the multi-product, multi-vocational, M.P Birla Group has been

IS/ISO-14001 Certification for Environment Management System by BIS,

on steady growth by developing and assimilating technologies of tomorrow to

New Delhi since 1999 both for SCW & BVC.

manufacture a wide range of value-added products. At the same time, it is keenly

ENVIRONMENTAL POLICY

aware of its social responsibilities as an enlightened and committed corporate citizen.

The Birla Corporation Limited

ENTREPRENEURSHIP: Birla Corporation Limited is the flagship company of the

Satna is engaged in the Manufacturer of different varieties of Cement using

M.P Birla Group of Companies. The 2,000-crore M.P Birla Group includes highly

dry process having two plants with an installed capacity of 2.50 Million

reputed companies like Universal Cables Ltd. (power, control and electrical cables

Tons per annum.

and capacitors), Vindhya Telelinks Ltd. (telecommunication cables), Birla Ericsson

Optical Ltd. (optical fiber and jelly-filled telephone cables), Universal-ABB Power

THE CORPORATION COMMITS TO :

Cables Ltd. (XLPE cables), Hindustan Gum & chemicals Ltd. (guar gum products)

and Birla -DLW Ltd. (Linoleum floor covering). Other than Kolkata, Birlapur and

Prevention of pollution by setting appropriate objectives and targets

for its activities, review the same and strive to achieve the goal.

Durgapur, the Group's plants are located at Rewa, Satna, Raebareli, Chanderia,

Jodhpur, Viramgam, Bhiwani, Gurgaon and Chakan (Pune). It has its Registered and

Comply with all relevant environmental legal requirements and other

Principal office in Kolkata and offices in Mumbai and New Delhi, among other

requirements to which it subscribes and related to environmental

places.

aspects.

Continual improvement of its environmental performance.

CARE

INSTITUTIONS:

The

Group

is

involved

HEALTH

in

a

number

of

philanthropic activities and is directly associated with the management of the Bombay

Conserve Energy and natural resources.

Hospital and Medical Research Centre (800 beds), Mumbai, Belle Vue Clinic,

Kolkata and M P Birla Eye Clinic, Kolkata. It also runs modern hospitals at Birlapur

and Satna.

Encourage recycle and re-utilization of waste products.

Documents,

Implement

and

Maintain

an

Environmental

Management System in conformity to IS / ISO / 14001.

35

 

Communicate

its

Environmental

policy

to

all

its

employees

including those working on our behalf and provide appropriate

training to personnel responsible for Implementation of the EMS.

Make this policy available to the public.

EDUCATION: In the educational arena, the Group runs South Point School

(Kolkata), M.P. Birla Foundation Higher Secondary School (Kolkata) and a

recognized Industrial Training Institute at Rewa. It also runs Schools at Birlapur,

Satna, Chittorgarh and Allahabad. The M.P. Birla Planetarium in Kolkata, the first of

its kind in the country, is run by the Group. It also runs an Agricultural &

Horticultural Institute in Kolkata.

JOINT VENTURES: The Group has successful joint ventures and collaborations

with world leaders like DLW AG of Germany, Rhone Poulenc of France, Ericsson

Cables & AB of Sweden, ABB of Sweden, and GE of the USA Toshiba of Japan and

AEI cables of UK.

 

Registered Office & Works:

 
 
 

P.O.

Birla

Vikas

 

A leader in the Indian Cables

Satna

-

485

005

(M.P.)

Industry with the widest

India

 

product range and its cables and

 

capacitors are known by the

Phone

:+91-7672-223561

 

brand name "UNISTAR"

 
 

Fax

:+91-7672-225344

 

Email

 

VINDHYA

TELELINKS

Registered Office & Works:

 

LIMITED

36

One of the most sophisticated

Udyog

Vihar

and technologically advanced

P.O.

Chorhata

industrial

complexes,

Rewa

-

486

006

(M.P.)

manufacturers, Jelly filled

India

Telephone Cables in technical

collaboration with M/s.

Phone

:+91-7662-242214

 

Ericsson Cables AB of Sweden

 

Fax

:+91-7662-242239

 

Email

 

BIRLA

ERICSSON

Registered Office & Works:

 

OPTICAL LIMITED

   
 

Udyog

Vihar

Has technical and financial

P.O.

Chorhata

collaboration with Ericsson

Rewa

-

486

006

(M.P.)

Cables AB of Sweden to

India

produce Optical Fibre Cables,

consisting of different fiber

Phone

:+91-7662-242214

 

counts of both, Duct & Direct

 

Burial types. The company also

Fax

:+91-7662-240614

 

produces Polyurethane Jelly

 

filled insulated Cables.

 

Email

 

UNIVERSAL-ABB

POWER

Registered Office & Works:

 

CABLES LIMITED

   
 

P.O.

Birla

Vikas

Has technical and financial

Satna

-

485

005

(M.P.)

collaboration with ABB Cables,

India

Sweden and produces High

Voltage XLPE cables, using

Phone

:+91-7672-226361

 

state of the art technology for

 

production, quality and testing.

Fax

:+91-7662-224962

 

HINDUSTAN

GUM

&

Registered Office & Works:

 

CHEMICALS LIMITED

 
 

Birla

Colony

Manufactures

Guar Gum

Bhiwani

-

127

021

conforming

to

international

Haryana

 

standards

and

exports

to

India

various countries

the

world

over.

Rhone-Poulenc

Inc.

of

Phone :+91-1664-243891

 

France has 50% financial stake

 

in the company. The company

Fax

:+91-1664-243813

 

has 3 manufacturing units

in

 

India.

Email

37

 

Registered Office:

 

A 50:50

Joint

Venture

with

Birla

Building

DLW

Aktiengesellchaft,

9/1

R.N.Mukherjee

Road

Germany to produce world

Kolkata

-

700

001

class Designer Linoleum

India

Flooring for exports.

 
 

Phone

:+91-33-2220 3146

Fax

:+91-33-2210 6022

Email

 

38

CHAPTER-3 LITERATURE REVIEW

RECRUITMENT AND SELECTION PROCESS

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 jobs. It is a ‘joining process’ in that it tries to bring together job seekers and

employer with a view to encourage the former to apply for a job with the latter.

A few definitions of recruitment are:

A process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are

submitted. The result is a pool of applications from which new employees are

selected.

It is the process to discover sources of manpower to meet the requirement of

staffing schedule and to employ effective measures for attracting that manpower

in adequate numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which helps create a

pool of prospective employees for the organisation so that the management can select

the right candidate for the right job from this pool. The main objective of the

recruitment process is to expedite the selection process.

39

Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific

vacancies do not exist. Usually, the recruitment process Steelts when a manager

initiates an employee requisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED

i.e. the needs arising from changes in organization and retirement policy.

ANTICIPATED

Anticipated needs are those movements in personnel, which an organization can

predict by studying trends in internal and external environment.

UNEXPECTED

Resignation, deaths, accidents, illness give rise to unexpected needs.

In order to attract people for the jobs, the organization must communicate the position

in such a way that job seekers respond. To be cost effective, the recruitment process

should attract qualified applicants and provide enough information for unqualified

persons to self-select themselves out.

Thus, the recruitment process begins when new recruits are sought and ends when

their applications are submitted. The result is a pool of applicants from which new

employees are selected.

40

PURPOSES AND IMPORTANCE

Attract and encourage more and more candidates to apply in the organisation.

Create a talent pool of candidates to enable the selection of best candidates for the

organisation.

Determine present and future requirements of the organization in conjunction with its

personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of visibly

under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will leave

the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition of its

workforce.

Begin identifying and preparing potential job applicants who will be appropriate

candidates.

Increase organization and individual effectiveness of various recruiting techniques

and sources for all types of job applicants

41

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know a

company, and eventually decide whether they wish to work for it. A well-planned and

well-managed recruiting effort will result in high-quality applicants, whereas, a

haphazard and piecemeal effort will result in mediocre ones. High-quality employees

cannot be selected when better candidates do not know of job openings, are not

interested in working for the company and do not apply. The recruitment process

should inform qualified individuals about employment opportunities, create a positive

image of the company, provide enough information about the jobs so that applicants

can make comparisons with their qualifications and interests, and generate enthusiasm

among the best candidates so that they will apply for the vacant positions.

The negative consequences of a poor recruitment process speak volumes about its role

in an organization. The failure to generate an adequate number of reasonably qualified

applicants can prove costly in several ways. It can greatly complicate the selection

process and may result in lowering of selection standards. The poor quality of

selection means extra cost on training and supervision. Furthermore, when

recruitment fails to meet the organizational needs for talent, a typical response is to

raise entry-level pay scales. This can distort traditional wage and salary relationships

in the organization, resulting in avoidable consequences. Thus, the effectiveness of a

recruitment process can play a major role in determining the resources that must be

expended on other HR activities and their ultimate success.

42

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.

Developing suitable techniques to attract the desirable candidates.

Employing the techniques to attract candidates.

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.

SOURCES OF RECRUITMENT

Before an organization activity begins recruiting applicants, it should consider the

most likely source of the type of employee it needs. Some companies try to develop

new sources, while most only try to tackle the existing sources they have. These

sources, accordingly, may be termed as internal and external.

43

Recruitment process

Recruitment process Developing sources of potential employees Internal sources External sources Transfer Recruitment at factory gate

Developing sources of potential employees

Recruitment process Developing sources of potential employees Internal sources External sources Transfer Recruitment at factory gate
Recruitment process Developing sources of potential employees Internal sources External sources Transfer Recruitment at factory gate

Internal sources

External sources

Transfer

Recruitment at factory gate

Promotion

Unsolicited applications

Media advertisement

Employment agencies

Educational institutions

Recommendations

Contractors

STEPS IN SELECTION PROCEDURE

There is no shortcut to an accurate evaluation of a candidate. The hiring procedures

are, therefore, generally long and complicated. Many employers make use of such

techniques and pseudo-sciences as phrenology, physiognomy, astrology, graphology

etc., while coming to hiring decisions. However, in modern times, these are

considered to be unreliable measures.

44

Preliminary interview
Preliminary interview
Preliminary interview Receiving applications Screening applications Employment tests Interview Rejection Reference checking Medical examination FINAL SELECTION

Receiving applications

Screening applications Employment tests Interview Rejection Reference checking Medical examination

Screening applications

 
Screening applications Employment tests Interview Rejection Reference checking Medical examination
 

Employment tests

 
Screening applications Employment tests Interview Rejection Reference checking Medical examination

Interview

   

Rejection

 
Screening applications Employment tests Interview Rejection Reference checking Medical examination
 

Reference checking

 
Screening applications Employment tests Interview Rejection Reference checking Medical examination

Medical examination

 
Preliminary interview Receiving applications Screening applications Employment tests Interview Rejection Reference checking Medical examination FINAL SELECTION

FINAL SELECTION

Every candidate for the job has to clear a number of hurdles before getting selected

for the job. If he is not found suitable at any stage, he is not considered for the further

stages. Thus, he will be rejected. For instance, if a candidate’s particulars in the

application are not found suitable, he will not be called for the tests. Similarly, if a

candidate fails in the tests, he will not be called for the interview. The following is a

popular procedure through it may be modified to suit individual situation:

45

  • 1. Reception or preliminary interview or screening;

  • 2. Application blank---------a fact-finder which helps one in learning

about an applicant’s background and life history;

  • 3. A sell conducted interview

to explore the

facts

and get

at

the

attitudes of the applicant and his family to the job;

  • 4. A physical examination------- health and stamina are vital factors in

success;

  • 5. Physiological

testing

to

explore

the

surface

area

and

get

an

objective look at a candidate’s suitability for a job;

  • 6. A reference check;

  • 7. Final selection approval by partner; and communication of the

decision to the candidate.

46

CHAPTER-4 RESEARCH OBJECTIVE AND

METHODOLOGY

OBJECTIVE OF THE STUDY

To do an in-depth analysis of Globe Publications India with special emphasis on:

To

study

the

Recruitment

and

Selection

process

for

employees

at

Globe

Publications.

 

To study the Human Resources Policies implemented at Globe Publications and

their effectiveness.

 

To study the ever increasing importance of Selection and Recruitments in the

industry and its usefulness and effectiveness.

SCOPE OF THE STUDY

The survey was limited to a sample of 50 employees of Globe Publications.

The

study

was

limited

to

Recruitment

and

Selection

process

at

Globe

Publications.

 

RESEARCH METHODOLOGY

Research question arises because the concept of re-engineering Human Resources

practices is very wide. Different authors and experts have given their views on re-

engineering Human Resources and the importance of Human Resources in the

organization. In order to understand how these organizations are implementing the

concept of re-engineering some research work is required. In order to accomplish the

47

objectives of the study, it is essential to articulate the manner in which it is to be

conducted, i.e., the research process is to be carried-out in a certain framework. The

Research Methodology, which follows, is the backbone of the study.

Sources for Data Collection:

Primary Data

For obtaining the primary data for my project, I used two research instruments i.e.

Questionnaire and Structured Interview.

 

Questionnaire

i)

Sample Size

50

ii) Sample composition

 

Officers

25

Technicians

25

Structured Interview

i)

Sample Size

10

ii) Sample composition

 

Managers at Globe Publications

10

Secondary Data

I got sampling data from:

48

  • a) In house studies done at Globe Publications.

  • b) Books on Recruitment & Selection.

The information collected through above methods was tabulated, analysed and

interpreted. Finally an overall assessment of the survey findings was made towards

improving the effectiveness of the production process of the organization.

The information gathered has been tabulated and presented in the final report report.

49

CHAPTER-5 RECRUITMENT AND SELECTION

PROCESS AT B.C.L.

RECRUITMENT PROCESS

Effective recruitment and selection is central and crucial to the successful functioning

of the Broads Authority. It depends on finding people with the necessary skills,

expertise and qualifications to deliver the Authority’s strategic objectives and the

ability to make a positive contribution to the values and aims of the organization

All steps of recruitment & selection that is screening to giving offer letter to candidate

take place on single day.

B.C.L. is a Cement company so generally most recruitment take place for the post of

Maintenance, Operation, Quality Assurance and Marketing.

Qualification for this requirement is respective subject or having diploma degree apart

from that company also considers work experience. Minimum experience should be 6

months.

The overall recruitment & selection process in company is classified in 12 steps

which are as follows…

Step 1:- Reference to the approved organization structure

The manpower budget is prepared at the beginning of the financial year. And this

being approved, the HR department goes about filling the requisite vacancies that

arise out of attrition and vacancies already existing. When the need for having extra

50

hand as far as manpower is concerned then special approvals are required from

appropriate authority

Step 2:- Start sourcing activity

The sourcing activity is doing by following sources

  • 1. INTIMATE CONSULTANTS-

Organization

utilizes

the

consultant

as

a

source

of recruitment.

  • 2. INTERNAL SOURCING-

The internal sourcing team uses the job posting on Internet.

Finding the relevant resume on Monster, Naukri take an

informal interview through call to check basic knowledge,

salary expectation & also give a brief idea about job profile,

if the candidates are interested & looks sincere then

schedule the interview.

Strategically it is important

to

use

the

Internet

for

recruitment in a big source.

Step3: Short listing of CV’s:-

After sourcing of resume next step is short listing of resume, which is done by HR,

and head of concerned dept. Before aptitude test the HR team is responsible for

screening of resume

51

They have some specific criteria, on the basis of which they shortlist the CV’s

  • 1. Educational background

  • 2. Age limit

  • 3. Location constraints

  • 4. Working experience

  • 5. Stability in job

Step4:-Sheduling & organizing interview.

After short listing of resume next step is scheduling & organizing interview according

to requirement of different department.

  • Step5:- Briefing & screening

Before aptitude test the company gives a Application form for employment which

include Personal data, Education, Practical training, Details of Employment,

References (if have) ..

Step6:-Aptitude test

Aptitude test is only for trainee, associate& senior associate because the general

aptitude for any senior position is not worthy.

In 1 hour of aptitude test the candidate checked for basic fundamental knowledgeable

ness’s asked in test is objective type.

52

When candidates are cleared the test then they have to fill JAF (job application form)

in which the all details that is employment history, educational background or any

gap, the valid reason of any gap etc. This form is to helpful for candidate details in

HR round in short duration

Step7:- HR Interview

This is preliminary interview which is most frequently used as a selection instrument;

the HR has an opportunity for a face to face interaction with the candidate to check

out & clarify the check points which is mention on interview assessment sheet. In

B.C.L.the HR write the overall comments about candidate. In HR assessment,

candidate mainly checks for educational criteria (if any gap & why), geographical

location, relevant work experience, candidate ready to work in shifts, communication

skill.

So from these questions HR person notice the candidate in different aspects like

whether

candidate

is

good in

communication

skill,

is

he

able

to

work

in this

company .etc

 

When candidate get selected in HR round then another round is operation round. The

HR member scheduling the interview with operation member on the same day,

Step8:-Technical interview

In technical round candidate has to be checked for functional knowledge, to assure

that candidate have the ability to do a certain job

HR cleared candidate will undergo for operation round as per the following grades

53

Step9:-Offer stage

The HRD team has to be preparing the offer and recommended the salary as per

grade. When candidate call for offer letter then it must be declare that come with

certain documents that is to be marks sheet, salary proof for the confirmation .in

offer letter procedure the first step is to take the documents and check it, if any

doubt for any document then must be check by original. After collecting document

the candidate got salary annexure in which a clear concepts of salary. The candidate

has to be go through with salary annexure for 10 minutes, after 10 minutes a small

discussion between HR & candidate for a clear understanding

If any deviation made by HR team then it must be approved by HR manager, such

as if the candidates are exceptionally good then salary must be slight high as per the

salary fixed by company policy.

Step10:-Employment letter

When candidates are satisfied with salary and accepted the offer then they has to be

put acceptance on terms & condition, employment letter. After acceptance the

candidate got offer with a confirmation of joining date and HR member has to be

clarifying every detail that is to be complete location address.

Step 11:- Negotiation

In this step HR person does negotiation with selected over various issue like salary,

job profile, working condition, working place etc therefore this is basically an

agreement about different needs or idea, which applies knowledge.

54

Step 12:-Induction

There is 12 days induction programmed at B.C.L.in which candidates are taken for

visit all different plant and on 30 th day of their joining CEO of the company meets

with them.

55

CHAPTER-6 SURVEY FINDING AND ANALYSIS

Q1. For how long you have been associated with the organization?

There was no specific amount of time of association with the organization. Different

respondents were at different positions. Some had joined just 3 months while there

were some who had been with the organisation for 4 years.

Q2. In which month, the Recruitment process generally starts and how long is

the recruitment cycle in Globe Publications?

Majority of the respondents said that the recruitment process was an all year round

process.

Q.3 A strictly followed formal policy is followed in the organization:

Very True

38%

Formal Policy is Strictly followed Partly True 31% 31% True
Formal Policy is Strictly followed
Partly True
31%
31%
True

Analysis: This graph shows that 38.5% of the respondents strongly agree that a

formal policy of recruitment is strictly followed within the organization. However, the

56

rest of the respondents, (i.e., 61.6%) differ in their degree of agreement that the policy

is followed strictly. Hence, we can say that although all the respondents agree to the

fact that the recruitment policy is strictly followed within the organization, they differ

in the degree of agreement.

Q4. Is there a formal process in place for identifying job vacancies?

No 10% Yes
No
10%
Yes

Formal Policy for Identifying Job Vacancies

90%

Analysis:

This graph shows that all the respondents, barring 1, say that there is a formal policy

in place for identifying new job vacancies.

57

Q5. Which of the following recruiting sources is mostly used for recruiting in

your organization?

15% Sources External Internal 38%
15%
Sources
External
Internal
38%

Sources for Recruiting people

Sources

47%

Both

Analysis:

The above frequency table depicts that out of the total number of respondents, 6

believe that external sources are mostly used for recruiting people, while 5

respondents say that internal sources are mostly used for recruitment. However, there

were some respondents (2) who said that both the internal and external sources

equally used for recruitment.

58

Q6. Which of the following external sources are more effective in recruitment?

More Effective External Sources Both job portal Job Portal (e- & Employee recruitment) referrals 62% 38%
More Effective External Sources
Both job portal
Job Portal (e-
& Employee
recruitment)
referrals
62%
38%

Analysis:

This pie chart shows that majority of the respondents (61.54%) believe that out of all

the external sources, Job Portals are more effective for recruiting people for the

organization. However, there were some respondents who said that both job portals

and employee referrals were equally effective for recruitment purposes.

59

Q7. Which source of recruitment is effective for recruiting executive level

employees?

More effective sources for hiring Executive level

Campus

Recruitment

Job Portal 23%

Job Portal

23%

 

More than 1

Source

39%

38%

Analysis:

The above bar graph shows that most of the respondents either believes that job

portals or a combination of various sources are effective for hiring executive level

associates. Moreover, there were some respondents who believed that campus

recruitment alone was effective for hiring executive level associates.

60

Q8. External recruiting brings out more desirable employees than the internal

recruiting.

Do external sources give better prospective

candidates?

Not True

8%

15% Partly True Very True 38% 39% True
15%
Partly True
Very True
38%
39%
True

Analysis:

The above pie chart shows us the respondents’ views on whether external sources

provide better candidates or not. From the above chart, we can infer that only 7.69%

of the respondents believe strongly that the external sources are better while around

77% of the respondents believe, to a lesser extent, that external sources are better.

However, these respondents differ in their degree of agreement. Moreover, there are

15.38% who do not believe that external sources are better.

61

Q9.

Recruiting

from

top

institutions

is

bringing

desirable

employees

to

organization.

 
17% 61% True Partly True Very True 22%
17%
61%
True
Partly True
Very True
22%

Recruitment from top institutes gives better candidates

Analysis:

The above dot graph shows that majority of the respondents (about 61%) believe that

recruitment from top institutions gives better candidates. There were also around 22%

of the respondents who agreed very strongly to the notion that top institutions have

better candidates. Moreover, there were around 17% of the respondents who did not

agree to this notion very strongly and said that not all the students from top

institutions were very good candidates.

62

Q10. Does your organization measure the effectiveness of recruitment sources?

15% Yes
15%
Yes

Is effectiveness of recruitment process measured?

85%

No

Analysis:

This pie chart shows the responses of the target population to the above mentioned

question. Majority of the respondents said that yes, the effectiveness is measured.

However, there were some respondents who said that no to the above mentioned

question.

63

Q11. Does the organization compare the number of job openings and workforce

projections with HR department’s recruitment and selection capacity?

No Yes 0%
No
Yes
0%

Are the job openings & HRP aligned with recruitment &

selection capacity

100%

Analysis:

The above graph shows that all the respondents agree to the fact that the manpower

planning and the number of job openings are decided keeping in mind the capacity of

the recruiters and the recruitment policy.

64

Q12. The internal recruitment sources are primarily considered for recruitment.

Are internal sources considered for recruitment? Partly True Very True Not True 31% 31% 8% 30%
Are internal sources considered for recruitment?
Partly True
Very True
Not True
31%
31%
8%
30%
True

Analysis:

According to the above graph, about 92% of the respondents agree to the fact that

internal sources of recruitment are taken into account during the recruitment process

for any position. However, these respondents vary in their degree of agreement.

Moreover, there were some respondents (7.69%) who did not agree that the internal

sources were used primarily for recruitment.

65

Q13. The reference checks are properly conducted by efficient employers.

15% Very True
15%
Very True

Are reference checks done properly?

85%

True

Analysis:

The above bar graph shows that majority of the respondents, i.e., 84.62%; very

strongly agree to the fact that efficient reference checks of the short listed candidates

are done by the recruiters. But, there were some respondents (15.38%) who agreed to

a lesser extent that adequate reference checks were done by the recruiters.

66

Q14. All the processes related to recruitment are maintained in a single

department of the organization.

8% Very True 46%
8%
Very True
46%

Are the recruitment & post recruitment processes

consolidated into 1 department

Partly True

46%

True

Analysis:

According to the above graph, all the respondents agree (though differing in the

degree of their agreement) that all the recruitment and post recruitment processes are

consolidated into 1 department, i.e., the Corporate HR Department.

67

Q15. Mode of recruitment currently employed fulfills the manpower needs of the

organisation.

Is the current modes of recruitment adequate for the

manpower needs?

Very True

46%

54%

True

Is the current modes of recruitment adequate for the manpower needs? Very True 46% 54% True

Analysis:

The above pie chart shows that all of the respondents are satisfied with the current

mode(s) of recruitment as they are able to close the vacancies that are there in the

organization. However, the respondents’ level of satisfaction varies from strong

agreement to agreement.

68

Q16.

Manpower

efficiently

planning

is

working

identifying

in

the

vacant

positions.

 

Is HRP providing correct figures to the recruiters?

 
 

Not True

8%

 
 

Partly True

 
Very True 38% True 8%

Very True

38%

True

8%

46%

Analysis:

The above frequency table shows the responses of the target population to the above

mentioned question in terms of frequencies as well as percentages. From this table,

we can infer that majority of the respondents think that the HRP is working fine and is

in tune with the vacancies that arise in the organization.

69

Q17. The effectiveness of the recruitment process is measured every year in the

organisation.

Effectiveness of recruitment measured annually

 

Partly True

15%

15%

 

True

47%

Very True

38%

Analysis:

This bar graph shows the respondents’ answers to a similar question asked before

regarding the measurement of effectiveness of the recruitment procedure. We can

infer that the respondents’ answers differ for both the questions. However, we must

notice that in this graph, all the respondents agree to the fact that the effectiveness is

measured. The respondents differ in the level of their agreement to this process.

Q18. What are the unique features that you identified in the recruitment policy

of the organisation?

Most of the respondents said that the main feature that they identified was the

transparency of the policy.

Moreover, they liked the flexibility of the policy.

70

Q19. Your suggestions to make the recruitment strategy more efficient.

Some of the opinions given by the respondents were:

Better HRP

Tap more campuses

Q20. The objectives of the recruitment are completely fulfilled through present

recruitment policy.

Objectives of recruitment being fulfilled Very True 62% 38% True
Objectives of recruitment being fulfilled
Very True
62%
38%
True

Analysis:

According to the graph, we can say that all the respondents are satisfied with the

current Recruitment Policy (even though they differ in the degree of their agreement).

71

KEY FINDING

Based on the data analysis of 13 responses to the questionnaire, the findings can be

summarized as follows:

  • 1. The recruitment and selection procedure goes on all year round.

  • 2. A formal recruitment policy is in place and is followed to a great extent.

  • 3. Both internal and external sources of recruitment are used in the organization to get the right person for the right job.

  • 4. Out of all the external sources, the most popular one is E-Recruitment using the organizations’ online Job Portal (naukri.com).

  • 5. Proper reference checks are done by the recruiters so as to hire better people.

  • 6. The effectiveness of the whole recruitment procedure is measured on a regular basis.

  • 7. HRP is working efficiently and is carried out to forecast the new job vacancies and align them with the capacity of the recruiters.

  • 8. All the recruitment and post recruitment processes are done by the corporate HR department which is located in the corporate office.

  • 9. More or less, the recruiters are satisfied with the current recruitment policy.

72

CONCLUSION AND RECOMMENDATIONS

The suggestions and recommendations are made by comparing the observed data with

the theoretical data, and also from the findings of the survey.

During my tenure of summer training I studied a complete review of recruitment &

selection process in B.C.L. & I found that the system is efficient & well organized.

But as my subject concerned to finding the opportunities of improvement, I m

responsible to finding certain loopholes in which improvements can be done.

There has been problem of unethical /fake candidates who keep posting

resumes by changing their name, date of birth etc. Therefore HRD needs to be

upgraded by making it mandatory that the candidate’s previous company’s

employee number is also made as primary key.

The people whoever join newly should be given adequate orientation with the

process and the tools

In order to avoid lengthy cycles, proper training should be given to the team

members of recruitment team.

The interactions

should take place between the Business heads and the

recruitment team.

During this process I have suggested to implement Modern ways of

recruitment assisted by the online screening test.

73

BIBLIOGRAPHY / REFERENCES

Books referred:

VSP Rao, “HUMAN RESOURCE MANAGEMENT”,

 

Kothari C.R, “Research Methodology Methods & Techniques

 

Dr.

Subba

Rao

ESSENTIAL

P.,

OF

HUMAN

RESOURCE

MANAGEMENT

&

INDUSTRIAL

RELATION,

Himalaya

publication,

(2006)

Sites Visited:

http://www.Birlacorporation.com

http://www.google.com

http://www.hrmguide.com

74

ANNEXURE

QUESTIONNAIRE FOR OFFICERS

Name

:

Company

:

Designation

:

Location

:

On an Average how many new recruits do you have in a month?

Out of total employees what is the percentage of Front line employees Technical staff Managers Senior Managers and above What is average hiring cost per employee for Front line employee Technical staff Managers Senior Manager

75

What are some of the strategies adopted by your firm to

increase the number of recruits in this sector Offering Better pay packets than industry average Moving to B and C Grade Cities Looking Beyond Graduates(Diploma Holders) Tie-Up with Institutes Vocational Courses Designed Specially for this Sector Others (Please Specify) ________________________ Rank the following according to its relevance to the company:

(1- High priority, 2-next priority and so on) A) Employees are mainly recruited through:

Sl. No

Source

 

Candidates with experience of

         

5-10

10 yrs &

0-1 yr

1-3 yrs

3-5 yrs

yrs

above

1

Campus

         

2

Employee Referrals

         

3

Consultants

         

4

Walk-ins

         

6

Advertisements

         

7

Job Fairs

         

76

8

Portals

         

In terms of Cost incurred , ROI , Quality rank the following:

Sl.

   

No

Source

 

Candidates with experience of

         

5-10

10 yrs &

0-1 yr

1-3 yrs

3-5 yrs

yrs

above

1

Campus

         

2

Employee Referrals

         

3

Consultants

         

4

Walk-ins

         

6

Advertisements

         

7

Job Fairs

         

8

Portals

         

Suggest Recruitment process that your organization use for effective recruitment

Do you have a referral policy in your organization Yes

No

If yes how does it work?

Do you have a candidate tracking software?

77

If yes how does it operate? What are the current levels of attrition in your firm?

0- 10 %

10-20%

20-30%

30-40 %

Above 40%

What are some of the strategies use by your company to track attrition

What are reason’s for employees leaving your organization?

Better Pay Packets

Shift Timings

Higher Studies

Nature of Work

Organization Culture

Growth Opportunities

Other(please Specify) _____________________

78