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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:

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

PROFORMA Project Viva (IMT-52)

Name: Enrollment No.:

Contact 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.

Name: Enrollment No.:

Contact No.:

Area of Specialization (Related to Project): Operations

Received By:______________

Dated:_____________________

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 IMTCDL, 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:

_________________________ _________________________ _________________________

TABLE OF CONTENTS
Page No. CHAPTER-1 INTRODUCTION CHAPTER-2 COMPANY PROFILE CHAPTER-3 LITERATURE REVIEW CHAPTER-4 RESEARCH OBJECTIVE AND METHODOLOGY CHAPTER-5 RECRUITMENT AND SELECTION PROCESS AT B.C.L. CHAPTER-6 SURVEY FINDING AND ANALYSIS CONCLUSION AND RECOMMENDATIONS BIBLIOGRAPHY / REFERENCES ANNEXURE 5 19 40 48 51 57 74 75 76

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 ps 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?

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 candidates 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

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 organizations decision makers to evaluate the benefits and estimated return on the investment to upgrade an organizations 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 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 candidates specifications are matched with job specification & requirement or not. Selection as a source of competitive advantage: The role of selection in an organizations effectiveness is crucial for two reasonsFirst, 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 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

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: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.

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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 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

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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 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

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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 the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities. 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

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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. 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 15

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 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 todays 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.

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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 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.

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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.

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 CVs in worldwide web, which can be drawn by prospective employees depending upon their requirements. Advantages of recruitment are:
o o o o o

Low cost. No intermediaries Reduction in time for recruitment. Recruitment of right type of people. Efficiency of recruitment process.

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CHAPTER-2 COMPANY PROFILE

OUR WORK LIFE


SATNA CEMENT WORKS

SET UP IN 1959

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HISTORY Time talks Long years ago, in 1919, a young man named Ghanshyam Das Birla set up the 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 Birlas nephew, was born in 1918. Under his uncles 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

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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. 22

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 Birla Cement Works Durgapur Cement Works Birla Vikas Cement Chittor Cement Works SCW Conversion Plants Reabareli Unit 1959 1967 1974 1982 1986 1989 1998

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The commissioning of Satna Cement works in MP marked the companys 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 in the growth of the Company. 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. 24

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.) Shri TC Jain Sr. Vice President Shri JS Banthia

Sr. Vice President (E & I) Shri Rajesh kakkar

Vice President (Stores & Building) Shri RK Dalmiya

Vice President (Production) Shri NR Ghosh

Vice President (Personnel & Administration) Shri Mohan Bajpai

Asst. Vice president (Mechanical) Shri GK Jain

Asst. Vice President (Account & finance) Shri Ashok sharma

General Manager (Mines) Shri D Roy

General Manager (Steel Foundary) Shri MK Singh

General Manager (Guest House) Shri K Vohra

General Manager (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: 195 9 196 4

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

Capacity raised to 1750 TPD with two additional wet process kilns. of Birla Vikas Cement, a dry process kiln with

198 Commissioning 2 2500 TPD

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

The present operating capacity of SCW and BVC are 2750 and 2650 TPD respectively. 1998 Commissioning of 1000 TPD Grinding Unit at Raebareli for PPC manufacturing.

Total capacity

SCW & BVC Raebareli

1.55 MTPA 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.

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 companys 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 companys 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.

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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.

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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. 10. Alkali-By Pass system. 11. Electronic Packing Machines. Facilities for Transportation Rail Broad Gauge Road Trucks, Trailers Packaging Packed in PP bags 50 Kg each Captive Mines Lease Area 10 Sq. Km. Mining Area 06 Sq. Km.

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Captive Power Plants THERMAL POWER PLANT 27 MW Capacity

One 27 MW Capacity Steam Turbine Two 65 TPH each capacity F grade coal based and Bio mass fired AFBC Boilers.

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.

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7.5 MW Capacity

One set of 5 MW and one 2.5 MW capacity steam turbines. 3 FBC F grade coal fired boilers of capacity 25, 25 & 15 TPH. Latest pollution control equipments and monitoring system. Water treatment plant with de-mineral sing unit.

Diesel / Power Plant

2 sets of 6 MW HFO based 1 set of 4 MW HFO / Diesel based

ENVIRONMENT PROTECTION Satna Cement Works is committed to provide clean environment to the society and constantly endeavors to keep Air, water and noise pollution well below the stipulated levels. In recognition of its commitment to and

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Implementation of environmental improvement measures, Bureau of Indian Standards awarded IS/ISO 14001 Certification to Satna

Cement Works, 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 listed below :

Pollution Control Equipments in use:

Electrostatic Precipitators

15 Nos.

Bag Dust Collector

58 Nos.

Pocket Filter

60 Nos.

Plantation in the Factory and Quarry as on date 411290 Nos. Recycling of wastewater through treatment in oxidation pond and used for gardening etc.

Sludge oil generated from DG set being reused for firing in the Kiln. Water sprinkling inside the factory for controlling fugitive dust. Installed dust suppression system on coal belt/ Clinker belt and Iron ore crushing belt conveyors, to suppress dust emission.

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Fly ash transportation from Thermal Power stations by pneumatic conveying system in closed tankers.

ENVIRONMENTAL FRIENDLY PRODUCTION & PROCESS IS/ISO-14001 Certification for Environment Management System by BIS, New Delhi since 1999 both for SCW & BVC. ENVIRONMENTAL POLICY The Birla Corporation Limited Satna is engaged in the Manufacturer of different varieties of Cement using dry process having two plants with an installed capacity of 2.50 Million Tons per annum. THE CORPORATION COMMITS TO :

Prevention of pollution by setting appropriate objectives and targets for its activities, review the same and strive to achieve the goal.

Comply with all relevant environmental legal requirements and other requirements to which it subscribes and related to environmental aspects.

Continual improvement of its environmental performance. Conserve Energy and natural resources.

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Encourage recycle and re-utilization of waste products. Documents, Implement and Maintain an Environmental

Management System in conformity to IS / ISO / 14001.

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.

The strategic focus of the multi-product, multi-vocational, M.P Birla Group has been on steady growth by developing and assimilating technologies of tomorrow to manufacture a wide range of value-added products. At the same time, it is keenly aware of its social responsibilities as an enlightened and committed corporate citizen. ENTREPRENEURSHIP: Birla Corporation Limited is the flagship company of the M.P Birla Group of Companies. The 2,000-crore M.P Birla Group includes highly reputed companies like Universal Cables Ltd. (power, control and electrical cables and capacitors), Vindhya Telelinks Ltd. (telecommunication cables), Birla Ericsson Optical Ltd. (optical fiber and jelly-filled telephone cables), Universal-ABB Power Cables Ltd. (XLPE cables), Hindustan Gum & chemicals Ltd. (guar gum products) and Birla -DLW Ltd. (Linoleum floor covering). Other than Kolkata, Birlapur and Durgapur, the Group's plants are located at Rewa, Satna, Raebareli, Chanderia, Jodhpur, Viramgam, Bhiwani, Gurgaon and Chakan (Pune). It has its Registered and

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

HEALTH CARE INSTITUTIONS: The Group is involved in a number of philanthropic activities and is directly associated with the management of the Bombay 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. 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.

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UNIVERSAL LIMITED

CABLES

Registered Office & Works: P.O. Satna India Birla 485 005 Vikas (M.P.)

A leader in the Indian Cables Industry with the widest product range and its cables and capacitors are known by the brand name "UNISTAR"

Phone :+91-7672-223561 Fax :+91-7672-225344

Email :unistar@vsnl.com VINDHYA LIMITED TELELINKS Registered Office & Works: Udyog P.O. Rewa India Phone Fax Email BIRLA ERICSSON OPTICAL LIMITED Has technical and financial collaboration with Ericsson Cables AB of Sweden to produce Optical Fibre Cables, consisting of different fiber counts of both, Duct & Direct Burial types. The company also produces Polyurethane Jelly filled insulated Cables. UNIVERSAL-ABB POWER CABLES LIMITED Has technical and financial collaboration with ABB Cables, Sweden and produces High Voltage XLPE cables, Vihar Chorhata (M.P.)

One of the most sophisticated and technologically advanced industrial complexes, manufacturers, Jelly filled Telephone Cables in technical collaboration with M/s. Ericsson Cables AB of Sweden

486

006

:+91-7662-242214 :+91-7662-242239 :vintele@bom6.vsnl.net.in

Registered Office & Works: Udyog P.O. Rewa India Phone Fax Email Vihar Chorhata (M.P.)

486

006

:+91-7662-242214 :+91-7662-240614 :beolrewa@bom6.vsnl.net.in

Registered Office & Works: P.O. Satna India Birla 485 005 Vikas (M.P.)

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using state of the art technology for production, quality and testing. HINDUSTAN GUM & CHEMICALS LIMITED Manufactures Guar Gum conforming to international standards and exports to various countries the world over. Rhone-Poulenc Inc. of France has 50% financial stake in the company. The company has 3 manufacturing units in India. BIRLA DLW LIMITED A 50:50 Joint Venture with DLW Aktiengesellchaft, Germany to produce world class Designer Linoleum Flooring for exports.

Phone Fax

:+91-7672-226361 :+91-7662-224962

Registered Office & Works: Birla Bhiwani Haryana India 127 Colony 021

Phone :+91-1664-243891 Fax :+91-1664-243813

Email :hichem.hgclb@gum.gems.vsnl.net.in Registered Office: Birla 9/1 Kolkata India Phone Fax Email R.N.Mukherjee 700 Building Road 001

:+91-33-2220 3146 :+91-33-2210 6022 :bdl@cal2.vsnl.net.in birladlw@birlacorp.com

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PRESTIGIOUS PROJECTS Pioneer in Nation Building Birla Cement Khajuraho / Samrat in Prestigious Projects

106 meter High Area Brown Boveri Universal Cable Tower at Satna (MP).

Reliance Industries - Hazira Project Euri Hydroelectric Project, J & K Dal-hasti Hydroelectric Project J & K Imprizelo S.P.A. Kaligandki A Hydroelectric Project Nepal N.T.P.C. Limited Kalptaru Power Transmission Ltd. Bajaj Hindustan Limited Larsen & Toubro Limited Maytas Infrastructure Limited Nagarjuna Construction Company Oriental Structural Engineering Limited Rohan Builders (India) Limited. Mukand Limited UAL-Bengal (Utkal Asbestos / UAL Uttar Pradesh). U.P. Asbestos Limited Limited, etc.

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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.

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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.

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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

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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.

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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.

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Recruitment process

Developing sources of potential employees

Internal sources Transfer Promotion

External sources Recruitment at factory gate 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.

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Preliminary interview

Receiving applications

Screening applications

Employment tests

Interview

Rejection

Reference checking

Medical examination

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 candidates 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:

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1. 2.

Reception or preliminary interview or screening; Application blank---------a fact-finder which helps one in learning about an applicants 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. 5.

A physical examination------- health and stamina are vital factors in success; Physiological testing to explore the surface area and get an objective look at a candidates suitability for a job;

6. 7.

A reference check; Final selection approval by partner; and communication of the decision to the candidate.

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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 reengineering 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

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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) ii) Sample Size Sample composition Officers Technicians Structured Interview i) ii) Sample Size Sample composition Managers at Globe Publications Secondary Data I got sampling data from: 10 10 25 25 50

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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.

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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 Authoritys 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

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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 of recruitment.

utilizes

the

consultant

as

source

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 CVs: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

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They have some specific criteria, on the basis of which they shortlist the CVs 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 nesss asked in test is objective type.

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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

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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.

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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 30th day of their joining CEO of the company meets with them.

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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:

Formal Policy is Strictly followed

Partly True 31%

True 31%

Very True 38%

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

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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?

Formal Policy for Identifying Job Vacancies


No 10%

Yes 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.

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

Sources for Recruiting people Both 15% Internal Sources 38%

External Sources 47%

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.

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

More Effective External Sources

Both job portal & Employee referrals 38% Job Portal (erecruitment) 62%

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.

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

More effective sources for hiring Executive level Campus Recruitment 23% More than 1 Source 39%

Job Portal 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.

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

Do external sources give better prospective candidates? Not True 15%

True 39%

Partly True 38% Very True 8%

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.

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Q9. Recruiting from top institutions is bringing desirable employees to organization.

Recruitment from top institutes gives better candidates Partly True 17%

Very True 22%

True 61%

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.

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

Is effectiveness of recruitment process measured? No 15%

Yes 85%

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.

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Q11. Does the organization compare the number of job openings and workforce projections with HR departments recruitment and selection capacity?

Are the job openings & HRP aligned with recruitment & selection capacity No 0%

Yes 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.

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

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

Very True 31%

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.

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

Are reference checks done properly? True 15%

Very True 85%

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.

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

Are the recruitment & post recruitment processes consolidated into 1 department Partly True 8%

True 46% Very True 46%

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.

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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%

True 54%

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.

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Q16. Manpower planning is efficiently working in identifying the vacant positions.

Is HRP providing correct figures to the recruiters? Not True 8% Partly True 8% True 38%

Very True 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.

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

Effectiveness of recruitment measured annually Partly True 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. 71

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 38%

True 62%

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).

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KEY FINDING Based on the data analysis of 13 responses to the questionnaire, the findings can be summarized as follows: 1. 2. 3. The recruitment and selection procedure goes on all year round. A formal recruitment policy is in place and is followed to a great extent. 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. 6. Proper reference checks are done by the recruiters so as to hire better people. 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.

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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 candidates previous companys 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.

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BIBLIOGRAPHY / REFERENCES
Books referred: VSP Rao, HUMAN RESOURCE MANAGEMENT, Kothari C.R, Research Methodology Methods & Techniques Dr. Subba Rao P., ESSENTIAL OF HUMAN RESOURCE

MANAGEMENT & INDUSTRIAL RELATION, Himalaya publication, (2006)

Sites Visited:

http://www.Birlacorporation.com http://www.google.com http://www.hrmguide.com

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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

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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 0-1 yr

Candidates with experience of 1-3 yrs 3-5 yrs 5-10 yrs 10 yrs & above

1 Campus 2 Employee Referrals 3 Consultants 4 Walk-ins 6 Advertisements 7 Job Fairs 8 Portals

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


Sl. No Source Candidates with experience of 5-10 0-1 yr 1 Campus 2 Employee Referrals 3 Consultants 4 Walk-ins 6 Advertisements 7 Job Fairs 8 Portals 1-3 yrs 3-5 yrs yrs 10 yrs & above

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?

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Do you have a candidate tracking software? 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 reasons for employees leaving your organization? Better Pay Packets Shift Timings Higher Studies Nature of Work Organization Culture Growth Opportunities Other(please Specify)_____________________

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