Understanding HR Systems and Processes

Recruitment Process Training and Development

SECTION F - MPPO PROJECT PROPOSAL 1311359 ARUNDEEP SINGH WALIA 1311381 SANDEEP KUVVARAPU 1311408 SUMIT RAJ 1311411 SURAJ KUMAR BHAGAT

Contents
Introduction ................................................................................................................................ 2 Company Profiles....................................................................................................................... 3 Objectives .................................................................................................................................. 4 Literature Review....................................................................................................................... 4 Methodology .............................................................................................................................. 7 Plan of Action ............................................................................................................................ 8 References .................................................................................................................................. 9

INTRODUCTION Human resources are like natural resources; they're often buried deep. You have to go looking for them; they're not just lying around on the surface. Ken Robinson Training is everything. The peach was once a bitter almond; cauliflower is nothing but cabbage with a college education." Mark Twain Human resource management (HRM) is defined as governance of an organizations human capital. HRM is responsible for innovating, applying, and supervising policies that govern behavior of the employees towards the company and vice versa
[1]

. Recruiting the best talent is vital for an

organization and is in-fact the first stepping stone towards success. Simultaneously, learning, training, and development are important to add value to the employees to ensure a better contribution to the organization. Therefore, from a kaleidoscope of functions that Human Resource Management comprises, this report analyzes and compares in particular Recruitment and Training and Development systems and processes as prevalent in Motorola Mobility LLC and Bharat Petroleum Corporation Limited.

Fig. 1: Human Resource Management Functions

COMPANY PROFILES

BHARAT PETROLEUM CORPORATION LIMITED Bharat Petroleum Corporation Limited (hereinafter Bharat Petroleum) is a leading Indian oil & gas public sector company. It is headquartered in Mumbai, Maharashtra. It came into existence as a result of nationalization of Burmah Shell Company by Govt. of India on 24th January 1976. It has been ranked 225th in Fortune Global 500 rankings for the year 2012. It is Indias 2nd largest Oil Marketing Company next only to IOCL with a sales volume of 33.3 MMT and a market share of 21.25% in FY13. It has a present market capitalization of INR 273 bn. It processes 21.5 MMT of crude in its Mumbai and Kochi refinery .The business model of Bharat Petroleum consists of eight strategic business units namely Upstream, Refinery, Retail, LPG, Lubricants, Industry & Commercial, Aviation and Gas. It has an employee count of 14154 [2].

MOTOROLA MOBILITY LLC

Motorola Mobility LLC (hereinafter Motorola) was formerly the Smartphone and Tablets division of Motorola, an American telecom equipment giant. The company was spun off from parent Motorola Inc. in June 2011 and was acquired by Google in May 2012 for $ 12.5 billion. Now, the organization is simply known as Motorola: a Google Company. The headquarters are located in Chicago suburb of Libertyville, Illinois. With 4000 employees laid off in August 2012, the employee strength has reduced to approximately 4600 worldwide as in Q1 2013. The creator of the legendary MotoRazr, the company started rolling out its latest phone Moto X in September 2013 and is hoping to regain the position of a market leader with Google by its side [3].

OBJECTIVES Our report aims at covering the following objectives: To study and analyze the variation in the recruitment processes across a public sector company (Bharat Petroleum) and a private sector company (Motorola). To study and compare the training and development philosophy being followed at Bharat Petroleum and Motorola. To suggest recommendations for issues faced in Bharat Petroleum and Motorola regarding their recruitment and training and development.

LITERATURE REVIEW In the era of globalization, the need for human resource management, development, and planning is imminent. The performance of an organization is based on people that form a part of the organization. Mismatch between human capital and organization can lead to underperformance. Since recruiting wrong employees and inability in anticipating variations in recruitment needs can be costly, it is vital that immense efforts go into human resource management.

HR SYSTEMS AND PROCESSES People from various backgrounds bring different perspectives, values and attributes to organizational life and when managed effectively these traits can bring considerable benefits to the organization. As a result, in recent time the organizations have started giving importance to the human resources. Attention is being paid towards motivating the work force and connecting to their higher needs of esteem, belongingness and self-actualization. This new awakening of humanism throughout the globe has widened the coverage of human resource management in firms. Main concerns of human resource management, as covered in our report, are: Placing the right person in the right job in a high performing organization. Development of people, their competencies, and the process development of the total organization [4].
4

Recruitment activity, as one of the HR Systems, has a critical impact on the performance of the organization
[5]

. Training and development has a strategic positioning and contributes towards

organizational business goals and objectives.

THE CONCEPT OF RECRUITMENT AND SELECTION Recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organization can select each other in their own best short and long term interests[7]. In other words, the recruitment process provides a company with a selection of potential job candidates that satisfy the requirements of the organization, and selection can be made to fill vacancies. Recruitment and selection are central to success of a company and failure in recruitment may create problems for any organization. These problems may include loss of profitability and insufficient staffing. Recruitment is not just a routine process of HR department rather it is strategically important. It requires both short term and long term planning by the top brass of the organization so that the best possible talent pool can be selected. Increased competition among business organizations for recruiting the best potential has increased focus on innovation, and management decision making and the selectors aim to recruit only the best candidates who would suit the corporate culture, ethics and climate specific to the organization [8].

Fig. 2: Various Stages of a General Recruitment Process

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The focus of recruitment and selection according to Montgomery, is on matching the capabilities and inclinations of prospective candidates against the demands and rewards inherent in a given job. According to Jovanovic, it is a process of attracting a pool of high quality applicants so as to select the best among them. For this reason, top performing companies devoted considerable resources and energy to creating high quality selection systems
[9]

. One result of effective

recruitment and selection is reduced labor turnover and good employee morale. Recruiting ineffectively is costly, since poor recruits may perform badly and/or leave their employment, thus requiring further recruitment. Personnel managers tend to rely on feedback from line managers and probationary periods and disciplinary procedures to weed out mistakes. Firms with high quit rates live with them and tend to build them into their recruitment practices and they do not analyze the constitution of their labor [10].

TRAINING AND DEVELOPMENT It is the process of receiving and spreading KSA (knowledge, skills and abilities) needed to execute a specific activity or task. To achieve the present and future goals of an organization, training and development assumes action which ranges from training of the employees for their present tasks and more so, knowledge sharing to improve the business horizon and customers service [6].

Fig. 3: Training Delivery Methods

A thorough training and development program helps in developing the knowledge, skills and attitudes required to reach the organizational goals and also to create competitive advantage for the organization
[11]

. Some cultural assumptions underlie human resource management with

regards to developing employees. Jackson deliberated through an example which highlighted the distinction between the hard and soft approaches on developmental aspects, appearing in the strategic HRM literature. Some of the popular training delivery methods are shown in Fig. 3 above. The hard approach assumed the employees in the organizations as mere resources to achieve the objectives of the organization, whereas the soft approach viewed the employees more as valued assets capable of development
[12] [13]

. The need for developing employees seems compulsory

because Training and Development plan tends to improve productivity and quality of work. The training and development process, in order to stay ahead of the competition, should be able to impart innovation and reinvention and this can be achieved only when training encompasses a wide range of learning actions. Therefore, an ideal training shall become part of a company-wide strategy and it must be is linked to business goals and organizational performance. The various methods of training and development are proactive, reactive and active learning approach [6].

METHODOLOGY SAMPLING METHOD We will use random sampling to select employees from Bharat Petroleum and Motorola. We will try to include employees from different hierarchical levels of different department to avoid any biases.

MODE OF DATA COLLECTION Secondary data: We have collected information from journals, historical documents, magazines and reports prepared by the other researchers. Based on our secondary study we will prepare interview questions.

Primary data: We will get the first-hand information through questionnaires and personal interviews of the employees at Bharat Petroleum and Motorola. The questionnaires will be designed to cover all aspects of recruitment and training & development processes.

DATA ANALYSIS We will analyze the primary data through tabulation and graphical presentation. We will also do hypothesis testing on primary data and draw inferences.

PLAN OF ACTION

BEFORE MIDTERM We will prepare a questionnaire based on our secondary research to gauge the views of employees at Bharat Petroleum and Motorola Mobility regarding their recruitment and training & development processes. We will be comprehensive in approach to cover almost all aspects of these two HR systems. Our intention is to find how and why the responses vary at the two organizations.

AFTER MIDTERM We will send the questionnaire to employees of Bharat Petroleum and Motorola Mobility to get their responses. After receiving the responses, we will collate all data and do a comparative study by tabulation and graphical presentation. We will do hypothesis testing against established beliefs about recruitment and training & development processes using our primary data. Finally, we will suggest recommendations to tackle the issues being currently faced by BPCL & Motorola Mobility on recruitment and training & development.

References: 1. Biles, George, E. & Holmberg, Stevan, R. (1980): Strategic Human Resource Planning, Glenn Ridge, New Jersey: Thomas Horton and Daughters 2. http://en.wikipedia.org/wiki/Bharat_Petroleum 3. http://en.wikipedia.org/wiki/Motorola_Mobility 4. Mullins, L. J. (1999), Management and Organizational Behaviour, 5th Edition, Pearson Education, Essex. 5. Recruitment Strategies: Managing/ effecting the recruitment process, Margaret A. Richardson 6. Niazi, A. S. (2011), Training and Development Strategy and Its Role in Organizational Performance, Vol 1, No.2, Journal of public administration and governance. 7. Schuler, Randall S.: Personnel and Human Resource Management, Third Edition. 1987. 8. Terpstra D.E. (1994) HRM: A Key to Competitiveness Management Decision, Volume 32, Number 9, pp. 10-14(5) 9. Jovanovic, Boyan (2004), Selection and the Evolution of Industry. Econometrica, 50(3): 649670. 10. Odiorne, George, S. (1984), Human Resources Strategies for the Nineties, Hax 11. Peteraf, M.A. (1993), The Cornerstones of Competitive Advantage: A Resource-Based View, Strategic Management Journal, 14, 3, 179192 12. Tyson, S., and Fell, A. (1986), Evaluating the Personnel Function, London: Hutchinson. 13. Jackson, T. (2002), The Management of People Across Cultures: Valuing People Differently, Human Resource Management, 41, 455475