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PROJECT REPORT

ON
"RECRUITMENT & SELECTION AT PASSPORT SEVA PROJECT OF
NATIONAL INSTITUTE FOR SMARTGOVERNMENT (NISG)"

Project Report Submitted in partial fulfillment of the required for the degree of
MASTER OF BUSINESS ADMINISTRATION (MBA)
Submitted By:
Shobha Sharma
MBA 4th Sem
Reg. No. 1411007385
Under the guidance of
Mr. Sharad Kumar Shukla

SIKKIM MANIPAL UNIVERSITY (SMU)


Directorate of Distance Education
July 2016

BONAFIDE CERTIFICATE

Certified that this project report titled Recruitment & Selection at Passport Seva
Project of National Institute for SMART Government (NISG) is the bonafide work of
Shobha Sharma who carried out the project work under my supervision in the partial
fulfilment of the requirements for the award of the MBA degree.

SIGNATURE

Mr. Sharad Kumar Shukla

Guide Registration Number

DECLARATION BY THE STUDENT

I Shobha Sharma bearing Reg. No. 1411007385 hereby declare that this project report
entitled Recruitment & Selection at Passport Seva Project of National Institute of
Management Government (NISG). has been prepared by me towards the partial
fulfilment of the requirement for the award of the Master of Business Administration
(MBA) Degree under the guidance of Mr. Mudit Lal.
I also declare that this project report is my original work and has not been previously
submitted for the award of any Degree, Diploma, Fellowship, or other similar titles.

Place:

Shobha Sharma

Date:

Reg. No. 1411007385

ACKNOWLEDGEMENT

I readily acknowledge my ineptness to my parents whose support, dedication and


honest efforts have given me an immense help in doing this project. It gives me immense
pleasure to express my deep sense of gratitude and appreciation to my all faculty whose
constant encouragement and valuable suggestion gave back bone support in completing
this summer training report. I take the opportunity to thanks to my Internal Guide Mr.
Sharad Kumar Shukla.
For motivating, encouraging, guiding and supporting at every step and sparing
his valuable time for me. Last but not the least I record my sincere thanks to all beloved
and respectable persons who helped me and could find any separate mention.
Above all I praise GOD the most beneficial, the most merciful that I have been able to
complete my training project successfully.

Shobha Sharma
MBA 4th Sem
Reg. No. 1411007385

PREFACE

I respect to the allotted period, I have formed relationship with the organization as trainee
but informally it is a sacred place for me as its my first practical exposure to an
organization to know and get aware to an organizational real practical stressful
environment.
Although I am student of M.B.A Lucknow. It is a two year full time degree
courses. So far this training is scheduled for third semester syllabi as a separate topic to
be asked in detail in viva-voice conducted by external So far I have completed 3rd
semester examination. Thus study will provided me a better opportunity to survive in cut
throat competition with a prosperous existence. I have tried my best to gain out of well
framed circumstances & with the help of experienced personnel who helped me out so for
become possible to them. As being a very confidential functioning many things are there
which cant be known but on the basis of gathered information and certain hints, the
project has been formed. It may have something missing but I have tried to present all
things what I have received. Although this report has been got checked by different
personnel but after that if there is some shortcomings I expect it to be rectified. So the
whole study bifurcated in different parts. Certain observations & suggestions also have
been stated which if possible to be reviewed.

EXECUTIVE SUMMARY
While working in the organization I was trained as a relationship personnel being
engaged into various jobs such as dealing with clients, answering customer queries
through telephonic conversations and providing them knowledge about new schemes and
converting them into our customers.
As my summer internship project I was given the topic on Recruitment & Selection at
Passport Seva Project of NISG. The project work was for this research was conducted
in Lucknow to study the customer satisfaction level.
The research has been conducted to gather information from 100 respondents & a
structured questionnaire will be used to collect the information from the respondents. The
data which was collected from them will be analyzed and classified. It was found that
though the NISG has the highest market share it needs to improve on its service quality
and retail services.

S.No.

Contents

Pg No.

Acknowledgement

II

Bonafide Certificate

III

Preface

1.

Objective of the Study

2.

Introduction of Topic

3.

Company Profile

42

4.

SWOT Analysis

52

5.

Recruitment & Selection in Bharti Axa Life


Insurance Company Ltd.

56

6.

Research Methodology

68

7.

Data Analysis and Interpretations

71

8.

Interpretation & Findings

82

9.

Conclusion & Suggestion

86

11
.

Limitations

88

12
.

Bibliography

90

13
.

Questionnaire

92
TABLE OF CONTENT

INTRODUCTION

INTRODUCTION

HUMAN RESOURCE MANAGEMENT


Functions
Manpower planning: The penalties for not being correctly staffed are costly.
Understaffing loses the business economies of scale and specialization, orders, customers
and profits.
Overstaffing is wasteful and expensive, if sustained, and it is costly to eliminate because
of modern legislation in respect of redundancy payments, consultation, minimum periods
of notic, etc. Very importantly, overstaffing reduces the competitive efficiency of the
business.
Planning staff levels requires that an assessment of present and future needs of the
organization be compared with present resources and future predicted resources.
Appropriate steps then be planned to bring demand and supply into balance.
Thus the first step is to take a 'satellite picture' of the existing workforce profile
(numbers, skills, ages, flexibility, gender, experience, forecast capabilities, character,
potential, etc. of existing employees) and then to adjust this for 1, 3 and 10 years ahead
by amendments for normal turnover, planned staff movements, retirements, etc, in line
with the business plan for the corresponding time frames.
The result should be a series of crude supply situations as would be the outcome of
present planning if left unmodified. (This, clearly, requires a great deal of information
accretion, classification and statistical analysis as a subsidiary aspect of personnel
management.)
What future demands will be is only influenced in part by the forecast of the personnel
manager, whose main task may well be to scrutinize and modify the crude predictions of
other managers. Future staffing needs will derive from:
9

Sales and production forecasts


The effects of technological change on task needs
Variations in the efficiency, productivity, flexibility of labor as a result of training,

work study, organizational change, new motivations, etc.


Changes in employment practices (e.g. use of subcontractors or agency staffs,

hiving-off tasks, buying in, substitution, etc.)


Variations, which respond to new legislation, e.g. payroll taxes or their abolition,

new health and safety requirements


Changes in Government policies (investment incentives, regional or trade grants,
etc.)

What should emerge from this 'blue sky gazing' is a 'thought out' and logical staffing
demand schedule for varying dates in the future which can then be compared with the
crude supply schedules. The comparisons will then indicate what steps must be taken to
achieve a balance.
That, in turn, will involve the further planning of such recruitment, training, retraining,
labor reductions (early retirement/redundancy) or changes in workforce utilization as will
bring supply and demand into equilibrium, not just as a oneoff but as a continuing
workforce planning exercise the inputs to which will need constant varying to reflect
'actual' as against predicted experience on the supply side and changes in production
actually achieved as against forecast on the demand side.
Recruitment and selection of employees
Recruitment of staff should be preceded by:
An analysis of the job to be done (i.e. an analytical study of the tasks to be performed to
determine their essential factors) written into a job description so that the selectors know
what physical and mental characteristics applicants must possess, what qualities and
attitudes are desirable and what characteristics are a decided disadvantage;

In the case of replacement staff a critical questioning of the need to recruit at all
(replacement should rarely be an automatic process).

10

Effectively, selection is 'buying' an employee (the price being the wage or salary
multiplied by probable years of service) hence bad buys can be very expensive.
For that reason some firms (and some firms for particular jobs) use external
expert consultants for recruitment and selection.

Equally some small organizations exist to 'head hunt', i.e. to attract staff with high
reputations from existing employers to the recruiting employee.

However, the 'cost' of poor selection is such that, even for the mundane day-today jobs, those who recruit and select should be well trained to judge the
suitability of applicants.

The main sources of recruitment are:

Internal promotion and internal introductions (at times desirable for morale
purposes)

Careers officers (and careers masters at schools)

University appointment boards

Agencies for the unemployed

Advertising (often via agents for specialist posts) or the use of other local media
(e.g. commercial radio)

Where the organization does its own printed advertising it is useful if it has some
identifying logo as its trade mark for rapid attraction and it must take care not to offend
the sex, race, etc. antidiscrimination legislation either directly or indirectly. The form on
which the applicant is to apply (personal appearance, letter of application, completion of
a form) will vary according to the posts vacant and numbers to be recruited.
It is very desirable in many jobs that claim about experience and statements about
qualifications are thoroughly checked and that applicants unfailingly complete a health
questionnaire (the latter is not necessarily injurious to the applicants chance of being

11

appointed as firms are required to employ a percentage of disabled people).Before letters


of appointment are sent any doubts about medical fitness or capacity (in employments
where hygiene considerations are dominant) should be resolved by requiring applicants to
attend a medical examination. This is especially so where, as for example in the case of
apprentices, the recruitment is for a contractual period or involves the firm in training
costs.
Interviewing can be carried out by individuals (e.g. supervisor or departmental manager),
by panels of interviewers or in the form of sequential interviews by different experts and
can vary from a five minute 'chat' to a process of several days. Ultimately personal skills
in judgment are probably the most important, but techniques to aid judgment include
selection testing for:

Aptitudes (particularly useful for school leavers)


Attainments
General intelligence

(All of these need skilled testing and assessment.)


In more senior posts other techniques are:

Leaderless groups
Command exercises
Group problem solving

(These are some common techniques - professional selection organizations often use
other techniques to aid in selection.)
Training in interviewing and in appraising candidates is clearly essential to good
recruitment. Largely the former consists of teaching interviewers how to draw out the
interviewee and the latter how to rate the candidates. For consistency (and as an aid to
checking that) ratingoften consists of scoring candidates for experience, knowledge,
physical/mental capabilities, intellectual levels, motivation, prospective potential,
leadership abilities etc. (according to the needs of the post). Application of the normal
curve of distribution to scoring eliminates freak judgments.

12

Employee Motivation
To retain good staff and to encourage them to give of their best while at work requires
attention to the financial and psychological and even physiological rewards offered by the
organization as a continuous exercise.
Basic financial rewards and conditions of service (e.g. working hours per week) are
determined externally (by national bargaining or government minimum wage legislation)
in many occupations but as much as 50 per cent of the gross pay of manual workers is
often the result of local negotiations and details (e.g. which particular hours shall be
worked) of conditions of service are often more important than the basics. Hence there is
scope for financial and other motivations to be used at local levels.
As staffing needs will vary with the productivity of the workforce (and the industrial
peace achieved) so good personnel policies are desirable. The latter can depend upon
other factors (like environment, welfare, employee benefits, etc.) but unless the wage
packet is accepted as 'fair and just' there will be no motivation.
Hence while the technicalities of payment and other systems may be the concern of
others, the outcome of them is a matter of great concern to human resource management.
Increasingly the influence of behavioral science discoveries are becoming important not
merely because of the widely-acknowledged limitations of money as a motivator, but
because of the changing mix and nature of tasks (e.g. more service and professional jobs
and far fewer unskilled and repetitive production jobs).
The former demand better-educated, mobile and multi-skilled employees much more
likely to be influenced by things like job satisfaction, involvement, participation, etc. than
the economically dependent employees of yesteryear.
Hence human resource management must act as a source of information about and a
source of inspiration for the application of the findings of behavioral science. It may be a
matter of drawing the attention of senior managers to what is being achieved elsewhere
13

and the gradual education of middle managers to new points of view on job design, work
organization and worker autonomy.
Employee Evaluation

An organization needs constantly to take stock of its workforce and to assess its
performance in existing jobs for three reasons:

To improve organizational performance via improving the performance of individual


contributors (should be an automatic process in the case of good managers, but (about
annually) two key questions should be posed:

What has been done to improve the performance of a person last year?
And what can be done to improve his or her performance in the year to come?).

To identify potential, i.e. to recognize existing talent and to use that to fill vacancies
higher in the organization or to transfer individuals into jobs where better use can be
made of their abilities or developing skills.
To provide an equitable method of linking payment to performance where there are no
numerical criteria (often this salary performance review takes place about.
Three months later and is kept quite separate from 1. And 2.But is based on the same
assessment).
On-the-spot managers and supervisors, not HR staffs, carry out evaluations. The
personnel role is usually that of:
Advising top management of the principles and objectives of an evaluation system and
designing it for particular organizations and environments.
Developing systems appropriately in consultation with managers, supervisors and staff
representatives. Securing the involvement and cooperation of appraisers and those to be
appraised.
Assistance in the setting of objective standards of evaluation / assessment, for example:

14

Defining targets for achievement;


Explaining how to quantify and agree objectives;
Introducing self-assessment;
Eliminating complexity and duplication.

Publicizing the purposes of the exercise and explaining to staff how the system will be
used.
Organizing and establishing the necessary training of managers and supervisors who will
carry out the actual evaluations/ appraisals. Not only training in principles and procedures
but also in the human relations skills necessary. (Lack of confidence in their own ability
to handle situations of poor performance is the main weakness of assessors.)
Monitoring the scheme - ensuring it does not fall into disuse, following up on training/job
exchange etc. recommendations, reminding managers of their responsibilities.
Full-scale periodic reviews should be a standard feature of schemes since resistance to
evaluation / appraisal schemes is common and the temptation to water down or render
schemes ineffectual is ever present (managers resent the time taken if nothing else).
Basically an evaluation / appraisal scheme is a formalization of what is done in a more
casual manner anyway (e.g. if there is a vacancy, discussion about internal
Moves and internal attempts to put square pegs into 'squarer holes' are both the results of
casual evaluation). Most managers approve merit payment and that too calls for
evaluation. Made a standard routine task, it aids the development of talent, warns the
inefficient or uncaring and can be an effective form of motivation.
Industrial Relations
Good industrial relations, while a recognizable and legitimate objective for an
organization, are difficult to define since a good system of industrial relations involves
complex relationships between:
a. Workers (and their informal and formal groups, i. e. trade union, organizations
and their representatives);
15

b. Employers (and their managers and formal organizations like trade and
professional associations);
c. The government and legislation and government agencies l and 'independent'
agencies like the Advisory Conciliation and Arbitration Service.
Oversimplified, work is a matter of managers giving instructions and workers following
them - but (and even under slavery we recognize that different 'managing' produces very
different results) the variety of 'forms' which have evolved to regulate the conduct of
parties (i.e. laws, custom and practice, observances, agreements) makes the giving and
receipt of instructions far from simple.
Two types of 'rule' have evolved:

'Substantive', determining basic pay and conditions of service (what rewards

workers should receive);


'Procedural,' determining how workers should be treated and methods and
procedures.

Determining these rules are many common sense matters like:

Financial, policy and market constraints on the parties (e.g. some unions do not
have the finance to support industrial action, some have policies not to strike,
some employers are more vulnerable than others to industrial action, some will
not make changes unless worker agreement is made first, and rewards always

ultimately reflect what the market will bear);


The technology of production (the effect of a strike in newspaper production is

immediate -it may be months before becoming effective in shipbuilding);


The distribution of power within the community - that tends to vary over time and
with economic conditions workers (or unions) dominating in times of full
employment and employers in times of recession.

16

REASONS FOR SELECTING THE SOURCES


1. Referrals:

Referrals are the existing employees in the organization. HAL selects the
referrals as their source because it is an economical way of recruiting.

It is the fastest means of recruitment.

In case of emergency to place an employee at particular position could be


done easily because referrals bring candidates for the job from the
outside.

2. News Papers:

Newspaper is the media through which information could be spread over


throughout the country.

Job seekers are able to get information about the vacancies through
newspapers.

Newspapers are cost effective and their coverage is high.

3. Internet:

Internet is the modern source used for recruiting.

The time consuming in giving the information and making it to reach the
people is less.

It is the fastest means of source and its coverage is also high.

4. Consultants:

Consultants are the means of source through which large number of


candidates could be recruited and selected.

Consultants help the organization at the time when there is an emergency.


Since it will have the people all the time which will help during
emergency period.

It is cost effective and consumes less time.

17

RECRUITMENT PROCESS
Job analysis
In situations where multiple new jobs are created and recruited for the first time, a job
analysis might be undertaken to document the knowledge, skill, ability, and other
personal characteristics required for the job. From these the relevant information is
captured in such documents as job descriptions and job specifications. Often a company
will already have job descriptions that represent a historical collection of tasks
performed. Where already drawn up, these documents need to be reviewed or updated to
reflect present day requirements. Prior to initiating the recruitment stages a person
specification should be finalized to provide the recruiters commissioned with the
requirements and objectives of the project.
Sourcing
Sourcing is the use of one or more strategies to attract or identify candidates to fill job
vacancies. It may involve internal and/or external advertising, using appropriate media,
such as local or national newspapers, specialist recruitment media, professional
publications, window advertisements, job centers, or in a variety of ways via the internet.
Alternatively, employers may use recruitment consultancies or agencies to find otherwise
scarce candidates who may be content in their current positions and are not actively
looking to move companies. This initial research for so-called passive candidates, also
called name generation, results in a contact information of potential candidates who can
then be contacted discreetly to be screened and approached.
Lateral hiring
"Lateral hiring" refers to the hiring of someone into a position that is at the same
organizational level or salary. It could mean hiring someone from another, similar
organization, possibly luring them with a better salary and the promise of better career
opportunities. An example is the recruiting of a partner of a law firm by another law firm.
A lateral hire may also refer to an employee moving from one position to another within
the same organization.
18

TYPES OF RECRUITMENT PROCEDURE


In-house
Many employers undertake

their

own

in-house

recruitment,

using

their human

resources department, front-line hiring managers and recruitment personnel who handle
targeted functions and populations. In addition to coordinating with the agencies
mentioned above, in-house recruiters may advertise job vacancies on their own website
and other job boards, coordinate internal employee referrals, target and headhunt external
candidates (much like an external agency or search firm), work with external
associations, trade groups and/or focus on campus graduate recruitment. Some large
employers choose to outsource all or some of their recruitment process (recruitment
process outsourcing), however a more common approach is for employers to introduce
referral schemes where employees are encouraged to source new staff from within their
own network.
Internal recruiters
An internal recruiter (alternatively in-house recruiter or corporate recruiter) is
member

of

a company or organization

sand

typically

works

in

the human

resources department. Internal recruiters may be multifunctional, serving in an HR


generalist role or in a specific role focusing all their time on recruiting. Activities vary
from firm to firm but may include, screening CVs or rsums, conducting aptitude or
psychological

testing,

interviewing,

undertaking

reference and

background

checks, hiring; administering contracts, advising candidates on benefits, on boarding


new recruits and conducting exit interviews with employees leaving the organization.
They can be permanent employees or hired as contractors for this purpose. Contract
recruiters tend to move around between multiple companies, working at each one for a
short stint as needed for specific hiring purposes. The responsibility is to filter candidates
as per the requirements of each client.

19

Outsourcing
An external recruitment provider may suit small organizations without the facilities to
recruit. Typically in large organizations, a formal contract for services is negotiated with a
specialist recruitment consultancy. These are known in the industry as Recruitment
Process Outsourcing. Recruitment process outsourcing may involve strategic consulting
for talent acquisition, sourcing for select departments or skills, or total outsourcing of the
recruiting function.
On-campus

Job Interview
Sometimes companies send recruiters to colleges to interview prospective employees.
Employment agencies
For more details on this topic, see employment agencies.
Employment agencies operate in both the public and private sectors. Publicly funded
services have a long history, often having been introduced to mitigate the impact of
unemployment in economic downturns, such as those which form part of the New
Deal program in the United States, and the Job center Plus service in the UK.
The agency recruitment industry is highly competitive, therefore agencies have sought
out ways to differentiate themselves and add value by focusing on some area of the
recruitment life cycle. Though most agencies provide a broader range of service
offerings, at the two extremes are the traditional providers and the niche operators.

20

Niche recruiters
'Specialized recruiters' exist to seek staff with a very narrow specialty. Because of their
focus, these firms can very often produce superior results due to their ability to channel
all of their resources into networking for a very specific skill set. This specialization in
staffing allows them to offer more jobs for their specific demographic, which in turn
attracts more specialized candidates from that specific demographic over time building
large proprietary databases. These niche firms tend to be more focused on building
ongoing relationships with their candidates as is very common the same candidates are
placed many times throughout their careers. Online resources have developed to help find
niche recruiters. Niche firms also develop knowledge on specific employment trends
within their industry of focus (e.g., the energy industry) and are able to identify
demographic shifts such as aging and its impact on the industry.
Financial arrangements operated by agencies take several forms, the most popular are:

A contingency fee paid by the company when an agency introduced candidate


accepts a job with the client company. Typical fees range from 15% to 35% based on
the candidates first-year base salary (fees as low as 12.5% can be found online). This
type of recruitment usually has a rebate or replacement guarantee should the
candidate fail to perform or leave within a set period of time (often up to a threemonth period and as much as a 100% rebate).

An advance payment that serves as a retainer, also paid by the company, is nonrefundable and paid in full depending on outcome and success (e.g., 40% up front,
30% in 90 days and the remainder once a search is completed). This form of
compensation is generally reserved for high level executive search/headhunters

Hourly charge for temporary workers and projects. A negotiated hourly fee in
which the agency is paid and then pays the applicant as a consultant for services as a
third party. Many contracts allow a consultant to transition to a full-time status upon
completion of a certain number of hours with or without a conversion fee.

21

EXECUTIVE SEARCH FIRMS OR HEADHUNTERS


An executive search firm or "headhunter" are industry terms for a third-party recruiter
who seeks out candidates often once normal recruitment efforts have failed. Headhunters
are generally considered more aggressive than in-house recruiters or may have existing
industry experience and contacts. They may use advanced sales techniques. They may
also purchase expensive lists of names and job titles but more often will generate their
own lists. They may arrange a meeting or a formal interview between their client and the
candidate and will usually prepare the candidate for the interview, help negotiate the
salary and conduct closure of the search. They are frequently members in good standing
of industry trade groups and associations. Headhunters will often attend trade shows and
other meetings nationally or even internationally that may be attended by potential
candidates and hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation). Due to
their higher costs, headhunters are usually employed to fill senior management and
executive level roles. Headhunters are also used to recruit very specialized individuals;
for example, in some fields, such as emerging scientific research areas, there may only be
a handful of top-level professionals who are active in the field. In this case, since there
are so few qualified candidates, it makes more sense to directly recruit them one-by-one,
rather than advertise internationally for candidates. While in-house recruiters tend to
attract candidates for specific jobs, headhunters will attract both candidates and actively
seek them out as well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or candidate lists
and cold call prospective recruits.
Headhunters are increasingly using social media to find and research candidates. This
approach is often called social recruiting.
Executive research & resourcing firms
These firms are the new hybrid operators in the recruitment world, able to combine the
research aspects (discovering passive candidates) of recruiting and combine them with
22

the ability to make hires for their clients. These firms provide competitive passive
candidate intelligence to support companies' recruiting efforts. Normally they will
generate varying degrees of candidate information from those people currently engaged
in the position a company is looking to fill. These firms usually charge a daily rate or
fixed fee. Executive research can help companies uncover names that cannot be found
through traditional recruitment methods and will allow internal recruitment and
resourcing managers more time to deal with face to face interviews.
Internet recruitment services
Recruitment websites
Such sites have two main features:
Job boards and a rsum/curriculum vitae (CV) database. Job boards allow member
companies to post job vacancies. Alternatively, candidates can upload a rsum to be
included in searches by member companies. Fees are charged for job postings and access
to search resumes. Since the late 1990s, the recruitment website has evolved to
encompass end-to-end recruitment. Websites capture candidate details and then pool them
in client accessed candidate management interfaces (also online). Key players in this
sector provide e-recruitment software and services to organizations of all sizes and within
numerous industry sectors, who want to e-enable entirely or partly their recruitment
process in order to improve business performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal amount
of administration. Online recruitment websites can be very helpful to find candidates that
are very actively looking for work and post their resumes online, but they will not attract
the "passive" candidates who might respond favorably to an opportunity that is presented
to them through other means. Also, some candidates who are actively looking to change
jobs are hesitant to put their resumes on the job boards, for fear that their companies, coworkers, customers or others might see their resumes.

23

Recruitment agency directories


The emergence of the Internet provided the functionality to provide recruitment agencies
with a low-cost alternative to advertising. Unlike a standard directory, these niche
directories have helped those searching for employment representation, a way to narrow
down their requirements based on their own job-searching requirements. Recruitment
agencies are then able to showcase their services directly to those looking. Om Rudra
Placement Services Badambadi, Cuttack
Social recruiting
Social recruiting is the use of social media for recruiting including sites
like Facebook, Twitter, and LinkedIn. It is a rapidly growing sourcing technique,
especially with middle-aged people. On Google+, the fastest-growing age group is 45-54.
On Twitter, the expanding generation is people from ages 5564.
Mobile social recruiting is rapidly expanding. CareerBuilder ran a recent survey of
the Fortune 500 companies and discovered that 39% of people in the United States uses
tablet computers. Another recent survey done by Glass door. Comrevealed that 43% of
candidates research company policy, culture, and history all within the fifteen minute
time period before an interview begins. However, 80% of Fortune 500 companies fail to
use mobile-optimized career sites.[16]
Candidate Paid Recruiters
Some recruiters work by accepting payments from job seekers, and in return help them to
find a job. Such recruiters often refer to themselves as "personal marketers" and "job
application services" rather than as recruiters.

24

APPROACHES
There are a variety of recruitment approaches and most organizations will utilize a
combination of two or more of these as part of a recruitment exercise or to deliver their
overall recruitment strategy. There are six common models:

In-house or human resources personnel may in some case still conduct all stages
of the recruitment process. In smaller organizations, recruitment may be done by
individual managers or recruiters. More frequently, whilst managing the overall
recruitment exercise and the decision-making at the final stages of the selection
process, external service providers may undertake the more specialized aspects of the
recruitment process.

Social Media Recruitment is the new trend which can implement in the current
recruitment process. Social media helps to drive passive candidates and indirectly
helps to create brand awareness about the company. A few tools commonly used by
social media recruiters are LinkedIn, Facebook, Twitter, Google+, etc.

Outsourcing of recruitment to an external provider may be the solution for some


small businesses and at times for large organizations.

Employment agencies are established as both publicly funded services and as


commercial private sector operations. Services may support permanent, temporary, or
casual worker recruitment. They may be generic agencies that deal with providing
unskilled workers through to highly skilled managerial or technical staff or so-called
niche agencies that specialize in a particular industrial sector or professional group.

Executive search firms recruit for executive and professional positions. These
firms operate across a range of models such as contingency or retained approaches,
and also hybrid models where advertising is also used to ensure a flow of candidates
alongside relying on networking as their main source of candidates.

Internet recruitment services include recruitment websites and job search engines
used to gather as many candidates as possible by advertising a position over a wide
geographic area. In addition, social network sourced recruitment has emerged as a
major method of sourcing candidates.
25

COMPANY PROFILE

26

COMPANY PROFILE

National Institute for Smart Government

Abbreviation

NISG

Formation

2002

Type

Non-profit organization

Headquarters

YSR Bhavan, Financial District, Nanakramguda, Rajendra


Nagar, Hyderabad, Telangana, India

Region

India

Owners

NASSCOM

Government of India

Government of Andhra Pradesh

IL&FS

Government of Chhattisgarh

Government of Meghalaya

Vizag Municipal Corporation

NASSCOM

NASSCOM Foundation

Affiliations

Website

www.nisg.org

27

The National Institute for Smart Government (NISG) is a non-for profit company
incorporated in 2002 by the Government of India and NASSCOM with its head office
at Hyderabad, India.
The Government of India is committed to eGovernment in order to make India more
competitive in the new global economy. Having a highly developed public service that is
capable of delivering eGovernment services to customers is an essential part of that
strategy.
The Vision of NISG is "to establish itself as an institution of excellence in e-Governance
and to leverage private sector resources through a Public-Private-Partnership mode in
establishing eIndia."
The mission statement for NISG is the mission of NISG is to facilitate application of
Public and Private Resources to e-Governance in the areas of Architect, Consultancy and
Training."

Genesis of NISG
Department of Information Technology (DIT) and the Department of Administrative
Reforms (DAR&PG), Government of India jointly pursued the setting up of National
Institute of Smart Government (NISG) in line with the recommendation # 97 of the
National Taskforce on Information Technology and Software Development.
A High Powered Committee (HPC), headed by the Cabinet Secretary was set up with the
following members:

Mr. R.R. Shah: Secretary, Ministry of Communication and Information


Technology, Government of India

Mr. V.K. Agnihotri: Additional Secretary, DAR&PG, Government of India

Mr. B.P. Mishra: Additional Secretary, Department of Expenditure, Government


of India
28

Mr. R. Chandrasekhar: Joint Secretary, Ministry of Defence, Government of India

Mr. Kiran Karnik: President, National Association of Software and Services


Companies (NASSCOM)

Dr. N. Vijayaditya: Director General, National Informatics Center (NIC)

Mr. A.P. Sawhney: Secretary DIT, Government of Andhra Pradesh

In the meeting of the HPC on the 11/01/2002, a presentation was made on the objectives
of NISG and the various steps taken to operationalize NISG. In the meeting convened on
18/01/2002 with the HPC, Additional Secretary to the Prime Minister and the Director
(PMO), the Additional Secretary of DAR&PG mentioned the following:

NISG would be a body registered under section 25 of the Companies Act

Government would issue instructions to enable Government departments to utilize


the services of NISG as well as depute Government personnel to the Institute. It
was the clear intention of the founders to create NISG in this spirit so that
departments can use its services.

Additional Secretary to the Prime Minister also suggested that while finalizing the
Board of the NISG, suitable representation of local bodies may be thought of

Personnel policy of NISG should have the flexibility to source its personnel from
any stream including, if required from the Government, on deputation or in any
other appropriate manner

Formation of NISG
In line with the above decision, NISG was registered as a Section 25 company in May
2002 with its headquarters at Hyderabad.
49% of NISGs equity is held by Central Government and various State Governments,
and 51% is held by institutional investors like NASSCOM and ILF&S. This structure was
intended to foster the efficiency and flexibility of Private Sector combined with
29

accountability of Public Sector. The NISG Vision and Mission statements place emphasis
on the Public Private Partnership. Thus, partnering with the private sector is an essential
element of NISGs functioning. Bidding for projects against private industry players thus
creates a contradictory situation to NISGs objectives.
NISGs Clientele
As per the policy laid down at the time of its formation, NISGs clientele is limited to
Central Government Ministries and Departments; State Government Departments; and
Public Sector Undertakings. NISG may work with International Development Agencies
(Such as World Bank, UNDP, DFID) when the end recipient of that service is the
Government. NISG does not enter into any revenue generating engagements with Private
sector.
Over the past 10 years, NISG has provided services to several Central Ministries and
State Governments and has been associated with 18 of the 27 MMPs. All the
engagements executed by NISG so far have been awarded on nomination basis only. As a
policy and practice, NISG does not participate in any bidding process. The general
practice adopted by all the departments/organizations is to get specific internal approvals
by the competent authorities.
NISGs Performance Appraisal
NISGs performance as an organization and its employee performance are not based on
financial results alone. Its work, revenue, expenses and bottom line are scrutinized by the
board on the following crucial parameters:

Impact of the engagements on service delivery to citizens

Formal & informal feedback from the Government on NISG engagements

Whether non-profit spirit & guidelines are adhered to in project costing, revenue
& expenses

Whether all procurement has been transparent and as per the procedures

30

How effectively the PPP spirit is maintained

While there are no specific incentives, promotions or bonuses to NISG employees based
on the project revenues or NISG bottom line; NISG is expected to be a self-sufficient
organization.
Some Additional Facts
NISG is recognized by Indian tax authorities and statutory & regulatory bodies as a nonprofit service oriented organization and is entitled for TDS exemption for government
departments

and

service

tax

exemption

for

any

grants-in-aid

engagements.

Whenever NISG associates with any schemes funded by grants-in-aid or during program
management engagements, NISG is mandated to provide a Utilization Certificate for the
expenses incurred.
Lastly, as per the ruling of the Information Commission of India, NISG is considered as a
public Institution and comes under the purview of the RTI Act. The above internal
policies being paramount, this is a formal mechanism to validate NISGs commitment to
transparency and neutrality.
GFR Rules
GFR does provide for selection of consultants by nomination basis with adequate
justification.
Rule 176 states Under some special circumstances, it may become necessary to select a
particular consultant where adequate justification is available for such single- source
selection in the context of overall interest of the Ministry or Department. Full justification
for single source selection should be recorded in the file and approval of the competent
authority obtained before resorting to such single-source selection.
Considering the specific purpose of NISG formation; its vision & mission; objectives of
the founding members combined with the provision in GFR rules, it is permitted and is in
the best interest of departments to use NISGs services for their e- Governance initiatives.

31

VISION & MISSION


VISION
To establish itself as a Centre of Excellence in e-Governance by leveraging private sector
resources through public private partnership mode for the spread of e-Governance.

MISSION
To facilitate application of public and private resources to e-Governance in the areas of:

Strategic Planning
Project Consulting
Capacity Building
Research and Innovation

32

BOARD OF DIRECTORS

Sanjiv Mital,
CEO of NISG

Sudhir Saxena

Mr. Srinath Chakravarthy,


Vice-President

33

Dr. Punam Sahgal


Vice President (HR)

Triveni Mehta,
General Manager - HR,

Rajesh Joshi,
General Manager (Finance & Accounts).

34

35

OVERVIEW
NISG is a unique organization operating in the meta-space of e-Government. In its few
years of operation, NISG has handled a diversity of projects, providing consulting
support to both central and state Governments in India in developing and implementing
e-Government projects. NISG strives for excellence and lays great emphasis on
generating value for clients.
Our services include advising the Government of India on issues of strategic importance
such as architectures, standards, localization, PKI infrastructure etc. Apart from playing a
strategic advisory role, we also help central and state governments to improve the
delivery of government services, design IT systems to enhance internal efficiencies, and
develop leadership capability and skill-sets within the Government. A more important
task which engages our attention is to build up nationwide capacities for capacity
building through institutional partnerships with government as well as private partners.
Our consultants bring experience and expertise from industry, government and a variety
of other backgrounds to enhance NISG's consulting capability. To support our clients, we
are partner with the best consulting firms to develop e-Government solutions having farreaching impact. Our teams work with client staff at all levels, from the frontline to the
senior-most, knowing what will work and how to make it happen.

CONSULTING
The objective of strategy consulting is to develop a vision for the ministry / department. It
includes creating e-governance roadmaps, preparing frameworks, guidelines, advice on
program development and on creating e-governance infrastructure, developing business
models, monitoring and evaluation frameworks etc.
NISG assists the Governments by defining the vision, mission, goals for the programs
and projects and formulating a strategy for converting the vision into reality. Here is a list
of few of the activities reflecting our expertise in strategic consulting area:

36

Strategy planning for e-Governance- We provide Strategic Advice to


Department of IT, Government of India in the design and implementation of
NeGP. We associate with private Sector and the consultant fraternity to conduct
research studies in strategic areas of e-Governance.

Designing e-Governance Roadmaps (EGRM)- for Ministries of Government of


India and for State Governments. NISG takes pride in claiming that NISG was the
brain behind the development of e-Government roadmaps by most of the states in
India.

Designing of IT Roadmap- for departments, corporations and other public sector


undertaking.

Supporting- the Central and State Governments in designing large Information


Infrastructure

projects

cutting

across

departments / ministries. For instance, NISG is assisting Department of IT,


Government of India in setting up National Service Delivery Gateway project.

Designing models and frameworks- for the speedy execution of e-Gov programs
and projects. The development of Monitoring and Evaluation framework for
NeGP and e-Government Assessment Framework are few of the examples of our
work in this area.

37

PROJECT MANAGEMENT
Key value proposition of NISG in program management unit (PMU), establishment and
management area are characterized by our following capabilities:

PMU establishment, IT operations & service delivery management

Project strategy planning and development

Decision-making support

Project technical and financial appraisals

Technology and process assessments/ reviews

Workforce planning and staff augmentation

Government IT procurement

Capacity building, training and mentoring

Cross-agency governance structure

For projects such as MCA21 for Ministry of Company Affairs, GoI, and Passport Seva of
Ministry of External Affairs, NISG has not only conceptualized the projects, but is also
providing post implementation support through the establishment of Program
Management Units (PMU).
For the Department of Electronics and Information Technology (DEITY), GoI, NISG has
been involved in the conceptualization and design of the UID project including PMU of
UID and DEITY for NeGP.
Working collaboratively with various Governments, NISG has built a niche expertise in
designing & delivering Program Management needs for efficient and effective
project/program monitoring, management & service delivery needs with quality &
reasonable costs for various central & state government ministries, departments and
agencies.
38

TRAINING MATERIAL

Sr.No

Project

Step

Step

Step

Step

Step

Step

Step

Step

Step

10

Step

11

Step

12

SeMT

13

CIO

14
15
16

LM
LM
SeMT
Case

17
18

Studies
Case
Studies

Course
e-Governance Project
Lifecycle
Government Process
Reengineering
Change Management
& Capacity Building
Business Models &
Public Private
Partnerships
Detailed Project
Report
Request for Proposal
Information Security
Management
Communication,
Assertiveness, &
Presentation Skills
Project Management
(PMP)
Project
Management(Prince2)
Regulatory
Framework
SeMT Orientation
Chief Information
Officers Training
Leadership Meet
Over view NeGP
SeMT Orientations
35 Teaching Case
Studies
50 case studies

PPT
CONTENT

Reading
supplement
Handbooks

Pocket
booklet

Available

Available

Available

Available

Available

Available

Available

Available

Available

Available

Available

Available

Available

In Progress

Available

Available

In Progress

Available

Available

In Progress

Available

Applicable

Applicable

Available

Applicable

Applicable

Available

Available

Available

Available

Available

Applicable

Applicable

Available

Available

In Progress

Available
Available
Available
Available

Available
Available
Available
Available

In Progress

Available

In Progress

In Progress

Available

In Progress

39

In Progress
In Progress
In Progress
In Progress

CAPACITY BUILDING & KNOWLEDGE MANAGEMENT


Capacity Building and Knowledge Management, integral to today's e-centric world,
constitute one of NISG's four main operational areas. The National e-Governance Plan
(NeGP), aimed at improving delivery of public services by creating a citizen-centric and
business-centric environment, can be better implemented if focused efforts are made to
build capacities and manage knowledge at all levels of government.

About CBKM at NISG


The Department of Information technology, Government of India has entrusted NISG
with the task to design and conduct training programs for different audiences group at the
State and Central levels. Many States are launching e-Government projects, thus NISG is
involved

in

Capacity Building

for

effective

implementation

of

the

NeGP.

Currently, CBKM team at NISG is involved in promoting e-Governance standards in the


country through designing and conducting various training programmes to enable the
leaders in the e-Governance domain share their knowledge and spearhead a new set of eGovernance champions in the country, every now and then.
CBKMs expertise in the core areas of Capacity Building for the political, administrative,
institutional and project levels which includes establishing - institutional framework,
40

engaging personnel with required skill sets and experience with the required up gradation
of the skills through training.
In addition to that CBKM imparts short term trainings spanning one to five days on eGovernance and related areas for the political level and senior level Policy makers,
HOD's of Central Government and State Governments.
Various customized training programs are also designed and conducted in the areas on eProcurement, BPR, Leadership & Change Management, Knowledge Management etc.
Major training programs under CBKM

Chief Information Officer


The Department of Electronics & Information Technology (DeitY) has entrusted NISG
with the task of design and conduct the training program titled Chief Information
Officers Training, exclusively for such officers who are at the implementation level of
the e-Gov projects.
NISG designed and conducted two such batches of specialized training under Chief
Information Officers (CIOs) Training Programme during November December 2011.
The CIO training is aimed to inculcate a deeper understanding of factors that result in
failure or success and sustainability of e- Governance projects. The target group
comprises the officers who are expected to play a lead role in e-Gov initiatives, right
from conceptualizing to implementation and roll-out of a project. The overall goal was to
accelerate implementation of e-Governance initiatives in India at all levels of
Governments i.e. Central/State/UT(s).

41

After undergoing this training program, an official is expected to have all the skills
necessary to implement an e-governance project from conceptualization to complete
rollout stage.
Three broad categories under CIO
e-Governance Leadership Programme (eGLP) : 2 batches
A two week module for Senior level officials from Central and State Government at the
level of At Secretary (Central Government) and Principal Secretary/Secretary (State
Governments). The eGLP participation is open to all the MMP Departments across the
Central and States/UTs.
e-Governance Champions Programme (eGCP): 4 batches
A four week module for Officers involved in project design and implementation (Central
& State Governments). The eGCP trainings are aimed for specific identified sectors /
MMPs-CCTNS, Immigration, MOIA, Passports, e-Districts, Education, Health,
Municipalities, Women & Family Welfare etc.
e-Governance Executive Programme (eGEP): 2 batches
A six week module (split in two phases with a gap of two months) for Officers involved
in project implementation (Central & State Governments). These training are open to all
departments.
Other training programmes under CBKM
Below given text of each training programme should come as link with heading of each
training programme?
Leadership Meet
To address the orientation needs of the top Political and Policy Level and the State eGovernance Mission Team (SeMT) at the State/UT level, Department of Information
Technology, Ministry of Communications & Information Technology, Government of
India has proposed to provide training under the Capacity Building Scheme. NISG
42

responsible for implementing and facilitating the training programs organizes three days
Political and Policy level orientation / training named as "LEADERSHIP MEET" in all
States/UTs.
State e-Governance Mission Team (SeMT)
SeMT is a dedicated body at the State level consisting of full-time experts to provide an
overall direction, standardization and consistency through program management of eGovernance initiatives under way in the State Government.
NISG conducted six batches of orientation trainings for newly joined members of SeMT
in May 2011 covering 228 SeMT members along with 27 NeGD central team members.
The focus of orientation was to familiarize the participants to NeGP, e-Governance
ecosystem, important processes & aspects of e-Governance projects and experience
sharing of e-Governance projects. Based on the feedback and key observations NISG
conducted 3 domain specific workshops on change management, technology
management and RFP.
Executive Post Graduate Program in e-Governance (EPGP_EG)
NISG conceptualized a one-year full-time residential Program in e-Governance for
Executives. This program is expected to build required manpower that can assume
leadership roles in private and government organizations in conceptualizing, designing
and implementing e-Governance Projects.
NISG has collaborated with two of the business school viz, T.A.Pai Management Institute
(TAPMI), Manipal and Indian Institute of Management (IIM) Indore to conduct the above
courses.

43

PASSPORT VISA AND IMMIGRATION


Central Mission Mode Project
Passport Visa & Immigration
The Passport Seva Project is intended to transform the delivery of all passport-related
services across the country, with accent on process efficiency, citizen focus, employee
productivity and system transparency. This transformation is sought to be achieved by
introducing information and communication technologies in citizen-facing processes
identified for aggregation in the proposed Passport Facilitation Centres (PFCs) and in
service-oriented processes streamlined for efficiency at existing passport offices. The
project is being implemented in the public-private partnership mode.
The new passport issuance system will be designed, developed, implemented, and
operated in accordance with a service oriented approach.

44

PRESS INFORMATION BUREAU GOVERNMENT OF INDIA MINISTRY OF


EXTERNAL AFFAIRS

Assigning of Passport Seva Project to National Institute of Smart Government


Hyderabad
The National Institute of Smart Government (NISG) was appointed as the Consultant to
study the existing passport issuance system and suggest measures to improve the passport
issuance system. At the conclusion of their study, NISG recommended implementation
of Passport Seva Project to meet the growing demand and to improve the efficiency of the
system. NISG completed the study of existing Passport Issuance System and submitted a
Detailed Project Report (DPR) in February, 2007. Subsequently, they framed the Request
for Proposal (RFP) for implementation of Passport Seva Project which was released in
October, 2007.
NISG recommended implementing the Passport Seva Project (PSP) in Public Private
Partnership mode to overhaul the entire passport issuance system in the country. The
basic design of PSP involves the outsourcing of all non-sensitive front end functions to a
private Service Provider, with Government functionaries retaining all critical sovereign
roles and responsibilities. The Project envisages the setting up of 77 Passport Seva
Kendras (PSKs) across the country, dedicated Data Centers and establishment of Call
Centre operating 24x7 in 17 languages, and a centralized nationwide computerized
system for issuance of passports.
The Pilot Project was made operational at 07 Passport Seva Kendras set up
in Bengaluru (02), Hubli (01), Mangalore (01), Ambala (01), Chandigarh (01) and
Ludhiana (01). The Pilot Project has been functioning since its launch in May 2010. On
January 11, 2011, the 3rd Party Audit Agency Standardization, Testing and Quality
Certification (STQC) has verified the Pilot Project for its compliance with reference to
the guidelines in the Request for Proposal. The Government has finalized 77 locations to
set up Passport Seva Kendras under the Passport Seva Project.

45

Passport

PSKs at located within

PSKs located in other Districts

Total

Office

the city of Passport

within the jurisdiction of

No. of

Office

Passport Offices

PSKs

Delhi

Delhi 1, Delhi 2

Gurgaon

Mumbai

Mumbai 1, Mumbai 2,

None

Mumbai 3
Hyderabad

Hyd 1, Hyd 2, Hyd 3

Vijayawada, Nizambad, Tirupathi

Chennai

Chennai 1, Chennai 2,

None

Chennai 3
Bangalore

Blore 1, Blore 2

Hubli-Dharwad, Mangalore

Ahmedabad

Ahmedabad 1, Ahmedaba

Baroda, Rajkot

Thrissur, Alappuzha, Ernakulam(

d2
Cochin

Cochin

Rural), Kottayam
Jalandhar

Jalandhar 1, Jalandhar 2

Hoshiarpur

Trivandrum

Trivandrum

Kollam, Trivandrum (Rural)

Chandigarh

Chandigarh

Ludhiana, Ambala

Trichy

Trichy 1, Trichy 2

Thanajavur

Kolkata

Kolkata

Bahrampur

Lucknow

Lucknow

Varanasi, Kanpur, Gorakhpur

Jaipur

Jaipur

Jodhpur, Sikar

Kozhikode

Kozhikode 1, Kozhikode

Kannur 1, Kannur 2

2
Thane

Thane

Nasik

Madurai

Madurai

Tirunelveli City

Pune

Pune

None

Patna

Patna

None

46

Visakhapatnam

Visakhapatnam

None

Surat

Surat

None

Bhopal

Bhopal

None

Ghaziabad

Ghaziabad

None

Bareilly

Bareilly

None

Malappuram

Malappuram

None

Nagpur

Nagpur

None

Amritsar

Amritsar

None

Coimbatore

Coimbatore

None

Total

68
PSKs co-located with Passport Offices

Bhubaneswar

Bhubaneswar

None

Ranchi

Ranchi

None

Guwahati

Guwahati

None

Panaji

Panaji

None

Jammu

Jammu

None

Srinagar

Srinagar

None

Shimla

Shimla

None

Raipur

Raipur

None

Dehradun

Dehradun

None

Total

Total offices

77

NISG recommended the location of the Passport Seva Kendras on the basis of a study
conducted by them based on the number of passport applications received from various
districts under each Passport Office.
47

The Minister of State in the Ministry Of External Affairs Shri E. Ahamed gave this
information in reply to a question in the Rajya Sabha today.

48

FUNDING ORGANIZATIONS
At NISG, we understand the scale of modern problems which requires holistic and
systemic solutions. Comprehensive solutions are required whether we are talking about
disaster mitigation and management, improving governance, tackling the acute health
crisis, threats to food security, or any other scenario. We at NISG, believe that
Information and Communication Technology (ICT) is an important tool that must be a
part of the solution to any of these problems in order to achieve the level of information
sharing, coordination, and scale needed to make sustainable impact.
We therefore invite various funding organizations in search of ethical, technically sound
and competent work groups to sail with us in our journey of transforming governance and
service delivery systems for the people of India.
Implementation of twelve pilot initiatives across the country under the themes of
Integrated Citizen Services, Rural Livelihoods, Governance and Women Empowerment
are also being managed by NISG.
Project conception and management

Conceptualizing e-Government projects based on analysis (needs assessment &


situation analysis)

Preparing Detailed Project Reports with technical plan for implementation

Managing projects funded by development agencies for impacts and outcomes

Setting-up of project management units to oversee implementation, coordination


& integration of initiatives

Monitoring, learning, evaluation & decision making

Effective integration with development programs

Inter-disciplinary (sector/theme) expertise in integration of development


initiatives with ICT
49

Harmonization and alignment, develop partnerships within & outside project

Use of technology and technical infrastructure management

Technical expertise in infrastructure creation and management (hardware,


software, media, connectivity)

Design, procurement & customization of different ICT tools

Capacity building

Needs-oriented technical assistance in all the above three areas

Documentation of lessons learnt in the forms of case studies, reports, articles etc.

Ensuring knowledge transfer for the continuity & sustainability of the project

Supporting government agencies in conducting capacity building programs to


facilitate successful planning, design and development of e-government initiatives

We offer the above expertise to funding organizations that can mainstream ICT as an
enabling factor to accelerate development process and e-government implementation.

50

INTRODUCTION OF TOPIC
HR Managers Responsibilities
The personnel manager's involvement in the system of industrial relations varies from
organization to organization, but normally he or she is required to provide seven
identifiable functions, thus:
1.

To keep abreast of industrial law (legislation and precedents) and to advise


managers about their responsibilities e.g. to observe requirements in respect of
employing disabled persons, not to discriminate, not to disclose 'spent'
convictions of employees, to observe codes of practice etc. in relation to
discipline and redundancy, and similarly to determine organizational policies (in
conjunction with other managers) relevant to legal and moral requirements (see

2.

also 4.).
To conduct (or assist in the conduct) of either local negotiations (within the plant)
or similarly to act as the employer's representative in national negotiations. This
could be as a critic or advisor in respect of trade etc. association policies or as a

3.

member of a trade association negotiating team.


To ensure that agreements reached are interpreted so as to make sense to those
who must operate them at the appropriate level within the organization (this can
involve a lot of new learning at supervisory level and new pay procedures and
new recording requirements in administration and even the teaching of new
employment concepts like stagger systems of work - at management level).

To monitor the observance of agreements and to produce policies those ensure that
agreements are followed within the organization.

51

Scope of HRM

52

OBJECTIVES OF HRM

The primary objective of HRM is to ensure the availability of a competent and willing
workforce to an organization. Specifically objectives of HRM are four folded
Societal, Organizational, functional andpersonal.

Societal Objectives: To be ethically and socially responsible to the need and challenges
of the society while minimizing the

negative impact of such a demands upon the

organization.

Organizational Objectives: To recognize the role of HRM in bringing about


organizational effectiveness .HRM is not an end in itself. It only means to assist the
organization with its primary objective.

Functional Objectives:

To maintain his departments contribution at a level

appropriate to the organizations needs .The departments level of service must be tailored
to fit the organization it serves.

Personal Objectives:

To assist employees in achieving their personal goals, at least

insofar these goals enhance the individuals performance and contribution to


organization.

53

HR STRUCTURE

Activities taken up by Corporate HR:

Policy Making
Implementing Suggestions
Strategic Planning

Activities taken up by Entity HR:

Execution of policies and practices


Targets for recruitment of circle HR.

Activities taken up by Circle HR:

Recruitment
Appointment
Training Payroll
Employees issues
Exit full and final

54

RECRUITMENT PROCESS

55

RECRUITMENT PLANNING
Recruitment planning on the basis of budget
A. The manpower planning process for the year would commence with the
companys budgeting activity. The respective Functional heads would submit the
manpower requirements of their respective functions/ departments to the board of
Directors as part of the annual business plan after detailed discussion with the
head of human Resource Function along with detailed notes in support of the
projected numbers assumptions regarding the direct and indirect salary costs for
each position.
B. A copy of the duly approved manpower plan would be forwarded by the HR
department for their further actions during the course of the year. The annual
budget would specify the manpower requirement of the entire organization, at
different levels, in various
C. Functions/departments, at different geographical locations and the timing of the
individual requirements. It would also specify the requirement budget, which is
the cost allotted towards the recruitment of the budgeted staff and the replacement
of the existing employees. The manpower plan would also clearly indicate the
exact time at which the incumbent should be on board in such a way that the
Regional HR has adequate notice for the time lapses involved in sourcing any
other activities.
D. The Regional HRs would undertake the planning activity and necessary
preparations in advance of the anticipated requirements, as monthly and quarterly
activities on the basis of the approved budget, estimated separations and
replacements therefore.
E. The vacancies sought to be filled or being filled shall always be within the
approved annual manpower budget and no recruitment process shall be initiated
without the formal concurrence of the Head of the Regional HR under any
circumstance. Head of the Regional HR shall also have the responsibility to
monitor the appointments being considered at any point of time with specific
respect to the duly approved manpower budgets.
Review of Manpower Plans and Additional Manpower
56

Review of manpower budgets shall take place on a quarterly basis. In the event of any
new position or any deviations to the original plans, details of the positions maybe
forwarded to the VP-HR along with the adequate supporting information. The
recommendations would normally require a formal approval of the Managing Director.
Alternately, VP-HR may record the summary of his discussion with the Managing
Director and the MDs approval on the recommendations, to signify the final decision
taken regarding the recommendations.
Placement Agencies/Headhunting Agencies
Depending upon the vacancies, fresher fitting different description listed above
may be recruited from time to time, from academic institutes of appropriate
standards/reputation/grade,

in

the

requisite

numbers

and

at

the

compensation/stipend amounts to be formally approved of the VP-HR. Plans for


such recruitment need specific special approval of VP-HR. norms regarding the
identification of the appropriate institutes, constitution of the selection panels,
timings of the recruitment, number of candidates to be recruited into different
positions, choice of the appropriate selection process and the tools thereof shall be
decided by the
Head of the Regional HR in consultation with the VP-HR, depending on the specific
features of the position.

57

SELECTION

Common selection problems


Achieving the three goals- accuracy, equity, buy -in hinges on your ability to overcome
the following selection problems. Review these problems:
Interviewers miss important information. Interviewers focus only a few of the areas of
critical to job success, overlooking many others. Therefore, they fail to develop a
complete picture of an applicant.
Interviewers overlook job fit and organization fit. Interviewers tend to focus on the
skill aspects of the job and overlook candidates likes and dislikes. Failure to job fit and
organization fit can lead to poor performance and early turnover .
Interviewers ask illegal non -job related questions. These questions expose the
organization to lawsuits and might good candidates from protected groups of
disadvantage.
Interviewers coverage overlaps. Too much overlap is a waste of valuable time.
As a result, candidates here the same question repeatedly, and the important areas receive
no coverage.
Interviewers have not organized selection elements into a system. Without an
organized approach, different selection elements often are used in different applicants,
putting some at disadvantage.
Candidates are turned off by the selection process. When interviewers talk too much
or are redundant, rude, or disorganized, there job offers are rejected, candidates seek
employment elsewhere, and this effects the reputation of an organization.
Biases and stereotypes affect judgment. Some interviewers classify people into
stereotypes . Because they often are unaware of these prejudicial tendencies,
interviewers fail to realize the effect these have on the decisions.
58

Interviewers take insufficient notes. Many interviewers never write down anything, on
their memory, which can be inaccurate.
Interviewers misinterpret applicant information. Interviewers often misinterpret data
when they play amateur psychologist by guessing at the meaning behind an applicants
response. This leads them to attribute incorrect characteristics to candidates.
Interviewers make snap decisions about applicants. Some interviewers make selection
decisions on the basis of hand shake on the initial meeting or after asking only a few
questions. Here a problem is, these early decisions influence subsequent data gathering.
Research indicates that organizations make better decisions when they delay selection
decisions while continuing to collect data.
Organizations rely exclusively on interviews. Interviews are excellent tool in selection
system interviewers can obtain other critical information from sources such as Paper and
Pencil test, Simulations, and Reference check.
Interviewers hiring discussions are not systematic. Interviewers who meet to make
the final decisions often share candidate data randomly critical information for decision
making is lost, relationships between information never surface, and gaps in information
about the person are never discovered.
Interviewers allow one characteristics to influence their judgment. Interview
ersoccasionally fall victim to the Hallo Effect. This is when one particularly strong or
weak candidate characteristic can influence an interviewers judgment about the person
as whole.
Pressure to fill the position affects judgment. As there are many pressures on
interviewer s to make selection decisions too often result in lower standards. They
rationalize their decisions by saying they can train people or offset their limitation
through close supervision.

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Sales

Team Member

Sales ability/persuasiveness
Communication
Job Fit
Planning and Organizing
Energy
Decision Making
Tenacity
Negotiation
Initiating Action
Impact

Building strategic Working

Team

Success
Stress Tolerance
Communication
Work Standards

Professional/Knowledge

Leader

Worker
Technical/Professional
Knowledge and Skills

Relationships
Job Fit
Applied Learning
Decision Making
Quality Orientation
Initiating Action
Contributing
to

Planning and Organizing


Adaptability
Initiating Action
Job Fit
Gaining Commitment
Decision Making
Applied Learning
Building Strategic Working

Gaining Commitment
Planning and Organizing
Decision Making
Aligning Performance for

Success
Job Fit
Stress Tolerance
Communication
Delegating Responsibility
Meeting Leadership
Information Monitoring
Building Successful Team
Leading Through Vision and
Values

Relationship
Continous Learning

The Selection System


A Structured approach of the Information collected from interviews, simulations, and
reference checks leads to an accurate hiring decision .The missing ingredient is a
60

Selection System, a set of rules and procedures for taking applicant through the selection
process.
In targeted selection, system refers to the uniformly applied, step by step procedure for
collecting and evaluating information and making hiring decisions. This system provides
an efficient method of collecting the necessary information about an applicant. It also
ensures that hiring and rejection decision are fair for all applicants.

The Selection Funnel


The figure represents a situation common in hiring organizations. The no. of applicants
will exceed the no. of job openings. A good selection systemone that uses less
expensive and faster methods early in the selection process and in depth , more expensive
methods later when only the most promising candidate remains allows an organization
to evaluate a large no. of applicants efficiently and economically. Using this selection
funnel maximizes the time spent and ensures fairness to all applicants. The selection
system flow for the position BANK

61

OBJECTIVE OF THE
STUDY

62

OBJECTIVE OF THE STUDY

What a researcher wants to achieve is objective. The purpose of research is to know the
answers to questions through the application of scientific procedures.
The main aim of research is to find out the truth which is hidden and which has not been
discovered as yet. Though each research study has its own specific purpose, we may
think of research objectives as falling into a number of following broad groupings:
1.
2.

To gain familiarity with a phenomenon or to achieve new insights into it.


To portrays accurately the characteristics of the particular individual, situation or

3.

a group.
To determine the frequency with which an event occurs or with which it is

4.

associated with something else.


To test a hypothesis of casual relationship between variables studies are known as
research study.

Thus, it becomes clear that the main objective of Research Methodology is

To determine market penetration of company.


To determine the ratio of brand sales to the competitors products.

63

Scope of Study:
The coverage of the extends of the practice of Recruitment & selection policy in the
organization. It can influence over all well-being of the organization by satisfying both
employer and employees needs.
It also includes some clues and suggestions to light the way to further progress and
improvement for good functioning.
To identify areas where there can be scope for improvement.
To give suitable recommendation to streamline the hiring process.

64

RESEARCH METHODOLOGY

65

RESEARCH METHODOLOGY

RESEARCH METHODOLOGY is a way to systemically solve the research problem. It


may be understood as a science of studying how research is done.
In my summer training report I used descriptive research method.

RESEARCH PROCESS
Before embarking on the detail of research methodology and the techniques it seems
appropriate to present the brief overview of the research process. Research process
consists of series of action or steps necessary to effectively carried out the research and
the desired sequencing of these steps one should remember that the desired sequencing of
these steps. One should remember that various steps involve in a research process are not
mutually exclusive nor they are separate and distinct they do not necessarily follow each
other. any specific order and researcher have to be constantly anticipating at each steps in
the research process however the following order concerning various steps provide a
useful procedural guideline regarding the research process.
Research is a search for knowledge through objective and systematic method of finding
solution to a problem.
Marketing Research is a part of business research. It comprises a form of applied
sociological study, which concentrates on understanding the behavior, whims nd
preferences, mainly current and future of consumers in a market based economy.
Methodology in common parlance refers to a search for knowledge. One can also define
research as a scientific and systematic search for pertinent information on a specific topic.
In act research is an art of scientific investigation. In fact research is an art of scientific
investigation. The advance learner's Dictionary of current English lies down the meaning
of research as A careful investigation or enquiry especially through each for new facts in

66

any branch of knowledge". Some people consider research as a movement from known to
unknown. It is actually a voyage of discovery.

DEFINING THE PROBLEM:


The objective of my project was to undertake a study on the training and development of
the employee working in the Reliance Communication with a view to know the
improvement in the performance after the training programmed was imparted to them.

DEVELOP A RESEARCH DESIGN:


Research design is a conceptual structure within which research is conducted; it is
basically the blue print for a collection of data, measurement and analysis of data. A
research design is the arrangement of conditions for collection and analysis of data
in manner that aims to combine relevance to research purpose with economy in
procedure.
My research design is of descriptive type. A descriptive research design is focus
on the discovery of new ideas. it is generally based on secondary data that are already
available.
My research design is of descriptive type because in my training I tried to judge a
relationship between different variables like interpersonal skills of employees, overall
recruitment of the candidates and recruit and select them in the organization. for that
reason it is a descriptive type of research design.
In my research design I took help of different phenomena's of the organization in
hiring the employees.
Criteria of Good Research:
One expects scientific research to satisfy the following criteria:

67

1.

The Purpose of the research should be clearly defined and common concepts are

2.

used.
The Research procedure used should be described in sufficient detail to permit
another researcher to repeat the research for furthered advancement, keeping the
continuity of what has already been attained.

In other words, qualities of a good research as under:


i.
ii.
iii.
iv.

Good research is Systematic.


Good research is Logical.
Good research is Empirical
Good research is Replicable.

Research Design
The frame work of conducting research is known as the Research Design.
A Research design is the arrangement of conditions for collection and analysis of data in
a manner that aims to combine relevance to the research purpose with economy in
procedure.
i.

The

main

purpose

of

research

design

has

two

basic

purposes:

To provide answers to research -questions as validity , objectively, accurately and


ii.

economically as possible , and


To bring empirical evidence to bear on the research problem by controlling
variance.

There are three types of Research Design.

Types of Research Design:


There are 3 types of Research Design:
1.

Exploratory Research
68

2.
3.

Descriptive Research
Experimental

Exploratory Research:
It is one to know why and how certain phenomenon occurs, how consumer evaluate
quality, tangible features, replacement policy warranty.
Descriptive Research:
It is carried out to describe a market characteristics to understand the consumer buyer
behavior.
Experimental Research:
It is done to establish cause and effect relationship. As - The influence of income and life
style on purchase decision.

Methods of Study
1.

Questionnaire Method

In this method a detailed questionnaire is prepared by the job analyst and is distributed
among the workers. The workers answer the questions to the best to their knowledge and
belief. Employees co-operation can more easily be achieved by explaining the entire
program fully in detail to the representatives of employees Assistance of supervisors can
also be sought.
2.

Personal Interview

Job analyst uses interview as a prime method of data collection. He contacts the workers
and the supervisor concerned and asks questions regarding the various jobs performed by
them for collection the information.

69

70

3.

Data Collection

TYPES OF DATA:
1. Primary Data

2. Secondary Data

METHODS & TOOLS FOR PRIMARY DATA COLLCTION


Method

Survey

Tool

Questionnaire

METHODS & TOOLS FOR SECONDARY DATA COLLECTION


Internet
Books
Journal
Manuals
Annual reports

4.

Types Of Analysis
Data Analysis
Report Analysis

5.

Data Interpretation And Data Representation


Sample Survey

Customer.

Area of Survey

Lucknow

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Time Period :

8 WEEKS.

Data Type

Primary Data.

Sample Selection

Convenience.

Sample size

100 employees.

SAMPLING
Sampling procedure includes finite types of universe with random sampling which comes
under probability method of sampling because under this method every item of the
universe has a equal chance of being selected and no place for business
In my research use random sampling which is a part of random sampling with a
systematic design.

SAMPLING DESIGN
A sampling design is a definite plan for obtaining a sample for a given population.
There are 100 employees in factory of NISG I have chosen a sample size of the 100
employee.

72

DATA ANALYSIS AND


INTERPRETATION

73

DATA ANALYSIS AND INTERPRETATION

1. Are you happy with the Recruitment process?

No. of respondent
80
20

Yes
No.

No. ; 20%
Yes
No.
Yes; 80%

Interpretation
Out of respondent said that 80% yes happy with recruitment process & 20% not process

74

1.

How do you feel about interview panel?

a
b
c
d

No. In Percentage
45
32
15
8

Excellent
Good
Satisfactory
Poor

15%

8%
45%

a) Excellent
b) Good

32%

Satisfactory
c) Poor

Interpretation

Out of respondent said that 45% Excellent feel interview panel.


Out of respondent said that 32% Good feel interview panel.
Out of respondent said that15% Satisfactory feel interview panel.
Out of respondent said that 8% Poor feel interview panel.

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2.

Did the NISG meet your expectations?

No. of respondent
60
40

Yes
No.

No. of respondent

38%

Yes
62%

No.

Interpretation
Out of respondent said that 60% yes NISG meet expectation & 400% not expectation.

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3.

Are you happy with the salary what you offered from the company?

No. of respondent
65
35

Yes
No.

No. of respondent

35%

Yes
No.
65%

Interpretation
Out of respondent said that 65% yes happy with the salary offered from the company &
35% not happy offered by company.

4.

Did NISG Managing commitment which is given to you at the time of interview?

77

No. of respondent
50
50

Yes
No.

50%

50%
Yes
No.

Interpretation
Out of respondent said that 50% yes NISG Managing commitment given the time of
interview & 50% not given the time of interview.

5.

How do you come to know about openings in NISG?


No. of respondent
40

a. Friends
78

b. Internet
c. News Paper
d. Others

30
20
10

10%
20%

40%

a. Friends
b. Internet
c. News Paper

30%

d. Others

Interpretation

Out of respondent said that 40% Friend come opening in NISG.


Out of respondent said that 30% Internet come opening in NISG.
Out of respondent said that 20% News Paper come opening in NISG.
Out of respondent said that 10% Other come opening in NISG.

79

6.

Do you want to refer more friends to NISG?

No. of respondent
62
38

Yes
No.

No. of respondent

38%

Yes
62%

No.

Interpretation
Out of respondent said that 62% yes more friends to NISG & 38 & not NISG.

80

7.

Did you have the right Designations?

No. of respondent
55
45

Yes
No.

No. of respondent

Yes

45%
55%

No.

Interpretation
Out of respondent said that 55% Yes right designations and 45 & not designations.

81

8.

What should be the companys main source of recruitment?

No. of respondent
35
25
20
10
10

Employment Bureau
News Paper ads
Direct Recruitment
Placement agency
Others

No. of respondent
Employment Bureau
10% 10%
20%

9.

News Paper ads


35%

Direct Recruitment
Placement agency

25%

Others

What should be the best recruitment sources according to your preference?

82

No. of respondent
60
25
15

Internal Recruitment
External Recruitment
Both

15%
25%

60%

Internal Recruitment
External Recruitment
Both

83

10.

Did you fully know about the company policies before joined in this company?

No. of respondent
75
25

Yes
No.

No. of respondent
25%
Yes
No.
75%

Interpretation
Out of respondent said that 75% yes company policies before joined in this company &
25% not satisfied company policies.

84

11.

Did you under gone any Written Test during recruitment?

No. of respondent
70
30

Yes
No.

30%

70%

Yes
No.

Interpretation
Out of respondent said that 70% yes written test during recruitment j & 30% not during
test recruitment.

85

FINDINGS

86

FINDINGS

Out of respondent said that 80% yes happy with recruitment process & 20% not

process
Out of respondent said that 45% Excellent feel interview panel.
Out of respondent said that 32% Good feel interview panel.
Out of respondent said that15% Satisfactory feel interview panel.
Out of respondent said that 8% Poor feel interview panel.
Out of respondent said that 60% yes NISG meet expectation & 400% not

expectation.
Out of respondent said that 65% yes happy with the salary offered from the
company & 35% not happy offered by company.
Out of respondent said that 50% yes NISG Managing commitment given the time

of interview & 50% not given the time of interview.


Out of respondent said that 40% Friend come opening in NISG.
Out of respondent said that 30% Internet come opening in NISG.
Out of respondent said that 20% News Paper come opening in NISG.
Out of respondent said that 10% Other come opening in NISG.
Out of respondent said that 62% yes more friends to NISG & 38& not NISG.
Out of respondent said that 55% Yes right designations and 45 & not designations.
Out of respondent said that 75% yes company policies before joined in this

company & 25% not satisfied company policies.


Out of respondent said that 70% yes written test during recruitment j & 30% not
during test recruitment.

87

CONCLUSION

88

CONCLUSION

I find that generally all employees of the organization like the Recruitment and Selection
policy. The workers representation in management in the organization is quite good.
Employees are satisfied with their work so we can say employees moral is high in the
organization. High moral assists in the management to overcome several problems such
as labor turnover, a absenteeism, indiscipline, grievances etc. it also helps seek cooperative of the workers in the running of the organization and thus getting higher
production at minimum possible cost by reducing the wastage of time, man, machines
and materials. It is in other sense, and index of good industrial relations.
There is proper selection in the organization, proper selection of the personnel reduces
personnel problems in the organization as employee turnover, absenteeism etc. employee
relations are also better because customer are full satisfied by their work.
At last, we can say, there is Recruitment & Selection Policy is sound in the organization.

89

RECOMMENDATIONS &
SUGGESTIONS

90

RECOMMENDATIONS & SUGGESTIONS

Compress the "white space" in your hiring process.


White Spaces are delays in hiring process that are unproductive, waste time, and virtually
assure you'll lose talented candidates. Often the longest delays occur between critical
selection events. For example, a recruiter may need several weeks to screen a few
resumes from the Web job boards, or candidates who make it through screening may wait
weeks to interview with a hiring manager. Here at Escorts Construction Equipment
Limited, the delays occur when the outstation candidates are called for interviews at
Regional branches like Delhi and Faridabad. Sometimes, because of busy schedule of
senior managers and sometimes because of tight schedule of candidate, the interview has
to be postponed. This delay could be minimized by scheduling interviews in the regional
locations. It is recommended to reduce the turnaround time for the recruitment and
selection process. It must be made mandatory for the candidates to take the test, filling up
forms etc within the stipulated time, this will make sure that the candidates do not hold
casual attitude and take the recruitment process more seriously. Additionally it will send
across a positive image about the company.
Tie up with more & more consultants from multiple segments
Since the limited placement agencies are sourcing candidates to all construction
companies, there often comes the problem of duplication of data. Therefore it is
recommended that more and more consultants should be tied up from multiple segments
to attract large pool of new and fresh talent.

91

BIBLIOGRAPHY

92

BIBLIOGRAPHY

There were a number of resources from which I got a lot of help while finalizing.
My project report and the list of various magazines, journals and websites is given below

WEB SITES
www.google.co.in
www.nisg.org

BOOKS:

Human Resource Management


K. Ashwatthapa
L. M. PRASAD.

93

ANNEXURE

94

ANNEXURE
Questionnaires

1.

Are you happy with the Recruitment process?


a. Yes
b. No

2.

How do you feel about interview panel?


a. Excellent
b. Good
c. Satisfactory
d. Poor

3.

Did the NISG meet your expectations?


a. Yes
b. No

4.

Are you happy with the salary what you offered from the company?
a. Yes
b. No

95

5.

Did NISG Managing commitment which is given to you at the time of interview?
a. Yes
b. No

6.

How do you come to know about openings in NISG?


a. Friends
b. Internet
c. News Paper
d. Others

7.

Do you want to refer more friends to NISG?


a. Yes
b. No

8.

Did you have the right Designations?


a. Yes
b. No

9.

What should be the companys main source of recruitment?


a. Employment Bureau
b. News Paper ads

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c. Direct Recruitment
d. Placement agency
e. Others

10.

What should be the best recruitment sources according to your preference?


a. Internal Recruitment
b. External Recruitment
c. Both

11.

Did you fully know about the company policies before joined in this company?
a. Yes
b. No

12.

Did you under gone any Written Test during recruitment?


a. Yes
b. No

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