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An Article on Recruitment Effectiveness
CHAPTER ICHAPTER ICHAPTER ICHAPTER I
THEORETICAL BACKGROUNDTHEORETICAL BACKGROUNDTHEORETICAL BACKGROUNDTHEORETICAL BACKGROUND
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THEORETICAL BACKGROUND
The importance of human resource management is to improve the
productive contribution of people to the organization in ways that are
strategically, ethically, and socially responsible.
Personnel departments in organizations were often perceived as the
health and happiness crews. Their primary job activities involved planning
company picnics, scheduling vacations, enrolling workers for health – care
coverage and planning retirement parties. They have become more technical
and require employees with greater skills. Professionals in the human
resource area are important elements in the success in any organization.
Definitions of Human Resource Management
“Personnel Management is the planning; organizing, directing and
controlling of the procurement, development, compensation, integration,
maintenance and separation of human resource to the end that individual
organizational and social objectives are accomplished.”…..Edwin Flippo.B
“Personnel Management is the recruitment, selection, development,
utilization of and accommodation to human resources by organizations. The
human resources of an organization consist of all individuals regardless of
their role, who are engaged in any of the organizations activities.”…….French
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Functions of Human Resource Management:
The basic function of Human Resource Management consists of the following:
1. Procurement: Procurement is concerned with the “Obtaining of the proper
kind and number of personnel necessary to accomplish organization goals.” It
deals specifically with such subjects as the determination of human resources
requirements and their recruitment, selection, and placement.
2. Development: Development has to do with the increase of skill, through,
training, that is necessary for proper job performance. This is an activity of
very great importance and will continue to grow because of the changes in
technology, the realignment of jobs, and the increasing complexity of the
managerial task.
3. Compensation: The adequate and equitable remuneration of personnel for
their contributions for organization objectives.
4. Integration: It is concerned with the attempts to effect a reasonable
reconciliation of individual, societal and organizational interest. It rests upon a
foundation of belief that significant overlapping of interests do exit in our
society.
5. Maintenance: Maintenance is concerned with the perpetuation of this
state; the maintenance of willingness is heavily affected by communications
with employees.
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6. Separation: If the first function of personnel management is to secure the
employee, it is logical that the last should be the separations and return of that
person to society. Most people do not die on the job. The organization is
responsible for meeting certain requirements of due process in separation.
Man power planning
Man power planning is defined as the process by which an
organization should move from its current manpower position to its desired
manpower position. Through manpower planning management strives to have
the right number and right kind of people at the right place at the right time,
doing things which result in both the organization and the individual receiving
maximum long run benefit.
Need for man power planning:
Organization needs personal with the necessary qualifications skills,
knowledge, work experience, aptitude for work. These are provided through
effective man power planning. Large number of persons has to be replaced
who have grown old, or who retire, die or become incapacitate because of
physical or mental aliments, there is a constant need for replacing such
personal.
Human resources planning is essential because of frequent labour
turnover which is unavoidable and even beneficial because it arise from
factors which are socially and economically sound such as voluntary quits,
discharge, marriage promotions.
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Human Resource Planning Model
The first step in human resource planning is to collect information. A
forecast or plan cannot be any better than the data on which it is based.
Human resources planning require two steps of information. Data from the
external environment and data from inside the organization.
I .Collect Information
A. From the External Environment
1. Economy – General and specific Industry
2. Technology
3. Competition
4. Labour Market
5. Demographical Social Trends
6. Government Regulations
B. From Inside the Organization
1. Strategy
2. Business plans
3. Current Human Resources
4. Rates of turnover and Mobility
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MAN POWER PLANNING MODEL
Man power Planning Model
Data from the external environment includes information on current
conditions and predicted changes in the general economy of the specific
industry, the relevant technologies, and the competition. Any of these factors
may affect the organizations business plans and thus the need for human
resources.
II. Forecast demand for Human Resources
A. Short and long term
B. Aggregate or individual positions
III. Forecast Supply of Human Resources
1. Internal Supply
2. External Supply
IV. Plan and Conduct needed Program’s
A. Increase or reduce work force size
B. Change skill mix
C. Develop managerial succession plans
D. Develop career plans
V. Feedback on the planning process
A. Were the personal Accurate
B. Bid the programs meet the need
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Benefits of Human Resource Planning
Human Resource Planning participates not only the required kind and
number but also determines the action plan of all the functions of personnel
management.
• It checks the corporate plan of the management.
• It provides scope for advancement and development of employees
through training development.
• It helps to anticipate the cost of salary enhancement, better benefits.
Process of Human resource Planning
The process of Human Resource planning is one of the most crucial,
complex and continuing managerial functions.
Process Steps
A. Objectives of Human Resources Planning: Human Resource planning
fulfils individuals, organizational and national goals, “the ultimate mission or
purpose is to relate future human resources to future human resources to
future enterprise needs so as to maximize the future return on investment in
human resources.” The main purpose is one of matching or fitting employee
abilities to enterprise requirements, with an emphasis on future instead of
present arrangements.
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B. Estimating the future organizational structure of forecasting the
manpower requirements: These estimates, the number and type of
employees needed have to be determined. Many environmental factors affect
this determination. They include business forecasts, expansion and growth,
design and structural changes, management philosophy, government policy,
product and human stalls mix, and competition.
C. Auditing Human Resources: This is done through what is called “stalls
inventory”. A skills inventory contains data about each employee’s skills,
abilities, work preferences and other items of information are which indicate
his overall value to the company.
D. Job analysis: After having decided how many persons would be needed,
it is necessary to prepare a job analysis, which records details of training,
skills, qualifications, abilities, experience and responsibilities which are
needed for a job.
E. Developing a Human Resources Plans: The developing and
implementation of the human resources plans, which consists in finding out
the sources of labour supply, with a view to making an effective use of these
sources.
The best policy which is followed by most organizations is to fill up
higher vacancies by promotion and lower level positions by recruitment from
the labour market.
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Main Dimensions of Manpower Planning
The total number of personnel available: This could be obtained from the
payrolls and personnel records, such as the application for employment.
The job family: A detail job for each position such at stenographers who
may belong to areas departments – finance, marketing personnel.
Age distribution of the employee’s.
Qualification and experience desired: The person with 5 years 10 years
experience in a particular job.
The salary range
Human Resources planning are a vital sub-activity of employment
function. In fact employment process begins with Human Resources Planning.
But it never ends with this function. It pervades through a number of activities
after the process of Human Resources Planning. These activities includes
searching for a prospective Human Resources, attracting them to the work
and organization, finding or their suitability to the job and organizational
requirements and finally taking steps to absorb those Human Resources as
organizations of the company.
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CHAPTER CHAPTER CHAPTER CHAPTER ---- II II II II
EFFECTIVE EFFECTIVE EFFECTIVE EFFECTIVE RECRUITMENT,RECRUITMENT,RECRUITMENT,RECRUITMENT,
SELECTION, SELECTION, SELECTION, SELECTION,
TRAINING & DEVELOPMENTTRAINING & DEVELOPMENTTRAINING & DEVELOPMENTTRAINING & DEVELOPMENT
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RECRUITMENT
MEANING
Recruiting is the process of discovering potential candidates for actual or
anticipated organizational vacancies.
Definitions
“A process to discover the sources of man power to meet the
requirements of the staffing schedule and the employ effective measures for
attracting that man power in adequate numbers to facilitate effective selection
of an efficient work force.”
Yoder
“The process of searching for prospective employees and stimulating
them to apply for jobs in the organization.”
Edwin B. Flippo
Objectives of the Recruitment
The objectives of recruitment are:
1. To attract people with multi – dimensional skills and experiences that suit
the present and future organizational strategies.
2. To induct outsiders with a new perspective to lead to lead the company.
3. To infuse fresh blood at all levels of the organization.
4. To develop an organizational culture that attracts competent people to the
company.
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5. To search or head hunt /head pouch people whose skills fit the company’s
values.
6. To devise methodologies for assessing psychological traits.
7. To seek out non-conventional development ground of talent.
8. To search for talent globally and not just within the company.
9. To design entry pay that competes on quality but not on quantum.
10. To anticipate and find people for positions that does not exist yet.
Sources of Recruitment
Sources are those who prospective employees are available like
employment exchanges while techniques are those which stimulate the
prospective employees to apply for jobs like nomination by employees,
advertising promotion etc.
The sources of recruitment are broadly dividend into internal sources
and External sources. Internal sources are the sources with in an
organizational pursuit. External sources are sources outside organizational
pursuits.
Internal Sources
Many large organizations will attempt to develop their own employees
for positions beyond the lower level. These can occur through an internal
search of current employees, who have either bid for the job, been identified
through the organizations human resources management system, or even
been referred by a fellow employee. The advantages of such sources –“a
promote from within wherever possible.” Policies are:
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• It is good public relations.
• It builds morale.
• It encourages good individuals who are ambitious.
• It improves the probability of a good selection, since information on the
individual’s performance is readily available.
• It is less costly than going outside to recruit.
• Those chosen internally already know the organization.
External sources
It is customary for organizations to open up recruitment efforts to the
external community. These efforts include advertisements, employment
agencies, schools, colleges and universities, professional organizations and
unsolicited applicants.
Advertisements
There is a trend toward more selective recruitment in advertising. This can be
affected in at least two ways, when an organization wishes to communicate to
the public that it has a vacancy advertisement is one of the most popular
methods used. How ever, where the advertisement is placed is often
determined by the types of job.
A number of factors influence the response rate to advertisements.
Employment agencies
Additional screening can be affected through the utilization of
employment agencies, both public and private. Today, in contract to their
former unsavory reputation, the public employment agencies in the several
states are well regarded particularly in the fields of unskilled, semi-skilled, and
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skilled operative jobs. In the technical and professional areas, however, the
private agencies appear to be doing most of the work. Many private agencies
tend to specialize in particular type of worker and job, such at sales, office,
executive or engineer. A recent innovation, the videotaped interview,
promotes more effective decision making with easier scheduling and more
time saving for the hiring organization.
Schools, colleges and universities
Educational institutions at all levels offer opportunities for recruiting
recent graduates. Most education institutions operate placement services
where prospective employees can review credentials and interview
graduates. Most also provide employees an opportunity to witness a
“prospective employees.” Performance through co-operative arrangements
and internships.
The educational level required for the job involves a high –school
diploma, specific vocational training, or a college background with a
bachelors, Master’s or doctoral degree, educational institutions are an
excellent source of potential employees. While educational institutions are
usually viewed as sources for in experienced entrants to the work force, it is
not uncommon to find individual with considerable work experience using an
education institutions placement service.
Professional organizations
Many professional organizations, including labour unions, operate
placement service for the benefit of their members. The professional
organizations include such varied occupations as industrial engineering,
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psychology, accounting, legal, and academics. These organizations publish
rosters of job vacancies and distribute these lists to members.
Professional organizations, however, can also apply sanctions to
control the labour supply in their discipline. In those professional organizations
where the organization placements service is the focal point for locating
prospective employees, and where certain qualifications are necessary to
become a member, the professional organization can significantly influence
and control the supply of prospective applicants.
Unsolicited applications
Unsolicited casual applications, whether they reach the employer by
better, telephone or in person, constitute a source of prospective applicants.
Although the number of unsolicited applicants depends on economic
conditions. The organizations image and the job seekers perception of the
types of jobs that might the available, this source does provide an excellent
supply of stock piled applicants. Unsolicited applications made by
unemployed individuals, however, generally have a short life. Those
individuals who have adequate skills and who would be prime candidates for
a position in the organization if a position were currently available usually find
employment with some other organization that does have an opening.
Constraints on Recruitment
The ideal recruitment efforts will bring in a satisfactory number of
qualified applicants who will take the job if it is offered, the realities cannot be
ignored. Constraints on recruitment effort commit human resources recruiters’
freedom to recruit and select a candidate of their choice. There are five
specific constraints.
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1. Image of the organization
2. Attractiveness of the job
3. Internal organizational policies
4. Government influence
5. Recruiting costs
Recruitment Methods
Recruitment sources indicate where human resources may be
procured, the recruitment methods deal with how these resources should be
tapped. As soon as manpower manager has determined the personal
qualities required on the part of an individual to fill a vacant position and
visualized the possible sources of candidates with these qualities.
There are three tier classifications of recruitment method – direct,
indirect and third party.
Direct Method
Direct Method is the traveling recruiting at schools, colleges,
management institutes and university departments. Traveling recruiters are
designated as “personnel scouts’ looking for engineers, technicians,
specialists and rare skills, this type of recruiting is performed in co- operation
with the placement bureau of the educational institutions providing assistance
in attracting students, arranging interview and making available space and
student resumes.
Other direct methods include sending recruiters to establish exhibits at
jobs fairs, using mobile camps to visit shopping centers in rural areas and
places where the unemployed might be contracted. Indeed, trade shows,
country fairs and allied business shows provide opportunities for advertising
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the company as a good place to work as well as displaying products of the
company.
Indirect Method
The most frequently used method or technique or recruitment is
advertisement in publications such as newspapers, magazines and trade
journals as well as technical and professional journals. The advertisement
should indicate information about the organization and the job providing an
opportunity to a potential candidate to contact the recruitment office in
confidence.
Indirect methods include radio advertising and television
announcements. These methods are usually used in critical shortage areas.
Some times, the use of radio and television advertisement is coupled with
newspaper advertising and home visits. Another indirect method of
advertising frequently used in a notice board placed at the gate of company.
Third party Methods
The most frequently used third- party methods are public and private
employment agencies. Public employment exchanges have been largely
concern with factory workers and clerical jobs. They also provide help in
recruiting profession employees. Private agencies provide consultancy
services and charge a fee. They are usually specialized for different
categories of operations, office workers, salesman, supervisory and
management personnel.
Other third- party methods includes the use of trade unions. Labour
management committees have usually demonstrated the effectiveness of
trade unions as methods of recruitment.
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Recruitment Techniques
Recruitment techniques or methods are the means or media by which
an enterprise establishes contacts with potential candidates, provides them
necessary information and encourages them to apply for jobs. There are two
types of recruitment techniques- internal, external.
I. Internal Techniques
Techniques useful to stimulate internal candidates are:
Promotions & transfers.
II. External Technique
Techniques useful to stimulate external candidates are: 1.present employees
2.scouting 3.advertising
Modern sources and techniques of recruitment
A number of modern recruitment sources and techniques are being
used by the corporate sector in addition to traditional techniques. These
sources and techniques are discussed below.
1. Walk- in
2. Consult-in
3. Head –hunting
4. Body shopping
5. Business Alliances
6. Tele – recruitment
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Selection
After identifying the sources of human resources searching for
prospective employees and stimulating them to apply for jobs in an
organization. The management has to perform the function of selecting the
right employees at the right time. The obvious guiding policy in selection is the
intention to choose the best qualified and suitable job candidate for each
unfilled job. The objective of the selection decision is to choose the individual
who can successfully perform the job from the pool of qualified candidates.
Definition
“The hiring process is of one or many ‘go, no- go’ gauges. Candidates
are screened by the application of these tools. Qualified applicants go on to
the next hurdle, which the unqualified are eliminated.”
…... Yoder
The selection procedure is the system of functions and devices
adopted in a given company to ascertain whether the candidate’s
specifications are matched with the job specifications and requirements or
not.
The selection procedure cannot be effective until the unless:
1. Requirements of the job to be filled have been clearly specified (job
analysis, etc.)
2. Employee specifications (physical, mental, social, and behavioral, etc.)
have been clearly specified.
3. Candidates for screening have been attracted.
Thus, the development of job analysis, Human Resource planning and
recruitment are necessary prerequisites to the selection process. A break
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down in any of these processes can make even the best selection system
ineffective.
Selection Process
Selection of personnel in an organization is a crucial, complex and
continuing function. The ability of an organization to attain its goals effectively
and to develop in a dynamic environment largely depends upon the
effectiveness of its selection programmed. If right personnel are selected, the
remaining functions of personnel management became easier, the
employee’s contribution and commitment will be at optimum level and
employee- employer relations will be congenial. In an opposite situation where
the right person is not selected, the remaining functions of personnel
management, employee- employer relations will not be effective. If the right
person is selected, he is a valuable asset to the organization and if faculty
selection is made, the employee will become a liability to the organization.
Steps in selection process
The following are involved in the process of selection:
1 Job analysis 7. Tests
2. Recruitment 8. Final interview
3 Application form 9. Medical examination
4. Written examination 10. Reference checks
5. Preliminary Interview 11. Line Manager’s decision
6. Business games 12. Employment
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Scientific Selection Process
c
Job Analysis
Human Resource
plan
Recruitment
Asses the Fit between the
job and the Candidate
Development Basis for Selection
Application/Resume/CV/Bio-Data
Written Examination
Preliminary Interview
Business Games
Tests
Final Interview
Medical Examination
Line Manager’s Decision
Employment
22
1. Job analysis: Job analysis is the basis for selecting the right candidate.
Every organization should finalize the job analysis, job description, job
specification and employee specifications.
2. Recruitment; Recruitment refers to the process of searching for
prospective employees and stimulating them to apply for jobs in an
organization.
3. Application Form :Application form is also known as application blank.
The technique of application blank is traditional and widely accepted for
securing information from the prospective candidates. It can also be used as a
device to screen the candidates at the preliminary level.
The application form should provide all the information relevant to
selection. But reference to caste, religion, birth place may be avoided as it is
regarded as evidence of discrimination. Generally an application form
contains the following information.
A. Identification information - name, address, telephone number etc.
B. Personal information - age, sex, place of birth, martial status.
C. Physical characteristics – height, weight, eye sight etc
D. Family back ground
E. Education – academic, technical, and professional
F. Experience – job held, employers, duties performed, salary drawn .
G. References
H. Miscellaneous –extra- curricular activities, hobbies, games and sports,
membership of profession bodies, etc
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4. Written examination: The organizations have to conduct written
examination for the qualified candidates after they are screened on the basis
of the application blanks so as to measure the candidate’s ability in
arithmetical calculations, to know the candidates ability in arithmetical
calculations, to know the candidates attitude towards the job, to measure the
candidates aptitude, reasoning, knowledge in various disciplines, general
knowledge and English language.
5. Preliminary interview : The Preliminary interview is to solicit necessary
information from the prospective applicants and to asses the applicant’s
suitability to the job. This may be conducted by an assistant in the personnel
department.
6. Business games: Business games are widely used as a selection
technique for selecting management trainees, executive trainees and
managerial personnel at junior, middle and top management positions.
Business games help to evaluate the applicants in the areas of decision-
making, identifying the potentialities, handling the situations, problem-solving
skills, human relations skills etc
7. Tests: The next stage in the selection process is conducting different tests
as given below. The objective of tests is to solicit further information to assess
the employee suitability to the job.
8. Final Interview:
This is the most essential step in the process of selection. In this step
the interview matches the information obtained about the candidate through
his own observation during interview.
24
The types interviews are : 1) informal interview, 2)formal interview, 3)
planned interview, 4) patterned interview, 5)non-directive interview, 6 )depth
interview, 7) stress interview, 8 ) group interview, 9) panel interview.
Types of Tests
1. Aptitude Tests
A. Intelligence Test
B. Mechanical Aptitude Test
C. Psychomotor Test
D. Clerical Aptitude Test
2. Achievement Test
A. Job Knowledge Test
B. Work Sample Test
3. Situational test
A. Group discussion
B. In Basket
4. Interest Test
5. Personality Test
A. Objective Test
B. Projective Test
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TYPES OF INTERVIEWS
Preliminary Interview
Core Interview
Decision Making Interview
Unstructured Interview
Background Information
Interview
Job and Probing Interview
Stress Interview
Group Discussion Interview
Formal and Structured
Interview
Panel Interview
Depth Interview
Informal Interview
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9. Medical Examination
Certain jobs requires certain physical qualities clear vision, perfect
hearing, unusual stamina, tolerance of hard working conditions, clear tone etc.
Medical examination reveals whether or not a candidate possesses these
qualities.
10. Reference Checks:
After completion of the final interview and medical examination, the
personal department will engage in checking reference candidates are
required to give the names of reference in their application forms. These
references may be form the individuals who are familiar with the candidates
academic achievement or from the applicants previous employer, who is well
versed with the applicant’s job performance, and sometimes from co-workers.
11. Final Decision by the Line Manager Concerned
The line manager concerned has to make the final decision whether
to select or to reject the candidate after soliciting the required information
through different techniques discussed earlier. The line manager has to take
much care in taking the final decision not only because of economic
implications and of the decisions but also because of behavioral and social
implications.
12. Employment
Thus, after taking the final decision the organization has to intimate
this decision to the successful candidates and unsuccessful candidates. The
organization has to send the appointment order to the successful candidates
either immediately or after sometime depending upon its time schedule.
27
Training and Development
Introduction
Organization and individual should develop and progress
simultaneously for their survival and attainment of mutual goals. So every
modern management has to develop the organization through human
resource development. Employee training is a specialized function and is one
of the fundamental operative functions for human resources management.
Definitions
“Training as the act of increasing the skills of an employee for doing a
particular job.”
Edwin B. Flippo
“Training as the organized procedure by which people learn knowledge and
skill for a definite purpose.”
Dale S. Beach
Objectives of training
Training is mainly job- oriented. The overall aim of a training programme is to
fill in the gap between the existing and the desired pool of knowledge, skills
and attitude.
The main objectives of training are as follows.
1. To impact the basic knowledge and skill to the new entrants and enable
them to perform their jobs well.
2. The equip the employees to meet the changing requirements of the job and
the organization.
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3. To teach the employees the new techniques and ways of performing the
job or operations.
4. To prepare employees for higher level tasks and build up a second line of
competent officers.
Methods of Training: The most commonly used methods of training are
given below:
1. Vestibule Training
2. On – the – job Training
3. Off –the –job Training
1. Vestibule Training: This is also known as “training – centre training “.
Under this method, the employees are trained at a separate training centre
called vestibule. Such training centre is specifically set up within the plant
itself to train the employees. Vestibule training is more suitable for those
situations in which large numbers of employees are to be trained at the same
time for the same kind of work.
2.on – the - job training: On – the – job training method is considered more
effective and suitable for providing training to the personnel working at
operative level of organization. This method is less expensive and less time-
consuming because the employees get trained side by side with the
performance of regular job. Some of the major techniques of on – the- job
method of training are as under.
A. Coaching: Coaching is learning through on – the –job experience. In
coaching, superior teaches job knowledge and skill to the subordinates
emphasizing on learning by doing.
29
B. Under Study: Under this method, superior imparts training to subordinate
at his under – study. Study method the trainee is to work with the superior
who is holding job currently for some period of time with a purpose to get
known to the job.
C. Job rotation: This method gives an opportunity to the trainee to
understand the problems of employees on other jobs and respect them. This
method is also called “channel method of development.
D. Job Instruction: This method is also known as “training through step – by-
step.” The trainer appraises the performance of the trainee, provides feedback
information and corrects the trainee.
3. off – the –job training
A. Lecture method: The lecture method is traditional and direct method of
instruction. Lectures are formal organized talks by the training specialist. The
lecture method can be used for very large groups which are to be trained with
in a short time.
B. Conference or discussion method: A conference is a formal meeting
conducted in accordance with an organized plan. Problems of common
interest are discussed. A conference may be divided into small groups for
intensive discussions.
C. Programmed instruction: This method incorporates a pre –arranged and
proposed acquisition of some specific skills or general knowledge. The
subject- matter to be learned is presented in a series of carefully planned
sequential units.
30
CHAPTER CHAPTER CHAPTER CHAPTER ---- III III III III
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SSSSSSSSEEEEEEEELLLLLLLLEEEEEEEECCCCCCCCTTTTTTTTIIIIIIIIOOOOOOOONNNNNNNN PPPPPPPPOOOOOOOOLLLLLLLLIIIIIIIICCCCCCCCYYYYYYYY
IIIIIIIINNNNNNNN PPPPPPPPRRRRRRRRAAAAAAAACCCCCCCCTTTTTTTTIIIIIIIICCCCCCCCAAAAAAAALLLLLLLL
31
32
EMPLOYEES GRADING CHART
Sl. no. Designation Grade
01 President / CEO/ Sr. Vice President M 1
02 Vice-President / Asst. Vice-President M 2
03 Sr. General Manager/ General Manager M 3
04 Sr. Manager / M 4
05 Manager M 5
06 Dy. Manager /Asst. Manager M 6
07 Sr. Officer / Officer S 1
08 Jr. Officer / Section Supervisor S 2
09 Foreman S 3
11 Office Assistant S 4
10 Sr .Operator / Sr. Technician W 1
11 Jr .Operator /Jr. Technician W 2
33
______________________________ LIMITED
MANPOWER REQUISITION FORM
DEPT/SECTION: _______________ DATE SUBMITTED: _______________
POSITION : _________________ NUMBER OF OPENING:
_________________
Type of employment ____________ Regular______________ Temporary
Reason for request ____________
Expected Hiring Date: _______________________
DUTIES & RESPONSIBILITIES:
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________________________________________________________
_____________________
For new position, please state in detail all duties to be performed and attached a copy
of the approved organizational chart for job evaluation purposes.
QUALIFICATION:
Sex: Male_________ Female ___________ Either ___________
Age: Minimum ____________ Maximum: __________________
Education: _____________________________________________
Work Experience:
_____________________________________________________________________
___
Skills/Abilities:
_____________________________________________________________________
___
Personal Characteristics:
__________________________________________________________________
Approximate monthly salary (cost to the company)
____________________________________________
REQUESTED BY: CHECKED BY: APPROVED BY:
_______________ _________ ____________________
Department Head HR Manager Sr. VICE-PRESIDENT
34
JOB DESCRIPTION FORM
Job Title: Section:
Reports to: Immediate Subordinate:
PURPOSE OF THE JOB: (What are the objectives or end results of this position?)
JOB SPECIFICATIONS
FACTORS REQUIREMENTS
a)Min. Age
b)Min. Formal Qualification/ Education
c)Min. job related experience required
d)Any specific job-related skills required (e.g., technical skills,
communication skills, inter-relationship skills, computer skills, etc.)
.
e) Knowledge
f) tools
FUNCTIONS & RESPONSIBILITIES (duties to be performed by this position) AUTHORITIES: (type of personnel supervised, level of authority to hire or fire or to make
recommendations or to sanction leaves, etc.)
ANY PHYSICAL DEMANDS OF THE JOB: (physique, eyesight, travelling, lifting operations, etc.)
Prepared by: Date:
Reviewed by: Date:
Approved by: Date:
Acronyms: SIGNATURE OF THE DEPARTMENT HEAD:
35
___________________________________ LIMITED
JOB DESCRIPTION
Name of the Employee: Emp. No.: Designation : Department : Section: Job Summary: Key Activities:
Educational Qualification:
SIGNATURE OF THE DEPARTMENT HEAD
� If the space is not sufficient please add an annexure
36
__________________________________ LIMITED
INTERVIEW RATING SHEET
Name of the candidate: __________________________________________
Interviewing for the position of ________________________
Interview Committee will rate candidates for attributes:
Sr. No. Attributes to be Rated Total Points
Part – A (By Respective Departmental Head)
1. Required qualification 15
2. Job Knowledge and Skills 15
3. Required work experience 10
Total: 40
Part – B (By HR Division)
1. Communication skill 5
2. Result – orientation 5
3. Leadership qualities 5
4. Initiative qualities 5
5. Ownership & accountability 5
6. Decision making skill 5
7. Team – work 5
8. Discipline 5
9. Analytical skill 5
10. Work values and life values 5
11. Professional commitment 5
12. Personality – Body language 5
Total: 60
Part – A: To be filled in Interviewer from the respective Department / work area. Part – B: To be filled in by Interview from the HR Division / Third party. The Interview committee members have to identify the personal level of the candidates in terms of the above attributes. There can be a set of questions and conversations, which direct the candidates to reveal such information. A merit list will be prepared and employment opportunity will be given in ascending order as per the merit gained by candidates.
MANAGER-HR H.O.D Sr. VICE-PRESIDENT
37
Recruitment Policy & Process in ‘_______’
I. Objective
• To streamline the Recruitment process,
• To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time, and
• Also to thrive a strong Employer Branding to attract the best talents available in the
Industry.
II. Scope: Covers all the vacant positions across the functions, levels & hierarchy.
To enable HR to initiate the hiring process at any point of time during the year, the respective
HOD / functional / Regional heads need to follow the below -mentioned steps –
• Fill-up a ‘Manpower Requisition Form (MRF) (Refer Annexure)
• Get the MRF approved by the concerned approving authorities (as per the Recruitment
Approval matrix shown below), and
• Forward the approved MRF to HR.
III. Recruitment Quality Norm
In today’s knowledge driven business scenario, People are perceived as the most
valuable assets of an organization and the optimum utilization of the skill, knowledge, attitude,
they posses, are directly instrumental to the growth of any organization.
Therefore, while recruiting a candidate for any role, position, level, function, it should
always be ensured that there is no compromise in the quality of people, we hire.
Besides checking the presence of role-specific key competencies & the behavioral
attributes required to perform a job, few basic eligibility criteria should be considered, even
before a candidate is called for the Initial rounds of Interviews -
• Academic Qualification: Minimum Graduate (Recognized university ) for Technical
Minimum ITI / Diploma positions in W–1 to M–6, and there should not be any unjustified
gaps in education.
• Psychometric / General Intelligence test: All the short-listed candidates should be run
through a Psychometric / General Intelligence test and candidates qualifying this test,
would be eligible for the next rounds of tests / interviews.
38
• Reference check: Reference check is MUST for all recruitments across the country and
HR should always ensure that Reference check is done before extending the offer to a
selected candidate.
• A). Candidates selected after rounds of tests/Interviews would be asked to provide the
names & contact details of at least 3 persons as his/her Professional References, and
• B). HR would contact these references and the comments & remarks of the referees
would be documented and preserved for future records.
• C) HR in some of the critical cases may also carry out an Independent Reference Check
through the respective Placement consultants (who had sourced the CV of the concerned
candidate), who would check with at least 2 referees (one each from 2 different
organizations) whom the concerned candidate had worked with in the past.
IV. Recruitment Approval Matrix
Recruitment across the organization, at any level / function has to be approved by the
concerned authorities as specified in the matrix below –
Interviewing Authority
Grade Roles/ Designations Preliminary Final
Level-M
Level - S Head, Sr. VP & VP MD & Director & HR MD & Director
HOD & Head - HR Level-M
Level - S AVP
Functional Head & Head- HR
MD & Director
HOD & Head - HR
Functional Head & Head - HR
Level-M
Level -
S
Asst. Mgr-Chief Mgr
& MT, ET,CT (*)
Regional Head & Head - HR
HOD & HR
Functional Head & HR
Level-S
Level –W
Level - TA
Operators, Mechanical,
Electrical Technicians,
Trade Apprentices (*)
MD
/ D
ir / H
ead-H
R
(*) MT = Management Trainee, ET = Executive Trainee, CT = Commercial Trainee,
TA = Trade Apprentices.
39
V. Internal Recruitment
• As a conscious focus of the organization to nurture high potential talents by providing
them suitable career growth opportunities within the organization, efforts would always be
made to fill in specific vacancies from it’s existing human resource pool.
• The entire process would be done through Internal Job Posting (IJP) and communication
including the job profile, candidate profile, eligibility (who can apply), application deadline
etc. would be made available by HR.
• Employees possessing necessary skills, knowledge, and experience matching with those
required for the job may apply through the appropriate communication channels as
prescribed in the IJP.
VI .Recruitment Sources:
• To ensure a steady in-flow of quality candidates for all the existing vacant positions, with
an aim to select the best within a stringent recruitment deadline, HR would always focus
to develop a robust database of CVs searched from the following sources –
•
•
Existing CV database (Created &
Maintained by HR)
Vacancy Advertisement in
Newspapers
e-Recruitment portals (Specific web site)
CV d/base access Regular Job posting
Hiring Consultants
(Mostly for Sr. & Middle level critical positions)
Market Intelligence Personal Network Head hunting
Trade
Apprentices
As per the
Apprentice Act
40
VII. Hiring consultants: Considering the large volume of recruitments to be done within
a small span of time, it is necessary to identify and engage Professional hiring consultants to
help HR to source quality candidates for middle & senior level positions.
A. Process guidelines (To engage a new Hiring Consultant):
• HR would identify the Consultants in all the regions, based on their current client’s
distribution, database size, past performance records & industry feedback.
• Regional heads at branch/regional level can also identify a Consultant and the details
need to be sent to HR for further discussion & approval.
• HR will negotiate the Terms & Conditions with all the identified consultants and will get a
one-time approval (from the Director) before rolling out the formal agreement with them.
B. Quality Expectations from the Hiring Consultants:
• Minimum Turn-around time (TAT): Once a requirement is placed, the consultant should
forward at least 6 CVs within the next 72 hrs.
• Strong Conversion Rate (6:4:2): Out of the 6 CVs forwarded by a consultant, 4 have to be
short-listed (after initial screening by HR) and at least 2 of them have to be selected.
• An Annual Evaluation of the services provided by the existing consultants across the
country would be done to create a list of preferred consultants, who would be treated as
priority CV sources for critical positions in future.
VIII. Recruitments at Regional level
• At the Branch/Regional level, Regional heads, in coordination with the corporate HR,
would be responsible to plan, initiate & organize the Preliminary rounds of Interviews for
most of the existing vacancies.
• Once the preliminary rounds are completed, CVs along with the dully filled up Interview
Evaluation forms of the short-listed candidates are to be sent to corporate HR for further
processing.
• Corporate HR would organize the final Interviews in coordination with the concerned
Interviewing Authority.
41
IX. Compensation Proposals, Negotiation & issuing the offer letters:
• HR prepares the compensation proposals based on the below-mentioned critical
attributes and gets those approved in writing by the concerned authorities before
extending to the candidates –
i. Academic & Professional qualification of the respective candidates.
ii. Experience Profile.
iii. Existing Compensation & benefits.
iv. Market synergy.
v. Internal Role-wise compensation study to maintain the equity.
• HR extends the proposals to the candidates who get selected after final round of
Interviews and negotiates to close those.
• Once the candidates agree to the proposals &n intimate their acceptance, HR sends out
the formal offer letter, duly approved & signed by the concerned authority.
Offer letter check list -
HR should make sure that all the below-listed documents are received & checked thoroughly
before issuing the formal offer letters –
1. Approved Manpower Requisition form (MRF)
2. Resume (hardcopy) of the candidate.
3. Interview Assessment sheet (Filled up with specific recommendations by the
concerned Interviewers).
4. Reference checks details (documented in the specified format, ‘Arani’ Bio-data).
5. Compensation Proposal (Existing package & the proposed plan, duly approved by the
concerned Authority)
X. Recruitment Cycle Time:
To bring in more dynamism and effectiveness in the recruitment process, HR would follow a
specific project deadline of 33 days (from the day it had received the approved Manpower
Requisition) to hire a new employee.
42
The process specific schedule break-up is mentioned below –
Phase Activities Time frame
I Role Identification, JD, competency
mapping & CV Sourcing
15 days
Initial HR screening / short-listing 2 days
Organizing the Preliminary Interviews 4 days
Organizing the Final Interviews 4 days
II
De-briefing sessions to take the final
decisions
2 days
III
Preparing the Salary Proposal,
Negotiate with the selected candidates
& offer closure
6 days
43
Phase – I: Pre-Selection
See Phase II next page
Approving Authority
Functional
‘or’
Regional Head
HR Job Description &
Candidate Profile (Education, competencies,
Attitude etc)
CV Sources
• Internal CV database
• Hiring Consultants
• e-Recruitment portals
• News paper Advertisement
• Internal Reference
• Personal Networks
• Market Intelligence
MRF
& Approval
Search
CV Bank
44
Phase – II: Selection
See Phase III next page
Initial HR Screening
CVs not short-listed go to CV Database
(For Future use)
Short-listed CVs Called for Personal
Interviews (Local candidates)
Preliminary Interviews (As per the Selection approving Matrix)
Final Interview (As per the Selection Approving Matrix)
HR co-ordinates to organize the interviews
De-briefing & final decision (Interviewers discuss amongst themselves & with
HR to take a final selection decision)
Short-listed candidates
Short-listed CVs Tel. Interviews
(Outstation candidates)
45
Phase – III: Post-Selection
See Phase IV next page
HR does Salary Negotiation & Extends the offer
Salary proposal
(HR to prepare it keeping in mind the
Internal Equity)
HR closes it & sends out the offer
letter
New hire joins
HR does the necessary Reference checks & get the details documented in specified format
HR works out the modified offer, if possible within the band, and tries
to pursue & seals the offer
HR informs the concerned Functional Heads & the Regional Heads about the probable DOJ
Offer NOT Accepted Offer Accepted
46
Phase – IV: Post-joining
ARANI AGRO OIL INDUSTRIES LIMITED
At HO, HR would handle the Joining formalities &
At Branch / Regions, the same would be handled by the respective Regional Heads
The new hire should submit the following docs on DOJ itself –
a. Signed & Accepted copy of the offer letter b. Photocopy of all the educational/professional certificates c. Date of Birth proof (SSC Admit card / Passport / Driving License etc) d. 6 passport size photographs e. Medical Fitness Certificate (in specified format) signed by a Medical Practitioner registered under
IMA. f. Completed Mediclaim Insurance Form (In case of employees claiming to be covered under a different
Insurance policy already, they have to declare it formally and document (photocopy of Insurance policy) supporting the same has to be submitted)
g. Service Certificate ‘or’ Relieving letter, clearly mentioning the date of Separation in it, from the last employer
h. Monthly Pay-slip of at least 2 months / Salary Certificate showing the salary details of the last employment.
HR creates Empl. I.d & sends out the ‘New Hire Notice’ & the ‘Welcome Note’
Induction & New Hire Orientation
I. Plan the Induction with the Functional leaders, prior to the DOJ & communicate to all the concerned
persons accordingly
II. Make sure that the following forms are filled up and sent to HR on DOJ itself –
• Completed UTI Salary / Savings Account Form (Only for Kolkata)
• Completed Visiting Card Requisition Form
• All the statutory forms, like PF & Gratuity declaration, Nomination
III. Hand him over the Induction Manual
IV. Take the new hires through the office to all the departments, Introduce them to other Functional leaders, peers, colleagues
V. Finally, Introduce the new hires to the respective Reporting Managers, to start the functional
orientations
VI. HR receives the Induction feedback from both the trainer as well as from the new hires & keeps a track of learning & performances of the new hires.
47
CHAPTER CHAPTER CHAPTER CHAPTER ---- IV IV IV IV
TTTTTTTTRRRRRRRRAAAAAAAAIIIIIIIINNNNNNNNIIIIIIIINNNNNNNNGGGGGGGG &&&&&&&&
DDDDDDDDEEEEEEEEVVVVVVVVEEEEEEEELLLLLLLLOOOOOOOOPPPPPPPPMMMMMMMMEEEEEEEENNNNNNNNTTTTTTTT
PPPPPPPPOOOOOOOOLLLLLLLLIIIIIIIICCCCCCCCYYYYYYYY IIIIIIIINNNNNNNN ‘‘‘‘‘‘‘‘________________________________’’’’’’’’
48
LEARNING AND DEVELOPMENT
Objectives
To ensure individuals at The Company have the knowledge and skills required
to perform their assignments.
Scope
All Employees
Features
• Training activities serve the business objectives and instill values of the
company.
• Training opportunities are to be provided in a timely manner.
• Responsibility for implementation of the plan will vest with functional heads,
the Head – KM, Quality and Technical training as well as with HR.
Procedure
• Each functional head identifies the knowledge and skills required to perform
critical tasks involved in the assignments given to individuals within his
function.
He identifies these learning needs:
At the stage of recruitment.
During the performance review and appraisals.
While over seeing the handing over process.
49
• Based on the above, each function develops and maintains a plan in the
specified format for meeting the learning needs of employees. The plan will
include estimated cost and man-days of training.
• The plan needs to be approved by the Head – HR.
• Methods used for learning include the following:
Classroom instruction
Mentoring
Job rotation
On-the-job training
Cross training positions
Seminars and tutorials
Course offered by Training institutes
Computer aided instruction / CBTs
E-learning
Videotapes
Self study courses.
• Each training program shall close with a feedback report on the same.
• HR maintains a historical database of training for each function and
aggregates, analyses and reports the same on a fortnightly basis. Training
effectiveness is gauged from the following contained within the Training
Measures Report:
50
Post program feedback- Evaluation by the participants.
Post program feedback- Trainer's notes.
Post program feedback- Review by reporting manager.
Number of training man- days achieved.
Learning needs identified vs. achieved.
TECHNICAL TRAINING & CERTIFICATION POLICY (For Technical Staff)
Objective
The objective of the policy is to provide guidelines for technical training and
certification of Technical staff.
Need
Technical training and certification are intended to be an integral part of
development program for software professionals.
- Technical training is important for the following reasons:
• Continuous development and up gradation of technical skills is an important
aspect of self-development.
• Such training is also an important part of a person's career development
program.
• Such training results in superior expertise and skills of its people and thus
enables the company to compete successfully in international projects.
- Certification is critical for the following reasons:
51
• Career planning of the employee where industry recognition in the form of a
certification is an asset.
• Preference of international customers for certified people on their projects
("off-shore" and "on-site").
Policy Details
Every employee who joins the company as a Technical staff will be assigned
to a specific project (customer or in-house).
The project could be in application development, technology assimilation, quality
or any other relevant area. For them to improve upon their skills and expertise,
periodic technical training or inputs will be provided through in-house or external
programs. Some of this training/inputs will be followed by certification tests,
which the company will identify based on the needs of the individual and the
organization.
Scope:
- The three areas in which the company would sponsor certification are as
follows.
• Lotus Notes - Certified Lotus Professionals/Principal Application Technical
staff.
• (b) Microsoft - Microsoft Certified Solutions Technical staff (MCSD).
• (c) Java - Sun Certified Java Programmer/Technical staff.
- Based on the individual and organizational needs, the company will
• a) Identify the training and certification need for the individual.
52
• b) Sponsor a maximum of 2 out of the 3 technical certifications mentioned
above.
-The training inputs may be in the form of structured programs or guidelines for
self-Learning.
• Any training outside of the ones identified above, will need specific approval
from the employee’s reporting manager and Head – HR.
• Customer projects will be accorded top most priority and thus all training and
certification should be planned in consultation with reporting managers.
• Training: Prior to registering for any training program, an employee is required
to take written consent of the reporting manager and the Head - HR.
• Certification: Prior written consent is required from the reporting manager and
the Head – HR for taking the certification tests. The date for taking the
certification test should be mentioned in the application. The person should
have ensured availability of dates at least 3 weeks in advance to facilitate
smooth registration.
• The Company will reimburse up to a maximum of Rs 5000/- per individual per
certification course undertaken.
• To claim reimbursement, the employee has to necessarily clear the exam and
provide the certificate as a supporting document.
53
• Employees are expected to be on company rolls for at least 12 months after
acquiring their last certification. This is in order to maximize benefits for
themselves and the company. This period of 12 months can be within India or
abroad or a combination of both. In case of unforeseen circumstances that
lead to the employee leaving the company within this 12-month period, the
costs towards certification tests of the last 12 months will be recovered from
the employee.
• On receiving the test scores, or upon certification, copies of mark sheets and
certificates should be submitted to the reporting manager.
TRAINING COST RECOVERY POLICY
Objectives
• Retain within the company the knowledge and skills imparted through training
programs.
• If retention is not possible, ensure that the cost incurred towards imparting
training is recovered so as to be able use the same towards training of other
Employees.
54
Scope
• This policy applies to all Employees who attend a training program / seminar /
certification course towards where the company has invested an amount of
Rs. 15,000/- or more (inclusive of travel, course fee and accommodation
expenses).
Features
• This policy applies to both domestic & overseas training and certification
courses.
• The cost to the Company on account of training will be debited to the
employees account and is refundable if an individual decides to leave the
services of The Company or its associate/group companies within one year of
completion of the training program. The amount the individual shall pay back
to the Company shall be computed as per the table below:
Period of service put in after
completion of program
Training cost
reimbursement required
3 months
6 months
9 months
12 months
100 %
75 %
50 %
Nil
55
Procedure:
• Prior to attending a training program where the cost is above Rs 15,000/-, the
individual shall sign an agreement that in the event of his leaving The
company prior to completion of one years of service post the training
program, the training cost as per above schedule will be paid back to the
company.
• On the individual signing this agreement, his reporting manager shall intimate
HR. HR will inform finance for release of funds & debit the amount to the
individual’s account as training cost.
• On resignation of any individual, accounts will check for training costs debited
against the individual account & recover the costs, if any, as per the schedule
given above.
56
CHAPTER CHAPTER CHAPTER CHAPTER VVVV
DATA ANALYSIS AND DATA ANALYSIS AND DATA ANALYSIS AND DATA ANALYSIS AND
INTERPRETATIONINTERPRETATIONINTERPRETATIONINTERPRETATION
57
DATA ANALYSIS AND INTERPRETATION Interpretation to the questionnaire given to employees 1. How did you come to know about this organization? a. Advertisements b. Friends c. Consultancy
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Advertisements 30 60 2 Friends 5 10 3 Consultancy 15 30 4 TOTAL 50 100
Advertiseme
nt
60%
Friends
10%
Consultancy
30% Advertisement
Friends
Consultancy
58
From the above table 60% of the respondents came to know about the
organization through advertisements, 15% through consultancies and the rest
10% through friends.
2. All departments of the organization are timely reporting to the higher
authorities about manpower required
a. Strongly agree
b. Partly agree
c. Disagree
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Strongly agree 35 70 2 Partly agree 10 20 3 Disagree 5 10 4 TOTAL 50 100
Strongly
agree
70%
Disagree
10%
Partly Agree
20%
Strongly agree
Partly Agree
Disagree
59
From the above table 70% of the respondents strongly agree that all departments
of the organization are timely reporting to the higher authorities about manpower
required, 20% of the respondents partly agree and the rest 10% disagree.
3. My job responsibilities are according to m qualifications and experience.
a. Yes
b. No
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Yes 50 100 2 No - - 3 TOTAL 50 100
Yes
100%
0%
No
0%
Yes
No
From this table it is clear that all then respondents feel that their job
responsibilities are according to their qualifications and experience.
60
4. What do you feel about the selection procedure?
a. Very tough
b. Tough
c. Easy
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Very tough 10 20 2 Tough 10 20 3 Easy 30 60 4 TOTAL 50 100
Very Tough
20%
Easy
60%
Tough
20%
Very Tough
Tough
Easy
61
From the above table 60% of the respondents feel that the selection procedure
followed by the organization is easy, 20% feel it as tough and the remaining 20%
feel it as very tough.
5. How Many rounds you have faced in the selection process?
a. 3
b. 4
C. Above 4
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 3 Rounds 50 100 2 4 Rounds - - 3 Above 4 - - 4 TOTAL 50 100
3 Round
100%
4 Rounds
0%
Above 4
0%
3 Round
4 Rounds
Above 4
From the above table it is clear that all the respondents have faced only three
rounds in the selection process.
62
6. Selection in my organization is based on
a. Experience
b. Expertise
c. Excellence
d. all of the above
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Experience 10 20 2 Expertise 5 10 3 Excellence 5 10 4 All of the above 30 60
TOTAL 50 100
Experience
20%
Expertise
10%
Excellence
10%
All of the
above
60%
Experience
Expertise
Excellence
All of the above
From the above table 60% of the respondents feel that the selection in the
organization is based on all the factors experience, expertise, and excellence.
The 20% of the respondents feel that the selection is based on experience, 10%
63
feel that the selection is based on expertise and the rest 10% feel that it is based
on excellence.
7. In our organization written tests are based on job requirements
a. Yes
b. To some extent
c. No
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Yes 40 80 2 To some extent 10 20 3 No - - 4 TOTAL 50 100
1, 40
1, 10
2, 80%2, 20%0
5
10
15
20
25
30
35
40
45
50
1 2
To Some
Extent
Yes
From the above table 60% of the respondents feel that the written tests
conducted by their organization during the selection process are based on job
requirements.
64
8. Questions asked in the interview session were related to my job
a. Yes
b. To some extent
c. No
SNO RESPONSE NO OF
RESPONDENTS PERCENTAGE
1 Yes 40 80 2 To some extent 10 20 3 No - - 4 TOTAL 50 100
Yes
80%
To some
extent
20%
No
0%Yes
To some extent
No
65
From the above table 80% of the respondents feel that the questions asked in
the interview session were related to the job. The rest 20% of the respondents
feel that the questions asked in the interview session were related to the job.
66
CHAPTCHAPTCHAPTCHAPTER VER VER VER VIIII
CONCLUSION & SUGGESTIONSCONCLUSION & SUGGESTIONSCONCLUSION & SUGGESTIONSCONCLUSION & SUGGESTIONS
67
CONCLUSION & SUGGESTIONS
______________ Limited is the largest producer of Edible Oil & Fats,
Vanaspathi, and Bakery Shortening etc.., amongst the Indian Manufacturers.
The study conducted in ______ to understand the exiting practices of
Human Resource Management Practices in the Organization.
The study reveals that the recruitment and selection practices are
effective in general. The man power planning and function in the organization
into an extent based on job requirement. The employees felt that the concerned
department reports their manpower requirements immediately to the higher
authorities. Employees felt that the job to be interesting and they feel that there is
a clear communication of duties and responsibilities are as per the qualification
and experience.
The employees felt that the recruitment policy is well established and
generally it is through advertisement in most cases and some times through
campus interviews. Almost all the employees agreed that recruitment is based on
merit. The influence of trade union in the recruitment policy is almost absent.
The Employees are Satisfied to an extent with regard to the selection
process. The higher category employees are not satisfied with aspect of
selection process is able to identify training needs, where as the lower category
68
employees are satisfied. The employees felt that questioning pattern in the
selection process is related to the job. There is a mixed response with respect to
written test ability to fulfill job requirements. Higher level employees are satisfied
where as the lower category employees are satisfied on this aspect.
Induction is also given equal importance and employees felt that the
orientation during induction very helpful to them in giving clear idea about the
organization.
Suggestions
The following suggestions are:
1. Managements are plan according to job requirements.
2. Selection procedure shall be based on merit, experience related to job
requirements.
3. Selection shall be based not only on marks obtained, they should also
consider candidates communication skills, behavior, etc.., these are the major
factors which reflects the company well being.
4. Involve lower level people and ask if work load is there.
5. Recruitment shall be base on job responsibilities and experience.
6. Selection policy shall be with in the frame work of organization policy.
69
7. Departmental head should always be in touch with employees to know the job
requirements.
8. Proper training has been given to recruitment person and technical aspects.
9. Conduct written test for his general ability and in the field he/she is concerned
with a good interview.
10. Select people with taking minimum 2 or 3 interviews.
70
BIBLIOGRAPHYBIBLIOGRAPHYBIBLIOGRAPHYBIBLIOGRAPHY
71
BIBLIOGRAPHY
• Decenzo David A. and Robbins Stephen p. (1999), “Human Resource
Management,” Singapore, john wiley and sons (Asia) pte. Ltd.
• Dwividi R.S., (2000) “Managing Human Resource and Personnel
Management”, New Delhi, Ashok Galgotia for Galgotia Publishing
Company.
• Edwin Flippo B., (1984),” Personnel Management,” Singapore, Mc Grow
Hill Book Company.
• Fisher Cynthia D., Schoenfeldt Lyle F. And Shaw James B., (1997),
“Human Resource Management “, Chennai, All India Publishers and
Distributors Regd.
• French Wendell L. (1997), “Human Resource Management,” Chennai, All
India Publishers and Distributors Regd.
• Mcbeath G (2000), “Effective Human Resource Management,” New Delhi,
Blackwell Publishers, U.K.
• Memoria, C.B., (1984), Personnel Management,” Mumbai, Himalaya
publishing house.
• Subba Rao, P (1999), “Human Resource Management and Industrial
Relations,” Mumbai, Himalaya Publishing House.
• Werther William B., Davis Keith (1996), “Human Resource and Personnel
Management,” New York, Mc Graw – Hill Book Company.
72
APPENDIXAPPENDIXAPPENDIXAPPENDIX
73
RECRUITMENT, SELECTION, TRAINING AND DEVELOPMENT
QUESTIONNAIRE FOR EMPLOYEES
1. How did you come to know about this organization? a. Advertisements b. Friends c. Consultancy 2. All departments of the organization are timely reporting to the higher
authorities about manpower required
a. Strongly agree
b. Partly agree
c. Disagree
3. My job responsibilities are according to m qualifications and experience.
a. Yes
b. No
4. What do you feel about the selection procedure?
a. Very tough
b. Tough
c. Easy
74
5. How Many rounds you have faced in the selection process?
a. 3
b. 4
C. Above 4
6. Selection in my organization is based on
a. Experience
b. Expertise
c. Excellence
d. all of the above
7. In our organization written tests are based on job requirements
a. Yes
b. To some extent
c. No
8. Questions asked in the interview session were related to my job
a. Yes
b. To some extent
c. No
75
Induction Flow Chart
Hours of
Work
Time Keeping
Contract of
Employment
Sickness &
Absences
Superannuation
Pay
Procedures
Staff Profile
Sheet
Public
Holidays
Annual Leave
Social
Activities
Locker Rooms,
Toilet Facilities
First Aid
Facilities
Canteen/Lunch
Facilities
Public Transport,
Car Parking
Telephone
Rules
Accident
Procedures
Fire
Extinguishers
Exits
Emergency
Location of
First Aid Kit
Protective
Clothing
General
Housekeeping
Smoking
Regulations
General
Behaviour
Products,
Customers
Business
Overview
Workplace
Tour
Equipment &
Machinery
Security &
Confidentiality
Introduction to
Supervisor
Introduction to
Colleagues
Provide Staff
List
Training,
Culture
Introduction
1) Terms & Conditio
ns of E
mployment:
2) General W
elfa
re:
3) W
orkplace Health
& Safety:
4) Introductio
n to
the Job:
5) T
he J
ob
Itself
ISO
Awareness
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