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A REPORT
ON
RECRUITMENT PROCESS AND COMPETENCY MAPPING
WITH SKILL GAP ANALYSIS
AND
TRAINING NEED IDENTIFICATION OF THE EMPLOYEE’S
EMAMI LTD, ABHOYPUR
BY
SANGEETA CHAKRABORTY
ENROLL. NO. AIM/08/084
ID NO.: 08PMP115176
AIBM, GUWAHATI
RECRUITMENT PROCESS AND COMPETENCY MAPPING
WITH SKILL GAP ANALYSIS
AND
TRAINING NEED IDENTIFACTION OF THE EMPLOYEE’S
OF EMAMI LTD, ABHOYPUR
BY
SANGEETA CHAKRABORTY
In partial fulfillment of the requirements of MBA Program of
Alphia Institute of Business Management, Guwahati
DISTRIBUTION LIST:
1. Ms. Munmi Borah, 2. Tarak Paul.Company Guide, Faculty Guide Asst. HR Officer AIBM, Guwahati
EMAMI LTD, ABHOYPUR
1
DECLARATION:
I do here by declare that I am a student of 2nd semester, MBA in AIBM
Guwahati, session 2008-2010.
This is to state that I have carried out my summer internship work entitled,
“Recruitment Process and competency mapping with skill gap analysis and training
need identification of the employees of EMAMI ltd, Abhoypur.
This project is my own and is not submitted to any other university or institute
for the award of any degree or diploma.
Sangeeta Chakraborty
Enroll. No. AIM 08/ 084
AIBM, Guwahati.
2
ACKNOWLEDGEMENT:
Any acknowledgement requires the effort of many and this work is not different
from the other. Through this I would like to extend my sincere gratitude to all those who
helped me in making my training at EMAMI, Ltd. Abhoypur, a success. I would like to
thanks Mr. P.N. Balakrishna, Sr. General Manager EMAMI Ltd for having such a system in
his organization, where students are given opportunities to learn about their areas of interest
and carry out their internship. I am grateful to him for giving me the opportunity to do so.
I would like to thank Prof. K Deka, Campus Head of Alphia Institute of Business
Management, Guwahati and my faculty guide, for helping me in every possible way in
carrying out the project. He has been a constant source of inspiration for me throughout the
project.
I would like to thanks Ms. Munmi Borah, my company guide for taking out time
out of her busy schedule and helping me in every possible ways to proceed with my work.
She has given a valuable and critical insight into the project without which the work would
have lacked the current substance and findings it contains.
I would like to express my gratitude to Ms. Smritidhara Borua for helping me to have
clear understanding of various concepts which have been very valuable for my work.
I would like to thank Mr. Jitul Deka for his constant support.
I would like to express my deepest and most sincere thanks to Mr. Mahaveer Ranka,
Works Manager for his timely guidance on the technical aspect in preparation of the
competency mapping format.
I would also like to thank all other supportive colleagues for their timely support.
Sangeeta Chakraborty, AIBM, Guwahati . 3
NEED FOR THE STUDY:
In today’s highly competitive market place where the importance of employees
has increased, it is essential to analyze the need for following the policy of “RIGHT
PERSON TO THE RIGHT JOB”.
The study was conducted to find out the novel process of recruitment practiced and
how with the help of competency/ skill mapping training need for the employees can
be identified.
This study will enable the company to identify the in the existing knowledge and
skills of the employees and based on the gap determined they can provide necessary
training for their well being.
Thus a comparative analysis of the competency required for the particular
designation and the present status was necessary.
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Contents Page No.
Certificate
Declaration
Acknowledgement
Table of Contents
List of illustration
Need for the study
PART-I
Abstract
1.Introduction
1.1 Research Objective
1.2 Research Plan
1.3 Limitations of the study
1.4 Scope of the study
1.5Research Methodology
2.About EMAMI Ltd
3.About EMAMI Ltd, Abhoypur
3.1 Policies
3.2 Salient features
3.3 Products Manufactured at the plant
CONTENTS
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25
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Page No.
3.4 Approchases practiced at the plant
3.5 Organogram of Abhoypur plant
PART-II
4. Recruitment Process
4.1 Recruitment process at EMAMI ltd, Abhoypur
4.2 The flow chart showing the Recruitment Process of the EMAMI ltd, Abhoypur.
5. Training of Employee’s
5.1 Different types of training given to the employees at different level.
5.2 Training at EMAMI ltd, Abhoypur
5.3 Flow chart showing the training program of EMAMI ltd, Abhoypur
5.4 Training methods and technique.
6. The need for training need identification
6.1 Competency/ Skill Mapping
PART-III
7. Data collection and analysis
7.1 Identifying training need
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CONTENTS PAGE NO.
DEPARTMENTAL ANALYSIS
HR Department
Stores Department
Production Department
Quality Control Department
Maintenance Department
Comparison between the staffs of the department
Comparison between the staffs and the sub- staff
PART-IV
8. Findings after analysis
9. Recommendation
10. Conclusion
11. Biblography
12.Annexure
HR department’s format
Stores department format
Production department’s format
QC department’s format
Maintenance department’s format
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LIST OF ILLUSTRATION PAGE NO.
Flow chart showing the recruitment process EMAMI
Flow chart showing the training process of EMAMI
Fig 1 Gap identification of HR dept.
Fig 2 Gap identification of Stores dept
Fig 3 Gap identification of Production dept
Fig 4 Gap identification of QC dept
Fig 5 Gap identification of Maintenance dept
Fig6 Pie chart showing gap in the knowledge of staff
Fig 7 Pie chart showing the gap in the essential skill of staff
Fig 8 Pie chart showing the gap in the knowledge of staff & sub – staff
Fig 9 Pie chart showing the gap in the Essential skill of the staff & sub –staff
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ABSTRACT:
Recruitment is the process of identifying that the organization needs to
employ someone up to the point at which application forms for the post have
arrived at the organization. In today’s volatile and competitive market condition,
the importance of employees has increased manifold and their recruitment is the
key aspect of a modern organization.
Modern organizations has to follow the policy “RIGHT JOB TO RIGHT
PERSON” in order to increase overall productivity for that, they have to attract a
pool of skilled and talented person through a novel process of recruitment.
In order to run the organization in an effective and efficient way every
organization has to give training to the employees. Training consists of a range of
processes involved in making sure that job holders have the right skills, knowledge
and attitude required to help the organization to achieve its objectives. It is
essential that any training and development program should contain inputs which
enable participants to gain skills, learn theoretical concepts and help to acquire
vision to look into distant future. In addition to these, there is a need for giving
ethical orientation, emphasis attitudinal changes and stressing decision making and
problem solving abilities.
It is not possible for an organization to give training to the employees without
identifying their need. In identifying the needs of each employee of a particular
designation, competency mapping is done. It is basically a format where it is
mentioned what knowledge and skill a particular designation requires. Based on
the requirement every employee is given certain rating. Rating range starts from 1-
4, after rating, required status is compared with the present status and finally Gap
is identified. This helps in identifying the training need of each employee and
makes the training program successful.
9
1. INTRODUCTION:
The main strength of an organization is its Human resource without
which no organization can run. Recruitment of employee is the key aspect of
modern organization. Recruitment helps in increasing the overall productivity if
done in a proper way. This can be done only by attracting a pool of skilled and
talented person through a novel process of recruitment. Recruitment is the first
contract a company has with potential employee. Next to recruitment selection of
qualified and competent people is done. After an applicant has been hired, he/she is
oriented and finally placed on the job. Simply by doing so an organization cannot
run smoothly. In order to run in an efficient way the employees should be imparted
training from time to time.
Training and development program constitute the inputs which enable
the participants to gain skills, learn theoretical concepts and help to acquire vision
to look forward. To make a successful training program, need for training should
be identified first and based on that need training should be given. An added
advantage of this inclusive approach is that it heightens employee’s awareness of
their learning needs and helps into break down any resistance to learning new skill.
The purpose of the report is study about the recruitment process in
EMAMI Ltd, Abhoypur and how after recruiting with the help of competency
mapping the company can find out the GAP in the knowledge and the skill set
required for each designation. Based on the GAP identified training need can be
determined. This will enable the company in retaining the best people in the
organization and developing those who are below the efficiency level, which in
turn will increase the productivity of the plant. Such identification is helpful in
times of cost cutting, where limited training resource is used to close the critical
competency gaps that prevent the companies from meeting business objective. 10
The Abhoypur unit is a completely new plant. It was incorporated in the year 2007
and started its commercial production from July 2008. This unit gives special
emphasis in hygienic operation and employees training. There are 39 nos. of staff
and 25 nos. of non-staff including 250 contractual workers working at present. But
till date all training that are given to the staff, non- staff and workers are given by
preparing a yearly training calendar. No need based training has been given till
date. By this project training need of each employee will be identified based on
which training will be given. This will remove the performance deficiencies in
employee’s which will make the employees versatile in operation.
1.1 RESARCH OBJECTIVE:
The main purpose of the project is to highlight the process of recruitment and
competency mapping with skill gap analysis and training need identification of each
employee of EMAMI LTD, Abhoypur, one of the leading manufacturing companies. The
main base of the project covers the following points-
To find out the overall recruitment process of EMAMI Ltd, Abhoypur.
To find out the knowledge required for each designation.
To find out the type of skill set required for each department designation.
To find out the skill gap of each employee by comparing the required
level of knowledge and skill with the present status.
To find out the required need based training of each employee.
To find out the methods and techniques of training they use to fulfill the
need.
To find out the different kind of training given to the workers, supervisors,
managers and executive.
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1.2RESARCH PLAN:
The research plan is developed to fulfill the objective of the study and is
briefly explained below-
Preliminary research has been initially carried out to know about
recruitment process, training program and competency / skill mapping.
Primary data was collected from all the departments to know about the
knowledge and skill required for each designation.
Competency/ skill mapping format was so design with the data
collected.
The data so collected are so processed and analyze and interpretation
are made based on the data.
Finally some conclusions were drawn out and suggestions forwarded.
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1.3 LIMITATIONS OF THE STUDY:
The study has the following limitations:-
1. In carrying out this project there are certain guidelines which has to be abide by and there are also certain information which the company officials are not keen to reveal as they are confidential.
2. Due to recession the recruitment process of the company is closed as such the current recruitment process cannot be ascertained. The project covers only the information collected by interacting with the HR officer and by studying the HR manual.
3. The ratings to be given are fixed by the company.4. As it is a new organization there is lack of already kept data due to
which some problems will be faced. 5. Due to the busy schedule of the officials data cannot be collected on
time.
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1.4 SCOPE OF THE STUDY:
Knowledge would be gained regarding the process of recruitment the
company is practicing and the different kinds of knowledge and skill a department
requires.
The particular knowledge and skill a designation requires what exactly they
have would be explored. Different department requires different knowledge and skill
for different designation.
The company will get the information regarding the gap in their employee’s
present status on the basis of analysis findings and recommendation will be put
forward.
Thus the study on this topic at EMAMI ltd, Abhoypur would be a kind of
feedback to the organization which will help the organization in fraiming necessary
training.
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1.5 RESARCH METHODOLOGY:
For carrying out the project work the proposed methodology used are
both primary and secondary method of data collection. In regard to primary data,
competency mapping for each department is prepared based on which competency
of staff and non-staff is analyzed by comparing their present status and the
required. Comparing the present status and the required level of knowledge and
skill the gap is determined; depending on that gap training need of each employee
is identified. The competency mapping for the different level of employee is
collected personally. Approval of the format is taken from the unit head.
The process of recruitment followed by the company is collected by interacting
with the HR officer. As regard to secondary data, various websites and reference
from different books and by reading the HR manual will be taken. A careful
observation is done while collecting information from both the source.
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15
PART-II
16
ABOUT EMAMI LIMITED:
The inception of Emami Group took place in mid seventies when the
two childhood friend Mr.R.s Agarwal and R.S. Goenka left their high profile jobs
with Birla group to set up Kemo Chemicals, an Ayurvedic medicine and cosmetic
manufacturing unit in Kolkata in 1974.It was an extremely bold step during that
time when the Indian FMCG market was dominated by the multinationals.
Emami Limited is one of the fastest growing Ayurveda-focused,
health, beauty and personal care product companies in India today. It is in the field
of manufacturing a wide variety of such products since over 25 years with
continual improvement in quality performances.
The company has its branches in many states of India, viz, Mumbai,
Chennai, New Delhi, Guwahati, Himachal Pradesh and Pondicherry, etc. Emami
Limited is one of the fastest growing ayurveda-focused, health, beauty and
personal care product manufacturing companies in India today. For over 25 years
they are in this field. The Emami group strives for continual improvement in their
continual quality performance. Headquarter of Emami ltd. is at Kolkata.
Manufacturing plants of EMAMI are at Kolkata, Guwahati and Pondicherry with
the manufacturing facilities GMP and ISO 9001:2000 certifications. The total area
of the headquarter is 1,36,800 sq ft with a built up area of 102174 sq ft.
In order to bring in complete retail focus to the business through direct
reach and distribution, the Company has undertaken an aggressive plan to identify
Focus Sates in the country. The objective behind this is to increase strong numeric
distribution, reduce dependency on wholesale, initiate extensive BTL activities,
strengthen rural coverage and introduce smart sales force to counter any
competition. 17
Emami covers all the states with 28 depots across India and enjoys a wide
distribution network comprising 2700+ distributors and a direct coverage of 4 lacs
outlets and over 2100 modern retail outlets. Emami’s footprint is extended across
60 countries which comprised a cluster of countries of the SAARC, Gulf, African,
European and CIS country.
MISSION OF EMAMI LIMITED:
To contribute whole heartedly towards the environment and society integrating
all our stakeholders into the Emami family
To make Emami synonymous with natural beauty and health in the consumers
mind
To effectively manage talents by building a learning organization
To strengthen and foster in the employees, strong emotive feelings of oneness
with the company through commitment to their future
To drive growth through quality and innovation in products and services.
Page19
To uphold the principles of corporate governance.
CORE VALUES OF THE COMPANY:
Commitment and loyalty to institutional values and principles.
Integrity.
Customer orientation.
Leadership and innovation.
Attention to detail.
Team work and team environment.
Simple living and high thinking.
Social responsibility
Environmental safety. 18
THE REMARKABLE YEARS OF EMAMI LTD
Year 1984- Ten years after commencement of the company, it launched their first
flagship brand Boroplus Antiseptic Cream under the Himani umbrella in 1984.
Many additional brands followed Boroplus including Boroplus Prickly Heat
Powder which came as a brand extension of the mother brand. The next flagship
brand of the company Navratna Cool Oil came in the nineties under the Himani
Umbrella and the second factory was opened at Pondicherry to expand production.
Year 1998- Emami Ltd was merged with Himani Ltd and its name was changed to
Emami Ltd as per fresh certificate of incorporation dated September1, 1998.
Year 2000- with a view to concentrate on its core FMCG business, Emami’s
investment undertaking was demerged and Pan Emami Cosmed Ltd. issued its
fully paid up shares to shareholders of Emami in the ratio of 1:1. In 2003 a new
factory unit was set up at Amingaon, Guwahati. A Public Issue of 50 lacs Equity
Shares of Rs2/- each at a price of Rs. 70 followed in 2005. The issue was
oversubscribed within few seconds of its opening with an overall over subscription
of 36 times of the issue size.
Year 2005- In 2005 Emami created a marketing history in India by launching Fair
and Handsome, the first fairness cream for men.
Year 2006- The Company decided to introduce a Health Care Division and a
number of new brands of Ayurvedic OTC medicines. In this year J B Marketing &
Finance Ltd., the erstwhile marketing company of the Emami Group merged with
Emami Ltd. and the total turnover of Emami including sales in domestic and
export market stood at Rs 516 crores at the end of the fiscal year 2006-07.
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Within three decades, the company has grown into a huge Rs. 600 crore Emami Ltd under the flagship company of the Rs.1600 crore Emami Group.
Today, Emami Limited is lead by Mr. R S Agarwal and Mr. R S Goenka
with the help of the second generation Promoter Directors from the two families.
Qualified and dedicated set of professionals run the day to day operations of the
company. Recently a new corporate office “Emami Tower” has been added to the
history of the company which houses Emami Limited as well as all the other
Group companies in Kolkata.
EMAMI ltd. installed SAP across their factories and offices for quicker
information access and decision making. They strengthened their packaging, re-in
forced marketing and branding in the GEC countries.
A presence in every house, a re-call in every mind – “GHAR GHAR MEIN
EMAMI”- has been their driving inspiration since the inception The Emami has a
portfolio of over 20 products. These products are manufactured from selective and
effective ayurvedic, natural and herbal ingredients. The product of Emami is created
for users in India and abroad. The frontline and bottom line products of Emami are-
20
PROPOSED LAUNCHES:
EMAMI Ltd proposed to launch the following products in the coming years-
Oral care
Baby care
Hair Care
New Skin Care
Food Product Innovations
21
EMAMI group is involved in various kinds of group activities. The following figure shows the name of the group activities of EMAMI and the name of the places where they are situated-
The Social Response of the EMAMI:
As a responsible corporate citizen, Emami continues to invest in socially meaningful projects in West Bengal and adjoining states. As a part of company’s Corporate Social Responsibility Emami has devised various “Self Employment” schemes like “Emami Mobile Traders” and “Small Village Shops” schemes for the rural unemployment youth.
22
EMAMI LIMITED, ABHOYPUR
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The Abhoypur project of EMAMI ltd was started in the month of September
2007 and commercial production was started from July 2008.
The state of art unit is located near IIT, Guwahati. It has a built up area of
12725 sq. meters in a land area of 46840 sq. meters. The surroundings of the unit is
covered with gardens.
The unit has facilities for manufacturing various health care products like
creams, lotion and ointment. The manufacturing capacity of cream, lotion and
ointment are-
PRODUCTS TPA Lac DOZENS
Cream 5400 240
Lotion 1800 050
Ointment 900 050
Total 8100 340
The unit has scopes for expansion in terms of volumes and additional
products. The unit gives special emphasis for hygienic operations and workers
training. ISO, GMP and TPM certification process starts from 2009.
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3.1 POLICIES
QUALITY POLICY:
The quality policy of the unit is to produce and sell products of consistent quality, meeting specified pack performance quality level to enhance consumers and complying all legal requirements with commitment.
The unit monitors and carefully assesses the complaints inorder to minimize their incidence by educating its employees and strive for continual improvement with involvement of employees.
SAFETY POLICY:
Emami Limited, Abhoypur, adopt the design and development of processes and plants which are proven to be safe and free from risk to health and document the means by which assigned hazardous processes are controlled.
The unit operates and maintains processes and plant as per the approved design and safety criteria throughout their working life so as to prevent or minimize hazards.
This unit manufactures and dispatches only those products which are cleared to be safe in use by competent authorities.
They ensure adequate resources are provided and available to facilitate safe manufacturing practices.
The company provides adequate training and necessary hardware to its employees to carry out the processes safety as per the design criteria and also strive for improvement in safety standards.
25
ENVIRONMENTAL POLICY:
The Abhoypur unit follows environmental safety standards which are
scientifically sustainable and commonly acceptable in all the processes employed
at the factory.
They monitor and review the environmental impact caused by factory
processes and products and strive for continuous improvement of the same in a
conscious manner.
The unit co-operate with members of industry, govt. agencies, environmental
bodies to promote achievements of high standards of environmental care.
3.2 SALIENT FEATURES:
There are many features of the unit among which the few of them are mentioned below-
World class manufacturing norms compliance in building, manufacturing and
packaging practices to build product quality.
More than 85% employees from local area.
Advanced firefighting system is available which is unique for Guwahati.
Aqua guard pure drinking water availability.
Music system in packaging area to improve energy level by using specific mantra
and cosmic sound.
SAP implementation from very first day of commercial production.
Proper first aid facility and trained first aid personnel available.
Imported pouch filling and flow wrapping m/c having output of 2400.
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3.3 PRODUCTS MANUFACTURED:
EMAMI Ltd. has over 20 product portfolio out of these huge range of
product portfolio the Abhoypur unit manufacture four products. The products
manufactured at the Abhoypur unit are-
Himani Boro plus healthy skin antiseptic cream.
EMAMI mentho plus blam.
Himami Boro plus healthy skin body lotion.
EMAMI fair and Handsome.
27
3.4APPROACHES PRACTISE AT ABHOYPUR PLANT:
WCM (WORLD CLASS MANAGEMENT) - Under WCM there is 5 -S
technique. Out of 5-S at present 3-S are practiced at the plant. It is a cost and time
saving approach. It is the main basis for TPM.
5-S practice is a technique used to establish and maintain quality environment in
the organization. The name stands for five Japanese words-
Seiri
Seiton
Seiso
Sieketsu
Shitsuke
Seiri: Sort out items and discard the unnecessary
Check :
1. Do you find items scattered in your workplace.
2. Are there boxes, papers and other items left in a disorganized manner?
3. Are there equipments and tools placed on the floor?
4. Are all items sorted out and placed in designated spots.
5. Are the tools properly sorted? 28
Seiton : Arrange a place for everything. Everything is in its place.
Check :
1. Are passages and storage places clearly indicated?
2. Are commonly used tools separated from those seldom used?
3. Are containers and boxes stacked up properly?
4. Are fire extinguishers and hydrants readily accessible?
5. Are there grooves, cracks or bumps on the floor which hinder work or safety?
Seiso : Clean your workplace thoroughly
Check :
1. Are the floor surfaces dirty?
2. Are machines and equipment dirty?
3. Are wires and pipes dirty or stained?
4. Are machine nozzles dirty by lubricants and inks?
5. Are shades, light bulbs and light reflectors dirty?
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Seiketsu : Maintain a standard.
Check :
1. Is any one’s uniform dirty and untidy?
2. Are there sufficient lights?
3. Is the noise or heat at your workplace causing discomfort?
4. Is the roof leaking?
5. Do people eat at designated places only?
Shitsuke : Train people to be disciplined
Check :
1. Are regular 5 - S checks conducted?
2. Do people clean up without reminders?
3. Do people follow rules and instructions?
4. Do people wear their uniforms and safety gears properly?
5. Do people assemble on time?
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JAPANESE TERM ENGLISH MEANING EQUIVALENT “S”
TERM
Seiri Organization Sort
Seiton Tidiness Systematize
Seiso Cleaning Sweep
Seiketsu Standardization Standardize
Shitsuke Discipline Self- discipline
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TPM (TOTAL PRODUCTIVITY MANAGEMENT):
Total Productive Maintenance (TPM) is a maintenance program which
involves a newly defined concept for maintaining plants and equipment. The goal
of the TPM program is to increase production, reduce cost & wastage at the same
time, increasing employee skill, morale and job satisfaction.
TARGET OF TPM :
• P: Increase overall productivity and OEE
• Q: Increase product quality and reduce customer complaints.
• C: Reduce cost
• D: Achieve 100% success in delivering the goods as required by the customer.
• S: Maintain a safe working environment.
• M: Increase the moral of workforce by training & develop Multi-skilled and
flexible workforce.
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BENEFITS OF TPM :
Increase productivity.
Rectify customer complaint.
Reduce manufacturing cost.
Satisfy the customer need.
Reduce accidents.
Follow pollution control measure.
The pillars of TPM are-
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JISHU HOZEN:
This pillar is geared towards developing operators to be able to take care of
small maintenance tasks, thus freeing up the skilled maintenance people to spend
more time on more value added activity and technical repairs.
KOBETSU KAIZEN :
"Kai" means change, and "Zen" means good (for the better). Basically
kaizen is for small improvements, but carried out on a continual basis and involve
all people in the organization. This pillar is aimed at reducing losses in the
workplace that affect our efficiencies. By using a detailed and thorough procedure
we eliminate losses in a systematic method using various Kaizen tools.
PLANNED MAINTENANCE:
It is aimed to have trouble free machines and equipments producing defect
free products for total customer satisfaction.
QUALITY MAINTENANCE:
It is aimed towards customer delight through highest quality through defect
free manufacturing. Focus is on eliminating non-conformances in a systematic
manner, QM activities is to set equipment conditions that preclude quality defects,
based on the basic concept of maintaining perfect equipment to maintain perfect
quality of products .
34
EDUCATION & TRAINING :
It is aimed to have multi-skilled revitalized employees whose morale is high
and who has eager to come to work and perform all required functions effectively
and independently. Education is given to operators to upgrade their skill.
OFFICE TPM:
Office TPM should be started after activating four other pillars of TPM (JH,
KK, QM, PM). Office TPM must be followed to improve productivity, efficiency
in the administrative functions and identify and eliminate losses. This includes
analyzing processes and procedures towards increased office automation.
SAFETY, HEALTH AND ENVIRONMENT:
In this area focus is on to create a safe workplace and a surrounding area that
is not damaged by our process or procedures. This pillar will play an active role in
each of the other pillars on a regular basis.
36
PART-II
37
4. Recruitment Process:
The main strength of any organization lies in its human resource. It is
essential for an organization to take proper care while selecting people as they are
the main pillar. In today’s volatile and competitive market, the importance of
employee has increased manifold and their recruitment is the most important
aspect of modern organization.
Sources governing recruitment may be broadly divided as internal and
external. The nature and extent of recruitment program depends on a number of
factors, including the skills required, the state of the labor market, general
economic conditions and the image of the employer.
Modern organizations has to follow the policy of “RIGHT PERSON
FOR THE RIGHTJOB” and for that, they have to make a pool of skilled and
talented person through a novel process of recruitment.
It is a fact that while huge pool of talented workforce is available,
different corporate adopt different selection criteria to actually bring people in
board. The real challenges for an HR professional lies in attracting the suitable
candidates, conducting recruitment drive and selecting the most deserving
candidate. Companies always look forward to what best use the resource can be
put to. Most of the organization has started outsourcing the entire gamut of
recruitment to various recruitment and consultancy firm, technically known as
executive search firm. Different organization has different recruitment process,
which brings it the desired quantity and quality of manpower at minimum possible
cost.
38
4.1 REQUITMENT PROCESS AT EMAMI LTD, ABHOYPUR:
The recruitment process at EMAMI, Abhoypur is closed at present. As the
entire world is passing through a recessionary phase every organizations motive is
to curtail their expenditure and for that many organizations are either reducing
their man power or trying to adjust with the existing employee’s. Same is the case
withthe Emami Ltd, Abhoypur, they are adjusting with the existing employees.
Recruitment involves a cost and at present day market situation it is not possible to
bear the cost. The process of recruitment which is followed at this unit of Emami
includes the following steps-
1. When need for recruitment arise in any department, the departmental
head informs it to the HR department. Then the HR department after getting proper
approval, collects the CV’s from the following sources-
a) Company Data Bank
b) Advertisement in the news paper.
c) Employee referral.
d) Employment exchange.
e) Consultancy.
COMPANY DATA BANK
When the company desires a particular employee type of employee, job-
specification and requirements, they are matched against the resume data stored.
The output is a set of resumes for individuals who meet the requirement. The
company uses this source most of the time.
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ADVERTISEMENT IN THE NEWSPAPER:
Advertisement is one of the most popular sources used when the
organization desire to communicate to the public that it has a vacancy. EMAMI ltd,
prefer “The Assam Tribune” and other local newspapers for the post to be
advertised. Company does use Employment news for the advertisement.
EMPLOYEE REFERRAL: The company sometimes also takes the reference from the existing employees for recruitment.
EMPLOYMENT EXCHANGE:
Public employment exchanges are an important source of recruitment from
outside. Job seekers get their names registered in these exchanges. Employment exchanges
keep in touch with the employers. At the request of the employers names of person from the
list of those registered having requisite qualifications are sent for consideration.
CONSULTANCY:
EMAMI LTD invites people for interview through various consultancies. The
company has tie up with various consultancies.
40
2. In the second phase those shortlisted candidates are called for the interview.
When the interviewee comes for the interview they are given an application form
to fill up before they sit for the interview. The application form contains the
following thing- personal details, educational details, experience if any, expected
salary etc.
3. The applicant appears for the interview. In the interview panel there are three
persons – HR, Domain specialist and the HOD of the department for which
interview is conducted.
4. When the interview session is over feedback of the interviewer is collected by
the HR.
5. If the candidate is suitable than he or she is again calls for the final round of
interview with SGM/DGM/Works Manager & after Salary negotiation,
candidate get selected.
6. Finally an offer letter is given to the candidate.
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4.2This is shown by the flow chart given below:
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TRAINING OF EMPLOYEES:
Vacancy arises
(In Any Dept)
Input Process Output
INPUT PROCESS
OUTPUT
Candidate selected
Short listing of CV (Through Databank/Consultancy/according to the desired qualification.)
Fixing Interview Dates
Interview Conducted
Approval from GM
Date of Joining is fixed
Short listed CV’s are shown to GM
Offer Letter issuance
Every organization needs to have well trained and experienced people to
perform the activities that have to be done. If the current or potential job occupant
can meet this requirement, training is not important. But when this is not the case,
it is necessary to raise the skill levels and increase the versatility and adaptability
of employees. Inadequate job performance or a decline in productivity or changes
resulting out of job redesigning or a technological breakthrough requires some type
of training and development efforts. As the job become more complex, the
importance of employee development also increases. In a rapidly changing
society, employee training and development are not only an activity that is
desirable but also an activity that an organization must commit resources to if it is
to maintain a viable and knowledgeable workforce. Training is a process of
learning a sequence of programmed behavior. It attempts to improve the
performance on the current job or prepare for an intended job. The basic purpose
for which training is given -
To increase productivity.
To improve quality.
To help a company fulfill its future personnel needs.
To improve organizational climate.
To improve health and safety.
Obsolescence prevention
Personal growth. 43
DIFFERENT TYPES OF TRAINING GIVEN TO THE EMPLOYEES AT DIFFERENT LEVEL:
Employees at different levels require training of different kinds. Unskilled workers require training in improved methods of handling machines and materials to reduce the cost of production and waste to do the job in a most economical way. Such employees are given training on the job itself; and training is given by immediate superiors.
Semi-skilled workers require training to cope with the requirements of an industry arising out of the adoption of mechanization, rationalization and technical processes. These employees are given training either in their own sections or departments, or segregated training shops where machines and other facilities are usually available. Training method include instruction in several semi-skilled operations.
Skilled workers are given training in highly sophisticated skills- as in drilling planning and host of other industrial jobs and operations.
Besides the above type of employees, others, that is the staff require training in their particular field.
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TRAINING AT EMAMI LIMITED ABHOYPUR:
Training is the corner stone of sound management, for it makes employees
more effective and productive. It is an integral part of the whole management
program. Training is a practical and vital necessity because it enables employees
to develop and rise within the organization and increase their market value, earning
power and job security. Training heightens the morale of the employees, for it
helps in reducing dissatisfaction, complaints, grievances and absenteeism, reduces
the rate of turnover. Further, trained employees make a better and economical use
of materials and equipment; therefore wastage and spoilage are lessened and the
need for constant supervision is reduced.
The Abhoypur plant conducts training for staff, non- staff and the
workers. Various kinds of functional and motivational training programs are
conducted. Different kinds of training are given for employees at different level.
The unit conducts the following kinds of training-
Internal Training
External Training
ON-The –Job Training
Off-The-Job Training
At present training at this unit is provided by preparing a general training
calendar for the whole year based on which training is given to the employees at
different levels.
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INTERNAL TRAINING:
The training calendar includes training like-
Fire fighting and disaster management.
Training on all the machines.
Work place behavior.
Analysis of ETP water.
Machine maintenance.
Micro.
TPM awareness.
Electrical.
Stress management.
Wastage minimization.
QC Packaging Material.
Good Manufacturing Process.
Sanitization Process.
After giving training on the required topic, feedback is taken from the
trainee. If the feedback report shows that the trainees are not satisfied than the
training is again repeated. Training on the desired topic is given by the expert in
that particular field. Sometimes training is also given if the HOD of any particular
department finds that the departmental staff requires training on any particular
area. 46
EXTERNAL TRAINING:
The external training programs were imparted by the experts. For giving
external training the company has tie up with different organizations, viz, Reforms-
Prayas, CBWE (Central Board of Workers Education), NPC (National Productivity
Council). The outdoor training is conducted through informal camping trips. The
areas where external training are given-WCM, TPM, Clean Development
mechanism, Leadership grid, Operation and Maintenance, among others, focusing
on the softer aspect of professional growth aligned with organizational goals.
Spiritual training – Brahmakumari’s session are conducted to facilitated
stress management and work life balance. Informal coaching helps the company
understand employees with greater clarity, leading to better inter-personal
workplace relationships.
On- The-Job Training:
On –the- training means giving training as a part of everyday job activity. In
case of on- the-job training whenever a new employee joins he/she is given
training.
Off- The- Job Training:
Off-the-job training means that training is not a part of everyday job activity.
The unit give off-the –job training to the employees in the company headquarter.
The company bears the expense of training.
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DETERMINATION OF TRAINING &/OR OTHER REQUIREMENT OF THE PERSONNEL
48
5.4 TRAINING METHODS/ TECHNIQUES:
The forms and the types of employee training methods are interred-
related. It is difficult to say which of the methods or combination of methods is
more useful than the other. In fact, methods are multifaceted in scope and
Training need Identification by
HOD/Competency mapping/General Training Calendar
Arrangement of Training
Training on required topic
FeedbackTraining
Schedule/Faculty/Method
Skilled & efficient Employee
INPUT PROCESS
OUTPUT
dimension and each is suitable for a particular situation. The best technique for one
situation may not be best for different groups or tasks. Care must be taken in
adopting the technique/ method to provide motivation to the trainee to improve job
performance, develop willingness to change, provide for the trainees active
participation in the learning process, provide knowledge of result about attempts to
improve ( i.e feedback ) and permit practice where appropriate.
Training techniques used in EMAMI Ltd, Abhoypur - The unit at
present uses the following techniques for giving training to the employees at
different levels-
Verbal Training.
Training given through PowerPoint.
Training given by using Blackboard.
Interactive session.
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6.THE NEED FOR TRAINING NEED IDENTIFICATION
A successful training program presumes that sufficient care has been taken to discover areas in which it is needed most and to create the necessary environment for its conduct. But till date no training need identification has been done. As training programs are very costly affair, and time consuming process. In order to make an effective training program a proper need based analysis should be
done to cover up the gaps. The most important step is to make a thorough analysis of the entire organization, its operations and manpower resource available in order to find out “the trouble spot” where training may be need.
For the purpose of identifying the need for training for the staff and non-staff (operators/ fitter) of the unit COMPETENCY/ SKILL GAP MAPPING is done. This map will help in identifying the gap. Competency mapping is done for the staff and skill map is done for the non- staff.
Among the 8 pillars of TPM there is one pillar name Education & Training. Competency/ skill mapping comes under this pillar. The main motive of carrying out competency mapping is to make all levels of employees effective and efficient in their designated job, which is beneficial for them as well as the organization. The format used for the mapping is prepared as per the requirement of TPM.
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6.1COMPETENCY/ SKILL MAPPING:
Competency / Skill mapping is a format which contains what particular
knowledge, skill and attitudes of the incumbent in each position requires and
determines what knowledge, skill and attitudes he must acquire and what
alterations in his behavior he must make if he is to contribute satisfactorily to the
attainment of organizational objectives.
The format contains three categories that are Major, Medium and Minor.
This categorization makes the format very specific. Based on the requirement
every employee is given rating. The range of rating starts from 1-4.
The rating level indicates-
Level 1-Knows nothing.
Level2- Knows either theory or practical.
Level3- Knows both theory and practical.
Level4-Knows all the above and can train others.
Then the required rating is compared with the rating obtained by the
employees. This is done to find out the gap in the present status and the desired.
Identification of gap makes it easy to determine the training need.
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PART-III
52
7. DATA COLLECTION AND DATA ANALYSIS :
PROCEDURE USED FOR PREPARING THE FORMAT
Approval of the format is taken from the unit head. After finalizing
the format, the knowledge and the skill a particular designation requires in each
department is collected by analyzing the employees personally. There are 5
department in the organization out which 4 departments are taken for preparing
competency mapping and one department is taken for skill mapping. A prior
appointment was taken over phone and date was fixed up before visiting the
department. Then after preparing a final format, it was distributed to respective
department. Ratings for the employees were given by the concerned head. Final
analysis was done after all ratings are given.
Competency mapping is done for departments HR, Store, Production,
Quality Control and skill mapping is done for Maintenance department. From
the Maintenance department operators and fitters are selected. From a
total of 31 operators and fitters skill mapping is done for 10 nos. of
operators/ fitters.
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7.1 IDENTIFING THE TRAINING NEED :
The areas where the organization needs to improve their capabilities most
is an important step in any change effort. Such a skill is helpful particularly in
times of cost cutting –where limited resources must be used to the critical
competency gaps that prevent companies from meeting business objective.
However many training programs don’t yield the desired results. The reason
for this is that they are often launched without the sufficient knowledge of where
the gaps in the employee skill exist. A good way to pinpoint these learning needs is
to survey employees department wise and evaluate the current skill levels of the
staff and the sub- staff and estimate the skill level they must reach in order to be
successful. An added advantage of this inclusive approach is that it will heightens
employees awareness of their learning need and break down any resistance to
learning new skills.
The following pages show the training need identification department wise.
This is shown with the help of bar diagrams. For the preparation of the format the
54
HR DEPARTMENT
No. of employees in the department- 3. The competency mapping
for the 3 employees is done. The below mentioned bar diagram is used
to show the gap in the present status of the employees of the department.
The format used for the analysis is attached in the Annexure-1.
Fig-1
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INFERENCE:
The bar diagram shows that there is gap in all the criteria. That is,
required for the existing designation. If we have a look at the bar diagram we find
that gap in the Knowledge is 16.67%, Essential skill is- 12.5%, Govt. norms is-
11.77%, General HR functions is 15.71%, Payroll is 12.7% and other process is
21.62%. These gap % are obtained after comparing the required and the present
status
Now by coopering all the percentage of gaps it is found out that
maximum gaps are in-
OTHER PROCESS – Medical, Leave and travel allowances, bonus & HPF.
KNOWLEDGE- About the company & domain knowledge.
GENERAL HR FUNCTIONS.
The gap in the Payroll and Essential skill is almost same. There exist a little
difference between them. The gap in Pay roll is more than Essential skill.
Now the organization should frame proper training for fulfilling those gaps.
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STORE DEPARTMENT:
No. of employees in the department- 4. The competency mapping for
all the staff in the department is done. The following bar diagram is used
for showing the level of gap in the employees of the department. The
format used for the analysis is attached in the Annexure -2.
Fig -2
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INFERENCE:
The bar diagram drawn for the stores department clearly shows the
areas where the employees of the department requires training. The employees of
the department require training in all most all the criteria. The gaps the various
criteria are- Knowledge 37.5%, Essential skill 31.04 %, Inward Material Handling
31.9%, Storage 37.5, Dispensing 43.25%, Control 19.24%, Other process 31.58%.
These gap % are obtained after comparing the required and the present status.
The detailed observation of the gap percentage shows that maximum
gap areas are-
Dispensing
Storage
Knowledge
Other Process
Inward material handling
Now the organization should frame proper training for fulfilling those
gaps.
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PRODUCTION DEPARTMENT
No. of employees in the department-8. Out of this the competency mapping for the
production supervisors are done. There are 5 production supervisors in the
department. The general format that is used for the Production department is
attached in Annexure-3
Fig -3
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INFERENCE:
The bar diagram for the production department shows that the supervisors
have no gap in the knowledge criteria. They have gap in Essential skill, Technical
skill and other general process. The gap for Essential skill is 18.98% and technical
skill and other general process is 18.71%. These gap % are obtained after
comparing the required and the present status
By giving training in these two areas will make the supervisors perfect in
their job. The organization should now frame a proper training program for the
production supervisors.
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QUALITY CONTROL DEPARTMENT
No. of employees in the department - 5. The competency mapping for the
staff is shown with the help of the bar diagram. The format used for this
department is attached in Annexure -4. These gap % are obtained after comparing
the required and the present status
KNOWLEDGE ESSENTIAL SKILL TECHNICAL SKILL
Fig -4
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INFERENCE:
The bar diagram shows that the employees of the Quality Control
department requires training in both –
.Essential skills and
.Technical skill
But the requirement of training is most in essential skill. As the gap in this
area is 12.73%. This is the maximum gap in this department. The organization
should frame a proper training program for the employees of the department.
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SUB- STAFF
(MAINTENANCE DEPARTMENT)
The skill mapping for the sub- staff (operators / fitters) is done. Out of
31 nos. of sub-staff the skill mapping for 10 is done. For the sub- staff Skill
mapping is done as they require only technical skill for their job. The format used
for doing skill map is attached in Annexure -5.
Fig-5
1- KNOWLEDGE
2- ESSENTIAL SKILL, 3-TECHNICAL SKILL
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INFERENCE:
The bar diagram shows that the sub- staff requires training in all the
criteria. None of them are fully efficient in performing their job. The figure clearly
depicts the gap in the present status of the employees. The gap identified in the
following areas is as such-Knowledge-39.29%, Essential skill-26.57%, Technical
skill- 33.92%. These gap % are obtained after comparing the required and the
present status .
Analyzing the gap percentage shows that the sub-staff requires training
mostly in-
Essential Skill
Technical Skill
The organization should now frame training program accordingly to make
the sub-staff more efficient.
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DEPARTMENTAL COMPARISON: (Staff)
For the purpose of comparison among the staffs two common criteria
(knowledge & essential skill) from the competency mapping format for the 4
departments (HR, Store, QC and Production) were taken. It shows which
department’s employee has more gaps in their present status for the above
mentioned two criteria. This comparison is shown diagrammatically with the help
of a pie diagram.
NAME OF THE DEPARTMENT
KNOWLEDGE ESSENTIAL SKILL
HR DEPARTMENT 16.67% 12.5%
STORE DEPARTMENT 37.5% 31.04%
PRODUCTION DEPARTMENT
0 18.98%
QUALITY CONTROL 0 12.73%
N.B- The % used is written after calculating the mediums required. These
gap % are obtained after comparing the required and the present status .
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PIE CHART DEPICTING THE GAP IN THE KNOWLEDGE LEVEL OF THE STAFFS OF THE DEPARTMENTS:
Fig-6
INFERENCE:
The fig clearly shows that
The employees of the HR dept. has 16.7% gap in the Knowledge.
The employees of the store dept has 37.5% gap
There is no gap in the employees of production & QC dept.
These gap % are obtained after comparing the required and the
present .The need for training is more in the employees of the store dept as the gap
in the employees of the store is maximum.
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PIE CHART DEPICTING THE GAP IN THE ESSENTIAL SKILL AMONG THE STAFFS OF THE DEPARTMENT:
Fig-7
1-HR dept, 2- Store dept, 3- Production dept, 4-QC dept.
INFERENCE:
The employees of the HR dept has a gap of 12.5%
The employees of the Store dept has a gap 31.04%
The employees of the Production dept has a gap of 18.98%
The employees of the QC department has a gap of 12.73%
Training is required in all the departments but the maximum
requirement is in Store and Production. As the level of gap is more in these two
departments.
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COMPARISON BETWEEN THE STAFF AND SUB-STAFF
As the requirement of Knowledge and Essential skill is same for both the
staff and the sub- staff so for the purpose of comparison between them these two
criteria is selected from the competency/ skill mapping format. It shows among
these two levels of employee which level requires more training. This is shown
diagrammatically with the help of pie chart. Number of staff -17 & sub-staff- 10.
These gap % are ob tained after comparing the required and the present status .
CRITERIA FOR COMPARISON
STAFF SUB-STAFF
KNOWLEDGE 54.17% 39.29%
ESSENTIAL SKILL 75.25% 26.57
The pie chart is shown in the following page-
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PIE CHART DEPICTING THE LEVEL OF GAP IN KNOWLEDGE AMONG THE STAFF & THE SUB-STAFF:
Fig-8
INFERENCE:
From the figure it is clear that there exist more gaps in the level knowledge
among the staffs of the company. So there is more need for training in this criterion
to the staff.
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SUB-STAFF
PIE CHART DEPICTING THE LEVEL OF GAP IN THE ESSENTIAL
SKILL AMONG THE STAFF & SUB – STAFF:
Fig-9
1-Staff
2-Sub-staff
INFERENCE:
Training is required for the staff as well as sub-staff.
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PART-IV
71
8.FINDINGS AFTER ANALYSIS:
It has been seen that training pays dividends to the employees and the
organization. The need for the employee can be meet through training. It is
essential to identify the individual need and based no that need training should be
given.
For this purpose competency/ skill mapping is very useful. Company can
save money and improve its chance of success by rolling out a program targeting
the each group requires the most.
It has been seen that a particular designation requires many knowledge and
skill. They need to be master mind on them so that they are able to give training or
answer any kind of quarries.
From the survey conducted for each department it has been seen what
actually a designation requires and what it has. This helps to find out the
alteration that is required.
The study has shown that most of the employees have gap in their present
status. They need to have alteration in their knowledge, skill and attitude that is
required for performing their job. Thus training is very essential for all the level
of employees. Proper framing of training is most crucial at present. 72
9.RECOMMENDATION:
Employees at different level play a very vital role in the organization. Their
performance, satisfaction and organizational effectiveness depend on how well
employers have been identified, appointed and retained in organizations. Human
Resource policies and practices assume relevance in this context.
Recruitment is the process of searching for and obtaining applicants for jobs
from whom right person can be selected. After selection of candidate for a
particular designation is done and placed on the job, he /she need training to
perform duties effectively. Training program should be planned after identifying
the requirement where training has to be given. Based on the following analysis
and findings following recommendations have been made-
NEED BASED TRAINING:
For the well being of the employees at different level need based
training should be given. This will make training program more successful.
GAP IDENTIFICATION:
A proper identification of the areas where the gap exists is to be
determined. For doing so competency mapping of each employee designation wise
should be done.
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FRAMING TRAINING PROGRAM:
Based on the gap identified training should be arranged. While arranging for
training at the company it should be taken into consideration that the company can
save money and improve its chances of success by rolling out a program that each
group need to improve.
SELECTING TRAINEER:
Right kind of trainer should be selected for giving training. The selected
trainer should be one who clearly understands his job and has professional
expertise.
Since training is a very costly program so it is essential to take the above
mentioned points into consideration while framing any training program.
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10.CONCLUSION:
It can be understood from the study that training is a continuous
process and not a one shot affair, it is necessary that the training program should be
prepared with great thought and care, for it should serve the purposes of the
establishment as well as the needs of employees.
For a successful training program care has to be taken to discover
the areas in which it is needed most and to create the necessary environment for its
conduct. The selected trainer should be the one who clearly understands his job
and has professional expertise, has an aptitude and ability for teaching, possess a
pleasing personality and a capacity for leadership, is well versed in the principles
and methods of training and is able to appreciate the value of training in relation to
an enterprise.
The company now needs that a proper training program should be
framed to overcome those gaps in the present status of the employees.
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BIBLOGRAPHY
REFERENCE:
1. Monthly magazine of EMAMI LIMITED ( Endeavor ) 2. Aswathappa K. ( Human resource management, 10th edition,
TATA Mc Gill Publishing Company )3. Ivanceich John M. ( ORGANIZATIONAL Behavior, 7th edition,
Himalaya Publishing House )4. Mamoria C.V & Gankar S.V (PERSONL MANAGEMENT,3rd edition,5. Annual report of EMAMI, 20086. www.emamigroup.com7. [email protected].
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