Gurjant Singh

7/27/2019 Gurjant Singh

1/63

[1]

PROJECT REPORT

OF

INDUSTRIAL TRAINING

ON

MANAGEMENT OF WORKING CAPITAL

AT

(AMBER ENTERPRISES (INDIA) PVT. LTD.)

SUBMITTED TO PUNJABI UNIVERSITY, PATIALA IN THE PARTIAL

FULFILLMENT OF THE MASTER DEGREE

OF

MASTER OF BUSINESS ADMINISTRATION (MBA)

(BATCH: 2012-14)

Project Guide Submitted By:

Er. Amandeep Kaur Name-Gurjant Singh

Class- MBA (Global Business)University Roll No.-

SHAHEED UDHAM SINGH COLLEGE OF RESEARCH &

TECHNOLOGY, TANGORI (MOHALI) -140306


2/63

[2]

To Whom It May Concern

This is to certify that - Sunil Banga S/o S. Sarup Singh Class-MBA (Global

Business), Student of Shaheed Udham Singh College, Tangori has undergone

training in MILKFOOD LTD., and BAHADURGARH For the period from 1st

June to 10th July 2013.He has successfully completed his project

(RECRUITMENT AND PROMOTION).

During his training period he has been found sincere and hardworking. We wish all

the success in his carrier.

Authorized signatory


3/63

[3]

Certificate

This is to certify that the project (RECRUITMENT AND PROMOTION) is the

bona fide project work done by Sunil Banga S/o S. Sarup Singh Class-MBA

(Global Business), student during session 2012-2014 in the partial fulfillment of

the degree of Master of Business Administration (MBA).

To the best of our Knowledge, this work has not been submitted in the part or full

to any other university for the award of Degree/Diploma.

External Guide

Mr.R.Mathur

Manager (Personnel)

Milk food Ltd, Bahadurgarh


4/63

[4]

Certificate

This is to certify that the project (MANAGEMENT OF WORKING CAPITAL) is

the bona fide project work done by Gurjant SinghClass-MBA (Global Business),

student during session 2012-2014 in the partial fulfillment of the degree of Master

of Business Administration (MBA).

To the best of our Knowledge, this work has not been submitted in the part or full

to any other university for the award of Degree/Diploma.

Project Guide

Er. Amandeep Kaur

(Lecturer)


5/63

[5]

Acknowledgement

The success of this training is an outcome of sincere and channeled efforts in the

right direction, efficient supervision and most valuable assistance. This project

would not complete without the help of (Director, Shahed Udham Singh College,

Tangori).Direcot , Principal HOD, external guide internal guide

Thanks to Mr. R.Mathur, Manager (Personnel), Milk food Ltd, Bahadurgarh

Thanks to

Sunil Banga

Class: MBA (Global Business)

University Roll No:


6/63

[6]

Declaration

We hereby declare that the work, which is presented in this project is partial

fulfillment for the award OF THE DEGREE OF master of BUSINESS

administration (MBA), is an authentic record of work carried by me.

We further declare that no part of this project report has been submitted to any

other university programs or company to any other degree or certificate.

Gurjant Singh


University Roll No:


7/63

[7]

Preface

Industrial training is one of the most components in the fulfillment of any

professional course conducted at any level and at any college. The main purpose of

the training program is to expose the trainees to the practical experience of the

actual industrial conditions in which they are required to work in future.

The lectures help us to know the theoretical concept of the processes being

followed at the industrial level and the tools being used to conduct that processesbut we would get the complete knowledge of the process only if we have a chance

to witness the process, study it and if possible being able to conduct that process if

authorities allow us to do so. Thus emerges the need of industrial training.

Gurjant Singh


University Roll No:


8/63

[8]

TABLE OF CONTENTS

Certificate by internal guide i

Certificate by external guide ii

S.NO. CONTENT PAGE NO.

1. Executive Summary . 9

2. Company Profile 10

3. Introduction of Recruitment 21

& Promotion

4. Guidelines on Best Practice 39

in Recruitment

5. Review of Literature 51

6. Research Objectives 53

7. Research Methodology 54

8. Finding 56

9. Conclusion 57

10. Suggestions & Recommendations 58

11. Limitations of Study 59

12. Bibliography 60


9/63

[9]

13. Annexure 61

1. EXECUTIVE SUMMARY

Today, in every organization personnel planning as an activity is necessary.

It is an important part of an organization. Human resource planning is a vital

ingredient for the success of the organization in the long run. There are certain

ways that are to be followed by every organization, which ensures that it has right

number and kind of people, at the right place and right time, so that organization

can achieve its planned objective.

The objectives of Human Resource Department are Human Resource


10/63

[10]

Planning, Recruitment and Promotion. Training and Development, Career

planning, Transfer and Promotion, Risk Management, Performance Appraisal and

so on. Each objective needs special attention and proper planning and

implementation.

For every organization it is important to have a right person on a right job.Recruitment and Selection plays a vital role in this situation. Shortage of skills and

the use of new technology are putting considerable pressure on how employers go

about Recruiting and Selecting staff. It is recommended to carry out a strategic

analysis of Recruitment and Promotion procedure.

With reference to this context, this project is been prepared to put a light

on Recruitment and Promotion process regarding the employees. This project

includes Meaning and Definition of Recruitment and Promotion, Need and Purpose

of Recruitment, Evaluation of- Recruitment Process, Recruitment Tips. Sources ofRecruitment through which an Organization gets suitable application. Scientific

Recruitment which an Organization should follow for, right manpower. Job

Analysis, which gives an idea about the requirement of the job next is Selection

process, which includes steps of Selection, Types of Test, Types of Interview,

Common Interview Problems and their Solutions.

Recruitment and Promotion are important part of any organization. They

are important components of the organization and are different time each

other.Since all the aspect needs practical example and explanation this project

includes Recruitment and Promotion Process ofMilk food, Bahadurgarh.

2. COMPANY PROFILELOCATION

PATIALA PLANT

The plant is located 250 Km north of New Delhi at Bahadurgarh onNational Highway, between pajama and Patiala. The plot is set up in an area of 12

Acres and is capable of handling 500 MT of Milk per day.

The plant has facilities to manufacture Anhydrous Milk Fat (Ghee), Milk

powders (Skimmed Milk Powder, Whole Milk Powder). The plant is being


11/63

[11]

upgraded to manufacture Value added products like Casein, Dematerialized Whey

powder, Lactose and Whey Protein Concentrate powders of different percentages.

Milk Processing &

Pasteurization

The main process equipment comprises of Desludge cream separators

from Westphalia, 'Germany ' with capacity of 20 K L per hour with matching Heat

Exchangers for Pasteurization. The storage capacity of Raw Milk and Pasteurized

Milk are 130 MT and 2 10 MT respectively.

Anhydrous FAT

The equipment is Cream Separators and Pasteurizer from Alfa Laval

Batch Type Butter Churn from Larsen & Toubro with capacity of 46 MT per day.

The facility has a Mather and Platt tin can packaging line with an Auto

filling system ranging from % Ltr to 5 Ltrs. The facility also has 2 Lined Carton

Auto filling and sealing machine from Rollatainers for packing of % Ltr and 1 Ltr

with capacity of 360 packs per hour. The bulk pack Filling machine for 15 Kgs Tin

with capacity of 200 Tins per hour is from Philips.

Powder Manufacturing

Four Effect Evaporators of Wigand Design with capacity of 325 MT of

Milk and Spirally with capacity of 344 MT. Two stage Spray Dryers with Vibro

Fluidization of Niro design from Larsen & Toubro and Single stage Dryer of

Anhydro Design from Alfa Laval / Tetra Pack with capacity of 53 MT per day.

Powder Packaging in 1 Kg pouches with capacity of 30 MT per day from Hassia,

Germany and also in 25 Kgs Bulk is packing.

Utilities

The service equipments comprise of Boilers with capacity of 18 MT of

Steam per hour at a pressure of 24 Kgcm2 using alternate source of energy as fuel

like rice husk with fluidized bed for maximum combustion. 0.20 MW/Hour is


12/63

[12]

produced using a Back Pressure Tlzrbine. Exhaust steam is used in Milk

Processing. The Refrigeration system is Ammonia and Lithium Bromide

Absorption System from Thermax with capacity of 300 TR using water as

refrigerant and exhaust steam from power producing turbine as a heating medials.

The plant is fully equipped to handle treatment of total generated effluent with anETP from Triveni Engineering of capacity 50 cubic meter / per hour. Power Load

sanctioned is 3.8 MW with necessary total power back up if 1800 KVA Gensets.

Water requirements are met from deep bore Tubewell with capacity of 90 cubic

meters per hour.

For quality assurance, the company has well established laboratories with

qualified staff that monitor raw milk quality packaging material and online

processing to testing of finished products.

A 100 % Export Oriented Unit to manufacture Casein and DematerializedWhey Powder is being set up at Patiala with Capacity to manufacture 6000 MT of

Casein per Annum. The machinery is largely to be from Alfa Laval. A High

capacity Boiler and 1 MW Turbine is being installed to fun meet the Power

requirements The plant at Patiala after up gradation (October 2006) would have

processing capacity of 7 million liters of milk per day.

HAMIRA PLANT

The plant is located approximately 30 Kms north of Jallandur on G.T.Road, between Jallandur and Amritsar . The Plant is on lease from Jagatjit

Industries Ltd and has a capacity to process 500 MT of Milk per day.

The plant has facilities to manufacture Anhydrous Milk Fat (Pure Ghee),

Milk Powders (Skimmed Milk Powder, Whole Milk Powder, and Dairy Whitener

& Infant Foods). The plant has facility to produce powder with disc and nozzle

atomization resulting into powders of low or high density. A Three stage spray

drying system with facility helps in production of instant powders. A separate

facility for production of malted food is available.

The main process equipment like Cream Separators & Heat Exchangers

are from Alfa Laval, Continuous Butter Chum from HMT and Evaporators and

Spray Dryers from Alfa Laval.

The service equipments like boilers use like ice

husk. 50% of power is generated through steam turbines and exhaust cream is used


13/63

[13]

in milk processing.

Total effluent generated is teated in efficient effluent plants and

necessary power back up is available through captive generators.

For quality assurance, well established Laboratory with qualified staff

that monitor online process to testing of finished products.

MORADABADPLANT

The plant is located approximately 200 Kms from New Delhi at

Mugalpur urf Agwanpur Mustakam on the Moradabad - Kanth Road. The Plant is

set up in an area of 17 Acres and is capable of handling 500 medic Tonnes of Milk

per day. The plant commenced production In November 2005.

The plant has facilities to manufacture Anhydrous Milk fat ghee, milk

powder(Skimmed Milk powder, Whole Milk Powder).Milk Processing & Pasteurization

The main process equipment comprises of Auto Sludge Cream

separators and Heat Exchangers from Alfa Laval with capacity of 30 Kl . per hour.

The storage capacity of Pasteurized/processed Milk is 200mt.

Anhydrous FAT

The equipment includes Continuos Butter Chum from HMT withcapacity of 36 MT per day.The facility has a tin can packaging line with an Auto

filling system ranging from 1/2 Ltr to 5 Ltrs. The facility also has 2 Lined Carton

Auto filling and sealing machine from Rollatainers for packing of 1/2 Ltr and 1 Ltr

Lined Carton with capacity of 720 packs per hour. The bulk pack filling machine

for 15 Kgs Tin w1111 capacity of 360 Tins per hour from Avery India Ltd.

Powder Manufacturing

Five Effect Evaporators with capacity of 25000 LPH of Milk. SprayDryers with capacity of 40 MT per day. Packaging in 1 Kg pouches with capacity

of 30 MT per day from Hassia and also in 25 Kgs` packaging. The plant can

produce powders with disc & nozzle atomization and is Utilities


14/63

[14]

The service equipments comprising of Boiler at high pressure with

superheat with capacity of 12 MT of Stenm per hour at a pressure of 32 Kgcm2

which use alternate source of energy as fuel like rice husk with fluidized bed for

maximum combustion. The steam generated is passed through Back pressure

turbine resulting into power generation meeting approx. 50% of total powerrequired .Exhaust Stenm from Turbine is used in Milk Processing , Evaporator ,

Spray Dryer and Refrigeration.

The Refrigeration system is Ammonia and Lithium Bromide Absorbrion

System from Thermax with capacity of 300 TR using water as refrigerant .Exhaust

steam from power producing turbine is used as a heating medium.

For effluent treatment a modem treatment plant using both aerobic and

An-aerobic system to give desired results. For quality assurance well established

Laboratory with qualified staff who monitor all Raw Material and Packagingmaterial intake along with controlling the online process and finished products

quality.

BUSINESS

MARKETING

Milk Powder

Skimmed Milk Powder and Whole Milk Powder are of institutional

Grade supplied either to companies where it is used as a raw material for their endproducts (Malted Food , Food Supplements, Chocolates, Ice Creams, Biscuits ,

Sweets etc.) or it is used in the milk dry areas of

the country to be reconstituted as liquid milk . The Powder is packed in Food

Grade Polyliners and 25 Kg. Kraft Paper Bags packs and also 1 Kg. Polypacks.

The product is ISI Graded for Export.

Among the private sector corporations in India the company is one of

the largest supplier for Milk Powders to the institutions ice Glaxo Smithkline ,

Cadburys, Nestle , Mother Dairy , Metro Dairy , Lotus Chocolate.The company also exports Stimmed Milk Powder and Whole Milk Powder to the

South Asian countries of Pakistan, Bangladesh , Nepal, Sri Lanka , Afghanistan

and Myanamar.

Ghee


15/63

[15]

The Anhydrous Milk Fat (Ghee) is marketed as 'MILKFOOD' brand is

graded as AGMARK Special Grade and is the leading private sector 5 brand in

the country and commands one of the largest shares of the North indian Market.

The company is also approved with the Canteen Stores Department for supply of

Consumer Pack Ghee. Ghee is packed in seven pack sizes from1/2 Ltr. Packs to 15

Kg Tins.

For distribution of Products Redistribution depots at Gurgoan , Delhi ,

Kolkatta , Chandigarh and Mumbai apart from Agents spread over almost all

states.

Casein

A 100% Export Oriented Unit is being set up at the existing facilities atBahadurgarh, Patiala to manufacture Casein which commands a premium price in

Export markets of USA, Europe and Japan. India being the largest and cheapest

producer of Milk holds comparative price advantage in the product which has

yawed applications from Food Products, Pharma to Technology redacts.

Demineralized Whey Powder is a by product which has both a Domestic and

export P market.

Uses of Casein :

Casein / Caseinates Food grades : ingredient in noodles, chocolate,

sweets, mayonnaise, ice cream, cheese manufacture, binding ingredient, emulsifier

and milk substitute in processed foods.

Industrial grades : Plastic (buttons, knitting needles), manufacture of synthetic

fibres, chemical industry (paints, glues, glazed paper, putty and cosmetics),

reinforcing agent and stabilizer for rubber in automobile tyres, nutritional

supplement and binder in calf milk replacers. Other technical applications include

detergents, hairspring products and cosmetics, lightweight concrete, washboards,photo etching, computer circuits, electronics ignition components, water

purification, insecticide sprays and fertilizer.

Whey powder : Food grade : lee cream, bakery products (cakes, biscuits),

chocolate flavouring, infant formula, yogurt, beverages, processed meat etc.


16/63

[16]

Industrial grade : animal feed (pigs, horses, poultry), calf milk replacer, carrier for

herbicides

FUNCTIONS & HIERARCHY OF MARKETING SECTION

MARKETING SECTION

Market is of two types :

-Urban Market

-Rural Market

In Milkfood Milk Plant urban market is done by a separate marketing

Department that is headed by Incharge Marketing under the overall guidance of

Managing Director. He is assisted by Sales Supervisors, Milk Bar Manager, Milk

Bar Assistant and Dairy Helper-cum Cleaners. The Marketing starts with the

product planning and ends with consumer's satisfaction. For this purpose, the SalesSupervisor regularly visit the market to study market needs & supervise the sale

under the different market conditions.

MARKETING SYSTEM

City Supply: - Market milk supply was started with effect from 13April, Plant is

supplying pasteurized & standardized milk packed in half liter poly packs through

a market network of 674 agencies, 11 Milk Bars, given on lease & 4 Plant owned

Bars in Patiala & in satellite towns like Rajpura, Serhind, Bassi etc-The supply ofmilk has also been started in the markets of Uttrakhand. The initiative taken by the

plant, bore the fruit & the plant started generating instant cash. Milk is also

supplied to Mother Dairy on Custom Packing basis.

Sweetened Flavored Milk:- The plant introduced this milk during 1988. It has

increased its production/marketing which improved the profitability. Plant has

started the sale of this favored milk not only within the state but also in metro cities

like Delhi and neighboring states of harmony & H.P. Keeping in view the demand;the Plant introduced the carry away bottles for sweetened milk in 2004. Today with

the addition of this packing size in its fleet f the products, Plant is selling a record

production of its unit.


17/63

[17]

Paneer & Curd: - To augment the financial position of the Plant & with a view to

diversity in the field of production, the plantings already introduced

Production/Marketing of Paneer (Cheese) within Patiala as well as in Havana. The

sale of these two products is picking up day by day the Plant in order to match the

competition due to which the curd is now made of Double Toned Milk whichearlier was made of Toned Milk. This as a result, raised the sale.

Cheese Plant: - A Cheese Plant with a capacity of 30 MTs per month has been set

up recently with a cost of Rs.' 1.46 Chores which has started functioning after

obtaining a certificate from BEREAU of INDIAN STANDARS (BIS). The maiden

consignment of 1998 by the then Processed Cheese in 400 gm Tins has been

flagged off by the then Managing Director, S. Amrik Singh, MILKFOOD

PUNJAB, Chandigarh, to the Ministry of Defense. Thereafter, the supply ofProcessed Cheese is regular to the Defense Forces & Civil Market all over the

India

URBAN MARKET

1) Incharge Marketing :To Manage and organist all marketing functions, like

sales of product, organist the city supply, advertisement, to check the functioning

of all workers deputed in field and Milk Bars.

2) Sales Supervisor:-To sell the milk products to local dealers as well as outside

dealers! To ensure the payments from Govt. institutions, they also check the milk

bars and field requirements.

3) Salesman/Milk Bar Manager: To sell the product through Milk Bars, which

are under the jurisdiction of Milk Plant, Bahadurgarh.

4) Milk Bar Assistants: To assist the Milk Bai Manager at Milk Bars.

5) Dairy Helper-cum Cleaner :In Milkfood Milk Plant they work as salesman,

they have been given the targets to sales, say 1000 products they sell the products

market according to demand and received cash, deposit to account department

RURAL MARKET


18/63

[18]

But in case of Rural Marketing, products are sold through societies. There is no

any separate department for this. Purpose and the Rural Marketing is secondary

function of milk procurement department which is headed by Manager Milk

Procurement and works under the overall guidance of Managing Director. He isassisted by Deputy Manager Procurement, Vety Officer, Milk Procurement

Supervisors and Milk Procurement Assistants.

1)Deputy Manager -There are two Deputy Managers. They encourage their

subordinates to do work accurately, check the rates of milk, check exact quantity of

milk, solve the problems of procurement, supervise the work of subordinates.

2)Milk Procurement SupervisorsHe checks the milk rates, fats, solve theproblems of Procurement Assistants, supervise the work, make proper raw material

arrangements for without any interruption in production of milk products.

3)Milk Procurement Assistants-They follow the directions given by Manager,

supervise the work for milk procurement, give orders to societies, |11 control on

village societies, check the quantity of milk, maintain contracts with societies,

solve early society problems.

MANUFACTURI|NG PROCESS

The primary object of food Manufacturing is to supply wholesome,

safe and acceptable food to the consumer. In order to ensure that prepared foods

confirm to certain specific standards, quality control measures are to be

implemented. In India. The government introduced the concept of quality

standards through BIS (Bureau of Indian Standards) and Agriculture Produce

(grading & marketing) Act ice. AGMARK. AGMARK was infirmities in 1937.

Later on after independence, FPO (Fruit Product Order) was promulgated in 1943

for regulating the quality of fruit and vegetable products. Fruits have always been

important of certain DAIRY products like ice cream, yogurt etc. The addition of

fruits is immediately seen to add value as well as sophistication to products from

yogurt to fresh cheese and ice cream for SMI and AGMARK for pure ghee. Ghee

was used even during Vedic periods. Ghee and SMI' was developed to have milk


19/63

[19]

products containing milk solids with longer shelf life.

INTRODUCTION TO MFL

The company earlier known as Teg Cheese Plant was established by

the Maharaja of Patiala in the early 1960's. This plant was taken over by Jagatjit

Industries Ltd., l-lamira on 31st March 1974. The company has two manufacturingplants. One in Patiala (Punjab) and the other in Gurgaon (Haryana). The company

also has a chain of fast food cum ice-cream periods irk Delhi.

Patiala Plant: This plant is located approximately 9 K.M. from Patiala city at

Bahadurgarh on the Patiala - rajpura road. The plant is set up in an area of

approximately 12 Acres (48600 square meters) land. It is capable of handling lnkh

liters of milk everyday and is one of the biggest milk plants of the region.The plant is manufacturing Desi Ghee, Skimmed Milk Powder (SMP) that is being

sold under the brand name of IMILKFOOD'.

The plant has a Vice President (Works) as its head and has a permanent work force

of about 235, which include workers, technicians, chemists, engineers and

administrative staff. This work force goes up to 700 in the flush season when

casual workers are called in to keep the plant running at Full capacity.

stabilizer for rubber in automobile tyres, nutritional supplement and binder in calf

milk replacers.

Other technical applications include detergents, hairspring products and cosmetics,

lightweight concrete, washboards, photo etching, computer circuits, electronics

ignition components, water purification, insecticide sprays and Fertilizer .

Whey Powder- Food grade Ice Cream chocolate flavouring, infant formula,

yogurt, beverages, processed meat etc.

Industrial grade : animal feed (pigs, horses, poultry), calf milk replacer, carrier for

herbicides etc..

INTRODUCTION OF MILKFOOD PRODUCTS

-PURE GHEE


20/63

[20]

-SKIMMED MILK POWDER

-PANEER

-ICE CREAM

-ICE CREAM POWDER

-MILK

3. INTRODUCTION Of

RECRUITMENT & PROMOTION

Recruitment means to estimate the available vacancies and to makesuitable arrangements for their selection and appointment. Recruitment is

understood as the process of searching for and obtaining applicants for the jobs,

from among whom the right people can be selected.

A formal definition states, belt is the process of finding and

attracting capable applicants for the employment. The process begins when new


21/63

[21]

recruits are sought and ends when their applicants are submitted. The result is a

pool of applicants from which new employees are selected. In this, the available

vacancies are given wide publicity and suitable candidates are encouraged to

submit applications so as to have a pool of eligible candidates for scientific

selection.Recruitment, information is collected from interested candidates.

For this different source such as newspaper advertisement, employment exchanges,

internal promotion, encore used.

In the recruitment, a, pool of eligible and interested candidates is

created for selection of most suitable candidates. Recruitment represents the first

contact that a company makes with potential employees

Definition:

According to EDWIN FLIPPO, ''Recruitment is the process of

searching for k- prospective employees and stimulating them to apply for jobs in

the organization. ''

1.1 NEED FOR RECRUITMENT

The need for recruitment may be due to the following reasons /

situation: a) Vacancies due to promotions, transfer, retirement, termination,

permanent disability, death and labour turnovers b) Creation of new vacancies due

to the growth, expansion and diversification! Of business activities of an

enterprise/. In addition, new vacancies are possible due to job specification.

Purpose and importance of Recruitment: 1. Determine the present and future

requirements of the organizations on conjunction with its personnel-planning and

job analysis activities.

Bib

2. Increase the pool of job candidates at minimum cost.

Help increase the success rate of the selection process by reducing the number of

visibly under qualified or overqualified job applicants.

4. Help reduce the probability that job applicants, once recruited and selected, will

leave the organization only after a short period of time.


22/63

[22]

5. Meet the organization's legal and social obligations regarding the composition of

its. Work force.

6. Begin identifying and preparing potential job applicants who will be appropriate

candidates.

7. Increase organizational and individual effectiveness in the short term and longterm.

8. Evaluate the effectiveness of various recruiting techniques aid sources.

Recruitment is a positive function in which publicity is given to the jobs available

in the organization and interested candidates are encouraged to submit applications

for the purpose of selection.

Recruitment represents the first contact that a company makes with potential

employees. It is through recruitment that many individuals will come to know acompany, and eventually decided whether they wish to work for it. A well-planned

and well-managed recruiting effort will result in high quality applicants, whereas, a

haphazard and piecemeal efforts will result in mediocre Ones .

Unscientific Recruitment and Selection:

Previously, the selection of candidates beliefs, personal prejudices of selection of

the staff.

The net result of such unscientific recruitment and selection are: was influenced by

superstitions, looking after 'the recruitment and Selection of the staff.

(a) Low productivity of labour.

(b) High turnover .

(c) Excessive wastage of raw materials .

(d) More accidents and corresponding loss to the organization .

(e) Inefficient working of the whole organization and finally

(f) Ineffective executive's training and management development programs.


23/63

[23]

Scientific recruitment

The importance of recruitment and selection of staff is now accepted in the

business world. Selection is important as it has its impact on work' performance

and employee cost. As result scientific methods of recruitment and selection areextensively for the selection of managers and the supervisory staff. The assistance

of experts such as industrial psychologist and management consultants are also

taken for the purpose of scientific selection.

As a result, the objective of upright man for the right job'' is achieved in many

organizations. , Moreover, tonight job'' is the basic principle in manpower

procurement.

RECRUITMENT PROCESS

Recruitment refers to the process of identifying and attracting job seekers so as to

build a pool of qualified job applicants. The process comprises five interrelated

stages vise;

1. Planning.

2. Strategy development.

3. Searching.

4. Screening.

5. Evaluation and control.

The ideal recruitment programme is the one that attracts a relativelylarger number of qualified applicants who will survive the screening process and

accept positions with the organization, when offered. Recruitment programmes can

miss the ideal in many ways ice. by failing to attract an adequate applicant pool, by

under/over selling the organization or by inadequate screening applicants before

they enter the selection process. Thus, to approach the ideal, individuals


24/63

[24]

responsible for the recruitment process must know how many and what types of

employees are needed, where and how to look for the individuals with the

appropriate qualifications and interests, what inducement to use for various types

of applicants groups, how to distinguish applicants who are qualified from those

who have a reasonable chance of success and how to evaluate their work.

STAGE 1:

RECRUITMEN-T PLANNING:

The first stage in the recruitment process is planning. Planning involves the

translation of likely job vacancies and information about the nature of these jobs

into set of objectives or targets that specify the

( 1) Numbers and(2) Types of applicants to be contacted.

Numbers of contact: Organization, nearly always, plan to attract more applicants

than they will hire.Some of those contacted will be uninterested, unqualified or

both. Each time a recruitment Programme is contemplated, one task is to estimate

the number of applicants necessary to fill all vacancies with the qualified people.

Types of contacts: It is basically concerned with the types of people to be

informed about job openings. The type of people depends on the tasks and

responsibilities involved and the qualifications and experience expected. These

details are available through job description and job specification.

STAGE 2:

STRATEGY DEVELOPMENT:

When it is estimated that that types of recruitment and how many are required thenone has concentrate in

(1). Make or Buy employees.

(2).Technological sophistication of recruitment and selection devices.

(3).Geographical distribution of labour markets comprising job seekers.


25/63

[25]

(4).Sources of recruitment.

(5). Sequencing the activities in the recruitment process.

Makes or Buy :

Organization must decide whether to hire le skilled employees and invest on

training and education programmes, or they can hire skilled labour and

professional. Essentially, this is 'the makes or buys decision. Organizations, which

hire skilled and professionals shall have to pay more for these employees.

Technological Sophistication:

The second decision in strategy development relates to the methods used inrecruitment and selection. This decision is mainly influenced by the available

technology. The advent of computers has made it possible for employers to scan

national and international applicant qualification. Although impersonal, computers

have given employers and ob seekers a wider scope of options in the initial

screening stage.

Where to look:

In order to reduce the costs, organizations look in to labour markets most likely to

offer the required job seekers. Generally, companies look in to the national market

for managerial and professional employees, regional or local markets for technical

employees and local markets for the clerical and blue- collar employees.

When to look:

An effective recruiting strategy must determine when to look-decide on the timings

of events besides knowing where and how to look for job applicants.

S TAGE 3 :

SEARCHNG:

Once a recruitment plan and strategy are worked out, the search process can begin.

Search involves two steps

(A). Source activation and


26/63

[26]

(B). Selling.

A). SOURCE ACTIVATION:

Typically, sources and search methods are activated by the issuance of

an employee requisition. This means that no actual recruiting takes place until lonemanagers have verified that vacancy does exist or will exist.

If the organization has planned well and done a good job of developing its sources

and search methods, activation soon results in a flood of applications and/or

resumes.

The application received must be screened. Those who pass have to be contacted

and invited for interview. Unsuccessful applicants must be sent letter of regret.

B). SELLING:

A second issue to be addressed in the searching process concerns

communications. Here, organization walks tightrope. On one hand, they want to do

whatever they can to attract desirable applicants. On the other hand, they must

resist the temptation of overselling their virtues.

In selling the organization, both the message and the media deserve attention.

Message refers to the employment advertisement. With regards to media, it may be

stated that effectiveness of any recruiting message depends on the media. Media

are several-some have low credibility, while others enjoy high credibility.

Selection of 'medium or media needs to be done with a lot of care.

S TAGE 4 :

SCREENING:

Screening of applicants can be regarded as an integral part of the

recruiting process, though many view it as the first step in the selection process.

Even the definition on recruitment, we quoted in the beginning of this

chapter, excludes screening from its scope. However, we have included screening

in recruitment for valid reasons. The selection process will begin after the

applications have been scrutinized and short-listed. Hiring of professors in a

university is a typical situation. 'Application received in response to advertisements

is screened and only eligible applicants are called for an interview. A selection


27/63

[27]

committee comprising the Vice-chancellor, Registrar and subject experts conducts

interview. Here, the recruitment process extends up to screening the applications.

The selection process commences only later.

Purpose of screening

The purpose of screening is to remove from the recruitment process, atan early stage, those applicants who are visibly unqualified. 16 Effective

screening can save a great deal of time and money. Care must be exercised,

however, to assure that potentially good employees. are not rejected without

justification.

In screening, clear job specifications are invaluable. It is both good

tactile and a legal necessity that applicant's qualification is judged on the P basis of

their knowledge, skills, abilities and interest required to do the job.

The techniques used to screen applicants vary depending on the

candidate sources and recruiting methods used. Interview and application blanks

may be used to screen walk-ins. Campus recruiters and agency representatives use

interviews and resumes. Reference checks are also useful in screening.

STAGES:5

EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred

in the recruitment process. The costs generally incurred are: -

1. Salaries for recruiters.

2. Management and professional time spent on preparing job description, job

specifications, advertisements, agency liaison and so forth.

3. The cost of advertisements or other recruitment methods, that is, agency fees.

4. Recruitment overheads and administrative expenses.

5. Costs of overtime and outsmarting while the vacancies remain unfilled.


28/63

[28]

6. Cost of recruiting unsuitable candidates for the selection process.

1.3 EVALUATION OF RECRUITMENT PROCESS

'The recruitment has the objective of searching for and obtaining applications for

job seekers in sufficient number and quality. Keeping this objective in the mind,

the evaluation might include:

1. Return rate of application sent out.

2. Number of suitable candidates for selection's 3. Retention and performance of

the candidates selected.

4. Cost of the recruitment process

5. Time lapsed data

6. Comments on image projected.

1:4 SOURCES OF RECRUITMENT

SOURCES OF MANAGERIAL RECRUITMENT

1. INTERNAL SOURCES2. EXTERNAL SOURCES

(1)INTERNAL SOURCES

A.PromotionB.TransfersC.Internal notification(Advertisement)


29/63

[29]

D.RetirementE.RecallF. Former employeesG.Miscellaneous external sources

(2)EXTERNAL SOURCES

A.CAMPUS RECRUITMENTB.PRESS ADVERTISEMENTC.EMPLOYMENT EXCHANGED.DEPUTATION OF PERSONNE

Internal RecruitmentSources

Internal recruitment seeks applicants for positions from within the company. The

various internal sources include:

Promotions and Transfers -

Promotion is an effective means using job posting and personnel

records. Job posting requires notifying vacant positions by posting notices,

circulating publications or announcing at staff meetings and inviting employees to

apply. Personnel records help discover employees who are doing jobs below their

educational qualifications or skill levels. Promotions has many advantages like it is

good public relations, builds morale, encourages competent individuals who are

ambitious, improves the probability of good selection since information on the

individual's performance is readily available, is cheaper than going outside to

recruit, those chosen internally are familiar with the organization thus reducing the

orientation time and energy and also as a training device for' developing middle-

level and top-level managers. However, promotions restrict the field of selection

preventing fresh blood & ideas from entering the organization. It also leads to

inbreeding in the organization. Transfers are also important in providing

employees with a broad-based view of the organization, necessary for future

promotions.


30/63

[30]

Employee referrals-

Employees can develop good prospects for their families and

friends by acquainting them with the advantages of a job with the company,

furnishing them with introduction and encouraging them to apply. This is a veryeffective means as many qualified people can be reached at a very low cost to the

company. The other advantages are that the employees would bring only those

referrals that they feel would be able to fit in the organization based on their own

experience. The organization can be assured of the reliability and the character of

the referrals. In this way, the organization can also fulfill social obligations and

create goodwill.

Former Employees-These include retired employees who are willing to work on a part-

time basis, individuals who left work and are willing to come back for higher

compensations. Even retrenched employees are taken up once again. The

advantage here is that the people are already known to the organization and there is

no need to find out their past performance and character. Also, there is no need of

an orientation programmers for them, since they are good for job.

Dependents of deceased employees-

Usually, employee follow this policy. If an employee dies, his

her spouse or son or daughter is recruited in their place. This is usually an effective

way to fulfill social obligation and create goodwill.

Recalls: -

When management faces a problem, which can be solved only by a

manager who has proceeded on long leave, it may de decided to recall that persons

after the problem is solved, his leave may be extended.

Retirements: -

At times, management may not find suitable candidates in place of

the one who had retired, after meritorious service. Under the circumstances,

management may decide to call retired managers with new extension.


31/63

[31]

Internal notification (advertisement): -

Sometimes, management issues an internal notification for the

benefit of existing employees. Most employees know from their own experience

about the requirement of the job and what sort of person the company is lookingfor. Often employees have friends or acquaintances who meet these requirements.

Suitable persons are appointed at the vacant posts.

EXTERNAL SOURCES

External sources seeks applicants for positions from sources outside the company.

They have outnumbered the internal methods. The various external sources

include:

Professional or Trade Associations :

Many associations provide placement service to its

members.consists of compiling job seeker's lists and providing access to members

during regional or national conventions. Also, the publications of these

associations carry classified advertisements from employers interested in recruiting

their members. These are particularly useful for attracting highly educated,

experienced or skilled personnel. Also, the recruiters can zero on in specific jobseekers, especially for hard-to-fill technical posts.

Advertisements :

It is a popular method of seeking recruits, as many recruiters prefer

advertisements because of their wide reach. Want ads describe the job benefits,

identify the employer and tell those interested how to apply.

Newspaper is the most common medium but for highly recruiters.

Advertisements may be placed in professional or business journals.' Advertisements must contain proper information like the job content, working

conditions, location of job, compensation including fringe benefits, job

specifications, growth aspects, etc. The advertisement has to -in

sell the idea that the company and job are perfect for the candidate.


32/63

[32]

Recruitment advertisements can also serve as corporate advertisements to build

company' image. It also cost effective.

Employment exchanges:-

Employment Exchanges have been set up all over the country indeference to the provision of the Employment Exchanges (Compulsory

Notification of Vacancies) Act, 1959. The Act applies to all industrial

establishments having 25 workers or more each. The Act requires all the industrial

establishments to notify the vacancies before they are filled. The major functions

of the exchanges are to increase the pool of possible applicants and to do the

preliminary screening. Thus, employment exchanges act as a link between the

employers and the prospective employees. These offices are particularly useful to

in recruiting blue-collar, white collar and technical Workers.

Campus recruitment:-

Colleges, universities, research laboratories, sports fiends and

institutes are fertile ground for recruiters, particularly the institutes. Campus

Recruitment is going global with companies like HLL, HCL-HP, ANZ Grindlays,

L&T, Motorola and Reliance looking for global markets.

Some companies recruit a given number of candidates from these institutes every

year. Campus recruitment is so much sought after that each college; university

department or institute will have a placement officer to handle recruitment

functions. However, it is often an expensive process, even if recruiting process

produces job offers and acceptances eventually.

majority leave the organization. within the first five years of their employment.

Yet, it is a major source of recruitment for prestigious companies.

Walk-ins. Write-ins and Talk-ins:-

The most common and least expensive approach for candidates is

direct applications, in which job seekers submit unsolicited application letters or

resumes. Direct applications can also provide a pool of potential employees to

meet future needs. From employees' viewpoint, walk-ins are - preferable as they

are free from the hassles associated with other methods of recruitment. While

direct applications are particularly effective in filling entry-level and unskilled


33/63

[33]

vacanciess some organizations compile pools of potential employees from direct

applications for skilled positions. Write-ins are those who send written enquiries.

These jobseekers are asked to complete application forms for further processing.

Talk-ins involves the job aspirants.No application is required to be submitted to

the recruiter.

Contractors:-

They are used to recruit casual workers. The names of the workers are

not entered in the company records and, to this extent; difficulties experienced in

maintaining permanent workers are avoided.

Consultants:-

They are in the profession for recruiting and selecting managerial andexecutive personnel. They are useful as they have nationwide contacts and lend

professionalism to the hiring process. They also keep prospective employer and

employee anonymous. However, the cost can be a deterrent factor.

A Head Hunters:-

They are useful in specialized and skilled candidate working in a

particular company. An agent is sent to represent the recruiting company and offer

is made to the candidate. This is a useful source when both the companies involved

are in the same field, and the employee is reluctant to take the offer since he fears,

that his company is testing his loyalty.

Radio. Television and internet:-

Radio and television are used to reach certain types of job applicants

such as skilled workers. Radio and television are used but sparingly, and that too,

by government departments only. Companies in the private sector are hesitant to

use the media because of high costs and also because they fear that such

advertising will make the companies look desperate and damage their conservative

image. However, there is nothing inherently desperate about using radio and

television. It depends upon what is said and how it is delivered. Internet is

becoming a popular option for -in

recruitment today. There are specialized sites like naukri.com. Also, websites of


34/63

[34]

companies have a separate section wherein; aspirants can submit their resumes and

applications. This provides a wider reach.

Competitors:-

This method is popularly involves identifying the right people terms

and luring them away.Rival firms for potential employee is expected to join a neworganization only after obtaining a no objection certificate' from his/ her present

employer. Violating this requirement shall bind the employee to pay a few months'

salary to his/ her present employer as a punishment. However, there are many

ethical issues in rival companies, offering them better For instance, several

executives of HMT left to Titan Watch Company. There are legal and ethical

issues involved in candidates. From the legal point of view, an attached to it.

Mergers and Acquisitions:-When organizations combine, they have a pool of employees out of whom some

may organization has, in effect, a pool new jobs may drawing the best-qualified be

created. Both new and old jobs may be readily staffed by applicants from this

employee pool. This method facilitates the immediate implementation It enables an

organization to pursue displace employees into a new organization and to integrate

a large of an organization's strategic plan.

a business plan, However, the need to number of them rather quickly means that

the personnel-planning and selection the new not be necessary any longer. As a

result, of qualified job applicants. As a results process becomes critical more than

ever.

Evaluation of External Recruitment:

External sources of recruitment have both merits and demerits.

The merits are-

-The organization will have the benefit of new skills, new talents and new

experiences, if people are hired from external sources.

- The management will be able to fulfill reservation requirements in favour of the

disadvantaged sections of the society.


35/63

[35]

- Scope for resentment, heartburn and jealousy can be avoided by recruiting from

outside.

The demerits are-

- Better motivation and increased morale associated with promoting ownemployees re lost to the organization.

- External recruitment is costly.

- If recruitment and selection processes are not properly carried out, chances of

right candidates being rejected and wrong applicants being selected occur.

- High training time is associated with external recruitment.

PROMOTION

Advancement with in an organization is ordinarily labeled as

promotion. It is an upward movement of an employee from current job to

anotherjob that is higher in pay& status.

According to scoot. A promotion is the upward of an employeeto a job

that pays more money or that enjoys some preferred status.

According to Edwin b. slippy. A promotion involves a clang frame one job to

another that is better in terms of status and responsibility.

PURPOSES OF PROMOTION

1. To put the employee in a position when he will be of grater value to the

company.

2. To develop competitive spirit and zeal in the employee to acquire the skill and

knowledge.


36/63

[36]

3. To develop internal sources of employee ready to take jobs higher levels in the

organization.

4. To promote employee self development and make them their turn of promotion.

5. To build up morale,loyalty and a scene of belongingness.

PRINCIPLES OF PROMOTION

A sound promotion policy reduces the personnel problems regarding promotion

considerably and ensures the employee fair chances of advancement.

BASES OF PROMOTION

1). Senority as a bases of promotion.-The senior most person in the lower grade

shall be promoted as and when their is an opening in the higher position.

Advantage of senorita as a basis of promotion

(a).It is easy to measure the length of service and to judge the senorita.

(b)Trade unions generally emphasis on senorita rather than merit as a promotion.

(c)The employees trust this method.

(d).It minimizes the scope for grievances.

Disadvantage of senorita as a bases of promotion

(a).It is not necessary that employees learn more with length of service.

(b)lt deactivates the gong and more competent employees.

Trudging the senorita, though, it may seem very easy in theoretical since.

2). Merit as a bases of promotion- The most capable person in the lower grade,

no matter if he is junior most in the company shall be promoted.

Advantage of merit as a bases of promotion

(a).The skills of an employee can be better utilized at a higher level.


37/63

[37]

(b) Incompetent employees are motivated to exert all their energies and contributed

to organization efficiency.

(c)this system continuously encourages the employees to acquire new skills,knowledge etc.

Disadvantage of merit as bases of promotion

(a)Measuring merit is not always easy.

(b)Many employees,pa|icularly,trade, unions distrust this method.

(c).The techniques of merit measurement are subjective.

(3). Sonority-cum-merit bases- A combination of both senorita and merit may beconsidered as a sound bases for promotion.

4. GUIDELINES ON BEST PRACTICE IN

RECRUITMENT

INTRODUCTORY NOTE:

1. FREEDOM OF INFORMATION AND RECRUITMENT & SELECTION

2. THE JOB


38/63

[38]

3. THE JOB DESCRIPTION/PERSON SPECIFICATION

4. APPLICATION FORM

5. ADVERTISING THE POSITION

6. SELECTION

7. THE SHORT LISTING PROCESS

8. INTERVIEW PLAN

9. THE INTERVIEW PROCESS

10. DECISION MAKING

11. RECORD MANAGEMENT

12. REFEREE REPORTS

13. MAKING THE JOB OFFER

14. ADVISING UNSUCCESSFUL CANDIDATES

15. POST INTERVIEW FEEDBACK

Introductory Note

The purpose of this guideline is to provide those Boards who are

beneficiaries of programmes that Milkfood Limited, Bahadurgarh. Manage, withgeneral information on best practice in the area of the recruitment and selection of

staff.

This is an information note only and it should not be regarded as a

legal interpretation of legislation relating to the recruitment and selection process.

Professional advice should always be sought from an appropriately qualified and


39/63

[39]

experienced source in the interpretation and application of recruitment and

selection practices.

The Appendices A - F contain samples of forms which are intended

for indicative purposes only.

These should be amended to meet the individual needs of each beneficiary group,as appropriate.

1. RECRUITMENT & SELECTION

Milk food Limited, Bahadurgarh. Came under the terms of Freedom of Information

legislation effect from 1St November, 2002. The Act, known as the freedomof

Information Act, W 1997 and 2003, confers on individuals a legal right of access

to their own personal information held by Milk food Limited, Bahadurgarh. And totheir own employment records. It also confers a legal right to have made known to

them, in writing, the reasons for decisions made by Milkfood Limited, Bahadrgarh.

that has materially affected them. The Board of Milk food limited, Bahadurgarh.

Have decided, as a matter of policy, that all records relating to an individual's

application for a position in Milk food Limited, Bahadurgarh. can be made

available to them automatically on written request without the need to go through

the Freedom of Information process.

The Freedom of Information Act extends to records held by groups relating to any

contract that they may have with Milk food Limited, Bahadurgarh... Individuals

who are employed under Milk food Limited, Bahadurgarh. finding may make a

request to Milk food Limited, Bahadurgarh. for access to their recruitment records

in accordance with the terms.

Groups will be required to make these records available to Milk food Limited,

Bahadurgarh. For forwarding to the requester. The Board of Milk food Limited,

Bahadurgarh. have decided that all groups with whom it has contracts should

operate within the spirit of Freedom of Information legislation throughout the

recruitment and selection process. This means that groups should operate open and

transparent processes and make an any individual's recruitment records available to

him/her upon written request.

These guidelines are primarily designed to assist you in implementing effective

and fair recruitment and selection processes, which will contribute to your success


40/63

[40]

in appointing the best candidate to each post.

They have also been drafted lo assist you in ensuring that proper records are

maintained and that decisions are properly documented, in order that you can

respond to requests for reasons for decisions on an individual job application.

It is important to restate that it is essential that these processes are rigorous,transparent and professionally conducted. All decisions relating to recruitment and

selection must be justifiable in relation to the criteria outlined for the post.

2. THE JOB

The recruitment and selection process begins with either the creation a new

position or an existing vacant position arising. In relation to a new position, the

first task to be performed should be a job analysis, which |11 identify the

following: -- The key areas of responsibility role and requirements of the post, including how

the role may develop into the future.

-The reporting and working relationships of the post.

-The impact the new position will have on exist.

- The status/contract duration/grading of the post.

lf it is an existing position the following issues need to be considered:

- Whether the job has changed, and why

- Whether the job description needs to be changed to accurately reflect the role and

responsibilities of the post and how the role |11 develop into the future.

3. THE JOB DESCRIPTION/PERSON SPECIFICATION

In addition to recruitment & selection, the job description can be used for a variety

of purposes, including:

- Identifying needs in respect of training and development

- Ensuring a rational system of job grading exists

- Ensuring mutual understanding between the employee, the line manager and

other coworkers about the allocation of responsibilities and priorities and

associated job accountabilities Providing a reference point for reviewing

performance and identifying development needs.

A clear job description will help you to select the most suitable

candidate for the post and provide an opportunity for applicants to info themselves


41/63

[41]

about what your organization can offer them.

Writing the Job description.

It is the responsibility of the Board/Manager, in consultation with the appropriate

staff to draft the job description. This is essentially a summary of the tasks andresponsibilities of the jobholder and it should include the following information

-The main purpose of the job and the context in which it exists

- The key areas of responsibility and accountabilities involved

-The reporting relationships

-The tasks and skills involved.

in in writing a job description, the following broad principles should be borne in

mind:- The job description describes the job, not the person in it.

-The job description must describe what the job will be and what the post holder

will be required to do now arid into the future.

-The aim is to describe the principal tasks of the job.

-Specific conditions pertaining to the functions of the post should be clearly

defined.

- The job description should allow for flexibility in the allocation of new duties

relevant to the core functions of the post. This will avoid potential issues such as

demarcation and the like and ensure the required level of flexibility amongst staff

exists.

-The job description mist not be discriminatory or make explicit or implicit

reference to the age, gender or any other irrelevant characteristics of the position

holder.

Person Specification

Once the job description has been written, the person specification

outlining the skills, qualifications, knowledge, behavior, competencies and

experiences required of the person being sought can be decided. The person

specification contains the selection criteria against which applicants will be

assessed. The more accurate the criteria, the more likely that the best candidate will

be selected for the job. Selection criteria are critical to the recruitment and


42/63

[42]

selection process as they provide:

- A consistent and objective set of standardly for all applicants which can be

observed and measured.

-A structured and rational means for assessment of applicants.

- Selection criteria that can be divided into essential and desirable.

Essential Criteria are those that are critical for the satisfactory performance of the

job. A1l applicants must meet all essential criteria to be considered for the next

stage of the recruitment and selection process.

Desirable Criteria are those, which enhance a person's capacity to do the job. They

are usually not listed as essential because it is expected that they can be acquired

once in employment. For instance, while specific knowledge about yourprogrammes may be of benefit, it can also be learned.

Conditions Of Employment

The job details should include the following:

- Salary

- Working Hours

-Location where the job will be based

-Pension

-Annual Leave

- Expenses

- Duration of the contract

Selection Process

Details of the selection process should be included in the job description egg.

short-listing and structured interviews.

Final Draft

The board Manager should ensure that the job description conforms to current HR

Policies and relevant legislation and the agreed format.

4. APPLICATION FORM


43/63

[43]

You may decide to use an application form to aid the process. The application form

should only contain questions relating to the requirements of the job ice. questions

on the skills and the experiences required for the position. Questions on marital

status, slumbers of children, date of birth, medical history or any other of the nine

grounds listed in the Employment Equality Act, 1998 and 2004 should not beincluded in the application form.

5. ADVERTISING THE POSITION

Having regard to the potential vacancy to be tilled, a decision should be made on

the most appropriate method of advertising which will result in sufficient levels if

interest from suitable candidates. This might include advertising the vacancy

internally within the workplace or externally using national press, local press,

recruitment agencies, for etc.

Draft Advertisement

The advertisement (internal or external) should be carefully drafted with specific

regard to the job description and person specification. The advertisement should

conform to current HR

Policies and relevant legislation, particularly equality legislation, and the agreed

organizational format. The draft advertisement should include the following

details:

-The job title.

-The level of the position remuneration.

- The key duties and responsibilities of the position a the location/base of the post a

The essential and desirable selection criteria (taken from the job description).

- The closing date for receipt of applications.

- The availability of |11 job details, Tel/Fax No, email and website address.

-Company logo and NDP logo and EU logo, if appropriate.

6. SELECTION

It is vitally important to remember that all documentation throughout the selection

process is submitted in confidence. Al1 parties involved in the recruitment process

must respect candidates right to privacy and confidentiality. Discussions regarding


44/63

[44]

individual candidates must not be engaged in by members of the interview board or

staff involved in the management or administration of the process, outside the

process. The names of candidates who have applied for a positionts) should never

be disclosed to any party who is not involved in that process.

The most common method of selection is by means of a formal structuredinterview, supplemented in some cases by other assessment techniques such as

presentations and second interview. In relation to to: Interview Board it is

recommended that every Interview Board will. In most cases comprise of a

minimum of 3 persons (including chairperson). In the case of short term

appointments or more junior positions, an Interview Board may comprise of a

minimum of 2 persons.

- Be of a composition appropriate to the post being filled.

- Have gender representation where possible.-Where appropriate, include a member of the Board.

-Be given a copy of the recruitment and selection guidelines.

- Receive appropriate interviewing training, including equality training.

7. THE SHORT LISTING PROCESS

Short listing is the process whereby candidates are assessed by at least two

members of the Interview Board against agreed criteria, on the basis of information

provided in the application documentation, in order to eliminate unsuitable

candidates and identify those candidates who most closely meet the criteria for

further assessment. At least two members of the Interview Board must assess the

applications, to shortlist who will be invited to interview. This helps bring

objectivity to the process and can minimize allegations of bias. Once the

application deadline has closed, all members of the short listing board will be

given a |11 and complete set of the following.

- Job description.

-person specification.

- advertisement.

- A list of all applicants and their complete application documentation.

The Short-listing board should agree the shortlist criteria in advance of the shortlist


45/63

[45]

process. The shortlist criteria should be based on the specific requirements of the

job as outlined in the job description and person specification. These criteria and a

rating system should be agreed in advance of the short-listing meeting and should

be applied consistently in respect of all applicants. Each Member of the Short-

listing Board should:-Agree on a set of criteria for short listing - (See Template assessment sheet/sample

rating system at Appendix A) .

-In the first instance, all applicants who possess the essential criteria stated in the

advertisement or information package.

- Shortlist rating remaining applicants against the essential and desirable selection

criteria only.

- Note briefly the reasons for not short-listing each unsuccessful applicant.

At the commencement of the process, a meeting of the short-listing board should

be arranged, and a Chairperson agreed. This person should be fully briefed and

equipped to properly discharge this role, having due regard to the requirements of

Milk food Limited, Bahadurgarh.

Under Freedom of Information legislation. Ideally, all members of the short-listing

board should then attend a short-listing meeting arranged by the Chairperson.

Where this is not possible he/she should forward their draft, together with the

applicant ratings to the Chairperson in advance of the short-listing meeting. The

Chairperson should consult with them before the final shouldest is agreed. Once

this exercise has been completed they should:

- Agree on and record a final shortlist of candidates that have been assessed as

being competitive in the format outlined in appends.

- Include in those applicants about whom there is dispute if unanimity cannot be

achieved.

- Consider re-advertising the position if no applicants meet all the essential criteria

when short-listing, board members should never.

- Recommend for interview any applicant, whether internal or external, who does

not meet the essential criteria.

-Make negative assumptions or decisions on the basis of perceived over-

qualification.

- Exclude candidates from further consideration for reasons that are not related to


46/63

[46]

the selection criteria such as personal bias, age, disability, gender, race or any other

of the nine grounds listed in the Employment Equality Act, 1998 and 2004.

At the end of the short-listing process the Chairperson of the short-listing board

should return a copy of the shoulders report signed by all members of the short-

listing board together with a signed copy of the shortlist assess person nominatedby the Board. The shortlist assessment sheet should include a brief comment as to

why a candidate has not been short-listed.

A person nominated by the Board should be designated to notify unsuccessful

candidates by letter as soon as possible after the short-listing process has been

completed. Unsuccessful candidates should be advised that written feedback on the

short-listing process is available by written request. This feedback will only relate

to the individual applicant. No reference should be made to the performance of

another individual applicant.

8. INTERVIEW PLAN

The Interview Board should meet in good time prior to the interview and draft an

interview plan with specific areas of questioning for each interview board member.

In preparing questions, Interview Board members will need to.

- Base the questions on selection criteria as specified in the Job Description, see

interview assessment sheet at Appendix C.- Focus on the knowledge, skills, attainments, competencies and behavior required

for the job . Ensure questions are sufficiently rigorous and searching to assess

ability and differentiate between candidates.

- Ensure that questions are well structured, relevant and probing.

The questions asked at selection interviews must be wholly relevant to the specific

job. The Chairperson should ensure that questions asked are relevant to the

position, are aimed at assessing the candidates in relation to the agreed criteria and

will elicit information to assist in selecting the best candidate for the job. Interview

Boards should be mindful at all times of not asking questions which could be

construed as potentially discriminatory under the nine areas covered by the

Employment Equality Act, 1998 and 2004 ice.

1. Gender

2. Marital status


47/63

[47]

3. Family status

4. Sexual orientation

5. Religion

6. Age

7. Disability8. Race

9. Membership of the Traveller Community

Other forms of assessment

For some posts it may be necessary to supplement the interview with other forms

of assessment.

Short listed candidates should be advised in advance of any alternative forms of

assessment.Such additional forms of assessment may include:- Giving a brief presentation on a particular subject.

- Completing an assessment of computing skills, for example word processing,

spreadsheet or desktop publishing skills'.

- Testing report biting

9. THE INTERVIEW PROCESS

At the start of each interview, the Chairperson should introduce each applicant tothe Interview Board and explain their roles. They should explain the purpose,

expected duration and structure of the interview to the applicant and indicate that

notes will be taken by Interview Board members. The applicant should be put at

ease so that he/she can answer questions to the best of their ability. This may

involve asking an early 'ice-breaking' question. The Interview Board should ask all

applicants the same core questions to ensure a consistent and fair approach.

Supplementary questions, may be asked if required to clarify issues, obtain further

information or to explore areas that arise in the interview- The Interview Board should actively listen and actively seek clarification.

-Members of the Interview Board should obtain sufficient information from

applicants to make accurate decisions. Assumptions should not be made about an

applicant's capabilities to perform various aspects of-the position under

consideration .


48/63

[48]

Applicants should be asked if they wish to discuss matters that may not have

emerged in response to questions raised during the interview, to add any

information, or to ask any questions.

- Applicants should be advised about the timing of decision-making and

notification of the outcome of the process.A11 Interview Board members should be present for all interviews. If, in

exceptional circllmstances, a Board member cannot be present for all interviews

He/she should withdraw from the Board. In exceptional circumstances where a

Board member has to withdraw, a substitute may be invited to participate on the

Board in order to cover a particular area of ' expertise. This substitute should

receive all necessary docllmentation and should be properly briefed to

satisfactorily complete their role. The substitution should be clearly noted in

interview files/papers.

10. DECISION MAKING .

When making a decision on the most suitable applicant candidates should be

ranked suitable or unsuitable for appointment based on their performance at

interviews) and the quality of their written application. The Chairperson should

seek to facilitate the interview board in jointly completing the Interview

Assessment Form. This will detail an assessment of the candidate against the corecompetencies, knowledge skills, attainments & behavior required to carry out the

particular role. Effort should be made to reach a unanimous decision, however if

this is not reached a majority decision is acceptable. Where the Interview Board

vote is tied, the Chairperson has the casting vote.

-The Chairperson should prepare a final report which will include the Interview

Board's recommendation naming the candidate recommended for appointment, or

in the case of multiple posts the recommended candidates in order of merit. Where

possible, reserve candidates should be named by the Interview Board and shouldbe listed on a panel in order of merit.

-imperative that only those candidates deemed suitable to perform the job should

be placed on the panel. The Chairperson should ensure the following is completed

and returned to a person assigned by the Board.

- The Interview Board report is signed by all members of the Interview Board in


49/63

[49]

the format outlined in (Appendix E).

- The assessment sheet is signed by all members of the Interview Board and

includes a comment on the following'.

- The reasons why a candidate has not been found suitable for the appointment -

The relative merit of the recommended applicantts) on the basis of the selectioncriteria only.

Clear and detailed reporting |11 assist if post-interview feedback is requested, if an

appeal is lodged or if a challenge is made by an unsuccessful candidate. Interview

Board members should be aware that any notes that they make about any of the

candidates may be discoverable under freedom of information legislation. The

Chairperson should collect all documents relating to the interview process and

return them to a person designated by the Board.

11.RECORD MANAGEMENT

Recruitment and selection procedures are subject to the provisions of the Freedom

of Information Act, 1997 and 2003. It is therefore important that the decision

making process is clearly documented and that all documents relating to the

recruitment and selection process are returned to a person designated by the Board.

At the end of the interview process the Chairman should ensure that all

documentation held by all members of the Board is returned to a person nominatedto take responsibility for the recruitment process. One copy of the following

documents relating to the process should be retained for a period of eighteen

months in the event of challenge:

- Job description/person specification

- Advertisement

- Application forms/curriculum Vitas

- Signed shortlist assessment form

- Rating Criteria- Signed Shortlist Board report * Signed Interview assessment form

A11 other documentation should be destroyed. It is recommended that any rough

notes made by Interview Board members should not be retained after the selection

process but should be returned for disposal.


50/63

[50]

12. REFEREE REPORTS

Referee reports provide an additional source of information about the candidatets).They should be seen a further part of the selection process. In general, references

should be requested in respect of the candidate recommended, by the interview

Board. Oral references should be requested by the Board, or an individual

nominated by the Board by phone, or in writing, in accordance with an agreed pro-

forma.

Referees should be provided with information about the position and be requested

to address the selection criteria, whether in' a written report or by phone. A note

confirming that satisfactory references were received, should be placed on the

Interview file. If unsatisfactory references are received, the person giving the

reference should be asked, if they are prepared to stand over the reference and if

so, the reasons why the references were unsatisfactory should be decremented and

placed on the recruitment file.

13. MAKING THE JOB OFFER

Interview Board members should never commit the organization to an appointmentor to a specified salary at the time of interview. Candidates should be told only that

salary will be within the advertised range, although notation may be made on the

report of any comment an applicant wishes to make in regard to salary. Interview

Board members should never contact the successful applicant until after an offer

has been made by a person nominated by the Board.

14. ADVISING UNSUCCESSFUL CANDIDATESA person should be designated by the Interview Board to promptly advise

unsuccessful applicants as soon as possible after receipt of the Interview Board'sReport. Interview Board Members should not contact the unsuccessful applicants

after the interview process unless specifically agreed by the Company Board.

15. POST INTERVIEW FEEDBACKPost feedback in writing may be provided by a person nominated by the Board


51/63

[51]

on receipt of a written request by applicants. The feedback will only relate to

the individual applicant. No reference should be made to the performance of

any other individual candidates.

5. REVIEW OF LITERATURE

As related to the Recruitment of the employee various authors have

expressed their views regarding training success and undertaking in and outside thecompany, few of them listed are: Recruitment is concerned with developing

suitable techniques for attracting more and more candidates. Recruitment is the

process of searching for prospective employees and stimulating them to apply for

the jobs in the organization. When more persons apply for jobs then there will be a


52/63

[52]

scope for recruiting better persons. The job seekers too, on the other hand, are in

search of organization offering them employment. Recruitment is a linkage activity

bringing together those with jobs and those seeking jobs. Many see recruitment and

selection as the most important component of the staffing model. Obviously, the

fright persona must be selected to achieve high levels of productivity, but how theselection is made also is important, if for no other reason than to meet legal and

ethical requirements of institutional policy such as fundamental fairness and

affirmative action. One of the central findings of the literature review conducted by

Winston and Cremer (1997, p. 128) was that the most successful student service

programs tend to be those where the managers select, hire, and retain competent

and caring individual's Recruitment and Promotion literature in student affairs

often addresses standards of admission the (Stnmatakos, 1981) and entry-level

competencies and skills (Hyman, 1988; Ostroth, 1981). Hiring particular types ofstaff members, such as paraprofessionals (Winston & Ender, 1988), mid-level

managers (Gordon, Borders Strode, & Mnnn, 1993; Saunders & Cooper, 199%,

minorities (Sagaria & Johnsrud, 1991), and executive-level managers (Haro, 1991)

also is common in recruitment and selection literature. Sims and Foxley (1980)

contribute significantly to this literature by pointing to the role of institutional

systems in the process and by suggesting that the precepts of the processes should

be based on development (the historic foundation of the field).

The recruitment and selection process is a complex system of interdependent

processes that begins with determining the need and establishing the purpose of the

position. This process should include a careful position analysis, a step often

assumed but not taken that leads to hiring someone, but maybe not the right

person, which is, of course, a key to successful staffing practices (Raetz, 2001).

Based on a carefully conducted position analysis, a position description is then

prepared that accurately and completely describes position responsibilities,

necessary qualifications of candidates, and any unusual or unique aspects of the

position or the institution.


53/63

[53]

6. RESEARCH OBJECTIVES

. To study the selection procedure followed by Milk food.

. To study the recruitment methods used by Milk food.

. To study the appropriate interview panel adopted to select employees.

. To study employees attitude, attendance, service at the time of promotion.


54/63

[54]

. To find promotion criteria adopted by company.

. To study about planning regarding the strategy

7. RESEARCH METHODOLOGY

Research in common parlance refers to a search for knowledge. One can also

define research as a scientific and systematic search for pertinent information on a

specific topic.

The word research has been derived from French word Researcher means to

search. FRANCIES RUMMER define Research: It is a careful inquiry or

examination to discover new information or relationship and to expand or verify

existing knowledge. Research is the solution of the problem, whether created or


55/63

[55]

already generated. When research is done, some new outcome, so that 'the problem

(created or generated) to be solved.

RESEARCH DESIGN:

Research Design is the conceptual structure within which research is conducted. It

constitutes the blueprint for collection, measurement and analysis of data. Thedesign used for carrying out this research is Descriptive.

DATA TYPE: In this research the type of data collection is

- Primary data

-Secondary data

DATA SOURCE: The sources of collection of secondary data are:

* Questionnaire

* Books

* Websites* Magazine

* Brochure

SAMPLING PLAN:

It is very difficult to collect information from every member of speculation .As

time and costs are the major limitation that the researcher faces.

A sample of 100 was taken the sample size of 100 employees were selected on the

basis of Random sampling technique. The individuals were selected in the random

manner to form sample and data were collected from them for the research study.

SAMPLE UMT: 100 Employees

AREA OF STUDY: Milk food Limited, Bahadurgarh.

ANALYSIS AND INTERPRETATION:

Data collection through questionnaire and personn

Documents

Gurjant Singh