PROJECT TITLEDRECRUITMENT & SELECTION AT BIRLA CEMENTIn
partial fulfillment of the requirement for the award of Master of
Business Administration (MBA)
SUBMITTED BY: RUCHIKA SHARMA ENROLLMENT NO. 1111000305 PROJECT
SUBJECT HR
UNDER THE GUIDANCE OF: S S MANI
SUBMITTED TO:
INSTITUTE OF MANAGEMENT & TECHNOLOGY CENTRE DISTANCE
LEARNING GHAZIABAD (U.P.), 2012
1
PROFORMA Project Viva (IMT-52)
Name: Enrollment No.:
Contact No.:
Area of Specialization (Related to Project): Operations Choice
of Venue for Viva Voce( Tick any one of the following venue) 1. IMT
CDL Ghaziabad 2. IMTCDL Hyderabad (Regional Center) 3. IMTCDL
Kolkata (Regional Center) 4. IMTCDL Mumbai (Regional Center) Check
List 1. Photocopy of Approved Synopsis. 2. Acknowledgement Letter
and Resume from Project Guide.
Name: Enrollment No.:
Contact No.:
Area of Specialization (Related to Project): Operations
Received By:______________
Dated:_____________________
2
ACKNOWLEDGEMENT LETTER FROM GUIDEThis is to acknowledge that
project report entitled Recruitment & Selection At Birla Cement
has been successfully completed RUCHIKA SHARMA for the award of
degree in PGDBM from IMTCDL, Ghaziabad under my supervision &
guidance. This report has not been submitted earlier either to this
University or to any other University/Institution for the
fulfillment of the requirement of a course of study.
Signature by Guide: Name of the Project Guide: Dated:
_________________________ _________________________
_________________________
3
TABLE OF CONTENTSPage No. CHAPTER-1 INTRODUCTION CHAPTER-2
COMPANY PROFILE CHAPTER-3 LITERATURE REVIEW CHAPTER-4 RESEARCH
OBJECTIVE AND METHODOLOGY CHAPTER-5 RECRUITMENT AND SELECTION
PROCESS AT B.C.L. CHAPTER-6 SURVEY FINDING AND ANALYSIS CONCLUSION
AND RECOMMENDATIONS BIBLIOGRAPHY / REFERENCES ANNEXURE 5 19 40 48
51 57 74 75 76
4
CHAPTER-1 INTRODUCTIONRecruitment is a continuous process
whereby the firm attempts to develop a pool of qualified applicants
for the future human resources needs even though specific vacancies
do not exist. Usually, the recruitment process starts when a manger
initiates an employee requisition for a specific vacancy or an
anticipated vacancy. Definition: According to Plumbey, The focus of
recruitment is on matching the capabilities & inclination of
prospective candidates against the demands & rewards inherent
in a given job. Recruitment means to, Finding the talent to meet
the organization hiring needs Edwin B.Flippo, defined recruitment
as, Recruitment is the process of searching for prospective
employees & stimulating them to apply for the jobs in the
organization. 4 ps of recruitment Product: What position the
recruitment department trying to fill? What do they offer to
potential candidates? Who else is trying to hire similar candidates
& how can the team gain a competitive advantage?
5
Price: How much the organization is willing to pay top quality
candidates? Is it more or less than competitor?
Person: What is the target market? What type of candidates
organization trying to hire? What competencies are needed for
filling the jobs? What does the ideal candidate look like for this
company?
Promotion: Where can your ideal candidates are found? How will
candidates know about job opening and how they encourage
applying?
RECRUITMENT NEEDS ARE OF THREE TYPES PLANNED i.e. the needs
arising from changes in organization and retirement policy.
ANTICIPATED anticipated needs are those movements in personnel,
which an organization can predict by studying trends in internal
and external environment. UNEXPECTED Resignation, deaths,
accidents, illness give rise to unexpected needs
6
Recruitment is a challenge in an organization The critical work
of any high growth organization is to attracting, hiring &
retaining the right talent. Add a right player in a team is a key
source of competitive advantage while attract the wrong talent will
have to meet the difficulty to acquired the strategic goal &
objective. Hire a wrong person resulting in high attrition rate,
misrepresent the company policy, procedure & organization will
not even know that what harm done to the organization public image
Recruitment: return on investment (ROI) Recruitment return on
investment (ROI) understands and compares the elements, costs and
risks of a recruitment related project to the expected benefits.
Recruitment ROI can assist in building a business case for the
organizations decision makers to evaluate the benefits and
estimated return on the investment to upgrade an organizations
recruitment function. SELECTION Definition of selection: Selection
is the process of picking individual (out of the pool of job
applicants) with requisite qualification and competence to fill
jobs in the organization. Selection of
7
personnel to man to organization is a crucial, complex &
continuing function. The selection procedure is the system of
functions & devices adopted in a given company to ascertain
whether the candidates specifications are matched with job
specification & requirement or not. Selection as a source of
competitive advantage: The role of selection in an organizations
effectiveness is crucial for two reasonsFirst, work performance
depends on individuals. The best way to improve performance is to
hire people who have the competence and the willingness to work,
thus inappropriate choice can be demoralizing & de-motivating
the rest of the workforce. Second, cost incurred in recruiting
& hiring personnel speaks volumes about the role of selection.
It clears that cost of wrong selection is much greater than no
selection. According to Kilibarda & Fonda, Unclear use of
recruitment & selection design might lead to Type-1 error Not
selecting the right candidate & Type- 2 error Selecting the
wrong candidate. Sources of Recruitment and Selection Every
organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and
external sources. The sources within the organization itself (like
transfer of employees from one department to
8
other, promotions) to fill a position are known as the internal
sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external
sources of recruitment. SOURCES OF RECRUITMENT AND SELECTION
9
Internal Sources:1. TRANSFERS:The employees are transferred from
one department to another according to their efficiency and
experience 2. PROMOTIONS:The employees are promoted from one
department to another with more benefits and greater responsibility
based on efficiency and experience
3. Upgrading and Demotion Others are of present employees
according to their performance. 4. Retired and Retrenched Employees
may also be recruited once again in case of shortage of qualified
personnel or increase in load of work. Recruitment such people.
Save time and costs of the organizations as the people are already
aware of the organizational culture and the policies and
procedures. 5. Deceased employees and Disabled employees The
dependents and relatives of are also done by many companies so that
the members of the family do not become dependent on the mercy of
others. External Sources:-
10
1. PRESS ADVERTISEMENTS Advertisements of the vacancy in
newspapers and journals are a widely used source of recruitment.
The main advantage of this method is that it has a wide reach. 2.
EDUCATIONAL INSTITUTES Various management institutes, engineering
colleges, medical Colleges etc. are a good source of recruiting
well qualified executives, engineers, medical staff etc. They
provide facilities for campus interviews and placements. This
source is known as Campus Recruitment. 3. PLACEMENT AGENCIES
Several private consultancy firms perform recruitment functions on
behalf of client companies by charging a fee. These agencies are
particularly suitable for recruitment of executives and
specialists. It is also known as RPO (Recruitment Process
Outsourcing) 4. EMPLOYMENT EXCHANGE Government establishes public
employment exchanges throughout the country. These exchanges
provide job information to job seekers and help employers in
identifying suitable candidates. 5 .LABOUR CONTRACTORS
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Manual workers can be recruited through contractors who maintain
close contacts with the sources of such workers. This source is
used to recruit labour for construction jobs. 6 .UNSOLICITED
APPLICANTS Many job seekers visit the office of well-known
companies on their own. Such callers are considered nuisance to the
daily work routine of the enterprise. But can help in creating the
talent pool or the database of the probable candidates for the
organization. 7. EMPLOYEE REFERRALS / RECOMMENDATIONS Many
organizations have structured system where the current employees of
the organization can refer their friends and relatives for some
position in their organization. Also, the office bearers of trade
unions are often aware of the suitability of candidates. Management
can inquire these leaders for suitable jobs. In some organizations
these are formal agreements to give priority in recruitment to the
candidates recommended by the trade union. 8. RECRUITMENT AT
FACTORY GATE Unskilled workers may be recruited at the factory gate
these may be employed whenever a permanent worker is absent. More
efficient among these may be recruited to fill permanent vacancies.
RECRUITMENT PROCESS The recruitment and selection is the major
function of the human resource department and recruitment process
is the first step towards creating the competitive strength and
12
the strategic advantage for the organizations. Recruitment
process involves a systematic procedure from sourcing the
candidates to arranging and conducting the interviews and requires
many resources and time. A general recruitment process is as
follows Identifying the vacancy: The recruitment process begins
with the human resource department receiving requisitions for
recruitment from any department of the company. These contain:
Posts to be filled Number of persons Duties to be performed
Qualifications required
Preparing the job description and person specification. Locating
and developing the sources of required number and type of employees
(Advertising etc).
Short-listing and identifying the prospective employee with
required characteristics.
Arranging the interviews with the selected candidates.
Conducting the interview and decision making
13
1. Identify vacancy 2. Prepare job description and person
specification 3. Advertising the vacancy 4. Managing the response
5. Short-listing 6. Arrange interviews 7. Conducting interview and
decision making
14
The recruitment process is immediately followed by the selection
process i.e. the final interviews and the decision making,
conveying the decision and the appointment formalities. SELECTION
PROCESS 1. Initial screening interview 2. Completion of the
application form 3. Employment tests 4. Comprehensive interview 5.
Background investigation 6. Conditional job offer 7.
Medical/physical exam 8. Permanent job offer
MODERN SOURCES OF RECRUITMENT A number of modern recruitment
sources are being used by the corporate sector in addition to
traditional sources. These sources are divided into internal and
external. Internal source include employee referrals. EMPLOYEE
REFERRALS: Present employees are well aware of the
qualifications, attitudes, experience and emotions of their
friends and relatives. They are also aware of the job requirements
and organizational culture of their company. As such, they can make
preliminary judgment regarding the match between the job and their
friends or relatives.
15
Hence, the HR managers of the company depend on the present
employees for reference of the candidates for various jobs. This
source reduces the cost and time required for recruitment. Further
this source enhances the effectiveness of recruitment. The other
category of modern source is external sources.
WALK-IN: The busy organizations and the rapid changing companies
do not find time to perform various functions of recruitment.
Therefore, they advise the potential candidates to attend for an
interview directly and without a prior application on a specified
date, time and a specified place.
CONSULT-IN: The busy and dynamic companies encourage the
potential job seekers to approach them personally and consult them
regarding the jobs. The companies select the suitable candidates
from among such candidates through the selection process
HEADHUNTING: - The companies request the professional
organizations to search for the best candidates particularly for
the senior executive positions. The professional organizations
search for the most suitable candidates and advice the company
regarding the filling up of the positions. Headhunters are also
called search consultants.
E-RECRUITMENT:-The technological revolution in
telecommunications helped organizations to use the Internet as a
source of recruitment. Organizations advertise the job vacancies
through the World Wide Web (www). The job seekers send their
applications through e-mail using the
16
Internet. Alternatively, the job seekers place their CVs in the
worldwide web/internet, which can be drawn by the prospective
employers depending upon their requirements.
OUTSOURCING: - Some organizations recently started developing
human resource pool by employing the candidates for them.
Recruitment and Selection Policy of a Company In todays rapidly
changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource
requirements in time. Therefore, it is important to have a clear
and concise recruitment policy in place, which can be executed
effectively to recruit the best talent pool for the selection of
the right candidate at the right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring
process. A clear and concise recruitment policy helps ensure a
sound recruitment process. It specifies the objectives of
recruitment and provides a framework for implementation of
recruitment programmed. It may involve organizational system to be
developed for implementing recruitment programmers and procedures
by filling up vacancies with best qualified people. COMPONENTS OF
THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization
Recruitment services of consultants Recruitment of temporary
employees Unique recruitment situations 17
The selection process The job descriptions The terms and
conditions of the employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people. To
ensure that every applicant and employee is treated equally with
dignity and respect.
Unbiased policy. To aid and encourage employees in realizing
their full potential. Transparent, task oriented and merit based
selection. Weight age during selection given to factors that suit
organization needs. Optimization of manpower at the time of
selection process. Defining the competent authority to approve each
selection. Abides by relevant public policy and legislation on
hiring and employment relationship.
Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives Personnel policies of the organization
and its competitors. Government policies on reservations. Preferred
sources of recruitment. Need of the organization.
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E-RECRUITMENT Many big organizations use Internet as a source of
recruitment. E- Recruitment is the use of technology to assist the
recruitment process. They advertise job vacancies through worldwide
web. The job seekers send their applications or curriculum vitae
i.e. CV through e mail using the Internet. Alternatively job
seekers place their CVs in worldwide web, which can be drawn by
prospective employees depending upon their requirements. Advantages
of recruitment are:o o o o o
Low cost. No intermediaries Reduction in time for recruitment.
Recruitment of right type of people. Efficiency of recruitment
process.
CHAPTER-2 COMPANY PROFILE
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O U R W O R K L IF ESATNA CEM ENT W ORKS
S E T U P IN 1959 19 59
Chapter 1. Chapter 1.COMPANY PROFILE Introduction of the
organization
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HISTORY Time talks Long years ago, in 1919, a young man named
Ghanshyam Das Birla set up the first Indian owned jute mill near
Kolkata. He called it Birla Jute Manufacturing Company. Time
watched as the small unit prospered. It also earmarked a young man
to beacon the new industrial India. Shri Madhav Prasad Birla, Shri
GD Birlas nephew, was born in 1918. Under his uncles tutelage he
also inculcated the timeless values that his uncle held so dear to
life: integrity and enterprise. It was these very values that
helped Shri MP Birla transform the humble jute manufacturing
company into a mighty conglomerate: Birla Corporation Limited. Now,
under the chairmanship of Shri R.S.Lodha, the company has crossed
the 1900 crore plus turnover mark and has widespread interests in:
Cement, Jute, Auto Trims, Cushioned Vinyl Floor Covering, PVC
Coated Wallpaper, Carbide, Industrial Gases and Synthetic Yarn.
Today individual division is independently charting its own path
but driven by some value system as envisaged by the visionary who
laid the first bricks. Amongst, widespread product range, cement is
our core business. Cement produced by us also follows same value
system as it has strength, integrity and trust in terms of
quality.
21
LOCATION OF ALL THE PLANT OF M.P. BIRLA GROUP CEMENT
DIVISION
22
The company has always treated its employees as members of its
family and has been alive to look after the needs of its employees
for which the company is taking immense interesting their welfare
activities. Housing Facilities: Habitation comes only next to food
and clothing. The management is well aware that good houses man the
possibility of home life, happiness and health. Keeping in view the
importance of good housing, the management has provided good pucca
houses free of rent. Minimum accommodation provided to the workers
is 2 living rooms verandah, kitchen, both room & latrines with
electricity. All quarters have been provided with flush latrines
& cemented road in the labor colony. Education facilities: The
management knows its social responsibility of the children of their
employees so for as the education is concerned and therefore, a
school is being run on the pattern of 10+2 system where besides the
children of our employees other children of the nearby areas study.
Social Activities: In order to relieve the monotony and to
introduce an element of joy and to keep away the workman and their
family from the industrial social evils, welfare centers have been
provided one each at factory & mines sites where regular
programmers like Kirtan, Magic Shows , Cinema Shows are arranged.
Sewing &embroidery classes are also held for ladies of
employees in these centers. Besides, indoor games, reading &
library facilities are also there. Their centers have been provided
with T.V. sets. 23
Social & cultural programmers on large scales are organized
on covered stage having the large open area for seating about
10,000 persons. Sports: A stadium is constructed where football,
volleyball, cricket and other sports are organized on National
Holidays and at other suitable teams. Satna cement Works:
Multiproduct Rs.1000/-cores Plus Corporation. MP Birla Group of
companies. Shri GD Birla is a highly Visionary person, started the
Birla Industrial Group in India. In 1919 Shri Ghanshyam Das Birla
set up the first India owned Jute mill near Calcutta under the home
Birla jute Mfg. Co. Cement plants are setup in MP and Rajasthan and
a grinding unit in West Bengal and UP. Satna Cement Works Birla
Cement Works Durgapur Cement Works Birla Vikas Cement Chittor
Cement Works SCW Conversion Plants Reabareli Unit 24 1959 1967 1974
1982 1986 1989 1998
The commissioning of Satna Cement works in MP marked the
companys entry into cement industry. This was the first cement
plant in Birla group and in 1959; it was the largest single unit in
the country. This was followed by cement plants located at
Chittorgarh and Durgapur to meet the demands in western and eastern
parts of India. Commissioning of additional units at Satna and
Chitorgarh and a conversion unit Satna under a World aided project
us few of the landmarks in the growth of the Company. Birla Jute
Mfg co. Later taken over by Shri MP Birla, who transformed the
company into a multiproduct one with widespread activities.
Presently the chair person smt.Priyamvada Birla under whose
direction and guidance, the company has crossed Rs.1000/- cores
turnover and the products range include cement ,jute, synthetic
yarn , calcium carbide ,industrial gases , floor covering, PVC
coated cloth and Wallpaper and jute based out trim products . IN
march 1997, the name of the company was changed Birla Corp Ltd. And
the corporate logo is a set of concentric circles around a triangle
representing the multidimensional nature. The apex of the triangle
represents the force that drives the entire corporation represented
by concentric circles is held together by this force. In October
1998, name changed into Birla Corporation Ltd. Total installed
capacity covering all the units BCL is 4 million tones. The present
installed capacity will be increased to 5 million tons by March
2001. .Ordinary Portland cement (OPC) is being regularly
manufactured in these units. 25
Special purpose cement viz. low alkali Portland cement, sulphate
resistant Portland cement and special cement for railways are also
manufactured as per requirements. Brand Names: SCW & BVC: Birla
Cement Khajuraho, Birla Cement samrat (PPC&PSC) BCW & CCW:
Birla Cement Chetak DCW: Birla Cement Durgapur Export to Nepal
& Bangladesh: Cement & Royal Tiger
26
ORGANISATION CHART PRESIDENT Mr. PS Marwah Jt. President(Mkg.)
Shri TC Jain Sr. Vice President Shri JS Banthia
Sr. Vice President (E & I) Shri Rajesh kakkar
Vice President (Stores & Building) Shri RK Dalmiya
Vice President (Production) Shri NR Ghosh
Vice President (Personnel & Administration) Shri Mohan
Bajpai
Asst. Vice president (Mechanical) Shri GK Jain
Asst. Vice President (Account & finance) Shri Ashok
sharma
General Manager (Mines) Shri D Roy
General Manager (Steel Foundary) Shri MK Singh
General Manager (Guest House) Shri K Vohra
General Manager (EDP) Shri GR Saini
27
Commissioning of one wet process kiln of 750 TPD capacities at
Satna in 1959 marked the entry of Birla Group into Cement industry.
Landmarks in growth of Satna Unit are: 195 9 196 4
Commissioning of SCW with a single wet process kiln of 750 TPD
Capacity raised to 1750 TPD with two additional wet process kilns.
of Birla Vikas Cement, a dry process kiln with
198 Commissioning 2 2500 TPD 9
198 Conversion of SCW wet process kiln into a single dry process
kiln with 2250 TPD
The present operating capacity of SCW and BVC are 2750 and 2650
TPD respectively. 1998 Commissioning of 1000 TPD Grinding Unit at
Raebareli for PPC manufacturing.
Total capacity
SCW & BVC Raebareli
1.55 MTPA 0.36 MTPA
Types of Cements manufactured:
OPC - 33G, 43G, 53G PPC SRPC Low Alkali Cement IRS - T - 40
Cement
28
They are marketed under the Brand names BIRLA CEMENT KHAJURAHO
& BIRLA SAMRAT.
Profile Birla Corporation Limited; a multi activity company and
pioneer in many fields are committed to development of the nation
with widespread operations spanning the whole country and beyond.
The companys turnover exceeds Rs.1900 crore in a diverse range of
product which include Jute & synthetic yarn, Cement, Calcium
Carbide, Industrial Gases, Vinoleum Floor Coverings, PVC Coated
Cloth & Wall Papers as well as Auto trims (jute felt based car
interiors manufactured with German technology). Counted amongst the
larger plants of the cement division, Satna Cement Works and Birla
Vikas Cement at Satna (MP) have an installed capacity of 2.18
Million tons at present which is projected to rise to 3.0 million
tons in the near future. Birla Cement Samrat and Birla Cement
Khajuraho are already leading Brands and frontrunners of companys
activities. Riding on the glory of very high standards of quality,
the company products are premier priced in all the markets where it
is available.
29
|
30
Plant Detail Plants : Satna Cement Works & Birla Vikas
Cement Capacity 2.18 Million Tones / Year Range of Products
OPC Grade 43 PPC (Fly ash based)
Process Dry Process Salient Features 1. Mine planning through
computer based system. 2. 4.5 Kms long bi-cable ropeway between
mines and the plant. 3. Stacker and reclaimed for limestone
blending. 4. Vertical roller mill and ball mill with high
efficiency separator. 5. Blending silo for Raw Mill. 6. Four / Five
stage Preheated with calciner. 7. Modern energy saving Grate
cooler. 8. Online X-ray analyzer. 9. State of the- art control
system. 31 10. Alkali-By Pass system.
11. Electronic Packing Machines. Facilities for Transportation
Rail Broad Gauge Captive Power Plants Road Trucks, Trailers THERMAL
POWER PLANT Packaging Packed in PP bags 50 Kg each 27 MW Capacity
Captive Mines One 27 MW Capacity Steam Turbine Lease Area 10 Sq.
Km. Two 65 TPH each capacity F grade coal based and Bio mass fired
Mining AFBC Boilers. Area 06 Sq. Km.
Equipped with DCS controlled system and modern RO based water
treatment plant.
Latest pollution control equipments and monitoring system.
Dedicated fuel handling system. Advance communication system.
12 MW Capacity
3 sets of 4 MW capacity steam turbines. 3 FBC F grade coal fired
boilers of capacity 32, 22 & 22 TPH. Latest pollution control
equipments and monitoring system. Water treatment plant with
de-mineralizing unit.
7.5 MW Capacity
One set of 5 MW and one 2.5 MW32 capacity steam turbines. 3 FBC
F grade coal fired boilers of capacity 25, 25 & 15 TPH.
ENVIRONMENT PROTECTION
33
Satna Cement Works is committed to provide clean environment to
the society and constantly endeavors to keep Air, water and noise
pollution well below the stipulated levels. In recognition of its
commitment to and Implementation of environmental improvement
measures, Bureau of Indian Standards awarded IS/ISO 14001
Certification to Satna Cement Works, Birla Vikas Cement and
Sagmania Limestone Mines in Sept.1999. Some of the major activities
that are being carried out and a continuous basis are listed below
:
Pollution Control Equipments in use: Electrostatic Precipitators
Bag Dust Collector Pocket Filter 15 Nos. 58 Nos. 60 Nos.
Plantation in the Factory and Quarry as on date 411290 Nos.
Recycling of wastewater through treatment in oxidation pond and
used for gardening etc.
Sludge oil generated from DG set being reused for firing in the
Kiln. Water sprinkling inside the factory for controlling fugitive
dust. Installed dust suppression system on coal belt/ Clinker belt
and Iron 34 ore crushing belt conveyors, to suppress dust
emission.
Fly ash transportation from Thermal Power stations by
pneumatic
conveying system in closed tankers. ENVIRONMENTAL FRIENDLY
PRODUCTION & PROCESS
The strategic focus of the multi-product,
multi-vocational,System by BIS, has been IS/ISO-14001 Certification
for Environment Management M.P Birla Group on steady since 1999
both for SCWandBVC. New Delhi growth by developing &
assimilating technologies of tomorrow to manufacture a wide range
of value-added products. At the same time, it is keenly
ENVIRONMENTAL POLICY aware of its social responsibilities as an
enlightened and committed corporate citizen. The Birla Corporation
Limited ENTREPRENEURSHIP: Birla Corporation Limited is the flagship
company of the SatnaBirla Groupin the Manufacturer of2,000-crore
M.P Birla Group using M.P is engaged of Companies. The different
varieties of Cement includes highly dry process having like
Universal Cables Ltd. (power, control and electrical cables reputed
companies two plants with an installed capacity of 2.50 Million
Tons per annum. and capacitors), Vindhya Telelinks Ltd.
(telecommunication cables), Birla Ericsson Optical Ltd. (optical
fiber and jelly-filled telephone cables), Universal-ABB Power THE
CORPORATION COMMITS TO : Cables Ltd. (XLPE cables), Hindustan Gum
& chemicals Ltd. (guar gum products) Prevention of (Linoleum
setting appropriate objectives and targets and Birla -DLW
Ltd.pollution by floor covering). Other than Kolkata, Birlapur and
for the Group's plants are located at Rewa, Satna, Raebareli,
Chanderia, Durgapur, its activities, review the same and strive to
achieve the goal. Jodhpur, Viramgam, Bhiwani, Gurgaon and Chakan
(Pune). It has its Registered and Comply with all relevant
environmental legal requirements and other Principal office in
Kolkata and offices in Mumbai and New Delhi, among other
requirements to which it subscribes and related to environmental
places. aspects.
Continual improvement of its environmental performance. HEALTH
CARE INSTITUTIONS: The Group is involved in a number of
philanthropic activities and is natural resources. with the
management of the Bombay Conserve Energy and directly associated
Hospital and Medical Research Centre (800 beds), Mumbai, Belle Vue
Clinic, Kolkata and M P Birla Eye Clinic, Kolkata. It also runs
modern hospitals at Birlapur and Satna. Encourage recycle and
re-utilization of waste products.
Documents,
Implement
and
Maintain
an
Environmental
Management System in conformity to IS / ISO / 14001. 35
Communicate its Environmental policy to all its employees
including those working on our behalf and provide appropriate
training to personnel responsible for Implementation of the
EMS.
Make this policy available to the public.
EDUCATION: In the educational arena, the Group runs South Point
School (Kolkata), M.P. Birla Foundation Higher Secondary School
(Kolkata) and a recognized Industrial Training Institute at Rewa.
It also runs Schools at Birlapur, Satna, Chittorgarh and Allahabad.
The M.P. Birla Planetarium in Kolkata, the first of its kind in the
country, is run by the Group. It also runs an Agricultural &
Horticultural Institute in Kolkata. JOINT VENTURES: The Group has
successful joint ventures and collaborations with world leaders
like DLW AG of Germany, Rhone Poulenc of France, Ericsson Cables
& AB of Sweden, ABB of Sweden, and GE of the USA Toshiba of
Japan and AEI cables of UK.
UNIVERSAL LIMITED
CABLES Registered Office & Works: 005 Vikas (M.P.)
P.O. Birla A leader in the Indian Cables Satna 485 Industry with
the widest India product range and its cables and capacitors are
known by the Phone :+91-7672-223561 brand name "UNISTAR" Fax
:+91-7672-225344 Email :[email protected] VINDHYA LIMITED TELELINKS
Registered Office & Works:
36
One of the most sophisticated and technologically advanced
industrial complexes, manufacturers, Jelly filled Telephone Cables
in technical collaboration with M/s. Ericsson Cables AB of
Sweden
Udyog P.O. Rewa India Phone Fax Email
-
486
006
Vihar Chorhata (M.P.)
:+91-7662-242214 :+91-7662-242239 :[email protected]
BIRLA ERICSSON Registered Office & Works: OPTICAL LIMITED
Udyog Has technical and financial P.O. collaboration with Ericsson
Rewa 486 006 Cables AB of Sweden to India produce Optical Fibre
Cables, :+91-7662-242214 consisting of different fiber Phone counts
of both, Duct & Direct :+91-7662-240614 Burial types. The
company also Fax produces Polyurethane Jelly Email
:[email protected] filled insulated Cables. UNIVERSAL-ABB
POWER Registered Office & Works: CABLES LIMITED P.O. Birla Has
technical and financial Satna 485 collaboration with ABB Cables,
India Sweden and produces High :+91-7672-226361 Voltage XLPE
cables, using Phone state of the art technology for
:+91-7662-224962 production, quality and testing. Fax HINDUSTAN GUM
CHEMICALS LIMITED & Registered Office & Works: Birla
Bhiwani Haryana India 127
Vihar Chorhata (M.P.)
005
Vikas (M.P.)
Manufactures Guar Gum conforming to international standards and
exports to various countries the world over. Rhone-Poulenc Inc. of
France has 50% financial stake in the company. The company has 3
manufacturing units in India.
Colony 021
Phone :+91-1664-243891 Fax :+91-1664-243813
Email :[email protected]
37
BIRLA DLW LIMITED A 50:50 Joint Venture with DLW
Aktiengesellchaft, Germany to produce world class Designer Linoleum
Flooring for exports.
Registered Office: Birla 9/1 Kolkata India Phone Fax Email
R.N.Mukherjee 700 :+91-33-2220 3146 :+91-33-2210 6022
:[email protected] [email protected] Building Road 001
38
CHAPTER-3 LITERATURE REVIEWRECRUITMENT AND SELECTION PROCESS
Recruitment is defined as, a process to discover the sources of
manpower to meet the requirements of the staffing schedule and to
employ effective measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient
workforce. Edwin B. Flippo defined recruitment as the process of
searching for prospective employees and stimulating them to apply
for jobs in the organization. Recruitment is a linking
function-joining together those with jobs to fill and those seeking
jobs. It is a joining process in that it tries to bring together
job seekers and employer with a view to encourage the former to
apply for a job with the latter. A few definitions of recruitment
are: A process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of
applications from which new employees are selected. It is the
process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection
of an efficient working force. Recruitment of candidates is the
function preceding the selection, which helps create a pool of
prospective employees for the organisation so that the management
can select the right candidate for the right job from this pool.
The main objective of the recruitment process is to expedite the
selection process.
39
Recruitment is a continuous process whereby the firm attempts to
develop a pool of qualified applicants for the future human
resources needs even though specific vacancies do not exist.
Usually, the recruitment process Steelts when a manager initiates
an employee requisition for a specific vacancy or an anticipated
vacancy. RECRUITMENT NEEDS ARE OF THREE TYPES PLANNED i.e. the
needs arising from changes in organization and retirement policy.
ANTICIPATED Anticipated needs are those movements in personnel,
which an organization can predict by studying trends in internal
and external environment. UNEXPECTED Resignation, deaths,
accidents, illness give rise to unexpected needs. In order to
attract people for the jobs, the organization must communicate the
position in such a way that job seekers respond. To be cost
effective, the recruitment process should attract qualified
applicants and provide enough information for unqualified persons
to self-select themselves out. Thus, the recruitment process begins
when new recruits are sought and ends when their applications are
submitted. The result is a pool of applicants from which new
employees are selected.
40
PURPOSES AND IMPORTANCE Attract and encourage more and more
candidates to apply in the organisation. Create a talent pool of
candidates to enable the selection of best candidates for the
organisation. Determine present and future requirements of the
organization in conjunction with its personnel planning and job
analysis activities. Recruitment is the process which links the
employers with the employees. Increase the pool of job candidates
at minimum cost. Help increase the success rate of selection
process by decreasing number of visibly under qualified or
overqualified job applicants. Help reduce the probability that job
applicants once recruited and selected will leave the organization
only after a short period of time. Meet the organizations legal and
social obligations regarding the composition of its workforce.
Begin identifying and preparing potential job applicants who will
be appropriate candidates. Increase organization and individual
effectiveness of various recruiting techniques and sources for all
types of job applicants
41
Recruitment represents the first contact that a company makes
with potential employees. It is through recruitment that many
individuals will come to know a company, and eventually decide
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 effort will result in mediocre ones.
High-quality employees cannot be selected when better candidates do
not know of job openings, are not interested in working for the
company and do not apply. The recruitment process should inform
qualified individuals about employment opportunities, create a
positive image of the company, provide enough information about the
jobs so that applicants can make comparisons with their
qualifications and interests, and generate enthusiasm among the
best candidates so that they will apply for the vacant positions.
The negative consequences of a poor recruitment process speak
volumes about its role in an organization. The failure to generate
an adequate number of reasonably qualified applicants can prove
costly in several ways. It can greatly complicate the selection
process and may result in lowering of selection standards. The poor
quality of selection means extra cost on training and supervision.
Furthermore, when recruitment fails to meet the organizational
needs for talent, a typical response is to raise entry-level pay
scales. This can distort traditional wage and salary relationships
in the organization, resulting in avoidable consequences. Thus, the
effectiveness of a recruitment process can play a major role in
determining the resources that must be expended on other HR
activities and their ultimate success.
42
SUB-SYSTEMS OF RECRUITMENT The recruitment process consists of
the following four sub-functions: Finding out and developing the
sources where the required number and kind of employees will be
available. Developing suitable techniques to attract the desirable
candidates. Employing the techniques to attract candidates.
Stimulating as many candidates as possible and asking them to apply
for jobs irrespective of the number of candidates required.
Management has to attract more candidates in order to increase the
selection ratio so that the most suitable candidate can be selected
out of the total candidates available. Recruitment is positive as
it aims at increasing the number of applicants and selection is
somewhat negative as it selects the suitable candidates in which
process; the unsuitable candidates are automatically eliminated.
Though, the function of recruitment seems to be easy, a number of
factors make performance of recruitment a complex one. SOURCES OF
RECRUITMENT Before an organization activity begins recruiting
applicants, it should consider the most likely source of the type
of employee it needs. Some companies try to develop new sources,
while most only try to tackle the existing sources they have. These
sources, accordingly, may be termed as internal and external.
43
Recruitment process
Developing sources of potential employees
Internal sources Transfer Promotion
External sources Recruitment at factory gate Unsolicited
applications Media advertisement Employment agencies Educational
institutions Recommendations Contractors
STEPS IN SELECTION PROCEDURE There is no shortcut to an accurate
evaluation of a candidate. The hiring procedures are, therefore,
generally long and complicated. Many employers make use of such
techniques and pseudo-sciences as phrenology, physiognomy,
astrology, graphology etc., while coming to hiring decisions.
However, in modern times, these are considered to be unreliable
measures.
44
Preliminary interview
Receiving applications
Screening applications
Employment tests
Interview
Rejection
Reference checking
Medical examination
FINAL SELECTION
Every candidate for the job has to clear a number of hurdles
before getting selected for the job. If he is not found suitable at
any stage, he is not considered for the further stages. Thus, he
will be rejected. For instance, if a candidates particulars in the
application are not found suitable, he will not be called for the
tests. Similarly, if a candidate fails in the tests, he will not be
called for the interview. The following is a popular procedure
through it may be modified to suit individual situation:
45
1. 2.
Reception or preliminary interview or screening; Application
blank---------a fact-finder which helps one in learning
about an applicants background and life history; 3. A sell
conducted interview to explore the facts and get at the
attitudes of the applicant and his family to the job; 4.
success; 5. Physiological testing to explore the surface area and
get an A physical examination------- health and stamina are vital
factors in
objective look at a candidates suitability for a job; 6. 7. A
reference check; Final selection approval by partner; and
communication of the
decision to the candidate.
46
CHAPTER-4 RESEARCH OBJECTIVE AND METHODOLOGYOBJECTIVE OF THE
STUDY To do an in-depth analysis of Globe Publications India with
special emphasis on: To study the Recruitment and Selection process
for employees at Globe Publications. To study the Human Resources
Policies implemented at Globe Publications and their effectiveness.
To study the ever increasing importance of Selection and
Recruitments in the industry and its usefulness and effectiveness.
SCOPE OF THE STUDY The survey was limited to a sample of 50
employees of Globe Publications. The study was limited to
Recruitment and Selection process at Globe Publications. RESEARCH
METHODOLOGY Research question arises because the concept of
re-engineering Human Resources practices is very wide. Different
authors and experts have given their views on reengineering Human
Resources and the importance of Human Resources in the
organization. In order to understand how these organizations are
implementing the concept of re-engineering some research work is
required. In order to accomplish the
47
objectives of the study, it is essential to articulate the
manner in which it is to be conducted, i.e., the research process
is to be carried-out in a certain framework. The Research
Methodology, which follows, is the backbone of the study. Sources
for Data Collection: Primary Data For obtaining the primary data
for my project, I used two research instruments i.e. Questionnaire
and Structured Interview. Questionnaire i) ii) Sample Size Sample
composition Officers Technicians Structured Interview i) ii) Sample
Size Sample composition Managers at Globe Publications Secondary
Data I got sampling data from: 10 10 25 25 50
48
a) In house studies done at Globe Publications. b) Books on
Recruitment & Selection. The information collected through
above methods was tabulated, analysed and interpreted. Finally an
overall assessment of the survey findings was made towards
improving the effectiveness of the production process of the
organization. The information gathered has been tabulated and
presented in the final report report.
49
CHAPTER-5 RECRUITMENT AND SELECTION PROCESS AT B.C.L.RECRUITMENT
PROCESS Effective recruitment and selection is central and crucial
to the successful functioning of the Broads Authority. It depends
on finding people with the necessary skills, expertise and
qualifications to deliver the Authoritys strategic objectives and
the ability to make a positive contribution to the values and aims
of the organization All steps of recruitment & selection that
is screening to giving offer letter to candidate take place on
single day. B.C.L. is a Cement company so generally most
recruitment take place for the post of Maintenance, Operation,
Quality Assurance and Marketing. Qualification for this requirement
is respective subject or having diploma degree apart from that
company also considers work experience. Minimum experience should
be 6 months. The overall recruitment & selection process in
company is classified in 12 steps which are as follows Step
1:Reference to the approved organization structure
The manpower budget is prepared at the beginning of the
financial year. And this being approved, the HR department goes
about filling the requisite vacancies that arise out of attrition
and vacancies already existing. When the need for having extra
50
hand as far as manpower is concerned then special approvals are
required from appropriate authority Step 2:- Start sourcing
activity The sourcing activity is doing by following sources 1.
INTIMATE CONSULTANTS
Organization of recruitment.
utilizes
the
consultant
as
a
source
2. INTERNAL SOURCING
The internal sourcing team uses the job posting on Internet.
Finding the relevant resume on Monster, Naukri take an informal
interview through call to check basic knowledge, salary expectation
& also give a brief idea about job profile, if the candidates
are interested & looks sincere then schedule the interview.
Strategically it is important to use the Internet for
recruitment in a big source.
Step3: Short listing of CVs:After sourcing of resume next step
is short listing of resume, which is done by HR, and head of
concerned dept. Before aptitude test the HR team is responsible for
screening of resume
51
They have some specific criteria, on the basis of which they
shortlist the CVs 1. Educational background 2. Age limit 3.
Location constraints 4. Working experience 5. Stability in job
Step4:-Sheduling & organizing interview. After short listing of
resume next step is scheduling & organizing interview according
to requirement of different department. Step5:Briefing &
screening
Before aptitude test the company gives a Application form for
employment which include Personal data, Education, Practical
training, Details of Employment, References (if have)..
Step6:-Aptitude test Aptitude test is only for trainee,
associate& senior associate because the general aptitude for
any senior position is not worthy. In 1 hour of aptitude test the
candidate checked for basic fundamental knowledgeable nesss asked
in test is objective type.
52
When candidates are cleared the test then they have to fill JAF
(job application form) in which the all details that is employment
history, educational background or any gap, the valid reason of any
gap etc. This form is to helpful for candidate details in HR round
in short duration Step7:- HR Interview This is preliminary
interview which is most frequently used as a selection instrument;
the HR has an opportunity for a face to face interaction with the
candidate to check out & clarify the check points which is
mention on interview assessment sheet. In B.C.L.the HR write the
overall comments about candidate. In HR assessment, candidate
mainly checks for educational criteria (if any gap & why),
geographical location, relevant work experience, candidate ready to
work in shifts, communication skill. So from these questions HR
person notice the candidate in different aspects like whether
candidate is good in communication skill, is he able to work in
this company .etc When candidate get selected in HR round then
another round is operation round. The HR member scheduling the
interview with operation member on the same day, Step8:-Technical
interview In technical round candidate has to be checked for
functional knowledge, to assure that candidate have the ability to
do a certain job HR cleared candidate will undergo for operation
round as per the following grades
53
Step9:-Offer stage The HRD team has to be preparing the offer
and recommended the salary as per grade. When candidate call for
offer letter then it must be declare that come with certain
documents that is to be marks sheet, salary proof for the
confirmation .in offer letter procedure the first step is to take
the documents and check it, if any doubt for any document then must
be check by original. After collecting document the candidate got
salary annexure in which a clear concepts of salary. The candidate
has to be go through with salary annexure for 10 minutes, after 10
minutes a small discussion between HR & candidate for a clear
understanding If any deviation made by HR team then it must be
approved by HR manager, such as if the candidates are exceptionally
good then salary must be slight high as per the salary fixed by
company policy. Step10:-Employment letter When candidates are
satisfied with salary and accepted the offer then they has to be
put acceptance on terms & condition, employment letter. After
acceptance the candidate got offer with a confirmation of joining
date and HR member has to be clarifying every detail that is to be
complete location address. Step 11:- Negotiation In this step HR
person does negotiation with selected over various issue like
salary, job profile, working condition, working place etc therefore
this is basically an agreement about different needs or idea, which
applies knowledge.
54
Step 12:-Induction There is 12 days induction programmed at
B.C.L.in which candidates are taken for visit all different plant
and on 30th day of their joining CEO of the company meets with
them.
55
CHAPTER-6 SURVEY FINDING AND ANALYSISQ1. For how long you have
been associated with the organization? There was no specific amount
of time of association with the organization. Different respondents
were at different positions. Some had joined just 3 months while
there were some who had been with the organisation for 4 years. Q2.
In which month, the Recruitment process generally starts and how
long is the recruitment cycle in Globe Publications? Majority of
the respondents said that the recruitment process was an all year
round process. Q.3 A strictly followed formal policy is followed in
the organization:
Formal Policy is Strictly followed True 31%
Partly True 31%
Very True 38%
Analysis: This graph shows that 38.5% of the respondents
strongly agree that a formal policy of recruitment is strictly
followed within the organization. However, the
56
rest of the respondents, (i.e., 61.6%) differ in their degree of
agreement that the policy is followed strictly. Hence, we can say
that although all the respondents agree to the fact that the
recruitment policy is strictly followed within the organization,
they differ in the degree of agreement. Q4. Is there a formal
process in place for identifying job vacancies?
Formal Policy for Identifying Job Vacancies No 10%
Yes 90%
Analysis: This graph shows that all the respondents, barring 1,
say that there is a formal policy in place for identifying new job
vacancies.
57
Q5. Which of the following recruiting sources is mostly used for
recruiting in your organization?
Sources for Recruiting people Both 15% Internal Sources 38%
External Sources 47%
Analysis: The above frequency table depicts that out of the
total number of respondents, 6 believe that external sources are
mostly used for recruiting people, while 5 respondents say that
internal sources are mostly used for recruitment. However, there
were some respondents (2) who said that both the internal and
external sources equally used for recruitment.
58
Q6. Which of the following external sources are more effective
in recruitment?
More Effective External Sources
Both job portal & Employee referrals 38% Job Portal
(erecruitment) 62%
Analysis: This pie chart shows that majority of the respondents
(61.54%) believe that out of all the external sources, Job Portals
are more effective for recruiting people for the organization.
However, there were some respondents who said that both job portals
and employee referrals were equally effective for recruitment
purposes.
59
Q7. Which source of recruitment is effective for recruiting
executive level employees?
More effective sources for hiring Executive level Campus
Recruitment 23% More than 1 Source 39%
Job Portal 38%
Analysis: The above bar graph shows that most of the respondents
either believes that job portals or a combination of various
sources are effective for hiring executive level associates.
Moreover, there were some respondents who believed that campus
recruitment alone was effective for hiring executive level
associates.
60
Q8. External recruiting brings out more desirable employees than
the internal recruiting.
Do external sources give better prospective candidates? Not True
15% True 39%
Partly True 38% Very True 8%
Analysis: The above pie chart shows us the respondents views on
whether external sources provide better candidates or not. From the
above chart, we can infer that only 7.69% of the respondents
believe strongly that the external sources are better while around
77% of the respondents believe, to a lesser extent, that external
sources are better. However, these respondents differ in their
degree of agreement. Moreover, there are 15.38% who do not believe
that external sources are better.
61
Q9. Recruiting from top institutions is bringing desirable
employees to organization.
Recruitment from top institutes gives better candidates Partly
True 17%
Very True 22%
True 61%
Analysis: The above dot graph shows that majority of the
respondents (about 61%) believe that recruitment from top
institutions gives better candidates. There were also around 22% of
the respondents who agreed very strongly to the notion that top
institutions have better candidates. Moreover, there were around
17% of the respondents who did not agree to this notion very
strongly and said that not all the students from top institutions
were very good candidates.
62
Q10. Does your organization measure the effectiveness of
recruitment sources?
Is effectiveness of recruitment process measured? No 15%
Yes 85%
Analysis: This pie chart shows the responses of the target
population to the above mentioned question. Majority of the
respondents said that yes, the effectiveness is measured. However,
there were some respondents who said that no to the above mentioned
question.
63
Q11. Does the organization compare the number of job openings
and workforce projections with HR departments recruitment and
selection capacity?
Are the job openings & HRP aligned with recruitment &
selection capacity No 0%
Yes 100%
Analysis: The above graph shows that all the respondents agree
to the fact that the manpower planning and the number of job
openings are decided keeping in mind the capacity of the recruiters
and the recruitment policy.
64
Q12. The internal recruitment sources are primarily considered
for recruitment.
Are internal sources considered for recruitment? Not True 8%
True 30% Partly True 31%
Very True 31%
Analysis: According to the above graph, about 92% of the
respondents agree to the fact that internal sources of recruitment
are taken into account during the recruitment process for any
position. However, these respondents vary in their degree of
agreement. Moreover, there were some respondents (7.69%) who did
not agree that the internal sources were used primarily for
recruitment.
65
Q13. The reference checks are properly conducted by efficient
employers.
Are reference checks done properly? True 15%
Very True 85%
Analysis: The above bar graph shows that majority of the
respondents, i.e., 84.62%; very strongly agree to the fact that
efficient reference checks of the short listed candidates are done
by the recruiters. But, there were some respondents (15.38%) who
agreed to a lesser extent that adequate reference checks were done
by the recruiters.
66
Q14. All the processes related to recruitment are maintained in
a single department of the organization.
Are the recruitment & post recruitment processes
consolidated into 1 department Partly True 8%
True 46% Very True 46%
Analysis: According to the above graph, all the respondents
agree (though differing in the degree of their agreement) that all
the recruitment and post recruitment processes are consolidated
into 1 department, i.e., the Corporate HR Department.
67
Q15. Mode of recruitment currently employed fulfills the
manpower needs of the organisation.
Is the current modes of recruitment adequate for the manpower
needs?
Very True 46%
True 54%
Analysis: The above pie chart shows that all of the respondents
are satisfied with the current mode(s) of recruitment as they are
able to close the vacancies that are there in the organization.
However, the respondents level of satisfaction varies from strong
agreement to agreement.
68
Q16. Manpower planning is efficiently working in identifying the
vacant positions.
Is HRP providing correct figures to the recruiters? Not True 8%
Partly True 8% True 38%
Very True 46%
Analysis: The above frequency table shows the responses of the
target population to the above mentioned question in terms of
frequencies as well as percentages. From this table, we can infer
that majority of the respondents think that the HRP is working fine
and is in tune with the vacancies that arise in the
organization.
69
Q17. The effectiveness of the recruitment process is measured
every year in the organisation.
Effectiveness of recruitment measured annually Partly True
15%
True 47%
Very True 38%
Analysis: This bar graph shows the respondents answers to a
similar question asked before regarding the measurement of
effectiveness of the recruitment procedure. We can infer that the
respondents answers differ for both the questions. However, we must
notice that in this graph, all the respondents agree to the fact
that the effectiveness is measured. The respondents differ in the
level of their agreement to this process. Q18. What are the unique
features that you identified in the recruitment policy of the
organisation? Most of the respondents said that the main feature
that they identified was the transparency of the policy. Moreover,
they liked the flexibility of the policy. 70
Q19. Your suggestions to make the recruitment strategy more
efficient. Some of the opinions given by the respondents were:
Better HRP Tap more campuses
Q20. The objectives of the recruitment are completely fulfilled
through present recruitment policy.
Objectives of recruitment being fulfilled
Very True 38%
True 62%
Analysis: According to the graph, we can say that all the
respondents are satisfied with the current Recruitment Policy (even
though they differ in the degree of their agreement).
71
KEY FINDING Based on the data analysis of 13 responses to the
questionnaire, the findings can be summarized as follows: 1. 2. 3.
The recruitment and selection procedure goes on all year round. A
formal recruitment policy is in place and is followed to a great
extent. Both internal and external sources of recruitment are used
in the organization to get the right person for the right job. 4.
Out of all the external sources, the most popular one is
E-Recruitment using the organizations online Job Portal
(naukri.com). 5. 6. Proper reference checks are done by the
recruiters so as to hire better people. The effectiveness of the
whole recruitment procedure is measured on a regular basis. 7. HRP
is working efficiently and is carried out to forecast the new job
vacancies and align them with the capacity of the recruiters. 8.
All the recruitment and post recruitment processes are done by the
corporate HR department which is located in the corporate office.
9. More or less, the recruiters are satisfied with the current
recruitment policy.
72
CONCLUSION AND RECOMMENDATIONSThe suggestions and
recommendations are made by comparing the observed data with the
theoretical data, and also from the findings of the survey. During
my tenure of summer training I studied a complete review of
recruitment & selection process in B.C.L. & I found that
the system is efficient & well organized. But as my subject
concerned to finding the opportunities of improvement, I m
responsible to finding certain loopholes in which improvements can
be done. There has been problem of unethical /fake candidates who
keep posting resumes by changing their name, date of birth etc.
Therefore HRD needs to be upgraded by making it mandatory that the
candidates previous companys employee number is also made as
primary key. The people whoever join newly should be given adequate
orientation with the process and the tools In order to avoid
lengthy cycles, proper training should be given to the team members
of recruitment team. The interactions should take place between the
Business heads and the recruitment team. During this process I have
suggested to implement Modern ways of recruitment assisted by the
online screening test.
73
BIBLIOGRAPHY / REFERENCESBooks referred: VSP Rao, HUMAN RESOURCE
MANAGEMENT, Kothari C.R, Research Methodology Methods &
Techniques Dr. Subba Rao P., ESSENTIAL OF HUMAN RESOURCE
MANAGEMENT & INDUSTRIAL RELATION, Himalaya publication,
(2006) Sites Visited: http://www.Birlacorporation.com
http://www.google.com http://www.hrmguide.com
74
ANNEXUREQUESTIONNAIRE FOR OFFICERS Name Company Designation
Location : : : :
On an Average how many new recruits do you have in a month? Out
of total employees what is the percentage of Front line employees
Technical staff Managers Senior Managers and above What is average
hiring cost per employee for Front line employee Technical staff
Managers Senior Manager
75
What are some of the strategies adopted by your firm to
increase the number of recruits in this sector Offering Better
pay packets than industry average Moving to B and C Grade Cities
Looking Beyond Graduates(Diploma Holders) Tie-Up with Institutes
Vocational Courses Designed Specially for this Sector Others
(Please Specify)________________________ Rank the following
according to its relevance to the company: (1- High priority,
2-next priority and so on) A) Employees are mainly recruited
through:
Sl. No
Source 0-1 yr
Candidates with experience of 1-3 yrs 3-5 yrs 5-10 yrs 10 yrs
& above
1 Campus 2 Employee Referrals 3 Consultants 4 Walk-ins 6
Advertisements 7 Job Fairs
76
8 Portals
In terms of Cost incurred , ROI , Quality rank the following:Sl.
No Source Candidates with experience of 5-10 0-1 yr 1 Campus 2
Employee Referrals 3 Consultants 4 Walk-ins 6 Advertisements 7 Job
Fairs 8 Portals 1-3 yrs 3-5 yrs yrs 10 yrs & above
Suggest Recruitment process that your organization use for
effective recruitment Do you have a referral policy in your
organization Yes No If yes how does it work?
Do you have a candidate tracking software?77
If yes how does it operate? What are the current levels of
attrition in your firm? 0- 10 % 10-20% 20-30% 30-40 % Above 40%
What are some of the strategies use by your company to track
attrition What are reasons for employees leaving your organization?
Better Pay Packets Shift Timings Higher Studies Nature of Work
Organization Culture Growth Opportunities Other(please
Specify)_____________________
78