Recuitment and Training

A

PROJECT WORK

ON

RECRUITMENT AND TRAINING

IN

SRI BALAJI TMT ROD MILLS PVT LIMITED

PROJECT SUBMITTED UNDER PARTIAL FULFILLMENT OF AWARD

OF

MASTER OF BUSINESS ADMINISTRATION

BY

K.SREEKANTH

(80312047)

Sri Balaji P.G.College,

(Affiliated to Sri Krishna Devaraya University)

Anantapur(Dt)-Andhra Pradesh.

2008 - 2010

CERTIFICATE

This is to certify that the project entitled “A STUDY ON RECRUITMENT AND TRAINING IN SREE

BALAJI TMT ROD MILLS PRIVATE LIMITED” is bonafied work record work done by

MR.K.SREEKANTH REGISTER NO: 80312047 in the partial fulfillment for award of the degree of

“MASTER OF BUSINESS ADMINISTRATION” at “SRI BALAJI P.G. COLLEGE” affiliated to “SRI

KRISHNA DEVERAYA UNIVERSITY”, ANANTAPUR.

Place: PRINCIPAL

Date:

CERTIFICATE

This is to certify that project entitled “A STUDY ON RECRUITMENT AND TRAINING IN SREE

BALAJI TMT ROD MILLS PVT LTD” is bonafied record work done by MR.K.SREEKANTH

REGISTER NO: 80312047 under my guidance and supervision in the partial fulfillment forward of the

degree of “MASTER OF BUSINESS ADMINISTRATION” at “SRI BALAJI P.G. COLLEGE”

affiliated to SRI KRISHNA DEVARAYA UNIVERSITY”, ANANTAPUR. We also confirm that this

project work has not been submitted for the award of any degree.

Place: Project Internal Guide

Date: (RAJESH SHYAM)

DECLARATION

I here by declare that the project report titled “RERUITMENT AND TRAINING IN SREE BALAJI

TMT ROD MILLS PVT LTD” submitted by me to the department of business management under the

guidance of MR.RAJESH Head of Department of Business Administration, Sri Balaji PG college, Sri

Krishna Devaraya University, Anantapur bonafide work under taken by me and it is not submitted to

any other university or institution for the award of any other degree /the discipline/ certificate or

published any time before.

(SREEKANTH)

ACKNOWLEDGEMENT

I am grateful to Prof. K.Manmadheshwar reddy., principal of Sri Balaji PG College for their

encouragement in this academic pursuit.

I am very thankful to Rajesh shyam MBA, Head of the Department of Business

Administration Sri Balaji PG College and my internal guide for their valuable help.

I am deeply beneficiated to Mr.Krishna, HR manager Sri Balaji TMT rod mills Pvt ltd for their

valuable guidance and necessary encouragement in completing of the project work successfully

I shall be failing in my duty if I do not express my special gratitude to my beloved family

members, my friends and well wishers for their continuous encouragement and help for completion of

this work.

(K.Sreekanth)

CONTENTS

Chapter 1: Review of literature

Chapter 2: Company Profile

Chapter 3: Industry profile

Chapter 4: Research methodology

Chapter 5: Data Analysis and Interpretation

Chapter 6: Findings and suggestions

Chapter 7: Bibliography

REVIEW OF

LITERATURE

RECRUITMENT

People are the most important assets of any organization. So recruiting the appropriate and required

number of employees and utilizing them for company’s objectives is more important. Once the required

number and kind of human resources are determined, the management has to find the places where

required human resources will be available and also find the means of attracting them towards the

organization before selecting suitable candidates for jobs. All this process is generally known as

Recruitment.

Some people use the term ‘Recruitment’ for employment. These two are not one and others use

the term ‘Recruitment’ for selection. These two terms are also not one. Technically speaking the

function of recruitment precedes the selection function and it includes only finding, developing the

sources of prospective employees and attracting them to apply for jobs in an organization, whereas the

selection is the process of finding out most suitable candidate to the job out of the candidates attracted.

Formal definition of recruitment would give clear cut idea about the function of recruitment.

DEFINITIONS:

Recruitment is defined as, ”a process to discover the sources of manpower to meet the requirements of

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.”

SUB-SYSTEMS OF RECRUTIMENT:

There are four sub systems in recruitment which can be divided into further sub-systems.

1) Finding out and developing the sources,

2) Developing sources to attract candidates,

3) Employing the technique

4) Stimulating candidates and making them to apply for jobs.

FACTORS AFFECTING RECRUITMENT:

Both the internal and external factors affect the recruitment. The external factors include supply

of and demand of human resources, employment opportunities and/or unemployment market conditions,

political, legal requirement and government policies, social factors, information systems.

The internal factors include the company’s pay package, including salary, fringe benefits and

incentives, quality of work life, organizational culture, career planning and growth opportunities, size of

company, company services etc.

RECRUITMENT POLICY:

Recruitment policy of any organization is derived from the personnel policy of the same

organization. In other words the former was the part of the later. However, recruitment by itself should

take into consideration, the governments reservation policy, policy regarding sons of soil etc, Personnel

policies of other organizations regarding merit, internal sources, social responsibility in absorbing

minority sections, women etc.

Recruitment policy should commit itself to the organizations personnel policy like enriching the

organization human resources or serving the community by absorbing the weaker sections and

disadvantaged people of the society, motivating the employees through internal promotions improving

the employee loyalty to the organization by absorbing retrenched or laid off employees or temporary

employees or dependents of present or former employees.

The following factors should take into consideration in formulating recruitment policy.

a) Government policies

b) Personnel policies of other organizations

c) Recruiting sources

d) Recruitment cost

e) Selection criteria and preference etc.

SOURCES OF RECRUITMENT

The sources of recruitment are broadly divided into internal and external sources. Internal

sources are the sources within the organizational pursuits. Eternal sources are sources outside the

organizational pursuits

INTERNAL SOURCES: Internal sources include

a) Present permanent employees

b) Present temporary/ casual employees

c) Retrenched or retired employees

d) Dependents of deceased, disabled, retired and present employees.

PRESENT PERMANENT EMPLOYEES: Organizations consider the candidates from the this source

for higher level jobs due to

i) Availability of most suitable candidates for jobs relatively or equally to external sources

ii) To meet the trade unions demands

iii) To the policy of organization to motivate the present employees.

PRESENT TEMPORARY/CASUAL EMPLOYEES: Organizations find this source to fill the

vacancies relatively at the lower level owing to availability of suitable candidates or trade union

pressures or in order to motivate them on the present job.

RETRENCHED OR RETIRED EMPLOYEES: Generally a particular organization retrenches the

employees due to lay off. The organization takes candidates for employment from the retrenched

employees due to obligation, trade union pressure and the like. Sometimes the organization prefers to re-

employ their retired employees as a token of their loyalty to the organization or to post pone some inter

personal conflicts for promotion etc.

DEPENDENTS OF DECEASED, DISABLED EMPLOYEES: Some organizations with a view to

develop the commitment and loyalty of not only the employee but also his family members and build up

image provide employment to dependents of deceased, disabled, and present employees. Such

organizations find this source as and effective source of recruitment.

EXTERNAL SOURCES: External sources are those sources which are outside the organization

pursuits. Organizations search for the required candidates from these sources for the following reasons.

a) The suitable candidate with skill, talent, knowledge is generally available.

b) Candidates can be selected with out any conceived notion and reservation.

c) Expertise, experience and excellence in other organizations can be easily brought into the

organization.

d) Human resources mix can be balanced with different back ground, experience, skill etc.

e) Latest knowledge, skill, innovative, or creative talent can also be flowed into organization.

EXTERNAL SOURCES INCLUDE:

1) Campus recruitment

2) Private employment agencies

3) Public employment exchanges

4) Professional associations

5) Data banks

6) Casual applicants

7) Similar organizations

8) Trade unions.

CAMPUS RECRUITMENT: Different types of organizations like industries, business firms, and

service organizations, social or religious organizations can get inexperienced candidates of different

types from various educational institutions like colleges and Universities imparting education in science,

commerce, arts, engineering and technology etc and trained candidates in different disciplines. Most of

the organizations use this source perform the functions of selection after completing recruitment in the

campus of the institute itself with a view to minimize time and to secure the cream before it is attracted

by some other organizations.

PRIVATE EMPLOYMENT AGENCIES: Private employment agencies or consultants like ABC

consultants in India perform the recruitment functions on behalf of a client company by charging fee.

But due to limitations of high cost, ineffectiveness in performance, confidential nature of this function,

managements some times do not depend on this source for highly specialized positions and executive

positions.

PUBLIC EMPLOYMENT EXCHANGES: The Government set up public employment exchanges in

the country to provide the information about the vacancies to the candidates and to help the

organizations in finding out suitable candidates. The Employment Exchange Act, 1959 makes it

obligatory for public sector and private sector enterprises in India to fill certain types of vacancies

through public employment exchanges.

PROFESSIONAL ORGANIZATIONS: Professional organizations or associations maintain complete

bio data of their members and provide the same to various organizations on required time. They also act

as an exchange between members and recruiting firms in exchanging information, clarifying doubts etc.

Organizations find this source more useful to recruit the experienced and professional employees like

executives, managers, engineers etc.

DATA BANKS: The management can collect the bio -data of the candidates from different sources like

Employment exchanges, Educational institutions, training institutes etc and feed them in computer. It

will become another source and company can get

the particulars as and when it needs to recruit.

CASUAL APPLICANTS: Depending upon the image of the organization, its prompt, response,

participation in local activities, level of un-employment, candidates apply casually for jobs through mail

or handover the applications in personal department. This would be a suitable source for temporary and

lower level jobs.

SIMILAR ORGANIZATIONS: Generally experienced candidates are available in organizations

producing similar products or are engaged in similar business. The management can get suitable

candidates from this source. This would be the most effective source for executive positions or for

newly established organizations.

TRADE UNIONS: Generally, unemployed or underemployed persons put a word to trade union leaders

with a view to get suitable employment. As such the trade union leaders are aware of the availability of

candidates. In view of this fact and in order to satisfy trade unions, management enquires trade unions

for suitable candidates.

RECRUITMENT TECHNIQUES

Recruitment techniques are the means of media by which management contracts the prospective

employees or provides necessary information or exchange ideas or stimulate the candidates to apply for

jobs. Management uses different types of techniques to stimulate internal and external candidates.

Techniques used to stimulate external candidates are

i) Promotions and

ii) Transfers

Techniques useful to stimulate external candidates are

i) Present employees

ii) Scouting

iii) Advertising

PROMOTIONS: Most of the internal candidates would be stimulated to take up higher responsibilities

and express their willingness to be engaged in the higher level jobs if management gives them the

assurance that they will be promoted to the next higher level.

TRANSFERS: Employees will be stimulated to work in the new sections or places if management

wishes to transfer them to new places of their choice.

RECOMMENDATIONS OF PRESENT EMPLOYEES: Management can contact, persuade the

outsides so apply for jobs in the organization through the recommendations to the candidates by present

employees, trade union leaders etc.

SCOUTING: Scouting means sending the representation of the organization to various sources of

recruitment with a view to persuading or stimulating the candidates to apply for jobs. The

representatives provide information about the company and exchange information and ideas and clarify

the doubts of the candidates.

ADVERTISING: Advertising is widely accepted technique of recruitment, though it mostly provides

one way communication. It provides the candidates in different sources, the information about the job

and company and stimulates them to apply for jobs. It includes advertising through different media like

newspapers, magazines of all kinds, radio, television etc.

The technique of advertising should aim at

a) Attracting the attention of the prospective candidates

b) Creating and maintaining interest

c) Stimulating action by the candidates.

MODERN SOURCES AND TECHNIQUES

A number of modern sources and techniques are being used by corporate sector in additional to

traditional sources and techniques. They are as follows

i) WALK-IN: The busy organizations and the rapidly changing organizations do not find the

time to perform the various functions of recruitment. Therefore, they advise the potential

candidates to attend for and interview and without a prior application on a specific date and

time and at a specified place. The suitable candidates from among the interviewers will be

selected for appointment after screening the through tests and interviews.

ii) CONSULT IN: The busy and dynamic organizations 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.

iii) HEAD HUNTING: The companies request the professional organizations to search for the

best candidates particularly for senior executive positions. The professional organizations

search for the most suitable candidates and advise the company regarding the filling up of the

positions. Head hunters are also called as search consultants.

iv) BODY SHOPPING: Professional organizations and the hi-tech institutes develop the pool

of human resources for the possible employment. The prospective employees contact these

organizations to recruit the candidate. Otherwise the organizations themselves approach the

prospective employees to place their human resources. These professional and training

institutions are called body shopping.

v) BUSINESS ALLIANCES: Business alliances like acquisitions, mergers and takeovers help

in getting human resources. In addition the companies do also have alliances in sharing their

human resources on ad hoc basis.

vi) TELE-RECRUITMENT: The technological revolution in telecommunication helped the

organizations to use internet as a source of recruitment. Organizations advertise the job

vacancies through the internet. The job seekers send their applications through e-mail, or

internet. Alternatively, job seekers place their cv’s in the internet, which can be drawn by the

employers depending on their requirements.

TRAINING

Organization and individual should develop and progress simultaneously for their survival and

attainment of mutual goals. So every modern management has to develop the organization through

human resource development. Employee training is the important sub system of human resource

development. The day to day developing technology has mad training as important function. Employee

training is a specialized function and is one of the fundamental operative functions for human resource

development.

MEANING: After an employee is introduced into the organization, he or she must be provide with

training facilities. Training is the act of increasing the knowledge and skill of an employee for doing a

particular job. Training is a short term for educational process and utilizing a systematic and organized

procedure by which employees learn technical knowledge and skill for a definite purpose.

DEFINITION: Dale S. Beach defined the training as, “the organized procedure by which people learn

knowledge and skill for a definite purpose.

Training refers to the teaching and learning activities carried on for the primary purpose of helping

members of an organization to acquire and apply the knowledge, skills, abilities and attitudes needed by

a particular job and organization.

Thus, training bridges the differences between job requirements and employees present specifications.

BENEFITS OF TRAINING

BENEFITS TO ORGANIZATION:

Leads to improved profitability and more positive attitudes towards profits orientation.

Improves job knowledge and skills at all levels of organization.

Improves morale of the organization.

Improves morale of the work force

Helps people identify with organizational goals

Helps to create a better corporate image.

Improves the relationship between boss and subordinates.

Aids in organizational development

Improves labour management relations

Helps to prepare guidelines for work.

Helps employees adjust to change.

BENEFITS TO INDIVIDUAL:

Helps the individual in making better decision and effective problem solving.

Aids in encouraging and achieving self development and self confidence.

Helps a person handle stress, tension, frustration and conflict.

Increases job satisfaction and recognition.

Moves person towards personal goals while improving interactive skills.

Helps eliminate fear in attempting new tasks.

Develops a sense of growth in learning.

NEED FOR TRAINING

Training is not something that is done once to new employees. It is used continuously in every well run

establishment. Further technological changes, automation, require updating the skills and knowledge. As

such an organization has to retrain the old employees. Specifically, the need for training arises due to

following reasons.

TO MATCH THE EMPLOYEE SPECIFICATIONS WITH JOB REQUIREMENTS AND

ORGANIZATIONAL NEEDS:

An employee’s specification may not exactly suits to the requirements of job and the

organization irrespective of his past experience, qualifications, skills, knowledge etc. Training is needed

to fill these gaps by developing and moulding the employee’s skills, knowledge, attitude, behavior etc to

the tune of the job requirements and organizational needs.

ORGANIZATIONAL VIABILITY AND TRANSFORMATION PROCESS:

The primary goal of most of the organizations is their viability is continuously influenced by

environmental pressure. If the organization does not adapt itself to the changing factors in environment,

it will lose its market share. If organization desires to adapt to these changes, first it has to train its

employees to impart specific skills and knowledge in order to enable them to contribute to the

organizational efficiency and to cope with process and development.

TEHCNOLOGICAL ADVANCES: Every organization in order to survive and to effective should

adopt the latest technology i.e, mechanization, computerization and automation. Adoption of latest

technological means and methods will not be complete until they are manned by employees possessing

skill to operate them. So organization should train the employees to enrich them in the areas of changing

technical skills and knowledge from time to time.

ORGANIZATIONAL COMPLEXITY: With the emergence of improved mechanization and

automation, manufacturing of multiple products and by-products or dealing in services diversified lines,

extension of operations to various regions the country or in overseas countries, organization of most of

companies has become complex. Companies constantly look for opportunities training to improve

organizational effectiveness. Training is responsible for planned change and effectiveness in

organization as it prepares the people to be the change agents and to implement the programmes of

effectiveness.

HUMAN RELATIONS: Trends in approach towards personnel management has changed from the

commodity approach to partnership approach. So today managements of most of organizations has to

maintain human relations besides maintaining sound industrial relations, So training in human relations

is necessary to deal with human problems and to maintain human relations.

PRINCIPLES OF TRAINING

Providing training in the knowledge of different skills is a complex process. A number of principles

have been evolved which can be followed as guidelines by trainees.

i) MOTIVATION: As the effectiveness of an employee depends on how well he is motivates

by management, the effectiveness of learning also depends on motivation. In other words, the

trainee will acquire a new skill or knowledge thoroughly and quickly if he or she is highly

motivated. The trainer should find out the proper ways to motivate experienced employees

who are already enjoying better facilities in case of re-training.

ii) PROGRESS INFORMATION: It has been found by various research studies that there is a

relation between learning rapidly and effectively and providing information specifically and

as such the trainer should not give excessive information or information that can be mis-

interpretated. The trainee also wants to learn a new skill without much difficulty. So trainer

has to provide progressive information to trainee.

iii) REINFORCEMENT: The effectiveness of the trainee in learning new skills and acquiring

new knowledge should be reinforced by means of rewards and punishments. Examples of

positive reinforcement are promotions, rise In pay, praise etc. Punishments are also called

negative reinforcements. Management should take care to award the successful trainees.

iv) PRACTICE: A trainee should actively participate in the training programmes in order to

make the learning programme an effective one. Continuous and long practice is highly

essential for effective learning.

v) FULL VS PART: It is not clear whether it is best to teach the complete job at a stretch or

dividing the job into parts and teaching each part at a time. If a job is complex and requires

little too long to learn, it is better to teach the part of the job separately ad then put the parts

together into an defective complete job.

vi) INDIVIDUAL DIFFERENCES: Individual training is costly and group training is

economically viable and advantageous to organization. But individual vary in intelligence

and aptitude from person to person. So the trainer has to adjust the training programme to the

individual abilities and aptitude.

AREAS OF TRAINING

Organizations provide training to their candidates in the following areas.

i) Company policies and procedures

ii) Specific skills

iii) Human relations

iv) Problem solving

v) Managerial and supervisory skills and apprentice training.

a) COMPANY POLICIES AND PROCEDURES: This area of training is to be provided with a

view to acquainting the new employee with the company rules, practices, procedures, tradition,

management, organization structure, environment products/services offered by the company etc.

This acquaintance helps the new employee to adjust himself with the changing situations

regarding company rules and polices creates favorable attitudes of confidence in minds of new

employee about the company and its product services as well as it develops in him a sense of

respect for the existing employees of the company.

b) TRAINING IN SPECIFIC SKILLS: This area of training is to enable more effective on the

job. The trainer trains the employee regarding various skills necessary to do the actual job.

c) HUMAN RELAITONS TRAINING: Human relations training assume greater significance I

organization as employees have to maintain human relations not only with other employees but

also with their customers. Employees are to be trained in the areas of self learning, interpersonal

competence, group dynamic, perception, leadership styles, motivation etc. This training enables

the employees for better team work, which lead to improved efficiency and productivity of the

organization.

d) PROBLEM SOLVING TRAINING: Most of the organizational problems are common to

employees dealing the same activity at different levels to organization. Further some of the

problems of different managers may have the same root cause. Hence, management may call

together all managerial personnel to discuss common problems so as to arrive at effective

solutions across the table. This is now only helps in solving the problems, but also serves as a

forum of exchange of ideas and information that could be utilized.

e) MANAGERIAL AND SUPERVISORY TRAINING: Even the non manages some times

perform managerial and supervisory functions like planning, decision making, organizing,

maintaining interpersonal relations directing and controlling. Hence management has to train the

employee in managerial and supervisory skills also.

f) APPRENTICE TRAINING: The Apprentice Act 1961 requires industrial unity of specified

industries to provide training in basic skills and knowledge in specified trades to educated un-

employees with a view to improve their employment opportunities or to enable them to start their

own industry. This training is generally used for providing technical knowledge in the areas like

trades, crafts etc.

TRAINING METHODS

As a result of research in the field of training, a number of programmes are available. Some of these are

new methods, while some are improvements over traditional methods. The training programs commonly

used to train operative and supervisory personnel are discussed below. The training methods are divided

into on-job-training methods and of-job training methods.

ON THE JOB TRAINING METHODS

This type of training, also known as job instruction training is the most commonly used method. Under

this method, the individual is placed on a regular job and taught the skills necessary to perform the job.

On-the-job training has the advantage of giving first hand knowledge and experienced under the actual

working conditions. On the job training methods include

a) JOB ROTATION: This type of training involves the movement of the trainee from one job to

another. The trainee receives job knowledge and gains experience from his supervisor or trainer

in each of the different job assignments. Though this method of training is common in training

manages for general management position, trainees can also be rotates from job to job in

workshop jobs. This method gives an opportunity to trainee to understand problems of other

jobs.

b) COACHING: The trainee is placed under a particular supervisor functions as a coach in training

the individual. The supervisor provides feed back to trainee on his performance and offers him

some suggestions for improvement. Often the trainee shares some of duties and responsibilities

of the coach and relieves him of his burden. A limitation of this method is that the trainee may

not have the freedom to express his ideas.

c) JOB INSTRUCTION: This method is known as training through step by step. Under this

method, trainer explains the trainee the way of doing the jobs, job knowledge and skills and

allows him to do the job. The trainer appraises the performance of the trainee, provides feed back

information and corrects the trainee.

PROCESS OF TRAINING UNDER JOB INSTRUCTION METHOD:

Step 1: Prepare the employee for instruction.

Step 2: Present the job. Explain and demonstrate one step at a time.

Step 3: Have him to do the job. Correct errors and omissions as he makes them. Encourage him.

Step 4: Follow through. Put him on his own. Encourage questions.

If the learner has not learnt, correct him and teach him frequently.

d) COMMITTEE ASSIGNMENTS: Under the committee assignment, group of trainees are given

and asked to solve an actual organizational problem. The trainees solve the problem jointly. It

develops teamwork.

OFF THE JOB METHODS

Under this method of training, trainee is separated from the job situation and his attention

is focused upon learning the material related to his future job performance. There is an

opportunity for freedom of expression for trainees. These include

1) VESTIBULE TRAINING: In these methods, actual work conditions are stimulated in a class

room. Material, files and equipment that are used in actual job performance are also used in

training. This type of training is commonly used for training personnel for clerical and semi-

skilled jobs. The duration of this training ranges from days to few weeks.

2) ROLE PLAYING: It is defined as a method of human interaction that involves realistic

behavior in imaginary situations. This method of training involves action, doing and practice.

The participants play certain types of characters. This method is mostly used for developing

interpersonal interactions and relations.

3) LECTURE METHOD: The lecture method is a traditional and direct method of instruction.

The instructor organizes the material and gives it to a group of trainees in the form of a talk. To

be effective, the lecture must motivate and create interest among the trainees. An advantage of

lecture method is that it is direct and con be used for al large group of trainees. Thus, cost and

time are reduced.

4) CONFERENCE OR DISCUSSION: It is a method in training the clerical, professional and

supervisory personnel. This method involves a group of people who pose ideas, examine and

share facts, ideas and data, test assumptions and drawn conclusions, all of which contribute to the

improvement of job performance.

5) PROGRMMED INSTRUCTION: In recent years, this method has become popular. The

subject matter to be learned is presented is presented in as series of carefully planned sequential

units. These units are arranged from simple to more complex levels. The trainee goes through

these units by answering questions or filling the blanks. This method is expensive and time

consuming.

THE TRAINING PROCEDURE

The important steps in training procedure are discussed below.

a) PREPARING THE INSSTRUCTOR: The instructor must know both the job to be taught and

how to teach it. The job must be divided into logical parts so that each can be taught at proper

time without the trainee losing plan. For each par one should have in mind the desired technique

of instruction, that is, whether a particular point is best taught by illustration demonstration or

explanation.

A serious and committed instructor must:

i) Know the job or subject he is attempting to teach,

ii) Have the aptitude and abilities to teach,

iii) Have willingness towards the profession,

iv) Have a pleasing personality and capacity for leadership,

v) Have the knowledge of teaching principles and methods

vi) Be a permanent student in the sense that he should equip himself with latest concepts and

knowledge.

b) PREPARING THE TRAINEE: As in interviewing, the first step in training is to attempt to

place the trainee at ease. Most people are some what nervous when approaching an unfamiliar

task. Though the instructor may have executed this training procedure, many times he or she

never forgets its newness to trainee. The quality of empathy is a mark of the gook instructor.

c) GETTING READY TO TEACH: This stage of the programme is class hour teaching

involving the fo9llowing activities.

Planning the programme

Preparing the instructor outline.

Do not try to cover too much material,

Keep the session move along logically,

Discuss each item in depth,

Repeat, but in different words,

Take the material from the standardized text when it is available,

Remember your standard before you teach,

Take periodical progress of the trainees and application into account.

d) PRESENTING THE OPERATION: There are various alternative ways of presenting the

operation like explanation, demonstration etc. An instructor mostly uses these methods of

explanation. In addition, one may illustrate various points through the use of pictures, charts,

diagrams and other training aids. Demonstration is an excellent device when the job is essentially

physical in nature. The following sequence is a favourite with some instructors.

i) Explain the sequence of entire job,

ii) Do the job step by step according to procedure,

iii) Explain the step he is performing,

iv) Have the trainee explain the entire job.

e) TRY OUT THE TRAINEES PERFORMANCE: As a continuation of the presentation

sequence given above, the trainee should be asked to start the job or operative procedure. Some

instructors prefer that the trainee explains each step before doing it, particularly if the operation

involves any danger. The trainee through repetitive practice will acquire more skill.

FOLLOW UP: The final step in most training procedures is that of follow up. When people are

involved in any problem or procedure, it is unwise to assume that things are always constant.

Follow up can be adopted to a variable reinforcement schedule as suggested in the discussion

EVALUATION OF TRAINING PROGRAMME

The process of training evaluation gas been defined as, “any attempt to obtain information on the effects

of training performance, and to access the value of training in the light of that information.” Evaluation

leads to controlling and correction the training programme. Hamblin suggested five levels at which

evaluation of training can take place like reactions, learning, job behavior, organization and ultimate

value.

i) REACTIONS: Training programme is evaluated on the basis of trainees reactions to the

usefulness of coverage of the matter, depth of the course content, method of presentation,

teaching methods etc.

ii) LEARNING: Training programme, trainers ability and trainee ability are evaluated on the

basis of quantity of content learned and time in which it is learned and learner’s ability to use

or apply the content he learned.

iii) JOB BEHAVIOUR: This evaluation includes the manner and extent to which the trainee

has applied his learning to his job.

iv) ORGANIZATION: This evaluation measures the use of training, learning, and change in

the behavior of the department/organization in the form of increased productivity, quality,

morale, sales turn over and the like.

v) ULTIMATE VALUE: It is the measurement of ultimate result of the contributions of the

training programme to the company goals like survival, growth, profitability etc and to the

individual goals like development of personality and social goals like maximizing social

benefit.

ESSENTIAL INGREDIENTS FOR SUCCESSFUL EVALUATION:

1) Support through out the evaluation.

2) Existence of open communication channels among top management, participants and those who

provide data.

3) Existence of sound management process.

BASES OF EVALUATION: Training programme can be evaluated on the basis of various factors like

production factor, general observation, human resource factor, performance, tests, cost-value

relationship etc.

PRODUCTION FACTORS: In operative training, the prime measure of worth is that productivity.

Productivity rates covering both quantity and quality are good indicators of the values of training,

Management will generally look first at production and wastage rates to determine the worth of

operative training.

GENERAL OBSERVATIONS: General observation should be overlooked as a means of training

evaluation. The immediate supervisor is often a gook judge of the skill level of his subordinates, the

efficient supervisors observes accurately the trainee during the training programme.

HUMAN RESOURCE FACTORS: training programme can also be evaluated on the basis of the

employee satisfaction which in turn can be viewed on the basis of

Decrease in employee turn over

Decrease in absenteeism

Decrease in number and severity of accidents

Betterment of employee morale

Reduction in time to earn piece rates

PERFORMANCE TESTS: In the immediate sense, the specific course of training can be evaluated in

terms of written and performance tests, the test is supported by a sample of what the trainee know or can

do. Successful accomplishment of the tests would indicate successful training. It is dangerous to relay

upon tests alone to demonstrate the true value of training. Performance appraisal on the job before and

after training may be supplemented to the tests.

COST VALUE RELATIONSHIP: Cost factor in training should taken into consideration in evaluation

the training effectiveness. Cost of various techniques and their value in the form of reduced learning can

be taken into account. Cost of training includes cost of employing trainees, and trainers, providing the

means to learn etc. The value of the training includes increasing value of human resources of both the

trainee and trainer and their contribution to raise production, reduce wastage, breakage etc. cost value

relationship is helpful in

Determining the principles of learning

Making the employee and job through training

Determining the work of management sacrifices

Choosing the right training method.

COMPANY

PROFILE

SREE BALAJI TMT ROD MILLS PRIVATE LTD.

SREE BALAJI TMT ROD MILLS PRIVATE LTD is a part of KPS group of

industries. A group with a strong foundation, good ideals driven towards a better tomorrow.

Making the mighty steel for the magnificent constructions is the mission of Sree Balaji Tmt rod

mills private ltd. An ISO certified 9001:2000 for quality management and the product is registered with

Beuarue of Indian standards for ISI marking. The mission got accomplished by setting state of the art

facilities with high quality measures and with the people who are driven by clear vision.

TMT (thermex) bar is the new latest generation steel with high strength, different from

traditional bar. Its manufacturing is different from other traditional bars in its combination of properties.

This specially designed and made for construction of products. Presently operating from its state of the

art manufacturing unit, based at Kurnool.

TMT PROCESS

Thermo mechanical treatment involves the simultaneous application of heat and deformation

process to an alloy in order to change its size and refine the micro structure .Thus hot rotting of metals, a

well established industrial process is a thermo mechanical treatment which plays an important role in the

processing of many steels from low carbon mild steels to high alloyed stainless steels.. The traditional

manufacturing route involves the casting of ingots from 1 to 30 tons which are soaked at very high

temperature (120c-1300c) then progressively, hot rolled to billets, bars and sheets. Thus leas to the

breaking down of the original coarse cast structure by repeated recrystallisation steel while in the

austenitic condition and by the gradual reduction of homogeneities of composition caused by

segregation during casting. Also the inevitable non metallic inclusions .i.e., oxides, silicates aluminates

and sulphides are broken up deformed and distributed throughout the steel in a more uniform manner.

Mechanical treatment involves the simultaneous application of heat and deformation process to

an alloy in order to change its shape and refine the microstructure. Thus, hot rolling of metals, a well

established industrial process is a thermo mechanical treatment which plays an important part in the

processing of many steels from low carbon mild steels to high alloyed stainless steels.

CHEMICAL COMPOSTION AND MECHANICAL PROPERITES

Property and elementIs1786fe-415 Tiscon TMT Dm488EURO

Carbon%

Sulphur%

Phosphorus%

Yield stress

Tensile strength

Elongation

0.30max

0.060max

0.060max

415

485

14.5

0.17-0.24

0.050max

0.050max

415

485

18

0.17-0.26

0.060max

0.060max

430

500

18

0.22

0.055

0.055

420

500

10

PROCESS OF THERMOMECHANICALLY TREATED RODS

There are three important stages in TMT manufacturing process.

1. Quenching: - Rapid water cooing applied on the bar with high accuracy thermex system produces

very rapid cooling in the bar surface to form martensite surface layer.

2. Tampering: - Rapid cooled martensite surface rod is exposed to air for tempering. This ensures

ductility while maintaining high yield stress.

3. Final cooling: - In the precisely calculated cooling bed further cooling takes place for a semi iso

thermal transformation of the still untransformed austenite in the core of the bar. The bar cross section

consist a peripheral layer of martensite mixed bainitic inner layer and the core of pearlite-ferrite.

QUALITY ASSURANCE

The company believes in implementing high quality standards with the state of the art facilities in the

plant. Since it is integrated steel plant, they take utmost care in raw material in both sponge and billet to

produce TMT rods. To ensure the high quality standards, the process is monitored at every stage of the

production.

ECO-FRIENDLY FACILITY

Sree Balaji Tmt rod mills private ltd – to reduce the impact of green house effect gases is manufacturing

BUL TMT rods with zero emission by putting up a state of the art gasifier to produce gas furnace to

reheat the billets. The project is first of its kind funded by IREDA out of 2 nd line credit of the World

Bank. This contributes in saving of precious natural resources, foreign exchange and cost, apart from

stupendous job of zero emission.

FEATURES OF BUL TMT BARS

Higher strength, ductility and toughness.

More elongation than ctd bars.

Adequate corrosion resistance.

High thermal stability.

Excellent weldability.

Earth quake proof due to higher elongation.

Deeper ribs for blinding strength.

Lower consumption because of higher strength.

Admirable straightness.

CUSTOMER BENEFITS: They always derive pleasure by satisfying their customers by ensuring

better quality products and timely dispatches. They take strict cost cutting measures in process to deliver

value to the customer.

ORGANIZATION CHART

DIRECTOR

G.M

FINANCE,ACCOUNTS

G.M

(Operations,sales,marketing)

G.M

(H.R, HEALTH, SAFETY, ENVIRONMENT)

ASSISTANTS

QUALITY INCHARGE

CHEMIST ASSISTANTS

PLANT MANAGER

PURCHASE EXECUTIVE

MAINTENANCE ENGINEER

TECHNICIANS AND

OPERATORS

ASSISTANT

PERSONAL ADMINISTRATI

ON

ASSISTANT

TRAINING AND DEVELOPMENT

SECURITY OFFICER

SECURITY

KPS GROUP PROFILE

The KPS group of industries of Gooty, Anantapur district , Andhrapradhesh includes oil milling, power

generation, plantation, sugar manufacturing and transformers manufacturing. The group have their

solvent extraction plants and like refinery plants located in Gooty. Biomass power plant at kurnool,

plantation projects at pattikonda and sugar plant at Nandyal-Kurnool districts and transformers

manufacturing unit at Gooty-Anantapur district.

The group companies has industrial track record of over 40 years which has started its carrier as

a small like millet and has established the biggest oil complex in rayalaseema region first being ITC

Agrotech limited, The group has established seed decorticators, oil mills, edible oil refining plant and

two solvent extraction plants. It is an accepted phenomena that the margins in the edible oil industry are

very thin, the risks of price fluctuation is very high and is subjected to various government controls and

seasonal factors. Further no other commodity has so many substitutes as the oil industry has with so

many negative features, the group has sustained continuous growth and meticulous commitment towards

financial institutions/banks. It has been successfully competing with cheap imports of de-oiled cake in

the region. It has effectively encountered many crises.

The various corporate organizations of the group and their capability is as under.

SREE BALAJI TMT ROD MILLS PRIVATE LTD

SREE RAYALASEEMA INDUSTRIES LTD

SREE RAYALASEEMA GREEN STELOY LTD

M/S MADHU SOLVENT EXTRACTIONS PVT LTD

M/S VENKATESHWARE INDUSTRIES LTD

SREE RAYALASEEMA INDUSTRIES LTD:-

Sree Rayalaseema industries ltd(SRIL) is incorporated for the purpose of established mini

integrated steel plant at kurnool, In the 1st phase of implementation along with waste heat recovery

boiler of 10 ton capacity are being installed at a total project cost of over rs.19 crores, In this term of

rs.12.60 crores was sanctioned by syndicate bank, Nandyal. The major raw material required is iron ore,

coal and dolomite. Iron ore is available in veldurthy mandal and Bellary, Coal is available with singareni

collieries and imported cola from Chennai port. Dolomite is available locally.

Technology for the plant is sourced from industrial projects and services, popular consultants and

HIQ power Associates ltd with when the group has been associated since last 5 years.

During the manufacturing of sponge iron in the kiln (main equipments) waste gases are released

to the tune of amount 22000 to 26000 NM3 per hour at a temperature of 950c to the 1000c. Normally

these gases ate being cooled and are let out into atmosphere involving substantial costs. The same gases

are passes through a waste heat recovery bler that generates steam and the gases will be cooled. The

steam from the waste heat recovery boiler can be used for further requirements. SRIL proposes to sell

the steam generated to SREE RAYALASEEMA GREEN STELOY LTD by which SRIL would earn

additional revenue of rs.650 to 700 per ton of sponge iron produced totaling to rs.2.58 crores in year of

operation costs for cooling the gases.

Major utility in SRIL is power which is available in adjacent SRGEL as the unit was setup

adjacent to Sree Rayalaseema Green Steloy ltd. If a green field power generation unit is to be set up for

waste heat recovery gases an amount of rs.10 crores would have to be additionally invested. Apart from

other major formalities like having power purchases agreement with power buyers etc,,would have to be

compiled further, it would be unavailable to operate a 2MW power plant as the investment per MW is

almost double and the operation and maintenance cost of generation are almost equivalent to that of an

operation and maintenance cost of independents power produces with much higher capacity. The

additional cost of waste Heat recovery boiler systems is just 1/3 rd of cost of a new power plant without

any operation cost the revenue earned is equivalent to that installing a power plant. Apart from this

existing infrastructure of Sree Rayalaseema Green steloy limited can be used for sree Rayalaseema

industries limited.

SREE RAYALASEEMA GREEN ENERGY LIMITED:

Sree rayalaseema green energy limited (SRGEL)is a 5.5 MW biomass power plant, promoted by KPS

group situated in Kurnool of Andhra Pradesh. The unit is first of its kind in the region.

The unit has been put into operation in a record time of 9 months against projection of 18 month

gestation and industry norm of 24 months. The unit has started its operation from 2001 and every since

commencement of its operation, the unit has recorded a plant load factor (PLF) of more than 95%.The

following are the PLfs achieved during the last 3 years of operation and fuel consumptions per annum.

PLF (%) Fuel consumption (M.Ts)

2001-02 95.40% 56613

2001-03 97.20% 59087

2003-04 99.00% 52427

Being situated on riverbank of Hundri, the unit is blessed with abundant water source. Unlike most of

other Biomass power, plants, the unit is having potentiality of multi biomasses availability like paddy

husk,GN shell, sunflower waste, jowar husk, castor shell, Bengal gram husk, cotton and chilly stalk etc,.

The unit is having the advantage of III party sale and wheeling its power to private parties by achieving

better realization.

The unit is financed by IREDA with 1500 lakhs of term loan has commenced and installments of

RS 53.00 lakhs have been as scheduled. The company has been regular in payment of interest and

installments.

Being situated in rural areas where various agri wastes are either burnt for disposal at cost by

farmers, the unit has provided an opportunity to farmers to earn additional money by way of selling their

biomass. Apart from this, the unit has generated employment opportunities to 200 members directly and

to 150 members indirectly.

SREGL is a thermal power plant using biomass as fuel against coal or oil as in case of

convention power plants. Biomass means agri wastes and is renewable source of energy which is

normally disposed by the farmers and agro industries by burning it, The biomass burnt with improper

combustion could result of carbon monoxide The conventional fuels like coal and oil used in power

generation also release carbon monoxide which is a major cause for the green house effect. But biomass

used as fuel in the power plants is fired under proper combustion; hence carbon dioxide is released in

place of carbon monoxide. SREGL has installed steam generating unit of 5.4MW capacity and turbo

Generator of 7.5 MW capacity. In boiler biomass fuels are burnt and steam is generated which is used

for rolling the Turbine and thereby power is generated. There is a 2.1 MW spare capacity in turbine

SREGL is envisaging to establish a sponge Iron plant, there by this spare capacity of Turbine can be

utilized to the extent of 100%.

The following are the advantages for SREGL on establishing Sponge Iron plant with waste heat

recovery boiler system.

1) A.100 TPD sponge iron plant with waste heat recovery boiler system would generate 9 tons of

steam per hour which is sufficient for generating 2 MW power.

2) As there is spare capacity in Turbine, steam from Sree Rayalaseema Industries would be directly

connected to the Turbine along with SREGL steam that would generate 2 MW of additional

power without incurring any major capital expenditure. This would led to substantial decrease in

overall cost of power of generation.

3) Alternatively, purchase of fuel from the market can be reduced by 40% thereby having better

bargaining capacity and sustaining capability during off season.

SREE RAYALASEEMA SUGARS AND ENERGY LIMITED:

Sree rayalaseema sugars and energy limited is a company floatd by KPS group on, acquition of Nandyal

co-operative sugars limited, nandyal, a 1600 TCD sugar plant spread over 125 acres of prime land at

nandyal. The unit was under co-operative sector and closed for the last 7 years before acquition by

SRSEL. This is the first sugar unit that is revived after private acquition among the co-operative that

were privatized

The unit being an existing unit on bank of K.C canal is blessed with best infrastructure like water,

transportation, power etc., and major irrigation sources like K.C canal, telugu ganga canal, SRBC the

unit is having very good potentiality for cane development in and around 50 KMs radius. Apart from

this, the unit has special allocation of 1 TMC of water from velugodu balancing reservoir through

special canal viz., sugar cane canal. With respect to the power requirements, one 1.8 NW co-generation

plant is existing with the plant to meet the entire power requirements of the plant.

The first season of operation has been completed in the year 2003. The acquisition formalities

were completed in October 2003 and immediately the unit was brought into operation out of the cane

that were grown with the support of SRSEL since 2002. In the first year of operation 70,000 Mts of cane

was crushed with 9% recovery and quality of sugar was comparable to the best unit of the industry. As

there is no other sugar mill in the region, sugar realization has been highest compared to that of any

sugar mill with in Andhra Pradesh and Karnataka. Apart from this the surplus bagasse of SRSEL will be

supplied to its sister concern sree Rayalaseema Green Energy limited where bagasse is used as fuel to

boiler. SRSEL is envisaging crushing 100000 MTS of sugar cane in 2004-05 seasons with a recover

between 9.5% to 10.00%.

On reviving the unit, SRESL has created employment opportunities to around 1500 people directly and

indirectly to around 1000 people, thereby a substantial contribution to rural development in the region.

The project was financed by syndicate bank, Nandyal with a term loan of RS.311.00 lakhs out of total

project cost of 925.84 lakhs and 250 lakhs cc limits.

SREE RAYALASEEMA GREEN ENERGY LIMITED- TRANSFORMERS DIVISION

Having its origin and base from the multi resource self sourcing company sree rayalaseema green

energy ltd transformers division of SREGL is achieving very good results.

The unit, situated in Gooty, Anantapur District of Andhra pradhesh. Two main highways NH-7

and NH-32 passes through the town. The unit was setup in an area of 10 acres facilitating stock of

materials as well as finisehed gooks with al amenities available. The unit having the capacity to

manufacturing 500 transformers per month of various from 10 KVA to 160 KVA.

The unit was has successfully completed 4000 No’s of 15 KV distribution transformers under

HVDS systems to APSPCDCl. The unit has bagged an order from APNPDCL to supply 3300 NOs of 25

distribution transformers and has already supplied 1500 no’s to them. The unit also bagged another order

from APNPDCL to supply 1000 no’s of 25 KVA transformers. The unit has no term loan and has only

SOD of 100 lakhs and bills discounting facility of 88 lakhs from syndicate bank, nandyal.

In tiny town of Gooty where neither industrial development nor agricultural development, the

unit has created employment opportunities to more than 250members thereby contributed substantially

to the society.

M/S MADHU SOLVENT EXTRACTIONS PVT LTD

MSEPL has established a 125 TPD solvent extraction at Gooty in 1991 with a total capacity

outlay of rs.200 lakhs. The plant was successfully commissioned in 1991 and thereafter exported its

procedure of deoiled cake to various middle-east countries.

M/S VENKATESHWARA INDUSTRIES LTD

VIL is an in house developed solvent extraction plant of 50 TPD which runs on the surplus

consumables of Madhu solvent extractions pvt ltd. The plant was established in 1996 with total capital

outlay of rs.125.00 lakhs.

INDUSTRY PROFILE

SPONGE IRON INDUSTRY

The story of sponge iron also known as Direct Reduce Iron (DRI) industry is vey interesting as

for as India goes. The three-decade old, this industry came into existence all on sudden when mini steel

plants were looking out for raw materials randomly. Since, India has adequate coal deposits, its

utilization for steel plant was considered of prime importance. Production of coal based sponge iron in

the beginning was taken as vital option. Sponge iron industry grew at slow speed till the mid of 1980

due to government restrictive licensing. The year 1985 proved as a historical for the industry in general

and the steel industry in particular. In this year the DRI production was de-licensed and since then the

industry started growing rapidly to reach today’s level. DRI is a high quality metallic product obtained

form iron-ore, pellets etc as a feed stock in the Electric Arc Furnaces (EAF), blast furnaces (BF) as well

as other iron and steel making process.

INDUSTRY GROWTH:

Since 1980, the sponge iron industry took a “U” turn and the players of the industry were very

reluctant to contribute significantly for steel making looking at bright prospects of the steel industry in

India and neighboring countries. Keeping the growth momentum in the iron and steel sector, India has

emerged as the largest producer of sponge iron. Sponge iron India ltd was outcome of player’s

enthusiasm who accepted the challenge for DRI production. This was the first sponge iron plant in the

country which was setup at palvancha in Andhra pradhesh with a capacity of 0.039 MTPA in 1980.

Between 1980 and 1988, there was only three plants setup namely Orissa sponge iron ltd-capacity of 0.1

MTPA and sunflag iron steel ltd- capacity of 0.09 MTPA Ipitata sponge iron ltd- capacity of 0.09

MTPA. In 1989, the first merchant sponge iron plant is Bihar sponge iron ltd with a capacity of

0.15MTPA was setup. In the late eighties, domestic producers were enthused by the discovery of large

reserves of natural gas, started setting up gas based sponge iron plants. The first one was set up by Essar

steel ltd at Hazira in Gujarat in 1990. Jindal steel and power ltd is the largest producer of coal based

sponge iron in Asia and second largest in the world.

QUANTUM: It is hard to reach a particular figure which indicates the total number on sponge iron units

exists in India because 60% of the sponge iron units are coming from small scale industries. Many of

them are from unorganized sector too. There are certain unreported fly by night companies, hence, it is

quite impossible to ascertain the total number.

OUTPUT: The installed production capacity of sponge iron in India has increased from 1.52 MTPA in

1990-91 to over 7 MTPA in 2003-03. The country produced 9.37 million tone of sponge iron in 2004 as

compared with 7 million tones in 2003.

Venezuela produced – 8.09 million tone

Mexico produced - 6.65 million tone

Iran produced - 6.4 million tone

Thus industry grew approximately at the rate of 30 percent. All these point out to the substantial growth

in the demand of sponge iron in the country.

RAW MATERIALS: The major raw materials required for production of sponge iron are oxides of

iron in the form of lump iron, pellets, non-coking coal and fluxes ( lime stone and dolomite). Some

precaution is necessary in selecting the iron reliability for easy reduction. Use of high purity of lump are,

pellets with low phosphorus at and economic price helps in the cost effective production of sponge iron.

As far as chemical composition for sponge iron goes for maximum yield, the metallic iron content

sulphur and phosphorus as low as possible. The gauge content should preferably be with 2 percent and

silica less than3% to ensure lower slag volume, less power consumption and for achieving higher

productivity.

LAND MARKS: India became the largest producer in the world in 2002; a performance repeated two

tears in succession with an output of 6.53 MT. According to an expert of industry, a few new steel

ventures in the secondary sector are coming up with combined installed capacities of about 6 MTPA.

The indigenous demand for sponge iron has been estimated to reach the level of 17.77 MT. India has

once again emerge as the largest producer of sponge iron in the world for the year 2003 with a record

production of 77 million tones, showing a significant growth of 17.5%. The world production of sponge

iron too has risen from 45.10 million tones to 49.45 tons.

INCONVINIENCE FACED BY THE INDUSTRY: The sponge iron industry in India is facing

tremendous problems or which mounting cost of basic inputs, high cost of capital are of primary

importance. The demand was in recession in the immediate past years, however it has recovered now

and the industry is enjoying healthy demand for the last few months. But the industry is afraid of

continuing the scenario in future as steel scrap imports is increasing voluminously. High quality iron ore

are supplied to them. Premium grade iron ore which has more than 60% of iron content is preferably

exported. High prices of natural gas in India as compared to the global market are increasing the cot of

production of the gas based producers.

POWER GENERATION: Power generation through waste gases at very low cost is one of the biggest

advantages, the sponge iron industry is enjoying with. This provides power at the low cost per unit

which helps the unit to generate more profit than the sale of sponge iron in real sense. That means

electrical power could become prime product with sponge iron. And as tariff for power to near by high,

these units can sell the power to near by small industries at lower rates and can earn revenue from

power. Although globally iron ore is the major feedstock for blast finance, steel making through which

is an early process currently producing 57% of the world crude steel. The steel technologist found

sponge iron as a suitable charging material for the EAF’s

ON THE GLOBAL FRONT: The steel industry globally using about 25% of the alternative iron

sources like DRI/HRI, merchant pig iron and hot metal to produce high quality steels in the EAF’s. the

global supply of sponge iron is expected to reach 55MTPA at present liquid hot metal and solid pig iron

would also be used to a large extent. At the same time, the quality scrap is not like to show any major

improvement in future. The developing countries lead the race with Mexico, Venezuela, India and Iran

together produce over 50% of the total production of DRI in the world. India was the third largest

producer of sponge iron in the world in 1998 went one step ahead to grab the second position in 1999,

slipped to third position again in 2000, but left all countries behind to reach the top in 2001.

FUTURE: Sponge iron an steel making industries go hand in hand, hence, its quite difficult to assume

the future of sponge iron industry without steel and vice versa Therefore, the future of sponge iron

depends on steel demand coupled with the availability of substitute ie, steel scrap producing this

material saves a lot of revenue loss in the form of high foreign currency demand and long gestation

period to obtain subsequently. Hence, these producers are lobbying from liabilities and overheads.

NON-COMPLAINCE WITH POLLUTION CONTROL NORMS:

Kiran kumar, assistant environmental officer of the Karnataka state pollution control Board (KSPCB)

based at the office of the District Pollution control Board (DPCB) in Bellary, explains that around a year

and a half ago, none of the sponge iron units had any pollution control equipment like electrostatic

precipitating devices (ESP). These are highly efficient filtration devices that remove fire particulate

matter like dust from the air stream. Persuasion by the board resulted in just four units operating within

the hospet road area to regularly run ESP’s. Kumar says, “I have been trying to convince the KPSCB to

compel the units to install an interlocking system between the power supply and the kiln. This

mechanism will ensure the regular use of pollution control equipments it automatically disconnects

power supply if ESP is off.

According to pollution control norms, sponge iron units are supposed to carry out ambient air

quality checks every month, for 24 hours and forward the data to the pollution control board via testing

centers. But there are always delays in submitting reports, which when they finally reach the office, are

outdated. To avoid delays in monitoring, the DPCB came up with a facility allowing online reporting of

air quality. But even this does not appear to be working,. thanks to conventional mindset to the industry.

There is simply no interest being displayed by the sponge iron units to try and help control pollution.

“First of all they do not submit reports, even if they do, the actual concentration of suspended

particulate matter is never brought out in the reports submitted.” Says a senior official. He adds “we all

know the concentration level is very high, any one can feel it. But the reports show that everything is

fine with air quality.” The only testing lab in the area is in dharwad where the ambient air quality

standard data is sent.

Illegal iron ore mining

Hospet and Sandur are hotspots of illegal mining; they supply cheap iron ore to the sponge iron

units in Bellary. During a raid on illegal iron ore mines, in the month of June, an investigating team

comprising the deputy commissioner of the DPCB and other officials, also inspected Bellary Steel on

Anantpur Road. The unit failed to produce a purchase invoice for the iron ore found lying around the

plant’s compound. Most sponge iron units thrive on buying illegal iron ore in the open market. Some

industries, mainly large ones like Jindal Steel Works, carry out captive mining in collaboration with the

state mining corporation. In the raid, the deputy commissioner highlighted the fact that an estimated Rs

230 crore was being lost to roads that were destroyed due to heavy transport being used to carry the

illegally mined ore.

Ahiraj, an activist and newspaper correspondent, says: “Since July 2006, there have been 221 iron ore

crushers in the district. The report of a taskforce investigation, set up by the state government on illegal

mining, highlighted the fact that the crushers operate without permission on agricultural land, and

without proper machinery. Moreover, the overall iron ore feed source of these crushers is from illegal

mining. The taskforce report declared that 150 crushers had violated the rules, and suggested their

shutdown. Today, they operate in Malappangudi, in Andhra Pradesh, just 10 km from Bellary.”

The taskforce report may also have impacted political equations in the district and the state. The

portfolios of the revenue ministry as well as the ministry of tourism and infrastructure development were

shuffled in the May 2008 state assembly elections, says Ahiraj.

LOCAL IMPACT OF INDUSTRY: Professor satyanarayan, a retired English professor and ex-

KPSCB member, is a concerned man. “The city of Bellary is finished. The air has become heavy due to

extreme pollution from the sponge iron plants. Earlier, we were fighting against unregulated iron ore

mining. Now the sponge iron industry has become big menace. Black smoke, dust, road accidents, fat

depleting greenery and excessive use of water just the tip of ice berg.’

The village of Halkundi is situated just 10 km from the city centre, on the Bangalore-Mumbai highway

(NH4). More than 13 sponge iron units operate here, barely a kilometre from the highway; one can in

fact see a sea of coal dust from the highway. Environmental activist Santosh Martin says: “Most of the

land in this village close to the plant has been bought by industrialists and put to industrial use without

changing the status of land use from agriculture to industrial use. Excess land is being used as a

dumping ground for raw and waste material. Moreover, none of the plants use the main stack to release

air emissions but use ABC chambers (bypass pipes) that divert the emissions towards the ground, with

the help of ID fans that diffuse the smoke. This serves two purposes -- one, it saves power and cost; two,

it helps avoid the use of ESPs. But the pollution remains.”

Dr.Arvind patil, a general physician with a passion for tree planting, claims that the sponge iron

industry’s green area development record has been abysmal. The KPSCB’s condition of maintaining

five rows of trees inside and outside the boundary wall of the unit is not being seriously followed.

“Regular attempts to convince the units to allot us to plant tress have proved unsuccessful simply

because they are not interested.” Dr. patil adds. He explains that the health of workers in the units is

dismal. Their lungs are al but destroyed and their life expectancy low.

Ground water extraction is an important issue. Due to units coming up within city limits, water scarcity

has become the norm. each sponge iron unit has three to five bore wells.” Now, even the sponge iron

plants are finding it difficult to get water because the number of plants has increased recent years.” Says

Kotresh Deputy environmental officer, Bellary. “They wee managing water supply through bore wells

and tanker water, but it is becoming expensive to buy tanker water for all the units.” The district sponge

iron industries association has come up with a plant o allocate sewage water to the sponge iron units

after it is treated. But the irrigatin department is taking its time deciding on the matter as, in recent years,

this has been a major source of water allocated to agriculture.

Kumar explains that, until recently, plants were using power from the Karnataka Power Transmission

Corporation (KPTC), and generators. But after recent guidelines from the Central Pollution Control

Board (CPCB), plants with a capacity of over 200 tonnes per day are going ahead with their own captive

power plants. The CPCB guidelines will only enhance their profits as they will now sell the extra power

to other industries. All plants in the district are coal-based; they import coal from South Africa. Kumar

adds: “The game is played around money and political power only. We wanted to shut these SIUs on

grounds of pollution and violation of norms, since we have a case against every operating unit. But

political pressures work better than us.”

NO LET UP IN ENVIRONMENTAL NORMS: It is worth noting that the growth scenario in the

sponge iron industry has not changed despite repeated threats of closure. Because of its pollution impact

the sponge iron industry falls in the red category in the ministry of environment and forests list of

industries.

Protests against the industry have sprung up across the country in the past five years. On june 2 2008 a

meeting of concerned citizens and the member of the CPCB was held. The CPCB accepted the fact that

the owners of sponge iron units had been unsuccessful in controlling pollution. But, irrespective of

strong evidence and studies done on the issue by various pollution control boards, the CPCB has been

unable to tackle the issue of restrictions in its official mandate. Moreover, the guidelines for pollution

control were notified only in may this year, after a delay of three years. And still they are not the same

as were earlier proposed. They have been so badly diluted that they are now too weak to be of any use.

Earlier amendments, in 2006, to the Environmental impact Assessment notification had already taken

away the space for public participation in environmental clearances.

Against this back drop, and considering India’s slack environmental norms and absence of strict

pollution control guidelines, it is extremely hard to believe that the country chairs the Inter

Governmental panel on climate change (IPC) at international level.

RESEARCH

METHODOLOGY

RESEARCH METHODOLOGY

Data Source

Primary: - Through Questionnaires

Secondary: - Through Internet, Journals, News papers and Misc.

Data Collection Procedure: - Survey

Research Instrument: - Structured Questionnaire.

Sample Size: - 30

OBJECTIVES OF THE PROJECT

Every task is undertaken with an objective. Without any objective a task is rendered

meaningless. The main objectives for undertaking this project are:

o To understand the internal Recruitment in the organization.

o To identify areas where there can be scope for improvement

o To give suitable recommendation to streamline the hiring process.

o To know the effectiveness of the training programme conducted by the company

o To whether the employees are aware about their responsibilities and authorities or not.

o To improve organizational climate and increase the morale of employees.

o To know whether training programme is conducted successfully or not.

o To know about the work culture of the organization.

o To know about sources of recruitment to the organization.

o To know about the recruitment policy of the organization.

o To suggest new ideas to the organization.

SIGNIFICANCE OF THE STUDY

Every organization desires that it will grow continuously and make and retain its position in the

competitive and continuously changing market environment. For this purpose the employees of the

organization must be skilled and talented. But all the employees may not have the desired skills. It is the

function of the HR head to identify and recruit the talented people with multiskills. Their skills can be

improved with the help of training programs. It is an important activity for the origination to conduct

appropriate and related programme for its employees, so that may be able to understand the terms

required for the completion of his job. This also helps the employees of the organization to know about

his job and organization very well. This also helps in better communication and relation among the

organization wants to grow rapidly, then it is essential for it to conduct periodically training programmes

for its employees to improve the skills and knowledge.

So the top management must concentrate on the training programs and organize them in

such a way that maximum number of employees wants to attend these programs. These must be related

to employees and their jobs.

DATA ANALYSIS

AND

INTERPRETATION

1. Provided training is enough to improve your skills to do your job.

PARTICULARS NO.OF RESPONENTS PERCENTAGE

STRONGLY AGREE 6 10

AGREE 25 92

DISAGREE 0 0

STRONGLY DISAGREE 0 0

INTERFERENCE:

The above table predicts that the organization is providing the good training to their employees to

improve their skills. 25 respondents agreed strongly and 6 respondents agreed that the organization is

providing them good training.

So, total respondents (100%) have mentioned that the organization is providing the good training

to employees.

2. Do you satisfy with the training programmes conducted by organization?

PARTICULARS NO.OF RESPONDENTS PERCENTAGE

STRONGLY AGREE 5 10

AGREE 26 83

DISAGREE 0 0


INFERENCE:

The above table depicts the information about the training programmes conducted by the

organization. 26 respondents agreed and 5 respondents strongly agreed that the training

programmes conducted by the organization are satisfying them.

3. The methods implemented in training are enough to increase your skills.


STRONGLY AGREE 4 10

AGREE 27 90

DISAGREE 2 8


INFERENCE

From the above table we find that 27 respondents have agreed for the statement and 4 members

have strongly agreed and 2 respondents have disagreed with the statement.

The most of employees have agreed that the training methods implemented by the organization

are enough to increase the skills to do the job.

4. Do you have freedom to express your views during training programmes?


STRONGLY AGREE 2 8

AGREE 15 82

DISAGREE 2 8


INTERFACE:

From the above table we can know that 15 members agree for the statement and 2 members are strongly

agree and 2 members disagreed.

Most of the members are agreed that their views and opinions are also considered and given importance

during training period.

5. Your training environment is safe.


STRONGLY AGREE 6 14

AGREE 25 90

DISAGREE 0 0


INTERFACE:

From the above table we can know that 25 members agreed for the statement and 6 members strongly

agree and no members were disagreed.

Most of the members are agreed that the training environment is safe.

6. Your training period is enough to learn all things.


STRONGLY AGREE 6 14

AGREE 20 85

DISAGREE 4 16


INTERFACE:

From the above table it is clear that 6 members strongly agreed and 20 members agreed and 4 members

are disagreed for the statement.

Majority of the employees are agreed that the training period is enough to learn all the things to do the

job perfectly.

7. You satisfied with your trainer.


STRONGLY AGREE 6 14

AGREE 25 90

DISAGREE 0 0


INTERFACE:



Most of the employees are agreed that they are satisfied with their trainer.

8. Evaluation of training programmes is good.


STRONGLY AGREE 5 10

AGREE 26 83

DISAGREE 0 0


INFERENCE:

From the above table we can know that 26 employees are agreed and 5 members are strongly agreed

with the statement and nobody disagreed with the statement.

Majority of the employees agreed that the evaluation of training programme is good.

9. Your job satisfaction is increased after training.


STRONGLY AGREE 6 14

AGREE 25 90

DISAGREE 0 0


INTERFACE:



Most of the employees agreed that their job satisfaction is increased after training.

10. Training methods are good.


STRONGLY AGREE 5 10

AGREE 26 83

DISAGREE 0 0


INFERENCE:

From the above table we can know that 26 employees are agreed and 5 members are strongly agreed

with the statement and nobody disagreed with the statement.

Majority of the employees agreed that the training programmes are good and enough to increase their

skills.

ACTIVITY FLOW

RECRUITMENT

The organization philosophy should be kept in mind while formulating the recruitment procedure. The

HR department would set the recruitment norms fore the organization. However, the credit of effective

implementation and compliance with the process rests with the heads of respective functions and

departments who are involved in the recruitment. The process is aimed at defining the series of activities

that needs to be performed by different process involved in the process of recruitment, the checks and

control measures to be adopted and information that has to be captured.

Recruitment in the organization is conducted by the

HR manager

Functional head

RECRUITMENT POLICY: For any organization, formulating a recruitment policy is most important.

The recruitment policy of this organization is giving preference to sons of soil, i.e., local people.

Recruiting according to government reservations. As it is an iron industry that involves work with heavy

machines, women are not preferred in this organization.

RECRUITMENT PLANNING

ON THE BASIS OF BUDGET:

1) The manpower planning process for the year would commence with the company’s budgeting activity.

The respective functional heads would submit the manpower requirements of their respective

function/departments to the board of Directors as discussion with the head of human resource function

along with detailed notes in support of the projected numbers assumptions regarding the direct and

indirect salary costs for each position.

2) A copy of duly approved man power plan would be forwarded by the HR department for their further

actions during the course of the year. The annual budget would specify the manpower requirements of

the entire organization at different levels in various functions/departments. It would also specify the

requirements budget, which is the cost allotted towards the recruitment of budgeted staff.

3) Then the HR manager would undertake the planning activity and necessary preparations in advance of

the anticipated requirements on the basis of approved budget.

4) The vacancies sought to be filled or being filled shall always be within the approved annual manpower

budget and no recruitment process shall be initiated without the formal concurrence of the head of

regional HR at any circumstance.

REVIEW OF MANPOWER AND ADDITIONAL MANPOWER:

Review of manpower budgets shall take place on a quarterly basis. In the event of any new position or

changes to the original plans, details of positions may be forwarded to VP-HR along with the adequate

support information The recommendations would normally require a formal approval of managing

Director. Alternately, VP-HR may record the summary of his discussion with the managing director and

the MD’s approval on the recommendations. To signify the final decision taken regarding the

recommendations.

SOURCES OF SUITABLE CANDIDATES

Regional HR world tap various sources/ channels for getting right candidate. Depending on the

nature of the position/grade, volumes of recruitment and any other relevant factors, the Regional HR

would use any one multiple sources such as

Existing database

Employee referral as per any company scheme

Similar organizations

Campus recruitment

The norms for using any of the sources are not water tight. Number of positions, criticality of positions

and the urgency of the positions, confidentiality, requirements, relative efficacy and cost considerations

would play a role in the choice of appropriate sourcing mechanism.

SELECTION OF SOURCES: The organizations have both the internal sources and external sources.

The internal sources include the following

1) PRESENT PERMANENT EMPLOYEES: The organization considers the permanent employees in

the company for recruitment.

2) RETIRED EMPLOYEES: The organization would consider the dependents of retired employees of

their organization for recruitment.

The above two are main internal sources.

The external sources of recruitment include the following.

a) CAMPUS RECRUITMENT: The organization would go for campus recruitments also for suitable

candidates.

b) CASUAL APPLICANTS: Company considers the casual applicants also.

c) SIMILAR ORGANIZATIONS: The authorities of this organization consider the managers of

other similar organizations for candidates. Generally this source is useful for executive posts.

RECRUITMENT TECHNIQUES

ADVERTISEMENTS: - Advertisements are the main recruitment techniques followed by the company.

They are either in print media or electronic media. All recruitment advertisements are always conform to

the KLI compliance norms and would not be released by any department or branch with out the approval

of the VP-HR. Depending on the specifics of each position for which recruitment advertisements are to be

released, Regional HR may obtain assistance from the company’s marketing department. Key features of

the positions as notified by the functional Heads would normally form a part of the advertisement text.

The media for releasing advertisement would depend on the level of position being considered and the

urgency of the requirements.The advertisement mode that could be broadly specified as newspapers,

internet sites and business magazines.

SCREENING THE CANDIDATES

FIRST LEVEL SCREENING: The candidates would be screened by the HR manager/Branch manager

for the respective locations. Screening would be on the basis of profile of the candidate and the

departmental requirements.

This assessment will be with respect to:

a) The general profile of the candidate.

b) Personality fit of the candidate.

c) Aptitude/attitude of the candidate.

d) Basic skill level on our set of requirements.

SECOND LEVEL SCREENING: If the first assessment is positive, the candidates will give the

aptitude test, once such test id selected, approved by the company. The scoring, interpretation and the

generation of interview probes from that test will also be done at this time. People who qualify the

minimum criteria on this test will be put up on to the functional Head for functional assessment and

suitable role.

For the final selection, the regional manager will meet the candidates short listed by the Branch

manager.

GENERAL NORMS REGARDING INTERVIEW PROCESS:

1) Interviews should consider the entire data provided by the candidate either through the formal

CV or otherwise before coming to a conclusion about the candidate. They may insist on seeing

the proof of the claims made by the candidate regarding qualifications, experience and other

achievements.

2) Ratings on various attributes of the candidates shall be recorded in the interview evaluation

sheet, soon after the interview is over. Along with these numerical things, qualitative

observations about the candidate and overall decision regarding selection or otherwise shall be

forwarded to the associated Recruitment manager. Individual panel members may have the

option of appending their additional remarks/observations.

3) Any discrepancies noticed by the panel members regarding the authenticity of the data provided

by the candidate should be specifically and formally recorded and suitably high lightened.

ADMISTRATIVE ACTIONS REGARDING INTERVIEWS:

i) Scheduling and the venue of the interviews would be handled by the recruitment team in

consultation with the short listed candidates and the selection panel members, after taking

mutual convenience into account.

ii) After final round, if candidate is selected, the complete set of papers, personal data form, CV,

job requisition no., interview evaluation sheet, reference check details, education details

along with the interviewer recommendations and reference check form should be forwarded

by the recruitment managers to recruit head.

iii) An appropriate formal communication will be sent to the candidate whose candidature is not

being taken forward, or details of the verbal/ telephonic communications provided to the

candidate will be recorded on the candidate’s papers, by the recruitment team/ associated line

managers.

REFERENCE CHECKS: Normally, reference checks will ne undertaken with at least on reference. A

second reference check will be done if necessary. Responsible official from the former employees,

academic institutes and/ or any other eminent personalities can be considered as appropriate references.

Close relatives and friends cannot be considered as references. Whoever feasible and considered

appropriate, a reference should be made with a senior official of the candidates current employer The

format of reference check is to be used as a frame work for conducting the process.

Where the minimum two reference checks are not possible or where there is a mixed response

from different sources, the matter may be to VP-HR for a final decision. Depending on the seniority and

any other considerations about the positions, VP-HR would normally consult the functional head

concerned before coming to conclusion.

KEY TASKS OF REGIONAL HR HEAD:

Regional HR head will have the authority and responsibility to administer/implement the

recruitment and selection process as outlined. An illustrative list of the key deliverables of these

incumbents is listed below.

Creation of appropriate sourcing mechanism along with tracking the performance of these

mechanisms.

Creation of quarterly recruitment plans.

Effective coordination with external parties such as candidates, placement agencies, consultants,

academic/professional institutes and any other including the custody of formal agreements.

Creation of comprehensive and appropriate tools, linkages, documents, templates and any other

mechanics to ensure smooth execution of the process recruitment.

Assistance to user department and line managers including in interviewing/selection support,

scheduling etc.

Creation and maintenance of qualitative information base regarding candidates, placement

agencies campuses, institutes and any other employment market information.

Creation and maintenance of appropriate and high quality MIS for current and future needs of

the organization, including publication/circulation of appropriate reports there from the relevant

users with in the company.

Monitoring recruitment costs.

Complete documentation for the entire recruitment and selection process for eat and quick

retrieval in a readily auditable format.

Timely and effective communication with all internal and external parties including the

candidates.

Ensuring inductions as per quality, numbers, time and cost consideration of the company in

accordance with the approved manpower budget.

TRAINING

The company’s philosophy, cost factor, policies should be kept in mind while formulation the training

procedure. The HR department would set up the norms for training process for the organization. The

credit of effective implementation lies with the Heads of respective departments who are involved in the

training process. The process aimed at defining the series of activities that needs to be performed be

different processes involved in training. The checks and standards, methods to be adopted and

information that has to produce.

Training in the organization is conducted by

A specified trainer

HR manager.

AREAS OF TRAINING IN THE ORGANIZATION:

This organization provides training to their employees in the following areas.

Company policies and procedures

Specific skills

Human relations.

1) COMPANY POLICIES AND PROCEDURES: Any organization wants that an employee

should know about the company policies and procedures. Then only they can work according to

company’s objectives and goals. In the same way, this organization also provides training to their

employees in company’s policies and procedures. This makes the employee to acquaint with

company rules, practices, procedures, tradition; organization structure etc. with this training new

employee can adjust himself in the organization.

2) SPECFIC SKILLS: As this company produces iron bars, handling the heavy machines and

increasing productivity from old machines is important. This requires a trained worker. Training

in specific skills enables the employee to be more effective in work. The trainer trains the

employees to do actual job with various skills.

3) HUMAN RELATIONS: Human relations play a vital role in any organization success. Good

relations between the workers enable good productivity. So now a days human relations training

assumed greater significance. In this organization employees are trained in the areas of self

learning, interpersonal competence group dynamics, and leadership styles. Perception,

motivation etc. This training enables the employees for better team work.

TRAINING METHODS ADOPTED IN THE ORGANIZATION

As there are two types of training methods, this organization follows both on-the-job methods and off-

the-job methods.

1) ON THE JOB TRAINING METHODS: The on the job training methods followed by this

company are as follows

a) Job rotation

b) Coaching

c) Job instruction.

2) OFF THE JOB TRAINING METHODS: The off the job training methods followed by this

company are as follows

i) Lecture method

ii) Conference

The above mentioned training methods are part of internal training provided to employees by the

organization. The above training programme is conducted in the organization itself.

The organization follows the external training also. In this training, the organizations send their

employees to external training camps held by any institute, organizations, service camps etc.

Mostly the organization sends their employees to seminars, workshops, training camps etc

conducted by other organizations or service providing companies.

Thus, this organization follows both the internal and external training methods.

TRANINING PROCEDURE

The training procedure followed by any organization is mostly similar. Procedure of training will be

same for all types of training. This organization also follows the same procedure. It involves

a) Preparing the instructor

b) Preparing the trainee

c) Getting ready to teach

d) Presenting the operation

e) Try out the trainee’s operation

f) Follow up

As this organization involved in production of iron bars, it involves operations with heavy machines. So

there is need of two trainers. So two trainers teach the new employees about the operation.

The operation of new employee or trainee will be seen by the functional Head of training programme.

The external trainees operations are also observed by functional head of training.

EVALUATION OF TRANING PROGRAMME

Evaluation of training programme is very important and necessity to organization to check whether the

training progamme conducted becomes success or not. This organization also evaluates the training

programme.

The organization evaluates the training programme on the basis of following factors.

Reactions trainees

job behavior

Production factors

Performance tests

Cost value relationship

In human relations training, the training programme is evaluated on the basis of resource factors like

decrease in employee turnover, absenteeism, employee morale etc.

EMPLOYEE VIEWS ABOUT TRAINING

Employees in the organization also feels satisfy about the training programmes conducted by

management to enhance their skills. They said that they are satisfied with the training provided by

management as it helped them in increasing their skills and to know various aspects regarding the

operating heavy machines, to know the techniques to increase productivity, reducing the waste etc. They

also said that with the training provided by the management their job satisfaction also increased, with

this they can work to produce maximum level of output. Some employees said that there is need to

follow recent training methods that are more useful to employees and to produce more output than the

traditional methods.

RECOMMENDATIONS AND

SUGGESTIONS

COMPRESS THE “WHITE SPACE” IN YOUR HIRING PROCESS:

White spaces are delays in hiring process that are unproductive, waste time, and virtually assure you will

lose talented persons. Often the longest delays occur between critical selection events. For example, a

recruiter may need several weeks to screen a few hundred resumes from the job boards, or candidates

who make it through screening may wait weeks to interview with a hiring manger. It is recommended to

reduce the turn around time for the recruitment and selection process, it must be made mandatory for the

candidates to take the test, filling up the forms etc within the stipulates time, this will make sure that the

candidates do not hold casual attitude and take the recruitment process more seriously. Additionally it

can send across a positive image about the company. White space in recruitment can be compressed by

the use of IT also.

KNOW WHAT YOU ARE LOOKING FOR IN CANDIDATES:

It is observed that the candidates sourced by similar organizations and send for further rounds of

interviews are rarely found suitable by hiring managers. Therefore, in case there is a need to utilize this

service, it is recommended that these organizations be given a well drafted job description and job

specification. This can also be circulated to internal employees under the employee referral scheme. This

will help people to get a clearer picture and provide for most suitable candidates. Thus, making efficient

utilization of the existing resources.

BLEND TECHNOLOGY IN EVERY ASPECT OF YOUR RECRUITING PROCESS:

Web based technology lets you increase hiring speed and quality while reducing costs. Web is a

powerful tool for screening and qualifying the flood of resumes. Companies have begun to use to the

web to collect and instantly match data on candidate skills, motivations and experiences against job

criteria. Work web wisely and save time for recruiters and hiring managers and nab top candidates

before competitors can.

BUILD AND MANAGE YOUR CANDIDATE POOL AS A PRECIOUS SOURCE:

A “candidate pool” is a group of individuals who have shown interest in working for your company and

are qualified for and ready to fill certain positions. Rather than undertaking the time consuming process

of filling one job at a time, you draw on the candidate pool and fill jobs as they become available.

INCREASE TRAINING AREAS: Training areas in the organization are very few. Increase training

areas as it can provide more skills to employees. Provide training in problem solving, training. By this

employees can solve their problems on their own and act as manager act supervisor in the absence of

supervision.

REDUCE OFF THE JOB TRANINIG METHODS: Reduce off the job training methods time period,

they are time consuming and expensive. They are not as beneficial as on the job training methods. The

on the job training methods are beneficial to both employee and organization in terms of money, time

and skills.

INCREASE INGREDIENTS IN EVALUATION OF TRAINING PROGRAMME:

Change the bases of evaluation for every training programme. Use different bases for different training

programmes. Implement the more methods like immediate assessment of trainee’s reaction to

programme.

Trainee’s observation during programme

Evaluation of trainee’s skill level before and after training programme

Measurement of trainee’s attitudes after training programmme etc.

CONCLUSION

In any organization, recruitment is a critical function. In order to grow and sustain in the competitive

environment, it is important for an organization to develop continuously and bring out innovations in all

its activities. it is only when organization is recognized for its quality that it can build a stability with

customers. Thus an organization must be able to stand out in the crowd.

The first step in this direction is to ensure competitive people come in the organization. Therefore

recruitment in this regards becomes an important function. The organization must constantly improvise

in its recruitment process so that it is able to attract the best in industry in order to sere the best. Thus the

organization must look for methods that can enable it to adopt best recruitment practices.

Training ensures the employees to develop new skills required to perform job. So good training methods

are to be followed by the organization to improve employees, thus they can deliver their level best in

output.

QUESTIONNAIRE

1) Who formulate the recruitment norms to the organization?

2) What is the recruitment policy of the organization?

3) What are the internal and external sources of recruitment to your organization?

4) What are the recruitment techniques that you follow?

5) What is the time interval for recruitment?

6) What are the first level screening tests and second level screening tests you conduct for screening

the candidates?

7) What are the modern sources and techniques of recruitment that you follow?

8) Do you have different sources of recruitment for different levels of employees?

9) In which areas you provide training for employees in your organization?

10) What are the training methods adopted in the organization? On the job or off the job methods?

11) What is the training procedure?

12) For how many days the training programme is conducted?

13) How do you assess the need for training?

14) How you evaluate the training programme i.e., what are the bases of evaluation of training

programme?

15) What is the cost that you incur on the training programme?

QUESTIONNAIRE TO EMPLOYEES

1) Are you providing with enough training to increase your skills in the organization?

2) Do you feel satisfy with the training programmes conducted by the organization?

3) Do you feel the methods in the organization in training are enough to increase your skills?

4) Do you have freedom to express your own ideas and views during training programme?

5) Are you satisfied with your trainer?

6) Is training period is enough for you or you want more period?

7) Is your job satisfaction increased after training?

8) What are your opinions about training programmes of the organization?

9) Is your training environment is good?

10) How do you feel about evaluation of training programme in your organization?

BIBILOGRAPHY

1. Human resource management by Subbarao.

2. Human resource development by Tripathi.

3. Company’s reports and statements

4. Journals

5. Magazines and articles.

WEBSITES

www.mbaguys.net

www.humanresources.com

www.hr.com

http://www.hr.com/

http://www.humanresources.com/

http://www.mbaguys.net/

Recuitment and Training

Documents

function of recruitment

project work

term recruitment

recruitment policy

sree balaji tmt rod

bonafied work record

internal factors

project report