SUMMER TRAINING PROJECT
AN ANALYSIS OF RECRUITMENT, PROMOTION AND INTEGRATIONINFOOD
CORPORATION OF INDIA[Submitted in partial fulfilment for the award
of degree of MBA (2012-14)][Third Semester August-December
2013]
As a part of the Curriculum ofMASTER OF BUSINESS ADMINISTRATION
[MBA]FromBHAI PARMANAND INSTITUTE OF BUSINESS STUDIES, DELHI
GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI
Submitted By Submitted ToNidhi Lamba Dr. Anuraag AwasthiE.No.
04111403912 Faculty of MBA Dept.MBA 3rd Semester & Project
GuideBPIBS, Delhi BPIBS, Delhi
GOVERNMENT OF NCT OF DELHIBHAI PARMANAND INSTITUTE OF BUSINESS
STUDIESShakarpur, Delhi-11009
DECLARATION BY THE CANDIDATE DATE:I hereby declare that the
work, which is being present in this project, entitled An Analysis
of Recruitment, Promotion and Integration in Food Corporation of
India is an authentic record of my own work carried out by me under
the supervision and guidance of Dr. Anuraag Awasthi, Project Guide,
B.P.I.B.S., Shakarpur, Delhi-110092.This project was undertaken as
a partial fulfillment of the study of Human Resource Management in
the second semester of Master of Business Administration (M.B.A.)
degree as per the curriculum of Guru Gobind Singh Indraprastha
University (G.G.S.I.P.U.).I have not submitted the matter embodied
here in this project for the award of any other degree or
diploma.
Name: Nidhi LambaE.No. 04111403912M.B.A. III
SemesterB.P.I.B.S
TABLE OF CONTENTCHAPTERSPARTICULARSPAGE NO
Certificate of Organization
Declaration by the Candidate(i)
Certificate by Project Guide(ii)
Acknowledgement(iii)
CHAPTER 1
Introduction7-24
Methodology25
Scope of Study26
Objectives of Study27
Limitations of Study28
CHAPTER 2
Organizations Profile30-36
CHAPTER 3
Descriptive Study And Data Analysis with Interpretation 37
Recruitment process in FCI38-43
Manpower in FCI44-49
Recruitment status (2010)50-51
Promotion and Seniority52-59
Data analysis on the basis of Questionnaire60-67
News Releases of FCI Recruitment68-71
CHAPTER 4
Conclusion73
Recommendations 74
Appendix76-82
Bibliography83
CHAPTER 1INTRODUCTION
INTRODUCTION
Human resource is an important corporate asset and the overall
performance of company depends on the way it is put to use. In
order to realize company objectives, it is essential to recruit
people with requisite skills, qualification and experience. While
doing so we need to keep present and future requirements of company
in mind. Successful recruitment methods include a thorough analysis
of the job and the labor market conditions. Recruitment is almost
central to any management process and failure in recruitment can
create difficulties for any company including an adverse effect on
its profitability and in appropriate levels of staffing or skills.
Inadequate recruitment can lead to labor shortages, or problems in
management decision making. Recruitment is however not just a
simple selection process but also requires management decision
making and extensive planning to employ the most suitable manpower.
Competition among business organization for recruiting the best
potential has increased focus on innovation, and management
decision making and the selectors aim to recruit only the best
candidates who would suit the corporate culture, ethics and climate
specific to the organization. The process of recruitment does not
however end with application and selection of the right people but
involves maintaining and retaining the employees chosen. Despite a
well drawn plan on recruitment and selection and involvement of
qualified management team, recruitment processes followed by
companies can face significant obstacles in implementation.
1. RECRUITMENT
According to Edwin B. Flippo, Recruitment is the process of
searching the candidates for employment and stimulating them to
apply for jobs in the organisation. Recruitment is the activity
that links the employers and the job seekers. A few definitions of
recruitment are
A process of finding and attracting capable applicants for
employment. The process begins when new recruits are sought and
ends when their applications are submitted. The result is a pool of
applications from which new employees are selected. It is the
process to discover sources of manpower to meet the requirement of
staffing schedule and to employ effective measures for attracting
that manpower in adequate numbers to facilitate effective selection
of an efficient working force.
Recruitment of candidates is the function preceding the
selection, which helps create a pool of prospective employees for
the organisation so that the management can select the right
candidate for the right job from this pool. The main objective of
the recruitment process is to expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to
develop a pool of qualified applicants for the future human
resources needs even though specific vacancies do not exist.
Usually, the recruitment process starts when a manger initiates an
employee requisition for a specific vacancy or an anticipated
vacancy.
1.1 OBJECTIVES OF RECRUITMENT
1. Support the organization ability to acquire, retain and
develop the best talent and skills.2. Determine present and future
manpower requirements of the organization in coordination with
planning and job analysis activities.3. Obtain the number and
quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.4. Create a pool
of candidates so that the management can select the right candidate
for the right job from this pool5. Attract and encourage more and
more candidates to apply in the organization6. Increase the pool of
candidates at minimum cost.7. Acts as a link between the employers
and the job seekers8. Infuse fresh blood at all levels of the
organization9. Meet the organization's legal and social obligations
regarding the composition of its workforce.10. Increase the
effectiveness of various recruiting techniques
1.2 NEED OF RECRUITMENT
Attract and encourage more and more candidates to apply in the
organisation. Create a talent pool of candidates to enable the
selection of best candidates for the organisation. Determine
present and future requirements of the organization in conjunction
with its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the
employees. Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of
time. Meet the organizations legal and social obligations regarding
the composition of its workforce. Begin identifying and preparing
potential job applicants who will be appropriate candidates.
Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job
applicants
1.3 SOURCES OF RECRUITMENT
Every organisation has the option of choosing the candidates for
its recruitment processes from two kinds of sources: internal and
external sources. The sources within the organisation itself (like
transfer of employees from one department to other, promotions) to
fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing
agencies etc.) are known as the external sources of
recruitment.
SOURCES OF RECRUITMENT
1.4 FACTORS AFFECTING RECRUITMENT
The recruitment function of the organisations is affected and
governed by a mix of various internal and external forces. The
internal forces or factors are the factors that can be controlled
by the organisation. And the external factors are those factors
which cannot be controlled by the organisation. The internal and
external forces affecting recruitment function of an organisation
are:
FACTORS AFFECTING RECRUITMENT
1.5 PROCESS OF RECRUITMENT
Having the right person, in the right place, at the right time,
is crucial to organisational performance. Therefore recruitment is
a critical activity and should incorporate the following steps:
Step 1 - Whats the job?Gather information about the nature of
the job. Think about: The content (such as the tasks) making up the
job The jobs purpose The outputs required by the job holder How it
fits into the organisations structure The skills and personal
attributes needed to perform the role effectively.This analysis can
form the basis of a job description and person specification.
Step 2 - Prepare a job and person profileA person specification
or job profile states the necessary and desirable criteria for
selection.Increasingly such specifications are based on a set of
competencies identified as necessary for the performance of the
job. Include: skills, aptitude, knowledge and experience
qualifications (which should be only those necessary to do the job
- unless candidates are recruited on the basis of future potential
, for example graduates) personal qualities relevant to the job,
such as ability to work as part of a team.The document formed from
the person specification can then be used to inform the criteria
you use to shortlist applicants.Step 3 Finding candidatesInternal
Source: Transfer Promotion Upgrading Demotion Retired Employees
Retrenched Employees Dependent and Relatives of Deceased employees
It is important not to forget the internal talent pool when
recruiting. Providing opportunities for development and career
progression is an important factor for employee retention and
motivationExternal Sources : There are many options available for
generating interest from individuals outside the organisation.
Online recruitment Press advertising Networking Recruitment
Agencies Advertising remains the most common means of attracting
and recruiting. Advertisements should be clear and indicate the:
requirements of the job necessary and the desirable criteria for
job applicants (to limit the number of inappropriate applications
received) nature of the organisations activities job location
reward package job tenure (for example, contract length) details of
how to apply.Advertisements should be genuine and relate to a job
that actually exists. They should appeal to all sections of the
community using positive visual images and wording.Step 4 -
Managing the application processThere are two main formats in which
applications are likely to be received: the curriculum vitae (CV)
or application form. It is possible that these could be submitted
either on paper or electronically and the use of e-applications
(Internet, intranet and email) is now part of mainstream
recruitment practices Application formsApplication forms allow for
information to be presented in a consistent format, and therefore
make it easier to collect information from job applicants in a
systematic way and assess objectively the candidates suitability
for the job. Be aware that application form design is also
important under the Disability Discrimination Act 1995, it may be
necessary to offer application forms in different formats.CVsThe
advantage of CVs is that they give candidates the opportunity to
sell themselves in their own way and dont have the restrictions of
fitting information into boxes as often happens on an application
form. However, CVs make it possible for candidates to include lots
of additional, irrelevant material which may make them harder to
assess consistently.Step 5 - Selecting candidatesSelecting
candidates involves two main processes: short listing and assessing
applicants to decide who should be made a job offer.Short
listingThe process of short listing involves slimming down the
total number of applications received to a shortlist of candidates
you wish to take forward to the more detailed assessment phase of
the selection process.When deciding who to shortlist, it is helpful
to draw up a list of criteria using the person specification.Each
application can then be rated according to these standards, or a
simple scoring system can be used.AssessmentA range of different
methods can be used to assess candidates. These vary in their
reliability as a predictor of performance in the job and in their
ease and expense to administer. Typical methods include: General
interview Competency based interview In tray exercise Role play
PresentationStep 6 - Making the appointmentBefore making an offer
of employment, employers have responsibility for checking that
applicants have the right to work in the UK and to see and take
copies of relevant documentation - a list of acceptable documents
demonstrating the right to work in the UK is available from the
Home OfficeContract Offers of employment should always be made in
writing. But it is important to be aware that an oral offer of
employment made in an interview is as legally binding as a letter
to the candidate.ReferencesA recruitment policy should state
clearly how references will be used, when in the recruitment
process they will be taken up and what kind of references will be
necessary (for example, from former employers). These rules should
be applied consistently.Medical examinationsIt is reasonable to
require completion of a health questionnaire where good health is
relevant to the job. Any particular physical or medical requirement
should be made clear in the job advertisement or other recruitment
literature.Step 7 InductionInduction is a critical part of the
recruitment process, for both employer and new employee. An
induction plan should include: Orientation (physical) - describing
where the facilities are Orientation (organisational) - showing how
the employee fits into the team and how their role fits with the
organisations strategy and goals Health and safety information -
this is a legal requirement Explanation of terms and conditions
Details of the organisation's history, its products and services,
its culture and values A clear outline of the job/role
requirements
1.6 Forms of Recruitment
The organisations differ in terms of their size, business,
processes and practices. A few decisions by the recruitment
professionals can affect the productivity and efficiency of the
organisation. Organisations adopt different forms of recruitment
practices according to the specific needs of the organisation.
The organisations can choose from the centralized or
decentralized forms of recruitment, explained below:
Centralized Recruitment
The recruitment practices of an organisation are centralized
when the HR / recruitment department at the head office performs
all functions of recruitment. Recruitment decisions for all the
business verticals and departments of an organisation are carried
out by the one central HR (or recruitment) department. Centralized
from of recruitment is commonly seen in government
organisations.
Benefits of the centralized form of recruitment are:
Reduces administration costs Better utilization of specialists
Uniformity in recruitment Interchangeability of staff Reduces
favoritism Every department sends requisitions for recruitment to
their central office.
Decentralized Recruitment
Decentralized recruitment practices are most commonly seen in
the case of conglomerates operating in different and diverse
business areas. With diverse and geographically spread business
areas and offices, it becomes important to understand the needs of
each department and frame the recruitment policies and procedures
accordingly. Each department carries out its own recruitment.
Choice between the two will depend upon management philosophy and
needs of particular organization. In some cases combination of both
is used. Lower level staffs as well as top level executives are
recruited in a decentralized manner.
Sources of Recruitment
InternalExternal
PromotionIntegration /Seniority
1.7 PROMOTION
Apromotionis the advancement of an employee'srankor position in
an organizationalhierarchysystem. Promotion may be an employee's
reward for good performance, i.e., positive appraisal. Before a
company promotes an employee to a particular position it ensures
that the person is able to handle the added responsibilities by
screening the employee with interviews and tests and giving them
training or on-the-job experience. A promotion can involve
advancement in terms of designation, salary and benefits, and in
some organizations the type of job activities may change a great
deal. The opposite of a promotion is ademotion.
Characteristics of Promotion
1. Promotion is advancement of an employee to a better job. i.e
Better in terms of responsibility More prestige or status greater
skill Greater skill Increased rate of pay or salary.2. It is a
upward reassignment of a higher level job to an internal employee.
It is a vertical flow from bottom to top in a organisation chart,
where the status, responsibility salary increases.3. But other than
this promotion also includes or types of promotion Upgradation :
where only salary increases. Dry promotion : where an employee is
promoted to higher position without any increment in salary.4.
Promotion policy is a guideline for any subject matter which is
laid in advance to have a clear insight of the same. So, Clear cut
policy is essential for healthy relations. The management and
employees should be clear about the criterion to be followed for
promoting employees.5. Assessing performance for promotion: Basis
should be indicated e.g. Merit basis/ Seniority basis How the
performance to be assessed e.g. confidential report. Employees
should know in advance the criteria to be followed for assessing
their performance.6. SENIORITY BASIS: It means promotion according
to the length of the service. Objective Simple and exact Morale
increases Acceptable to union Reduces labour turnover Reward for
loyalty.7. MERIT BASIS Employees are evaluated in terms of quality
or quantity of work. This basis ensures that only best employees
are promoted. Measured through traits E.g. Leadership, responsible
etc. Certain test. Personal interview.8. Maintaining service
records. Any promotion program can be successful if records of
employees are properly maintained. Such records are used for fair
judgement at the time of considering him for promotion.9. Promotion
plans / programs every organisation should have a formal and
systematic promotion program. For this: - Establishment of ladder
of promotion Communicated to employees Dead-end jobs must be
clearly specified in such ladders.10. Whenever a vacancy arises,
employees must be informed of that vacancy so that interested
persons can apply for that post within time allowed.11. Promotion
ladder Chairman GM, ASST GM, SR AREA MNGR, AREA MNGR, SR DIV MNGR,
DIV MNGR, BRANCH MNGR, ASST.12. Promotion chart Chairman MGR PROD,
MGR FIN, MGR HR, and BRANCH MGR.
Advantages of promotion: Present employees if promoted can
handle the process products and problems easily as they are already
connected to organization but new incumbent may take some to adjust
him or may not adjust himself at all. The cost of training the
insiders for the higher position is nearly nil hence no extra
training cost. Employees will give their best as they know that
reward of giving good performance is sure. High morale of the
employees is achieved.
Drawbacks of Promotion Though promotion benefits the employees
and the organisation, it creates certain problems like:- Promotion
disappoints some employees. Some employees even refuse promotion
other problems Disappointment of other employees The employees
those who are not promoted may feel disappointed. Employees may
develop negative attitude Reduce their contributions to the
organisation Some employees may refuse promotion When transferred
with promotion to any unwanted place He feels that he will be quite
incompetent to carry out the job Delegation of unwanted
responsibilities. Trade union leaders feel that promotion may
damage their position. Other problems: Can spoil Industrial
Relations, Could create Industrial disputes, and could create a
negative working environment.
1.8 INTEGRATION / SENIORITY
Privilegedstatusattained by anemployeebecause of the length of
continuousservicewith the sameemployer, and which usually
determines the order ofpromotion,benefits, or layoffs.
Seniority means a precedence of position, especially precedence
over others of the same rank by reason of a longer span of service.
Seniority is a system often used by employers as a basis for
granting job benefits. The seniority system provides important
employee benefits by creating, and fulfilling, employee
expectations of fair, uniform treatment.
Seniority, defined broadly, means the length of service with an
employer. Historically, those who had more experience with a task
or in a job position managed those with less experience. Formal
seniority policies grew out of this natural state of affairs. Based
on an employee's seniority, preference can be accorded him or her
in such areas as promotion, transfer, shift assignment, scheduling,
vacation accrual, layoff, and recall after temporary layoff.
Seniority is used as a means of gauging the relative status of one
employee with respect to another based on length of service. As an
employee's seniority grows, he or she accrues certain rights and
privileges.How exactly seniority is defined will differ from
company to company. Some will track longevity without concern for
the position worked while others will restart the clock every time
an employee changes positions within the company. For some
companies, seniority measurement is indifferent to whether an
employee holds a part-time position or a full-time job. Other
companies only measure seniority based on time worked in a
full-time position. What all seniority calculations have in common
is that they measure, in some fashion, an employee's longevity with
a company. Collective bargaining agreements usually calculate
seniority by total length of service, sometimes with consideration
for length of service within a particular craft or department.The
rights that accrue to senior employees also differ from company to
company. Seniority may be used in making determinations about the
order in which to hire back from a layoff list. It is often used to
allocate vacation time providing those with more seniority a
greater number of vacation days. It may also be used to determine
pay in organizations instead of or in addition to a merit-based pay
system. If organizations do not pay employees on the basis of doing
the same work and holding the same level or rank in the
organization, they must determine a basis to make a pay distinction
or differentiation. In a large organization, compensation
specialists within the human resources area may make these
determinations and may consider an employee's seniority in the pay
decision
Promotion and seniority are interlinked. Basically Promotion is
the outcome of seniority. An employee is promoted to higher
position on the basis of his seniority in the organisation.
METHODOLOGY
The project study is based upon the information gathered through
primary as well as secondary sources. The secondary sources include
articles while previous year data and questionnaire is used to do
the primary research. Previous year data has been analyzed on MS
Excel by using algebraic tools, graphs and charts are made with the
help of the same.
The R.P.I section staffs of Food Corporation of India have taken
this questionnaire. The collected responses are analyzed on
Microsoft Excel by using algebraic tools like summation and
percentage. The pie-charts are drawn on the basis of the responses
collected.
Articles have been taken from different websites and are
analyzed to get a better understanding of Recruitment, Promotion
& Integration.
SCOPE OF THE STUDY
This project aims to study and analyse recruitment process of
Food Corporation of India.
The data has been collected through companys profile, reviews
and analyzed by constructing tables and diagrams.
This study is focused on the two internal factors of recruitment
i.e Promotion and Integration.
OBJECTIVES OF THE STUDY
1. To understand the recruitment as a whole.
2. To understand the pre-requisites for a successful
recruitment.
3. To understand Promotion and Seniority Factors of
recruitment.
4. To understand the recruitment process in FCI.
5. Promotion and seniority through FCIs point of view.
LIMITATIONS OF THE STUDY
Following are the limitations of the project:
1. It can be biased as some part of the data is based on
secondary data.
2. Time constraint was the major limitation in this project.
3. Another problem was knowledge constraint and this report was
an attempt to gather as much of relevant data as possible.
4. Confidential details of the company are not allowed to expose
in the project so, some concepts are explained with the examples
and round figures.
5. Project is only based on R.P.I section data, so it does not
consist other department data.
CHAPTER 2ORGANIZATIONS PROFILE
2. INTRODUCTION
Food Corporation of India (Hindi: )was set up on 14 January 1965
having its first District Office atThanjavur- rice bowl ofTamil
Nadu- and headquarters atChennaiunder theFood Corporations Act
1964to implement the following objectives of the National Food
Policy:1. Effective price support operations for safeguarding the
interests of the farmers2. Distribution of food grains throughout
the country forPublic Distribution System3. Maintaining
satisfactory level of operational and buffer stocks of food grains
to ensure National Food Security.
It is one of the largest corporations in India and probably the
largest supply chain management in Asia. It operates through 5
zonal offices and 26 regional offices. Each year, the Food
Corporation of India purchases roughly 15-20 per cent of India's
wheat output and 12-15 per cent of its rice output. The purchases
are made from the farmers at the rates declared by the Govt. of
India. This rate is called as MSP (Minimum support Price). There is
no limit for procurement in terms of volume, any quantity can be
procured by FCI provided the stock satisfies FAQ (Fair Average
Quality) specifications with respect to FCI.The stocks are
transported throughout India and issued to the State Government
nominees at the rates declared by the Govt of India for further
distribution under the Public Distribution System (PDS) for the
consumption of the ration card holders. (FCI itself does not
directly distribute any stock under PDS and its operations end at
the exit of the stock from its depots). The difference between the
purchase price and sale price, along with internal costs, are
reimbursed by the Union Government in the form of Food Subsidy. At
present the annual subsidy is around $10 billion. FCI by itself is
not a Decision making authority, it does not decide anything about
the MSP, Imports or Exports. It just implements the decisions made
by the Ministry of Food and Ministry of Agriculture.
2.1 FCI Objectives
The Food Corporation of India was setup under the Food
Corporation Act 1964, in order to fulfill following objectives of
the Food Policy :
Effective price support operations for safeguarding the
interests of the farmers. Distribution of foodgrains throughout the
country for public distribution system Maintaining satisfactory
level of operational and buffer stocks of foodgrains to ensure
National Food Security
In its 45 years of service to the nation, FCI has played a
significant role in India's success in transforming the crisis
management oriented food security into a stable security system.
FCI's Objectives are:
To provide farmers remunerative prices To make food grains
available at reasonable prices, particularly to vulnerable section
of the society To maintain buffer stocks as measure of Food
Security To intervene in market for price stabilization
VISION:
To play a significant role in Indias success in transforming the
crisis management oriented food security into a stable security
system to ensure availability, accessibility and affordability of
food grains to all people at all times so that no one, nowhere and
at no time should go hungry.
MISSION
i) Ensuring food security of nation by maintaining satisfactory
level of operational buffer stocks of food grains.ii) Distribution
of food grains throughout the country for Public Distribution
System.iii) Effective Price Support Operations for safeguarding the
interest of farmers.
VALUES
We shall carry out our functions and duty with utmost:-
Sincerity Team work Speed Integrity & fairness in all matters
Transparency and without any fear or favour Respect for dignity and
potential of individuals Loyalty and pride in the Corporation
2.2 Organizational Structure of FCI
2.3FCI OPERATIONS
Storage & ContractMovementProcurement
SalesStocksFinance
EngineeringImport ExportQuality Control
Industrial Relation and Labour
2.4 Public Distribution System and FCI
The concept of Public Distribution System in the country was
evolved around 1942 due to shortage of food grains during 2nd World
War and Government intervention in distribution of food started.
This intervention of Government in distribution of food grains in
the foodscarcity period and, thereafter, continued in major cities,
towns & certain food deficit areas. This policy of Public
Distribution System/Rationing System has undergone several changes
with every lap of Five Year Planning System in the country. The
Seventh Five-year Plan assigned to it a crucial role by bringing
the entire population under Public Distribution System and became a
permanent feature in the country's economy.
1. The Government of India fulfills certain objectives of food
security through Public Distribution at an affordable price. In the
present scenario, Public Distribution System strives to meet the
twin objectives - the price support to the farmers for their
product and maintenance of stocks. It is against these stocks
procured under price support that every month Government releases a
prescribed quantity, in each State for distribution under Public
Distribution System. This mission of the Government of India is
brought into the reality at the operational level by FCI. The Sales
Division communicates the said allocation to its Regional Offices.
On receipt of sub-allocation from the State Government, the
Regional Offices issue the instructions to the District Offices for
releasing the stocks to the respective State Government /their
nominees on prepayment basis at district level.
VALIDITYGovt. of India is allocating food grains (wheat and
rice) under Targeted Public Distribution System on monthly basis
and issues allocation order for the financial-year wise and makes
further revision, if any, from time to time.Ministry has made it
mandatory for State and UT Govt. to deposit the cost of food grains
to FCI by 15th of the allocation month (crediting of the amount to
the FCI account) and lifting is allowed within the validity
period.FCI has been empowered to grant extension of validity period
up to 15 days from the prescribed validity period both for
depositing cost and lifting of food grains allocated under TPDS and
OWS and for extension of further 15 days, the concerned ED(Zone)
have been expowered. QUALITY CONFIRMATIONSamples are drawn and
sealed with joint seal from the stocks issued. One is given to the
recipient for displaying at the issue/sale point and two are
retained by the FCI, one for depot and the other for District
Office. UNIVERSALISATION / STRENGTHENING OF PDSThe role of FCI is
limited to ensure timely smooth and uninterrupted supply of FAQ
food grains to the State/UT Government and/or their nominees
against the allotment made by the Ministry of CAF&PD. WELFARE
SCHEMESFood Corporation of India is also issuing food grains under
various schemes of the Govt. of India viz. Mid-Day-Meal, Nutrition
Programme, SC/ST/OBC Hostels, Welfare Institutions & Hostels,
Annapurna, Sampoorn Gramin Rozgar Yojna (SGRY), National Food for
Work Programme, Scheme for Adolescent Girls, Pregnant &
Lactating Mothers and World Food Programme (WFP) etc.FCI is working
as 'FOOD BANK' for World Food Programme (WFP) projects in India.
When India was deficit of food grains, WFP used to take stocks at
ports with FCI stocks and delivered to WFP nearest to their
projects. With the change of situation i.e. scarcity to surplus,
the scenario has changed. WFP agreed to purchase their requirement
of foodgrains for their projects in India and neighbouring
countries from FCI. The foodgrains under this scheme were earlier
issued at Economic Cost of FCI & OMSS (D) price but now
foodgrains are being issued at BPL price w.e.f. 1.11.2000.
CHAPTER 3DESCRIPTIVE STUDYANDDATA ANALYSIS
3.1 Recruitment Process in FCI
1. Creation of Posts Posts are approved by FCI category
wise.
CATEGORIES
CATEGORY ICATEGORY IICATEGORY IIICATEGORY IV
WatchmenGuardPeonGardnerPlumberWater BoyAssistant General
IAssistant General IIAssistant General IIIManagerExecutive
DirectorGeneral ManagerDeputy General ManagerAssistant General
Manager
For e.g Year/Category201020112012
Cat I5060100
Cat II605487
Cat III6780190
Total177194377
The Corporation shall from time to time determine the number of
posts of each description in the service of the
Corporation.Following are the Authorities responsible for creating
the posts in different categories.
AuthorityCategory of Post
BoardAny post below the Board level.
ChairmanCategory I post the maximum of thescale of pay of which
does not exceed Rs. 1800.*
Managing DirectorCategory II posts and Category I posts the
maximum of the scale of pay which does not exceed Rs.1600*
Executive DirectorCategory III and IV posts.
Zonal Manager1. Category II posts up to six months.2. Category
III and IV posts up to one year.
2. Manpower Planning
On the basis of past data and current requirements following
decisions are made ,
Cat I: all post approved by FCI, only unfilled to be
advertised.Cat II: Only left out and unfilled posts to be
advertisedCat III: Only left out and unfilled posts to be
advertised.
3. Zone Wise posts are advertisedFor e.g
Appointments are made on the following basis
CategoryRecruitment UnitPromotion/Reversion/Retrenchment
unit
Category IAll - IndiaAll India
Category IIZone (Head Office will be a unit)Zone
Category IIIRegion(Zonal office, Head Office will be separate
Units)Zone
Category IVDistrict (Regional, Zonal Offices and Head Office
will be separate units)Region
General Conditions related to appointment are
The following general conditions shall apply to all appointments
to the service of the Corporation:
(a) No person shall be eligible for initial appointment unless
he has attainedthe age of 18 years.
(b) A candidate for appointment in the service of the
Corporation shall be:i) a citizen of India, orii) a subject of
Nepal, oriii) a subject of Bhutan, oriv) a Tibetan refugee who came
over to India before the 1st January,1962 with the intention of
permanently settling in India, orv) a person of Indian origin who
has migrated from Pakistan,Burma,Sri Lanka and East African
countries of Kenya, Uganda and the United Republic of
Tanzania(formerly Tanganika and Zanzibar), Zambia,Malawi,Zaire,
Ethiopia and Vietnam with the intention of permanently settling in
India.Provided that a candidate belonging to Categories
(ii),(iii),(iv) and (v) shall be a person in whose favour a
certificate of eligibility has been given by the Managing
Director.
(c) No person shall be initially appointed unless he has been
certified by a qualified registered medical practitioner approved
by the appointing authority to be of sound constitution and
medically fit to discharge his duties.Explanation: Unless the
appointing authority, otherwise directs, the application of this
provisions shall be limited to regular appointments by direct
recruitment.
(d) No person shall be eligible for appointment who has
previously been dismissed, or compulsorily retired from the service
of the Corporation or from a Department of a State or the Central
Government or from any public Sector Undertaking.
(e) No person shall be eligible for appointment who has been
convicted in a court of law for any offence involving moral
turpitude.
(f) No person who has entered into or contracted a marriage with
a person having a spouse living or who, having a spouse living, has
entered into or contracted a marriage with any person, shall be
eligible for appointment in the service of the Corporation.
4. Procedure for Direct Recruitment
The following procedure shall be followed in the case of direct
recruitment to posts sanctioned for more than 3 months or to posts
sanctioned initially for less than 3 months but extended beyond 3
months:
(a) Category III and IV Posts:The vacancies shall be notified to
the Employment Exchange/Exchangehaving jurisdiction over the unit
of appointment.
(b) Category I and II posts:The appointing authority shall
notify the vacancies to the Regional Employment Exchanges
concerned.
(c) General:(i) Candidates shall be required to appear for
interview at their own expense. 5. Procedure for Promotion
Promotion shall be made on the basis of seniority subject to
fitness in respect of Posts
6. Reservation for both internal and external recruitment
In making appointments in the services of the Corporation,
reservations, relaxation of age limits and other concessions would
be provided to Scheduled Castes, Scheduled Tribes and other
category of persons as directed by Government of India from time to
time. The Managing Director may issue detailed administrative
instructions accordingly.
7. After considering the above factors, appointments are made
which follows the selection process further.
3.2 MANPOWER IN FCI
Sanctioned Strength, Staff in Position and Vacancy/ Excess
position as on 30 09 2012 in Food Corporation of India.
ZoneCategory ICategory IICategory IIICategory IV
SSIPV/ESSIPV/ESSIPV/ESSIPV/E
Headquarters230132-98522305-217642335-30757469
North260216-4425042071-433121635964-619911971980783
South151117-341136731-40550732867-22064731289816
East148129-19917742-17536642532-113226715111244
North East10471-33375277-9813251233-9266932866
West119107-12838594-24439642139-1825372722350
The above bar chart represents that Sanctioned strength and
vacancies are more in north zone for category III position in
FCI
NORTH ZONE
North ZoneCategory ICategory IICategory IIICategory IV
SSIP V/ESSIPV/ESSIPV/ESSIPV/E
Uttranchal188-1076826278147-131172811
Z.O (NORTH)30333143111-32631157-47412322
Delhi Region1511-493930376251-125425614
J&K Region1611-567714281172-109175134
H.P Region127-54756919380-11342521
Punjab Region58591849601-24843732168-2205526729203
U.P. Region5446-8588450-13826361534-1102247653406
RajasthanRegion2720-7261294331380586-79412020888
Haryana Region3021-9380313-672015869-1146223207-16
The above figure shows that sanctioned strength and vacancies
are more in Punjab region of north zone.
WEST ZONE
West ZoneCategory ICategory IICategory IIICategory IV
SSIP V/ESSIPV/ESSIPV/ESSIPV/E
Z.O West262826353-1024097-14313231
Chattisgarh2322-1172115-57824431-3938116180
Maharashtra2421-3260181-791330605-72516020343
Madhya Pradesh2621-5194146-48932575-35767190123
Gujrat2015-514999-50638431-2076313673
In West Zone , Maharashtra Region has more Sanctioned Strength
and Vacancies for category III.
EAST ZONE
East ZoneCategory ICategory IICategory IIICategory IV
SSIP V/ESSIPV/ESSIPV/ESSIPV/E
Z.O (EAST)262606764-322666-16014948
West Bengal4639-7397275-12215361027-509132603471
Bihar33341218206-12903871-3267462395
Orissa3020-10176144-32763358-40555273218
Jharkhand1310-35953-6236210-2612124112
In East Zone , West Bengal ha more Sanctioned Strenth and
Vancancies for Category III
SOUTH ZONE
South ZoneCategory ICategory IICategory IIICategory IV
SSIP V/ESSIPV/ESSIPV/ESSIPV/E
Z.O (SOUTH)26117917773165429228672575112891288
Tamilnadu230018300802008700
Kerela270018800769007000
Karnatka220014800719006200
Andhra Pradesh53005400024910025300
In south Zone , many of the regions has zero values for
sanctioned strength, In Position , Vacancy/Excess. Zonal Office
(South) , Andhra Pradesh are showing more Sanctioned Strength and
In Position for Category III and Category IV.
NORTH EAST ZONE
N.E ZoneCategory ICategory IICategory IIICategory IV
SSIP V/ESSIPV/ESSIPV/ESSIPV/E
Z.O ( N.E )2421-33841311086-2413857
N&M1211-15141-10169105-6463226
NEF1514-16553-12237164-7312115103
Assam3021-9163118-456977899243704661
Arunachal Pradesh234-195824-3411289-2344339
In North East Zone, for Category III and Category IV Assam is
showing more Sanctioned In Positions and Excess.
Overall mostly all zones have shown more Sanctioned Strength for
Category III in FCI.Recruitment is carried out for the Category III
more frequently.
3.3 Recruitment Status of Category III 2010
DisciplineNorthWest
AdvertisedPanelWaiting ListJoinedAdvertisedPanelWaiting
ListJoined
General250250132019090065
Godown700700323682300428128292
Technical50038119349250130086
Accounts1501507314655692142
Total160014814281384695717149485
SouthNorth East
AdvertisedPanelWaiting ListJoinedAdvertisedPanel Waiting
ListJoined
00009393090
132132321310000
30021101778232025
707021691818017
502413533771931430132
East
AdvertisedPanelWaiting ListJoined
86864282
0000
101984597
98861977
285270106256
The above figure shows that North Region generates more
recruitments , after North region West Region shows more
recruitments.
3.4 Functions of Promotion Cell
Establishment Section will furnish the vacancy position for the
relevant year to promotion cell. Promotion cell will request
Integration Cell, who is maintaining respective seniority lists, to
provide names of the eligible officers for promotion. On receipt of
list of eligible officers, promotion cell will call for the
vigilance clearance from the concerned Zones ( in case of Managers
Category II Officers). For Category-I posts, vigilance clearance
will be called for from Vigilance Division, Headquarters. CR cell
will also be given a copy of list of eligible offered by the
Integration cell. CR cell will call for the CR Dossiers of the
eligible officers. On receipt of the vigilance clearance, promotion
cell will put the file to the competent authority i.e C & MD
for constitution of the Promotion/Senior Promotion Committee. After
receipt of the file, notices will be sent to the members of the
Promotion Committee to attend the scheduled meeting. On completion
of the DPC meeting, the Extract of the Minutes of the meeting will
be forwarded to ESTT. I Section for operating the panel. The name
of the officer involved in the vigilance case will be kept in the
sealed covers and the same will be forwarded to ESTT. I section for
operating the panel. Establishment I section will issue promotion
orders as per the Extracts of the Minutes.
3.5 Various Steps Involved For Promotion of Officers From Lower
Grade To The Higher Grade.
Determination of vacancy position on the basis of the existing,
anticipated & resultant vacancies, for a calendar year. [Action
taken by E-I Section] Enlisting the senior-most officers from the
seniority list, featuring within the prescribed Zone of
Consideration. Calling for the vigilance & administrative
clearance from concerned divisions. Updating the CR dossiers of the
officers featuring in the Zone of Consideration. Preparation of the
Agenda note and nomination of the SPC/DPC committee by the C &
MD. Seeking convenient date & time for convening the promotion
committee meeting. Rating the officers as Fit or Unfit on the basis
of the basis of bench mark in vogue. Preparation of the select
list. Preparation of sealed covers in respect of officers involved
in vigilance cases. Approval to operate the panel to be sought from
C& MD.
3.6 Requisites Experience for Promotion of Category I and
IIPost(Section wise)Requisite Experience with postRemarks
GENERAL SECTION
ED(G)4 years as GMTo be decided by Chairman
GM(G)4 years as DGM
DGM(G)5 years as AGM
AGM(G)5 years as M(Gen/Dep)
ACCOUNTS SECTION
ED(Fin)4 years as GM(A/c)To be decided by Board
CGM(A/C)2 years as GM(A/c)
GM(A/c)4 years as DGM(A/c)
DGM(A/c)5 years as AGM(A/c)
AGM(A/c) 5 years as M(A/c)
ENGINEERING SECTION
ED (ENGG.)4 years as GM (ENGG.)To be prescribed by Board
GM (ENGG.)4 years as DGM (C/E/M)
DGM (Civil)5 years as AGM (Civil)
DGM ( E/M)5 years as AGM( E/M)
AGM (Civil)5 years as M( Civil)
AGM (E/M) 5 years as M ( E/M)
LEGAL SECTION
GM (L)3 years as DGM (L)To be decided by CMD
DGM (L)5 years as AGM(L)
AGM(L)Direct Recruitment (DR)
QUALITY CONTROL
AGM(QC)5 years as M(QC)
MOVEMENT SECTION
AGM (MOVT.)5 years as M (MOVT.)
MISC CADRE
AGM (P & R )5 years as M (P&R)
AGM(HINDI)8 years as M(Hindi)
AGM(PR) 100 % DR
MEDICAL OFFICER
CMO5 years as ZMO
ZMO5 years as RMO
RMO5 years as MO
MO100% DR
ED=Executive Director; DGM=Deputy General Manager; GM=General
Manager; AGM=Assistant General Manager; CGM=Chief General Manager;
M=Manager; CMO=Chief Medical Officer; ZMO= Zonal Medical Officer;
RMO= Regional Medical Officer; MO= Medical Officer; PR=Public
Relation; P& R=Planning & Research;
E/M/C=Electrical/Mechanical/Civil;
Direct Promotion Committee (DPC) held in 2008
Post ( SectionWise)No. of Promotion
General7
Accounts4
Engineering7
Legal3
Quality Control1
Movement1
Miscellaneous3
Medical Officer3
Direct Promotion Committee held in 2009Post ( Section Wise)No.
of Promotion
General7
Accounts7
Engineering9
Legal4
Quality Control2
Movement1
Miscellaneous3
Medical Officer3
Direct Promotion Committee held in 2010Post ( Section Wise)No.
of Promotion
General7
Accounts4
Engineering8
Legal3
Quality Control2
Movement0
Miscellaneous3
Medical Officer3
Direct Promotion Committee held in 2011Post ( Section Wise)No.
of Promotion
General4
Accounts5
Engineering6
Legal3
Quality Control1
Movement1
Miscellaneous3
Medical Officer3
Direct Promotion Committee held in 2012
Post ( Section Wise )No. of Promotion
General7
Accounts6
Engineering8
Legal3
Quality Control1
Movement 1
Miscellaneous1
Medical Officer3
DPC Likely to be held in a calendar year 2013
Post( Section Wise)No. of Promotions
General5
Accounts4
Engineering 6
Legal3
Quality Control1
Movement 1
Miscellaneous1
Medical3
Direct Promotion Committee held in last 6 years
YearTotal No. of Promotions
200829
200936
201030
201126
201230
201324
After analyzing all above graphs , it has been seen that
promotions are being done in Technical and General Section.
3.7 Data analysis on the basis of Questionnaire
The following analysis is being done on the basis of
questionnaire asked to the staff of R.P.I Section of F.C.I
1.What source company adopts for recruitment of
candidates?OptionsResponses
Employee Referral 0
Campus Recruitment 2
Recruitment Agencies9
Advertisements19
Interpretation The above Doughnut split Chart shows that -
According to 63% of employees selected for questionnaire, FCI uses
advertisements for the recruitment of candidates.Hence, it is clear
that FCI uses Advertisements and Recruitment Agencies for the
purpose of Recruitment.
2.How many stages are involved in selecting the candidate?
OptionsResponses
1 to 322
3 to 5 5
5 to 73
More than 70
InterpretationThe above split pie chart shows that 73% of the
selected employees forQuestionnaire says that the number of stages
involved in selecting the candidate is 1 to 3.
3. Does FCI follow different recruitment process for different
grades of employees?
OptionsResponses
No4
Yes26
Interpretation It is clear that FCI follows different
Recruitment Process for different grades of employees.
4. What is the back out percentage of candidates after being
offered?OptionsResponses
1% to 5%5
5% to 10%5
10% to 15%8
More than 15%17
Interpretation It is clear that back out percentage is more, as
it can be analyzed with the above chart.
5.Is FCIs recruitment process fair and unbiased?
OptionsResponses
Yes25
No5
InterpretationIt can be observed that majority of employees
think FCIs Recruitment Process is fair and unbiased. 6. If the
recruitment type is employee referral then what special privilege
has to be paid to the one who has referred?
OptionsResponses
Privilege to referral people
5
No Privilege to referral people
25
InterpretationIt is clear from the above figure that, no
priviledge is given to referral people .7 . In how much time does
the whole process generates results?OptionsResponses
3 to 6 months2
6 to 8 months8
8 to 10 months15
More than 10 months5
Interpretation It takes around 8 to 10 months to complete a
Recruitment Process in FCI.8.Which is the biggest challenge that
you face in the whole process of recruitment? OptionsResponses
Line Function Support6
Online Problems 5
Bank Challan Failures4
Vigilance Cases15
9. How often recruitment is being done in your company?
OptionsResponses
Regularly13
Monthly2
Yearly9
Dont know6
InterpretationIt shows that F.C.I recruits regularly.
10.Internal sources of recruitment are preferred in the
company.OptionsResponses
Yes18
No12
Interpretation It is clear that internal sources of Recruitment
(Promotions, Integration etc.) are preferred in the company.
3.8 FCI News Releases Regarding Recruitment
FCI Recruitment : Syllabus and previous cut off marks
Staff Selection Commission (SSC) has declared the result of
Assistant Grade III (AG-3) in Food Corporation of India (FCI). The
Written Test for the post of Assistant Grade III in the Cadre of
General, Technical, Account and Depot in FCI was held on 04th and
5th February 2012.
There were 780949 Candidates who have registered for this
written examination but only 500179 Candidates who appeared in the
Written Test. 46081 Candidates who have qualified in paper II and
33407 Candidates Qualified in Paper III in this written test
Cutoff for this Written Test:
AG-III (Post Code-A & / or D) Paper-II
SC 86
ST 84
OBC 94
UR - 105
AG-III (Post Code-B) Paper-II
SC-80
ST 76
OBC 90
UR 100
AG-III (Post Code-C) Paper-II
SC 66
ST 61.50
OBC 73
UR 88
FCI to recruit 11,000 new staff to operationalise Food Security
Bill
To operationalize the governments ambitious NationalFood
Security Law, theFood Corporation of India(FCI) has embarked on a
massive recruitment drive. Officials said the corporation is
planning to appoint 11,000 new staff, including hundreds in
managerial positions.However, some experts are of the opinion that
such a massive recruitment of officers and staff in FCI would
further add on to the expenditure associated with the Food Bill,
which on last count was estimated to push the annualfood subsidyto
higher by over Rs 1,23,000 crore, up from 2013-14 Budget estimate
of Rs 90,000 crore.In an official statement, the Corporation said
that FCI, through theStaff Selection Commission(SSC), has
advertised for 3,755 vacancies during 2011, out of which nearly
1,700 officials have already joined. That induction procedure is
still in progress.Another 6,545 vacancies were again advertised for
which the written examination stands concluded through SSC. FCI has
now advertised 460 vacancies in the managerial cadre (Category II),
which may be soon followed by advertising of 30 vacancies in the
Assistant General Manager-level Category-I posts.The new
appointments precede the Food Security law under which FCI will
need to meet increased requirements of storage and movement of food
grains for the Public Distribution System (PDS).This is a massive
recruitment drive undertaken by the FCI, said FCIs Executive
Director (Personnel) Devinder Kumar Bhalla.It is after a long time
that we have conducted recruitment at such a big scale, he added.
He said that massive foodgrain procurement along with the coming
Law will requirement extensive food grain management in the country
which has necessitated this recruitment.The Food Security Bill
seeks to provide legal entitlement for cheap grains to almost 67
per cent of the Indian population. As per official estimates, after
the Bill is enacted, the government would need around 63 million
tonnes of grains annually, which is just marginally more than the
current quantity of grains wh
FCI on a hiring spree, to recruit 7,000
NEW DELHI, JULY 1:Food Corporation of India (FCI) is on a hiring
spree as it plans to recruit 7,000 in order to gear up for
implementation of proposed Food Security Act, after hiring about
3,800 employees.This is a massive recruitment drive undertaken by
the FCI, state-run FCI Executive Director (Personnel) D V Devinder
Kumar Bhalla today said in a statement.He said that 3,755 vacancies
have been filled up in the category III in the first phase through
the Staff Selection Commission (SSC). Offer letters are being
issued at the Zonal office level and some of the candidates have
already joined.The recruitment for the 6,545 posts in Category III
in the second phase is underway. The written examination for this
selection has been concluded by SSC and the subsequent process will
be completed before the issue of appointment letters.That apart,
the FCI has now advertised 460 vacancies in the managerial cadre
(Category II) and soon plans to advertise 30 vacancies for
Assistant General Manager, CategoryI posts.Stating that the
proposed Food law requires massive food grain management, Bhalla
said extra manpower would be required to run the operation of FCI,
which currently handles about 80 million tonnes of food grains.FCI
said more number of staff will be recruited in the north zone,
where maximum food grains are handled, followed by south, west,
east and northeast zones.The proposed Food law aims to provide
legal right on subsidised food grains to 67 per cent of the
population.FCI is the nodal agency for food grains procurement and
distribution.
CHAPTER 4 CONCLUSION AND RECOMMENDATIONS
4.1 CONCLUSION
1. FCI plays important/vital role in the overall functioning of
food distribution in the country. For the same, FCI recruits people
on regular basis.2. FCI focuses on internal and external factors of
recruitment for human resources for organisation.3. The process is
very clear and transparent, and gives opportunity to many employees
inside and people from outside organisation.4. Also, FCI holds
other positive aspects of an organisation like good working
environment , consistency of holding position among other
organisation, medical and health plans for employees ( as per Govt.
rule).5. According to the topic of project , I have found many
relevant information about Recruitment, Promotion and Integration(
Data interpretation in Ch 3), which interprets many things about
functioning of FCI6. The organisation has a high commitment towards
recruitment.7. It also follows the Customer University Model, as it
is linked with some training institutes.
It has been already known by far through this project, that FCI
is the responsible organisation for the food distribution, food
security all over country. Its functioning in performing each
operation is pretty good.In concern of Human Resources, FCI hires
employees on regular basis and generates vacancies throughout the
year on a particular interval for each category ( Category
I,II,III,IV)It follows transparent process throughout the whole
recruitment process.
4.2 RECOMMENDATIONS
FCI doesnt require any suggestion, but as far as my point of
view I can suggest only few and minor things for the smoothening of
FCI functions.
i. Recruitment process can be made fully online for the external
mode of recruitment. This will generate more technical positions in
the recruitment department and reduces stress in other
positions.ii. More young employees can be appointed for managing
human resources at lower level.iii. F.C.I should adopt campus drive
also to recruit young talent.iv. More non-monetary benefits can be
added to different job profiles to retain the employees.v. Training
and development department should be introduce in F.C.Ivi. F.C.I
can arrange workshops for the employees benefits in terms of
performance.vii. More number of contractual positions should be
generated to attract people who are interested in contractual
jobs.
APPENDIX
QUESTIONNAIRE FOR RECRUITMENT HEAD
NameMr. Kaushik Nayak
Companys nameFood Corporation of India
Designation AGM (RPI)
Date26th July 2013
Note Please tick the appropriate option.
1. What source you adopt to source candidates? Open Competitive
Examination Campus Recruitment Recruitment Agencies
Advertisement
2. How many stages are involved in selecting the candidate? 1 to
3 3 to 5 5 to 7 More
3. Do you use any of the following tests during the process of
recruitment? Written Group Discussion Personal Interview all of the
above
4. How do you track the source of candidate? Manual agencies
Software naukri.com Onlined. Windows. Xls Advertisement
5. Apart from the R.P.I Department, who all from the other
departments are required to get involved in interviewing process?
According to Cadre Administration HR Executive Quality Control
6. Do you follow different recruitment process for different
grades of employees? No Yes
7. What is the back out percentage of candidates after being
offered? 1-5% 5-10% 10-15% More than 15%
8. What percentage of candidates leaves within the period of
less than 6-12 month? 1-5% 5-10 % 10-15% 15-20%
9. Does the company reimburse the travelling cost incurred by
the candidates for appearing in the interview?
Yes No
10. Do you take any technological support for the process of
recruiting? video conferencing Online/Offline
11. Are you aware of the concept of video resume? Yes No
12. If the recruitment type is employee referral then what
special privilege has to be paid to the one who has referred?
Privilege to referral people No Privilege to referral people
13. In how much time does the whole process generates results? 3
to 6 months 6 to 8 months 8 to 10 months
14. Do you do the employment eligibility verification? Yes
No
15. How many recruitment you did in the last fiscal year? 1 to 5
5 to 10 10 to 15
16. What is the total number of person in R.P.I Section? 10 20
20 -30 30 -40
17. Which is the biggest challenge that you face in the whole
process of recruitment? Line Function Support Online Problems Bank
Challan Failures Vigilance Cases
18. How do you rate whole R.P.I. sections performance?
Poor Fair Adequate Excellent
QUESTIONNAIRE FOR EMPLOYEESName
Companys name
Designation
Date
Note Please tick the appropriate option.
1. What source company adopts for recruitment of candidates?
Employee referral Campus recruitment Recruitment Agencies
Advertisements
2. How many stages are involved in selecting the candidate?
1 to 3 3 to 5 5 to 7 More than 7
3. Does FCI follow different recruitment process for different
grades of employees?
Yes No
4. What is the back out percentage of candidates after being
offered? 1% to 5% 5% to 10% 10% to 15% More than 15%
5. Is FCIs recruitment process fair and unbiased?
Yes No
6. If the recruitment type is employee referral then what
special privilege has to be paid to the one who has referred?
Priviledge to referral people No priviledge to referral people
7. In how much time does the whole process generates results? 3
to 6 months 6 to 8 months 8 to 10 months More than 10 months 8.
Which is the biggest challenge that you face in the whole process
of recruitment? Line function Support Online Problems Bank Challan
Failures Vigilance Cases
9. How often recruitment is being done in your company?
Regularly Monthly Yearly Dont know
10. Internal sources of recruitment are preferred in the
company? Yes No
BIBLIOGRAPHY
Human Resource Management by C.B.Gupta Managing Human Resources
by R.K. Suri and T. N. Chhabra Annual Report 2011-12, Food
Corporation of India Annual Report 2010-11, Food Corporation of
India www.google.com www.fciweb.nic.in www.fcijobsportal.com
67
CERTIFICATE BY PROJECT GUIDE DATE:To whomsoever it may
concernThis is to certify that Ms. Nidhi Lamba, Roll no.
04111403912 of B.P.I.B.S., Delhi, has done a Research Project
titled An Analysis of Recruitment, Promotion and Integration in
Food Corporation of India under the discipline of Human Resource
Management as a part of curriculum of second semester of M.B.A.
degree under my guidance and supervision.Her performance was
satisfactory during her research process for the above said H.R.M.
project.
Dr. Anuraag Awasthi Faculty Department of M.B.A. And Project
GuideB.P.I.B.S
BHAI PARMANAND INSTITUTE OF BUSINESS STUDIESSHAKARPUR,
DELHI-110092ACKNOWLEDGEMENTThe project entitled An Analysis of
Recruitment, Promotion and Integration in Food Corporation of India
was a challenging assignment for me and required an improved
environment, extensive endeavor and all necessary guidance and
support. I take this opportunity to express my gratitude to Dr.
Anuraag Awasthi, Faculty - department of M.B.A. and project guide
for his able guidance, cooperation and out of the box thinking
without which this project would not have been possible at all.I
sincerely express my gratitude to Mr. Kaushik Nayak, Assistant
General Manager (RPI), who has given me the opportunity to carry
out the work in his department (RPI) in Food Corporation of India.
I am very thankful to Mr. Jyoti Prakash Singh, Manager (RPI), With
his constant supervision and inspiring guidance, the whole
internship became a great learning experience.Special thanks to all
the employees of FCI, for their precious co-operation during the
period of data collection and analysis.
Name: Nidhi LambaE. No. 04111403912M.B.A 3rd SemB.P.I.B.S