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PROJECT REPORT PROJECT REPORT

ONON

“A Study on Effectiveness of Recruitment & Selection Practices”

With reference to Panipat Refinery, Indian Oil Corporation Limited (IOCL)

Submitted By:

ANIL KUMAR KATARIAEnrolment No. 071856537

Master of Business Administration

SCHOOL OF MANAGEMENT STUDIES INDIRA GANDHI NATIONAL OPEN UNIVIERSITY

NEW DELHI - 110068

1

CERTIFICATE

This is to certify that Shri Anil Kumar Kataria, Enrollment No. 071856537, is working in

the Human Resource Department of Panipat Refinery, Indian Oil Corporation Limited,

Panipat. The topic of the Project “A Study on Effectiveness of Recruitment & Selection

Practices” with reference to Panipat Refinery, Indian Oil Corporation Limited (IOCL), is a

suitable topic, especially in the present changing industrial scenario. His project work as

a part of fulfillment of the requirement of Master of Business Administration of IGNOU,

New Delhi is an original one and has not been submitted earlier either to this University

or to any other Institution.

( ANIL KUMAR KATARIA ) Enrollment No : 071856537

( P.N. JHA ) SUPERVISOR

Dy. Manager ( Employee Relations )Indian Oil Corporation Limited

Human Resource DepartmentPanipat Refinery, Panipat

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PREFACE

Business and industry in India are going through a phase of change as never witnessed before.

Given the size of national economy, the role of Public Enterprises and the emerging diversity &

dynamism in the private sector; it is difficult to describe its accurate scope. A healthy national

economy is dependent upon healthy growth in business and industry. A healthy growth in

business and industry, in turn, primarily depends upon the quality & potential of its Human

Resources. Thus, the most important factor for survival and development, particularly in this age

of rapid change and growth, is human capacity. Customer oriented, quality conscious, cost

efficient and multi-skilled manpower will determine the core competency of modern

organizations, for it is the man behind the machine and not the machine alone that will provide

the cutting edge.

During the last few years Indian Oil Corporation Ltd. (IOCL) is also striving to grow in a

competitive, globalized scenario. The Corporation continues its quest for good quality products

and customer delight to meet the challenge.

In such a situation, human resources and their competency play an important role, as the real

strength of organization depends upon the strengths and capabilities of its human capital.

As part of Human Resource Function, recruiting and screening is the first line of defense when it

comes to bringing the right people into the organization. Determining who the right people are,

should not limit to experience and education, but with personality, attitude, communication

abilities, and other behavioural characteristics that fit the organization.

The overall aim of the recruitment & selection practices should be obtained at minimum cost the

number and quality of employees required to satisfy the human resource needs of the company.

To select the "Right person for the right job" is one of the most important and most difficult

responsibilities of the executives. Using interviews, reference checks and sometimes-even

personality tests, they try to infuse logic and predictability into hiring still, success remains

elusive.

In view of above, it becomes imperative to study the effectiveness of the existing Recruitment &

Selection Policy.

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ACKNOWLEDGEMENT

The project training has been a useful and enlightening experience. I convey my

acknowledgement to my guide Shri P.N. Jha, for his invaluable guidance, constant support,

cooperation, perspective supervision and deep inspiration during the course of this work.

His suggestions in visualizing the project and sustained interest to attain the objective

envisaged in the project are gratefully acknowledged. His invaluable guidance had been

indispensable to bring about successful completion of the project undertaken.

I also thank all my colleagues of H.R. Department who helped me and encouraged me to

complete this project work successfully. I would like to thank the employees of Panipat

Refinery who co-operated earnestly to provide me with relevant data and information, as

required for this study.

In the last, but not the least, I extend my thanks to my classmates and my family members

who always encouraged me to face the difficult situation of the life. It is very difficult to

mention all of them but their contribution in my learning life has great value.

( ANIL KUMAR KATARIA )Enrolment No : 071856537

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TABLE OF CONTENTSSYNOPSIS APPROVAL I

BIO-DATA OF GUIDE II

COPY OF SYNOPSIS III

ORIGINALITY CERTIFICATE 2

PREFACE 3

ACKNOWLEDGEMENT 4

TABLE OF CONTENTS 5-7

CHAPTER TITLE PAGE

1 ORGANIZATION PROFILE 8-19

1.1 A BRIEF - INDIAN OIL 8-13

1.2 A BRIEF - PANIPAT REFINERY 14-16

1.3 ORGANISATIONAL SET-UP 17-19

2 RECRUITMENT PROCESS 20-282.1 THEORETICAL CONCEPTS 20

2.2 DIAGNOSTIC APPROACH 21

2.3 INTRACTIONS OF THE RECRUITMENT & ORGANISATION 22-23

2.4 METHODS OF RECRUITING 24

2.5 INTERNAL Vs EXTERNAL RECRUITING METHODS 24

2.6 INTERNAL RECRUITING METHOD 25

2.7 EXTERNAL RECRUITING METHOD 25

2.8 UTILIZING RECRUITING RESOURCES 26-27

2.9 EVALUATING RECRUITING METHODS 28

3 SELECTION PROCESS 29-323.1 PROCESS 29

3.2 TYPES OF SELCTION TESTS 29-31

3.3 INTERVIEW 31-32

3.4 MANAGERIAL SELECTION DEVICES 32

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TABLE OF CONTENTS

CHAPTER TITLE PAGE

4 POLICY AND ELIGIBILITY CRITERIA OF RECRUITMENT & SELECTION – PANIPAT REFINERY

33-40

4.1 INDUCTION LEVEL & CRETERIA 33

4.2 ENGAGEMENT OF APPRENTICES 33

4.3 IDENTIFICATION OF VACANCIES 34

4.4 RESERVATION POSITION 34

4.5 APPROVAL FOR FILLING-UP VACANCIES 34

4.6 NOTIFICATION / ADVERTISEMENT 34

4.7 RECEIPT OF APPLICATIONS & PROCESSING 35

4.8 FINALISING DATE, TIME & VENUE 35

4.9 CONSTITUTION OF SELECTION COMMITTEE 35

4.10 NOMINATION OF EXAMINATION SUPRINTENDENT 36

4.11 NOMINATION OF INVIGILATORS – CUM – EVALUATORS 36

4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST / TRADE TEST / INTERVIEW

36

4.13 COMMUNICATION TO SELECTION COMMITTEE REGARDING WRITTEN TEST / TRADE TEST / INTERVEIW

36

4.14 WRITTEN TEST 36

4.15 TRADE TEST/ SKILL TEST 37

4.16 INTERVIEW 37

4.17 SELECTION CRETERIA 38

4.18 EVALUATION OF ANSWER PAPERS 38

4.19 CRITERIA FOR CALLING CANDIDATES FOR INTERVIEW 38

4.20 MINUTES 39

4.21 COMMUNICATION TO SELECTION CANDIDATES/ ISSUE OF OFFER OF APPOINTMENT

39

4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT 40

4.23 CHARACTER & ANTECEDENT / CASTE VERIFICATION 40

4.24 REQUEST FOR EXTENSION OF JOINING TIME 40

4.25 REPORTING FOR JOINING 40

4.26 ELIGIBILITY CRETERIA & ANNEXURE - I 40 & 41-51

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TABLE OF CONTENTS

CHAPTER TITLE PAGE

5 RESEARCH METHODOLOGY 52-59

5.1 SOURCES OF DATA COLLECTION 52

5.2 DATA SOURCES 52

5.3 DATA COLLECTION METHODS 53

5.4 SURVEY PROCESS 53-59

6 ANALYSIS 60-80

6.1 TOOLS & TECHNIQUES OF ANALYSIS 60-76

6.2 DISCUSSION POINTS ANALYSIS 77-80

7 CONCLUSIONS & SUGGESTIONS 81-83

8 FUTHER RESEARCH 84

9 LIMITATIONS 85

BIBLIOGRAPHY 86

ANNEXURE-II 87-89

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CHAPTER 1

ORGANIZATION PROFILE

1.1 A BRIEF - INDIAN OIL CORPORATION LIMITED

INTRODUCTION

Indian Oil Corporation Ltd. (Indian Oil) was formed on 1st September’ 1964 through the

merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958).

India’s flagship national oil company and downstream petroleum major, Indian Oil

Corporation Ltd. (IndianOil) is celebrating its Golden Jubilee in 2009. It is India's largest

commercial enterprise, with a sales turnover of Rs. 2, 85,337 crore – the highest-ever for

an Indian company – and a net profit of Rs. 2, 950 crore for the year 2008-09.

IndianOil is also the highest ranked Indian company in the prestigious Fortune 'Global

500' listing, having moved up 11 places to the 105th position in 2009.It is also the 21st

largest petroleum company in the world and the # 1 petroleum trading company among

the National Oil Companies in the Asia-Pacific region.

IndianOil and its subsidiaries account for approximately 48% petroleum products market

share, 34% national refining capacity and 71% downstream sector pipelines capacity in

India.

For the year 2008-09, the IndianOil group sold 62.6 million tonnes of petroleum

products, including 1.7 million tonnes of natural gas, and exported 3.64 million tonnes of

petroleum products.

The Indian Oil Group of companies owns and operates 10 of India’s 20 refineries with a

combined refining capacity of 60.20 million tonnes per annum (1.2 million barrels per

day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd.

(CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited (BRPL).

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The Corporation's cross-country network of crude oil and product pipelines, spanning

over 10,000 km and the largest in the country, meets the vital energy needs of the

consumers in an efficient, economical and environment-friendly manner.

To maintain its competitive edge and leadership status, IndianOil is investing Rs. 43,400

crore (US $10.8 billion) during the period 2007-12 in augmentation of refining and

pipeline capacities, expansion of marketing infrastructure and product quality

upgradation as well as in integration and diversification projects.

IndianOil's ISO-9002 certified Aviation Service commands over 63% market share in

aviation fuel business, meeting the fuel needs of domestic and international flag carriers,

private airlines and the Indian Defence Services. The Corporation also enjoys a

dominant share of the bulk consumer business, including that of railways, state transport

undertakings, and industrial, agricultural and marine sectors.

IndianOil's world-class R&D Centre is perhaps Asia's finest. Besides pioneering work in

lubricants formulation, refinery processes, pipeline transportation and alternative fuels

such as bio-diesel, the Centre is also the nodal agency of the Indian hydrocarbon sector

for ushering in Hydrogen fuel economy in the country.

To achieve the next level of growth, IndianOil is currently forging ahead on a well laid-out

road map through vertical integration— upstream into oil exploration & production (E&P)

and downstream into petrochemicals – and diversification into natural gas marketing, bio

fuels, wind power projects, besides globalization of its downstream operations

In petrochemicals, Indian Oil is envisaging an investment of Rs. 20,000 crore (US$ 4

billion) by the year 2011-12. Through the world’s largest single-train Linear Alkyl

Benzene (LAB) plant with an annual capacity of 1,20,000 tonnes set up at its Gujarat

Refinery, the Corporation has already captured a significant market share of LAB in

India, besides exporting the product to Indonesia, Turkey, Thailand, Vietnam, Norway

and Oman.

A world-scale Paraxylene/Purified Terephthalic Acid plant (annual capacities: PX -

3,63,000 tonnes, PTA – 5,53,000 tonnes) for polyester intermediates is already in

operation at Panipat, while a Naphtha Cracker with a capacity of 800,000 tonnes of

ethylene per annum, 6,00,000 TPA of Propylene, besides an annual production of

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3,25,000 TPA of Mono Ethylene Glycol, 1,40,000 TPA of Butadiene, 6,50,000 TPA of

Polyethylene and 6,00,000 TPA of Polypropylene, equipped with downstream polymer

units is to be completed by 2010 at Panipat.

A grassroots refinery at Paradip is proposed to be completed by the year 2011-12,

subsequently followed by the setting up of an integrated petrochemical plants with an

estimated investment of Rs 12,000 crore (US$ 2.5 billion) which will further strengthen

the Corporation’s presence in the sector

In natural gas business, Indian Oil sold 1.849 million tonnes of the product in 2008-09. A

technology innovation has been initiated to reach LNG (Liquefied Natural Gas) directly to

the doorstep of bulk consumers in cryogenic containers for industrial as well as captive

power applications

To emerge as a transnational energy major, Indian Oil has set up subsidiaries in Sri

Lanka, Mauritius and UAE and is simultaneously scouting new opportunities in energy

markets in Asia and Africa.

VISION

“Indian Oil nurtures the vision of becoming a major, diversified, transitional, integrated

energy company, with national leadership and a strong environment conscience, playing

a national role in oil security & public distribution.”

In pursuit of its vision, business opportunities in Exploration & Production, Gas & Gas-to-

liquid, Petrochemicals, Power, Information Technology & communications, collaborative,

R&D, Exports, Shipping, Training & Consultancy, Engineering & Construction and

Transnational operations are being proactively identified and developed.

MISSION

To achieve international standards of excellence in all aspects of energy and

diversified business with focus on customer delight through value of products

and services, and cost reduction.

To maximize creation of wealth, value and satisfaction for the stakeholders.

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To attain leadership in developing, adopting and assimilating state-of-the-art

technology for competitive advantage.

To provide technology and services through sustained Research and

Development.

To foster a culture of participation and innovation for employee growth and

contribution.

To cultivate high standards of business ethics and Total Quality Management

for a strong corporate identity and brand equity.

To help enrich the quality of life of the community and preserve ecological

balance and heritage through a strong environment conscience.

OBJECTIVES OF THE COMPANY

To serve the national interests in oil and related sectors in accordance and

consistent with Government policies.

To ensure maintenance of continuous and smooth supplies of petroleum

products by way of crude oil refining, transportation and marketing activities

and to provide appropriate assistance to consumers to conserve and use

petroleum products efficiently.

To enhance the country's self-sufficiency in crude oil refining and build

expertise in laying of crude oil and petroleum product pipelines.

To further enhance marketing infrastructure and reseller network for providing

assured service to customers throughout the country.

To create a strong research & development base in refinery processes,

product formulations, pipeline transportation and alternative fuels with a view

to minimizing/eliminating imports and to have next generation products.

To maximize utilization of the existing facilities for improving efficiency and

increasing productivity.

To minimize fuel consumption and hydrocarbon loss in refineries and stock

loss in marketing operations to effect energy conservation.

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To avail of all viable opportunities, both national and global, arising out of the

Government of India’s policy of liberalization and reforms.

To achieve higher growth through mergers, acquisitions, integration and

diversification by harnessing new business opportunities in oil exploration &

production, petrochemicals, natural gas and downstream opportunities

overseas.

OBLIGATIONS

Towards customers and dealers

To provide prompt, courteous and efficient service and quality products at

competitive prices.

Towards suppliers

To ensure prompt dealings with integrity, impartiality and courtesy and

promote ancillary industries.

Towards employees

To develop their capabilities and facilitate their advancement through

appropriate training and career planning.

Expeditious redressal of grievances

To have fair dealings with recognised representatives of employees in

pursuance of healthy industrial relations practices and sound personnel

policies.

Towards community

To develop techno-economically viable and environment friendly products for

the benefits of the people.

To encourage progressive indigenous manufacture of products and materials

so as to substitute imports.

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To ensure safety in operations and highest standards of environment

protection in its manufacturing plants and townships by taking suitable and

effective measures.

Towards defence services

To maintain adequate supplies to Defence Services during normal and

emergency situations as per their requirement at different locations.

FINANCIAL STATUS

To ensure adequate return on the capital employed and maintain a reasonable

annual dividend on equity capital.

To ensure maximum economy in expenditure.

To manage and operate all facilities in an efficient manner so as to generate

adequate internal resources to meet revenue cost and requirements for

project investment, without budgetary support.

To develop long-term corporate plans to provide for adequate growth of the

Corporation’s business.

To endeavor to reduce the cost of production of petroleum products by means

of systematic cost control measures and thereby sustain market leadership

through cost competitiveness.

To endeavor to complete all planned projects within the scheduled time and

approved cost.

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1.2 A BRIEF - PANIPAT REFINERY

INTRODUCTION

Panipat Refinery is the seventh refinery of Indian Oil. It is located in the historic district of

Panipat in the state of Haryana and is about 23 km from Panipat City. The original

refinery with 6 MMTPA capacity was built and commissioned in 1998 at a cost of Rs.

3868 crore (which includes Marketing & Pipelines installations). The major secondary

processing units of the Refinery include Catalytic Reforming Unit, Once through

Hydrocracker unit, Resid Fluidised Catalytic Cracking unit, Visbreaker unit, Bitumen

blowing unit, Sulphur block and associated Auxiliary facilities. In order to improve diesel

quality, a Diesel Hydro Desulphurisation Unit (DHDS) was subsequently commissioned

in 1999.

Referred as one of India’s most modern refineries, Panipat Refinery was built using

global technologies from IFP France; Haldor-Topsoe, Denmark; UNOCAL/UOP, USA;

and Stone & Webster, USA. It processes indigenous and wide range of imported grades

of crude oil. It receives crude from Vadinar through the 1370 km long Salaya-Mathura

Pipeline.

Petroleum products are transported through various modes like rail, road as well as

environment-friendly pipelines. The Refinery caters to the high-consumption demand

centres in North-Western India including the States of Haryana, Punjab, J&K, Himachal,

Chandigarh, Uttaranchal, as well as parts of Rajasthan and Delhi.

The LPG produced from the refinery is pumped through a dedicated pipeline to Indian

Oil’s Kohand Bottling plant where bottling and bulk despatches are done.

PANIPAT REFINERY EXPANSION (PRE)

Due to a growing deficit of petroleum products in the high demand centres of North

India, it was decided to expand the capacity of Panipat Refinery from 6 million tonnes to

12 million tonnes with matching secondary processing facilities. M/s ElL was chosen as

the Project Management Consultant.

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Built at a cost of Rs. 4300 crore, the Refinery expansion units have been designed to

process 100% high sulphur crude. This has enhanced the processing of high sulphur

crude to 75% of the total refinery processing. The technologies have been supplied by

M/s Axens; France, Haldor-Topsoe; Denmark, UOP USA, Black & Veatch, USA and

ABB Lummus.Diesel hydrotreating unit, Hydrocracking unit and Hydrogen unit of the

plant are largest in the country. For supply of crude oil for the expansion units, the

Kandla-Panipat product pipeline has been converted to crude oil service. The crude oil is

received from Mundra Port in Gujarat coast and supplied to the Refinery through Kandla-

Panipat Pipeline.

SALIENT FEATURES OF EXPANSION UNITS

The expansion of the refinery has been done for doubling the crude processing capacity

from 6 MMT/yr to 12 MMT/yr.

Total facilities are located inside the existing refinery complex.

The expansion refinery has been designed to process 100% high sulphur

crude.

The total effluent generated will be reused inside the refinery including green

belt and no trade effluent will be discharged to any outside water body.

Very high efficiency (99.9%) Sulphur Recovery has been installed to reduce

SO2 emissions.

To enhance efficiency of power generation and to reduce SO2 emission,

Naphtha fired Gas Turbines have been installed in place of conventional

Steam Turbo Generators.

SO2 emission from the refinery will be restricted to the stipulated limit of 1000

kg/hr by fuel management.

NAPHTHA CRACKER COMPLEX (On going Project)

Making a committed foray into the petrochemicals, Indian Oil has already set up a world

class PX/PTA plant in the Panipat Refinery. Further, it is setting up a Naphtha cracker &

downstream polymer units (Naphtha Cracker complex) in the Refinery, thereby making it

an integrated refinery-cum-petrochemicals complex.

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The Naphtha Cracker Complex will see an estimated capital investment of about Rs.

14000 crore and is scheduled for commissioning by 2010. This project aims to utilize

the surplus Naphtha available from Indian Oil refineries and create valuable polymer

products and other key intermediates.

The Naphtha Cracker complex along with the PX-PTA units will have synergistic impact

in the growth of downstream industries for the production of Polyester Staple Fibre

(PSF), Polyester Filament Yarn (PFY) and Textiles. Based on the above raw material

availability, there will be steady growth of related industries in this region and Panipat will

develop into a world scale petrochemical hub of the country. The Hub will push Haryana

to one of the top states in petrochemicals productions in the country.

In addition to this, the capacity of Panipat Refinery is currently being expanded from 12

to 15 million tonnes. Work on this project has already been started and project is

expected to be commissioned in 2010.

COMMUNITY DEVELOPMENT PROGRAMMES

The Refinery is committed to the improvement of life of the people in its vicinity with the

objective of making them self-reliant. Such social responsibility includes support

community initiatives in the field of health, water management, vocational training,

education and literacy etc. Panipat Refinery encourages the villagers to develop social

accounting systems to carry out social audit of their operations. It has been the endeavor

of the Refinery to utilize 25% of its Community Development funds towards Special

Component Plan.

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1.3 ORGANISATIONAL SET UP

INDIAN OIL CORPORATION LIMITED

Indian Oil has its Head Office as well as Corporate Office at New Delhi. The

registered office of Corporation is in Mumbai.

The Corporation is managed by Board of Directors appointed by the President of

India. Besides the Chairman, the board has the following whole time Directors :

1. Director (Refineries)

2. Director ( Pipelines)

3. Director (Marketing)

4. Director (Finance)

5. Director (HR)

6. Director (R & D)

7. Director(P&BD)

The working of Corporation's five Divisions, namely (i)Refineries Division,

(ii) Marketing Division iii) Pipelines Division iv) R&D Centre and (iv) Assam Oil

Division are co-coordinated by a full-time Chairman. These four Divisions are

headed by Director (Refineries), Director (Marketing), Director ( Pipelines) and

Director (R&D) respectively. Director (Refineries) is also the Director In charge of

Assam Oil Division.

The Corporation is broadly divided into five divisions namely, Refineries,

Pipelines, Marketing Division, Research & Development and Assam Oil Division.

It also has a wholly owned subsidiary i.e. Indian Oil Blending Limited.

Organizational set-up of IOCL and its Refineries situated all over India can be

seen as under:

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BRANCHES OF IOCL

*

(Figure 1.1)

Subsidiary Refineries

The divisional objectives are focused towards fulfilling the objectives and obligations of

the Corporation. The major factor contributing towards the success story of Indian Oil

today is its integrated approach in keeping the divisions together.

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IBP Merged with Indian Oil

IBP Co. Limited, the stand-alone petroleum marketing subsidiary of Indian Oil

Corporation Limited (Indian Oil) has been merged with the parent company with effect

from 2nd May, 2007. The Ministry of Company Affairs gave its sanction to the scheme of

amalgamation for merger by an order dated 30th April, 2007.

The Chairman, Indian Oil, has created a new IBP Division, towards achieving smooth

and seamless integration of business activities. It shall be our endeavour to integrate the

various business segments of erstwhile IBP with similar business segments of the

respective divisions of Indian Oil at the earliest so as to achieve the objectives of

synergy, consolidation and optimization of resources, he added.

Director (HR), Indian Oil, and Managing Director of IBP till now, shall hold additional

charge as Director-in-charge of the division.

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CHAPTER 2

RECRUITMENT PROCESS

2.1 THEORETICAL CONCEPTS

Before an organization can fill a job vacancy, it must find people who not only are

qualified for the position but also who want a job. Recruitment refers to

organizational activities that influence the number and type of applicants who

apply for a job and whether the applicants accept the jobs if offered. Thus

recruitment is directly related to both human resource planning and selection.

Although it can be quite expensive, organizations have not always viewed

recruitment as systematically as other HR functions such as selection. During the

coming years, however the importance of recruitment will increase for many

organization's for at least two reasons:

A majority of companies think that they will face shortage of employees who

posses the necessary skills for the jobs.

The downsizing and cost saving measures undertaken by many companies in

recent years have left recruitment budgets much smaller than before.

Thus recruiters will have to become acquainted with new and more cost-effective

ways of attracting qualified applicants.

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DESIRABLE END RESULTS

Socially responsible & Competitive, high quality Competitive, highEthical practices Products Quality services

2.2 DIAGNOSTIC APPROACH

FIGURE 2.1: DIAGNOSTIC MODEL

The above figure 2.1 describes that recruitment practices of any organization are

influenced by the internal environmental as well as external environmental factors.

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External Environmental Influences Govt. Regulations & Laws The Union Economic Conditions :domestic

& International Composition Of labor force Location of the Organization

Internal Environmental Influences Strategy Goals Organizational Culture Nature of the task Work group Leader’s style & experience

Rewarding Human Resources

Performance Evaluation

Compensation

Benefits & Services

Developing Human Resources

Orientation & Training

Development

Career Planning

Acquiring Human Resources

HR planning

Job Analysis & design

Recruitment & Selection

Protecting and Evaluating

Safety, health & wellness

Evaluation

HUMAN RESOURCE PROCESSES

2.3 INTERACTIONS OF THE RECRUIT & ORGANIZATION

The nature of the organization and the goals of the manager are highlighted in the

above diagram, as is the nature of the task. The techniques used and the

sources of recruits vary with the job. As far as the applicants are concerned, their

abilities and past work experiences affect how they go about seeking a job.

2.3.1 Organization's View of Recruiting

Several aspects affect recruiting from organization's viewpoint: the recruiting

requirements set, organizational policies and procedures, and the organizational

image.

2.3.2 Recruiting Requirements Set

The recruiting process necessarily begins with a detailed job description and job

specification. Without these, it is impossible for recruiters to determine how well

any particular applicant's fits the job. It should be made clear to the recruiter,

which requirements are absolutely essential and which ones are merely desirable.

Finding applicants who possess the needed skills for a job is the "science" of

recruiting. Beyond determining whether an applicant has the skills needed for the

job, recruitment in the coming years will also have to determine whether the

applicant will function well within the culture and value system of the organization.

Interview performances in terms of interpersonal styles are one of the most

critical factors used by recruiters to evaluate prospective job candidates.

2.3.3 Organizational Policies & Practices

In some organization's, HRM policies and practices affect recruiting and who is

recruited. One of the most significant of these is promotion from within. This

policy means that organization's recruit from outside the organization only at the

initial hiring level.

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2.3.4 Organizational Image

The image of the employer generally held by the public can also affect the

recruitment. All else being equal it is easier for the organization with a positive

corporate image to attract and retain employees than an organization with a

negative image.

The organization's image is also affected by its industry. These images change.

Job applicants can seldom have interviews with all the organizations that have job

openings of interest to them. Because there are time and energy limits to the job

search, they do some preliminary screening. One of these screens is the image

the applicants have of the organization, which can attract or repel them.

2.3.5 Potential Employees View of Recruiting

The applicants have abilities, attitudes and preferences based on their past work

experiences and are influenced by parents, teachers and others. These factors

affect recruits in two ways: how they set their job preferences and how they go

about seeking a job.

2.3.6 Preferences of Recruits for Organization & Jobs

Recruits have a set of preferences for a job. The recruit also faces the limitation

of labour market, government and union restrictions and the limits organizational

policies and practices. The recruit must anticipate the compromises just as the

organization does.

What factors affect the organization’s decision ? A more educated set knows the

labor market better, have higher expectations of work and find organization's that

pay more and provide and more stable employment.

2.3.7 Job Search & Finding a Job

The job search process begins with self-assessment. The purpose of self-

assessment is for job searchers to recognize their career goals, their strength's

and weaknesses, interests values and preferred life styles. This information is

later used in the search process to help the applicant assess whether he is fit with

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a particular job offer. The assessment is similar to what organizational recruiters

will be doing, only from the perspective of the applicant.

2.4 METHODS OF RECRUITING

Most job openings are filled with people from within the organization and entry-

level positions are the most likely to be filled by external sources. Methods for

internal recruiting include job posting, skill inventories, job bidding and referrals.

Methods of external recruiting include school and college recruiting, advertising,

and using employment agencies and executive research firms and the Internet.

2.5 INTERNAL Vs EXTERNAL RECRUITING METHODS

Internal recruiting methods include posting position openings, distributing memos

within the organization and searching organizational databases for a match

between the skills required to perform the job and the skills held by the current

employees. This method of recruiting looks to internal sources to fill positions and

encourages promotions from within. External recruiting methods include

advertising position. Whether managers choose internal or external-recruiting

methods depends on the degree to which organization's strategy encourages

promotions and transfers from within the organization. Recruiting from within can

lead to job satisfaction and motivation if employees see new career opportunities

available. In addition filling positions with existing employees ensures to large

extent that these employees are socialized as to the organization's culture and

personality. However problems can arise if the internal promotion system is not

viewed as fair.

The best way to avoid negative backlash when hiring or promoting from within is

to install fair practices and procedures. If steps are taken to ensure a fair internal

promotional process, most people will accept their loss and remain productive

and useful organizational citizen. External recruiting method helps bring new

ideas and approaches to the organization.

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2.6 INTERNAL RECRUITING METHOD

2.6.1 Job Posting

Many position can be filled as a result of posting the job opening on the bulletin

boards, announcing the opening in a company newsletter or posting

announcement on the companies intranet. A job posting procedure enables

employees to strive for a better position within the company. Notices of important

openings should include all-important information about the job.

Although posting of jobs can be an efficient method of recruiting, numbers of

problems have been associated. Example it can lead to personal bias and stiff

competition.

2.6.2 Skills Inventory

Another recruiting method is the use of skill inventories. Essentially a skills

inventory includes a list of employee names, their education, training, present

position, work experience, relevant job skills and abilities and other qualifications.

The organization can search through the company skill inventory to identify

potential candidates for the position opening.

2.7 EXTERNAL RECRUITING METHOD

2.7.1 School & College Recruiting

Recruiting at high school or vocational schools is often a strategic approach

adopted by organizations with position openings at the entry level or internal

training programs. Recruiting at the college level serves as a major source for

acquiring managerial, professional and technical skills.

In college recruiting the organization sends an employee usually called a

recruiter, to a campus interview candidates and describes the organization to

them. Coinciding with the visit, brochures and other literature about the

organization are often distributed. The organization also runs advertisements to

attract the candidates.

25

Preliminary interview with employers is done. Students are given detailed

influence about the job and the profile. Salaries are negotiated. The expenses

are borne by the organization.

2.7.2 Advertising

Advertising job openings in newspapers, magazines, newsletters and other media

sources is a relatively inexpensive recruiting mechanism. Advertising is useful for

filling open position quickly. Advertising usually does not target a specific

audience. Specified defined advertisements will attract qualified applicants,

dissuade unqualified ones from applying and making the recruitment process

more efficient.

2.7.3 Private Employment Agencies

Private employment agencies vary considerably in size and effectiveness as good

sources of employee and must be chosen carefully by employers and job seeking

alike. A preliminary interview is conducted for the applicants. Unfortunately some

agencies are more concerned with placing employees quickly than in effecting a

good match between the employee and the organization. The discrepancy can

be reduced if the HR managers give detailed and specific requirements.

2.7.4 Internet

One of the fastest growing recruitment methods is the Internet. Companies who

do use the Internet as a recruiting source appear to be happy with the process

and the results. It allows access to broader set of people and hence broader set

of expertise and skills. It is also faster and convenient. However it may not be

accessible to all.

2.8 UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to

locate and hire their workers. Although one technique may work well for some

26

organizations, the same technique may prove ineffective for others. Some

technique may mesh well with the organization's competitive strategy, but others

do not.

By integrating both internal and external recruiting techniques, a company can

develop an overall recruiting plan that is specifically tailored to support its overall

strategy and result in selection of highly qualified applicants.

2.8.1 Re-recruitment Strategies

Re-recruitment strategy is a series of steps a company can take and retain key

employees. Re-recruitment strategies are a good idea, but essential in turbulent

times such as after downsizing or a major organizational restructuring. Key

employees are defined as employees whose loss would have the most

detrimental effect on the organization.

2.8.2 Career Development Opportunities

College graduates entering work force for the first time are clear about their

expectations and are less willing to adapt their values and work styles to

accommodate to their employers.

The following factors entice first career oriented to stay with the job and the

company:

Immediate involvement in the essential work of the firm.

The ability to apply newly learned knowledge and skills.

The opportunity to understand the big picture of the firm.

Rapid career development.

Rapid salary advancement.

The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for

new

27

2.9 EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in

recruiting should be evaluated periodically. One of the most important reasons to

evaluate recruiting method is to determine the cost versus benefits of various

methods. When recruiting method does not attract enough applicants many

organizations' respond by raising the salaries. Although some job applicants may

be enticed by money, this may not be a cost-effective method of recruiting.

Further employees within the organization may perceive inequity if new

employees are brought in at a similar or even higher salary.

Recruiting costs include factors such as the cost of advertising, the salaries and

travel expenses of recruiters, travel expenses of potential job applicants and

recruiting agencies. These costs must be weighed against factors such as the

position of acceptance offers. At a minimum, organizations should compare the

length of time applicants from each recruiting source stay with the organization

with the cost of hiring from a particular source. The effectiveness of recruiting

method varies among organizations and even jobs within the same organization.

28

CHAPTER 3

SELECTION PROCESS

3.1 PROCESS

Selection is the process of choosing individuals who have the qualifications to

perform a particular job well. Organization differs as to the complexity of their

selection systems. Some Organizations make a strategic decision to fill positions

quickly and inexpensively by scanning application forms and hiring individuals

based on this information alone. Other organization's however makes a strategic

decision to choose the best person possible by having an elaborate and

sometimes costly selection system. These systems may require potential

employees to fill out application forms and provide information for a background

check, take a number of job related tests, and perform well through a series of

interviews. Most organization's have more than one selection process.

3.1.1 Application Blanks and Resumes

The initial screening of potential employees is usually done by examining

resumes and / or having applicants fill out an application blank. Items that should

be requested on an application include general biographical information. Much of

information gathered on application blanks is objective so that the human

resources manager can verify it. Verification of information on an application is

becoming increasingly important to avoid claims of negligent hiring.

Resumes are often used instead of application blanks. Job applicants develop

their own resumes, which should include essentially standard information.

3.2 TYPES OF SELECTION TESTS

A number of selection tests have been developed to aid the human resources

manager in hiring employees. The following section covers mental ability test,

work sample tests, trainability tests, personality and interest inventories and

honesty tests as selection devices.

29

3.2.1 Mental Ability Test

Paper and pencil tests have been developed by psychologists and are used by

organization's to measure mental ability and aptitude. Ability and aptitude tests

examine a variety of tests such as general intelligence, an understanding of

spatial relationships, numerical skills, reasoning and comprehension.

3.2.2 Work Sample

Also called performance tests, work sample tests measure the ability to do

something rather than the ability to know something. These tests may measure

motor skills or verbal skills. Work sample tests should test the important aspects

of the job. Since job applicants are actually performing a small portion of the job,

it is difficult to "fake" ones ability on these tests.

One of the most effective ways to design work sample tests is by using the results

of a job analysis, because the results of a job analysis indicate which tasks are

most critical and which are required for successful competition of the task. It is

easy to determine which activities need to be represented on the tests.

3.2.3 Trainability Test

For jobs in which training is necessary due to

The skills level of the job applicants

Changing nature of the job, trainability tests are useful.

Essentially the goal is to determine the trainability of the candidate. In the first

step of the process, the trainer demonstrates how to perform a particular task.

Then the job applicants are asked to perform the task while the trainer helps to

coach him or her through the process several times. Finally the candidate

monitors the performance, recording any errors, to determine the overall

trainability of the job applicant.

30

3.2.4 Personality & General Interest Inventories

Personality and general interest inventories are tests that have no "correct" or

"incorrect" answers. Interest tests are used to measure an individual's work and

career orientations. Personality tests focus on identifying traits or typical

behaviours of individuals and are used to measure a variety of traits including

aggression, self-esteem and type A behavior.

3.3 INTERVIEW

Most organization's, regardless of size, use interviewing as a selection method.

Interestingly, interviews have been criticized for being unreliable sources of

information due to perceptual and judgment errors on the part of the interviewer.

Example interviewers often form a first impression of the job applicant based on

the influence obtained on the application blank or the first two minutes of the

interview.

Another type of perceptual error is called the Halo effect. In this case, one

characteristic or behaviour of the job applicant overrides all or most other

characteristics.

Contrast effects have also been found to distort interviewer judgments about job

applicants. Contrast effects occur when the interviewer evaluates a job applicant

by comparing this person to previous job applicants.

Interviews can be classified into three general categories: structured, semi

structured and unstructured.

3.3.1 Structured

When conducting a structured interview, the interviewer asks questions from a

prepared list and does not deviate from it except for some follow up questions.

During the interview, the interviewer records his or her thoughts and reactions on

a standard organizational form. When different interviewer reaches the same or

similar conclusion about a given candidate, the interpreter reliability is high.

Unfortunately this type of interview is very restricted.

31

3.3.2 Semi-structured

Here only the major questions are prepared in advance and are recorded on a

standardized form. This type of interview involves some planning on the part of

the interviewer but allows for some flexibility regarding exactly what and how

questions are asked. Although the inter rater reliability is not so high as with

structured interview, the information obtained may be richer and possibly more

relevant

3.3.3 Unstructured Interview

The unstructured interview involves little planning or no planning on the part of the

interviewer. Due to lack of planning, the interviews tend to vary greatly between

interviewers and also between interviewees. Unstructured interviews have low

reliability and seldom yield valid and useful information.

3.4 MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee

selection. Assessment centers were developed to tap these numerous

managerial skills by collecting work sample information. An assessment center is

not a place but a process. In this process trained professional evaluators, called

assessors, observe and record and evaluate how a candidate performs in

simulated job situations.

Although the validity of assessment center tends to be high, some problems

recently have been identified with this selection device.

32

CHAPTER 4

POLICY AND ELIGIBITY CRITERIA OF RECRUITMENT & SELECTION – PANIPAT REFINERY

4.1 INDUCTION LEVEL & CRITERIA

The induction level for all the disciplines in workmen category is salary

Grade IV. The academic qualification, age limit & experience profile etc.

prescribed for different positions. In case induction is necessary to higher grades

due to job requirements or to clear reservation backlogs, specific prior approval of

the Unit Head is taken.

The eligibility criteria / minimum qualification is mentioned in the tables from Table

No. 4.1 to 4.10 (ANNEXURE -I).

4.2 ENGAGEMENT OF APPRENTICES

In compliance with the provisions of Apprenticeship Act, 1961, Apprentices are

engaged in specified discipline. The academic qualification, age limit & other

eligibility criteria are required for engagement as apprentices. Management at its

absolute discretion, subject to availability of vacancy may consider candidates

with Diploma in Engg. who have successfully undergone one year apprenticeship

training and with B.Sc (PCM) qualification, who have successfully undergone 18

months’ apprenticeship training, for engagement as Trainee or for selection in the

regular scale of pay in Grade 'IV' in the relevant discipline for a period of one year.

However, subject to availability of vacancy, candidates with Matric & ITI

qualification who have undergone one-year apprenticeship training are

considered only for engagement as Trainees in the relevant discipline for a period

of two years. During the training period, the above trainees are paid a

consolidated fixed monthly stipend as per rules of the Corporation. After

successful completion of training period, the trainees are considered for selection

in regular scale of pay in Grade IV.

33

4.3 IDENTIFICATION OF VACANCIES

The vacancies proposed to be filled in different departments at induction level are

worked out taking into account the in-position strength of workmen in different

grades in the respective discipline/department.

4.4 RESERVATION POSITION

As per the Reservation Policy applicable for Panipat Refinery, 19% & 27% of total

vacancies are reserved for SC (Scheduled Caste) & OBC (Other Backward

Class) candidates respectively. Further, 3% is reserved for PH (Physically

Handicapped) candidates and 1 % for EXSM (Ex-Servicemen) candidates. There

is no reservation for ST (Scheduled Tribe) Category in Haryana State.

Accordingly, the reservation positions are worked out by applying the Reservation

Policy in this regard. A roster for reservation in different categories is being

maintained at Panipat Refinery as per the government directives.

4.5 APPROVAL FOR FILLING-UP VACANCIES

The concerned department advises HR department to initiate recruitment action

for the requisite number of vacancies. Based on this requisition, HR department

obtains approval of Unit Head for filling the positions taking into consideration the

reservation positions.

4.6 NOTIFICATION / ADVERTISEMENT

HR department, after obtaining Unit Head’s approval, prepare notification /

advertisement under the compulsory notification Act 1961, indicating the number

of vacancies as well as the positions reserved for SC, OBC, PH & Ex-

Servicemen. The vacancies are notified to State Employment Exchange,

Panchkula, and also in the local press for advertisement.

Apart from notification of vacancies to State Employment Exchange, Panchkula,

copy of press advertisement is sent to Employment Exchange, Panipat, and

authorised associations of SC/STs, PH & Ex-servicemen.

34

4.7 RECEIPT OF APPLICATIONS & PROCESSING

List of candidates sponsored by the State Employment Exchange, Panchkula &

applications received against the press advertisement are scrutinised by HR

department in accordance with eligibility criteria prescribed in the notification /

advertisement. All applications received in response to the advertisement, up to

the last date (mentioned in the advertisement for receipt of applications) are

registered and record preserved for future reference. Applications received after

the last date are not entertained. All applications received up to the last date are

stamped bearing the date of receipt and serially numbered.

4.8 FINALISING DATE, TIME & VENUE

HR Department finalises the date, time & venue for conducting written test/trade

test & interview in consultation with the concerned HODs.

4.9 CONSTITUTION OF SELECTION COMMITTEE

HR department initiates the proposal-indicating number of candidates to call for

written test / trade test & interview, date & venue for constituting a Selection

Committee consisting of following representatives and obtain approval of Unit

Head:

HOD of the concerned department

Representative of HR department

Representative of Minority Community

Representative of Reserved Community

State Govt. representative

Women Representative (where applicable)

Members of Selection Committee, once approved by name, by the Unit Head

doesn't sub-delegate their responsibilities to any other officer without prior

approval of Unit Head. Only the nominated officers are present during the

interview process.

4.10 NOMINATION OF EXAMINATION SUPERINTENDENT

35

The Chairman of the Selection Committee nominates one member from the

Selection Committee to act as Examination Superintendent (under intimation to

HR Dept) for conducting the written test. It is the responsibility of the Examination

Superintendent to ensure that the written test is conducted in fair manner.

4.11 NOMINATION OF INVIGILATORS-CUM-EVALUATORS

Depending upon number of candidates, list of adequate number of invigilators for

conducting invigilation during written test and evaluation of test papers is

prepared separately by HR department under approval of the Chairman of the

Selection Committee. These officers conduct the invigilation during written test

and conduct the evaluation of test answer papers.

4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST/TRADE TEST/INTERVIEW

Based on approval, call letters for written test/trade test/interview at least 21 days

in advance are sent to eligible candidates.

4.13 COMMUNICATION TO SELECTION COMMITTEE REGARDING WRITTEN

TEST/ TRADE TEST/INTERVIEW

HR department communicates date, time & venue for conducting written test &

interview to State Government Representative and all the members of the

Selection Committee.

4.14 WRITTEN TEST

The concerned HOD nominates three officers for setting three different sets of

question papers separately for the written test. Out of these three different sets,

one set of final question paper prepared by the fourth officer who is nominated by

the concerned HOD one day prior to the date of test in his presence. For making

final sets, one or two officers who are required to assist him for typing and making

copies, sets of question papers are also nominated by the concerned HOD

simultaneously. 36

The question papers for written test are objective types with multiple-choice

answers. The officer nominated for setting the final sets of question papers

prepare the sets of questions one day prior to the date of test and make room-

wise packets of question papers. All the question paper packets are sealed and

kept under his custody. The authorised officer brings all the question paper

packets under sealed cover to the test centre.

A certificate indicating that “PACKETS BROUGHT TO THE TEST CENTRE

FOUND SEALED AND OPENED IN MY PRESENCE” is duly signed by the

Examination superintendent and kept on record. The unopened packets/unused

question papers are handed over to HR department after the test.

4.15 TRADE TEST / SKILL TEST

For recruitment of certain specified categories of workmen, trade test is

conducted in addition to the written test. The modalities of trade test is decided &

conducted by members of Selection Committee. The performance of the

candidates is also evaluated by the members of the selection committee and

results are displayed on the same day.

For Stenographer-cum-Junior Office Assistant-IV, the skill test (shorthand &

typing) is conducted either by engaging some professional agency or by Panipat

Refinery.

4.16 INTERVIEW

The HR Deptt. after obtaining approval of Unit Head, constitutes Selection

Committee and conducts the interview. Out of total marks allocated, 15% marks

are allocated for interview. For evaluation the candidate, the following

parameters are assessed by the interview committee:

Job knowledge

Aptitude

Personality

4.17 SELECTION CRITERIA

37

The overall performance of candidates is assessed by the selection committee

on the basis of marks obtained by them in written test / trade test & interview.

The Selection Committee while finalising the list for selection, ensure that the

selected candidates have individually scored not less than the qualifying marks

separately in written test / trade test / (wherever applicable) and interview. The

final selection of candidates is done in order of merit based on the overall

performance of candidates in the selection process. The Selection Committee

selects no candidate who scores less than the qualifying marks in any test /

interview.

4.18 EVALUATION OF ANSWER PAPERS

Only the authorised officers evaluate answer papers of written test on the same

day (i.e., the day of holding the written test).

The Examination Superintendent ensures cross checking of 100% answer papers

by the same set of evaluators. This is done in consultation with the DGM of the

department concerned who is nominated to act as Chairman in the Selection

Committee. In case of any conflicting evaluations, the Examination

Superintendent himself evaluates the answer paper and his decision is final. The

Examination Superintendent is required to submit a certificate to the Selection

Committee that 100% of the answer papers are checked and cross-checked.

The marks sheet for the marks obtained in the written test are prepared and the

Examination Superintendent countersigns the same.

4.19 CRITERIA FOR CALLING CANDIDATES FOR INTERVIEW

Out of total number of candidates scoring minimum qualifying marks, only certain

fixed number of candidates are called for interview. Normally, the number of

candidates to be called for interview shall not exceed the ratio of 1:5. However,

the number of candidates called for interview can be reduced in case sufficient

number of candidates doesn’t score the minimum qualifying marks. In case, no

candidate scores the minimum qualifying marks, the Selection Committee records

the same and sign a minutes to this effect.

38

The examination Superintendent prepares and approves the list of candidates

qualified for interview for display at the centre. The HOD of HR Deptt. displays the

list at the centre on the same day of holding the written test.

Depending upon number of candidates and availability of time, candidates

qualified for interview are called for interview either on same day or next day.

4.20 MINUTES

The Selection Committee members make individual marking on performance of

the candidates during the interview. The average of the marking is tabulated to

finalise the selection and minutes is prepared of the Selection Committee. This is

done immediately after completion of the interview and each member signs the

minutes on the same day. The HR Deptt. representative in the Selection

Committee ensures the approval of the Unit Head on the minutes same day. The

Selection Committee may also ensure that the number of candidates

recommended for appointment does not normally exceed 1:3 unless approved in

advance by the Unit Head.

Candidates under SABF (Superannuation Benefit Fund Scheme) having basic

requisite academic qualification but not having required experience may be

engaged as trainees for a period of one year. During the period of training, the

trainees are paid a consolidated fixed monthly stipend as per rules of the

Corporation. After successful completion of training period, these trainees may

be considered for selection in regular scale of pay in Grade ‘IV’.[[

4.21 COMMUNICATION TO SELECTED CANDIDATES / ISSUE OF OFFER OF

APPOINTMENT

After approval of the Unit Head on the recommendations of the Selection

Committee, the selected candidates are advised in writing to report to Panipat

Refinery Township Hospital for medical check-up. However, formal appointment

letters are sent to selected candidates in order of merit by Registered post.

Normally, the candidates are expected to join within 30 days of the issue of the

appointment letter.

39

The panel of candidates found suitable for appointment, normally valid for a

period of six months only. However, the validity of the panel can be extended for

a further period of six months, after obtaining Unit Head’s prior approval.

4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT

Candidates who are offered the post send their acceptance for the post in

prescribed format to HR Deptt. within the time limit mentioned in the appointment

letter.

4.23 CHARACTER & ANTECEDENT / CASTE VERIFICATION

The process of character & antecedent verification is made for all selected

candidates before or after joining the posts. Similarly, caste verification of SC/ST

& OBC candidates is made. If any adverse report is found against the candidate

during the verification of character & antecedent and caste, candidature-ship of

candidate stands cancelled and withdrawn.

4.24 REQUEST FOR EXTENSION OF JOINING TIME

Some candidates may seek extension of joining time. Depending upon merit /

proper justification, such request is processed by HR Deptt. for approval of DGM

(HR). The total extension period doesn't exceed further period of 45 days. This

process must be completed within two days of receipt of request and

communicated to candidate immediately.

4.25 REPORTING FOR JOINING

On reporting for duty, HR Deptt. verify and complete induction formalities. After

completing induction formalities, the candidate introduced to his concerned

departmental head.

4.26 ELIGIBILITY CRITERIA

The overall Eligibility Criteria for Recruitment & Selection of candidates are

assessed on the basis of Education & Technical Qualification and Experience to

appear in written test / trade test & interview. The details of minimum

qualification for appearing the candidates in written test / trade test &

interview for different post are shown in Table Nos. 4.1 to 4.10

(ANNEXURE-I).

40

ANNEXURE-I

TABLE 4.1 : ELIGIBILITY CRITERIA FOR MECH. MAINT. DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE (Excluding Apprenticeship & Training)

MECHANICAL MAINTENANCE

Junior Engineering Assistant - IV (Fitter-cum-Rigger)

3 Years Diploma in Mech.Engineering

OR

Matric with ITI in Fitter Trade

Minimum 18 years Maximum :

General - 32 yearsSC/ST - 37 yearsOBC - 35 yearsEXSM - relaxation as per the Govt. instructions

For Diploma Holders : 02 years’ experience in maintenance of rotary equipments such as compressors, Gas/ steam turbines, Pumps, Extruder and stationary equipments such as Boilers, Heat Exchangers, Columns Vessels, Piping, Valves and tanks etc. in a petroleum / Petrochemical / Fertilizer industry and large thermal power plants

For ITI Holders : 05 years’ experience in maintenance of rotary equipments such as compressors, Gas/ steam turbines, Pumps, Extruder and stationary equipments such as Boilers, Heat Exchangers, Columns Vessels, Piping, Valves and tanks etc. in a petroleum / Petrochemical / Fertilizer industry and large thermal power plants

MECHANICAL MAINTENANCE

Junior Engineering Assistant - IV - Trainee*Stipned :

Rs. 11,000/-* per month

Fresh Diploma in Mech. Engineering

Minimum 18 years Maximum :General - 25 yearsSC - 30 yearsOBC - 28 yearsEXSM - relaxation as per the Govt. instructions

-NIL-

Note : Presently, in Mechanical Maintenance Department, only JEA-IV (Fitter-cum-Rigger) are engaged * The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.

40

41

TABLE 4.2 : ELIGIBILITY CRITERIA FOR INSTRUMENTATION DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

INSTRUMENTA-TION

Junior Engineering Assistant (Instrumentation)

Three years Diploma in Industrial Electronics/ Instrumentation

ITI in Instrumentation or Electronics


General - 32 yearsSC - 37 yearsOBC - 35 yearsEXSM - relaxation as per the Govt. instructions

For Diploma Holders : 02 Years experience in maintenance of modern instrumentation control systems like DCS, PLC with electronic field instrumentation, UPS, DC systems, loop configuration, on line analyzers, condition monitoring, cabling, earthings etc. in a modern Petroleum/ Petrochemical/ Fertilizer industry. Candidates conversant with installation, testing and commissioning of instrumentation control systems in modern petroleum and petrochemical industries will have an added advantages.

For ITI Holders : 03 Years experience in maintenance of Instrumentation of a Refinery/ Petro chemical/ Fertilizer/ DCS manufacturing/ power plant/ or such other industry of high repute.

INSTRUMENTA-TION

Junior Engineering Assistant - IV (Instrumentation) – Trainee*

Stipned : Rs. 11,000/- per month *

Three years Diploma in Industrial Electronics/ Instrumentation


General - 25 yearsSC - 30 yearsOBC - 28 years

EXSM - relaxation as per the Govt. instructions.

- NIL-

* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.

42

TABLE 4.3 : ELIGIBILITY CRITERIA FOR PRODUCTION DEPTT.


PRODUCTION Junior Engineering Assistant-IV (Production)

Essential :3 Yrs Diploma in Chemical / Petrochemical Engineering. OR BSc (PCM) with 60% marks for General & OBC and 55% marks for SC/ST category candidates.Desirable :Knowledge of Computer based systems



02 years experience (in rotating shift) in operation of Pump House, Fire Heaters, Compressor, Distillation Column, Reactor, Heat-Exchanger etc. in a Petroleum Refinery, Petro-chemicals/ Fertilizer/ Heavy Chemicals/ Gas Processing Industry. Knowledge of safety aspects of handling Petroleum, Petro Chemical products is essential.

PRODUCTION Junior Engineering Assistant-IV (Production)– Trainee *

Stipned : Rs. 11,000/-per month*

Essential :3 Yrs Diploma in Chemical/ Petrochemical Engineering with minimum 50% marks (relaxed to pass class for SC/ST candidates) OR B.Sc (PCM) with 60% marks for General & OBC and 55% marks for SC/ST category candidates.Desirable :Knowledge of Computer based systems



- NIL -


43

TABLE 4.4 : ELIGIBILITY CRITERIA FOR FIRE & SAFETY DEPTT.


FIRE & SAFETY Junior Engineering Assistant(Fire & Safety)

Educational Qualification:

Matric plus Sub Officers’ Course from NFSC – Nagpur / Fireman’s Course of minimum 6 months duration from recognized institute. Heavy Vehicle Driving Licence is essential for all.

Physical Standard

Height : 165 Cms. min.Weight : 50 Kg min.Chest(normal) : 81 Cms. minChest (expanded) : 86.5 Cms. minEye-sight : Normal without glassesColour-vision : NormalGeneral-Health : Free from any organic disease, vertigo problem, disease of heart, Longs, Kidney and abnormal Blood Pressure.



02 years experience of working in Fire & Safety set up of handling fire fighting equipments, Fire water net-works, related communication systems, emergency handling, Fire fighting, Operation of Fire Tenders / Pump house etc. in a Petroleum / Petrochemical/ Fertilizer/Gas Processing Plant.

Note : Trainees are not engaged in Fire & Safety Department

44

TABLE 4.5 : ELIGIBILITY CRITERIA FOR POWER & UTILITY DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCEPOWER & UTILITY

Junior Engineering Assistant – IV (P&U – O&M)

Essential :Diploma in Electrical Engineering

Desirable :Knowledge of Computer based system



02 years experience of working in operating large size Thermal Power Plant having a Coal / Oil / Gas fuelled Boilers, Steam / Gas turbines.

OR02 years experience of working in Operations of DM/RO Plant, Plant and Service air system, Steam distribution networks, Fresh Water/Fire Water systems, Cooling water systems and high capacity cooling towers etc. OR02 years experience in Maintenance and Operation of modern Electrical systems such as high medium and low voltage electrical power distribution equipment viz. HT/LT switch gear, Transformers, Motors, Generators, Protection systems, UPS, DC Systems, Lighting Cabling, Earthling etc. Candidates with Knowledge of Testing of Protection and Control equipment, Drawing reading installation testing & commissioning of Electrical Installations and Control systems in modern Petroleum and petrochemical industries will have added advantage.

POWER & UTILITY

Junior Engineering Assistant –IV (P&U – O&M)– Trainee *Stipned : Rs. 11,000/-per month*

Essential :Diploma in Electrical Engg.



- NIL -


45

TABLE 4.6 : ELIGIBILITY CRITERIA FOR QUALITY CONTROL DEPTT.


QUALITY CONTROL

Junior QC Analyst – IV

BSc. (PCM) with minimum 60% marks

OR

MSc. In Chemistry with minimum 55% marks



For BSc : 03 Years experience in maintenance in handling state-of-the-art instruments viz. HPLC, XRF, WDXRF, GC, ICAP, AAS, Auto Analyzer D-86/1160 and flash points etc. Preference will be given to those candidates having working experience of above equipments in Petroleum Refinery/ Petrochemical/ Gas Cracker etc. Knowledge of safety aspect of handling petroleum, petrochemicals products and computer handling is desirable.

For MSc : 01 Years experience in maintenance in handling state-of-the-art instruments viz. HPLC, XRF, WDXRF, GC, ICAP, AAS, Auto Analyzer D-86/1160 and flash points etc. Preference will be given to those candidates having working experience of above equipments in Petroleum Refinery/ Petrochemical/ Gas Cracker etc. Knowledge of safety aspect of handling petroleum, petrochemicals products and computer handling is desirable.

QUALITY CONTROL

Junior QC Analyst – IV

– Trainee *

Stipned : Rs. 11,000/-per month*

Essential :Diploma in Electrical Engg.



- NIL -


46

TABLE 4.7 : ELIGIBILITY CRITERIA FOR FINANCE DEPTT.


FINANCE JR. ACCOUNTS CLERK - IV

Essential :Commerce Graduate with not less than 50% marks in aggregate.

Desirable :Preference will be given to candidates having Diploma in Computer Application (Equivalent to DOE ACC “A level).


General - 32 yearsSC - 37 yearsOBC - 35 yearsPH - 42 yearsEXSM - relaxation as per the Govt. instructions

Desirable :02 years working experience in Accounts / Purchase / Taxation in a company of repute

Working knowledge in Computer Applications will be added advantage.

Note : Trainees are not engaged in Finance Department

47

TABLE 4.8 : ELIGIBILITY CRITERIA FOR HR DEPTT.


HUMAN RESOURCE

Stenographer cum Junior Office Assistant-IV

Essential :Graduate in any discipline with not less than 50% marks in aggregate. In addition –1. Minimum shorthand/typing speed in English @ 100/40 wpm (80/35 wpm for SC/ST/OBC & PH candidates). 2. Hindi shorthand/typing speed @ 80/30 wpm (60/25 wpm for SC/ST/OBC & PH candidates). #

# In case the candidate fails in the Hindi Proficiency Test and is selected on the overall performance, he/she will be appointed provisionally subject to achieving the required proficiency during the period of probation, failing which his/her services are liable to be terminated.



Desirable :02 years experience of office working including clerical jobs or secretarial assistance with the use of PC preferably in a company of repute. Proficiency in Operation of Personal Computer & Competency in MS Office

Note : Trainees are not engaged in Human Resource Department

48

TABLE 4.9 : ELIGIBILITY CRITERIA MATERIALS DEPTT.


MATERIALS Junior Materials Assistant-IV

Essential :Three years full time Regular Diploma in Mechanical Engineering or Electrical Engineering with minimum 50% marks in aggregate

Desirable :Diploma in Materials Management in addition to the above qualification



Desirable :02 years experience in Operation & Maintenance of an industry or of handling various types of materials used in an industry of repute Office

Note : Trainees are not engaged in Materials Department

49

TABLE 4.10 : ELIGIBILITY CRITERIA FOR APPRINTICE

DEPARTMENT DISCIPLINE QUALIFICATION AGE LIMIT PERIOD OF TRAINING

*STIPENDPer month

PRODUCTION Apprentice (Chemical)

Diploma in Chemical Engg. with 50 marks.

OR

B.Sc. with Physics, Chemistry & Maths with 50 % marks

Minimum : 18 years & Maximum – Gen . - 28 yearsSC - 33 yearsOBC - 31 years

12 months(for diploma)

18 Months(for B.Sc)

Rs.1750/-(for diploma)

Rs.1300/- for one year & Rs.1400/- for

remaining six months(for B.Sc.)

MAINTENANCE Apprentice(Mechanical)

Diploma in Mechanical Engg.


12 months Rs.1750/-

MAINTENANCE Apprentice(Mechanical-

Fitter)

Matric + ITI with 50% marks


12 months Rs.1500/-

MAINTENANCE Apprentice(Mechanical-

Machinist)

Matric + ITI with 50% marks


12 months Rs.1500/-

* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.50

TABLE 4.10 : ELIGIBILITY CRITERIA FOR APPRINTICE

DEPARTMENT DISCIPLINE QUALIFICATION AGE LIMIT PERIOD OF TRAINING

*STIPENDPer month

ELECTRICAL Apprentice(Electrical)

Diploma in Electrical Engg.


12 months Rs.1750/-

INSTRUMENTA-TION

Apprentice(Instrumentation)

Diploma in Industrial Electronics/ Instrumentation Engineering


12 months Rs.1750/-

QUALITY CONTROL

Apprentice(Quality Control)

B.Sc. with Physics, Chemistry & MathsOR B.Sc. (Hon. in Chemistry)with 50 % marks in either qualification


18 months Rs.1300/- for one year & Rs.1400/- for remaining six

months.

Note : Relaxation in experience for SC candidates in Grade -IV * The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.

51

CHAPTER 5

RESEARCH METHODOLOGY

In order to study the effectiveness of the existing system of Recruitment &

Selection Practices at Panipat Refinery in the light of emerging competitive

scenario, the techniques of date collection have been applied:

5.1 RESEARCH DESIGN / NATURE OF DATA

The research design is the basic framework, which provides guidelines for

the rest of the research process. The research design determines the

direction of the study throughout and the procedures to be followed. It

determines the data collection method, sampling method, the fieldwork

and so on.

5.2 DATA SOURCES

(a) Primary Sources :

The primary data is obtained on wide scale ranging from pre-designed

formats to open ended interviews. The primary means :

Questionnaire is administered to the executives in HR Department of

Panipat Refinery.

Discussions are held with employees in order to obtain their views on

the recruitment strategies followed by Panipat Refinery.

(b) Secondary Sources :

Secondary data is obtained from :-

Human Resource Department of Panipat Refinery.

Resrouces through Local Intranet of Panipat Refinery

Books, Magazines and journals, issued by Panipat Refinery from time to time

5.3 DATA COLLECTION METHODS

52

For the purpose of data collection, the respondents have been administered with

a questionnaire or interview.

5.4 SURVEY PROCESS

5.4.1 Survey through designed & tested questionnaire

A questionnaire was designed and tested on sample of 34 (Thirty four)

executives of HR and improved feedback was given. The questionnaire

(Shown in Annexure) was given to 34 Nos. of executives of HR i.e., 85%

of total number of executives of HR Deptt. of Panipat Refinery. The

sample consisted of executives of HR in Grade A to Grade G. They were

requested to give their objective opinion on Effectiveness of Recruitment &

Selection Practices at Panipat Refinery on their experience of HR deptt.

Details of respondents:

Out of total 40 Nos. executives of HR, 34 (85%) executives were given the

questionnaire. 30 being (75%) of the total executives strength returned

the questionnaire duly filled in. These include respondents from each

grade. Analysis of the responses received through questionnaire has

been worked out and findings are presented hereunder:

Table No. 5.0 : Detail of Respondents Grade-Wise

Grade Total Strength No. of Sample Total Respondents

G 1 1 1

F 3 2 2

E 3 3 2

D 6 6 5

C 8 7 6

B 9 7 6

A 10 8 8

Total - 40 34 30

53

There are 10 (Ten) grades in executive category starting from Grade - A to

Grade - J in IOCL. However, at Panipat Refinery there are only 07 (Seven)

grades starting from Grade-A to Grade-G in HR Deptt.

Table No. 5.1 : Age Profile of the Respondents

Age No. %age

Below 30 years 3 10

31-35 years 3 10

Above 36 years 24 80

Total 30 100

Figure: 5.1 : AGE PROFILE %age OF RESPONDENTS

It appears from the above figure that majority of the respondents are in the

age group of above 36 years (80%). The age groups below 30 years are

(10%) and also the age groups 31-36 years (10%).

54

Table No. 5.2 : Educational Background of the Respondents

Qualification Number %age

Post-Graduate or Post Graduate Diploma (PGDM)

18 60

MBA 12 40

Total 30 100

The respondents of questionnaire are having varying educational

background. 12 numbers (40%) respondents are MBA holders and

followed by Post-Graduate or Post-Graduate Diploma in Management

which number are 18 numbers (60%).

55

Table No. 5.3 : Respondent’s Work Experience in IOCL

Year Total %age

Up to 5 years 3 10

6 – 10 years 3 10

11 – 15 years 6 20


Total 30 100

Maximum respondents i.e. 18 Nos. (60%) are having work experience of

above 16 Years, followed by 6 Nos. (20%) having work experience of 11-

15 Years. Balance 3 Nos. (10%) and 3 Nos. (10%) have work experience

of 6-10 Years and up to 5 Years respectively.

5.4.2 Survey through Discussion with Employees (non- executive)

Discussion points were designed and tested with non-executives of

Panipat Refinery and improved based on their feedback. The discussion

points (Shown at pages No. 77 to 80) were described to 40 Nos. of non-

executives out of total 957 non-executives of Panipat Refinery. There are

five grades of non-executives of Panipat Refinery as Grade IV to Grade

VIII (Details in Table No. 5.5). The total 40 Nos. selected interviewees

were selected from non-executives of Grade-IV to Grade-VIII i.e. 12, 08,

56

06, 08, 06 Nos. respectively. They were requested to give their time for

discussion about the “A Study on Effectiveness of Recruitment & Selection

Practices” with reference to Panipat Refinery, Indian Oil Corporation

Limited (IOCL)” on their experience of Panipat Refinery.

Table : 5.0(1) : Detail of Interviewees Grade-Wise

Grade Total Strength Total Interviewees

VIII 70 06

VII 140 08

VI 49 06

V 138 08

IV 560 12

Total - 957 40

Table : 5.4 : Detail of Interviewees Age Wise

Age Interviewees %age

Below 25 years 10 25

26-30 years 14 35


Total 40 100

It appears from the above figure that majority of the interviewees are in the

age group of above 31 years (40%). The age groups of 26-30 years are

(35%) and below 25 years are (25%).

57

Table : 5.5 : Educational Background of Interviewees

Qualification Interviewees %age

ITI or Equivalent 4 10

Diploma 12 30

Graduate/ Post graduate 10 25

Bachelor degree of Engg. 14 35

Total 40 100

The interviewees are having varying educational background. The largest

number 14 (35%) interviewees are Engg. degree holders followed by

Diploma holders which number is 12 (30%). Balance are Graduate/ Post

graduate 10 (25%) and ITI or equivalent 4 (10%).

58

Table : 5.6 : Interviewee’s Work Experience in IOCL

Years Interviewees %age

Upto 5 years 6 15

6 – 10 years 22 55


Total - 40 100

Maximum interviewees 22 Nos. (55%) are having work experience of 6-10

years followed by 12 Nos. (30%) having work experience of above 11

years. Balance 6 (15%) have work experience of upto 5 years.

59

CHAPTER - 6

ANALYSIS

6.1 TOOLS AND TECHNIQUES OF ANALYSIS

Simple statistical techniques have been used in the present study to

analyze and interpret the data collected from the field.

Following instruments have been used to collect the data.

Questionnaires

E-mail contacts

Local Intranet of Panipat Refinery

60

6.1.1 QUESTIONNAIRE ANALYSIS:

Details of questionnaire analysis as given below:

Ques. No. 1

Which method of Recruitment & Selection Practices are most

suitable at Panipat Refinery?

Table No. 6.1 : Response Details of Ques. 1

Options Response %age

Direct Recruitment 21 70

Employment Exchange 3 10

Both 6 20

Total - 30 100

In the above question the executives were asked to give their opinion on

best method of recruitment & selection practices at Panipat Refinery

according to them. The majority of respondents i.e. 70% are in favour of

Direct method of recruitment & selection practices at Panipat Refinery.

However, 20% respondents gave their opinion in favour of both i.e., Direct

as well as through Employment Exchange and balance 10% respondents

are in favour of through Employment Exchange.

61

Ques. No. 2:

What kind of Recruitment & Selection Practices give the best results

according to you at Panipat Refinery?



Direct Recruitment 24 80

Employment Exchange 3 10

Both 3 10

Total - 30 100

In the second question, 80% respondents are in favour of the Direct

recruitment & selection practices with regards to best result at Panipat

Refinery. However, 10% respondents are in favour of both the system

i.e. Direct as well as Employment Exchange and balance 10% is in favour

of Employment Exchange.

62

Ques. No. 3:

Are you satisfied with the present Recruitment & Selection Practices

of Panipat Refinery?



Yes 27 90

No 3 10

Total - 30 100

In the above question, the 90% executives are satisfied with the present

recruitment & selection practices of Panipat Refinery and balance 10%

respondents are not satisfied with present method.

63

Ques. No. 4:

Do you think, there has been a change in Recruitment & Selection

Practices over the years in Panipat Refinery?



Yes 3 10

No 27 90

Total - 30 100

In response to the above question, 90% respondents are of the opinion

that there is no change in recruitment & selection practices of Panipat

Refinery over the years. However, 10% respondents have expressed

their opinion about the changes in present recruitment & selection

procedures.

64

Ques. No. 5:

Do you think the Direct Recruitment & Selection Practices is quite

long process?



Yes 24 80

No 6 20

Total - 30 100

As per the survey, 80% respondents think that the direct recruitment &

selection practices is a long practices of recruitment but 20% respondents

are against the above opinion.

65

Ques. No. 6:

Is internal hiring helps in motivating the employees?



Yes 24 80

No 6 20

Total - 30 100

To the above question, the maximum respondents i.e., 80% are in favour

of internal hiring method. However, 20% respondents don’t believe in the

above opinion.

66

Ques. No. 7:

Do you think Panipat Refinery's Recruitment & Selection Practices is

quite rigid in terms of eligibility criteria?



Yes 27 90

No 3 10

Total - 30 100

The 90% respondents expressed their view that Panipat Refinery is very

rigid in terms of the eligibility criteria for recruitment & selection practices.

However, least respondents i.e. only 10% have not agreed to the above

opinion.

67

Ques. No. 8:

In selection process, do you think innovative techniques (like stress

level test, psychometrics Test) should be adopted.



Yes 27 90

No 3 10

Total - 30 100

In the above question, 90% respondents have given their nod that Panipat

Refinery should adopt the innovative techniques (like stress level test,

psychometrics test) in selection process of the personnel. However, 10%

are against it.

68

Ques. No. 9:

Has Government interference in deciding the quotas for SC/ST/OBC/

PH/EXSM affected the Manpower Planning?



Yes 24 80

No 6 20

Total - 30 100

In response, 80% respondents agreed to the above question. However,

20% executives have not agreed to the above opinion.

69

Ques. No. 10:

On what factors the candidate is assessed fit for a job?



Education 3 10

Experience 3 10

Career Expectation 3 10

All the above 21 70

Total - 30 100

Figure: 6.10 : Response % age of Ques. 10

3 3 3

21

10 10 10

70

0

10

20

30

40

50

60

70

80

Education Experience CareerExpectation

All the above

Total %age

70% respondents have expressed their opinion that a candidate should be

treated fit who have deserved all the three criteria for a job i.e. education,

experience and career expectation. Out of above, 10% respondents feel that

career expectation should be the best. Also, 10% respondents are in favour of

experience & rest 10% are in favour of education.

70

Ques. No. 11:

Does the company undertake subjective assessments of personality

and communication ability?



Yes 21 70

No 9 30

Total - 30 100

In the above question, the maximum executives i.e., 70% have given their

opinion in favour of yes and balance 30% respondents are against the

above opinion.

71

Ques. No. 12:

What are the organizational factors, which affect the Recruitment &

Selection Practices at Panipat Refinery?



Organizational Image 21 70

Relations with unions 3 10

Both 6 20

Total - 30 100

In the above question, 70% respondents gave their opinion that

Organizational Image affects the recruitment & selection practices at

Panipat Refinery. However, 20% respondents feel that the both

organizational image and relation with unions affects the recruitment &

selection practices and balance 10% feel that relation with unions affect

the recruitment & selection practices.

72

Ques. No. 13:

Does the company propagate ideas like “Come Grow with us” &

“Learning environment”?



Yes 27 90

No 3 10

Total - 30 100

90% respondents have given their opinion in favour of yes on the above

topic. However, 10% respondents have not agreed on the above topic.

73

Ques. No. 14:

How important is job definition in the Recruitment & Selection

Practices?



Most Important 24 80

Least Important 6 20

Total - 30 100

80% respondents replied that the job definition in the recruitment &

selection practices is the most important but 20% respondents have not

agreed to the above opinions. They are in favour of least importance.

74

Ques. No. 15:

What techniques are used to gauge the capability & aptitude of candidates?



Written Test 6 20

Trade Test 3 10

Interview 6 20

All the above 15 50

Total - 30 100

In the above question, 50% respondents have expressed their opinion that

all the above criteria i.e. written test, trade test and interview are the best

techniques to gauge the capability & aptitude to a candidate for selection.

However, 20% respondents are in favour of written test, 20% in favour of

interview and balance 10% are in favour of Written test.

75

Ques. No. 16:

What measures are adopted for “career development” within and

outside the organization?



Training 9 30

Motivation 3 10

Higher responsibility 3 10

All the above 15 50

Total - 30 100

In response to the above question, 50% respondents expressed their

opinion in favour of all the above i.e. training, motivation and higher

responsibility. However, 30% are in favour of training, 10% in favour of

higher responsibility and balance 10% are in favour of motivation.

76

6.2 DISCUSSION POINTS ANALYSIS

Result of discussion point with non-executives is given below:

The results of the semi-structured interviews with the non-executives of

Panipat Refinery have been summarized below:

POINT 1 :

Do you feel that the Recruitment & Selection Practices at Panipat

Refinery is one of the best procedures?

Various opinions on the above have been expressed by the interviewees

they have expressed that the present practices for recruiting & selecting

practices at Panipat Refinery is one of the best procedures.

POINT 2 :

Do you feel that Recruitment & Selection Practices presently being

followed at Panipat Refinery should be modified?

Some of the interviewees are satisfied with present practices being

followed at Panipat Refinery. However, some expressed their suggestion

as under:

(a) Preparation of question paper on same day of interview / test by

board.

(b) The written test, double checking / screening by the different

examiners of the answer sheet and interview should be

complete on same day.

(c) The publishing of result and offer to suitable candidate should

be given on the same day to avoid the political/other influence.

77

POINT 3 :

Do you feel any political influence in Recruitment & Selection

Practices at Panipat Refinery?

The interviewees denied the political influence in recruitment & selection

practices at Panipat Refinery. However, they expressed their opinion that

some delay in finalizing the selection procedure has occurred due to

political influence. Therefore, Panipat Refinery should adopt one-day

recruitment & selection criteria.

POINT 4 :

Do you feel that the Recruitment & Selection Practices at Panipat

Refinery should be adopted through Campus Interview like officers?

The maximum interviewees are in favour of campus interview for the

reason mentioned blow:

(a) Lot of time can be saved in selecting the candidates through

campus interview.

(b) Adopting the campus interview can save a lot of recruitment &

selection cost.

(c) Good candidate can be selected through campus interview.

(d) At minimum cost & time, the board has lot of the options to

select the best candidate.

78

POINT 5 :

What should be the changes in Recruitment & Selection Practices at

Panipat Refinery so that the multi-skilled personnel could be

recruited to compete the future challenges of Indian Oil in every

sphere of the activities?

Some interviewees are satisfied with the present recruitment & selection

practices being followed by Panipat Refinery. However, some of them

have pleaded that to cope up with the future challenges, multi-skilled

personnel should be recruited such as advanced computer knowledge,

technical knowledge with management qualification, etc.

POINT 6 :

What techniques are used to gauge the capabilities and aptitudes of

candidates?

The maximum interviewees have expressed their faith in Written Test,

Trade Test and Interview. However, some of them pleaded for Group

Discussions and Group Tasks.

POINT 7 :

How do you tailor the manpower plan at Panipat Refinery?

Some of the interviewees have expressed their opinion that manpower

planning at Panipat Refinery should be made as per the following criteria:

(a) The total business volume.

(b) Round the clock working environment.

(c) Infrastructure and latest technology.

(d) Superannuating profile.

(e) Future Diversification Planning of the organization.

79

POINT 8 :

According to you at which levels interviewing panel is formed and

what is the basis for choosing the panel?

The most of the interviewees are in the opinion that the panel for the

interview board should be of HOD level in the following field:

(a) Concerned HOD

(b) Representative of HR Deptt.

(c) Representative of Minority Community & SC/ST

(d) Women Representative

POINT 9 :

How are resumes screened and filtered?

The maximum interviewees have given their opinion the above points, the

resumes are screened & filtered according to the advertised eligibility

criteria only. No relaxation is given out of the criteria, so to get the best

candidates.

POINT 10 :

Do you think the environmental factors have affected the recruitment

& selection at Panipat Refinery?

The interviewees are of the opinion that there is no effect of environment

in recruitment & selection procedure at Panipat Refinery because Indian

Oil is good paymaster. Hence, there is no problem in inducted quality

force. Quality personnel are attracting towards Indian Oil since it has

good infrastructure, environment, pay packets, fringe benefits etc.

80

CHAPTER 7

CONCLUSIONS & SUGGESTIONS

7.1 CONCLUSION:

The responses received from employees were analyzed properly and it is

concluded that the direct method of recruitment and selection is to meet

suitable and gives the best results. However, it has also been opined that

this method is time-consuming. Satisfaction level of employees is high

about the present practice of recruitment & selection of Panipat Refinery

and they want continuance of the same practice in future. It has been

expressed that eligibility criteria are very rigid, but for such dispute-prone

activity of recruitment & selection, rigidity of norms are necessary.

The employees are of the view for good and healthy sign of Panipat

Refinery can survive the future challenges by hiring of the multi skilled and

career expected personnel through Stress Level and Psychometrics Test.

But, they are of the opinion that it will be better if all the process of

recruitment & selection, i.e., written test, trade test, & interview can be

done on the same day. Most of the employees have responded that at

Panipat Refinery selection should be through campus interview and

Internet.

Therefore, based on the response received from the employees, we reach

to the conclusions that the recruitment and selection practices of Panipat

Refinery are quite satisfactory and effective in identifying & inducting

quality workforce, yet the following suggestions, if implemented, can make

the recruitment & selection process more effective at Panipat Refinery and

even at the entire industry level. These suggestions are given to promote

changes as per the modern scenario :-

81

7.2 SUGGESTIONS :

Implementation of the Presidential Directives is one of the bottlenecks in

inducting quality workforce.

Psychometric Test, Stress Level Test should be introduced.

At times, we get applications of candidates having more than required

qualification for some specified post, & we can't short list the candidate for

that specified post because of laid down eligibility criteria, some relaxation

should be made & such candidates having potential can be inducted at

mid level such as Grade VI to VIII.

Internal selection of employees for higher post should be encouraged.

Recruitment & Selection through On-line Interview / Test should be

encouraged.

Campus interviews should be extended to the Recruitment of Non-Officer

Category in order to get best candidates at minimum cost & time.

Persons having Multi-skills (such Technical / Professional Qualifications)

should be given preference at the time of Recruitment through internal

policy of the Organization.

Finally, in the highlights of the above study, it is suggested that as Panipat

Refinery being a Strategic Business Unit (SBU) has to compete with other

Private Sector Undertakings as far as Recruitment and Selection of

manpower is concerned, should attract Skills through Charming Selection

82

Procedures like Attractive Advertisement for vacancies, Effective Induction

Programmes. Therefore, Panipat Refinery should adopt advanced criteria

like Internet / on-line methods, Pay Package Systems, Abroad Training

Programmes, Flexible working hourse etc.

The above said suggestions will definitely meet the challenges of Selection

Procedure at Panipat Refinery as per Modern Scenerio

83

CHAPTER 8

FUTURE RESEARCH

All Refineries of Indian Oil Corporation Limited (IOCL) can be taken as

a universe for further study in future.

Each division of Indian Oil Corporation Limited (IOCL) separately can

be taken as a universe for further study.

84

CHAPTER 9

LIMITATIONS

The limitations that were faced are as follows:-

As there are 5 divisions of IOCL – Refineries Division, Marketing

Division, Pipelines Division, Research & Development and Assam

Oil Division, this study at Panipat Refinery involves the study of

only one Refinery under Refineries Division and due to time

constraint the study has not been extended to other divisions of

Indian Oil Corporation Limited (IOCL).

There may be bias attached with the responses because of

personal experience. Hence the inputs might vary greatly amongst

them due to the difference in level of authority and experience and

also personal bias.

But all the efforts have been made in collecting all the relevant information

for the project.

85

BIBLIOGRAPHY

MANUALS / REPORTS / FINDINGS :

IOCL Annual Report (2008-2009)

IOCL HR Manual.

Findings of the BT - MBL - RCG qualitative survey, 1996, "the

Business Today - Experimental Guide To Recruitment" Business

Today, Jan 7-21

BOOKS CONSULTED :

IGNOU Study Material

Robins, D (1998) : HUMAN RESOURCE MANAGEMENT. Prentice Hall, New York.

John M Ivancevich : HUMAN RESIRCE MANGEMENT, Irvin Chicago, London

J.M.Rao, 1998, "Scouting for Talent " , Human Capital

Raymond A.Noe, John R. Hollenbeck, Bary Gerhart, Patrick M Wright : HUMAN RESORCE MANAGEMENT "

Wendell L.French, 1994 : HUMAN RESORCE MANAGEMENT

INTERNET :

Google Search Engine, www.google.com

Web based dictionary, www.wikipedia.com

Local Intranet of Panipat Refinery

86

http://www.wikipedia.com/

http://www.google.com/

ANNEXURE - II

QUESTIONNAIRE

Guideline for filling the questionnaire:

- Please mark an against the box which most appropriately reflects your view:

Q.1 Which methods of Recruitment & Selection Practices are most suitable at Panipat Refinery?

Direct Recruitment Employment Exchange

Both

Q.2 What kind of a Recruitment & Selection Practices gives the best results according to you at Panipat Refinery?

Direct Recruitment Employment Exchange

Both

Q.3 Are you satisfied with the present Recruitment & Selection Practices of Panipat Refinery?

Yes No

Q.4 Do you think, there has been a change in Recruitment & Selection over the years in Panipat Refinery?

Yes No

Q.5 Do you think the direct Recruitment & Selection Practices is quite long process?

Yes No

87

Q. 6 Is internal hiring helps in motivating the employees?

Yes No

Q.7 Do you think Panipat Refinery's Recruitment & Selection Practices is quite rigid in terms of eligibility criteria?

Yes No

Q. 8 In selection process, do you think innovative techniques (like stress level test, psychometric Test) should be adopted.

Yes No

Q.9 Has Government interference in deciding the quotas for SC/ST/OBC/PH/EXSM affected the manpower planning?

Yes No

Q.10 On what factors the candidate is assessed fit for a job?

Education Experience

Career Expectation All the above

Q. 11 Does the company undertake subjective assessments of personality and communication ability?

Yes No

Q.12 What are the organizational factors, which affect the Recruitment & Selection Practices at Panipat Refinery?

Organisational Image Relations with unions

Both

88

Q.13 Does the company propagate ideas like “Come Grow with us”, “learning environment”?

Yes No

Q.14 How important is job definition in the Recruitment & Selection Practices?

Most Important Least Important

Q.15 What techniques are used to gauge the capability &

aptitude of candidates?

Written Test Trade Test

Interview All the above

Q.16 What measures are adopted for “career development” within and outside the organization?

Training Motivation

Higher responsibility All the above

89

anil_latest_original_project_report_of_anil__repaired_

Documents

human resources

project work

employees of panipat

years indian oil corporation

human capital

human capacity

project reporton

human resource needs