bhushan steel and strips ltd. hr

SUMMER TRAINING PROJECT

A PROJECT REPORT

ON

EFFECTIVENESS OF RECRUITMENT AND

SELECTION PROCESS

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF THE

DEGREE OF THE BACHELOR OF BUSINESS

ADMINISTRATION (SESSION–2004-2007)

SUBMITTED BY:KANIKA AHUJA

BBA-II SEM.ROLL NO. : 04/BBA(CAM)/010


J.S.S. ACADEMY OF TECHNOLOGY EDUCATION, NOIDA

ACKNOWLEDGEMENT

“Expression of Gratitude is the least oneCan do in response to the favours received.”

The entire journey from the very idea of this project to reality would not have been possible without the guidance and support of many experienced people.

I take this golden opportunity to express my gratitude to the BHUSHAN STEEL AND STRIPS LTD. for providing me an opportunity to undertake my summer training.

I am deeply indebted to my project guide Mr. S.K. Gupta (AGM P&A) and Mr. M.K. Panwar (Asstt. Manager, P&A) for their guidance and support that was indispensable for the completion of this project.

I would also like to thank my faculty Mr. Prashant Gupta and Mrs. Anubhuti Sehgal for their assistance in completion of this project report.

Last, but not least I would like to thank my parents and friends for the strength and encouragement they gave for the completion of the project.

KANIKA AHUJA2004-2007


OBJECTIVE

I have undertaken the project “effectiveness of recruitment

and selection process” in order to study the: -

1) Recruitment and selection practice at Bhushan Steel and

Strips Ltd. to assess the effectiveness and suggest ways to

improve it.

2) Also comparative study of Bhushan Steel & Strips Ltd.

with some companies with similar profiles was done to

discuss their hiring system.

The main objective is to select-right candidates to the right

jobs to reduce the cost of employment and losses occurred

due to errors made by the employees which are not

appropriate to the corresponding job. To know whether

according to their predetermined duties and

responsibilities. Also the work done by the personnel

manager is every critical because it may cause harm or

profit to the company, as it is very delicate job to select &

recruit an employee and further give him training and

develop him.


SELECTION PROCESS

The selection procedure consists of a series o steps. At each stage

facts may come to light which may to the rejection of the applicant. It

is a series of successive hurdles or barriers which an applicant must

cross, the arrangement, of these hurdles may differ from organization

to organization. These is not standard selection procedure to be used

in all organizations or fall jobs. The complexity of selection procedure

increases with the level and responsibility of the position to be filled.

The strategy and method used from selecting employees various from

firm to firm and from one job to another.

Steps involved in employee selection may be described as under:

1. Preliminary Interview: First of all, initial screening is done to

weed out totally unsersirable/unqualified candidates at the

outlet. Preliminary interview is essentially information about the

nature of the job and the organization. Necessary information is

also elicited from the candidates about their education, skills

experience, salary expected, etc. if the candidate is found

suitable, he is selected for further screening. Preliminary

interview saves time and efforts of both the company and the

candidate.

2. Application Blank: Application form is traditional and widely

used device for collecting information from candidates. The

application form should provide all the information relevant to

selection. But reference to caste, birth, religion, birth place may

be avoided as it is regards an evidence of discrimination.

Generally, a an application form contain the following

information.


(a) Identifying information- Name, address,

telephone No., etc.

(b)Personal Information- Age, sex, place of birth, marital status,

dependents etc.

(c)Physical characteristics- height, weight, eye sight, etc.

(d) Family background

(e) Education- academic, technical and professional.

(f) Experience – jobs Held, employers, duties preferred,

salary drawn, etc.

(g) References

(h)Miscellaneous – extra curricular activities, hobbies,

games and sports, membership of professional bodies, etc.

Application form helps to serve objectives. First scrutiny of

the form helps to weed out candidates who are lacking in

education, experience, or some other eligibility taints.

Secondary, it helps in formulating questions to be asked in the

interview. Thirdly, data contained in application forms can be

stored for future reference. Application form duly filled in is also

called bio-data or curriculum vitae.

3. Selection Test: Psychological tests are being increasingly used

in employee selection. A test is a sample of some aspect of an

individual’s attitude, behaviour and performance. It also

provides a systematic basis for comparing the behaviour,

performance and attitudes of two more persons. Tests are based

on the assumption that individuals differ in their job related

traints which can be measured. Tests help to reduce bias in

selection by servicing as a supplementary screening device.

Tests are helpful in better matching of candidate and the job.


Tests may also reveal qualifications which remain covered in

application form and interview. Tests are useful when the

number of applicants is large. Further, tests will be useful only

when they are properly designed and administrated.

4. Employment Interview: An interview is a conversation

between two persons. In selection it involves a personal,

observational and face to face appraisal of candidates for

employment. Interview is an essential element of selection and

no selection procedure is complete without one or more

personal interviews. The information collected through

application and test can be cross-checked in the interview.

A selection interview serves three purposes: (a) obtaining

information about eh background, education, training, work

history and interests of the candidate; (b) giving information to

candidates about the company, the specific job and personnel

policies; and (c) establishing a friendly relationship between the

employer and the candidate so as to motive the successful

applicant to work for the organization.


5. Medical Examination : Applicants who have crossed the

above stages are sent for a physical examination either to the

company’s physician or to a medical officer approved for the

purpose. Such examination serves the following purpose.

(a)It determines wheather the candidate is physically fit to

perform the job. Those who are physically unfit are

rejected.

(b)It reveals existing disabilities and provides a record of the

employee’s health at the time of selection. This record will

help in settling company’s liability under the workmen

compensation Act for the claim for an injury

(c) It prevents the employment of people suffering from

contagious diseases.

(d)It identifies candidates who are otherwise suitable but

require specific jobs due to physical handicaps and

allergies.

6. References Check: The opinion of referees can be useful in

judging the future behavioral and performance of a candidate.

7. Final Approval: In most of organization, selection process is

carried out by the human resource department. The decisions of

this department are recommendatory. The candidates short-

listed by the department are finally approved by the executives

of the concerned department/units. Employment is offered in

the form of an appointment letter mentioning the post, the rank,

the salary grade, the date by which the candidate should join

and other terms and conditions in brief. In some organization a


contact of service on judicial paper is signed by both the

candidate and the representative of the organization.

Appointment is generally made on a probation of one or two

years. After satisfactory performance during this period the

candidate is finally confirmed in the job on permanent basis or

regularized.


ABOUT THE GROUP

In order to meet challenges of the future and to leave an

indelible mark on the industrial scenario, Bhushan Group has

structured along three business lines. The business groups are

as follows:

BHUSHAN STEEL AND STRIPS LTD.

BHUSHAN INDUSTRIAL LTD, CHANDIGARH.

BHUSHAN METALLICS LTD. DERABASSI (PUNJAB).

BHUSHAN INDUSTRIES LTD. CALCUTTA.

BHUSHAN METAALLICS LTD, CHANDIGARH.

AARTI STRIPS LTD. VIRAT NAGAR-NEPAL


BHUSHAN STEEL AND STRIPS LTD.

BOARD OF DIRECTORS

Shri Brij Bhushan Singal Chairman cum Managing Director

Shri Sanjay Singal Vice Chairman

Shri Neeraj Singal Managing Director

Shri Sandeep Bakshi Nominee Director of ICICI

Shri N.K. Gard Nominee Director of UTI

Shri Mohan Lal Director

Shri Shankar Lal Mittal Director

Shri R.P. Goyal

BANKERS

Punjab National Bank

Canara Bank

Federal Bank Ltd.

ING Bank

Bank of India

AUDITORS

Mehra Goel & company.

Charted Accountants

COMPANY SECRETARY

Mr. O.P. Davra.


REGISTERED AND CORPORATE OFFICE

F-Block, Ist Floor,

International Trade Tower,

Nehru Place, New Delhi-110019

WORKSHOP

23, Site IV Sahibabad Industrial Area,

Sahibabad, District Ghaziabad.

Uttar Pradesh-201010

BRANCHES

Ahemdabad, Bangalore, Bhopal, Bombay, Calcutta, Chandigarh,

Chennai, Coimbatore, Delhi, Derabassi, Guwahati, Hyderabad,

Kanpur, Ludhiana, Puen, Parwanoo, Rishikesh, Varanasi.


COMPANY PROFILE

Bhushan Steel & Strips Limited, an ISO 9002 certified and the

flagship company of Rs. 2000 crores BHUSHAN GROUP, is

leading the technological Revolution in Indian Cold Rolled steel

industry & defining new frontiers of customer satisfaction. It is

India’s largest (in the secondary sector) and the only CR Steel

Plant with a line to manufacture Cold Rolled Coils & Sheets up

to width of 1610mm, as well as Galvanized Steel Coils & Sheets

up to width of 1250 mm. The company currently has a capacity

to produce 500000 MT/Annum of Cold rolled Steel & out of that

250000 MT/ Annum of galvanized Steel.

PRIDE OF PLACE

Company’s Products continue to be a favorite with all quality

conscious users of automobiles & white Goods/Domestic

appliances & General Engineering Industries. It is no wonder

that eminent corporates like Telco, Daewoo Motor, Hindustan

Motors, Maruti Udyog, Mahindra & Mahindra, Ashok Leyland,

Ford Motors, Krupp JBM, Honda SICL cars, Eicher Tractors,

Hongo India, Piaggio Greaves, JBML, Bajaj Tempo, Scooter

India, Bajaj Auto, Yamaha Escorts, Hero Honda, Lucas-TVS,

Brakes India, TI Group, LML, Kinetic Engineering,

Amalgamation Group,Whirlpool

Godrej, IFB, LG Electronics,Intercool Western Electrolux Group,

Videocon Hitachi Aircon, National Matshushita, Hindustan

Aircon, Onida, L&T, ALSTOM, BHEL, Indian railways, ETA,


Tecumseh, JCT Electronics continue their unbounded trust in

BSSL and regularly sourcing company’s products.


GLOBAL PLAYER

Bhushan Steel & Strips Limited acquired the export house status

in the very First year (1995-96) of their export operations with a

turnover of 13.2 million U.S. dollars. Company attained the

status of trading house in the year 1997-98 by Ministry of

Commerce, Government of India.

BSSL is committed to Strengthen the prowess for foreign

exchange Earning for the country and is focusing on expanding

the coverage to most distant shores. The company is poised to

achieve an export turnover of 50 million US Dollars in the year

2000-2001. The foreign markets include: China, Ethiopia,

Europe, Iran, Kenya, Myanmar, Singapore, Taiwan, Tanzania,

Uganda, UAE, and USA etc.


LEADERSHIP THROUGH TECHNOLOGY

Cold Rolled Steel

Company’s cold rolling mill Complex is a towering citadel, the

first of its kinds in the steel sector of the country having

equipments supplied by Global Leaders such as:

1. Hitachi, Japan, for Universal Cold Rolling Mill.

2. Nippon Denro, Japan to remove surface contaminants.

3. Ebner, Austria for high convection annealing furnaces.

4. Clecim, France for electrostatic oilup for uniform spray of

rust preventive oil.

5. Waldrich Siegen, Germany for uniform mirror finish

material.

6. Fimi, Italy and Daehyun, Korea, for 3M tension roll and

computerized shim-less tooling.

7. Heinrich George, Germany for cut to length lines.

8. Proeco, Canada for push-pull pickling line with technology

backup.


GALVANIZED STEEL

The galvanized sheets & coils manufactured by the company

have excellent Zinc adhesion and corrosion resistance achieved

by applying a special chemical treatment on the Zinc-coated

surface to prevent the formation of white rust.

The company has three Galvanizing lines consisting of most

modern continuous annealing furnaces based on the design of

Stein Heurty, France.

The online coating thickness control equipments from Valmet,

Canada and Radiometric,German attached to the galvanizing

lines ensures uniform zinc coating mass.

The Galvanzized sheets, coils and corrugated sheets

manufactured by the company are globally accepted especially

in important international markets of Bangladesh, Canada,

China, Ethiopia, Europe, Kenya, Myanmar, Nepal, Oman, Qatar,

Singapore, South Africa, Taiwan, Tanzania, UAE, Uganda, USA,

Vietnam.


RESEARCH AND DEVELOPMENT

The company has a full fledged R&D center and has many firsts

to its credit including development of High Tensile steel for

passenger car skin panel grade material for Visi coolers & Chest

coolers of Coco Cola & Pepsi, ultra-thin CR steel for picture

tube & battery application etc. A Fully equipped Quality Control

Laboratory has test equipments of unmatched standards.

The effort of the Company’s Human Resource Department is

focused on obtaining the best talent and further enhancing the

skills of the workforce. Industrial relations remains cordial

throughout the year and the Board records its appreciation for

the contribution of all the employees towards the growth of the

company.

With constant stress on innovation, product quality and product

range supported by an extensive Network of branch offices,

dynamic dealers and distribution network, BHUSHAN is today a

familiar name in the country.

STRATEGIC ALLIANCE

In order to acquire the latest know-how to establish the quality

requirements of all customers in Automobile, White Goods

appliances & General engineering Industry, the company has

entered into a technical collaboration with the world’s one of the

largest steel producer Sumitomo Metal Industries, Japan.


DEPARTMENT AT BSSL

BSSL

CHAIRMAN

VICE CHAIRMAN

MANAGING DIRECTOR

PRESIDENT

OFFICEPLANT

INFOTECH

MKTG P&A EXCISE &

SALES

SHARE MATERIAL DISPATCH

PURCHASE

STORE

HRD

PERSONNEL

ADMINISTRATION

SECURITY

TRANSPORT

EXPORT

OEM

TRADE


Bhushan Group has increased its capacity of cold rolled steel by

installing a new plant at Khapoli, near Mumbai. This plant

produces CRCA coils and sheets Galvanized coils and sheets,

precision tubes, ERW/CEW (cold drawn) for automobile

applications.

A colour coated sheets manufacturing line will be commissioned

shortly.

Bhushan Steel is also planning to set up or integrated steel plant

of 2.40 million tonne/year capacity in the state of Orissa, East

Coast to produce Hot Rolled Coils. The project will be in two

phases of 1.20 million tonne each. The first phase will cater to

the capacity requirements of Bhushan Steel which is ready 1.20

million tonne/year.

The strategic alliance between Bhushan Steel and Sumitomo

metals Industries has been established, under which sumitomo

shall extend process know how for manufacturing automobile

steel sheets and give top priority for supply of hot-rolled coils

for producing CRCA of automotive industry.

A product development and QC tie-up with sumitomo metals, has

been established and meeting the quality requirement of all the

customers in the automobile, white goods and general

engineering industry.


COMPANY POLICY OF BSSL

“TOTAL CUSTOMER SATISFACTION THROUGH

QUALITY MANAGEMENT AND CONTINUOUS

IMPROVEMENT”

We at BSSL are committed to produce CR Steel sheets and

Galvanized Steel Sheets of World class quality.

Our Aim is to maximize the customer’s Satisfaction and this is

achieved through Quality product, continuous improvement and

motivated employees.

BUSINESS PRINCIPLES

1. Organization, which is sensitive to the needs of the

Customers.

2. Continuous up gradation of Quality and Process to meet

changing needs of Customers.

3. Optimization of returns on Investment by.

Continuous Improvement.

Leadership Through Technology.

Organization and Personal Development.

Cost Reduction efforts.

Effective use of all resources.

Harmonious and Safe working conditions.

Following JIT theory in Practice.


4. Working to meet International Norms of Quality through

the best of available Equipment & to sustain the Standard.

IR POLICY OF THE COMPANY

To develop the concept of ‘MY OWN

ORGANIZATION’ amongst the employees.

To be firm & fair in disciplinary matters.

Patient listening to the employees problems and

prompt disposal there of.

To provide them Harmonious & safe working

conditions, in time salary, canteen & chilled dirking water

facilities, interest free loan & timely overtime payment.

No organized trade union. Workers grievances are

taken care of properly. All facilities are available to

workers e.g. Medical, Canteen, Loan etc. management has

in regular interaction with employees & due to this outside

interference is minimized and workers are not getting

carried away with outside issues. Thus Union activities

have no scope to develop.

Take care for its employees in their Hardships at

work and family level. A feeling of togetherness is

developed which has alleviated various problems of

workers.

Educate & Train employees to make them feel a part

of the organization. The regular training activities are a

permanent feature of Training and Development activities.


INTRODUCTION

In any organization there is a need of three resources i.e. men,

money and material. Man is a very essential part of any

organization.

Recruitment and Selection of employees in any organization hold

an important place because it is process determining man power

requirements in order to carry out the integrated plan of the

organization.

According to Geisler “Recruitment and selection are the part of

man power planning the process including forecasting,

developing, implementing and controlling, by which a firm

ensures that it has the right type of people at the right place at

the right time doing things for which they are commonly most

useful.


IMPORTANCE OF SELECTION

The term selection denotes a choice of one or some form

amongst many. The vital importance of making the right

selection of staff for any enterprise cannot be overemphasized.

While selecting employees it should be born in mind that they

are the greatest source of an organization. Building and money

are always secondary. The critical element is always the spirit

team work and the skill of the organization’s personnel.

Everything can be brought or reproduced except skilled and

dedicated service.

Essentials of Selection Procedure

The selection produced adopted by an organization is mostly

tailor made to meet its particular needs. The thoroughness of the

of the procedure depends upon three factors:

First, the nature of selection, whether faulty or safe, because a

faulty selection affects not only the training period that may be

needed, but also results in heavy expenditure on the new

employee and the loss that may be incurred by the organization

in case the job-occupant fails on his job.

Second, the policy of the company and the attitude of the

management. As a practice some companies usually hire more


than the actual number needed with a view to removing the unfit

persons from the jobs.

Third, the length of the probationary or the trial period. The

longer the period the greater the uncertainty in the minds of the

selected candidate about his future.

The hiring process can be successful, if the following preliminary

requirements are satisfied:

(a)Some one should have the authority to hire. This authority

comes form the employment requisition, as developed by

an analysis of the workload work force.

(b) There must be some standard or personnel with which a

prospective employee may be compared, i.e. there should

be available, beforehand, a comprehensive job description

and job specifications as developed by a job analysis.

(c) There must be a sufficient number of applicants from

which the required number of employees may be selected.

How the Selection is done

There is no shortcut to an accurate evaluation of a candidate.

The hiring procedures are, therefore, generally long and

complicated. Many employers make use of such techniques and

pseudo-sciences as phrenology, physiognomy, astrology,

graphology, etc., while coming to hiring decision. However, in

modern times, these are considered to be unreliable measures.


The selection procedure consists of a series o steps. At each stage facts may come

to light which may to the rejection of the applicant. It is a series of successive

hurdles or barriers which an applicant must cross, the arrangement, of these

hurdles may differ from organization to organization. These is not standard

selection procedure to be used in all organizations or fall jobs. The complexity of

selection procedure increases with the level and responsibility of the position to be

filled. The strategy and method used from selecting employees various from firm

to firm and from one job to another.

Steps involved in employee selection may be described as under:

8. Preliminary Interview: First of all, initial screening is done to weed out

totally unsersirable/unqualified candidates at the outlet. Preliminary

interview is essentially information about the nature of the job and the

organization. Necessary information is also elicited from the candidates

about their education, skills experience, salary expected, etc. if the

candidate is found suitable, he is selected for further screening. Preliminary

interview saves time and efforts of both the company and the candidate.

9. Application Blank : Application form is traditional and widely used device

for collecting information from candidates. The application form should

provide all the information relevant to selection. But reference to caste,

birth, religion, birth place may be avoided as it is regards an evidence of

discrimination. Generally, a an application form contain the following

information.

(a) Identifying information- Name, address, telephone No., etc.

(b) Personal Information- Age, sex, place of birth, marital status, dependents etc.

(c) Physical characteristics- height, weight, eye sight, etc.

(d) Family background

(e) Education- academic, technical and professional.


(f) Experience – jobs Held, employers, duties preferred, salary drawn,

etc.

(g) References

(h) Miscellaneous – extra curricular activities, hobbies, games and

sports, membership of professional bodies, etc.

Application form helps to serve objectives. First scrutiny of the form

helps to weed out candidates who are lacking in education, experience, or

some other eligibility taints. Secondary, it helps in formulating questions to

be asked in the interview. Thirdly, data contained in application forms can

be stored for future reference. Application form duly filled in is also called

bio-data or curriculum vitae.

10. Selection Test: Psychological tests are being increasingly used in employee

selection. A test is a sample of some aspect of an individual’s attitude,

behaviour and performance. It also provides a systematic basis for

comparing the behaviour, performance and attitudes of two more persons.

Tests are based on the assumption that individuals differ in their job related

traints which can be measured. Tests help to reduce bias in selection by

servicing as a supplementary screening device. Tests are helpful in better

matching of candidate and the job. Tests may also reveal qualifications

which remain covered in application form and interview. Tests are useful

when the number of applicants is large. Further, tests will be useful only

when they are properly designed and administrated.

11. Employment Interview: An interview is a conversation between two

persons. In selection it involves a personal, observational and face to face

appraisal of candidates for employment. Interview is an essential element of

selection and no selection procedure is complete without one or more


personal interviews. The information collected through application and test

can be cross-checked in the interview.

A selection interview serves three purposes: (a) obtaining information about

eh background, education, training, work history and interests of the

candidate; (b) giving information to candidates about the company, the

specific job and personnel policies; and (c) establishing a friendly

relationship between the employer and the candidate so as to motive the

successful applicant to work for the organization.

12. References Check : The opinion of referees can be useful in

judging the future behavioral and performance of a candidate.

13. Final Approval: In most of organization, selection process is

carried out by the human resource department. The decisions of this

department are recommendatory. The candidates short listed by the

department are finally approved by the executives of the concerned

department/units. Employment is offered in the form of an appointment

letter mentioning the post, the rank, the salary grade, the date by which the

candidate should join and other terms and conditions in brief. In some

organization a contact of service on judicial paper is signed by both the

candidate and the representative of the organization. Appointment is

generally made on a probation of one or two years. After satisfactory

performance during this period the candidate is finally confirmed in the job

on permanent basis or regularized.


ASSESSMENT OF THE RECRUITMENT

PROGRAMME

Sources for recruiting should be periodically evaluated. For this

purpose, the criteria be the cost per applicant, the

applicant/hiring ration, tenure, performance appraisals, etc. The

organization should first identify how an applicant was attracted

to the firm. A simple way of securing this information is to

include in the application blank a question: “How did you learn

of the job vacancy for which you have applied? The next step is

to determine whether any one method consistently attracts

better applicants. The last step is to use this information to

improve the recruiting process. Recruiting should take into

consideration ethical practices, such as use of “truth hiring”, i.e.,

telling an applicant all about the firm and its position, both good

and bad, to enable him to decide whether or not to joint the firm,

if selected.

A successful and effective recruitment programme necessitates a

well-defined recruitment policy, a proper organization structure,

procedures for locating sources of manpower resources, suitable

methods and techniques for utilizing these and a constant

assessment and consequent improvement.

According to Adverting tactics and Strategy in Personnel

Recruitment, three points need to be born before in a

advertisement in inserted. First to visualize the type of


applicant. Trying to recruit. Second, to write out as a list of

advantages a company offers; in other words, why the reader

should work for the company. Third to which news paper having

a local, state or nation wide circulation.

The following is a popular procedure though it may be modified

to suit individual situation.

(a)Reception or preliminary interview or screening:

(b) Application blank- a fact-finder which helps one in

learning about an applicant’s background and life history:

(c)A well conducted interview of explore the facts and get at

the attitudes of the applicant and his family to the job.

(d) A physical examination- health and stamina are vital

factors in success:

(e)Physiological testing to explore the surface area and get an

objective look at a candidate’s suitability for a job.

(f) A reference check:

(g) Final selection approval by manager: and

communication of the decision to the candidate.


RECRUITMENT

“Recruitment is process to discover the source of

manpower in adequate numbers of facilitate effective

deletion of an efficient work force”.

-Yodder

Recruitment is said to be the initial in the process which

continues with selection and ceases with the placement of the

candidate. Recruitment is the next step in the procurement

function, the first being the manpower planning. Recruitment

makes is possible to acquire the number and types of people

necessary to ensure the continued operation of the organization.

Recruitment is the discovering of potential applications for

actual or anticipated organizational vacancies.

The purpose of recruitment is to locate source of manpower

function of personnel administration, because unless the right

type of people are hired, even the best plan, organization charts

and control systems would not do much good. It is a process in

which a comprehensive and brainstorming search is done for the

right selection of employees and stimulating and encouraging

them to think about joining an organization who will meet their

desires towards, working and other aspects related to it.


The process of recruitment is said to be of positive nature which

stimulates to every person to apply for a particular job to

increase the hiring ratio that means a lot of applicants for a job.

Selection on the other hand tends to be negative because it

rejects a number of persons as they became unfit for the applied

post and the best is hired.

KEY POINTS OF

RECRUITMENT

All organization whether large or small, do engage in recruiting

activity although not in the same number. It can be

differentiated with:

The size of the organization.

The employment conditions in the community where the

organization is located;

The effects of past recruiting efforts which throw show

the organization’s ability to locate and keep good

performing people;

Working conditions and salary and other perks offered by

the organization which may influence turn over and

necessitate future recruiting;

The rate of growth of the organization;

The level of seasonality of operations and future

expansion and production programmes and

Cultural, economic and legal factors.


BOTTLENECKS IN THE PROCESS OF

RECRUITMENT

No employer could ever freely choose always the right candidate

because various forces impinge upon such selection. Such

hurdles are

The Organization’s Place

The candidate who’s recruitment is to be made may not be

interested to join the organization because either its

reputation or goodwill in not good in the society, corporate

sector or because the conditions of work are hazardous to

work that is to say it is involve in the production of such

procedures of which manufacturing creates panic health

condition for any employee. All such factors minimize its

ability to pull the super brains from employment market.

The Unattractive Job

If the job is regarded as boring, hazardous, anxiety

creating or to such an organization.

The policy of the Organization towards its Employer

If the policy and aims at providing promotion to its

employees from within, people would be attracted to it,

because such a policy enjoys several advantage such as

that of creating good public relations, building high

morale, encouraging good people who are ambitious and

improving the probability of a good selection.

Boundation to Recruit Union Members


Some unions emphasis on recruitment to members of the

unions only when situation occurs, management has to

recruitment from a restricted supply.

Influence of the Government

An employer cannot distinguish any individual on the

basis of physical appearance, sex or religious background,

for purpose of recruitment.


STEPS TO BE TAKEN A RECRUITMENT

PROCEDURE

Famularo states that personnel recruitment process involves five

elements viz., a recruitment and different techniques used for

utilizing these source and a method of assessing the recruitment

programme.

RECRUITMENT POLICY

Such a policy may involve a commitment to broad

principles such as filling vacancies with the best qualifier

individuals. It may embrace many issues such as extent of

promotion from within, attitudes of enterprise in

recruiting its old employees. It may also involve the

organization of present employees. It may also involve the

organization system to be developed for implementing

recruitment programme and procedures to the employed.

Yodder

Recruitment policy assets the objectives of the recruitment

policy and provided a framework of implementation of the

recruitment programme form of procedure.


Therefore a well considered and pre-planned recruitment policy

based on corporate goals study of environment and the

corporate needs. Many avoid hasty or ill considered decision and

may go a long way to man the organization with the right type of

personnel.


OBJECTIVES OF THE ORGANIZATION

Organization’s objective-both in short term and long term must

be taken into consideration as a basic parameter for recruitment

decisions and needs of the personnel area wise, job family wise.

IDENTIFICATION OF THE RECRUITMENT

It needs to take decision regarding the balance of the qualitative

dimensions would be recruits i.e. the recruiters should prepare

profiles for each category of workers and accordingly workout

the man specifications, decide the sections, departments or

branches where they should be placed and identify the

particular, responsibilities of recruitment’s which would be

tapped by the organization e.g. fro skilled or semi skilled manual

workers internal sources and employment exchange may be

preferred; for highly specialized categories and managerial

personnel, other sources besides the former may be utilized.


CRITERIA OF SELECTION AND PREFERENCES

These should be based on conscious thought and serious

deliberations. In some cases trade unions may be consulted.

THE COST OF RECRUITMENT AND FINANCIAL

IMPLICATIONS OF THE SAME

A recruitment policy “in the best sense” involves a commitment by the employer to such general principles as:

1) To find and employ the best qualified persons for each job.2) To retain the best and most promising of those hired;3) To offer promising opportunities for life time working

careers.4) To provide programmes and facilities for personal growth

on the job.

The recruitment policy is concerned with quality and qualifications of manpower. It established broad guidelines for staffing process. Generally the following factors are involved in recruitment policy:

To carefully observe the letter and spirit of the relevant

public policy on hiring and on the whole employment

relationship.

To provide individual employees with the maximum of

employment security, avoiding frequent lay off or lost

time;

To provide each employee with an open road and

encouragement in the continuing development of their

talents and skills;

To assure each employee of the organization intersect in

their personal goals and employment objectives;


To avoid cliques which may develop when several

members of the same household or community are

employed in the organization;

To provide employment in jobs which are engineered to

meet the qualifications of handicapped workers and

minority sections;

To encourage one or more strong, effective responsible

trade unions among the employees.


PERQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions:

It should be flexible enough to meet the changing needs of an organization.

It should be in conformity with its general personnel policies.

It should be so designed as to ensure employment opportunities for its employees on along term basis so that the goals of the organization should be achievable; and it should develop the potentialities of employees.

It should match the qualities of the employees with the requirement of the work for which they are employed.

It should highlight the necessity of establishing job analysis.

The nature and extent of the recruitment programme depends

on a number of factors including the skills required, the state of

the labour market, general economic conditions and image of

the employer. A company which has reputation of paying fair

wages, providing good employee benefits and taking interest in

employee welfare activities would attract a large number of

application than it needs without making any extra recruiting

efforts. Small companies which hire only a few persons each

year not need to do more than spread the world around the plant

of office that a vacancy exists. However as a result of regulations

and pressures form the society and the government, the

recruitment programme now requires the employers to go out

and actively seek job applications from groups of those who may

not otherwise apply for employment.


RECRUITMENT ORGANIZATION

There is no general procedure for hiring new personnel, which is

applicable to all business enterprises. Each enterprise has its

‘tailor made’ programme which brings it the desired quantity

and quality of manpower at the minimum possible cost. The most

commonly adopted practice is to centralize the recruitment and

selection function in a single office. All employment activity

should be centralized if the policies of the top management are

to be implemented consistently and effectively. Only when

personnel requisitions so through one central source and all

employment records are kept up to date is there a possibility of

maximum efficiency and success in hiring.

The advantage of centralization of recruitment and selection are

as under:

It makes the more opportunity for placing the candidate in

several departments of the company.

It reduces the administrative cost by consolidating all

activities in a single office which are normally huge in

decentralize recruitment.

It relieves line officers of the details involved in hiring

workers, which is common under a decentralized plan.

It tends to make the selection of workers scientific.

It makes possible the development of a centralized

manpower-pool in the organization.


This centralized department is generally known as the employee

office or the recruitment section. The staff personnel is attached

to it. This enables specialists to concentrate upon the

recruitment function; and soon they become very efficient in the

sue of various recruitment techniques.

This office should be properly equipped with furniture. Its

waiting room should be roomy, clean and well ventilated; it

should have lighting facilities and drinking water, and it should

be comfortable. This room should also have a table or counter so

that candidate may fill in their application blanks conveniently.

It is desirable that personnel records be filed in a room

accessible to the interviewer.


This office mainly carry outs the following important functions:

1. Establishing employment standards.

2. Making initial contracts with perspective employees.

3. Conducting physical examination.

4. Testing.

5. Conducting interviews.

6. Filing out necessary forms and record keeping.

7. Introducing the employee to his superiors.

8. Following up the employee.

It may be noted that in small organization, recruiting procedure

is merely informal and generally the “line official” may be

responsible to handle this function. But in large organizations, it

is entrusted to a staff unit with personnel or industrial relations

department. However, recruitment remains the line

responsibility as far as the personnel requisition forms are

originated by the line personnel.


FORECAST OF MANPOWER REQUIREMENTS

It is only to be state that a ‘requisition’ or indent for

requirement has to be submitted by the line officials. Such

indents usually specify.

1) The jobs or operations or positions for which the person

should be available;

2) Duration of their employment;

3) Salary to be offered and any other conditions and terms of

employment which indicated offer feels necessary.

The indents are then checked against the posts allotted to the

department branch and also against authorization for expansion.

If already granted. Financial implications of the proposed

appointments and additional expenditure are worked out of

course these would be within the budgetary sanctions of the

department concerned. It the indents are found correct, the

proposed requirements are authorized and the initial pay, the

scale and other admissible allowances are determined.

Finally, job specifications and man specifications are

determined, in consolation with the line managers.

SOURCES OF RECRUITMENT

Before an organization activity begins recruiting applications it

should consider the most likely source of the type of employee it


needs. Some companies try to develop new resources while most

only try to tackle the existing source they have. These sources,

accordingly, may be termed as internal and external.

Internal sources

Internal sources are the most obvious sources. These include

personnel already on the pay roll of an organization, i.e. its

present working force. Whenever any vacancy occurs ,

somebody from within the organization is upgraded, transferred,

promoted or sometimes demoted. This source also includes

personnel who were once on the payroll of the company but who

plan to return or whom the company would like to re- hire, such

as those on leave of absence , those who quit voluntarily or those

on production lay-offs.


HOW GOOD IS RECRUITMENT FORM INTERNAL SOURCE

The use of internal source has some merits: It improves the morale of employees for they are assured

of the fact that would be preferred over outsider when vacancies occur.

The employer is in a better position to evaluate those presently employed then out side candidates. This is because the company maintains a record of the progress, experience and service of its employers.

It promotes loyalty among the employers, for it gives them a sense of job security and opportunity for advancement.

As the process in the employment of the company are fully

and know its operating procedures, they require little

training and the changes are that they would stay longer

in the employment of the organization than a new outsider

would.

They are tried people can, therefore, be relied upon

Its less costly than going outside to recruit.

THIS METHOD HAS SOME NEGATIVE POINTS TOO It often leads to in breading, and discourages young blood

from entering an organization.

There are possibilities that internal sources may ‘dry-up’

and it may be difficult to find the requisite personnel form

with in an organization.

Since the leaner does not know more than the lecturer, no

information wroth the name can be made. Therefore on

jobs which require original thinking (such as advertising,


style, designing and basic research), this practice is not

followed.

As promotion is based on seniority, the danger is that really

capable hands may not be chosen. The likes and dislikes of

the management may also play an important role in the

selection of personnel.

Internal source is used by many organizations; but surprisingly

large number of organization source is used by many

organizations; but surprisingly large number of organizations

ignore this source, specially for middle management jobs. In

other words this source is the load that is rarely mined. It is not

only reasonable but wise to use this source, if the vacancies to

be filled are within the capacity of the present employers’ if

adequate employee records have been maintained, and if

opportunities are provided in advance for them to prepare

themselves for promotion from ‘Blue Collar’ to “White Collar”

jobs.


EXTERNAL SOURCES

There sources lie outside the organization. They usually include

the following:

New entrants to the labour force i.e. young mostly in-

experienced potential employees-the college students.

They employed with the wide range of skills and abilities.

Retired experienced persons such as mechanics, chemists,

welders and accountants etc.

Others not in the labour force such as married women and

person from minority groups.

These sources provide the requisite types of personnel for an

organization, having skill, training and education up to the

required standard. Since persons are required from large

market the best selection can be made without any distinctions

of cast, sex or colour. In the long run this source proves

economical because potential employees do not need extra

training for their jobs.

On the other hand the process of recruitment in this type suffers

from what is called ‘brain-drain’. Especially when experienced

persons are raided or hunted by sister concerns.


METHODS OF TECHNIQUES OF

RECRUITMENT

The process of recruitment can be divided into simply three

categories:

Direct method

Indirect method

Third party method

DIRECT METHOD

This method comprises of sending traveling recruitment to

educational institutions, employees’ contacts with public and

manned exhibits. One of the widely used direct method is that of

sending of recruiters to colleges and technical schools. Most

college recruiting is done in co-operation with the placement

office of a college. The placement office usually provides help in

attracting students, arranging interviews, furnishing space and

providing campus recruiting is an extensive operation. Persons

reading for BBA or other technical diploma are picked up in this

manner. For this purpose, carefully prepared brochures,

describing the organization and the jobs it offers, are distributed

among students, before the interviewer arrives. The TATA,

RELIANCE, WIPRO, INFOSYS, DR REDDY’S LAB, NESTLE,

DABUR, LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER

LIMITED and other enlightened firms maintain continuing with

institutions ‘placement officials with a view to recruiting staff

regularly for different responsible positions.


Sometimes, firms directly solicit information from the concerned

professors about students with an outstanding record. Many

companies have found employees’ contract with the public a

very effective method.

Other direct methods include sending recruitment to

conversation and seminars, setting up exhibits at fairs and

mobile office to go to the desired centers.

INDIRECT METHOD

Indirect methods involve mostly advertising in newspapers, on

the radio, in trade and professional journals, technical

magazines and brochures.

Advertising is very useful for recruiting blue-collar and hourly

workers as well as scientific, professional and technical

employees. Local newspapers can be a good source of blue-

collar workers, clerical employees and lower level administrative

employees.

The main point is that the higher the position is in the

organizations or the more specialized the skills sought, the most

widely dispersed advertisement is likely to be. The search for top

executives might include advertisement in a national periodical,

while the advertisement of blue collar job is usually confirmed to

the daily newspapers or regional trade journals.


The classified advertisement section of a daily newspaper or the

Sunday Weekly editions of The Hindustan Times, The Times of

India, the Tribune, Bharat Jyoti, The National Herald, Free Press

Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times,

The Hindu, The Indian Express the Statesman etc. carry

advertisement to screen themselves in order to find out whether

they are fit for the job for which the advertisement has been

issued. In order to be successful, and advertisement should be

carefully written. It is not properly written, it may not draw the

right type of applicants or its may attract too many applicants

who are not qualified for the job. It should be so framed as to

attract attention for example by the use of different sizes and

types of print. The first line should limit the audience somewhat

and the nest few lines further seen out the readers who do not

posses the necessary qualification. It should provide specific

information for advancement.

The benefit to be enjoyed by working in the company; and it

should emphasize facts related to the dignity of the job beyond

and to professional experts. “Frilly advertisements, containing

exaggerated claims and gimmicky appeals are to be avoided”.

Advertising can be very effective if its media are properly

chosen.

Organizations often place what is referred to as a blind

advertisement one in which there is no identification of the

organization. Respondents are asked to apply to a post office Box


No.’ or to a consulting firm that is acting as an intermediary

between the applicant and the organization. The large

organizations with regional or national reputation do not usually

use blind advertisement.

Other methods include advertisement in publications, such as

trade and professional journals, and radio or television

announcements, as is done by many Indian manufactures.

Professional journals are read by people with specialized

background and interest. Therefore, advertisements in these

are generally selective.

THIRD PARTY METHOD

These include the use of commercial or private employment

agencies, state agencies, placement offices of schools, colleges

and professional associations, recruiting firms, management

consulting firms, indoctrination seminars for college professors,

and friends relatives.

PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little

amount is charged towards this type of service from an

applicant. The specific occupation are general office help, sales

man, technical workers, accountants, computer staff, engineers

& executives. These private agencies are brokers who loving

employees and employees together, the specialization of there

agencies enhance their capacity to interpret the needs of their


clients, to seek out particular types of person and to develop

proficiency in recognizing the talent of specialized personnel.

STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour

exchange. These are the main agencies of public employment.

They provide a clearing house for jobs & job information.

Employers inform them about the types of job that are refereed

to by employers. These agencies provide a wide range of

services-counseling assistance in getting jobs, information about

the labour market, labour and wage rates.

School Colleges & professional Institutions: Often opportunities

for recruiting their students. They operate student services

where complete bio-data and other particulars of the students

are available. The companies that need employees maintain

contact with the guidance counselors of employment lectures

and teachers of business & vocational subjects. The prospective

employers can review credentials and interview candidates for

management. Trainees or probationers. Whether the education

sought involve higher secondary certificate, specific vocational

training or as a college back ground with bachelor’s master’s or

doctoral degree, educational, institutions provide an excellent

source of potential employees for entry level positions in

organizations. These general and technical / professional

institution provide blue-collar applicants, white collar &

managerial personality.


Some times, the organizations provide work study program to

the student or summer jobs undertaking a project in the

establishment so as to get them instructed I the organization in

question and after completion of this, they may be absorbed by

the company concerned.


PROFESSIONAL ORGANIZATION OR

RECRUITING FIRMS OR EXECUTIVE

RECRUITERS

Maintain complete information records about employed

executives. These firms are looked upon as a ‘head hunters’,

‘raiders’ and ‘pirates’ by organizations which loose personal

through their efforts. However these same orgnizations may

employ “executive search firms” to help them find executive

talent. These consulting firms recommend personal of high

caliber for managerial, marketing and production engineer’s

posts.

Indoctrination Seminars for Colleges professors: are arranged to

discuss the problem of companies and employees. Professors are

invited to take part in these seminars. Visits to plans and

banquets are arranged so that the participant professors may be

favorably impressed. They may later speak well of a company

and help it in getting the Required Personnel.


EMPLOYEE REFERRALS

Friends and relatives of present employee are also a good source

from which employers may be down. When the labour market is

very tight, large employers frequently offer their employees

resources or prizes for any referrals who are hired and stay with

the company for a specific length off time. Some companies

maintain a register of former employers whose record was good

to contact them. When there are new job opening for which they

are qualified. This method of recruitment, however suffers from

a serious defect that is encourages nepotism, i.e., person of

one’s community or caste or employed who may or may not be fit

for the job.

TRADE UNIONSThey also provide manual and skilled workers is sufficient

numbers. Under agreement, they may agree as to who is to be

given preference. But in case of adverse industrial relations this

technique may create difficulties.

CASUAL LABOR OF APPLICANT AT THE GATE

Most industrial units rely to some extent on the casual labour

which presents itself daily at the factory gate or employment

office. However this source is uncertain, and the candidates

cover a wide range of abilities. Even then may of our industrial

make use of this source for the wide range of casual labourers.


UNCONSOLIDATED APPLICATIONSFor positions in which large numbers of candidates are not

available from other sources, the companies may gain in keeping

files of applications received from candidates who make direct

enquiries about possible vacancies on their own, or may send

unconsolidated applications. The information may be indexed

and filed for future use when there are openings in these jobs. If

necessary, the candidates may be requested to keep the

organization posted with any change in their qualifications,

experience or achievements made.

VOLUNTARY ORGANIZATIONS

Such as private clubs, social organizations, non governmental

organizations (NGOs) might also provide employees- handicaps,

widowed or married women, old persons, retired hands, etc. in

response to advertisement.

DATA BANKS

When a company desires a particular type of employee, job

specifications and requirements are fed in to a computer, where

they are matched against the resume data stored there in. the

out put is a set of resumes for individuals who meet the

requirements. This methods is very useful for identifying

candidates for hard-to-fill positions which call for an unusual

combination of skills.

Which particulars source is to be tapped will depend on the

policy of a firm, the position of labour supply, Government


regulations and agreements with labour organizations. However

the HRD Manager must be in close that these different sources

and use them in accordance with his needs.

The best management policy regarding recruitment is to look

with first within the organizations. If that source fails, external

recruitment must be tackled.

Internal sources are the most obvious sources. These include

personnel already on the pay roll of an organization, i.e. it

present working force, whenever any vacancy occurs, somebody

form within the organization in upgraded, transferred promoted

or sometimes demoted. This source also includes personnel who

were once on the pay roll of the company but who plan to return

or whom the company would like to re-hire, such as those on

leave of absence, those who quite voluntarily or those on

production lay-offs.


METHODS OF TECHNIQUES OF

RECRUITMENT

The process of recruitment can be divided into simply three

categories:

Direct method

Indirect method

Third party method

Direct Method

This method comprises of sending traveling recruiters to

educational institutions, employees’ contacts with public and

manned exhibits. One of the widely used direct method is that of

sending of recruiters to colleges and technical schools. Most

college recruiting is done in co-operation with the placement

office of a college. The placement office usually provides help in

attracting students, arranging interviews, furnishing space and

providing campus recruiting is an extensive operation. Persons

reading for BBA or other technical diploma are picked up in this

manner. For this purpose, carefully prepared brochures,

describing the organization and the jobs it offers, are distributed

among students, before the interviewer arrives. The TATA,

RELIANCE, WIPRO, INFOSYS, DR REDDY’S LAB, NESTLE,

DABUR, LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER

LIMITED and other enlightened firms maintain continuing with

institutions ‘placement officials with a view to recruiting staff

regularly for different responsible positions.


Sometimes, firms directly solicit information from the concerned

professors about students with an outstanding record. Many

companies have found employees’ contract with the public a

very effective method.

Other direct methods include sending recruitment to

conversation and seminars, setting up exhibits at fairs and

mobile office to go to the desired centers.


INDIRECT METHOD

Indirect method involve mostly advertising in newspapers, on

the radio, in trade and professional journals, technical

magazines and brochures.

Advertising is very useful for recruiting blue-collar and hourly

workers as well as scientific, professional and technical

employees. Local newspapers can be a good source of blue-

collar workers, clerical employees and lower level

administrative employees.

The main point is that the higher the position is in the

organizations or the more specialized the skills sought, the most

widely dispersed advertisement is likely to be. The search for top

executives might include advertisement in a national periodical,

while the advertisement of blue collar job is usually confirmed to

the daily newspapers or regional trade journals.

The classified advertisement section of a daily newspaper or the

Sunday Weekly editions of The Hindustan Times, The Times of

India, the Tribune, Bharat Jyoti, The National Herald, Free Press

Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times,

The Hindu, The Indian Express, The Statesman etc. carry

advertisement to screen themselves in order to find out whether

they are fit for the job for which the advertisement has been

issued. In order to be successful, the advertisement should be

carefully written. If it is not properly written, it may not draw

the right type of applicants or its may attract too many

applicants who are not qualified for the job. It should be so

framed as to attract attention for example by the use of different


sizes and types of print. The first line should limit the audience

somewhat and the next few lines further seen out the readers

who do not possess the necessary qualification.It should provide

specific information for advancement . the benefit to be enjoyed

by working in the company; and it should emphasize facts

related to dignity of the job beyond and to proffesional

experts.”Frilly advertisements, containing exaggerated claims

and gimmicky appeals are to be avoided”.advertising can be very

effective if its media are properly chosen.ì¥Á627


organizations often place what is reffered to as blind

advertisement one in which there is no identification of the

organization. Respondents are asked to apply to a post office Box

No.’ or to a consulting firm that is acting as an intermediary

between the applicant and the organization. The large

organizations with regional or national reputation do not usually

use blind advertisement.

Other methods include advertisement in publications, such as

trade and professional journals, and radio or television

announcements, as is done by many Indian manufacturers.

Professional journals are read by people with specialized

background and interest. Therefore, advertisements in these

are generally selective.

THIRD PARTY METHOD

These include the use of commercial or private employment

agencies, state agencies, placement offices of schools, colleges

and professional associations, recruiting firms, management

consulting firms, indoctrination seminars for college professors,

and friends relatives.

PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little

amount is charged towards this type of service from an

applicant. The specific occupation are general office help, sales

man, technical workers, accountants, computer staff, engineers


& executives. These private agencies are brokers who love

employees and employers together, the specialization of there

agencies enhance their capacity to interpret the needs of their

clients, to seek out particular types of person and to develop

proficiency in recognizing the talent of specialized personnel.

STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour

exchange. These are the main agencies of public employment.

They provide a clearing house for jobs & job information.

Employers inform them about the types of job that are referred

to by employers. These agencies provide a wide range of

services-counseling assistance in getting jobs, information about

the labour market, labour and wage rates.

School Colleges & professional Institutions: Offer opportunities

for recruiting their students. They operate student services

where complete bio-data and other particulars of the students

are available. The companies that need employees maintain

contact with the guidance counselors of employment lectures

and teachers of business & vocational subjects. The prospective

employers can review credentials and interview candidates for

management. Trainees or probationers. Whether the education

sought involve higher secondary certificate, specific vocational

training or as a college back ground with bachelor’s master’s or

doctoral degree, educational, institutions provide an excellent

source of potential employees for entry level positions in


organizations. These general and technical / professional

institution provide blue-collar applicants, white collar &

managerial personality.

Some times, the organizations provide work study program to

the student or summer jobs undertaking a project in the

establishment so as to get them instructed in the organization in

question and after completion of this, they may be absorbed by

the company concerned.


PROFESSIONAL ORGANIZATION OR

RECRUITING FIRMS OR EXECUTIVE

RECRUITERS

Maintain complete information records about employed

executives. These firms are looked upon as a ‘head hunters’,

‘raiders’ and ‘pirates’ by organizations which loose personnel

through their efforts. However these same organizations may

employ “executive search firms” to help them find executive

talent. These consulting firms recommend personnel of high

caliber for managerial, marketing and production engineer’s

posts.

Indoctrination Seminars for Colleges professors: are arranged to

discuss the problem of companies and employees. Professors are

invited to take part in these seminars. Visits to plans and

banquets are arranged so that the participant professors may be

favourably impressed. They may later speak well of a company

and help it in getting the Required Personnel.


EMPLOYEE REFERRALS

Friends and relatives of present employee are also a good source

from which employers may be drawn. When the labour market is

very tight, large employers frequently offer their employees

resources or prizes for any referrals who are hired and stay with

the company for a specific length off time. Some companies

maintain a register of former employers whose record was good

to contact them. When there are new job opening for which they

are qualified. This method of recruitment, however suffers from

a serious defect that it encourages nepotism, i.e., person of one’s

community or caste or employed who may or may not be fit for

the job.

TRADE UNIONSThey also provide manual and skilled workers in sufficient

numbers. Under agreement, they may agree as to who is to be

given preference. But in case of adverse industrial relations this

technique may create difficulties.

CASUAL LABOR OF APPLICANT AT THE GATE

Most industrial units rely to some extent on the casual labour

which presents itself daily at the factory gate or employment

office. However this source is uncertain, and the candidates

cover a wide range of abilities. Even then many of our industries

make use of this source for the wide range of casual labourers.


UNCONSOLIDATED APPLICATIONSFor positions in which large numbers of candidates are not

available from other sources, the companies may gain in keeping

files of applications received from candidates who make direct

enquiries about possible vacancies on their own, or may send

unconsolidated applications. The information may be indexed

and filed for future use when there are openings in these jobs. If

necessary, the candidates may be requested to keep the

organization posted with any change in their qualifications,

experience or achievements made.

VOLUNTARY ORGANIZATIONS

Such as private clubs, social organizations, non government

organizations (NGOs) might also provide employees- handicaps,

widowed or married women, old persons, retired hands, etc. in

response to advertisement.

DATA BANKS

When a company desires a particular type of employee, job

specifications and requirements are fed into a computer, where

they are matched against the resume data stored there in. the

output is a set of resumes for individuals who meet the

requirements. This methods is very useful for identifying

candidates for hard-to-fill positions which call for an unusual

combination of skills.


Which particular source is to be tapped will depend on the policy

of a firm, the position of labour supply, Government regulations

and agreements with labour organizations. However the HRD

Manager must be in close that these different sources and use

them in accordance with his needs.

The best management policy regarding recruitment is to look

with first within the organizations. If that source fails, external

recruitment must be tackled.


DESIGNING THE JOB

Most recruitment begins with the job description. Really, this

should the second step rather than the first. The first should

be the design of the job. A job is more than a collection of

tasks; it should be a role with meaning and purpose in the

context of the organization and the part of the organization in

which it is located. It should also e do-able by a human being.

There are a number of ways to prevent a job from being do-

ale. Its design can be so poor that the individual occupying it

cannot hope to succeed; the component tasks may be

disjointed and unrelated (too many duties or too few and the

job may not make sense); it can be so unrewarding that most

post holders are just demotivated; or it can require a range of

skills too wide for any one individual to possess.

ALTERNATIVES TO TRADITIONAL JOB DESIGN

Most modern organizations are trying to move away from

traditional bureaucratic methods and rigid hierarchies based

on expertise and longevity. Moreover, the expectations of the

workforce have changed. Periods of unemployment, the

removal of trade unions as buffers against bad employment

practices and weak management and the increased

availability of performance-linked rewards mean that people

are no longer prepared to be treated as units of production.

However , the most recent recession has shown how frail

money and pay-related benefits are. Even though the threat of

unemployment is a constant reality of many, there is a


growing wish for rewards to be paid in other ways.

Opportunities to develop skills, increases employability and

transferability and to improve job satisfaction are becoming

more important.


GETTING THE RIGHT PEOPLE FOR THE JOB

Recruitment and selection are enormously costly and time

consuming for most organizations-and the higher the rate of

turnover in the company, the greater the costs. Yet, few

companies focus on how to:

Improve the Effectiveness of the process.

Improve the quality of the candidates selected and measure

the impact of good selection versus bad ones.

FOCUSED INTERVIEWING The focused interview is a direct by-product of the behavioral

event interview (BEI) technique that was developed by

Hay/McBer.

The BEI technique is used by Hay/McBer specially trained

consultants when they have to explain the variation of

performance between people working in the same job, in a given

context. Samples of incumbents are interviewed and they

discuss, as precisely as possible, several recent job situations

where they have been active participants. The purpose is to find

out what high performers do that average performers do not or

what they do better or more often. The interviewer does not

know what he or she is looking for, the results are used in the

development of a competency model.

The purpose of the focused interview is not to understand what

leads to success in a job but to assess some specific


competencies of a person-and their suitability for a job. In this

case, the interviewer really knows what he or she is expecting

from the interviewer. So the interviewer asks for situations in

which there may be opportunities for the interviewee to

demonstrate the specific attitudes or behaviours. That means

that the interviewer is aware of the competency model that the

interviewee is being assessed against, and has control over the

type of job situations that are discussed. The interviewer will ask

questions like “Tell me about a time when you had to deal with a

difficult person”, if he wants to give the interviewee a chance to

relate how she demonstrated interpersonal sensitivity or

influence. The questions depending of course on the

competencies in the model and will be designed for specific

purposes.

A focused interview may last an hour and a half to allow a fair

and relevant view of a couple of personal characteristics.

In most cases focused interviews are conducted by HR

professionals, but can also be by line Managers .However, all

interviewers must have received specific training to make sure

they can use the interview technique and understand the logic

behind the competency model they are to assess people against.

PREREQUISITES Assessment may have important consequences for a person’s

professional and personal life. Also, the results of an assessment

process have to be accepted by the people in the company. So it


is important that assessors are carefully and completely trained

and that the focused interview technique is integrated in a clear

and comprehensive HR process.

This is why, before implementing tools and techniques, however

powerful these may be, organizations must consider all aspects

of communication and implementation, i.e. find answer to

questions like: how are we going to clarify the process for

interviewees, what kind of feedback are people expecting, how

does this process integrate with other aspects of HR in the

company, do we have answers in terms of development of

competencies?

HOW TO USE COMPETENCIES IN

ASSESSMENT

The assessment Centre adds value if it can find and bring in to

the job people who demonstrate that characteristics that drive

truly excellent performance. What these characteristics which

were last proven, by rigorous research, to be associated with

truly excellent corporate performance. A center, which is based

on the factors that are relevant to performance in the job, and

which is well run and properly observed, provides real support

to the organization in meeting its business objectives.

Once the competency model on which the Centre is to be based

is in place, the second challenge is to ensure that participants

have a chance to demonstrate the extent to which they possess


the competencies. This needs to be done through a range of

activities, which, between them, provide opportunities to

demonstrate the competencies. An example of grid, showing the

desired competencies and the activities in which they will be

demonstrated is in this figure.

Cogniti

ve Test

Business case

study

Group

exercise

Competenc

y- based

interview

Achievement drive

Analytical thinking

Planning and

organization

Team working

It is important that each competency should be observable in

more than one activity, so that participants have several

opportunities to demonstrate their capability in that area. This

also helps to ensure a rounded view of each participant, as

effective rotation of assessors observes each participant at least

once.


WHAT IS A ‘COMPETENCY BASED

INTERVIEW?

A competency- based interview is a particular type of structured

interview in which questions relate to a number of specific

competencies needed in the job. The interviewer asks the

interviewee to give examples of situations when he or she

demonstrated the required behaviors. In this way, a picture of

their relative strengths and weakness in each area can be built

up.

The style of interviewing is different from the traditional

biographical interview, in which the interview covers the

candidate’s work experience, education, training, circumstances,

health, motivation, etc. in a more general way. Such questioning,

provides a broad overview of career history but less relevant

information in relation to competencies.

HOW DOES ONE GO ABOUT CONDUCTING THE

INTERVIEW

Introducing the session

After introducing himself to the candidate and his role in the

process make the candidate comfortable and tell him (at the

initial stage) the next stages of the process.

Explain the idea and approach of “Competency Based”

interviewing. One should explain that:


You will focus on specific areas, which are critical for

success in the role.

You will ask him/her questions designed to provide you

with the information you need to make an informed

decision about their suitability.

All candidates will be asked the same/similar questions.

He/she can draw upon examples from previous work

experience, education, home life or social activities as

appropriate, so that you get a complete and accurate

picture of their characteristics, knowledge, skills and

abilities, which are relevant to the job.

One will need to keep them focused and may cut their

replies short at times when you have enough information.

You may or may not go through the educational

background in a traditional way.

Add that there will also be time about for question before

you close.

Ask if he/she has any question about the process or the

interview itself.


HOW TO USE THE SPECIFIC RELATED

QUESTIONS

Next, work through the questions for each competency in turn.

For interviews conducted with people who are not currently

working, refer back to some previous experience or period of

employment.

As one uses the questions:

Find out what opportunities the candidate has had to

gain skills related to the competency.

Encourage the candidate to identify examples from past

or present work experience , education and leisure.

Gain as mush specific evidence as possible.

Aim to explore more than one example for each

competency.

Try to explore both positive and negative information

(i.e. encourage them to discuss their strengths and

weaknesses; find out how severe their limitations are and

try to find out what they have done to overcome them.

To assist interviewers in conducting interviews relating to the

competencies relevant to a job, a competency based assessment

sheet has been designed (Annexure).


SUMMARIZING NOTES

When writing up your summary, one should:

List the candidate’s examples of their evidence as briefly as

possible along with each competency title on the

assessment sheet, or Make a short summary statement

about the candidate’s strengths and weakness on each

competency area.

Rating The Candidate’s Responses

Finally, ‘rate’ the candidate on each competency using the scale

below. It should be remembered to sign and date the ratings and

file them away securely, so that should any body needs to refer

to them at a later stage, the documentation gives a complete

picture of the process. In some cases, the task will involve

determining in questions whether the examples of behaviour

demonstrate the presence or absence of the competency in

question. In others, word the behaviors that the candidate

describes may be understood as being representative of both

positive and negative performance.

Use Of The Rating Scale:

The five-point scale is defined as shown below:

Rating Scale:

1. Poor : Marked weaknesses in most

areas of competency

2. Marginal : Some weakness in a number of

areas of reach an

acceptable standard.


3. Average : Acceptable in most if not all of

the areas of competency.

Weaknesses are not critical. Some strength

evident.

4. Good : Some clear strengths in some

areas of the competency

over and above what is acceptable. N areas

of significant weakness apparent.

5. Excellent : Marked strengths in all areas of

the competency. No

development needed at this level.

Use No Evidence (N/E) where your notes indicate this.

The Decision Making

Using the ratings

The final decision about the over all suitability of the candidate

for employment should obviously rest upon the ratings given.

There are a number of different ways to use the ratings to arrive

at a decision.

One could add up all the ratings to get a sum total, which could

be used to place the candidates in order. Rank them by listing

out their names, starting with the candidate with the highest

total score and ending with the candidate with the lowest total

score.


The first candidate is thus the strongest applicant at this stage.

This process may also include appropriately rated ability test

scores or other sources of information, if available at this stage.

Note that a candidate might gain an unacceptable score (below

3) on one or more competence and still achieve a higher rank

than others. To avoid this, you might wish to consider rejecting

candidates with a score of less than 3 on more then half of the

competencies and then placing the rest in rank order.


RESEARCH METHODOLOGY

The project was conducted under the following phases:

Phase 1:

To study the AS-IS system in the organization.

An attempt was made to understand the company, the

existing Recruitment and Selection system in order to

assess its effectiveness and suggest for further

improvement.

Phase 2:

Preparation of Questionnaire for assessing current Recruitment

and Selection System.

Questionnaire were focused on following levels:

Utilizing the questionnaire as a tool in finding the

interlineate with Recruitment and Selection.

Middle Level: Another questionnaire was drafted in order to

analysis the effectiveness of current Recruitment and

Selection system at middle level.

Phase:3

Comparative study with other business organizations

To find out what practices are prevailing in various other

business organizations, a market survey was conducted.


The number of companies contacted were: 8


The companies that were chosen were largely manufacturing

based business houses.

They were SAIL, BEL, GRASIM, ESCORTS, HONDASIEL,

RANBAXY, LG ELECTRONICS.

Phase 4:

To suggest the ways/ methods to make the existing system

more effective.

We have suggested and developed the competency profiling

on the basis of existing job Descriptions.

The recommendations were based on the internal and

external survey.

METHODS OF DATA COLLECTION

The questionnaire method is one of the most popular methods

to collect data, in this method a pre-designed questionnaire is

giving to the respondent, it has following advantages.

1. It is free from the basis of the interviewer; answers are in respondent’s own words.

2. Respondents have enough time to give well thought out answers.

3. Large samples can be made use of and thus results can be made more dependable and reliable.

Inspire of being a popular method of data collection it has some

disadvantage or limitations, which are as follows:

1. It can be used only when respondents are educated and

cooperating.

2. There is a possibility of ambiguous replies or omission of

replies altogether to certain questions; interpretation of

omissions is difficult.


3. It is difficult to know whether willing respondents are truly

representative.

INTERVIEW METHOD

In interview Method following two categories are found

PERSONAL METHOD.

FOCUSED METHOD.


PERSONAL METHOD

The major advantage of Personal interviewing is as under-

1. More information and that too in greater depth can be

obtained.

2. Interview by his own skill can overcome the resistance, if

any, of the respondent; the interview method can be made

to yield an almost perfect sample of the general population.

3. There is greater flexibility under this methods the

opportunity to restructure questions is always there,

especially in case of unstructured interviews.

4. Observation method can as well as applied to recording

verbal answers to various questions.

5. Samples can controlled more effectively as there arises no

difficulty of the missing returns, non-response generally

remains very low.

6. The interviewer may catch the informant off guard and

thus may secure the most spontaneous reactions than in

case of questionnaire.

7. The language of the interview can be adapted to the ability

educational level of the person interviewed and as must as

such misinterpretations concerning questions can be

avoided.

8. The interviewer can collect supplementary information

about the respondent’s personal characteristics and

environment, which is often of great value in interpreting

results.


There are also certain weaknesses of the interview method.

Some of the important weaknesses are as follows:

1. There remain the possibility of the basis of the

interviewer as well as that of the respondent; there also

remain the headache of supervision and control of the

interviewers.

2. Certain types of respondents such as important officials

or executive were not available for the interview

because they are on visit and to that extent the data may

prove inadequate.

3. This method is relatively more time consuming, specially

when the sample is large and recalls upon the

respondents are necessary.

4. The presence of the interviewer on the sport may over

stimulate the respondent, sometimes even to the extent

that he may give imaginary information to make the

interview interesting.

5. Effective interviewing presupposed proper rapport with

respondents that would facilitate free and frank

responses. The is often a very difficult requirement.

FOCUSED METHOD

Another interviewing technique used was focused interview,

which is meant to focus attention on the given experience of the

respondent and its effects. In this method the interviewer has

the freedom to decide the manager and sequence in which the

questions will be asked and has also the freedom to explore


reasons and motives. The main task of the interviewer in this

method is to confine the respondent to a discussion issues.


OBSERVATION METHOD

In this method inferences are drawn by observing the

respondent, the major advantages of observation method are as

under:

1. The main advantage of this method is that subject basis is

eliminated.

2. The information obtained under this method relates to

what is currently happening; it is not complicated by past

behavior of future intentions and attitude.

3. This method is independent of respondent’s willingness to

respond, as it is less demanding of active co-operation on

the part of respondents as happens to be the case in the

interview of questionnaire method.

However the method has several limitations:

1. The information provided by this method is very limited.

2. It is time consuming method.


THE PRESENT RECRUITMENT AND

SELECTION SYSTEM IN BHUSHAN STEEL AND

STRIP LTD.

Recruitment policy of the company is very transparent, flexible

and need based.

Recruitment policy includes the data bank, identification of

requirement (Human Resource Planning) and the actual

requirement sought by the department). Under company’s

recruitment policy following are the steps/procedures have been

practiced.

In external source there is campus recruitment, advertisement in

newspaper and the placement consultant are used where as in

internal sources personal reference and anticipated databank is

used.

During the Recruitment procedure there is identification of the

required position, requirement sought out by the department

and looking to the future expansion plan.

The above steps are being followed. Another steps which

involves Short listing the candidate, sending the letter,

arranging interview through channel of internal experts,

selection and offering the letter and finally induction.


In the present system as soon as there is a vacancy a requisition

comes from the relevant department to the personnel

department.

Personal Department finds out if the vacancy can be fulfilled

internally and so an internal notification is sent across to all the

units for the same.

In case the vacancy cannot be fulfilled internally, external

sourcing (advertisement in newspapers, jobsites, consultants

and personal references) is opted for.)

Resumes received are screened and good applicants are called

for the test.

A test in conducted (at entry level) and the candidates

shortlisted are called for interview.


Two rounds of interview are conducted and then a candidate is

short listed for the required post.

Reference check is done and fitment is decided.

Offer is given to the candidate.

Offer is accepted then the joining formalities are done.

A candidate goes through the induction and probation before

final absorption.

BHUSHAN STEEL & STRIP LTD.

EVALUATION SHEET

Date: Post Applied for:

1. Name:

2. Age:

3. Years of Experience:

4. Motivation:

5. Attitude:

6. Transactional Analysis:

7. Technical Skill sets:


8. Analytical

9. Trouble Shooting skills:

10. Family background:

11. Present Salary:

12. Salary Expected:

13. Any other observations:


SAMPLE SIZE DETERMINATION

Before deciding the sample size I was made aware of total

hierarchy of the company. So I have taken and chosen the more

interactive groups and interactive departments. With a view to

have real responses in Managerial Position, Asstt Manager,

Manager AGM, DGM were taken into account while deciding

Sample size. Thus a diversified core group with the guidance,

suggestions of P&A department was taken size was taken 50 and

the sample of questionnaire is distributed at random basis in

different layers (Top and Middle Level) of Hierarchy so that

majority views and be obtained. The survey was done taking the

nature of interaction with employees and day-to-day quantum of

workload assigned. The idea behind the survey was that by

adopting this process, the real outcome of majority thinking

could be revealed and also pragmatic view of all the questions

were obtained. Thus an effort has been made to make survey

more wishes of employees in general. It is heartening to know

that lot of new ideas and practical approach of getting the job

done and also a practical way of solving the complex issues were

intimated in a very definite and clear vision.


ANALYSIS OF QUESTIONNAIRE

(ASSESSMENT OF CURRENT RECRUITMENT

AND SELECTION PRACTICE AT BSSL)

1) The source of recruitment from where existing

employees come to know about the job; responses were as

follow:

Internal Reference 53%

Advertisement 40%

Other Sources 7%

It is evident that internal Reference and Advertisement are

the prevailing source of Recruitment in BSSL.

2) In order to assess the recruitment policy, the question

was asked whether they are satisfied by the recruitment

process by which they are selected, 90% of the

respondents gave favorable response. It is evident that

majority of the respondents are satisfied with Recruitment

process of BSSL.

3) Questionnaire results indicate that 83.33% of the

respondent fell that their colleagues have been selected by

the same process. It is evident that Recruitment policy of

the organization is quite visible and process is followed

impartially.

4) As it is evident that employees like to work in the

congenial environmental where culture is supportive and


healthy competition is prevalent, this way Quality OF Work

Life is very important dimension of Recruitment and

Selection effectiveness. Question was asked whether they

find their colleagues very pleasant and helping or not,

93.33% respondents gave response in favour of it. That

shows that in BSSL very cogenial environment is prevalent.

5) In order to assess Organization Commitment in

employees, question was asked on whether in a public

place they like to talk about this organization, 83.33%

respondents gave favorable response. It is evident that

Organization Commitment is very high in the employees,

that shows that Recruitment & Selection process is quite

effective in BSSL.

6) In order to assess their Organizational Commitment,

another question was asked whether they like to put their

relatives/friends for job in this company 70% respondents

gave favourable response, where 26.7% don’t’ like and

3.33% did not give any response. So it is evident that most

of the employees are committed enough to put their

relatives and friends in this organization. It also shows that

they find career growth in this organization and place to

work for as BSSL is effective enough to hire the right

person at right place at right time.


7) In order to assess the nature of the job employees are

interested to take and whether their present job meet out

their expectations, job nature dimensions give to the

respondents, responses on every dimension is as follows:

Job Nature Dimensions Percentage

Routine in Nature 10%

Demand Creative Thinking

13.33%

Demand new ideas 13.33%

Finding new method

16.67%

Challenging in Nature

26.67%

Involve Participation in Decision Making 20%

So it is evident that different persons are having different

expectations and interest areas.

On asking, whether their present job meets out their stated

interest, 80% of the respondents gave favorable response. It is

one of the important dimensions of Recruitment and Selection

effectiveness. Because when employees find their job interesting

they do enjoy the their work and again they are quite effective in

performing their role.

8) On job Nature dimension, another question was asked

whether they take job comfortably while working on not,


90% of the respondents gave favorable response. That

again shows that job person fit is there.

9) On job Nature dimension, question was asked

whether they are satisfied with their daily schedule or not,

83.33% respondents gave favorable response. It is evident

that they are clear about what is expected from them, what

are their role and responsibilities and daily schedule.

10) On Organization Commitment dimension, question

was asked fro how long will they like to continue with this

organization, responses were as follows:

5-10 years: 13.33%

10-15 years 23.33%

15-20 years: 20%

Till Retirement: 43.33%

So it is evident that on an average employees want to

continue with this organization.

11) On Quality of Work Life dimension, the question was

asked whether they leave their present organization under

certain conditions, responses were as follows:

Yes 53.33%

No 16.67%

- 30%


B) With more freedom to be professionally creative.

Yes 70%

No 10%

- 20%

C) With more status.

Yes 33.33%

No 16.67%

- 50%

D) To work with people who are little friendlier.

Yes 16.67%

No 23.33%

- 60%

This clearly depicts that for better future prospects, increase in

pay and more chance to be professionally creative they can think

of leaving this organization. That provides for scope of

improvement in Recruitment And Selection Process and also to

make the recruitment and selection process more effective.

12) On Quality of work life dimension question was asked

whether they find reasonable compensation package or

not, 80% of the respondents were in favor. That shows that

organization is successful enough to make employee feel

that they are getting reasonable compensation package.

13) On quality of work life dimension of recruitment and

selection effectiveness, the question was asked whether

recognition system is followed impartially or not, 86.67%


respondents gave favorable response. That depicts that

BSSL is continuously making and effort to not to just hire

and fire the employees but hire and develop.

14) On Organization image dimension of Recruitment and

Selection effectveness, question was asked how hour

organization is considered, responses were as follows:

People oriented 13.33% yes

Task oriented 53.33% yes

Combination of both 33.33% yes

15) On Quality of work life dimension of recruitment and

selection effectiveness, question was asked whether they

are getting from their colleagues and supervisors good advice

or not 93.33% respondents gave favorable response. That

states that there is good superior-subordinate relationship.

16) On Job Nature dimension of recruitment and Selection

effectiveness, question was asked whether they know exactly

what is expected form them, 93.33% respondents response was

‘yes’. That shows that their job descriptions to them are very

clear.

17) On Quality of Work Life dimension, question was asked

whether they are getting ahead in the company or not, 93.33%

respondents gave favorable response. That shows that

organization is making effort towards their career growth and

continuous improvement.

18) Respondents did not give any suggestion in order to

improve recruitment and selection process effectiveness that


shows employees are satisfied with existing system and don’t

that it’s lacking anywhere.

Thus whole questionnaire analysis was done on following

dimensions:

Recruitment Policy

Job nature

Quality of Work Life

Organization Commitment/Image

On the basis of questionnaire analysis it can be drawn that

Recruitment and Selection is quite effective in this organization

that states that organization is making an effort to hire right

person at right place at right time.


COMPARATIVE ANALYSIS SURVEY-

RECRUITMENT AND SELECTION

PROCEDURES

OBJECTIVES

To suggest the ‘to be’ system for the organization a comparative

study was carried out. The objective was to find out the

practice in various organizations and then suggest to BSSL the

best of the practices across various business organizations.

CRITERIA

The criteria for choosing the companies was largely that they

should be manufacturing based.

The information that was collected was largely on

1. The initiation process-Need Analysis.

2. Sourcing of the right candidates.

3. The Selection Criteria adopted.

4. Data related to time spent on induction, probation etc.

Comparative analysis-analysis and findings

The following organizations are approached for survey

SAIL

BEL

GRASIM

ESCORTS

HONDA SIEL

RANBAXY


JINDAL

LG ELECTRONICS

The criteria for making in the chart is as follows:

Yes – if the system is already present and practiced.

PL- the system is in the pipeline.

IP- The system is informally present but no formal

documentation and policy as such.

Blank Space- there is no such practice in the organization.

“-“ is marked for the information which was available.

The following observations can be deduced after the analysis.

a) Need Analysis

It could be observed that manpower

budget is made in most of the organization at the

beginning of the year.

Most of the organization are under

Expansion and Restructuring. For example, BEL,

GRASIM, HONDA SIEL, ESCORTS AND BSSL.

In most of the organizations BEL,

GRASIM, HONDA SIEL LG ELECTRONICS, BSSL

HUMAN Resource Planning is both Projects based and

vacancy based.

Most of the organization are having

job Descriptions. But only 5 organization Grasim, Honda

Siel, Ranbaxy, Escorts and LG Electronics are having

job Descriptions at all levels.


Competency Profiling is not that

common to all the organization. Successful companies

like Ranbaxy, Grasim, Escorts and public sectored SAIL

have adopted this new concept for hiring the right

candidate for the job. Honda SIEL, BHUSHAN STEEL

AND STRIPS LTD. Do have competency profiling but it is

not documented and the process can still be called in

pipeline.

B) SOURCING

Internal sourcing as a part of the recruitment system

is encouraged in most of the organizations and very

popular in BSSL, Honda, Siel, Escorts.

Recruitment through internal promotions and

transfer are there in BEL, Honda Siel, SAIL and BSSL.

Recruitment database in not available with most of

the organizations and those who have database are

successful groups like GRASIM, and BSSL.

In external sources most prominent sources are

Advertisements, Consultants and E- recruitment’s.

C) SELECTION

Structured interviewing is a very uncommon

phenomenon with most of the organization, companies

like ESCORTS, RANBAXY and BSSL have structured

interviewing where a candidate is asked questions not


only to find out his knowledge proficiency but a skill set

(Behaviour, Attitude and Aptitude) which is required on

the job.

Psychometric testing is these days becoming an

essential tool in the selection process. Many

organizations have already introduced this system with

tem but in general the feedback is that it is usually not

much helpful. On one hand it saves time of the Senior

Management on the other hand the entire task is cost to

the company.

All the organizations feel and practice the important

of the interview in the process of Selection and hence

encourage the interaction of the employee with the

Management as much as possible. Another hidden

motive is to understand the mindset of the employees

before he is finally selected.


INDUCTION AND ABSORPTION

A vary important aspect in itself which can make a new

candidate stay or breakaway is the time and quality of the

induction he gets in the organization.

Most of the organization feel that a time span of 2

months is good enough for a candidate to understand

the organization but not many of them were ready to tell

what exactly/how exactly it happens in their

organization.

An average feedback of probation period is 6 months,

during which the employee is given appropriate training.


RECRUITMENT AND SELECTION IN OTHER

BUSINESS ORGANIZATIONS

1. SAIL

SAIL is one of the leading public sector and largest steel

manufacturing organization of India SAIL directly employs

engineers in every discipline plus professionals in the field

of marketing, R & D, Finance, Materials, Personnel,

Medicine etc. SAIL goes for a batch recruitment at the

beginning of the year and usually promotes the entry level

vacancies only.

Both project and vacancy based manpower planning

at the beginning of the year.

Recruitment is done only at the lowest level-they are

put on training and finally confirmed on job.

They are usually taken in line functions and then

trained for the higher positions.

Succession planning is encouraged in the

organization.

Open competition- entrance tests all India basis is

conducted and at certain other positions.

Fresh engineers-65% min. marks in engineering.

Campus interviews are conducted.

The weight age to entrance test-60% GD and

intervew-20% each where the attitude and aptitude is

tested.

A prior training is given on how to conduct interview.


Stress is laid down in judging the aptitude and

knowledge of the candidate.

A designed interview assessment sheet is used.

Competency is identified outside consultants hired for

the same.

Specific skills.

Turnover rate-2%.

Usual stay with SAIL-5-7years at least.

Around two months of induction is given and a person

is put on probation of 1 year.

2. HONDA SIEL POWER PRODUCTS LTD.

A joint venture of Honda and Sriram Industrial Equipments

Limited. Honda Siel is into diverse fields. Honda Siel Power

Products Ltd., is one of its manufacturing division. Honda

Siel Promotes people development along with its business.

On a requisition right Sourcing is done preferably

through consultants, advertisements and jobsites. The

objective is people development.

A program is developed for internal Sourcing and

communication is sent across organization for the same.

Pre interview notes are distributed and skill tests are

defined for each post, thus giving a fair idea to the

interviewer.

Generally 4 people in the interview panel-2 people from

the same field, 1 person from the related field. HR

personnel as a bystander in the interview.


They have no softwares for selection and its is absolutely

people based selection.

Job descriptions defining competencies available.

Though practiced but no documentation for competency

profiling and so based selection system.

A specific assessment sheet is being used.

Attitude as well as aptitude along with the knowledge

prifile is considered very important in the selection.

Ability to learn, probability to stay and sharing

knowledge are few of the criteria’s kept in mind for

selection at the entry level.

3. RANBAXY

One of the world’s largest pharmaceutical company. A

multinational concern with India base the organization has

a large workfare and HR thus is a very important and

essential ingredient to the management. With a workforce

of over 1300 managers across the world recruitment and

selection in the organization has to cater to the needs of

different locations and their respective environments.

Thomas Profiling system for Right Hiring is used for the

selection.

The company believes in encouraging to infuse young

blood in the organization and they go to campuses like

IIM, FMS, XLRI, MDI etc.

They also have a panel of consultants which cater to the

regular supply of manpower for Ranbaxy.


Internal Sourcing is also encouraged. People usually

stay for 2-3 yrs in the company and a succession in their

career plan comes and after discussion of superiors.

A competency based recruitment and selection system

prevails but no data or criteria regarding the same has

been revealed.

Multiple teams-supervisor assess their candidates and

define the competencies needed to do the job best.

Both structured and unstructured interviews are

conducted which go upto 3 levels.

Regional engineering colleges are preferred for all the

technical recruitments but still a technical test is taken.

Normal stay with the organization is for 2-4yrs.

An induction for 1-2 months depending on the critically

of the position is given and probation period extends

upto 1 year where the candidate are taken for a training.

4. LG ELECTRONICS

The largest MNC is the field of electronics and electrical

devices today LG is a name to be associated with. They

follow the typical Korean culture in India and that may be

one of the bottleneck for their success. People, their

development and their association with LG holds one of the

priority tasks with HR at LG.

Recruitment through advertisement all based on net and

consultants.


Asia wide recruitment done. Arthur Anderson and KPMG

are official consultants.

Psychometric testing done customized for LG.

Around 104 questions to be solved to assess the personality

type.

And then called for interview which are 2-3 rounds.

The final round usually with the senior level people.

Focus is on the attitude of the candidate, commitment and

skill proficiency.

Competency based selection system prevalent, job

descriptions define the skill set.

Training is given tot eh panel, which is decided before the

interview for the specific job.

5. GRASIM INDUSTRIES LTD, TEXTILE DIVISION

GRASIM is the first company in India recommended for the

ISO 9001, an international certification of quality by BVQI

which is an internationally acclaimed certifying agency.

The production of quality fabrics has been a beacon light

for the company’s endeavor. Right from its inception, the

company has been assuming the foremost position among

the quality improvements through the years, today enjoy

and excellent market regulation especially among the

fashion conscious elite. To sustain its position as the

market leader and trendsetter, the company invests in

continuous research and modernization program.


GRASIM holds one of the priority tasks with HR at

GRASIM.

Recruitment follows the manpower requisition.

Human follows the manpower requisition.

Human Resource Planning is both Project and Vacancy

based.

In external source the most popular source in this

organization is Advertisements.

Psychometric testing is not done at GRASIM.

There are 2-3 rounds of interview.


skill proficiency.

Competency based selection system is prevalent at all

levels. Job descriptions define the skill set and they are at

every level.

6. BEL

Bharat Electronics Ltd is a professional electronics

company of India. it was established in 1954 to meet

defense needs of India.Since then BEL has grown to multi

product, multiunit and technology drive company. It

believes in Quality, Technology and Innovation. Its mission

is to be the Market Leader in defense and other chosen

field and products.

At BEL Recruitment follows the manpower requisition.

All Recruitment is through advertisement and through

Campus.


Psychometric testing is practiced in process of selection.

Competency based selection system prevalent is at Top

and Entry level. Job descriptions define the skill set.

There are 1-2 rounds of interview and interview is of semi

structured type.

7. ESCORTS

Escorts a name that symbolize growth achievement,

technological strength and most of all, it signifies a

commitment to the highest standards professionalism. With

a fraternity of 22000 employees, 20 manufacturing plants,

and turnover exceeding Rs. 3400 crore, the escorts group

today ranks among the leading engineering conglomerates

of the country. Beginning as a small agency house in

Lahore in 1944, escorts, after independence moved its

headquarters to Delhi and played a pivotal role in the

execution of several major at projects.

At Escorts :

Recruitment follows the manpower requisitions.

Job descriptions are there at all levels. Similar Competency

Profiling is done at all levels.

Internal References are used, and in external sources most

prevalent sources are Advertisements and consultants.

The interview is of structured nature.


skill proficiency.

8. Jindals Strips Ltd.


Jindal Strips is of reputed Jindal group, which is know for

its Quality products that comes from quality of people and

that is the outcome of effective recruitment and selection.

Recruitment follows the manpower requisitions.

Job descriptions are there at all levels, Similarly

Competency profiling isdone at all level.

Internal References are used, and in external sources most

prevalent sources are Advertisements and consultants.

Psychometric testing is not there.

The interview is of structured nature.


skill proficiency.


CONCLUSION

“Well beginning is half done”

I am able to meet out my set objective laid down prior to the

study that is conducted at BSSL.

In first phase: I had studied their prevailing system. In order to

assess its effectiveness i adopted three different techniques viz:

Observation, Interview, and Questionnaire. My survey

Recruitment and Selection process is quite effective on various

dimensions viz: Quality of Work Life, Recruitment Policy,

Organizational Commitment/ Image, And Job Nature

Dimension.

Also comparative analysis was done in order to find out the

prevailing recruitment in manufacturing system. I did a

comparative analysis with other companies and was able to get

useful information regarding prevalent practices in

manufacturing sector.


RECOMMENDATIONS

With this philosophy, the company has made considerable

progress since its establishment. Tough through our study on

various aspects of Recruitment and Selection process. The

effectiveness was quite high and favorable but in order to

remain competitive and maintain stability, there is scope for

improvement or enhancement to achieve organizational

excellence. As development is a progressive series of change in

an orderly way. Our recommendations on Recruitment and

Selection after deep analysis are as follow:

FOR RECRUITMENT AND SELECTION

Job descriptions at entry level are required in order to have

role clarity. Moreover the turnover is high at entry level.

Competency based Recruitment and Selection system is

suggested at middle and entry level and it should have

proper documentation because of the following reasons:

Organizations should have control on employee turnover

to a great extent.

Three is need for people who can adopt and be

successful to select the right person on the job.

Job profiling would also help to find out the gap between

the competencies required and the competencies

possessed by people in the organization.

Competency profiling would help gain the competitive

advantage. A company which wants to increase its

market share by getting more from its current

employees and hiring the best in the outside market will


gain a great deal in bottom line savings from an

accurately defined model of superior performance.

A better and more competent workforce can be

generated by right hiring.

There should be more focus on other sources as data

support that mostly employees are recruited on personal

references.

WHY DO WE EMPHASIZE ON THE COMPETENCY BASED

SYSTEM?

There is a need that the people in the management make their

employees realize their potential and understands what set of

competencies are required in them for achieving excellence in

their jobs. If company has to compete with global players, it

needs to have the workforce who is ready and adaptable to the

ever-changing market scenario.

Of late, organization wishes to recruit people who fit their roles

in terms of knowledge, skills, aptitude and behavior, thus taking

in the high performing people only. The company wishes to

recruit people who should have the right aptitude as well as

attitude on the job. This led management to think of introducing

a competency based selection system, which would result in

selection of people who can not only fit into the present business

environment but also would be able to face the future needs and

roles.


Psychometric testing can be used in the selection process. As

they are measures of individuals psychological makeup and

personality and as such are extremely powerful instruments.

Test related to personality can be helpful in getting the right

kind of people and also to make Recruitment and Selection

process more effective.


BIBLIOGRAPHY

The project required a lot of literature survey before it saw the

light of the day. The first step was to clearly understand the

concept of Recruitment and Selection and Role Efficacy and the

concept of Competency for which reference were:

Recruitment And Selection

Dale Margaret Crest Publishing House (a JAICO

Enterprise).

Instrument for Training in HRD

Pareek Uday

People & Competencies

Boulter Nick Murray Dalziel and Jackie Hill

Competencies At work

Spencer M Lyle and Spencer M Singne.

Essentials of Human Resources Management and

Industrial Relations.

Rao, P. Subba Himalaya Publishing House.

Magazines:

HRD Newsletter, Human Capital HRD Journal and India

Management.

Web sites:

www.lycos.com

www.humancapitalonline.com

www.hr.com

BSSL Brochure, Manual, Files Records.

http://www.hr.com/

http://www.humancapitalonline.com/

http://www.lycos.com/


QUESTIONNAIRE

I ‘Neha Papneja’ student of ‘Jaipuria Institute of

Management, Ghaziabad doing M.B.A. (III Semester). As part

of our circulars doing summer training project tilted

Assessment Of Current Recruitment And Selection

Procedure at Bhushan Steel & Strips Limited in your

esteemed organization. As part of my project I need your

valuable information that will help me in the completion of my

project. I assure you that the information given by you will be

kept secret and not revealed out.

Personal Information

a. Date of joining

b. Designation

c. Department

d. Age

e. Educational Qualification

f. No. of Promotion (till date)

g. Monthly Income

(i) Less than 10,000 (ii) 10,000-15,000

(iii) 15,000-20,000 (iv) 20,000 and above

1. Identify the source of from where you came to know about

the job?

Advertisement.

Consultant.

Personal Reference.

Campus.

E-Recruitment.


Others.

2. You are satisfied by the recruitment process by which you

are selected.

Yes No

3. Do you feel you colleagues have been selected by the same

process?

Yes No

4. Your colleagues are very pleasant and helping.

Yes No

5. In a public you like to talk about this organization

Yes No

6. You like to put your relatives/friends for job in this

company.

Yes No

7. (a) You are interested to take jobs that are

(i) Routine in nature. (ii) Demand creative thinking.

(iii) Demand new ideas. (iv) Finding new methods.

(v) Challenging in nature (vi) Involve Participation in

Decision-making

(b) Your job meet our your above stated interest

Yes No

8. You take job comfortably while working

Yes No

9. You are satisfied with your daily schedule:

Yes No


10. How long will you like to continue with this

organization.

(i) 5-10 years (ii) 10-15 years

(ii) 15-20 years (iv) Till Retirement

11. You leave present organization under following

conditions:

(i) With an increase in pay.

Yes No

(ii) With more freedom to be professionally

creative Yes No

(iii) With more status.

Yes No

(iv) To work with people who are a little

friendlier. Yes No

12. Company has a reasonable compensation package.

Yes No

13. Recognition system in organization is followed

impartially. Yes No

14. Your organization is considered as:

(i) People-Oriented.

(ii) Task-Oriented.

(iii) Combination of both.


15. You get good advice from your colleagues and

supervisors to improve your performance? Yes

No

16. You know exactly what is expected form you.

Yes No

17. You are getting ahead in the company.

Yes No

18. Your suggestions for improvement in recruitment

and selection process, (if any)

……..……..……..……..……..……..……..……..……..……..……..

……………

……..……..……..……..……..……..……..……..……..……..……..

……………

……..……..……..……..……..……..……..……..……..……..……..

……………

……..……..……..……..……..……..……..……..……..……..……..

……………

……..……..……..……..……..……..……..……..……..……..……..

……………

……..……..……..……..……..……..……..……..……..……..……..

……………

Thank You


QUESTIONNAIRE

I ‘Neha Papneja’ student of ‘Jaipuria Institute of

Management, Ghaziabad doing M.B.A. (III Semester). As part

of our circulars doing summer training project tilted

Comparative Analysis of Prevalent Recruitment and

Selection Practices as part of my curriculum. I have designed

a questionnaire which will give me the required insight and will

facilitate in understanding the prevalent practices in the

esteemed organization.

Please Tick Mark ( ) where required.

Q1. Do you have Human Resource budget in your Organization ?

Yes No

Q2. Human Resource Planning in your Organization is;

Project Based Yes No

Vacancy Based Yes No

Q3. Is your Organization under Expansion and Restructuring?

Yes No

Q4. Do you have job Description in your Organization at

following Levels;

Top level Yes No

Middle Level Yes No

Entry Level Yes No


Q5. Do you have Competency based Recruitment Model in your

Organization at following levels;

Top Level Yes No

Middle Level Yes No

Entry Level Yes No


Q6. Identify which Recruitment sources are used in your

Organization.

Internal Reference Yes No

Data Bank Yes No

Promotions/Transfers Yes No

Advertisement Yes No

E-Recruitment Yes No

Consultant Yes No

Campus Yes No

Compettiors’ Employees Yes No

Q7. To what extent the following criteria are used for Selection in our organization?

Criterion To a great

extent

To a

Extent

Indefinite To a

little

Extent

T a very

little extent

Knowledge

Experience

Abilities / Skills

Aptitudes

Interests

Q8. Does your organization take any written test or GD?

Yes No

Q9. Is the there are preliminary Interview taken?

Yes No

If, Yes how many rounds_____________________________________

Q10.Which approach is used for Interviewing the Candidate?

Structured Yes No

Semi-structured Yes No


Unstructured Yes No

Q11.Is there any Psychometric Test taken for selection?

Yes No

Q12. You give any Pre-placement talk?

Yes No

Q13. Does Company give any Induction to new entrants?

Yes No

Q14. What is the duration of Induction in Your Organization?

__________________________

Q15. What is the duration of Probation in Your Organization.

__________________________

Q16. What is the yearly Employees Turnover rate in your

Organization?

__________________________


THOMAS HIRING PROFILING SETS

A variant of psychological test, the Thomas Profiling Hiring

Technique form a vital selection device as well as offers insight

into how the candidate can be developed after he sings up. If

facilities the best behavioral fit between person and the job. It

was devised by new York based Thomas International

Management System in 1945. this technique can be used to

recruit, train, and counsel employees as well as build teams. It

can be adapted to suit different companies and employees career

aspirations. It can be adapted to suit different companies and

employees career aspirations. It embodies two elements.

The personal profile analysis (PPI), which highlights the

behavioral characteristics of the applicants.

The Human Job Analysis (HJA), which indicates the

behavioral requirements of the job.

THE PERSONAL PROFILE ANALYSIS (PPA)

The PPA measures an individual behaviour in the work place and

indicates how the would be employees sees himself, how he is

likely to behave under pressure, and how he is likely to be

perceived by others.

It suggests behavioural differences between individuals internal

and external motivation factors. It is obtained by a 24-point

questionnaire, which can be completed within 10 minutes by the


applicant. The data is then analyzed by software devised by

Thomas international Management Systems. The analysis

provides a 3 page report behavioral profile of the applicant .

questions like:

Where will he most productive.

Is he good in Communication

Is he self starter

How is he best motivated? Could be answered.

The PPA evaluates an applicants behaviour vis a vis

dominance, influence/ inducement. Steadiness and

compliance/ competence. These characteristics are shown

as a behavioral grid. The personal manager can use the

PPA to prepare a profile of the individual on a bell shaped

curve, which will indicate his strengths and weaknesses.

THE HUMAN JOB ANALYSIS (HJA)

It compares the skill sets and behavioral patterns demanded

by the job with those of the candidate. The potential

employee is administered a battery of tests, while HJA of the

post is evolved by the HR manager through structured

discussion with his would be superior. Based on the results,

the divergence between the two is determined to ascertain

training inputs for effectuating behaviroural changes.

Combing the PPA and HJA, it is possible to prepare Thomas

International Profiling System. The customized TIPS


software cerates the behavioral profile of the candidates

and the job, which can be prepared to arrive at the best fit.


RESEARCH METHODOLOGY

The methodology adopted for this market research is

explained below:

DEFINING THE RESEARCH PROBLEM AND OBJECTIVE

DEVELOPING THE RESEARCH PLAN FOR COLLECTING INFORMATION

IMPLEMENTING THE RESEARCH PLAN-COLLECTING AND ANALYZING DATA

INTERPRETING AND REPORTING THE FINDINGS


Criteria / Company Name SAIL BEL GRASIM HONDA ESCORTS RANBAXY LG JINDAL

NEED ANALYSIS1. Human Resource Budget 2. Human Resource Planning

a) Project Based b) Vacancy Based

3. Expansion & Restructurning 4. Job Description done or not

a) at top levelb) at middle levelc) entry level

5. competency based modela) At top levelb) At middle levelc) Entry level

SOURCING 1. Internal Sourcing

a) Internal referenceb) Promotions & Transfersc) Data Bank exit or not

2. External Sourcing a) Advertisementb) E-Recruitmentc) Consultant d) Campuse) Head Hunting

TURNOVER RATE SELECTION1. Criteria for Selection

a) Knowledge b) Experience c) Ability / Skillsd) Attitudes e) Interest

2. Psychometric Test 3. Any Written Test or GD?4. Any preliminary interview

Interview style a) Structuredb) Semi-structured c) Unstructured

5. Rounds of Interview6. Any Preplacement Talk? INDUCTION & ABSORPTION A) Induction GivenB) Time Span Of Induction (Ms)C)Time Span Of Probation (Ms)

Yes

YesYes

No NoYes

Yes

YesYesNo2%

Yes

YesYes YesPLYes Yes

PL

Yes 2 to 3Yes

Yes 2ms1year

Yes

YesYesYes

YesNoYes

YesNoYes

NoYesNo

YesNoNoYes

3%

YesYesYesYesYesYesYes Yes

NoYesNo

1 to 2 No

Yes6ms6 ms

Yes

YesYesYes

YesYesYes

YesYesYes

No

Yes

Yes

2%

YesYesYesYesYesNoNoYes

NoNoYes

Yes

No

6ms

Yes

YesYesYes

YesYesYes

YesYesYes

YesYesYes

YesYes

5%

YesYesYesYesYes

Yes

IPNo Yes 2Yes

Yes

YesYes

YesYesYes

IPIPIP

Yes

Yes

YesYes

6%

Yes

2Yes

Yes

NoYes

YesYesYes

YesYesYes

Yes

YesYesYes

7%

YesYesYesYesYesYes

Yes

No Yes No3IP

Yes1-2ms6ms

Yes

YesYes

YesYesYes

Yes

YesYes

12%

YesYesYesYesYesYesYes Yes

NoYes Yes 2 to 3Yes

Yes1-2ms6ms

Yes

YesYes

YesYesYes

YesYesYes

Yes

YesYesYes

15%

YesYesYesYesYesNo YesYes

Yes

2Yes

Yes10-15d1yr.


EXECUTIVE SUMMARY

The project “effectiveness of Recruitment and Selection Process

at BSSL” is undertaken under the guidance of Mr. S.K. Gupta

(AGM, P&A). It looks deep into the effectiveness at Senior level.

It also provides a comparative study of BSSL with some national

and international companies with similar profiles to discuss their

hiring system and suggest to BSSL.

On the basis of feedback through questionnaire, interview and

observation method, we find out that Recruitment and selection

process is quite effective, Management of BSSL is constantly

making efforts to make the company the best place to work for

in truly professional way.

Our analysis is based on sample results. It was difficult to meet

personally in order to get questionnaire filled by senior level

employees, representatives of various business organizations

due to their busy schedule. There was time pressure.

Competency based Recruitment and Selection system is

suggested at middle and entry level. Psychometric testing can be

used in the selection process. As they are measures of

individuals psychological makeup and personality and as such

are extremely powerful instruments as find out from our

comparative analysis results.

In order to make them proactive., it is required to provide them

with such kind of environment, and equally have people


orientation too in order to make a company best place to work

for high performers and creating a congenial environment.


CONTENTS

Executive Summary

Objective

Company Profile

Theoretical background

Recruitment & Selection

Research Methodology

Practical Observations

As-is system

Findings & Analysis

Sample Size Determination

Evaluation of Questionnaires Results

Effectiveness of Recruitment & Selection

Process

o Comparative analysis

Conclusion

Recommendations

Bibliography

Annexures

bhushan steel and strips ltd. hr

Documents