hr presentation on recruitment

8/12/2019 HR Presentation on Recruitment

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A study on theRecruitment processCompany Highlighted: Jamshedpur Utilities and Services

Company (JUSCO)

:


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What Is Recruiting ?

Process of discovering potential candidates for actual or anticipated organizationalvacancies.

Linking activity that brings together those with jobs and those who seek jobs

About JUSCO:

Jamshedpur Utilities and Services Company- A wholly owned subsidiary of TataSteel,Ltd.

Indiasonly comprehensive urban infrastructure service provider.

Was earlier known as Tata Steel-Town Division, (Cost Center); hived off into aseparate entity with its own cost center as it was perceived to be a potential revenuecenter.

Currently provides Town Services for Jamshedpur under the aegis of Tata Steel; alsodiversified into external infrastructure and service projects.

Primary clients: general citizens, tata steel, various city corporations, townships,individual industries and plants

Mandate- convert an obligatory service into a customer focused sustainablecorporate entity;Its services include water, power, infrastructure, public health andhorticulture services.

Introduction


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Recruitment at JUSCO and summary:

Purpose of this PPT- to analyse to process of recruitment and

changes since inception at JUSCO Was primarily external in nature initially-shadowed the Tata

Steel model;At later stages, this model changed,externalrecruitment was toned down and internal recruitment wasfocused upon for strategic reasons discussed later

Should JUSCO start recruiting externally again ? Should itadopt a more holistic model,given its new position as anInfrastructure service provider countrywide?

Literature review:

JUSCO,ltd website;

General documents on recruitment @the Tata Group

Offer letters and communication mails;

General interview forms and processes as well as key notices


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Methodology of recruitmentOverview:

Recruitment at JUSCO, regardless of the channel followed, goes through the usualcycles of planning, recruiting, selection, induction, training, allocation and

attrition/retirement.

Primarily service & construction firm- varied talent requirements; wide customer base,

both industrial and non-industrial

Replicated the system followed by Tata Steel, being a wholly owned subsidiary; with

diploma trainees, graduate trainees; lateral entries; tata steel transfers; and temporaryworkers.

Organisational-structure 11 commissioned levels, (E0-E6,O1-O3), apart from the

supervisors and foremen coming under the unionized categories.

The managerial and officer level posts are governed by company laws and appraisals;

the unionised category people are governed by the rules applying the the TWU.(Tataworkers union). Recruitment policy mostly same throughout but more focused on the

non-unionised category because of unified and flexible standards.

Vacancy created on accounts of attrition, retirement or new manpower/skill

requirements leads to the part or entire cycle of recruitment as the case may be; this

vacancy is fulfilled, at all levels, through 2 key methods- internal and external

recruitment, each of which is explained.


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Internal recruitment

Mostly departmental, or project specific; attrition or retirement alsocreates departmental need, but this is mostly on account of newprojects or town jobs

Department creates a JD, specifies time frame, pay-grade, scale ofwork, required skills, required qualifications; is forwarded to HR. a pre-requisite is often sanction from the MD; but this is seldom required forinternal recruitments.*

Once decided that vacancy is to be filled internally, the JD,experience

and qualifications,after vetting by the HR, is floated, both throughemails and on notice boards.(on the intranet website and hardcopies)

CVs are made available internally; candidates may also be askedseparately for updated CVs as per dept. needs. After shortlisting,interviews are held with suitable HR and technical panel members. Awritten round may also be held in case of large no. of applicants.

After compilation of results and selection, notice updated at concernedplaces and the opening is closed. The selected candidate is thensuitably transferred through due notices within a stipulated time andcompensation is adjusted for location and position.


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External recruitment

Similar to internal recruitment, requirement generated fromvacancies/resignations/retirements; may also be a central plannedneed. In the case of departmental need, MDs sanction is a must before

approaching GM,HR; for central recruitment, a general consensus ismade as per yearly strategic plans.

3 main methods identified- campus recruitment(GTs); Diploma fresherrecruitment (DTs); lateral recruits (Post specific); Tata Steel transfer(Strategic, higher mgmt.); Tata World employees

Campus recruitments (until 2011,discontinued) had standard campuses to bevisited; trainees recruited, inducted,trained for an year, assigned depts. (asmanagers) As per training scores and competencies- similar process for DTs,at lower posts.

Lateral recruitment involves the drafting of ads by the HR dept; riders are alsosent out to specific consultants/HR firms

Process similar after receipt of CVs- screening, vetting, and interview by

HR/Technical members.After scoring, tabulation and evaluation, suitable candidates are selected,

provided confirmation and offer letters, joining dates after medical fitnesstest and MD approval (negotiation of compensation done after 2ndshortlisting)


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Key Observations and notes

Tata Steel transferred employees are mostly an internal process as far as tata steel isconcerned; more often, this is an outbound than inbound process, or involves the highermanagement with lesser scopes for JDs, and more for leadership

Tata World employees are mostly senior level employees with substantial work-ex; the processfollows a similar path as the internal recruitment, except that this being internal for the Tatagroup

Employee referrals are an encouraged and important source of recruitment; such referrals maywork on special vacancies, but can also work for a normal recruitment drive after the referraldetails are noted

Of late, on account of high CTCs, attrition, unproductive cycle and low revenues, JUSCOstopped recruitment of GTs and most external recruitment except for specialised roles; mosttalent management is in-house; for on-site projects, it resorts to contractual recruitment,outsourcing it to firms like Ma-Foi after providing them with CVs and conducting interviews.Based on performance, some employees may be made permanent after due approval.

GT interviews were 4 staged- written,GD,technical and HR; lateral interviews are mostly single

panel or dual panel depending on the grade; and interviews are quantified through scorings invarious areas like communication , technical awareness, confidence etc with suitable ratingsand weightages; minimum score of 60 or above as decided.

All appointments are subject to fitness approval at the TMH for Jamshedpur bound candidatesor suitable Tata Steel allies for site recruits. Therafter, the MD approves the CTC and profilefollowing which, offer letters are sent out.


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vacancy

external

campus

graduate

diploma

Lateral/rolespecific

consultants

Permanent/temporary

advertisements

Job specific

referrals

Depends onpresent

vacanices

internal

Inter-dept/sitestransfer

employees

Graphical Representation of Recruitment Model


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Result and AnalysisResult: JUSCO follows both Internal and External Recruitment On-campus recruitment has been scrapped in 2011 In 2012 JUSCO started laying-off people (indirectly)depending on individual performance in the

department As it is implements top down approach first the Managers, Department head and supervisors were

laid-off then sub-ordinates

Recruitment would solely take place depending on requirement rather yearly or quarterly basisrecruitment After scrapping On-campus recruitment all the External Recruitment activities were outsourced to

the job portals or agencies, or through tata stee transfers/referrals depending on the level

Analysis: Management was not stable and within four years it has changed its Managing Director thrice First MD was aggressive recruiter, second MD was neutral towards recruitment process and third MD

against new recruitment; focused mainly oncutting the fatas mentioned in internal meetings; JUSCO was over staffed due to talent mismanagement and mismatch between requirement and

recruitment JUSCO was making losses in major of the departments which was also one of the reasons for laying-

off people Internal recruitment was favored more than external recruitment There was a massive vertical restructuring, with new business verticals emerging ,which had a

consolidated structure and tried to map talent more fficiently


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Conclusion and Recommendation

Conclusion:

As the company is currently under restructuring and repositioning its businesses it has stoppedrecruiting GraduateEngineersfrom campuses

Recruiting has hit stagnancy- raising doubts about the capacity of JUSCO as an efficient employerand one that upkeeps the tata principles of employment and employee friendliness.

Has been hit by severe attrition-something that needs to addressed immediately; the system oftalent management and mapping is in the interim phase and yet to reach zenith.

Recommendation:

JUSCO should start visiting the campuses again as the need to position themselves as the best

recruiter in order to get the best talent of the campus. Attrition needs to be stopped and talent needs to be both retained nd acquired; a healthy

recruitment cycle needs to be maintained for sustenance.

Good trainee engineers will help in expanding the businesses of JUSCO.

Internal employees should also be given a chance if any suitable position in vacant..

Good training and other facilities should be provided to stop the attrition rate of JUSCO

hr presentation on recruitment

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