recruitment and selection process main project by mahesh
DESCRIPTION
INTRODUCTIONA Human Resource Management System (HRMS, EHRMS), Human Resource Information System (HRIS), HR Technology or also called HR modules, or simply "Payroll", refers to the systems and processes at the intersection between human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field, whereas the programming of data processing systems evolved into standardized routineTRANSCRIPT
INTRODUCTION
A Human Resource Management System (HRMS, EHRMS), Human Resource
Information System (HRIS), HR Technology or also called HR modules, or simply
"Payroll", refers to the systems and processes at the intersection between human resource
management (HRM) and information technology. It merges HRM as a discipline and in
particular its basic HR activities and processes with the information technology field,
whereas the programming of data processing systems evolved into standardized routines
and packages of enterprise resource planning (ERP) software. On the whole, these ERP
systems have their origin on software that integrates information from different
applications into one universal database. The linkage of its financial and human resource
modules through one database is the most important distinction to the individually and
proprietary developed predecessors, which makes this software application both rigid and
flexible.
The function of Human Resources departments is generally administrative and not
common to all organizations. Organizations may have formalized selection, evaluation,
and payroll processes. Efficient and effective management of "Human Capital" has
progressed to an increasingly imperative and complex process. The HR function consists
of tracking existing employee data which traditionally includes personal histories, skills,
capabilities, accomplishments and salary. To reduce the manual workload of these
administrative activities, organizations began to electronically automate many of these
processes by introducing specialized Human Resource Management Systems. HR
executives rely on internal or external IT professionals to develop and maintain an
integrated HRMS. Before the client–server architecture evolved in the late 1980s, many
HR automation processes were relegated to mainframe computers that could handle large
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amounts of data transactions. In consequence of the low capital investment necessary to
buy or program proprietary software, these internally-developed HRMS were unlimited to
organizations that possessed a large amount of capital. The advent of client–server,
Application Service Provider, and Software as a Service or SaaS Human Resource
Management Systems enabled increasingly higher administrative control of such systems.
Currently Human Resource Management Systems encompass:
1. Payroll
2. Work Time
3. Benefits Administration
4. HR management Information system
5. Recruiting
6. Training/Learning Management System
7. Performance Record
8. Employee Self-Service
The payroll module automates the pay process by gathering data on employee
time and attendance, calculating various deductions and taxes, and generating periodic
pay cheques and employee tax reports. Data is generally fed from the human resources
and time keeping modules to calculate automatic deposit and manual cheque writing
capabilities. This module can encompass all employee-related transactions as well as
integrate with existing financial management systems.
The work time gathers standardized time and work related efforts. The most
advanced modules provide broad flexibility in data collection methods, labor distribution
capabilities and data analysis features was outdated. Cost analysis and efficiency metrics
are the primary functions.
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The benefits administration module provides a system for organizations to
administer and track employee participation in benefits programs. These typically
encompass insurance, compensation, profit sharing and retirement.
The HR management module is a component covering many other HR aspects
from application to retirement. The system records basic demographic and address data,
selection, training and development, capabilities and skills management, compensation
planning records and other related activities. Leading edge systems provide the ability to
"read" applications and enter relevant data to applicable database fields, notify employers
and provide position management and position control not in use. Human resource
management function involves the recruitment, placement, evaluation, compensation and
development of the employees of an organization. Initially, businesses used computer
based information systems to:
produce pay checks and payroll reports;
maintain personnel records;
Pursue Talent Management.
Online recruiting has become one of the primary methods employed by HR
departments to garner potential candidates for available positions within an organization.
Talent Management systems typically encompass:
Analyzing personnel usage within an organization;
Identifying potential applicants;
Recruiting through company-facing listings;
Recruiting through online recruiting sites or publications that market to both
recruiters and applicants.
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The significant cost incurred in maintaining an organized recruitment effort,
cross-posting within and across general or industry-specific job boards and maintaining a
competitive exposure of availabilities has given rise to the development of a dedicated
Applicant Tracking System, or 'ATS', module.
The training module provides a system for organizations to administer and track
employee training and development efforts. The system, normally called a Learning
Management System if a stand alone product, allows HR to track education,
qualifications and skills of the employees, as well as outlining what training courses,
books, CDs, web based learning or materials are available to develop which skills.
Courses can then be offered in date specific sessions, with delegates and training
resources being mapped and managed within the same system. Sophisticated LMS allow
managers to approve training, budgets and calendars alongside performance management
and appraisal metrics.
The Employee Self-Service module allows employees to query HR related data
and perform some HR transactions over the system. Employees may query their
attendance record from the system without asking the information from HR personnel.
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RECRUITMENT PROCESS OVERVIEW
A recruitment process needs to be followed to ensure that the right person reaches
the right place. Recruiting the wrong kind of people can become a serious issue for any
company.
A general recruitment process involves Identifying vacancies, prepare job
description and person specification, advertising, managing the response, short-listing,
arranging interviews, conducting interviews, decision making, convey the decision and
appointment action. This means that a lot of time and resources have to be invested.
Interviews are an important and a crucial part of recruitment process. The person
taking the interview of the candidate has to be well prepared in advance. Concerns like
the location of the interview, the time table, the structure of the question strategy, style of
taking the interview needs to be decided beforehand so that nothing is left ambiguous in.
A general recruitment process may include a written test to judge particular skills
of a candidate. In this case, the test should be prepared carefully, not deviating from the
subject. A lot can be judged about the candidate from his Curriculum Vitae (CV).A
proper presentation of his CV in an organized and refined manner speaks a lot about the
individual. His mindset and attitude can be judged according to his CV.
There are a few things that need to be kept in mind during the recruitment process.
Until the final decision about a certain candidate is taken, it is important to keep in
regular touch with the candidate. The decision making process should not take very long
to avoid the candidate from taking up some other opportunity. A candidate should be duly
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informed once the decision is taken. He should be told the complete process of his
appointment clearly with details of all the documents that he needs to submit. A record
file should be maintained of the candidate for any future reference.
Definitions:
Recruitment is a process of selecting the prospective employees and Motivating
them to apply for the jobs in the organization. In any company recruitment plays a
major role. Because recruiting is not only a process of filling the vacancies in the
organization but also is one of the best ways of selecting the right person for the
right job.
To persuade someone to work for a company or become a new member of an
organization.
Recruitment refers to the process of finding possible candidates for a job or
function, usually undertaken by recruiters. It also may be undertaken by an
employment agency or a member of staff at the business or organization looking
for recruits.
Difference between Recruitment and Selection:
Recruitment is a process of searching for the prospective employees whereas
Selection is a way of picking up of the relevant employees.
Recruiting is like inviting all the prospective employees to apply for a job in the
organization.
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Selecting includes picking up of potential employees among the applied
candidates.
Recruitment process
PEOPLE: People are nothing but Human Resources. They are like the assets of any
company. Any business can’t be run without people. Good staff literally transforms weak
organizations into strong, healthy and vibrant operations.
Recruiting is nothing but hiring of employees for a particular position in the
Organization. Generally a recruitment process has no end that is why it is called as
Recruitment Life Cycle
IMPORTANCE OF RECRUITMENT
Get the recruitment process right, and you virtually eliminate the risk of hiring the
wrong person for the job. Get the process wrong, and you won't even attract applications
from suitable candidates, much less be able to spot them during the selection process.
And you will have wasted big money in process time and advertising
Recruitment is not just carried out to meet immediate vacancies but should be
seen as part of an overall organizational strategy for resourcing personnel. Once you fill
one vacancy, you should be left with a list of candidates who you would consider for the
same or other vacancies in the future. This makes the process much easier the next time
round.
But it's not just about filling vacancies. The process exposes your company to a
wide section of the public. These people could be current or potential clients, customers
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or suppliers. What's more, people talk. If a job applicant has had an unfavorable
experience with your company, you can be sure that they will tell others about it. Hence
it's vital that the recruitment process creates a positive impression of the company.
Constant growth in the corporate world is opening doors for new and emerging
technologies. Thus the requirement is of highly skilled and efficient candidates, primarily.
As such, our recruitment processes has been refined over the years to ensure that each
candidate goes through a rigorous recruitment process. This provides us the unique ability
to provide you with skills not easily available in the market. Below is a brief about the
recruitment process:
The following are steps involved in a general recruitment process
Planning to recruit
Defining the position
Attracting the applicants
Selecting a candidate
Appointing the candidate
PLANNING TO RECRUIT
It takes careful planning and consideration to recruit successfully. When you fill a
vacant or new position you have an opportunity to reflect on the work to be done, the
need for change and what new skills might be required in the future.When planning to
recruit, you need to consider how you will schedule the various recruitment and selection
tasks. You also need to make some important decisions about the position and complete
certain tasks before you can get approval to recruit
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Defining the Position
One of the first and most critical aspects of the recruitment process is defining the
position. This process determines what skills, experience, qualifications, knowledge and
attributes are required of the person to successfully perform the job.
The process of defining the position is essential to:
Clarify and describe the job role, functions and reporting relationships
Provide a basis for developing selection criteria
Evaluate the position and determine the remuneration level
Provide a basis for managing job performance
Attracting The Applicants
Choosing a method to attract candidates
Writing a good advertisement
Advertising costs and deadlines
Compiling an information package
Choosing the right method
There are many different methods of attracting applicants to fill a vacant position.
Which one you choose depends on the type of position, your budget and the prevailing
market. To determine which strategy is right for the position, read through the different
methods of attracting applicants with these questions in mind:
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What is the nature of the position, e.g. Managerial, academic, technical, research,
specialist?
What is the size and location of the pool of applicants, e.g. large or small; local,
national or international
Methods of attracting applicants:
Mainstream press
Alternative press
Internet
Recruitment/Employment agency
Search firm
Invitation or nomination
Network meetings, special interest groups, professional associations and word-of-
mouth
Mainstream press
Advertising in the mainstream press is usually expensive and you need to consider if this
is the best way to reach your target audience.
Alternative press
Some examples of alternative press are professional publications, ethnic, local, national or
student publications. The alternative press is useful for targeting specialist skills and is
cost effective for lower level positions. However, it may not reach a wide enough pool of
applicants, and this could potentially result in a lower response rate. In addition, long lead
times for publication may increase how long it takes to recruit.
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Internet
Online advertising has become an effective way to reach the majority of candidates,
especially high-demand and international markets. It is inexpensive (about 1-5% of
newspaper costs) and can save time by generating a quick response rate. It also offers
much more flexibility in the design of advertising than newspapers do. Job boards, such
as naukri.com or Clickjobs.com, can also be used to target specific candidate markets and
recruitment trends show that more and more candidates use this as a standard job search
tool.
Recruitment/Employment agency
Recruitment or employment agencies are effective for high demand job markets such as
IT and Finance. Agencies maintain a database of resumes and match these to the criteria
provided by the employer to identify a suitable pool of candidates.
Search firm
Search firms are particularly useful if you know that there are not a lot of potential
applicants and/or the position is very specialist in nature. Search firms can tap into local
and overseas networks to find applicants, and they will approach potential candidates who
may not be actively seeking a new position. They can also provide advice on
remuneration, job documentation (including selection criteria) and they will shortlist
candidates for you. Search firms usually charge a third of the total remuneration package
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plus administrative charges. If you decide to use a search firm it is best to contact your
HR Partner for advice.
Invitation or nomination
Invitation or nomination is where the normal recruitment and selection techniques are
waived, and the candidate is appointed without advertisement. This should only occur
when a person is being appointed as a casual employee or for a fixed-term appointment
less than 12 months in length. These arrangements are usually made to take advantage of
the availability of a well-respected academic or professional practitioner, or for specialist
research positions.
Network meetings, special interest groups, professional associations and
word-of-mouth
These methods of attracting candidates tap into specialized markets and expertise, and
they are much less expensive than other methods. You need to use them in conjunction
with other methods, however, as they reach a limited pool of candidates. They may be
particularly useful for advertising specialist positions where the pool is known to be
small.
Writing a Good Advertisement
The aim of advertising is to make people aware that a vacancy exists and to persuade
them to apply for the position. Advertising helps to 'market' what exactly a particular
company stands for, and what separates it from its competitors. Often the people you
want to attract are not openly looking for a new job, so you need to think of ways to sell
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the attributes of the Company, egg. What makes it unique, its culture, values, and
philosophy and so on?
Good advertising highlights the assets of the position and appeals to the career needs and
concerns of the desired applicants. It is worth making your advertisement effective and
attractive, as there is a high correlation between advertisements with accurate and
complete information and recruitment success.
Making a good advertisement
The headline captures candidates' attention.
The first few lines are interesting, engaging and actively sell the position.
Sentences are short and to the point, providing enough information to interest
candidates but not to overload them.
The advertisement avoids the use of words that are difficult to understand.
Points are made using as few words as possible (the less copy you use, the smaller
the media space and therefore the lower the cost).
The advertisement contains some white space and does not appear cramped.
Compiling an Information Package
A good information package will attract the right Candidate for the position,
particularly if you are interested in national or international applicants. Your information
package should provide prospective candidates with information relevant to the position
and the University. The package always contains a copy of the position description or
statement and selection criteria and might also include:
Information about Company’s vision, mission and strategic directions
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Information about the employees
Pointers to relevant parts of the Company’s website
Useful website addresses or other material about the Organization.
Selecting the Candidate
In this stage of the recruitment process you assess all applications, shortlist
possible candidates and finally select a candidate for the position. This process is
managed by the recruiting unit.
In most cases, you need to form a selection committee to assess and select a
candidate. The committee makes a recommendation on which is the most suitable
candidate for the position. Once this recommendation is approved, the candidate is
appointed to the position.
The following are the steps involved in selecting a candidate
Selecting the candidate
Forming the selection committee
Short listing the candidates
Choosing selection techniques
Preparing interview questions
Conducting interviews
Checking references
Making the selection
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Appointing the Candidate
The final stage in the recruitment process is appointing the candidate. Once you get
approval to appoint the selected candidate and then verification from the Human
Resources Unit (HRU), you can offer the position to them, negotiate salary arrangements
and, all going well, and prepare to induct the new employee into the workplace.
This section will help in managing the main steps in appointing a candidate:
Appointing the candidate
Making an offer
Advising unsuccessful candidates
Arranging induction
Choosing the methods of recruitment
When deciding what method of recruitment to use, think about where your employees
currently come from. Do most of your current employees come from colleges or
universities? Do they come from other? Voluntary sector organizations? Do they come
from your volunteer base? Assess where potential applicants usually come from the best
methods of will help you choose recruitment for the position.
Different Types of Recruitment Methods
Various organizations use different types of sources in the Recruitment process. Some of
the methods of recruitment are:
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Internal recruitment:
Existing employees and volunteers are given an opportunity to apply for a new job
opening
Considerations:
Rewards the employee/volunteer for past performance
Gives the employee/volunteer an opportunity for career development
Retains the organization's investment in the employee/volunteer
Reduces the amount of time necessary to orient the person to the new Position
Employee referrals:
Employees are asked to recommend a person for the job opening
Considerations:
The quality of employee referrals is usually high. Employees usually only refer
people that they are confident would be a good match for the position and
organization.
People tend to recommend others with similar backgrounds. Therefore it is important
to ensure that the practice of employee referrals does not lead to a decrease in
diversity within your organization.
People recruited by your staff usually have some understanding of the work of the
organization.
There can be a tendency to feel that you must hire someone who is referred by an
employee even if your assessment is that the person is not the best match.
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Print advertisements:
The job is posted in a newspaper or professional journal
Considerations:
You can reach a large audience in a specific area
The content of the advertisement will impact on the number of applicants; if the
ad is general you will most likely receive more applications.
If the ad is general, you may receive a significant number of applications from
unqualified candidates.
Internet recruiting:
The job is posted on an internet job site such as charityvillage.com or workopolis.com.
Considerations:
Internet recruiting is cost effective
One study has shown that 96% of people looking for jobs use the internet job
postings as available to potential candidates 24 hours a day
You can minimize the number of unqualified candidates by directing people to
more information on your organization's website the number of applications may
be overwhelming
Internships/field Placements:
Students who come to your organization as part of their education are recruited
after graduation.
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Considerations:
You will have a good understanding of the fit between the person and the
organization, as well as their abilities
The former student will have good knowledge of your organization and require
less time to become productive
Often first jobs are seen as stepping stone and people move on to new challenges
after a relatively short period of time
Executive search firms:
A private company that specialized in recruitment is hired to find suitable candidates.
Considerations:
This is a very expensive method of recruitment
The firm will do most of the preparation for the posting and the preliminary
screening
May be an appropriate recruitment method for the most senior positions
Unsolicited resumes:
Individuals interest in working for your organization send in resumes
Considerations:
The percentage of resumes with skills appropriate for your organization may be
small.
How you treat unsolicited resumes may have an impact on the image of your
organization. It is best to respond with courteous and frank information about
whether or not the application will be kept for future reference.
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INITIATE THE RECRUITMENT PROCESS
The job announcement should include:
A brief description about the organization, its mission or purpose
The title and a description of the position
Duties and responsibilities
Qualifications
The supervising authority
Salary and benefits attached to the position
Starting salary or salary range,
The application deadline
Start date
Request for references
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RECRUITMENT PROCESS LIFE CYCLE
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NEED FOR THE STUDY
As it a known fact that recruiting a candidate for a particular job is key and major
role of any organization. Because growth or decline of any organization lies on the
employees working in the organization. So, it is the responsibility of the
management to recruit right person for a right job. Recruitment plays a key role in
the organization.
People with friendly and outgoing personality, self discipline are mainly needed
for this type of industry because a customer sees a company through its employees.
The employees are mainly in contact with the customer depending upon the jobs
they are performing.
Recruitment and selection has been regarded as the most important function of
personal administration, because unless the right people are hired, even the best
plans of the organizations and control system would not do much good to the
organization.
Human resources are the assets to the organization. Any organization will get its
recognition through its employee’s performance, skills, innovativeness and their
professional knowledge.
Hence we can say selection and recruitment plays major role in the organization.
Because right people should be selected for the right job and at the right time. It’s
the responsibility of the organization to hire that right personnel to increase their
productivity and overall performance of the organization.
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SCOPE OF THE STUDY
Recruitment & Selection plays a vital role in the growth of the organization.
Recruitment process needs to be followed to ensure that the right person reaches the right
place. Recruiting the wrong kind of people can become a serious issue for any company.
The present study is confined to employees in Sree Rayalaseema Sugars &
Energetic Pvt ltd., Nandyal Kurnool Dist. Analysts has tried to get the information from
some respondents.
After collecting information through questionnaires the researcher has to classify,
tabulate and interpret the data collected for arriving at the final conclusions, based on
conclusions some recommendations were drafted. In this study the analyst had a chance
to study the attitudes & beliefs on various aspects regarding Recruitment & Selections
process.
This study proposes a group decision support system (GDSS), with multiple
criteria to assist in recruitment and selection (R&S) processes of human resources. A two-
phase decision-making procedure is first suggested; various techniques involving multiple
criteria and group participation are then defined corresponding to each step in the
procedure.
A wide scope of personnel characteristics is evaluated, and the concept of
consensus is enhanced. The procedure recommended herein is expected to be more
effective than traditional approaches.
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OBJECTIVES OF THE STUDY:
The main objectives of this study are:
To study the recruitment and selection process followed by the company in recruiting
the candidates.
To study employees Perception towards the recruitment and selection process
To study attitude and mindset of the employees towards their selection process.
To study that how they planning to recruit, and it is need to consider how they will
schedule the various recruitment and selection tasks.
To know about the selection process.
To know about the various tests conducted at the time of interview.
To know about the various recruitment techniques which are used to motivate the
candidates?
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METHODOLOGY OF THE STUDY
The survey plays an important role in disseminating the information and facilitating
the process of recruiting but the methodology that we have employed for the Sree
Rayalaseema Sugars & Energetic Pvt ltd., Nandyal Kurnool Dist. is questionnaire for the
employee with open and close ended questions in order to know their expectations.
In determining the sample design, specific parameters, which are of interest to our survey,
have to be mentioned. Examples of Parameters are the positions we will focus on for our
survey and the number of employees we will interview from each position
Research Methodology :
Research Design : Descriptive
Primary Data : It is collected from the respondents
through a structured questionnaire.
Secondary Data : It is collected from the published data of the
Records .
Research Procedure : Survey method
Research Instrument : A structured Questionnaire
Stastical Tools : Simple Percentage, Weighted Average,
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Data Sources:
Data is collected from primary and secondary sources Collection of data is of primary
importance in the research Process. Data which is collected for the purpose of research
helps in proper analysis to develop the finding which is helpful to conduct research
effectively. The data source, which is very important in the collection of data, is Primary
data and the Secondary data. Both primary and secondary data are taken into
Consideration for the study of Recruiting process.
Primary Data:
Primary data is collected through administering the Questionnaire by direct contact
and also involved in personal discussions to obtain insights of the information.
Secondary Data:
The secondary data is collected from records, manuals and brochures maintained
by the personnel department.
Research approach: Census approach
The questionnaire was administered through contacts with respondents.
Sample design:
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A sample of 100 employees are selected randomly for the conducting present
study.
Questionnaire:
A structured questionnaire is designed which consists of open ended and closes
ended questions with 5-point scale and the respondents were made personally to get their
responses. The 5-point is named as strongly agree, Agree, No Opinion, Disagree, and
strongly disagree.
To achieve the objective of research, a planned and strategic descriptive
investigation is carried out. Descriptive study is helpful to know the proportion of people
in a given population who have behaved in a particular manner making projection of a
certain thing or determining the relationship between two or more variables. Descriptive
study tends to be rigid and its approach cannot be changed every now and then care
should be taken only in the initial stages of planning and research otherwise data collected
will be inadequate of the procedure used will be cumbersome and expensive. Descriptive
method is adopted to study the Recruitment Process in Sree Rayalaseema Sugars &
Energetic Pvt ltd., Nandyal Kurnool Dist.
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LIMITATIONS OF THE STUDY
Since time and budget are limited it can’t be possible to go for an extensive
process. Also the resource availability is another concern during the study.
The study is limited to only employees in various departments of Sree
Rayalaseema Sugars & Energetic Pvt ltd., Nandyal Kurnool Dist. Hence it is not
possible to generalize the findings.
The data is collected from only 50 employees in various departments.
Another important constraint is the hesitation from the side of employees as
they are unwilling to answer questions in the questionnaire.
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IN DUSTRY PROFILE
Sugar Industry is very important to the Indian National economy, because of its multiple
contributions in the shape of employment and provision of raw materials to other
industries.
Sugar is made by some plants to store energy that they don't need straight away,
rather like animals make fat. People like sugar for its sweetness and its energy so some of these
plants are grown commercially to extract the sugar.
Sugar is produced in 121 Countries and global production now exceeds 120 Million
tonnes a year. Approximately 70% is produced from sugar cane a very tall grass with big stems
which is largely grown in the tropical countries. The remaining 30% is produced from
sugar beet a root crop resembling a large parsnip grown mostly in the temperate zones of the north.
It had been rightly pointed out by the Late Shri. Fakhrudin Ali Ahmed when he was Minster
for food and agriculture, at the eleventh annual general meeting of the national federation
of co-operative factories limited. “The co-operative factories in some parts of the country have
become symbol of industrializations in the development of ancillary industries providing
opportunities of employment to the village folk”. The industry provides employment to
about 35 million cultivations and 3.6 lakhs skilled and unskilled workers. Further, it
accounts for providing employment to crores of thousands in the sugar trade, in the
transport of sugarcane and sugar etc.
It’s by - products are used as raw materials in industries such as alcohol, plastics,
synthetics, rubber, and fiberboard Pharmaceuticals, paper, etc. The sugar industry in
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recent years has begun to export sugar, thus earning valuable foreign exchange .Besides it
provides Rs. 300 crores in the form of taxes to thee xchange consisting these many facts of
important of the industry ,it ranks second among the major consumer industries of this
country, next only to cotton, Textile industry .
The sugar industry is mostly oriented to a single material, namely sugarcane that
forms 60% of the total cost of production. Therefore, the availability of sugar cane and facilities of
transporting raw material of the sugar mill naturally condition the industry of sugar
proximity to. The raw material is essential because the sucrose content of the sugar cane
begins to decrease soon after the cane is cut obtained as the factories for generating power
use a byproduct during the producing. Therefore, power is not at all a dominating factor determining
the location of sugar industry .in recent times, techniques feasibility and economics
visibility of the sugar projects have been given importance in the location of sugar
industry. In the words of Dr. M. Mehta, “The location pattern of the sugar industry is greatly
influenced by the character local distribution depends entirely of physical and
Geographical factors, nature plays a dominant role in the location industry”. , major sugarcane growing states are Uttar Pradesh,Maharashtra, Karnataka, Gujarat, Ta
mil Nadu, and Andhra Pr
In India, major sugarcane growing states are Uttar Pradesh, Maharashtra,
Karnataka, Gujarat, Tamil Nadu, and Andhra Pradesh. These Six states contribute more
than 85% of total sugar production in the country; Uttar Pradesh and Maharashtra
together contribute more than 57% of total production.
Indian Sugar Industry:
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India is the largest consumer and second largest producer of sugar in the world
(Source: USDA Foreign Agricultural Service). The Indian sugar industry is the second
largest agro-industry located in the rural India. The Indian sugar industry has a turnover
of Rs. 500 billion per annum and it contributes almost Rs. 22.5 billion to the central and
state ex-chequer as tax, and excise duty every year (Source: Ministry of Food,
Government of India). It is the second largest agro-processing industry in the country
after cotton textiles. With 453 operating sugar mills in different parts of the country,
Indian sugar industry has been a focal point for socio-economic development in the rural
areas.
The industry not only generates power for its own requirement but surplus power
for export to the grid based on byproduct bagasse. It also produces ethanol, an ecology
friendly and renewable energy for blending with petrol. The sugar industry in the country
uses only sugarcane as input, hence sugar Companies have been established in large
sugarcane growing states like Uttar Pradesh, Maharashtra, Karnataka, Gujarat, Tamil
Nadu, and Andhra Pradesh. These six states contribute more than 85% of total sugar
production in the country; Uttar Pradesh and Maharashtra together contribute more than
57% of total production.
Indian sugar industry has grown horizontally with large number of small sized
sugar plants set up throughout the country as opposed to the consolidation of capacity in
the rest of the important sugar producing countries, where greater emphasis has been laid
on larger capacity of sugar plants.
Global Sugar Industry:
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Brazil and India are the largest sugar producing countries followed by China,
USA, Thailand, Australia, Mexico, Pakistan, France and Germany. Global sugar
production increased from approximately 125.88 MMT in 1995-1996 to 149.4 MMT in
2002-2003 and then declined to 143.7 MMT in 2003-2004, whereas consumption
increased steadily from 118.1 MMT in 1995-1996 to 142.8 MMT in 2003-2004.
The world consumption is projected to grow to 160.7 MMT in 2010, and 176.1
MMT by 2015. According to ISO, the world sugar output is forecasted to reach 145.0
MMT and consumption to reach 147.0 MMT in 2004-2005, resulting in a deficit of
around 2 MMT in 2004-2005. Further, since October 2003, nearly 5 MMT of surplus
sugar are expected to have been removed from the world sugar balance, the stock/
consumption ratio to less than 42%.
Yields:
The yield of gur from sugar cane depends mostly on the quality of the cane and
the efficiency of the extraction of juice. The table below gives some extreme values.
High quality cane Poor quality cane
Juice per 100kg of cane 50kg 40kg
% sugar in juice 22 17
Gur per 100kg of cane 10kg 7kg
High quality cane has a good juice content with high sugar levels (20%+). Poor
quality cane or cane that has been harvested early may have similar juice content but the
sugar levels will be reduced.
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The efficiency with which juice can be extracted from the cane is limited by the
technology used. The simple three roller crushers used by most artisanal producers will
never extract more than 50kg of juice from each 100kg of cane.Yields are also improved
by careful control of the boiling process. Boiling should be completed as rapidly as
possible and the conditions kept as clean as possible.
Seasonal nature of production:
Sugarcane and sugar production is seasonal with more than 90% of sugarcane and
sugar production in the winter months of November-March. The sugarcane crushing
season lasts on an average of 100-150 days per annum depending on the region, weather,
irrigation and cultivation practices as well as cane availability, in itself a function of the
prices paid to cane growers.
Sugarcane and sugar production is partly dependent on monsoons. Higher acreage
under sugarcane in a season of normal monsoons and higher yields results in higher
sugarcane and sugar production. Both area and production of sugarcane fluctuate
considerably from year to year. This is due to variations in climatic conditions, the
vulnerability of areas cultivated under rain fed conditions, fluctuations in prices of gur
and khandsari and changes in returns from competing crops. Despite this instability, both
area and production of sugarcane have increased considerably over the past three decades.
The average area of sugarcane cultivation increased from 2.4 millionha in the early-
sixties to about 4.3 million ha at present
Setting up a sugar factory:
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Types of sugar factory
Service extraction All is required is a site for the crusher and a space to build the
furnace. Farmers, growers and merchants provide the raw material for processing and
packaging. They take the risk of poor preparation and problems associated with
inadequate storage and packaging. The processors charge a rate per unit of cane crushed
or juice processed payable either in cash or percentage of the output or both.
The farmers can then rent the furnace or build their own close to the crusher site
and produce syrup or jaggery, keeping control of the quality of the product. They could
return to the farm and process the juice there or could pay others to process the juice for
them.
This type of system is relatively low-cost and is suited to small scale production of up to
50 TCD in areas where cane is grown during short seasons on small plots spread out over
a wide area.
Independent sugar factoryThe factory buys in sugar cane and is then responsible for
all aspects of preparation, processing and marketing the product. This type of business
needs a reliable and constant supply of cane of acceptable quality. Although the factory
could grow its own cane it is more usual for it to buy in cane from various sources
including:
direct from individual farmers/growers
agricultural co-operatives or groups
private traders or companies
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Because the cane quality deteriorates quickly after harvest, it is important that the
suppliers are contracted to supply cane at given times. This enables the factory to work
continually while minimising the time harvested cane is allowed to stand.This type of
factory is suitable for medium scale production of between 50 and 500 TCD where cane
is available all year round or for a substantial part of the year.
Sugar estatesThe sugar estate takes control of all aspects of sugar production from
growing cane to processing and marketing. It is usual for the estate to provide the bulk of
their requirements and occasionally to contract local growers to produce certain amounts
of cane for them. The estates can be fully owned by the factory or leased from the farmers
in the area. In both cases the factory farms the land in accordance with its needs,
providing all equipment, fertiliser, pesticides and transport.Operating and managing an
operation of this magnitude requires resources such as tractors, ploughs and harvesting
equipment as well as a skilled workforce, all of which add to the cost of the process.
HISTORY OF SUGAR INDUSTRY
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The discovery of sugarcane, from which sugar as it is known today, is derived
dates back unknown thousands of years. It is thought to have originated in New Guinea, and
was spread along routes to Southeast Asia and India. The process known for creating sugar, by pressing
out the juice and then boiling it into crystals, was developed in India around 500 BC. Its cultivation was
not introduced into Europe until the middle-ages, when it was brought to Spain by Arabs.
Columbus took the plant, nearly held, to the west indies, where it began to thrive in a
most favorable climate. It was not until the eighteenth century that sugarcane cultivation
was began in the United States, where it was planted in the southern climate of New Orleans. The very
first refinery was built in New York City around 1690; the industry was established by the 1830s.
Earlier attempts to create a successful industry in the U.S. did not fare well; from the late 1830s,
when the first factory was built. Until 1872, sugar factories closed down almost as quickly as
they had opened. It was 1872 before a factory, built in California, was finally able to
successfully produce sugar in a profitable manner. At the end of that century, more than
thirty factories were in operation in the U.S. India has been known as the original home of
sugar and sugarcane. Indian mythology supports the above fact as it contains legends
showing the origin of sugarcane. India is the second largest producer of sugarcane next to Brazil.
Presently, about 4 million hectares of land is under sugarcane with an average yield of 70
tonnes per hectare.
India is the largest single producer of sugar including traditional cane sugar
sweetness. Khandsari and Gur equivalent to 26 million tonnes raw value followed by Brazil in the
second place at 18.5 million tonnes. Even in respect of white crystal sugar, India has ranked
No.1 position in 7 out of last 10 years.
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It is thought that cane sugar was first used by man in Polynesia from where it spread
to India. In 510 BC the Emperor Darius of what was then Persia invaded India where he found
"the reed which gives honey without bees". The secret of cane sugar, as with many other of man's
discoveries, was kept a closely guarded secret while the finished product was exported for a rich profit.
Sugar was only discovered by western Europeans as a result of the Crusades in the 11th
Century AD. Crusaders returning home talked of this "new spice" and how pleasant it was. The
first sugar was recorded in England in 1099. The subsequent centuries saw a major
expansion of western European trade with the East, including the importation of sugar. It
is recorded, for instance, that sugar was available in London at "two shillings a pound" in
1319 AD. This equates to about US$100 per kilo at today's prices. So it was very much a luxury.
In the 15th century AD, European sugar was refined in Venice, confirmation that even
then when quantities were small, and it was difficult to transport sugar as a food grade
product. In the same century, Columbus sailed to the Americas, the "New World". It is
recorded that in 1493 he took sugar cane plants to grow in the Caribbean. The climate there was so
advantageous for the growth of the cane that an industry was quickly established.
By 1750 there were 120 sugar refineries operating in Britain. Their combined output was only
30,000 tons per annum. At this stage sugar was still a luxury and vast profits were made to the
extent. That sugar was called "white gold". Governments recognized the vast profits to be made
from sugar and taxed it highly. In Britain for instance, sugar tax in 1781 totaled£326,000, a
figure that had grown by 1815 to £3,000,000. This situation was to stay until 1874 when the British
government, under Prime Minister Gladstone, abolished the tax and brought sugar prices
within the means of the ordinary citizen.
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Sugar beet was first identified as a source of sugar in 1747. No doubt the vested
interests in the cane sugar plantations made sure that it stayed as no more than a curiosity,
a situation that prevailed until the Napoleonic wars at the start of the 19th century when
Britain blockaded sugar imports to continental Europe. By 1880 sugar beet had replaced sugar
cane as the main source of sugar on continental Europe. Those same vested interests
probably delayed the introduction of beet sugar to England until the First World
War when Britain's sugar imports were threatened.
Today's modern sugar industry is still beset with government interference at many
levels and throughout the world. The overall pattern can be seen by investigating the mid
1990. Annual consumption is now running at about 120 million tonnes and is expanding
at a rate of about 2million tonnes per annum. The European Union, Brazil and India are the top three
producers and together account for some 40% of the annual production. However most sugar
is consumed within the country of production and only approximately 25% is traded
internationally.
India is the second largest producer of sugarcane, next to Brazil the latter produces
primarily raw sugar while India produces almost exclusively white crystal sugar. In India apart
from sugar, other traditional sugarcane sweetness – Khanda – Sari and gur are also
produced for the rural markets. Taking all sweetness sugar khandasari and gur, India is
world’s largest producer of sugar followed by the Brazil in the second place. There are
582sugar milks operating in India with an aggregate installed capacity of 16.2million
tonnes. Of these 205 are in the private sectors 316 in the co-operative sector and 61 in the
public sector.
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The Sugar Industry has been totally regulated and controlled for the p a s t 5 0
y e a r s . S u g a r i s d e c l a r e d a s a n e s s e n t i a l c o m m o d i t y
u n d e r t h e essential commodity act 1955 and a plethora of legislations and control
orders regulate almost every aspect of the industry, with the objective of increasing
production and also making available sugar at affordable prices to the consumer controls
included licensing, administrated price for sugarcane, reservation of cane areas, control
over the price of sugar and restriction onsale/movement of the by- product molasses were
controlled for a long time. Under the sugar cane control order 1966 the Government fixes
the statutory minimum price for cane every year based on the recommendations of the
commission on Agricultures costs and price. Sugar is a seasonal industry. The crushing
season ranges between 180 and 240 days in a year depending on the location.
Locational Factors
In recent years, the location factors have influenced the dispersal of sugar cane
cultivated in subtropical regions and the development of cane in the south is mainly
responsible for bringing about location changes in the industry. Further the sugar industry
has received greater inputs from the completion of numerous irrigation projects like the
Irwin canal in Mysore(Karnataka), Nizamsagar and Thungabadra projects in Madras
(Tamilnadu).Added to this, the discriminatory policies in pursued by the government are
also responsible for the faster rate of the growth of the industry in the south. Given
transport facilities and access is necessarily dependent up on the availability of cane in the
region .This concentration is substantiated from observation of the trend of sizes
established in different regions of this country in relation to availability of cane.
Comparatively the size of the sugar mills in Uttar Pradesh, Bihar and Maharastra where continuous
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availability of cane is assured is observed to be large. Grant of production to the Industry
in 1931 also helped the units to increase their size. The average per day crushing capacity
of the sugar factories working in our country varies from 220 tonnes to 3200 tonnes per day. In
Uttar Pradesh and Bihar majority of the sugar mills have a cane crushing capacity of 2500
tonnes of sugar cane per day is considered to be an economical unit, under the present day
working conditions.
Since 1950, the industries growth reveals that not with standing the controls and
regulations, in the industry did grow substantially. While, the number of factories rise from
139 in 1950 – 51 to 423 in 2000 - 2001 the installed capacity increased ten fold from 69.2
million tonnes to 300 million tonnes in 1999 – 2000; Sugar production swelled from 1.1
million tonnes to18.6 million tonnes during the same period. The government laid down
targets for sugar production; consumptions installed capacity during each of the five year
plans and ensured the growth of industry the growth of industry to meet the steady raise in
consumption.
Imports & Exports of Sugar:
In view of cost of cane and Sugar production in India, it could not complete with
other favorable countries and to honor commitments andmaintain international standard quality.
The sugar exports began in the year 1958 under the Sugar export promotions act up to middle of
1961.Government did not subsidize losses on exports and sugar factories got prorate
payment. However in view of substantial quantity of Sugar in later year’s government stopped
subsidizing these losses. The export policy has been largely influenced by the need for
earning foreign exchange.
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GROWTH OF SUGAR INDUSTRY:
There were only twenty nine factories in India during the year 1931.Protection
granted to the industry in 1931 brought tremendous growth in the number of locations.
The number of factories in operation had grown from29 to 140 in 1950 – 1951. Out of
which 110 factories were in northern parts of India. During the next decade the number of
factories increased to 174.Out of which 116 factories are in the sub tropical region of
northern India. Finally, the number of factories has grown from 200 in 1965 to 1966 to 417in 1994 to
1995 of which 75% of the factories are located in the northern India. The industry is
predominantly localized in the Uttar Pradesh, particularly in the districts of Meerut, Saharnpur,
Bijmour, Barely, Muzaffar Nagar Moradabad and Rampur, next Uttar Pradesh. The industry is mainly
concentrated in Maharastra, Bihar and in the eastern costal districts of Andhra Pradesh. If we
refer to the historical event in the sphere of sugar industry, Uttar Pradesh and Bihar occupied the
predominant position as far as the location pattern of the industry is concerned, and still
these states areenjoying the same position. The reason of such heavy concentration in the
states of Uttar Pradesh enjoys in respect of cane cultivation is due to the advantages
confirmed by the rich and fertile alluvial soil of the genetic plain, the bulk of which
contains adequate quantities of lime and potash, the pressure of thin varieties of cane
admirable suited in the climate cheap and extensive of cheap and extensive irrigation
facilities. The concentration of sugar cane crop incompact blocks enables the sugar factories to get
fresh suppliers of sugar cane direct from the fields. Moreover, the cost of the cane
cultivation is less and the cultivators are not accustomed to raise alternative crops like
ground nuts, chilies, plantains etc.
COMPANY PROFILE
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HISTORY:
Nandyal cooperative sugars was established by the government during 1973
and the actual production started in the year 1981.This company was bought by
K.MADHUSUDAN RAO who is the present leading MLA of GUNTAKAL. Later in the
year 2001 the company was named as Sree Rayalaseema Sugar & Energy Ltd. The
company is located at a distance of 5km from nandyal taluk of Kurnool Dt. The company
is spread over vast area of 125 acres.
GROWTH AND PERFORMANCE:
At present sugar factory is producing sugar ranging from 800-1200
tonnes .The annual capacity of the company is around 1 lakh tonnes a year.The factory
works for only three months a year.Production starts during November ending and ends
in febrauary. It utilizes 1250 tonnes of sugar cane everyday.In this span of time it utilizes
around 112500 tonnes of sugar cane.
INDUSTRIAL RELATIONS:
Harmonious industrial relations are being maintained. No strikes and lockouts
are reported. It has a union to discuss the problems and solve them.
PROFILE OF THE ENVIRONMENT:
Andhra Pradesh pollution control board gave permission to the factory to utilize
the nearby water for its daily purpose.The factory is functioning under the guidelines
prescribed by the board.The company is taking necessary measures to prevent sound
pollution following the guidelines prescribed by the government of India.The factory did
not pose any threat to surrounding environment.The company is also following the rules
and regulations specified by central excise department and control.
TAX POLICIES:
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Central excise department gets 30% of sugar production as levy i.e. the rate
specified by the government as it is an essential commodity.
CURRENT OPERATIONS:
At present the company is producing three grades of sugar.Three grades are
differentiated on the basis of size of crystals .Each grade have the difference of Rs.200 to
300 per tonne.The company produces sugar bags with a capacity of 100kg.The rate of
each bag of sugar is 2300 rupees.
Byproducts obtained during the production of sugar are Molasses and
Bagasse . Molasses rate varies from season to season .Its rate ranges varies from 2400 to
6000 per tonne. The other by product bagasse is sold to power plant at the rate of 900 per
tonne. Factory purchases sugar cane from the farmers at the rate of 1400 per tonne.
Inturn the management is providing chemicals and fertilizers on loan basis to these to
farmers.They give ample information to the farmers to cultivate crops and give higher
yield. 864 kg of sugar cane is extracted from 1000kg of sugar cane. 1.5 mega watt power
is consumed during the production period of 3 months.Production begins in the month
ending of November and ends in February. Daily intake of sugar cane by machine is
about 1250 tonnes. Yearly intake of sugar cane during the period of 112500 tonnes
approximately.
FINANCIAL DEPARTMENT:
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Initially the company approached external sources for finance . Syndicate bank
of nandyal provides loan for the company.
PRODUCTION PROCESS:
The sugar of our daily use is obtained from sugar cane.Sugar cane is member of
grass family.It grows at a height of 3 to 5 meters and contains 11 to 15% of sucrose by
weight. In india sugar is manufactured from sugar cane.
The following steps are involved in the production of sugar cane:
a) Extraction of juice from sugar cane:
After harvesting the canes are sent to sugar factories within less than
24 hours for the extraction of juice.delay causes loss of sugar yield.in the factory the cane
is washed to remove mud.It is chopped into pieces in cutting machines.
These pieces are fed into role crushers where juice is extracted.In this stage water may be
added to aid the extraction.About 93% of juice is extracted from the cane . The spent cane
is called as “bagasse’.
It is the byproduct in the sugar industry.It is used as fuel in the production of electricity.or
in the manufacture of paper or hard boards.
b) Purification of sugar cane juice:
The juice obtained from above process is slightly acidic.it contains some
imourities and suspended particles.Acidity causes loss of sugar due to hydrolysis.Lime
and Ca(OH)2 is added to precipitate the impurities as well to neutralize the juice.The step
is called the defecation. The juice is then heated in large tanks. Impurities floating on the
surface are removed by pedal.excess lime is removed as carbonates sulphur di oxide
44 | P a g e
solution is also produced int the last stage removes any traces of lime.This process is also
known As sulphitation.The precipitates of defecation ,carbonation and sulphitation are
called press mud and is useful as manure.
c) Concentration and Crystallization:
The purified juice called “clarified juice”.This contains 85% of water.It is
evaporated to approximately 40% of water in evaporators.the juice is concentrated to low
pressure in the beginning and in the vacuum in later stages.The resulting thick juice goes
to vacuum pans and is concentrated to supersaturation.
d) Separation of crystals and drying:
The sugar crystals are formed in the pan above the thick juicecontaining
10% of water.The crystals are separated by centrifugation.In the centrifuge the crystal and
liquid juice are separated.The sugar crystals obtained in the process are heated by dry hot
air to remove traces of water.The thick black kiquid obtained after separation of crystals
is called as molasses .Molasses contains 50% percent of sucrose together with some
glucose and fructose and byproduct of sugar industry.molasses is used in the manufacture
of alcohol by fermentation and as animal feed supplement.
India is the largest consumer and second largest producer of sugar in the world
(Source: USDA Foreign Agricultural Service). The Indian sugar industry is the second largest
agro-industry located in the rural India. The Indian sugar industry has a turnover of Rs. 500 billion
per annum and it contributes almost Rs. 22.5 billion to the central and state exchange as tax,
and excise duty every year (Source: Ministry of Food, Government of India).It is the
second largest agro-processing industry in the country after cotton textiles. With 453
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operating sugar mills in different parts of the country, Indian sugar industry has been a
local point for socio-economic development in the rural areas. About 50 million
sugarcane farmers and a large number of agricultural laborers are involved in sugarcane
cultivation and ancillary activities, constituting 7.5% of the rural population. Besides, the
industry provides employment to about 2 million skilled/semi skilled workers and others
mostly from the rural areas. (Source: ISMA Website accessed on May16, 2005.) The industry not only
generates power for its own requirement but surplus power for export to the grid based on by-
product bagasse.
.
Economy role:
India is one of the largest sugar producing and consuming country in the world.
The sugar industry plays a vital role in rural areas and provides direct and indirect
employment in the country. India emerged as the largest producer of white sugar in the world.
The central government has already de-licensed. The sugar productions they purpose to
decontrol the release mechanism by introductionof reduce on sugar price. At present India
enjoys second place in the world sugar production. Central as well as State government
has been getting 140crores in the form of excess taxes from sugar industry. The industry
has been providing substance to 5.5 lakhs workers and sustaining about 4.5 crores
agricultures. Its total capital investment is amount to Rs.1560 crores.
The sugar industry has a unique place in Indian economy and rural development
because of its multiple contributions in terms of employment and provisions of raw
materials to other industries. The sugar industry is the second largest agro based
46 | P a g e
processing industry. Thus occupies a vital role among the 4 major sugar producing
countries in the world. The other 3 are being USA, Brazil and Cuba.
Operation and management:
Costs Sugar production, even at the small scale, is a complex business which
requires skilled people to manage and supervise all aspects of the production, from the
collection of cane to the delivery of sugar to the market place. If these skills are not
available locally then they will have to be brought in to set up the business and to train
staff, which will add cost to the project.
The costs involved with any sugar factory need to be taken into account. Small
service extraction factories are the cheapest option but will require a crusher, boiling pan
and furnace and some means of driving the crusher.
Although OPS is a low-cost option compared to large-scale production plants, it still
requires substantial investment. In addition, there would be costs involved with operation,
maintenance, transport and marketing.
EnergySugar production uses a great deal of energy to boil the juice as well as that
required to operate crushers and other equipment. In most cases sugar factories rely on
bagasse as the main fuel for the boiling process and care is required, especially with open
pan systems, to ensure that sufficient bagasse is available.
For most small to medium-scale single or multi-pan factories producing lump
sugars or syrups there is usually sufficient bagasse. In larger multi-pan factories
producing granular sugars, such as OPS, it is often difficult to obtain enough bagasse. In
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these situations additional fuel is required which may be bagasse obtained from another
factory or wood. Using forced-draught shell furnaces, as developed for OPS factories, it is
possible to obtain a fuel balance for the boiling operation (first sugar only) using bagasse.
To operate the crushers, crystallisers, centrifuges and other powered equipment, an
additional energy source is required. This may be electricity or diesel, both of which add
to the total cost. If electricity from the grid is not available then it will be necessary to
generate power at the factory. This means the installation of diesel powered generators
requiring a reliable supply of diesel fuel and engine spares.
Most VP factories are self-sufficient, producing their own electricity and heating
for both the process and the factory as a whole. With careful management and using
modern, highly efficient bagasse-fired boilers it is possible to produce more electricity
than is required by the factory. It may be possible to sell this excess electricity to the grid
or other users, generating another source of income for the factory.
Transportation :
Transport may be required to bring cane from the fields to the factory and also to
take the product to market. If motor vehicles are used then capital, maintenance and
operating costs must be added to the cost of the product. If animal powered transport is
used then hire charges and feed costs are also applicable. There may also be costs
associated with the loss of the draft animal to other duties.
Maintenance:
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Equipment cannot be operated effectively without proper maintenance and repair.
Engines, electric motors, crushers and permanently sited furnaces will all need routine
maintenance if they are to operate efficiently.
Crusher rollers will wear with time and require re-machining which necessitates
access to a workshop with a lathe. Usually, rolls can only be re-machined once after
which they will be too small for effective crushing. Therefore spare rolls or facilities for
refacing old rolls will be required. Other spares such as bearings and gears may also be
required.
Therefore due consideration must be given to the provision of maintenance. Several
options are available to the factory:
•provide its own spares
•buy spares from local suppliers
•import from outside the region or country.
Sugar caneSuitable sugar cane must be available if a factory is to be efficiently
operated. Because of local conditions and circumstances it may not be possible to grow
the best type of cane and so a compromise will have to be made. Investigatory work can
be undertaken with local agricultural research centres or, if possible, established sugar
factories which will already have undertaken research into varieties suitable for
processing. After selecting a suitable variety it will be necessary to test it to ensure that it
will succeed under local conditions. However, introducing a new variety of cane into an
area may have a number of problems including:
•Farming practises may have to change to enable the new cane type to be grown
successfully and on a sufficient scale.
•Farmer may not wish to invest in a new variety of cane until a market is assured.
•Chemical fertiliser may be required
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Most medium-scale factories will require a set minimum amount of cane each
day. Because of the rapid rate of deterioration of the harvested cane, it must be used with
twenty four hours. In addition, the growing season may be shorter than the operational
period of a factory and so farmers may have to grow cane over a longer period to meet
demand. Therefore it may be necessary for farmers to change their farming practices to
allow for a longer season and staggered harvests.
In return the farmer will receive a guaranteed income per unit weight of cane from
the factory and can often claim part of the payment in advance. However, the factory
retains quality control and usually has the right to reduce payment if the condition of the
cane falls below that required.
PROCESS
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SUGAR CANE
CANE YARD
CANE CARRIER
MILLS
JUICE BAGASSE
JUICE HEATER BOILER
LIME & SO2 STEAM POWER
JUICE HEATER
CLARIFI FILTER
EVAORATORS
SYRUP SULPHUR
PANS
MOLASSES SUGAR
THEORETICAL FRAMEWORK
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RECRUITMENTAND SELECTION
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Recruitment - searching for and attracting candidates - external or
internal – for job vacancies. New people are found and brought into the
organization. This involves communicating with actual or potential job
seekers, motivating them to apply and persuading candidates that they
really want to come and work for the firm. The objectives are to attract
candidates of the right quality in the right number.
Competition and inertia exist in a labor market. Many candidates must
decide to leave their present job; the best may not be looking for a job
change. With high employment (labor shortage), good candidates may be
scarce. Conversely where there is high employment, some good candidates
may be reluctant to move from the-situation-they-know into the-situation-
they don't-know. Recruitment occurs across all occupations from school and
college leavers to the unskilled and semi-skilled, to technologically oriented
staff and successful senior managers. The police service, forces and even
judiciary have recruitment problems and systems.
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FLOW OF RECRUTMENT PROCESS
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Strategic Recruitment Reviews
The recruitment landscape has changed dramatically over recent years
with the advent of new technologies, increased business expectations of HR
and a shift towards a candidate driven market.
The Hudson Strategic Recruitment Review provides organisations
with a way to evaluate their recruitment capability and assess their ability to
meet current and future hiring needs of the organisation. By providing
objective insight into your current recruitment model, processes and
technology and benchmarking your current outcomes against 'best practice'
standards, we can identify improved models for your consideration.
What does it include?
The review is tailored to your unique needs and can cover the
Following:
Direct and indirect recruitment costs
Employee value proposition
Workforce planning
Talent acquisition strategies
Assessment and selection
Supplier management
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Candidate relationship management
Internal mobility
Talent pool development and maintenance
On boarding
Recruitment methodology and technologies
Temp/Contractor management and utilisation
Recruitment activity has an element of:
1. Public Relations:
The organization opens its doors to job seekers and hence the outside world.
Certain organization development, marketing, promotional and quality aspects take
recruitment activity beyond being just a maintenance process. Strategic policy questions
are raised. The organization in communicating to recruits and potential recruits wishes to
present itself in the best possible light - as a virtuous, successful, worthy organization.
2) Culture Maintenance and Power:
The processes of recruitment are enacted by the powerful. Gate
keepers to the organization select those they feel will notonly be
competent but who are acceptable to the organization - according to
criteria, which are variously defined. They may recruit according to
1 Some iconic vision of an "ideal type" for the organization today.
2 Their own preferences and desires. This could be called a "doppelganger
effect”.... they recruit in their own mirror image, with a slight 'phase'
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difference but nonetheless as a clone or doppelganger.
3 Some notion of proper and perhaps ethically guided belief.
Selection - a latter stage of recruitment. It involves choosing
1 Competent and qualified applicants suited to the job.
2 New members of the organization
Selection Methods
The prescriptions, the "how-to do-its" of selection, are problem-solving
strategies (heuristics of general and specific scope) which, taken as a
cocktail, may narrow down the selection decision and increase the chances
of choosing the "right" candidate although probably "best available" is a
better term.
Selection methods range across
Interviews - the most popular and hence the skills of interviewing are
important
References
Analysis of candidate career/life data
Evaluation of candidate behaviour/ performance in group activities
Work attachments/experience (trial periods)
Skill testing with task/work simulations e.g. typing, computer
programming, brick-laying and candidates making presentations etc
Knowledge, aptitude and psycho-metric tests of various facets of know-
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how, intelligence and personality
Graphology!
Selection is a social, interactive activity and skill development and the textbooks
recommend the use of structured and tested methods to secure objectivity, reliability and
reduced risk and uncertainty.
RECRUITMENT AND SELECTION METHODS
Recruitment, assessment and selection are the three key steps for
hiring employees. Of these, recruitment and selection are typically the most
challenging for employers. The keys to finding the right candidates at the
right time and hiring them are being strategic and thinking about the
organization's future.
External Recruitment Methods
1. Develop relationships with guidance and career counselors at colleges and
universities and ask for help in recruiting for open positions. Reach out to
professional organizations that are in line with the organization's mission, and ask
to them to list open positions in their newsletters and emails to members.
Organizations with financial resources should consider working with a
recruitment firm, especially if the position is at a higher level or requires a specific
skill or type of experience.
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Internal Recruitment Methods
2. Be clear about the skills and experience an applicant must possess. Post an open
position internally first to assess whether there are qualified candidates within the
organization. Consider interns, volunteers, temporary workers or consultants who
may have been working in a similar capacity to the open position.
Selection Methods
once the applicant pool has been narrowed and candidates have been assessed, it's time
to make a selection decision. Remember to think long-term. Is the applicant qualified for
the present job as well as future positions? Look for a candidate with solid experience and
new ideas and a fresh perspective. Weigh his or her willingness to learn. Also, no matter
the industry, market conditions inevitably will change; select someone who not only can
adapt, but also can flourish under those conditions. Don't discount candidates who are
making career changes. For example, someone with five years of corporate-sector
experience can bring a strategic view to a nonprofit organization, while someone from a
nonprofit who has made the most with limited resources can bring a fresh approach to a
corporation. Be sure to consider other needs such as diversity, and to follow the
guidelines of the Equal Employment Opportunity Commission.
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FACTORS
The recruitment function of the organisations is affected and governed by a mix of
various internal and external forces.
The internal forces or factors are the factors that can be controlled by the
organisation. And the external factors are those factors which cannot be controlled by
the organisation. The internal and external forces affecting recruiting function of an
organization
Recruitment Vs Selection
Both recruitment and selection are the two phases of the employment process.
The differences between the two are:
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1. The recruitment is the process of searching the candidates for employment and
stimulating them to apply for jobs in the organisation WHEREAS selection involves the
series of steps by which the candidates are screened for choosing the most suitable
persons for vacant posts.
2. The basic purpose of recruitments is to create a talent pool of candidates to enable the
selection of best candidates for the organisation, by attracting more and more employees
to apply in the organisation
3. Recruitment is a positive process i.e. encouraging more and more employees to apply
WHEREAS selection is a negative process as it involves rejection of the unsuitable
candidates.
4. Recruitment is concerned with tapping the sources of human resources WHEREAS
selection is concerned with selecting the most suitable candidate through various
interviews and tests.
5. There is no contract of recruitment established in recruitment WHEREAS selection
results in a contract of service between the employer and the selected employee.
Recruitment Practice vs. Theory
Academically, recruitment activity is treated more as experience-
based knowledge about practice than as a body of theory. There is a vacancy;
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an entirely new job or someone leaves the organization. We are short of a
brain and a pair of hands. It is functionally necessity to fill the post. As to
how best to fill the job (decision-making), its demands need to be understood
and a skilled, systematic approach is needed for this "personnel" task. The
literature on recruitment tends to give more space to selection processes than
the wider practices of recruitment (systems & procedures for job definition,
advertising, short-listing and overall administration of selection).
How to do it:
Guidelines (prescriptions) on "best approaches" typically recommend
1 Common, logical sequences to follow when recruiting
2 Methods for evaluating job requirements
3 Skills and understandings associated with processes of selection e.g. for traditional
interviews.
4 Further methods/techniques for ascertaining candidate suitability. These may even
substitute for the interview and include tests of ability, aptitude and intelligence
5 Policy frameworks to satisfy the legal side of the recruitment problem
A Systems Approach vs. "Be Systematic"
Analysis of the inputs, processes and outputs and environmental
contexts of recruitment and selection systems helps us to understand the
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strengths and weaknesses of the propositions of "take a systematic approach"
prescriptions. Generally these prescriptions recommend that if those doing
recruitment and selection take systematic care, use the right methods and
apply specific expertise, giving attention to detail, then they will make more
reliable selection decisions.
This is sensible enough - but proof is difficult. The aim is to maximize
The validity of decision making criteria and testing methods
The reliability (predictability) of methods and decisions with due attention to
utility (cost).
However a systems approach requires definition of
The purposes, elements and relationships of the system under study
An understanding of the inputs, processing mechanisms and outputs of the system.
Remember that recruitment and selection systems are open systems, which
interact with its environment (other systems) and thus need to be adaptive. They are
subject to human frailty.
They are a lost political, value-based systems
Recruitment and Selection Stages
Having a recruitment policy (defined procedure) in a large
organization guides managerial action. Such a policy usually reflects the
prescriptions of the literature on recruitment which themselves form an
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implementation checklist covering e.g. use of interviews of given sequence
and composition, adoption of educational qualification standards, use of
limited sources for recruits, strict regulation of references and candidate
vetting, use of a psychometric test etc. The steps form a heuristic - a general,
sensible chart with which to navigate the recruitment maze. Standardization
serves to reduce risk and share experience. In a bureaucratic framework it
circumscribes discretion and behavior of decision-makers in the
organization.
Typical stages of recruitment and selection can be summarized as:
Stage What is involved?
1
Response to vacancy
Vacancy arises. Impact on staffing plan? Job
re-design, re-shuffle?
Permission to recruit/replace?
Exit interviews?
2 Job analysis
Do participants in the process understand the
post?
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What are the priorities demands,
competences required? Analyze the job.
Produce/up-date job description, personnel
specification.
Define target groups - where are they and
what will attract them to apply?
3
Employment terms
Define the terms and conditions of
employment.
Agree the rewards package internally.
Anticipate anomalous relationships with
other jobs.
Equal opportunities?
4 Communicate Vacancy
Where will we get our candidates from
(sources)?
Should the vacancy be offered openly?
Is there scope for internal promotions and job
transfers? Knock-on effects?
External sourcing. DIY and/or use agencies?
Confidentiality?
Determine budgets and placement schedules.
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Prepare copy and place. Advertising -
standards?
5
Process applications
Is the administrative machine ready to
respond to applications? Is job documentation
for candidates prepared?
Log applications/CVs. Compare each with
personnel profile
Follow-up on references/security clearances
Decide on/organize recruitment programme.
Who, when (meetings, appointments), where
(on-site, off-site).
Short-list and invite candidates to selection
activity
Courteous rejections of candidates
6 Carry out selection programme
Organize candidate accommodation, Cook's
tour and arrangements for testing
Brief reception staff.
Finalize selector briefing /training and
interviewer preparation/strategy
Implement selection programme: conduct
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interviews, exercises, tests
Review candidate data and make selection
7
Make job offer(s) and finalize contract
Advise unsuccessful candidates of rejection
or stand-by
Process job acceptances
Complete reference investigations
Confirm terms and conditions of employment
Confirm arrangements for job start
Design new starter induction programme
8
Evaluate effectiveness of
Recruitment process and methods. Validity,
reliability and utility?
The recruitment service - internal or external
agency. Were all the costs necessary?
The selection decisions. Is the new employee
really suitable? If not how was the selection
process at fault?
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Recruitment and Job Analysis
Recruiters obviously need to comprehend job requirements fully thus
methods of job analysis are needed.
Job analysis and exit interview can confirm the nature and contribution of the job
role, which may often turn out to be more complex than originally thought.
Information from job analysis, and sources such as exit interviews, can help to
restructure the job and resolve potential difficulties;
Scope and authority
Job demands (over load, under load),choices and constraints
Ambiguities and uncertainty
Complexity and technical challenge
Incompatibility (person-job-organization)
Conflict and stress
We can identify needs for supervisory support and developmental opportunity etc.
Job re-design is an organizational re-structuring activity.
A job description can be prepared - what needs to be done in the job - a definition
of the main responsibilities and tasks/priorities. This is useful for recruiters and
applicants.
Once we understand the job we can specify the attributes (education, skills,
experience, and competencies) required of a person who is likely to do the job
successfully - a person profile - modelling those candidates most likely to be
successful in the job.
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Job analysis generates
Job prospectus information needed by applicants.
We will generate a recruitment campaign that will attract suitable candidates
(inclusive of job advertising).
Better understanding of how applications received must be handled/processed to
evaluate candidates (candidate-to-candidate and candidate-to-job) and produce an
initial short-list to invite for interview.
Better information so that selection decisions as objectively as possible. It is
known to be prone to unhelpful subjectivity, stereotyping and premature
judgments. The soundness of decisions can be readily undermined by the
perceptions, attitudes and values, arrogance and ignorance (Vis a Vis the job) of
selectors.
A better understanding of what selection methods – interviews, tests etc might
serve as valid, reliable and useful (utility) tests for different types of jobs/staff.
Clear decision-making criteria for selectors to use. Such criteria must be
relevant/valid for performance of the job in question otherwise forms of
discrimination may creep in running counter to equal opportunities statutes.
The Discrimination Trap
Without proper definition of job requirements, performance criteria and
competences required, recruiters might fall into the trap of selecting on the basis of false
assumptions. Managers involved in recruitment can be very smug. They think they
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understand the job and its requirements but too frequently apply stereotypical views about
"the ideal candidate". Sometimes they haven't even thought of a candidate profile at all
but merely go on some personal whim of their own.
The outcome may be that a poor fit between the job and the capacity of a new
starter. They may be too good for the job, not capable of doing it or simply the job is ill
suited to their needs and interests. It is not uncommon for someone to start work and
leave within the first week saying "this is not the job I expected". We must not forget that
recruitment and selection involves discriminating between people (applicants). But is
the discrimination fair - ethically and at law (not necessarily the same thing!). Recruiters
have social responsibilities in relation to (equal opportunities) and see also equal
opportunities questionnaire
Recruitment and Information Processing
Data processing is costly. Processing applications and dealing with applicants
involves a lot of work. It is no wonder that busy line managers need a recruitment service
section to co-ordinate the burden for them.
Processing Applications::
We can decide to receive applications for vacancies in a number of
ways each with good and bad points.
Completion of a standard application form - likely to have a covering letter
Submitting a curriculum vitae with a covering letter
On spec. Telephone applications leading to invitations to an interview
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On spec. Inquiries where applicants turn up at the workplace or to a
recruitment centre (job shop) adjacent to it
Application via an agency - where the candidate may already be on the
agency's books
Head-hunting by an agency - candidates may again be on the agency's books
Internal vacancy notification - circulated or put on notice boards across the
company. Internal candidates may apply.
Some applications may not seem like applications - no application form will
be filled in! If we are recruiting from a network, for a senior management post
say, we may not even use an application form. We would merely invite the
candidate in to dine with us. We have to persuade them to give up a good job
and join our venture. The interview becomes a "mutually beneficial
discussion"
In other situations a telephone contact may be the appropriate initial interview e.g.
when advertising for a telesales person. Poor applicants can be tested immediately.
However for most jobs an initial meeting with the candidate is essential at which spoken,
presentational and practical skills can be tested.
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The application form as a test:
The application form requires ability to fill it in. It is a test of hand writing,
literacy and meticulousness. The content must be composed. Questions may be asked
which require an explanatory narrative.
Even for manual work situations the recruiter must know that the candidate has
filled out the application form personally and not a third party (their mum or spouse). If
another unknown person has completed it - what additional test will the recruiter use to
ascertain if the candidate can read and write? Is this a job requirement e.g. for health and
safety purposes?
A Recruitment Information System::
Processing applications involves data capture, storage, processing
(updating, sorting, ranking, evaluating, verifying against reference data such
as the job criteria, summarizing), outputting results into the next processing
stage and communicating results to various system users and back to
candidates.
We will be involved in:
A job file
Creating a job file containing all job information. Copies of some of the
contents of be sent to candidates in an applicant's pack. This file will contain
the job analysis documents, details of anticipated terms and conditions of
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employment etc. Copies of job advertisements etc. Information may be
stored relating to numbers of applications from different sources and other
costs associated with filling the vacancy. We may use such data to evaluate
the effectiveness of the recruitment campaign.
An applicant file and the life history of an applicant:
To store the details of applicants, an applicant may
Begin as an inquirer
Make a formal application
Be short-listed
Invited for interview
Withdraw at any stage
Attend for a test
Make an expenses claim
Be paid an expenses claim
Be accepted for the next stage
Be rejected
Be placed on a waiting list
Made a job offer
Accept a job offer
Have agreed terms and conditions of employment
Start work as an employee at which time their application details
become part if their employee record.
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All applicants are "work in progress" whose details need to be up-
dated from time to time. We can see the value - in a large firm or
system. Once the details of a job vacancy are recorded, applicants can
be linked to the job. Personal details of applicants are available to be
merged with any letters (some of which will be pro forma) that are sent
to applicants as they progress through each stage of recruitment. Every
transaction that an applicant makes with the system or the system
makes with an applicant can be recorded. Usually this will mean
merely up-dating the current record. From the system databases we can
extract summaries of expenses and costs. We can list all applicants by
jobs that are in processing. We store details of all applicants who were
entered onto the system.
We have to read/analyze all applications and compare these against job selection
criteria. Recruitment decisions involve discrimination. Some organizations that receive
thousands of applicants may use a formula approach to reject candidates. The formula
approach will be based on essential job criteria e.g. education and job experience. Only
those candidates who satisfy the essential (relevant but high level) requirements of the
firm will be invited for interview. Nonetheless the basic application details of all
candidates will be captured on computer - name, address, job applied for, age, sex, basic
qualifications, relevant experience etc. The application forms may themselves be stored
as microfiche images. In this way the organization will be able to look up any applicant .
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Form letters and Mail merge.
Form letters are needed. These may include:
Acknowledgement of application and we will be in touch (or otherwise)
Invitation to e.g. interview with travel and accommodation details etc
Letters of thanks and rejection with expenses paid
Letters of hold, "we are interested in you but are seeing those on our
primary short-list first".
Letters/questionnaires requesting a reference
Letters of job offer with attachments detailing the terms and conditions of
employment including information on company codes of conduct and
benefits etc.
Without a computerized system all would need typing and
photocopying. Even with a computerized system we still need letter-head
paper, an office environment, the recruitment processing application
software with its databases and integrated word processing, an administrator,
an envelope and stamp, a possible telephone follow-up, filing or storing on
disk and data back-up facilities.
DATA ANALYSIS & INTERPRETATION
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In this section an attempt is made to present the emphasized data collected on
Recruitment & Selection.
1. How do you come to know about the organization?
TABLE - 1
Options No. of Respondents Percentage
Friends 22 44 %
Employee Working in
the organization
16 32 %
Consultants 12 24%
Others - -
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis 44% of the respondents came to know about the
organization through friends, 32% of the respondents came to know about the company
organization through employee working in the organization and 24% of the members
from the others.
2. Is the recruitment process followed by the company is satisfactory or not?
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TABLE – 2
Options No. of Respondents Percentage
YES 35 70 %
NO 15 30 %
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis 35 members are responded that they are satisfied by the
company. Satisfied for the recruitment process followed by the company and 15 members
feels that they are not satisfied by the recruitment process.
3. Is the interview process (HR) which you have faced is relevant (or) not?
TABLE - 3
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Options No. of Respondents Percentage
YES 40 80 %
NO 10 20 %
Total 50 100%
Source: Field Survey
Interpretation:
From the above data, 80% of the employee opinions that the interview process
which they faced in relevant and 20% of the employees feel that, they it is not relevant.
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4. How is the organization climate?
TABLE – 4
Options No. of Respondents Percentage
Excellent 11 22 %
Good 25 50 %
Average 14 28 %
Poor - -
Very Poor - -
Total 50 100%
Source: Field Survey
Interpretation:
From the analysis, it can be found that, out of the 50 respondents, 11 members feel
that organization climate is excellent, 25 members feel that organization climate is Good
and 14 members feel that the climate is average in condition.
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5. What are the key factors considered in our organization for recruit the
employees?
TABLE - 5
Options No. of Respondents Percentage
Merit 5 10%
Qualification 10 20%
Experience 10 20 %
All 25 50%
Total 50 100%
Source: Field Survey
Interpretation:
From the above table, the employees responded that, the merit, qualification and
experience are the key factors in the organization to recruit the employees 10% agree as
merit is important.
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6. What are the sources of recruitment in your company?
TABLE – 6
Options No. of Respondents Percentage
Internal 12 24%
External 18 36 %
Both 20 40 %
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, it can be state that, 24% of the employees agreed that
internal sources are the major sources for recruitment in the company, 36% of the
employees feel that they are following external sources and the remaining 40%
employees agree that both are necessary for the recruitment.
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7. What are the external sources in your organization?
TABLE - 7
Options No. of Respondents Percentage
Advertisements - -
Employment Changes 2 10%
Labour contractors 15 30%
References 33 60%
Total 50 100%
Source: Field Survey
Interpretation:
From the above data, it can inferred that 12 respondents statement that
employment changes are the external sources in the organization and 15 members agreed
that labours contractors are the external sources and the remaining 33 members agree that
reference are the external sources in the organization.
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8. Who carries the recruitment process in your organization?
TABLE - 8
Options No. of Respondents Percentage
HR department - -
Concerned Department 10 20%
Unit Head 40 80 %
Others - -
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, out of the 50 respondents, 10 members stated that
concerned department carries the recruitment process in this company and 40 members
stated that unit head carries the recruitment process in the company.
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9. What are the steps involved in the selection process?
TABLE - 9
Options No. of Respondents Percentage
Initial interviews 50 100 %
Employment Tests - -
Physical Tests - -
Medical Tests - -
Total 50 100%
Source: Field Survey
Interpretation:
From the analysis, I observed that the initial interview is the major step involved
in the selection procedure.
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10. What type of tests conducted in your organization.
TABLE - 10
Options No. of Respondents Percentage
Aptitude test - -
Intelligence Test 50 100%
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, it can be stated that, majority of the employees agreed
that intelligence test is the main test conducted in the organization.
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11. How company will evaluate the candidate.
TABLE – 11
Options No. of Respondents Percentage
Interviews 50 100 %
Group Discussions - -
Written Tests - -
All - -
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, it can be noted that the company will evaluate the
candidates through interviews.
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12. What is time period between application and interview call?
TABLE – 12
Options No. of Respondents Percentage
1 – 3 days 50 100 %
Descriptive/Essay - -
Both - -
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, I observed that the time period between application and
interview call is within 1-3 days.
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13. What according to you is important for an interview?
TABLE – 13
Options No. of Respondents Percentage
Communication 11 22 %
Subject Knowledge 14 28 %
Both 25 50 %
Total 50 100%
Source: Field Survey
Interpretation:
From the above data, 11 employees feel that communication is important for an
interview, 14 employees feel that subject knowledge is must for an interview and 25
employees feel that communication and subject knowledge are important for an
interview.
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14. What is your opinion on placement, notation & confirmation?
TABLE – 14
Options No. of Respondents Percentage
Fully satisfied 14 28 %
Satisfied 31 62 %
Dissatisfied 5 10 %
Total 50 100%
Source: Field Survey
Interpretation:
From the above analysis, 14 employees are fully satisfied for the placements, 31
employees are just satisfied for the placement and 5 members are dissatisfied for the
placement conducted in the organization.
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FINDINGS & SUGGESTIONS
Findings:
1. Majority of the employees came to know about the organization through the
friends and some through the employee working in the organization, consultants
and others.
2. Majority of the employees are satisfied with the recruitment process followed by
the company.
3. Three fourth of the employees feel that the interview process which they have
faced is relevant and the rest have dissatisfied expressed their dissatisfaction
towards the interview process.
4. 50% of the employees feel that organization environment is good, 22% feel it is
excellent and 28% say that it is average.
5. Most of the employees opinioned that the behavior of the co-employee is good.
6. The employees are found to be satisfied with the aspects of selection process and
interactions with HR Team.
7. The employees are satisfied with the motivation from the management and some
are dissatisfied from the management.
8. The employees found that, the talent, qualification and experience are the key
factors in the organization for recruit the employees.
9. Unit Head carries the recruitment process in the organization.
10. The satisfaction level of employees is found to be marginal in the issues like
placements, appointments terms and contract.
11. The time taken for information of selection is found to be a factor of concern for
the employees in the entire recruitment process.
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SUGGESTIONS
1) The participation of workers in management activities should be encouraged
through suggestions box, feedback sessions. This will give motivational effect on
them and a sense of belonging and they feel it as intrinsic reward and contribute
towards achievement of organization objectives.
2) The company should consider the opinion of employees regarding the relevance
of the interview process. Because majority of the employees are tightlipped on the
issue of relevance of interview process.
3) The selection and recruitment policies should not give any change to criticize.
These policies are greatly influenced the organization work behavior and
development.
4) There should be feedback from the employees in the organization regarding the
management activities
5) The company can adopt some more recruitment sources like print media, job
melas in recruiting the candidates.
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A STUDY ON RECRUITMENT AND SELECTION PROCESS
With reference to
SREE RAYALASEEMA SUGARS & ENERGETIC PVT LTD.,
NANDYAL KURNOOL DIST.
Personal Information:
Name of the employee :
Educational Qualification :
Gender :
Age :
QUESTIONNAIRE
1. How did you identify the recruitment need in the organization? ( )
a) While planning about HR
b) When there is vacancy
c) While expansion of the organization
d) Depending upon the present strategies of the organization
e) All the above
2. What is the method of interview conducted in your organization? ( )
a) Walk-in b) telephonic
c) Internet d) Others
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3. Does the organization provide any travelling allowance to motivate candidates
attending the interview from distant places? ( )
a) Yes b) No
4. Does the organization appoint any representatives who make the people know
about the vacancies in the organization? ( )
a) Yes b) No
5. What is the qualification that the organization looks for while recruiting the
applicants? ( )
a) Good communication skills
b) Attitude
c) Honest and pleasant to work with
d) with skills required
e) Study background
6. What does the organization use to attract external candidates?
( )
a) Advertising
b) Present employees reference
c) Recommendation from various sources
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d) All
7. On what basis the organization scrutinizes the applicants? ( )
a) Based on information in application forms
b) Based on age, qualification& experience
c) All
8. Who conducts the preliminary interviews in your organization? ( )
a) HRD manager b) Technical persons
9. Who conducts the final interviews in your organization? ( )
a) HRD manager b) Concerned head of the dept.
c) General Manager d) All
10. How frequently is the selection and recruitment done? ( )
a) One week b) 2-3 weeks
c) One month d) based on requirement
11. What type of interviews is conducted in the organization? ( )
a) Written examinations b) Group discussions
c) Preliminary interview d) All the above
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12. At what level do you think the recruitment and selection
process is more Crucial? ( )
a) Executive level b) Supervisory level
c) Staff level d) All the above
13.After selection of candidates who will inform him about the designation & salary
offered? ( )
a) HR head b) Others
14.How does the organization develop the relationship between existing employee and
newly recruited? ( )
a) Training b) Induction
c) Others
15. Are you satisfied with existing recruit mentand selection process? ( )
a) Excellent b) Good c) Satisfactory
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BIBILOGRAPHY:
1. K.Ashwathappa : Human Resource and personal management,
Himalaya publishing,
House, New Delhi 2008.
2. Moorthy : M.V.Principal of labour Laws.
3. R.Panneerselvam : Research Methodology.
4. P.R.N Sinha : Industrial Relations,
Trade unions indu Bala sinha and Job legislation.
5. P.Subba Rao : Human Resource and personal management,
Himalaya publishing,
Mumbai, 2008.
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