Recruitment and Selection Process at Bhushan Steel

SUMMER TRAINING PROJECT
A PROJECT REPORT ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS

SUBMITTED IN THE PARTIAL FULFILLMENT FOR THE AWARD OF THE DEGREE OF THE
BACHELOR OF BUSINESS ADMINISTRATION (SESSION2004-2007) SUBMITTED BY: KANIKA AHUJA BBA-II SEM. ROLL NO. : 04/BBA(CAM)/010
J.S.S. ACADEMY OF TECHNOLOGY EDUCATION, NOIDA

ACKNOWLEDGEMENT
Expression of Gratitude is the least one Can do in response to the favours received.
The entire journey from the very idea of this project to reality would not have been possible without the guidance and support of many experienced people. I take this golden opportunity to express my gratitude to the BHUSHAN STEEL AND STRIPS LTD. for providing me an opportunity to undertake my summer training. I am deeply indebted to my project guide Mr. S.K. Gupta (AGM P&A) and Mr. M.K. Panwar (Asstt. Manager, P&A) for their guidance and support that was indispensable for the completion of this project. I would also like to thank my faculty Mr. Prashant Gupta and Mrs. Anubhuti Sehgal for their assistance in completion of this project report. Last, but not least I would like to thank my parents and friends for the strength and encouragement they gave for the completion of the project. KANIKA AHUJA 2004-2007
OBJECTIVE
I have undertaken the project effectiveness of recruitment and selection process in order to study the: 1) Recruitment and selection practice at Bhushan Steel and
Strips Ltd. to assess the effectiveness and suggest ways to improve it.
2) Also comparative study of Bhushan Steel & Strips Ltd.
with some companies with similar profiles was done to discuss their hiring system. The main objective is to select-right candidates to the right jobs to reduce the cost of employment and losses occurred due to errors made by the employees which are not appropriate to the corresponding job. To know whether according to their predetermined duties and responsibilities. Also the work done by the personnel manager is every critical because it may cause harm or profit to the company, as it is very delicate job to select & recruit an employee and further give him training and develop him.
SELECTION PROCESS
The selection procedure consists of a series o steps. At each stage facts may come to light which may to the rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must cross, the arrangement, of these hurdles may differ from organization to organization. These is not standard selection procedure to be used in all organizations or fall jobs. The complexity of selection procedure increases with the level and responsibility of the position to be filled. The strategy and method used from selecting employees various from firm to firm and from one job to another. Steps involved in employee selection may be described as under: 1. Preliminary Interview: First of all, initial screening is done to weed out totally unsersirable/unqualified candidates at the outlet. Preliminary interview is essentially information about the nature of the job and the organization. Necessary information is also elicited from the candidates about their education, skills experience, salary expected, etc. if the candidate is found suitable, he is selected for further screening. Preliminary interview saves time and efforts of both the company and the candidate. 2. Application Blank: Application form is traditional and widely used device for collecting information from candidates. The application form should provide all the information relevant to selection. But reference to caste, birth, religion, birth place may be avoided as it Generally, information. a an is regards an evidence of discrimination. application form contain the following
(a) Identifying information- Name, address, telephone No., etc. (b) Personal Information- Age, sex, place of birth, marital status, (c) Physical characteristics- height, weight, eye sight, etc. (d) Family background (e) Education- academic, technical and professional. (f) Experience jobs Held, employers, duties preferred, salary drawn, etc. (g) References extra curricular activities, hobbies, (h) Miscellaneous dependents etc.
games and sports, membership of professional bodies, etc. Application form helps to serve objectives. First scrutiny of the form helps to weed out candidates who are lacking in education, experience, or some other eligibility taints. Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data contained in application forms can be stored for future reference. Application form duly filled in is also called bio-data or curriculum vitae. 3. Selection Test: Psychological tests are being increasingly used in employee selection. A test is a sample of some aspect of an individuals attitude, behaviour and performance. It also comparing the behaviour, in their job related provides a systematic basis for
performance and attitudes of two more persons. Tests are based on the assumption that individuals differ traints which can be measured. Tests help to reduce bias in selection by servicing as a supplementary screening device. Tests are helpful in better matching of candidate and the job.
Tests may also reveal qualifications which remain
covered in
application form and interview. Tests are useful when the number of applicants is large. Further, tests will be useful only when they are properly designed and administrated. 4. Employment Interview: An interview is a conversation
between two persons. In selection it involves a personal, observational and face to face appraisal of candidates for employment. Interview is an essential element of selection and no selection procedure is complete without one or more personal interviews. The information collected through application and test can be cross-checked in the interview. A selection interview serves three purposes: (a) obtaining information about eh background, education, training, work history and interests of the candidate; (b) giving information to candidates about the company, the specific job and personnel policies; and (c) establishing a friendly relationship between the employer and the candidate so as to motive the successful applicant to work for the organization.
5. Medical Examination : Applicants who
have crossed the
above stages are sent for a physical examination either to the companys physician or to a medical officer approved for the purpose. Such examination serves the following purpose. (a) It determines wheather the candidate is physically fit to perform the job. Those who are physically unfit are rejected. (b)It reveals existing disabilities and provides a record of the employees health at the time of selection. This record will help in settling companys liability under the workmen compensation Act for the claim for an injury (c) It prevents the employment of people suffering from contagious diseases. (d)It identifies candidates who are otherwise suitable but require specific jobs due to physical handicaps and allergies. 6. References Check: The opinion of referees can be useful in judging the future behavioral and performance of a candidate. 7. Final Approval: In most of organization, selection process is carried out by the human resource department. The decisions of this department are recommendatory. The candidates shortlisted by the department are finally approved by the executives of the concerned department/units. Employment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. In some organization a contact of service on judicial paper is signed by both the
candidate
and
the
representative
of
the
organization.
Appointment is generally made on a probation of one or two years. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized.
ABOUT THE GROUP

In order to meet challenges of the future and to leave an indelible mark on the industrial scenario, Bhushan Group has structured along three business lines. The business groups are as follows: BHUSHAN STEEL AND STRIPS LTD. BHUSHAN INDUSTRIAL LTD, CHANDIGARH. BHUSHAN METALLICS LTD. DERABASSI (PUNJAB). BHUSHAN INDUSTRIES LTD. CALCUTTA. BHUSHAN METAALLICS LTD, CHANDIGARH. AARTI STRIPS LTD. VIRAT NAGAR-NEPAL
BHUSHAN STEEL AND STRIPS LTD.

BOARD OF DIRECTORS Shri Brij Bhushan Singal Chairman cum Managing Director Shri Sanjay Singal Vice Chairman Shri Neeraj Singal Managing Director Shri Sandeep Bakshi Nominee Director of ICICI Shri N.K. Gard Nominee Director of UTI Shri Mohan Lal Director Shri Shankar Lal Mittal Director Shri R.P. Goyal BANKERS Punjab National Bank Canara Bank Federal Bank Ltd. ING Bank Bank of India AUDITORS Mehra Goel & company. Charted Accountants COMPANY SECRETARY Mr. O.P. Davra.
REGISTERED AND CORPORATE OFFICE F-Block, Ist Floor, International Trade Tower, Nehru Place, New Delhi-110019 WORKSHOP 23, Site IV Sahibabad Industrial Area, Sahibabad, District Ghaziabad. Uttar Pradesh-201010 BRANCHES Ahemdabad, Bangalore, Bhopal, Bombay, Calcutta, Chandigarh, Chennai, Coimbatore, Delhi, Derabassi, Guwahati, Hyderabad, Kanpur, Ludhiana, Puen, Parwanoo, Rishikesh, Varanasi.
COMPANY PROFILE
Bhushan Steel & Strips Limited, an ISO 9002 certified and the flagship company of Rs. 2000 crores BHUSHAN GROUP, is leading the technological Revolution in Indian Cold Rolled steel industry & defining new frontiers of customer satisfaction. It is Indias largest (in the secondary sector) and the only CR Steel Plant with a line to manufacture Cold Rolled Coils & Sheets up to width of 1610mm, as well as Galvanized Steel Coils & Sheets up to width of 1250 mm. The company currently has a capacity to produce 500000 MT/Annum of Cold rolled Steel & out of that 250000 MT/ Annum of galvanized Steel. PRIDE OF PLACE Companys Products continue to be a favorite with all quality conscious users of automobiles & white Goods/Domestic appliances & General Engineering Industries. It is no wonder that eminent corporates like Telco, Daewoo Motor, Hindustan Motors, Maruti Udyog, Mahindra & Mahindra, Ashok Leyland, Ford Motors, Krupp JBM, Honda SICL cars, Eicher Tractors, Hongo India, Piaggio Greaves, JBML, Bajaj Tempo, Scooter India, Bajaj Auto, Yamaha Escorts, Hero Honda, Lucas-TVS, Brakes India, TI Group, LML, Kinetic Engineering, Amalgamation Group,Whirlpool Godrej, IFB, LG Electronics,Intercool Western Electrolux Group, Videocon Hitachi Aircon, National Matshushita, Hindustan Aircon, Onida, L&T, ALSTOM, BHEL, Indian railways, ETA, Tecumseh, JCT
Electronics continue their unbounded trust in BSSL and regularly sourcing companys products.
GLOBAL PLAYER
Bhushan Steel & Strips Limited acquired the export house status in the very First year (1995-96) of their export operations with a turnover of 13.2 million U.S. dollars. Company attained the status of trading house in the year 1997-98 by Ministry of Commerce, Government of India. BSSL is committed to Strengthen the prowess for foreign exchange Earning for the country and is focusing on expanding the coverage to most distant shores. The company is poised to achieve an export turnover of 50 million US Dollars in the year 2000-2001. The foreign markets include: China, Ethiopia, Europe, Iran, Kenya, Myanmar, Singapore, Taiwan, Tanzania, Uganda, UAE, and USA etc.
LEADERSHIP THROUGH TECHNOLOGY

Cold Rolled Steel Companys cold rolling mill Complex is a towering citadel, the first of its kinds in the steel sector of the country having equipments supplied by Global Leaders such as: 1. Hitachi, Japan, for Universal Cold Rolling Mill. 2. Nippon Denro, Japan to remove surface contaminants. 3. Ebner, Austria for high convection annealing furnaces. 4. Clecim, France for electrostatic oilup for uniform spray of rust preventive oil. 5. Waldrich Siegen, Germany for uniform mirror finish material. 6. Fimi, Italy and Daehyun, Korea, for 3M tension roll and computerized shim-less tooling. 7. Heinrich George, Germany for cut to length lines. 8. Proeco, Canada for push-pull pickling line with technology backup.
GALVANIZED STEEL
The galvanized sheets & coils manufactured by the company have excellent Zinc adhesion and corrosion resistance achieved by applying a special chemical treatment on the Zinc-coated surface to prevent the formation of white rust. The company has three Galvanizing lines consisting of most modern continuous annealing furnaces based on the design of Stein Heurty, France. The online coating thickness control equipments from Valmet, Canada and Radiometric,German attached to the galvanizing lines ensures uniform zinc coating mass. The Galvanzized sheets, coils and corrugated sheets
manufactured by the company are globally accepted especially in important international markets of Bangladesh, Canada, China, Ethiopia, Vietnam. Europe, Kenya, Myanmar, Nepal, Oman, Qatar, Singapore, South Africa, Taiwan, Tanzania, UAE, Uganda, USA,
RESEARCH AND DEVELOPMENT

The company has a full fledged R&D center and has many firsts to its credit including development of High Tensile steel for passenger car skin panel grade material for Visi coolers & Chest coolers of Coco Cola & Pepsi, ultra-thin CR steel for picture tube & battery application etc. A Fully equipped Quality Control Laboratory has test equipments of unmatched standards. The effort of the Companys Human Resource Department is focused on obtaining the best talent and further enhancing the skills of the workforce. Industrial relations remains cordial throughout the year and the Board records its appreciation for the contribution of all the employees towards the growth of the company. With constant stress on innovation, product quality and product range supported by an extensive Network of branch offices, dynamic dealers and distribution network, BHUSHAN is today a familiar name in the country.
STRATEGIC ALLIANCE
In order to acquire the latest know-how to establish the quality requirements of all customers in Automobile, White Goods appliances & General engineering Industry, the company has entered into a technical collaboration with the worlds one of the largest steel producer Sumitomo Metal Industries, Japan.
DEPARTMENT AT BSSL
BSSL CHAIRMAN VICE CHAIRMAN MANAGING DIRECTOR PRESIDENT
PLANT
OFFICE
INFO
TECH
MKTG
P&A
EXCISE & SALES
SHARE
MATERIAL
DISPATCH
TRANSPORT EXPORT OEM TRADE HRD PERSONNEL ADMINISTRATION SECURITY
PURCHASE STORE
Bhushan Group has increased its capacity of cold rolled steel by installing a new plant at Khapoli, near Mumbai. This plant produces CRCA coils and sheets Galvanized coils and sheets, precision tubes, ERW/CEW (cold drawn) for automobile applications. A colour coated sheets manufacturing line will be commissioned shortly. Bhushan Steel is also planning to set up or integrated steel plant of 2.40 million tonne/year capacity in the state of Orissa, East Coast to produce Hot Rolled Coils. The project will be in two phases of 1.20 million tonne each. The first phase will cater to the capacity requirements of Bhushan Steel which million tonne/year. The strategic alliance between Bhushan Steel and Sumitomo metals Industries has been established, under which sumitomo shall extend process know how for manufacturing automobile steel sheets and give top priority for supply of hot-rolled coils for producing CRCA of automotive industry. A product development and QC tie-up with sumitomo metals, has been established and meeting the customers in the automobile, engineering industry. quality requirement of all the white goods and general is ready 1.20
COMPANY POLICY OF BSSL TOTAL CUSTOMER SATISFACTION THROUGH QUALITY MANAGEMENT AND CONTINUOUS IMPROVEMENT
We at BSSL are committed to produce CR Steel sheets and Galvanized Steel Sheets of World class quality. Our Aim is to maximize the customers Satisfaction and this is achieved through Quality product, continuous improvement and motivated employees.
BUSINESS PRINCIPLES
1. Organization, which is sensitive to the needs of the Customers. 2. Continuous up gradation of Quality and Process to meet changing needs of Customers. 3. Optimization of returns on Investment by. Continuous Improvement. Leadership Through Technology. Organization and Personal Development. Cost Reduction efforts. Effective use of all resources. Harmonious and Safe working conditions.
Following JIT theory in Practice. 4. Working to meet International Norms of Quality through the best of available Equipment & to sustain the Standard.
IR POLICY OF THE COMPANY

To develop the concept of MY OWN To be firm & fair in disciplinary matters. Patient listening to the employees problems and To provide them Harmonious & safe working
ORGANIZATION amongst the employees.
prompt disposal there of. conditions, in time salary, canteen & chilled dirking water facilities, interest free loan & timely overtime payment. No organized trade union. Workers grievances are taken care of properly. All facilities are available to workers e.g. Medical, Canteen, Loan etc. management has in regular interaction with employees & due to this outside interference is minimized and workers are not getting carried away with outside issues. Thus Union activities have no scope to develop. Take care for its employees in their Hardships at work and family level. A feeling of togetherness is developed which has alleviated various problems of workers.
Educate & Train employees to make them feel a part
of the organization. The regular training activities are a permanent feature of Training and Development activities.
INTRODUCTION
In any organization there is a need of three resources i.e. men, money and material. Man is a very essential part of any organization. Recruitment and Selection of employees in any organization hold an important place because it is process determining man power requirements in order to carry out the integrated plan of the organization. According to Geisler Recruitment and selection are the part of man power planning the process including forecasting, developing, implementing and controlling, by which a firm ensures that it has the right type of people at the right place at the right time doing things for which they are commonly most useful.
IMPORTANCE OF SELECTION
The term selection denotes a choice of one or some form amongst many. The vital importance of making the right selection of staff for any enterprise cannot be overemphasized. While selecting employees it should be born in mind that they are the greatest source of an organization. Building and money are always secondary. The critical element is always the spirit team work and the skill of the organizations personnel. Everything can be brought or reproduced except skilled and dedicated service. Essentials of Selection Procedure The selection produced adopted by an organization is mostly tailor made to meet its particular needs. The thoroughness of the of the procedure depends upon three factors: First, the nature of selection, whether faulty or safe, because a faulty selection affects not only the training period that may be needed, but also results in heavy expenditure on the new employee and the loss that may be incurred by the organization in case the job-occupant fails on his job. Second, the policy of the company and the attitude of the management. As a practice some companies usually hire more
than the actual number needed with a view to removing the unfit persons from the jobs. Third, the length of the probationary or the trial period. The longer the period the greater the uncertainty in the minds of the selected candidate about his future. The hiring process can be successful, if the following preliminary requirements are satisfied: (a) Some one should have the authority to hire. This authority comes form the employment requisition, as developed by an analysis of the workload work force. (b) There must be some standard or personnel with which a prospective employee may be compared, i.e. there should be available, beforehand, a comprehensive job description and job specifications as developed by a job analysis. (c) There must be a sufficient number of applicants from which the required number of employees may be selected.
How the Selection is done

There is no shortcut to an accurate evaluation of a candidate. The hiring procedures are, therefore, generally long and complicated. Many employers make use of such techniques and pseudosciences as phrenology, physiognomy, astrology, graphology, etc., while coming to hiring decision. However, in modern times, these are considered to be unreliable measures.
The selection procedure consists of a series o steps. At each stage facts may come to light which may to the rejection of the applicant. It is a series of successive hurdles or barriers which an applicant must cross, the arrangement, of these hurdles may differ from organization to organization. These is not standard selection procedure to be used in all organizations or fall jobs. The complexity of selection procedure increases with the level and responsibility of the position to be filled. The strategy and method used from selecting employees various from firm to firm and from one job to another. Steps involved in employee selection may be described as under:
8. Preliminary Interview: First of all, initial screening is done to weed out
totally unsersirable/unqualified candidates at the outlet. Preliminary interview is essentially information about the nature of the job and the organization. Necessary information is also elicited from the candidates about their education, skills experience, salary expected, etc. if the candidate is found suitable, he is selected for further screening. Preliminary interview saves time and efforts of both the company and the candidate.
9. Application Blank : Application form is traditional and widely used device
for collecting information from candidates. The application form should provide all the information relevant to selection. But reference to caste, birth, religion, birth place may be avoided as it is regards an evidence of discrimination. Generally, a an application form contain the following information.
(a) Identifying information- Name, address, telephone No., etc. (b)
Personal Information- Age, sex, place of birth, marital status, dependents etc.
(c) Physical characteristics- height, weight, eye sight, etc.
(d) Family background

(e) Education- academic, technical and professional.
(f) Experience jobs Held, employers, duties preferred, salary drawn,
etc. (g) References

(h) Miscellaneous extra curricular activities, hobbies, games and
sports, membership of professional bodies, etc. Application form helps to serve objectives. First scrutiny of the form helps to weed out candidates who are lacking in education, experience, or some other eligibility taints. Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data contained in application forms can be stored for future reference. Application form duly filled in is also called bio-data or curriculum vitae.
10. Selection Test: Psychological tests are being increasingly used in employee
selection. A test is a sample of some aspect of an individuals attitude, behaviour and performance. It also provides a systematic basis for comparing the behaviour, performance and attitudes of two more persons. Tests are based on the assumption that individuals differ in their job related traints which can be measured. Tests help to reduce bias in selection by servicing as a supplementary screening device. Tests are helpful in better matching of candidate and the job. Tests may also reveal qualifications which remain covered in application form and interview. Tests are useful when the number of applicants is large. Further, tests will be useful only when they are properly designed and administrated.
11. Employment Interview: An interview is a conversation between two
persons. In selection it involves a personal, observational and face to face appraisal of candidates for employment. Interview is an essential element of selection and no selection procedure is complete without one or more
personal interviews. The information collected through application and test can be cross-checked in the interview. A selection interview serves three purposes: (a) obtaining information about eh background, education, training, work history and interests of the candidate; (b) giving information to candidates about the company, the specific job and personnel policies; and (c) establishing a friendly relationship between the employer and the candidate so as to motive the successful applicant to work for the organization.
12. References Check : The opinion of referees can be useful in judging the
future behavioral and performance of a candidate.

13. Final Approval: In most of organization, selection process is carried out
by the human resource department. The decisions of this department are recommendatory. The candidates short listed by the department are finally approved by the executives of the concerned department/units. Employment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. In some organization a contact of service on judicial paper is signed by both the candidate and the representative of the organization. Appointment is generally made on a probation of one or two years. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized.
ASSESSMENT OF THE RECRUITMENT PROGRAMME

Sources for recruiting should be periodically evaluated. For this purpose, the criteria be the cost per applicant, the applicant/hiring ration, tenure, performance appraisals, etc. The organization should first identify how an applicant was attracted to the firm. A simple way of securing this information is to include in the application blank a question: How did you learn of the job vacancy for which you have applied? The next step is to determine whether any one method consistently attracts better applicants. The last step is to use this information to improve the recruiting process. Recruiting should take into consideration ethical practices, such as use of truth hiring, i.e., telling an applicant all about the firm and its position, both good and bad, to enable him to decide whether or not to joint the firm, if selected. A successful and effective recruitment programme necessitates a well-defined recruitment policy, a proper organization structure, procedures for locating sources of manpower resources, suitable methods and techniques for utilizing these and a constant assessment and consequent improvement. According to Adverting tactics and Strategy Recruitment, three points need to be born in Personnel before in a
advertisement in inserted. First to visualize the type of applicant.
Trying to recruit. Second, to write out as a list of advantages a company offers; in other words, why the reader should work for the company. Third to which news paper having a local, state or nation wide circulation. The following is a popular procedure though it may be modified to suit individual situation.
(a) (b)
Reception or preliminary interview or screening: Application blank- a fact-finder which helps one in
learning about an applicants background and life history: (c)A well conducted interview of explore the facts and get at the attitudes of the applicant and his family to the job. (d) (e) (f) (g) A physical examination- health and stamina are vital Physiological testing to explore the surface area and A reference check: Final selection approval by manager: and communication of the decision to the candidate. factors in success: get an objective look at a candidates suitability for a job.
RECRUITMENT
Recruitment is process to discover the source of
manpower in adequate numbers of facilitate effective deletion of an efficient work force. -Yodder Recruitment is said to be the initial in the process which
continues with selection and ceases with the placement of the candidate. Recruitment is the next step in the procurement function, the first being the manpower planning. Recruitment makes is possible to acquire the number and types of people necessary to ensure the continued operation of the organization. Recruitment is the discovering of potential applications for actual or anticipated organizational vacancies. The purpose of recruitment is to locate source of manpower function of personnel administration, because unless the right type of people are hired, even the best plan, organization charts and control systems would not do much good. It is a process in which a comprehensive and brainstorming search is done for the right selection of employees and stimulating and encouraging them to think about joining an organization who will meet their desires towards, working and other aspects related to it.
The process of recruitment is said to be of positive nature which stimulates to every person to apply for a particular job to increase the hiring ratio that means a lot of applicants for a job. Selection on the other hand tends to be negative because it rejects a number of persons as they became unfit for the applied post and the best is hired.
KEY POINTS OF RECRUITMENT

All organization whether large or small, do engage in recruiting activity although not in the same number. It can be differentiated with: The size of the organization. The employment conditions in the community where the organization is located; The effects of past recruiting efforts which throw show the organizations ability to locate and keep good performing people; Working conditions and salary and other perks offered by the organization which may influence turn over and necessitate future recruiting; The rate of growth of the organization; The level of seasonality of operations and future expansion and production programmes and Cultural, economic and legal factors.
BOTTLENECKS IN THE PROCESS OF RECRUITMENT

No employer could ever freely choose always the right candidate because various forces impinge upon such selection. Such hurdles are The Organizations Place The candidate whos recruitment is to be made may not be interested to join the organization because either its reputation or goodwill in not good in the society, corporate sector or because the conditions of work are hazardous to work that is to say it is involve in the production of such procedures of which manufacturing creates panic health condition for any employee. All such factors minimize its ability to pull the super brains from employment market. The Unattractive Job If the job is regarded as boring, hazardous, anxiety creating or to such an organization. The policy of the Organization towards its Employer If the policy and aims at providing promotion to its employees from within, people would be attracted to it, because such a policy enjoys several advantage such as that of creating good public relations, building high morale, encouraging good people who are ambitious and improving the probability of a good selection.
Boundation to Recruit Union Members Some unions emphasis on recruitment to members of the unions only when situation occurs, management has to recruitment from a restricted supply. Influence of the Government An employer cannot distinguish any individual on the basis of physical appearance, sex or religious background, for purpose of recruitment.
STEPS TO BE TAKEN A RECRUITMENT PROCEDURE

Famularo states that personnel recruitment process involves five elements viz., a programme. recruitment and different techniques used for utilizing these source and a method of assessing the recruitment
RECRUITMENT POLICY
Such a policy may involve a commitment to broad principles such as filling vacancies with the best qualifier individuals. It may embrace many issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees. It may also involve the organization of present employees. It may also involve the organization system to be developed for implementing recruitment programme and procedures to the employed. Yodder Recruitment policy assets the objectives of the recruitment policy and provided a framework of implementation of the recruitment programme form of procedure.
Therefore a well considered and pre-planned recruitment policy based on corporate goals study of environment and the corporate needs. Many avoid hasty or ill considered decision and may go a long way to man the organization with the right type of personnel.
OBJECTIVES OF THE ORGANIZATION

Organizations objective-both in short term and long term must be taken into consideration as a basic parameter for recruitment decisions and needs of the personnel area wise, job family wise.
IDENTIFICATION OF THE RECRUITMENT

It needs to take decision regarding the balance of the qualitative dimensions would be recruits i.e. the recruiters should prepare profiles for each category of workers and accordingly workout the man specifications, decide the sections, departments or branches where they should be placed and identify the particular, responsibilities of recruitments which would be tapped by the organization e.g. fro skilled or semi skilled manual workers internal sources and employment exchange may be preferred; for highly specialized categories and managerial personnel, other sources besides the former may be utilized.
CRITERIA OF SELECTION AND PREFERENCES

These should be based on conscious thought and serious deliberations. In some cases trade unions may be consulted. THE COST OF RECRUITMENT AND FINANCIAL
IMPLICATIONS OF THE SAME A recruitment policy in the best sense involves a commitment by the employer to such general principles as: 1) To find and employ the best qualified persons for each job. 2) To retain the best and most promising of those hired; 3) To offer promising opportunities for life time working careers. 4) To provide programmes and facilities for personal growth on the job. The recruitment policy is concerned with quality and qualifications of manpower. It established broad guidelines for staffing process. Generally the following factors are involved in recruitment policy: To carefully observe the letter and spirit of the public policy on hiring and on the whole
relevant
employment relationship. To provide individual employees with the maximum of employment security, avoiding frequent lay off or lost time; To provide each employee with an open road and encouragement in the continuing development of their talents and skills; To assure each employee of the organization intersect in their personal goals and employment objectives;
To avoid cliques which may develop when several
members of the same household or community are employed in the organization; To provide employment in jobs which are engineered to meet the qualifications of handicapped workers and minority sections; To encourage one or more strong, effective responsible trade unions among the employees.
PERQUISITES OF A GOOD RECRUITMENT POLICY

The recruitment policy of an organization must satisfy the following conditions: It should be flexible enough to meet the changing needs of an organization. It should be in conformity with its general personnel policies. It should be so designed as to ensure employment opportunities for its employees on along term basis so that the goals of the organization should be achievable; and it should develop the potentialities of employees. It should match the qualities of the employees with the requirement of the work for which they are employed. It should highlight the necessity of establishing job analysis. The nature and extent of the recruitment programme depends on a number of factors including the skills required, the state of the labour market, general economic conditions and image of the employer. A company which has reputation of paying fair wages, providing good employee benefits and taking interest in employee welfare activities would attract a large number of application than it needs without making any extra recruiting efforts. Small companies which hire only a few persons each year not need to do more than spread the world around the plant of office that a vacancy exists. However as a result of regulations and pressures form the society and the government, the recruitment programme now requires the employers to go out and actively seek job applications from groups of those who may not otherwise apply for employment.
RECRUITMENT ORGANIZATION
There is no general procedure for hiring new personnel, which is applicable to all business enterprises. Each enterprise has its tailor made programme which brings it the desired quantity and quality of manpower at the minimum possible cost. The most commonly adopted practice is to centralize the recruitment and selection function in a single office. All employment activity should be centralized if the policies of the top management are to be implemented consistently and effectively. Only when personnel requisitions so through one central source and all employment records are kept up to date is there a possibility of maximum efficiency and success in hiring. The advantage of centralization of recruitment and selection are as under: It makes the more opportunity for placing the candidate in several departments of the company. It reduces the administrative cost by consolidating all activities in a single office which are normally huge in decentralize recruitment. It relieves line officers of the details involved in hiring workers, which is common under a decentralized plan. It tends to make the selection of workers scientific. It makes possible the development of a centralized manpower-pool in the organization.
This centralized department is generally known as the employee office or the recruitment section. The staff personnel is attached to it. This enables specialists to concentrate upon the recruitment function; and soon they become very efficient in the sue of various recruitment techniques. This office should be properly equipped with furniture. Its waiting room should be roomy, clean and well ventilated; it should have lighting facilities and drinking water, and it should be comfortable. This room should also have a table or counter so that candidate may fill in their application blanks conveniently. It is desirable that personnel records be filed in a room accessible to the interviewer.
This office mainly carry outs the following important functions: 1. Establishing employment standards. 2. Making initial contracts with perspective employees. 3. Conducting physical examination. 4. Testing. 5. Conducting interviews. 6. Filing out necessary forms and record keeping. 7. Introducing the employee to his superiors. 8. Following up the employee. It may be noted that in small organization, recruiting procedure is merely informal and generally the line official may be responsible to handle this function. But in large organizations, it is entrusted to a staff unit with personnel or industrial relations department. However, recruitment remains the line responsibility as far as the personnel requisition forms are originated by the line personnel.
FORECAST OF MANPOWER REQUIREMENTS

It is only to be state that a requisition or indent for requirement has to be submitted by the line officials. Such indents usually specify. 1) The jobs or operations or positions for which the person should be available; 2) Duration of their employment; 3) Salary to be offered and any other conditions and terms of employment which indicated offer feels necessary. The indents are then checked against the posts allotted to the department branch and also against authorization for expansion. If already granted. Financial implications of the proposed appointments and additional expenditure are worked out of course these would be within the budgetary sanctions of the department concerned. It the indents are found correct, the proposed requirements are authorized and the initial pay, the scale and other admissible allowances are determined. Finally, job specifications and man specifications are determined, in consolation with the line managers. SOURCES OF RECRUITMENT Before an organization activity begins recruiting applications it should consider the most likely source of the type of employee it
needs. Some companies try to develop new resources while most only try to tackle the existing source they have. These sources, accordingly, may be termed as internal and external. Internal sources Internal sources are the most obvious sources. These include personnel already on the pay roll of an organization, i.e. its present working force. Whenever any vacancy occurs , somebody from within the organization is upgraded, transferred, promoted or sometimes demoted. This source also includes personnel who were once on the payroll of the company but who plan to return or whom the company would like to re- hire, such as those on leave of absence , those who quit voluntarily or those on production lay-offs.
HOW GOOD IS RECRUITMENT FORM INTERNAL SOURCE

The use of internal source has some merits: It improves the morale of employees for they are assured of the fact that would be preferred over outsider when vacancies occur. The employer is in a better position to evaluate those presently employed then out side candidates. This is because the company maintains a record of the progress, experience and service of its employers. It promotes loyalty among the employers, for it gives them a sense of job security and opportunity for advancement. As the process in the employment of the company are fully and know its operating procedures, they require little training and the changes are that they would stay longer in the employment of the organization than a new outsider would. They are tried people can, therefore, be relied upon Its less costly than going outside to recruit.
THIS METHOD HAS SOME NEGATIVE POINTS TOO

It often leads to in breading, and discourages young blood from entering an organization. There are possibilities that internal sources may dry-up and it may be difficult to find the requisite personnel form with in an organization. Since the leaner does not know more than the lecturer, no information wroth the name can be made. Therefore on jobs which require original thinking (such as advertising, style, designing and basic research), this practice is not followed.
As promotion is based on seniority, the danger is that really capable hands may not be chosen. The likes and dislikes of the management may also play an important role in the selection of personnel. Internal source is used by many organizations; but surprisingly large number of organization source is used by many organizations; but surprisingly large number of organizations ignore this source, specially for middle management jobs. In other words this source is the load that is rarely mined. It is not only reasonable but wise to use this source, if the vacancies to be filled are within the capacity of the present employers if adequate employee records have been maintained, and if opportunities are provided in advance for them to prepare themselves for promotion from Blue Collar to White Collar jobs.
EXTERNAL SOURCES
There sources lie outside the organization. They usually include the following: New entrants to the labour force i.e. young mostly inexperienced potential employees-the college students. They employed with the wide range of skills and abilities. Retired experienced persons such as mechanics, chemists, welders and accountants etc. Others not in the labour force such as married women and person from minority groups. These sources provide the requisite types of personnel for an organization, having skill, training and education up to the required standard. Since persons are required from large market the best selection can be made without any distinctions of cast, sex or colour. In the long run this source proves economical because potential employees do not need extra training for their jobs. On the other hand the process of recruitment in this type suffers from what is called brain-drain. Especially when experienced persons are raided or hunted by sister concerns.
METHODS OF TECHNIQUES OF RECRUITMENT

The process of recruitment can be divided into simply three categories: Direct method Indirect method Third party method
DIRECT METHOD
This method comprises of sending traveling recruitment to educational institutions, employees contacts with public and manned exhibits. One of the widely used direct method is that of sending of recruiters to colleges and technical schools. Most college recruiting is done in co-operation with the placement office of a college. The placement office usually provides help in attracting students, arranging interviews, furnishing space and providing campus recruiting is an extensive operation. Persons reading for BBA or other technical diploma are picked up in this manner. For this purpose, carefully prepared brochures, describing the organization and the jobs it offers, are distributed among students, before the interviewer arrives. The TATA, RELIANCE, WIPRO, INFOSYS, DR REDDYS LAB, NESTLE, DABUR, LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER LIMITED and other enlightened firms maintain continuing with institutions placement officials with a view to recruiting staff regularly for different responsible positions.
Sometimes, firms directly solicit information from the concerned professors about students with an outstanding record. Many companies have found employees contract with the public a very effective method. Other direct methods include sending recruitment to
conversation and seminars, setting up exhibits at fairs and mobile office to go to the desired centers.
INDIRECT METHOD
Indirect methods involve mostly advertising in newspapers, on the radio, in trade and professional journals, technical magazines and brochures. Advertising is very useful for recruiting blue-collar and hourly workers as well as scientific, professional and technical employees. Local newspapers can be a good source of blue-collar workers, clerical employees and lower level administrative employees. The main point is that the higher the position is in the organizations or the more specialized the skills sought, the most widely dispersed advertisement is likely to be. The search for top executives might include advertisement in a national periodical, while the advertisement of blue collar job is usually confirmed to the daily newspapers or regional trade journals.
The classified advertisement section of a daily newspaper or the Sunday Weekly editions of The Hindustan Times, The Times of India, the Tribune, Bharat Jyoti, The National Herald, Free Press Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian Express the Statesman etc. carry advertisement to screen themselves in order to find out whether they are fit for the job for which the advertisement has been issued. In order to be successful, and advertisement should be carefully written. It is not properly written, it may not draw the right type of applicants or its may attract too many applicants who are not qualified for the job. It should be so framed as to attract attention for example by the use of different sizes and types of print. The first line should limit the audience somewhat and the nest few lines further seen out the readers who do not posses the necessary qualification. It should provide specific information for advancement. The benefit to be enjoyed by working in the company; and it should emphasize facts related to the dignity of the job beyond and to professional experts. Frilly advertisements, containing exaggerated claims and gimmicky appeals are to be avoided. Advertising can be very effective if its media are properly chosen. Organizations often place what is referred to as a blind advertisement one in which there is no identification of the organization. Respondents are asked to apply to a post office Box No. or to a consulting firm that is acting as an intermediary
between
the
applicant
and
the
organization.
The
large
organizations with regional or national reputation do not usually use blind advertisement. Other methods include advertisement in publications, such as trade and professional journals are journals, read by and radio or television announcements, as is done by many Indian manufactures. Professional people with specialized background and interest. Therefore, advertisements in these are generally selective.
THIRD PARTY METHOD

These include the use of commercial or private employment agencies, state agencies, placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends relatives.
PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little amount is charged towards this type of service from an applicant. The specific occupation are general office help, sales man, technical workers, accountants, computer staff, engineers & executives. These private agencies are brokers who loving employees and employees together, the specialization of there agencies enhance their capacity to interpret the needs of their
clients, to seek out particular types of person and to develop proficiency in recognizing the talent of specialized personnel.
STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour exchange. These are the main agencies of public employment. They provide a clearing house for jobs & job information. Employers inform them about the types of job that are refereed to by employers. These agencies provide a wide range of services-counseling assistance in getting jobs, information about the labour market, labour and wage rates. School Colleges & professional Institutions: Often opportunities for recruiting their students. They operate student services where complete bio-data and other particulars of the students are available. The companies that need employees maintain contact with the guidance counselors of employment lectures and teachers of business & vocational subjects. The prospective employers can review credentials and interview candidates for management. Trainees or probationers. Whether the education sought involve higher secondary certificate, specific vocational training or as a college back ground with bachelors masters or doctoral degree, educational, institutions provide an excellent source of potential employees for entry level positions in organizations. institution These general blue-collar and technical / professional collar & provide applicants, white
managerial personality.
Some times, the organizations provide work study program to the student or summer jobs undertaking a project in the establishment so as to get them instructed I the organization in question and after completion of this, they may be absorbed by the company concerned.
PROFESSIONAL ORGANIZATION OR RECRUITING FIRMS OR EXECUTIVE RECRUITERS

Maintain complete information records about employed
executives. These firms are looked upon as a head hunters, raiders and pirates by organizations which loose personal through their efforts. However these same orgnizations may employ executive search firms to help them find executive talent. These consulting firms recommend personal of high caliber for managerial, marketing and production engineers posts. Indoctrination Seminars for Colleges professors: are arranged to discuss the problem of companies and employees. Professors are invited to take part in these seminars. Visits to plans and banquets are arranged so that the participant professors may be favorably impressed. They may later speak well of a company and help it in getting the Required Personnel.
EMPLOYEE REFERRALS
Friends and relatives of present employee are also a good source from which employers may be down. When the labour market is very tight, large employers frequently offer their employees resources or prizes for any referrals who are hired and stay with the company for a specific length off time. Some companies maintain a register of former employers whose record was good to contact them. When there are new job opening for which they are qualified. This method of recruitment, however suffers from a serious defect that is encourages nepotism, i.e., person of ones community or caste or employed who may or may not be fit for the job.
TRADE UNIONS
They also provide manual and skilled workers is sufficient numbers. Under agreement, they may agree as to who is to be given preference. But in case of adverse industrial relations this technique may create difficulties. CASUAL LABOR OF APPLICANT AT THE GATE Most industrial units rely to some extent on the casual labour which presents itself daily at the factory gate or employment office. However this source is uncertain, and the candidates cover a wide range of abilities. Even then may of our industrial make use of this source for the wide range of casual labourers.
UNCONSOLIDATED APPLICATIONS
For positions in which large numbers of candidates are not available from other sources, the companies may gain in keeping files of applications received from candidates who make direct enquiries about possible vacancies on their own, or may send unconsolidated applications. The information may be indexed and filed for future use when there are openings in these jobs. If necessary, the candidates may be requested to keep the organization posted with any change in their qualifications, experience or achievements made.
VOLUNTARY ORGANIZATIONS
Such as private clubs, social organizations, non governmental organizations (NGOs) might also provide employees- handicaps, widowed or married women, old persons, retired hands, etc. in response to advertisement.
DATA BANKS
When a company desires a particular type of employee, job specifications and requirements are fed in to a computer, where they are matched against the resume data stored there in. the out put is a set of resumes for individuals who meet the requirements. This methods is very useful for identifying candidates for hard-to-fill combination of skills. Which particulars source is to be tapped will depend on the policy of a firm, the position of labour supply, Government regulations positions which call for an unusual
and agreements with labour organizations. However the HRD Manager must be in close that these different sources and use them in accordance with his needs. The best management policy regarding recruitment is to look with first within the organizations. If that source fails, external recruitment must be tackled. Internal sources are the most obvious sources. These include personnel already on the pay roll of an organization, i.e. it present working force, whenever any vacancy occurs, somebody form within the organization in upgraded, transferred promoted or sometimes demoted. This source also includes personnel who were once on the pay roll of the company but who plan to return or whom the company would like to re-hire, such as those on leave of absence, those who quite voluntarily or those on production lay-offs.
METHODS OF TECHNIQUES OF RECRUITMENT

The process of recruitment can be divided into simply three categories: Direct method Indirect method Third party method Direct Method This method comprises of sending traveling recruiters to educational institutions, employees contacts with public and manned exhibits. One of the widely used direct method is that of sending of recruiters to colleges and technical schools. Most college recruiting is done in co-operation with the placement office of a college. The placement office usually provides help in attracting students, arranging interviews, furnishing space and providing campus recruiting is an extensive operation. Persons reading for BBA or other technical diploma are picked up in this manner. For this purpose, carefully prepared brochures, describing the organization and the jobs it offers, are distributed among students, before the interviewer arrives. The TATA, RELIANCE, WIPRO, INFOSYS, DR REDDYS LAB, NESTLE, DABUR, LARSON & TOUBRO, BIRLA, HINDUSTAN LIVER LIMITED and other enlightened firms maintain continuing with institutions placement officials with a view to recruiting staff regularly for different responsible positions. Sometimes, firms directly solicit information from the concerned professors about students with an outstanding record. Many
companies have found employees contract with the public a very effective method. Other direct methods include sending recruitment to conversation and seminars, setting up exhibits at fairs and mobile office to go to the desired centers.
INDIRECT METHOD
Indirect method involve mostly advertising in newspapers, on the radio, in trade and professional journals, technical magazines and brochures. Advertising is very useful for recruiting blue-collar and hourly workers as well as scientific, professional and technical employees. Local newspapers can be a good source of blue-collar workers, clerical employees. The main point is that the higher the position is in the organizations or the more specialized the skills sought, the most widely dispersed advertisement is likely to be. The search for top executives might include advertisement in a national periodical, while the advertisement of blue collar job is usually confirmed to the daily newspapers or regional trade journals. The classified advertisement section of a daily newspaper or the Sunday Weekly editions of The Hindustan Times, The Times of India, the Tribune, Bharat Jyoti, The National Herald, Free Press Journal, the Pioneer, Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian Express, The Statesman etc. carry advertisement to screen themselves in order to find out whether they are fit for the job for which the advertisement has been issued. In order to be successful, the advertisement should be carefully written. If it is not properly written, it may not draw the right type of applicants or its may attract too many applicants who are not qualified for the job. It should be so framed as to attract attention for example by the use of different sizes and employees and lower level administrative
types of print. The first line should limit the audience somewhat and the next few lines further seen out the readers who do not possess the necessary qualification.It should provide specific information for advancement . the benefit to be enjoyed by working in the company; and it should emphasize facts related to dignity of the job beyond and to proffesional experts.Frilly advertisements, containing exaggerated claims and gimmicky appeals are to be avoided.advertising can be very effective if its media are properly chosen.637
organizations
often
place
what
is
reffered
to
as
blind
advertisement one in which there is no identification of the organization. Respondents are asked to apply to a post office Box No. or to a consulting firm that is acting as an intermediary between the applicant and the organization. The large organizations with regional or national reputation do not usually use blind advertisement. Other methods include advertisement in publications, such as trade and professional journals are journals, read by and radio or television announcements, as is done by many Indian manufacturers. Professional people with specialized background and interest. Therefore, advertisements in these are generally selective.
THIRD PARTY METHOD

These include the use of commercial or private employment agencies, state agencies, placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends relatives.
PRIVATE EMPLOYMENT AGENCIES

These agencies one widely used in specific occupations. A little amount is charged towards this type of service from an applicant. The specific occupation are general office help, sales man, technical workers, accountants, computer staff, engineers &
executives. These private agencies
are brokers who love
employees and employers together, the specialization of there agencies enhance their capacity to interpret the needs of their clients, to seek out particular types of person and to develop proficiency in recognizing the talent of specialized personnel.
STATE OF PUBLIC EMPLOYMENT AGENCIES

It is also popular as in the name of employment or labour exchange. These are the main agencies of public employment. They provide a clearing house for jobs & job information. Employers inform them about the types of job that are referred to by employers. These agencies provide a wide range of services-counseling assistance in getting jobs, information about the labour market, labour and wage rates. School Colleges & professional Institutions: Offer opportunities for recruiting their students. They operate student services where complete bio-data and other particulars of the students are available. The companies that need employees maintain contact with the guidance counselors of employment lectures and teachers of business & vocational subjects. The prospective employers can review credentials and interview candidates for management. Trainees or probationers. Whether the education sought involve higher secondary certificate, specific vocational training or as a college back ground with bachelors masters or doctoral degree, educational, institutions provide an excellent source of potential employees for entry level positions in
organizations. institution
These
general blue-collar
and
technical
professional collar &
provide
applicants,
white
managerial personality. Some times, the organizations provide work study program to the student or summer jobs undertaking a project in the establishment so as to get them instructed in the organization in question and after completion of this, they may be absorbed by the company concerned.
PROFESSIONAL ORGANIZATION OR RECRUITING FIRMS OR EXECUTIVE RECRUITERS

Maintain complete information records about employed
executives. These firms are looked upon as a head hunters, raiders and pirates by organizations which loose personnel through their efforts. However these same organizations may employ executive search firms to help them find executive talent. These consulting firms recommend personnel of high caliber for managerial, marketing and production engineers posts. Indoctrination Seminars for Colleges professors: are arranged to discuss the problem of companies and employees. Professors are invited to take part in these seminars. Visits to plans and banquets are arranged so that the participant professors may be favourably impressed. They may later speak well of a company and help it in getting the Required Personnel.
EMPLOYEE REFERRALS
Friends and relatives of present employee are also a good source from which employers may be drawn. When the labour market is very tight, large employers frequently offer their employees resources or prizes for any referrals who are hired and stay with the company for a specific length off time. Some companies maintain a register of former employers whose record was good to contact them. When there are new job opening for which they are qualified. This method of recruitment, however suffers from a serious defect that it encourages nepotism, i.e., person of ones community or caste or employed who may or may not be fit for the job.
TRADE UNIONS
They also provide manual and skilled workers in sufficient numbers. Under agreement, they may agree as to who is to be given preference. But in case of adverse industrial relations this technique may create difficulties.
CASUAL LABOR OF APPLICANT AT THE GATE

Most industrial units rely to some extent on the casual labour which presents itself daily at the factory gate or employment office. However this source is uncertain, and the candidates cover a wide range of abilities. Even then many of our industries make use of this source for the wide range of casual labourers.
UNCONSOLIDATED APPLICATIONS
For positions in which large numbers of candidates are not available from other sources, the companies may gain in keeping files of applications received from candidates who make direct enquiries about possible vacancies on their own, or may send unconsolidated applications. The information may be indexed and filed for future use when there are openings in these jobs. If necessary, the candidates may be requested to keep the organization posted with any change in their qualifications, experience or achievements made.
VOLUNTARY ORGANIZATIONS
Such as private clubs, social organizations, non government organizations (NGOs) might also provide employees- handicaps, widowed or married women, old persons, retired hands, etc. in response to advertisement.
DATA BANKS
When a company desires a particular type of employee, job specifications and requirements are fed into a computer, where they are matched against the resume data stored there in. the output is a set of resumes for individuals who meet the requirements. This methods is very useful for identifying candidates for hard-to-fill combination of skills. positions which call for an unusual
Which particular source is to be tapped will depend on the policy of a firm, the position of labour supply, Government regulations and agreements with labour organizations. However the HRD Manager must be in close that these different sources and use them in accordance with his needs. The best management policy regarding recruitment is to look with first within the organizations. If that source fails, external recruitment must be tackled.
DESIGNING THE JOB

Most recruitment begins with the job description. Really, this should the second step rather than the first. The first should be the design of the job. A job is more than a collection of tasks; it should be a role with meaning and purpose in the context of the organization and the part of the organization in which it is located. It should also e do-able by a human being. There are a number of ways to prevent a job from being do-ale. Its design can be so poor that the individual occupying it cannot hope to succeed; the component tasks may be disjointed and unrelated (too many duties or too few and the job may not make sense); it can be so unrewarding that most post holders are just demotivated; or it can require a range of skills too wide for any one individual to possess.
ALTERNATIVES TO TRADITIONAL JOB DESIGN

Most modern organizations are trying to move away from traditional bureaucratic methods and rigid hierarchies based on expertise and longevity. Moreover, the expectations of the workforce have changed. Periods of unemployment, the removal of trade unions as buffers against bad employment people are no practices and weak management and the increased availability of performance-linked rewards mean that longer prepared to be treated as units of production. However , the most recent recession has shown how frail money and pay-related benefits are. Even though the threat of unemployment is a constant reality of many, there is a
growing
wish
for
rewards
to
be
paid
in
other
ways.
Opportunities to develop skills, increases employability and transferability and to improve job satisfaction are becoming more important.
GETTING THE RIGHT PEOPLE FOR THE JOB

Recruitment and selection are enormously costly and time consuming for most organizations-and the higher the rate of turnover in the company, the greater the costs. Yet, few companies focus on how to: Improve the Effectiveness of the process. Improve the quality of the candidates selected and measure the impact of good selection versus bad ones.
FOCUSED INTERVIEWING
The focused interview is a direct by-product of the behavioral event interview (BEI) technique that was developed by Hay/McBer. The BEI technique is used by Hay/McBer specially trained consultants when they have to explain the variation of performance between people working in the same job, in a given context. Samples of incumbents are interviewed and they discuss, as precisely as possible, several recent job situations where they have been active participants. The purpose is to find out what high performers do that average performers do not or what they do better or more often. The interviewer does not know what he or she is looking for, the results are used in the development of a competency model. The purpose of the focused interview is not to understand what leads to success in a job but to assess some specific
competencies of a person-and their suitability for a job. In this case, the interviewer really knows what he or she is expecting from the interviewer. So the interviewer asks for situations in which there may be opportunities for the interviewee to demonstrate the specific attitudes or that the interviewer is aware of the behaviours. That means competency model that the
interviewee is being assessed against, and has control over the type of job situations that are discussed. The interviewer will ask questions like Tell me about a time when you had to deal with a difficult person, if he wants to give the interviewee a chance to relate how she The demonstrated questions interpersonal of sensitivity on or the influence. purposes. A focused interview may last an hour and a half to allow a fair and relevant view of a couple of personal characteristics. In most cases focused interviews are conducted by HR depending course
competencies in the model and will be designed for specific
professionals, but can also be by line Managers .However, all interviewers must have received specific training to make sure they can use the interview technique and understand the logic behind the competency model they are to assess people against.
PREREQUISITES
Assessment may have important consequences for
a persons
professional and personal life. Also, the results of an assessment process have to be accepted by the people in the company. So it
is important that assessors are carefully and completely trained and that the focused interview technique is integrated in a clear and comprehensive HR process. This is why, before implementing tools and techniques, however powerful these may be, organizations must consider all aspects of communication and implementation, i.e. find answer to questions like: how are we going to clarify the process for interviewees, what kind of feedback are people expecting, how does this process integrate with other competencies? aspects of HR in the company, do we have answers in terms of development of
HOW TO USE COMPETENCIES IN ASSESSMENT

The assessment Centre adds value if it can find and bring in to the job people who demonstrate that characteristics that drive truly excellent performance. What these characteristics which were last proven, by rigorous research, to be associated with truly excellent corporate performance. A center, which is based on the factors that are relevant to performance in the job, and which is well run and properly observed, provides real support to the organization in meeting its business objectives. Once the competency model on which the Centre is to be based is in place, the second challenge is to ensure that participants have a chance to demonstrate the extent to which they possess the competencies. This needs to be done through a range of
activities,
which,
between
them,
provide
opportunities
to
demonstrate the competencies. An example of grid, showing the desired competencies and the activities in which they will be demonstrated is in this figure. Cogniti ve Test Achievement drive Analytical thinking Planning and organization Team working Business case Group study exercise Competenc ybased interview
It is important that each competency should be observable in more than one activity, so that participants have several opportunities to demonstrate their capability in that area. This also helps to ensure a rounded view once. of each participant, as effective rotation of assessors observes each participant at least
WHAT IS A COMPETENCY BASED INTERVIEW?

A competency- based interview is a particular type of structured interview in which questions relate to a number of specific competencies needed in the job. The interviewer asks the interviewee to give examples of situations when he or she demonstrated the required behaviors. In this way, a picture of their relative strengths and weakness in each area can be built up. The style of interviewing is different from the traditional biographical interview, in which the interview covers the candidates work experience, education, training, circumstances, health, motivation, etc. in a more general way. Such questioning, provides a broad overview of career history but less relevant information in relation to competencies.
HOW
DOES
ONE
GO
ABOUT
CONDUCTING
THE
INTERVIEW
Introducing the session After introducing himself to the candidate and his role in the process make the candidate comfortable and tell him (at the initial stage) the next stages of the process. Explain the idea and approach of Competency Based interviewing. One should explain that: You will focus on specific areas, which are critical for success in the role.
You will ask him/her questions designed to provide you with the information you need to make an informed decision about their suitability. All candidates will be asked the same/similar questions. He/she can draw upon examples from previous work experience, education, home life or social activities as appropriate, so that you get a complete and accurate picture of their characteristics, knowledge, skills and abilities, which are relevant to the job. One will need to keep them focused and may cut their replies short at times when you have enough information. You may or may not go through the educational background in a traditional way. Add that there will also be time about for question before you close. Ask if he/she has any question about the process or the interview itself.
HOW TO USE THE SPECIFIC RELATED QUESTIONS

Next, work through the questions for each competency in turn. For interviews conducted with people who are not currently working, refer back to some previous experience or period of employment. As one uses the questions: Find out what opportunities the candidate has had to gain skills related to the competency. Encourage the candidate to identify examples from past or present work experience , education and leisure. Gain as mush specific evidence as possible. Aim to explore more than one example for each competency. Try to explore both (i.e. encourage positive and negative information their strengths and them to discuss
weaknesses; find out how severe their limitations are and try to find out what they have done to overcome them. To assist interviewers in conducting interviews relating to the competencies relevant to a job, a competency based assessment sheet has been designed (Annexure).
SUMMARIZING NOTES
When writing up your summary, one should:
List the candidates examples of their evidence as briefly as possible along with each competency title on the assessment sheet, or Make a short summary statement about the candidates strengths and weakness on each competency area. Rating The Candidates Responses Finally, rate the candidate on each competency using the scale below. It should be remembered to sign and date the ratings and file them away securely, so that should any body needs to refer to them at a later stage, the documentation gives a complete picture of the process. In some cases, the task will involve determining in questions whether the examples of behaviour demonstrate the presence or absence of the competency in question. In others, word the behaviors that the candidate describes may be understood as being representative of both positive and negative performance. Use Of The Rating Scale: The five-point scale is defined as shown below: Rating Scale: 1. 2. Poor Marginal : : Marked weaknesses in most Some weakness in a number of areas of competency areas of reach an acceptable standard.
3.
Average
Acceptable in most if not all of
the areas of competency. Weaknesses are not critical. Some strength evident. 4. Good : Some clear strengths in some areas of the competency over and above what is acceptable. N areas of significant weakness apparent. 5. Excellent : Marked strengths in all areas of the competency. No development needed at this level. Use No Evidence (N/E) where your notes indicate this. The Decision Making Using the ratings The final decision about the over all suitability of the candidate for employment should obviously rest at a decision. One could add up all the ratings to get a sum total, which could be used to place the candidates in order. Rank them by listing out their names, starting with the candidate with the highest total score and ending with the candidate with the lowest total score. upon the ratings given. There are a number of different ways to use the ratings to arrive
The first candidate is thus the strongest applicant at this stage. This process may also include appropriately rated ability test scores or other sources of information, if available at this stage. Note that a candidate might gain an unacceptable score (below 3) on one or more competence and still achieve a higher rank than others. To avoid this, you might wish to consider rejecting candidates with a score of less than 3 on more then half of the competencies and then placing the rest in rank order.
RESEARCH METHODOLOGY
The project was conducted under the following phases:
Phase 1:
To study the AS-IS system in the organization. An attempt was made to understand the company, the existing Recruitment and Selection system in order to assess its effectiveness and suggest for further improvement.
Phase 2:
Preparation of Questionnaire for assessing current Recruitment and Selection System. Questionnaire were focused on following levels: Utilizing the questionnaire as a tool in finding the interlineate with Recruitment and Selection. Middle Level: Another questionnaire was drafted in order to analysis the effectiveness of current Recruitment and Selection system at middle level.
Phase:3
Comparative study with other business organizations To find out what practices are prevailing in various other business organizations, a market survey was conducted.
The number of companies contacted were: 8
The companies that were chosen were largely manufacturing based business houses. They were SAIL, BEL, GRASIM, ESCORTS, HONDASIEL, RANBAXY, LG ELECTRONICS.
Phase 4:
To suggest the ways/ methods to make the existing system more effective. We have suggested and developed the competency profiling on the basis of existing job Descriptions. The recommendations were based on the internal and external survey.
METHODS OF DATA COLLECTION

The questionnaire method is one of the most popular methods to collect data, in this method a pre-designed questionnaire is giving to the respondent, it has following advantages. 1. It is free from the basis of the interviewer; answers are in respondents own words. 2. Respondents have enough time to give well thought out answers. 3. Large samples can be made use of and thus results can be made more dependable and reliable. Inspire of being a popular method of data collection it has some disadvantage or limitations, which are as follows: 1. It can be used only when respondents are educated and cooperating. 2. There is a possibility of ambiguous replies or omission of replies altogether to certain questions; interpretation of omissions is difficult.
3. It is difficult to know whether willing respondents are truly representative.
INTERVIEW METHOD
In interview Method following two categories are found PERSONAL METHOD. FOCUSED METHOD.
PERSONAL METHOD
The major advantage of Personal interviewing is as under1. More information and that too in greater depth can be obtained. 2. Interview by his own skill can overcome the resistance, if any, of the respondent; the interview method can be made to yield an almost perfect sample of the general population. 3. There is greater flexibility under this methods the opportunity to restructure questions is always there, especially in case of unstructured interviews. 4. Observation method can as well as applied to recording verbal answers to various questions. 5. Samples can controlled more effectively as there arises no difficulty of the missing returns, non-response generally remains very low. 6. The interviewer may catch the informant off guard and thus may secure the most spontaneous reactions than in case of questionnaire. 7. The language of the interview can be adapted to the ability educational level of the person interviewed and as must as such misinterpretations concerning questions can be avoided. 8. The interviewer can collect supplementary information about results. the respondents personal characteristics and environment, which is often of great value in interpreting
There are also certain weaknesses of the interview method. Some of the important weaknesses are as follows: 1. There remain the possibility of the basis of the interviewer as well as that of the respondent; there also remain the headache interviewers. 2. Certain types of respondents such as important officials or executive were not available for the interview because they are on visit and to that extent the data may prove inadequate. 3. This method is relatively more time consuming, specially when the sample is large and recalls upon the respondents are necessary. 4. The presence of the interviewer on the sport may over stimulate the respondent, sometimes even to the extent that he may give imaginary information to make the interview interesting. 5. Effective interviewing presupposed proper rapport with respondents that would facilitate free and frank responses. The is often a very difficult requirement. of supervision and control of the
FOCUSED METHOD
Another interviewing technique used was focused interview, which is meant to focus attention on the given experience of the respondent and its effects. In this method the interviewer has the freedom to decide the manager and sequence in which the questions will be asked and has also the freedom to explore
reasons and motives. The main task of the interviewer in this method is to confine the respondent to a discussion issues.
OBSERVATION METHOD
In this method inferences are drawn by observing the
respondent, the major advantages of observation method are as under: 1. The main advantage of this method is that subject basis is eliminated. 2. The information obtained under this method relates to what is currently happening; it is not complicated by past behavior of future intentions and attitude. 3. This method is independent of respondents willingness to respond, as it is less demanding of active co-operation on the part of respondents as happens to be the case in the interview of questionnaire method. However the method has several limitations: 1. The information provided by this method is very limited. 2. It is time consuming method.
THE PRESENT RECRUITMENT AND SELECTION SYSTEM IN BHUSHAN STEEL AND STRIP LTD.
Recruitment policy of the company is very transparent, flexible and need based. Recruitment policy includes the data bank, identification of requirement (Human Resource Planning) and the actual requirement sought by the department). Under companys recruitment policy following are the steps/procedures have been practiced. In external source there is campus recruitment, advertisement in newspaper and the placement consultant are used where as in internal sources personal reference and anticipated databank is used. During the Recruitment procedure there is identification of the required position, requirement sought out and looking to the future expansion plan. The above steps are being followed. Another steps which involves Short listing the candidate, sending the letter, arranging interview through channel of internal experts, selection and offering the letter and finally induction. by the department
In the present system as soon as there is a vacancy a requisition comes from the relevant department to the personnel department.
Personal Department finds out if the vacancy can be fulfilled internally and so an internal notification is sent across to all the units for the same.
In case the vacancy cannot be fulfilled internally, external sourcing (advertisement in newspapers, jobsites, consultants and personal references) is opted for.)
Resumes received are screened and good applicants are called for the test.
A test in conducted (at entry level) and the candidates shortlisted are called for interview.
Two rounds of interview are conducted and then a candidate is short listed for the required post.
Reference check is done and fitment is decided. Offer is given to the candidate.
Offer is accepted then the joining formalities are done.
A candidate goes through the induction and probation before final absorption.
BHUSHAN STEEL & STRIP LTD.

EVALUATION SHEET
Date: 1. Name: 2. Age: 3. Years of Experience: 4. Motivation: 5. Attitude: 6. Transactional Analysis: 7. Technical Skill sets: 8. Analytical 9. Trouble Shooting skills: 10. Family background: Post Applied for:
11. 12. 13.
Present Salary: Salary Expected: Any other observations:
SAMPLE SIZE DETERMINATION

Before deciding the sample size I was made aware of total hierarchy of the company. So I have taken and chosen the more interactive groups and interactive departments. With a view to have real responses in Managerial Position, Asstt Manager, Manager AGM, DGM were taken into account while deciding Sample size. Thus a diversified core group with the guidance, suggestions of P&A department was taken size was taken 50 and the sample of questionnaire is distributed at random basis in different layers (Top and Middle Level) of Hierarchy so that majority views and be obtained. The survey was done taking the nature of interaction with employees and day-to-day quantum of workload assigned. The idea behind the survey was that by adopting this process, the real outcome of majority thinking could be revealed and also pragmatic view of all the questions were obtained. Thus an effort has been made to make survey more wishes of employees in general. It is heartening to know that lot of new ideas and practical approach of getting the job done and also a practical way of solving the complex issues were intimated in a very definite and clear vision.
ANALYSIS OF QUESTIONNAIRE (ASSESSMENT OF CURRENT RECRUITMENT AND SELECTION PRACTICE AT BSSL)

1) The source of recruitment from where existing
employees come to know about the job; responses were as follow: Internal Reference 53% Advertisement 40% Other Sources 7% It is evident that internal Reference and Advertisement are the prevailing source of Recruitment in BSSL. 2) In order to assess the recruitment policy, the question
was asked whether they are satisfied by the recruitment process by which they are selected, 90% of the respondents gave favorable response. It is evident that majority of the respondents are satisfied with Recruitment process of BSSL. 3) Questionnaire results indicate that 83.33% of the respondent fell that their colleagues have been selected by the same process. It is evident that Recruitment policy of the organization is quite visible and process is followed impartially. 4) As it is evident that employees like to work in the congenial environmental where culture is supportive and healthy competition is prevalent, this way Quality OF Work Life is very important dimension of Recruitment and
Selection effectiveness. Question was asked whether they find their colleagues very pleasant and helping or not, 93.33% respondents gave response in favour of it. That shows that in BSSL very cogenial environment is prevalent.
5) they
In order to assess Organization Commitment in like to talk about this organization, 83.33%
employees, question was asked on whether in a public place respondents gave favorable response. It is evident that Organization Commitment is very high in the employees, that shows that Recruitment & Selection process is quite effective in BSSL. 6) In order to assess their Organizational Commitment, another question was asked whether they like to put their relatives/friends for job in this company 70% respondents gave favourable response, where 26.7% dont like and 3.33% did not give any response. So it is evident that most of the employees are committed enough to put their relatives and friends in this organization. It also shows that they find career growth in this organization and place to work for as BSSL is effective enough to hire the right person at right place at right time. 7) In order to assess the nature of the job employees are interested to take and whether their present job meet out
their expectations, job nature dimensions give to the respondents, responses on every dimension is as follows: Job Nature Dimensions Routine in Nature Demand Creative Thinking 13.33% Demand new ideas Finding new method 16.67% Challenging in Nature 26.67% Involve Participation in Decision Making 20% 13.33% Percentage 10%
So it is evident that different persons are having different expectations and interest areas. On asking, whether their present job meets out their stated interest, 80% of the respondents gave favorable response. It is one of the important dimensions of Recruitment and Selection effectiveness. Because when employees find their job interesting they do enjoy the their work and again they are quite effective in performing their role. 8) On job Nature dimension, another question was asked
whether they take job comfortably while working on not, 90% of the respondents gave favorable response. That again shows that job person fit is there.
9)
On
job Nature dimension, question was asked
whether they are satisfied with their daily schedule or not, 83.33% respondents gave favorable response. It is evident that they are clear about what is expected from them, what are their role and responsibilities and daily schedule. 10) On Organization Commitment dimension, question
was asked fro how long will they like to continue with this organization, responses were as follows: 5-10 years: 13.33% 10-15 years 23.33% 15-20 years: 20% Till Retirement: 43.33% So it is evident that on an average employees want to continue with this organization. 11) On Quality of Work Life dimension, the question was
asked whether they leave their present organization under certain conditions, responses were as follows: Yes 53.33% No 16.67% Yes 70% 30% B) With more freedom to be professionally creative.
No 10% 20% C) With more status. Yes 33.33% No 16.67% 50% D) To work with people who are little friendlier. Yes 16.67% No 23.33% 60%
This clearly depicts that for better future prospects, increase in pay and more chance to be professionally creative they can think of leaving this organization. That provides for scope of improvement in Recruitment And Selection Process and also to make the recruitment and selection process more effective. 12) On Quality of work life dimension question was asked
whether they find reasonable compensation package or not, 80% of the respondents were in favor. That shows that organization is successful enough to make employee feel that they are getting reasonable compensation package. 13) On quality of work life dimension of recruitment and selection effectiveness, the question was asked whether recognition system is followed impartially or not, 86.67% respondents gave favorable response. That depicts that
BSSL is continuously making and effort to not to just hire and fire the employees but hire and develop. 14) On Organization image dimension of Recruitment and Selection effectveness, question was asked how hour organization is considered, responses were as follows: People oriented Task oriented 13.33% yes 53.33% yes 33.33% yes question was asked whether they
Combination of both selection effectiveness,
15) On Quality of work life dimension of recruitment and are getting from their colleagues and supervisors good advice or not 93.33% respondents gave favorable response. That states that there is good superior-subordinate relationship. 16) On Job Nature dimension of recruitment and Selection effectiveness, question was asked whether they know exactly what is expected form them, 93.33% respondents response was yes. That shows clear. 17) On Quality of Work Life respondents gave favorable dimension, question was asked response. That shows that whether they are getting ahead in the company or not, 93.33% organization is making effort towards their career growth and continuous improvement. 18) Respondents did not give any suggestion in order to improve recruitment and selection process effectiveness that shows employees are satisfied with existing system and dont that its lacking anywhere. that their job descriptions to them are very
Thus whole questionnaire analysis was done on following dimensions: Recruitment Policy Job nature Quality of Work Life Organization Commitment/Image On the basis of questionnaire analysis it can be drawn that Recruitment and Selection is quite effective in this organization that states that organization is making an effort to hire right person at right place at right time.
COMPARATIVE ANALYSIS SURVEYRECRUITMENT AND SELECTION PROCEDURES

OBJECTIVES
To suggest the to be system for the organization a comparative study was carried out. The objective was to find out the practice in various organizations and then suggest to BSSL the best of the practices across various business organizations.
CRITERIA
The criteria for choosing the companies was largely that they should be manufacturing based. The information that was collected was largely on 1. The initiation process-Need Analysis. 2. Sourcing of the right candidates. 3. The Selection Criteria adopted. 4. Data related to time spent on induction, probation etc.
Comparative analysis-analysis and findings

The following organizations are approached for survey SAIL BEL GRASIM ESCORTS HONDA SIEL RANBAXY JINDAL
LG ELECTRONICS
The criteria for making in the chart is as follows: Yes if the system is already present and practiced. PL- the system is in the pipeline. IP- The system is informally present but no formal documentation and policy as such. Blank Space- there is no such practice in the organization. - is marked for the information which was available. a) Need Analysis It could be observed that manpower budget is made in most of the organization at the beginning of the year. Most of the organization are under Expansion and Restructuring. For example, BEL, GRASIM, HONDA SIEL, ESCORTS AND BSSL. In most of the organizations BEL, GRASIM, HONDA SIEL LG ELECTRONICS, BSSL HUMAN Resource Planning is both Projects based and vacancy based. Most of the organization are having job Descriptions. But only 5 organization Grasim, Honda Siel, Ranbaxy, Escorts and LG Electronics are having job Descriptions at all levels. The following observations can be deduced after the analysis.
Competency
Profiling
is
not
that
common to all the organization. Successful companies like Ranbaxy, Grasim, Escorts and public sectored SAIL have adopted this new concept for hiring the right candidate for the job. Honda SIEL, BHUSHAN STEEL AND STRIPS LTD. Do have competency profiling but it is not documented and the process can still be called in pipeline.
B) SOURCING
Internal sourcing as a part of the recruitment system is encouraged in most of the organizations and very popular in BSSL, Honda, Siel, Escorts. Recruitment through internal promotions and transfer Recruitment database in not available with most of are there in BEL, Honda Siel, SAIL and BSSL. the organizations and those who have database are successful groups like GRASIM, and BSSL. In external sources most prominent sources are Advertisements, Consultants and E- recruitments.
C) SELECTION
Structured interviewing is a very uncommon structured phenomenon with most of the organization, companies like ESCORTS, RANBAXY and BSSL have interviewing where a candidate is asked questions not
only to find out his knowledge proficiency but a skill set (Behaviour, Attitude and Aptitude) which is required on the job. Psychometric testing is these days becoming an tool in the selection process. Many essential
organizations have already introduced this system with tem but in general the feedback is that it is usually not much helpful. On one hand it saves time of the Senior Management on the other hand the entire task is cost to the company. All the organizations feel and practice the important of the interview in the process of Selection and hence encourage the interaction of the employee with the Management as much as possible. Another hidden motive is to understand the mindset of the employees before he is finally selected.
INDUCTION AND ABSORPTION

A vary important aspect in itself which can make a new candidate stay or breakaway is the time and quality of the induction he gets in the organization. Most of the organization feel months what that a time span of 2 is good enough for a candidate to understand exactly/how exactly it happens in their
the organization but not many of them were ready to tell organization. An average feedback of probation period is 6 months, during which the employee is given appropriate training.
RECRUITMENT AND SELECTION IN OTHER BUSINESS ORGANIZATIONS

1. SAIL
SAIL is one of the leading public sector and largest steel manufacturing organization of India SAIL directly employs engineers in every discipline plus professionals in the field of marketing, R & D, Finance, Materials, Personnel, Medicine etc. SAIL goes for a batch recruitment at the beginning of the year and usually promotes the entry level vacancies only. Both project and vacancy based manpower planning at the beginning of the year. Recruitment is done only at the lowest level-they are put on training and finally confirmed on job. They are usually taken in line functions and then trained for the higher positions. Succession planning is encouraged in the organization. Open competition- entrance tests all India basis is conducted and at certain other positions. Fresh engineers-65% min. marks in engineering. Campus interviews are conducted. The weight age to entrance test-60% GD and intervew-20% each where the attitude and aptitude is tested. A prior training is given on how to conduct interview.
Stress is laid down in judging the aptitude and knowledge of the candidate. A designed interview assessment sheet is used. Competency is identified outside consultants hired for the same. Specific skills. Turnover rate-2%. Usual stay with SAIL-5-7years at least. Around two months of induction is given and a person is put on probation of 1 year.
2. HONDA SIEL POWER PRODUCTS LTD.

A joint venture of Honda and Sriram Industrial Equipments Limited. Honda Siel is into diverse fields. Honda Siel Power Products Ltd., is one of its manufacturing division. Honda Siel Promotes people development along with its business. On a requisition right Sourcing is done preferably through consultants, advertisements and jobsites. The objective is people development. A program is developed for internal Sourcing and communication is sent across organization for the same. Pre interview notes are distributed and skill tests are defined for each post, thus giving a fair idea to the interviewer.
Generally 4 people in the interview panel-2 people from the same field, 1 person from the related field. HR personnel as a bystander in the interview. They have no softwares for selection and its is absolutely people based selection. Job descriptions defining competencies available. Though practiced but no documentation for competency profiling and so based selection system. A specific assessment sheet is being used. Attitude as well as aptitude along with the knowledge prifile is considered very important in the selection. Ability to learn, probability to stay and sharing knowledge are few of the criterias kept in mind for selection at the entry level.
3. RANBAXY
One of the worlds largest pharmaceutical company. A multinational concern with India base the organization has a large workfare and HR thus is a very important and essential ingredient to the management. With a workforce of over 1300 managers across the world recruitment and selection in the organization has to cater to the needs of different locations and their respective environments. Thomas Profiling system for Right Hiring is used for the selection.
The company believes in encouraging to infuse young blood in the organization and they go to campuses like IIM, FMS, XLRI, MDI etc. They also have a panel of consultants which cater to the regular supply of manpower for Ranbaxy. Internal Sourcing is also encouraged. People usually stay for 2-3 yrs in the company and a succession in their career plan comes and after discussion of superiors. A competency based recruitment and selection system prevails but no data or criteria regarding the same has been revealed. Multiple teams-supervisor assess their candidates and define the competencies needed to do the job best. Both structured and unstructured interviews are conducted which go upto 3 levels. Regional engineering colleges are preferred for all the technical recruitments but still a technical test is taken. Normal stay with the organization is for 2-4yrs. An induction for 1-2 months depending on the critically of the position is given and probation period extends upto 1 year where the candidate are taken for a training.
4. LG ELECTRONICS
The largest MNC is the field of electronics and electrical devices today LG is a name to be associated with. They follow the typical Korean culture in India and that may be one of the bottleneck for their success. People, their
development and their association with LG holds one of the priority tasks with HR at LG. Recruitment through advertisement all based on net and consultants. Asia wide recruitment done. Arthur Anderson and KPMG are official consultants. Psychometric testing done customized for LG. Around 104 questions to be solved to assess the personality type. And then called for interview which are 2-3 rounds. The final round usually with the senior level people. Focus is on the attitude of the candidate, commitment and skill proficiency. Competency based selection system prevalent, job descriptions define the skill set. Training is given tot eh panel, which is decided before the interview for the specific job.
5. GRASIM INDUSTRIES LTD, TEXTILE DIVISION

GRASIM is the first company in India recommended for the ISO 9001, an international certification of quality by BVQI which is an internationally acclaimed certifying agency. The production of quality fabrics has been a beacon light for the companys endeavor. Right from its inception, the company has been assuming the foremost position among the quality improvements through the years, today enjoy
and excellent market regulation especially among the fashion conscious elite. To sustain its position as the market leader and trendsetter, the company invests in continuous research and modernization program. GRASIM holds one of the priority tasks with HR at GRASIM. Recruitment follows the manpower requisition. Human follows the manpower requisition. Human Resource Planning is both Project and Vacancy based. In external source the most popular source in this organization is Advertisements. Psychometric testing is not done at GRASIM. There are 2-3 rounds of interview. Focus is on the attitude of the candidate, commitment and skill proficiency. Competency based selection system is prevalent at all levels. Job descriptions define the skill set and they are at every level.
6. BEL
Bharat Electronics Ltd is a professional electronics company of India. it was established in 1954 to meet defense needs of India.Since then BEL has grown to multi product, multiunit and technology drive company. It believes in Quality, Technology and Innovation. Its mission is to be the Market Leader in defense and other chosen field and products.
At BEL Recruitment follows the manpower requisition. All Recruitment is through advertisement and through Campus. Psychometric testing is practiced in process of selection. Competency based selection system prevalent is at Top and Entry level. Job descriptions define the skill set. There are 1-2 rounds of interview and interview is of semi structured type.
7. ESCORTS
Escorts a name that symbolize growth achievement, technological strength and most of all, it signifies a commitment to the highest standards professionalism. With a fraternity of 22000 employees, 20 manufacturing plants, and turnover exceeding Rs. 3400 crore, the escorts group today ranks among the leading engineering conglomerates of the country. Beginning as a small agency house in Lahore in 1944, escorts, after independence moved its headquarters to Delhi and played a pivotal role in the execution of several major at projects. At Escorts : Recruitment follows the manpower requisitions. Job descriptions are there at all levels. Similar Competency Profiling is done at all levels. Internal References are used, and in external sources most prevalent sources are Advertisements and consultants. The interview is of structured nature.
Focus is on the attitude of the candidate, commitment and skill proficiency. 8. Jindals Strips Ltd. Jindal Strips is of reputed Jindal group, which is know for its Quality products that comes from quality of people and that is the outcome of effective recruitment and selection. Recruitment follows the manpower requisitions. Job descriptions are there at all levels, Similarly Competency profiling isdone at all level. Internal References are used, and in external sources most prevalent sources are Advertisements and consultants. Psychometric testing is not there. The interview is of structured nature. Focus is on the attitude of the candidate, commitment and skill proficiency.
CONCLUSION
Well beginning is half done I am able to meet out my set objective laid down prior to the study that is conducted at BSSL. In first phase: I had studied their prevailing system. In order to assess its effectiveness i adopted three different techniques viz: Observation, Interview, and Questionnaire. My survey Recruitment and Selection process is quite effective on various dimensions viz: Quality of Work Life, Organizational Dimension. Also comparative analysis was done in order to find out the prevailing recruitment in manufacturing system. I did a comparative analysis with other companies and was able to get useful information regarding prevalent practices in manufacturing sector. Commitment/ Recruitment Policy, And Job Nature Image,
RECOMMENDATIONS
With this philosophy, the company has made considerable progress since its establishment. Tough through our study on various aspects of Recruitment and Selection process. The effectiveness was quite high and favorable but in order to remain competitive improvement and or maintain stability, to there achieve is scope for enhancement organizational
excellence. As development is a progressive series of change in an orderly way. Our recommendations on Recruitment and Selection after deep analysis are as follow:
FOR RECRUITMENT AND SELECTION

Job descriptions at entry level are required in order to have role clarity. Moreover the turnover is high at entry level. Competency based Recruitment and Selection system is suggested at middle and entry level and it should have proper documentation because of the following reasons: Organizations should have control on employee turnover to a great extent. Three is need for people who can adopt and be successful to select the right person on the job. Job profiling would also help to find out the gap between the competencies required and the competencies possessed by people in the organization. Competency profiling would help gain the competitive advantage. A company which wants to increase its market share by getting more from its current employees and hiring the best in the outside market will gain a great
deal in bottom line savings from an accurately defined model of superior performance. A better and more competent workforce can be generated by right hiring. There should be more focus on other sources as data support that mostly employees are recruited on personal references.
WHY DO WE EMPHASIZE ON THE COMPETENCY BASED SYSTEM?
There is a need that the people in the management make their employees realize their potential and understands what set of competencies are required in them for achieving excellence in their jobs. If company has to compete with global players, it needs to have the workforce who is ready and adaptable to the ever-changing market scenario. Of late, organization wishes to recruit people who fit their roles in terms of knowledge, skills, aptitude and behavior, thus taking in the high performing people only. The company wishes to recruit people who should have the right aptitude as well as attitude on the job. This led management to think of introducing a competency based selection system, which would result in selection of people who can not only fit into the present business environment but also would be able to face the future needs and roles.
Psychometric testing can be used in the selection process. As they are measures of individuals psychological makeup and personality and as such are extremely powerful instruments. Test related to personality can be helpful in getting the right kind of people and also to make Recruitment and Selection process more effective.
BIBLIOGRAPHY
The project required a lot of literature survey before it saw the light of the day. The first step was to clearly understand the concept of Recruitment and Selection and Role Efficacy and the concept of Competency for which reference were: Recruitment And Selection Dale Margaret Crest Publishing House (a JAICO Enterprise). Instrument for Training in HRD Pareek Uday People & Competencies Boulter Nick Murray Dalziel and Jackie Hill Competencies At work Spencer M Lyle and Spencer M Singne. Essentials of Human Resources Management and Industrial Relations. Rao, P. Subba Himalaya Publishing House. Magazines: HRD Newsletter, Human Capital HRD Journal and India Management. Web sites: www.lycos.com www.humancapitalonline.com www.hr.com BSSL Brochure, Manual, Files Records.
QUESTIONNAIRE
I Neha Papneja student of Jaipuria Institute of Management, Ghaziabad doing M.B.A. (III Semester). As part of our circulars doing summer training project tilted Assessment Of Current Recruitment & And Selection in Procedure your at Bhushan Steel Strips Limited esteemed
organization. As part of my project I need your valuable information that will help me in the completion of my project. I assure you that the information given by you will be kept secret and not revealed out.
Personal Information
a. b. c. d. e. f. g. (i) Less than 10,000 (iii) 15,000-20,000 the job? Advertisement. Consultant. Personal Reference. Campus. E-Recruitment. (ii) (iv) Date of joining Designation Department Age Educational Qualification No. of Promotion (till date) Monthly Income 10,000-15,000 20,000 and above
1. Identify the source of from where you came to know about
Others. 2. You are satisfied by the recruitment process by which you are selected. Yes No
3. Do you feel you colleagues have been selected by the same process? Yes Yes Yes 6. company. Yes (i) Routine in nature. (iii) Demand new ideas. (v) Challenging in nature Decision-making (b) Your job meet our your above stated interest Yes Yes Yes No No No 8. You take job comfortably while working 9. You are satisfied with your daily schedule: No (ii) Demand creative thinking. (iv) Finding new methods. (vi) Involve Participation in 7. (a) You are interested to take jobs that are No No No 4. Your colleagues are very pleasant and helping. 5. In a public you like to talk about this organization You like to put your relatives/friends for job in this
10.
How (i) (ii)
long
will
you
like
to
continue
with
this
organization. 5-10 years (ii) 10-15 years 15-20 years (iv) Till Retirement leave present organization under following
11. (i) (ii)
You
conditions: With an increase in pay. Yes creative (iii) (iv) Yes Yes friendlier. Yes 12. 13. 14. (i) (ii) (iii) No No No No With more freedom to be professionally With more status. To work with people who are a little
Company has a reasonable compensation package. Yes No system No in organization is followed Recognition
impartially. Yes
Your organization is considered as: People-Oriented. Task-Oriented. Combination of both.
15.
You get good advice from your colleagues and Yes No
supervisors to improve your performance? 16. 17. 18. You know exactly what is expected form you. Yes Yes No No You are getting ahead in the company.
Your suggestions for improvement in recruitment and
selection process, (if any) ...................... ...................... ...................... ...................... ...................... ...................... Thank You
QUESTIONNAIRE
I Neha Papneja student of Jaipuria Institute of
Management, Ghaziabad doing M.B.A. (III Semester). As part of our circulars doing summer training project tilted Comparative Analysis of Prevalent Recruitment and Selection Practices as part of my curriculum. I have designed a questionnaire which will give me the the required prevalent insight and in will facilitate in understanding organization. Please Tick Mark ( ) Yes Project Based where required. No Yes No No practices the esteemed
Q1. Do you have Human Resource budget in your Organization ? Q2. Human Resource Planning in your Organization is;
Vacancy Based Yes Yes Levels; Top level Middle Level Entry Level Yes Yes Yes No
Q3. Is your Organization under Expansion and Restructuring? Q4. Do you have job Description in your Organization at following No No No
Q5. Do you have Competency based Recruitment Model in your Organization at following levels; Top Level Middle Level Entry Level Yes Yes Yes No No No
Q6. Identify which Recruitment sources are used in your Organization. Internal Reference Data Bank Promotions/Transfers Advertisement E-Recruitment Consultant Campus Compettiors Employees Yes Yes Yes Yes Yes Yes Yes Yes No No No No No No No No
Q7. To what extent the following criteria are used for Selection in our organization? Criterion To a great extent Knowledge Experience Abilities / Skills Aptitudes Interests Q8. Does your organization take any written test or GD? Yes Yes No No Q9. Is the there are preliminary Interview taken? If, Yes how many rounds_____________________________________ Q10.Which approach is used for Interviewing the Candidate? Structured Semi-structured Unstructured Yes Yes Yes No No No To a Extent Indefinit e To a little Extent T a very little extent
Q11.Is there any Psychometric Test taken for selection? Yes No
Q12. You give any Pre-placement talk? Yes No
Q13. Does Company give any Induction to new entrants? Yes No
Q14. What is the duration of Induction in Your Organization? __________________________ Q15. What is the duration of Probation in Your Organization. __________________________ Q16. What is the yearly Employees Turnover rate in your Organization? __________________________
THOMAS HIRING PROFILING SETS

A variant of psychological test, the Thomas Profiling Hiring Technique form a vital selection device as well as offers insight into how the candidate can be developed after he sings up. If facilities the best behavioral fit between person and the job. It was devised by new York based Thomas International Management System in 1945. this technique can be used to recruit, train, and counsel employees as well as build teams. It can be adapted to suit different companies and employees career aspirations. It can be adapted to suit different companies and employees career aspirations. It embodies two elements. The personal profile analysis (PPI), which highlights the behavioral characteristics of the applicants. The Human Job Analysis (HJA), which indicates the behavioral requirements of the job.
THE PERSONAL PROFILE ANALYSIS (PPA)

The PPA measures an individual behaviour in the work place and indicates how the would be employees sees himself, how he is likely to behave under pressure, and how he is likely to be perceived by others. It suggests behavioural differences between individuals internal and external motivation factors. It is obtained by a 24-point questionnaire, which can be completed within 10 minutes by the
applicant. The data is then analyzed by software devised by Thomas international Management Systems. The analysis provides a 3 page report behavioral profile of the applicant . questions like: Where will he most productive. Is he good in Communication Is he self starter How is he best motivated? Could be answered. The PPA evaluates an applicants behaviour vis a vis dominance, influence/ inducement. Steadiness and shown compliance/ competence. These characteristics are
as a behavioral grid. The personal manager can use the PPA to prepare a profile of the individual on a bell shaped curve, which will indicate his strengths and weaknesses.
THE HUMAN JOB ANALYSIS (HJA)

It compares the skill sets and behavioral patterns demanded by the job with those of the candidate. The potential employee is administered a battery of tests, while HJA of the post is evolved by the HR manager through structured discussion with his would be superior. Based on the results, the divergence between the two is determined to ascertain training inputs for effectuating behaviroural changes. Combing the PPA and HJA, it is possible to prepare Thomas International Profiling System. The customized TIPS software
cerates the behavioral profile of the candidates and the job, which can be prepared to arrive at the best fit.
RESEARCH METHODOLOGY
The methodology adopted for this market research is explained below:
DEFINING THE RESEARCH PROBLEM AND OBJECTIVE
DEVELOPING THE RESEARCH PLAN FOR COLLECTING INFORMATION
IMPLEMENTING THE RESEARCH PLAN-COLLECTING AND ANALYZING DATA
INTERPRETING AND REPORTING THE FINDINGS
Criteria / Company Name NEED ANALYSIS 1. Human Resource Budget 2. Human Resource Planning a) Project Based b) Vacancy Based 3. Expansion & Restructurning 4. Job Description done or not a) at top level b) at middle level c) entry level 5. competency based model a) At top level b) At middle level c) Entry level SOURCING 1. Internal Sourcing a) Internal reference b) Promotions & Transfers c) Data Bank exit or not 2. External Sourcing a) Advertisement b) E-Recruitment c) Consultant d) Campus e) Head Hunting TURNOVER RATE SELECTION 1. Criteria for Selection a) Knowledge b) Experience c) Ability / Skills d) Attitudes e) Interest 2. Psychometric Test 3. Any Written Test or GD? 4. Any preliminary interview Interview style a) Structured b) Semi-structured c) Unstructured 5. Rounds of Interview 6. Any Preplacement Talk? INDUCTION & ABSORPTION A) Induction Given B) Time Span Of Induction (Ms) C)Time Span Of Probation (Ms)
SAIL Yes Yes Yes
BEL Yes Yes Yes Yes Yes No Yes
GRASIM Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes
HONDA Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes Yes
ESCORTS Yes Yes Yes Yes Yes Yes IP IP IP Yes Yes Yes Yes 6%
RANBAXY Yes No Yes Yes Yes Yes Yes Yes Yes
LG Yes Yes Yes Yes Yes Yes
JINDAL Yes Yes Yes Yes Yes Yes Yes Yes Yes
No No Yes
Yes No Yes No Yes No Yes No No Yes 3% Yes Yes Yes Yes Yes Yes Yes Yes
Yes
Yes Yes Yes Yes 7% Yes Yes Yes Yes Yes Yes
Yes Yes Yes 12% Yes Yes Yes Yes Yes Yes Yes Yes No Yes Yes 2 to 3 Yes Yes 1-2ms 6ms
Yes Yes Yes Yes 15% Yes Yes Yes Yes Yes No Yes Yes Yes 2 Yes Yes 10-15d 1yr.
Yes Yes No 2% Yes Yes Yes Yes PL Yes Yes PL
2% Yes Yes Yes Yes Yes No No Yes No No Yes Yes No 6ms
5% Yes Yes Yes Yes Yes
Yes Yes IP No Yes 2 Yes Yes No Yes No 3 IP Yes 1-2ms 6ms
No Yes Yes No 2 to 3 1 to 2 Yes No Yes 2ms 1year Yes 6ms 6 ms
2 Yes
EXECUTIVE SUMMARY
The project effectiveness of Recruitment and Selection Process at BSSL is undertaken under the guidance of Mr. S.K. Gupta (AGM, P&A). It looks deep into the effectiveness at Senior level. It also provides a comparative study of BSSL with some national and international companies with similar profiles to discuss their hiring system and suggest to BSSL. On the basis of feedback through questionnaire, interview and observation method, we find out that Recruitment and selection process is quite effective, Management of BSSL is constantly making efforts to make the company the best place to work for in truly professional way. Our analysis is based on sample results. It was difficult to meet personally in order to get questionnaire filled by senior level employees, representatives of various business organizations due to their busy schedule. There was time pressure. Competency based Recruitment and Selection system is
suggested at middle and entry level. Psychometric testing can be used in the selection process. As they are measures of individuals psychological makeup and personality and as such are extremely powerful instruments as find out from our comparative analysis results. In order to make them proactive., it is required to provide them with such kind of environment, and equally have people
orientation too in order to make a company best place to work for high performers and creating a congenial environment.
CONTENTS
Executive Summary Objective Company Profile Theoretical background Recruitment & Selection
Research Methodology Practical Observations As-is system
Findings & Analysis Sample Size Determination Evaluation of Questionnaires Results Effectiveness of Recruitment & Selection Process o Comparative analysis Conclusion Recommendations Bibliography Annexures

Recruitment and Selection Process at Bhushan Steel

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Recruitment and Selection Process at Bhushan Steel

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SUMMER TRAINING PROJECT

A PROJECT REPORT ON EFFECTIVENESS OF RECRUITMENT AND SELECTION PROCESS

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

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Tests may also reveal qualifications which remain

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5. Medical Examination : Applicants who

have crossed the

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ABOUT THE GROUP

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BHUSHAN STEEL AND STRIPS LTD.

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LEADERSHIP THROUGH TECHNOLOGY

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RESEARCH AND DEVELOPMENT

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BSSL CHAIRMAN VICE CHAIRMAN MANAGING DIRECTOR PRESIDENT

EXCISE & SALES

TRANSPORT EXPORT OEM TRADE HRD PERSONNEL ADMINISTRATION SECURITY

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IR POLICY OF THE COMPANY

ORGANIZATION amongst the employees.

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Educate & Train employees to make them feel a part

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How the Selection is done

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(d) Family background

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

etc. (g) References

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future behavioral and performance of a candidate.

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ASSESSMENT OF THE RECRUITMENT PROGRAMME

advertisement in inserted. First to visualize the type of applicant.

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KEY POINTS OF RECRUITMENT

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BOTTLENECKS IN THE PROCESS OF RECRUITMENT

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STEPS TO BE TAKEN A RECRUITMENT PROCEDURE

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