Preface

The Human Resource Management has become an important aspect for the fast development of an organization. It plays an important role in managing the people efficiently. Considering its importance, the need for it has been felt at every organization and therefore it has a wider scope. In today s rapidly changing business environment, organizations have to respond !uic"ly to re!uirements for people. Hence, it is important to have a well recruitment policy in place, which can be e#ecuted effectively to get the best fits for the vacant positions. $electing the wrong candidate or re%ecting the right candidate could turn out to be a big mista"e for the organization. $election is one area where the interference of e#ternal factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results. The practical training is very much important in understanding the theoretical aspect. &iewing to this importance, my training at C'' and preparation of this pro%ect report has helped to enrich my "nowledge regarding (Human Resource Management). My pro%ect report is with respect to (Recruitment & Selection Process at Centre for Environment Education (CEE). My %ourney towards the professional world starts with this research providing me the practical training through which I can handle related situation .It may be a small step but it is strong base for my career. *or a management student to "now various angles of business unit and to "now practicality of summer training and report plays dominant role, to develop the practical view point of student and also to ma"e them aware about problem prevailing in corporate world. I got a chance to wor" with (Centre for 'nvironment 'ducation +C'',) by doing the summer training as well as by preparing the pro%ect. The Centre is one of the leading -./ engaged in developing programmes and material to increase awareness about the 'nvironment and $ustainable 0evelopment.

ACKNOW E!"E#EN$
The training and pro%ect on Recruitment and $election 2rocesses of C'' has been a huge learning e#perience for me. I got a chance to learn about the Human Resources Management in -./3s. Thus foremost, I would li"e to than" Centre for Environment Education% for giving me opportunity to undergo my summer training at their Centre. I am very glad to present this report before you whose wor"s and ideas have been so helpful in wor"ing out on this pro%ect report. 4s I carried my way towards the completion of this pro%ect, I had many people involved directly or indirectly and all guiding me, directing me and motivating me towards attaining my specific goal. *irst I would li"e to than" #r. A&'inava Sin('% *aculty .uide, who has directly or indirectly helped me in my summer pro%ect report. I would also li"e to than" S'ri Kart'i)e*a Sara&'ai% !irector% CEE for allowing me to under ta"e this pro%ect at their Centre. I would also li"e to than" #s. Arc'ana "e'lot and #s. Su&'ala+mi Samal who gave me very precious guidance and have provided me immense help, guidance 5 cooperation. I am very much grateful to my 2arents, friends 5 all those who have always been with me through out this pro%ect.

O,-EC$./E
2rimary /b%ective7 To study the HR practices carried out by the Centre for 'nvironment 'ducation $econdary /b%ective7 To identify the limitations in the e#isting HR practices and suggesting better practices for managing the wor" force at Centre for 'nvironment 'ducation.

RESEARC0 #E$0O!O O"1

The tas" of data collection is important for the pro%ect for analysis. 9hile deciding about the ways of data collection to be used for the study is as primary and secondary data7

2rimary 0ata7 2rimary 0ata are those, which are collected afresh and for the first time and thus happen to be original in character. $econdary 0ata7 $econdary 0ata are those, which someone else has developed already and which have already been passed to the statistical process, arranged and analyzed. This type of data is e#tensively used here in rearranging form to provide strong logical base

$A, E O2 CON$EN$
2reface;;;;;;;;;;;;;;;;;;;;;;;;;; 4c"nowledgement;;;;;;;;;;;.;;;;;;;;;;. Certificate;;;;;;;;;..;;;;;;;;;;;;;;;.. /b%ective of the study;;.;;.;;;;;;;;;;;.;............... Research Methodology;.;;;;;;;;;;;;;........................ <1. Human Resource Management.;;;;;;;;;;;;;;;. Concept of Human Resources=History;;..;;;;;;;;; 0efinition of HRM;;;;;;. ;;;;;;;;;;;;;;;;;;; *unctions of HRM ;.;;;;;;;;;;;;;;;;;;.. Human Resource 5 its /b%ectives;...;;;;;;;;;;;; 0ifference between Human Resource Management, 2ersonnel Management, Human Resource 0evelopment;;;;;;;;;;;;;;. HR 2lanning;;;;...;;;;;;;;;;;;;;;;; HR 2lanning=2urpose 5 .oals;;.;;;;;;;;;;;; Importance of HR 2lanning;;;;.;;;;;;;;;;;.. $teps in HR 2lanning;;;;;;;;;;;;;;;;;;;;;;;.
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 Types of HR 2lanning 5 its values;;;;;..;;;;;;;.. /utputs from HR 2lanning;;;;;;;;;;;;;;;;. <6. -on .overnmental /rganization;;;;;;;;;;;;;..;.. 0efinition of -./;;;;;;;;;;;;;;;;;;;.. Role of -./3s in HR0;;;;;;;;.;;;;;;;;;. Role of HR 2rofessionals in -./;;;;;;;;;.;;;;. <8. HR Challenges? 4n -./ 2erspective;;;;;;;;;...;;;.. <:. Centre for 'nvironment 'ducation +C'', ;;;;;;;;;;;.. Introduction;;;;;..;;;;;;;;;;;;;;;;; Mandate;;;;;;;;;;;;;;;;;;;;;;;; $trategies;;..;;;;;;;;;;;;;.;;;;;;;; $ister /rganizations;;;;.;;;;;;;.;;;;;;;; $tructure of /rganization;;;;;;;;;;;;;;;;;. Its connection with Head /ffices;;;;;;;;;;;;;;.. Thrust 4reas;;;;;;;;;;;;;;;;;;;;;;.. <>. Recruitment 2rocess at C'';;;;;;;;;;.;;;;;;; Rules for Recruitment5 Core $taff, 6<<@;;;;;;;;..;;.. 'ligibility Criteria;;;;;;;;;;;;;;;;;;;; Recruitment 2rocess Chart;;;;;;;;..;;;;;;;;. $election 2rocess at C'';;;;;;;;;;;;;;;;;. <@. *indings <A. Conclusions <B. Recommendations <@. 4nne#ure;;;;;;;;;;;;;;;;;;..;;;;;... <A. Cibliography;;;;;;;;;;;;;;...;;;;;;;;.

03#AN RESO3RCE #ANA"E#EN$

Conce4t of 0uman Resources50istor*
The 2ersonnel *unction has undergone rapid changes in recent times. The term DHuman Resource Management3 is increasingly put to use in place of the traditional D2ersonnel *unction3. Ten years ago most organizations used to be content with having a middle level manager head the 2ersonnel 0epartment, whereas today most organizations have .eneral Managers, &ice 2residents and 0irectors heading this function. The Human Resource *unction has enriched itself by including within it a Ddevelopment3 dimension and thus moved itself from a Dreactive3 and Dmaintenance3 oriented function to Dproactive3 and Ddevelopment3 oriented function. Modern Human Resource 2rofessional tal" in terms of corporate planning, a HR0 approach to Industrial Relations, a HR0 climate of the company, HR0 budget, open and development oriented appraisal systems, multiple reward mechanisms, %ob? redeisgn, wor" climate and culture, wor" ethos, organizational renewal etc. Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1E<<s. Cy 1E6<, psychologists and employment e#perts in the Fnited $tates started the human relations movement, which viewed wor"ers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 6<th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. 4lthough this view was increasingly challenged by more !uantitatively rigorous and less GsoftG management techni!ues in the 1E@<s and beyond, human resources had gained a permanent role within an organization.

!efinition of 0uman Resource #ana(ement

Miller +1EBA, suggests that HRM relates to7 ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage" (Human Resource Management +HRM, is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who wor" in the organization) by 9i"ipedia. In any organization HRM works between staff and management to reach common goals and achieve a good workplace environment and an instant increase in productivity. Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation, communication, administration, and training. The terms GHuman Resource ManagementG and GHuman ResourcesG +HR, have largely replaced the term G2ersonnel ManagementG as a description of the processes involved in managing people in organizations. H1I Human Resource management is evolving rapidly. Human Resource Management is both an academic theory and a business practice that addresses the theoretical and practical techni!ues of managing a wor"force.

Ke* 2unctions of 0uman Resource #ana(ement

Human Resource Management serves these "ey functions7 1. Recruitment $trategy 2lanning 6. Hiring 2rocesses(Recruitment) 8. $election :. Training and 0evelopment >. 2erformance 'valuation and Management @. 2romotions A. Redundancy B. Industrial and 'mployee Relations E. Record "eeping of all personal data. 1<.Compensation, pensions, bonuses etc in liaison with 2ayroll 11.Confidential advice to internal customers in relation to problems at wor". 16.Career development Some of t'e ot'er functions are7? 'ffectively managing and utilizing people. Trying performance appraisal and compensation to competencies. 0eveloping competencies that enhance individual and organizational performance. Increasing the innovation, creativity and fle#ibility necessary to enhance competitiveness. 4pplying new approaches to wor" process design, succession planning, career development and inter?organizational mobility. Managing the implementation and integration of technology through improved staffing, training and communication with employees.

0uman Resource
Human Resources is a term with which many organizations describe the combination of traditionally administrative personnel functions with performance management, 'mployee Relations and resource planning. The field draws upon concepts developed in Industrial=/rganizational 2sychology. Human Resources has at least two related interpretations depending on conte#t. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm s organization that deals with hiring, firing, training, and other personnel issues. This article addresses both definitions.

O&6ective of 0uman Resource

The ob%ective of Human Resources is to ma#imize the return on investment from the organization s human capital and minimize financial ris". It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair, and consistent manner. HR concerns are "ey business issues and good human captial management is a business necessity.

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!ifference &et7een 0R#% P#% 0R!

0uman Resource #ana(ement89
Human Resource Management is concerned with the (people) dimension in management. 'very organization is made up of people, ac!uiring their services, developing their s"ills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational ob%ectives.

Personnel #ana(ement7?
,usiness !efinition for8 Personnel #ana(ement The part of management that is concerned with people and their relationships at wor". 2ersonnel management is the responsibility of all those who manage people, as well as a description of the wor" of specialists. 2ersonnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are various models of personnel management, of which human resource management is the most recent.
'tt4855dictionar*.&net.com5definition5Personnel:#ana(ement.'tml

0uman Resource !evelo4ment89

Human Resources 0evelopment is to improve individual, group=process, and organizational performance. 4 definition of HR0 is Gorganized learning activities arranged within an organization in order to improve performance and=or personal growth for the purpose of improving the %ob, the individual, and=or the organizationG. HR0 includes the areas of training and development, career development, and organization development. This is related to Human Resource Management ?? a field which includes HR research and information systems, union=labor relations, employee assistance, compensation=benefits, selection and staffing, performance management systems, HR planning, and organization=%ob design.

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0uman Resource Plannin(

Human resource planning is the term used to describe how companies ensure that their staff is the right staff to do the %obs. $ub topics include planning for staff retention, planning for candidate search, training and s"ills analysis and much more. Rigorous HR planning lin"s people management to the organization s mission, vision, goals and ob%ectives, as well as its strategic plan and budgetary resources. 4 "ey goal of HR planning is to get the right number of people with the right s"ills, e#perience and competencies in the right %obs at the right time at the right cost. The processes by which management ensures that it has the right personnel, who are capable of completing those tas"s that help the organization, reach its ob%ectives. 2lanning is not as easy as one might thin" because it re!uires a concerted effort to come out with a programme that would easy your wor". Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly. HR 2lanning involves gathering of information, ma"ing ma"ing decisions to enable the organization achieve $urprisingly, this aspect of HR is one of the most neglected 9hen HR 2lanning is applied properly in the field of HR would assist to address the following !uestions7 1. 6. 8. :. ob%ectives, and its ob%ectives. in the HR field. Management, it

How many staff does the /rganization haveJ 9hat type of employees as far as s"ills and abilities does the Company haveJ How should the /rganization best utilize the available resourcesJ How can the Company "eep its employeesJ

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0R Plannin(8 Pur4ose and (oals

The purpose and goals of HR planning are mainly7 1. To ensure optimum and effective use of human resources currently employedK 6. To research and reconfigure new s"ill sets to cope with organizational needs given depleting relevant s"ills population 8. To assess the employability of the human resource given changing s"ills and competencies :. To draw specific outlines of competencies as they differ from today >. To assess or forecast future s"ills re!uirement if organization3s overall ob%ectives are to be achievedK and @. To identify control standards to ensure that necessary resources are identified, available as and when re!uired. A. To fundamentally study the corporate strategy, the business mission and overall philosophy of recruiting &$ systems, technology, outsourcing. B. 4nalyze the people mar"et environment and its changes as it affects the firm Vis a Vis competition. HR planning ma"es the organization move and succeeds in the 61 st Century that we are in. Human Resources 2ractitioners who prepare the HR 2lanning programme would assist the /rganization to manage its staff strategically. The programme assists to direct the actions of HR department.

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.m4ortance of 0R Plannin(
2oor HR 2lanning and lac" of it in the /rganization may result in huge costs and financial loses. It may result in staff posts ta"ing long to be filled. This augment costs and hampers effective wor" performance because employees are re!uested to wor" unnecessary overtime and may not put more effort due to fatigue. If given more wor" this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the /rganization. 'mployees are put on a disadvantage because their live programmes are disrupted and they are not given the chance to plan for their career development. The most important reason why HR 2lanning should be managed and implemented is the costs involved. Cecause costs forms an important part of the /rganizations budget, wor"force planning enable the /rganization to provide HR provision costs. 9hen there is staff shortage, the organization should not %ust appoint discriminately, because of the costs implications of the other options, such as training and transferring of staff, have to be considered.

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Ste4s in 0R Plannin(
There is no single approach to developing a Human Resources $trategy. This will vary from organization to organization. However, here are the steps most commonly used in developing an HR strategy7 $etting the strategic direction 0esigning the Human Resource Management $ystem 2lanning the total wor"force .enerating the re!uired Human Resources Investing in Human Resource 0evelopment and performance 4ssessing and sustaining organizational competence and performance Ste4s in detail89 ;. 2orecastin(89 HR 2lanning re!uires that we gather data on the /rganizational goals ob%ectives. /ne should understand where the /rganization wants to go and how it wants to get to that point. The needs of the employees are derived from the corporate ob%ectives of the /rganization. They stern from shorter and medium term ob%ectives and their conversion into action budgets. <. .nventor*89 4fter "nowing what human resources are re!uired in the /rganization, the ne#t step is to ta"e stoc" of the current employees in the /rganization. The HR inventory should not only relate to data concerning numbers, ages, and locations, but also an analysis of individuals and s"ills. $"ills inventory provides valid information on professional and technical s"ills and other !ualifications provided in the firm. It reveals what s"ills are immediately available when compared to the forecasted HR re!uirements. =. Audit89 9e do not live in a static 9orld and our HR resources can transform dramatically. HR inventory calls for collection of dataK the HR audit re!uires systematic e#amination and analysis of this data. The 4udit loo"s at what had
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occurred in the past and at present in terms of labor turn over, age and se# groupings, training costs and absence. Cased on this information, one can then be able to predict what will happen to HR in the future in the /rganization. >. 0uman Resource Plan89 Here we loo" at career 2lanning and HR plans. 2eople are the greatest assets in any /rganization. The /rganization is at liberty to develop its staff at full pace in the way ideally suited to their individual capacities. The main reason is that the /rganization3s ob%ectives should be aligned as near as possible, or matched, in order to give optimum scope for the developing potential of its employees. Therefore, career planning may also be referred to as HR 2lanning or succession planning. The !uestions that should concern us are7 a, 4re we ma"ing use of the available talent we have in the /rganization, and have we an enough provision for the futureJ b, 4re employees satisfied with our care of their growth in terms of advancing their careerJ 4ssignment of individuals to planned future posts enables the administration to ensure that these individuals may be suitably prepared in advance. ?. Actionin( of Plan89 There are three fundamentals necessary for this first step. 1, Lnow where you are going. 6, There must be acceptance and bac"ing from top management for the planning. 8, There must be "nowledge of the available resources +i.e., financial, physical and human +Management and technical,. /nce in action, the HR 2lans become corporate plans. Having been made and concurred with top management, the plans become a part of the company3s long?range plan. *ailure to achieve the HR 2lans due to cost, or lac" of "nowledge, may be serious constraints on the long?range plan.

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$*4es of 0uman Resource Plannin(

;. .ntermediate9 evel Plan89 Marge?scale and diversified companies organize $trategic Cusiness Fnits +$CF, for the related activities .$CFs prepare intermediate plans and implement them .HR managers prepare specific plans for ac!uiring future managers, "ey personnel and total number of employees in support of company re!uirements over the ne#t three years. <. O4erations Plan89 /perations plans are prepared at the lowest business profit centre level. These plans are supported by the HR 2lans relating to recruitment of s"illed personnel, developing compensation structure, designing new %obs, developing, leadership improving wor" life etc. =. S'ort9term Activities Plan89 0ay?to?day business plans are formulated by the lowest level strategists .0ay? to?day HR plans relating to handling employee benefits, grievances, disciplinary cases, accident reports etc. are formulated by the HR managers. The three essential values that an effective HR function must embody are7 Credi&ilit*% Com4etence and Com4assion. Credi&ilit* is created when promises are "ept and trust is built. It is grounded in honesty, openness and follow?through. HR becomes credible when its communications and actions are in harmony ? in other words by (wal"ing the tal"). Through this HR builds relationships and its reputation. This ta"es time. Com4etence is doing something well and e#hibiting "nowledge and s"ill. To be effective, HR must demonstrate competence in everything it does.

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 Com4assion is showing care and concern for the organization, its employees and sta"eholders. HR must e#hibit unwavering compassion and care in all situations.

$'ere are t'ree out4uts from 0uman Resource Plannin( 7'ic' are found &elo78

Roles and Res4onsi&ilities ? Clarification of roles and responsibilities gives pro%ect team members an understanding of their own roles and the roles of others in the pro%ect. Clarity is always a "ey component of pro%ect success. Pro6ect Or(ani@ation C'arts ? 4 pro%ect organization chart is a diagram of the reporting relationships of pro%ect team members. 2ro%ect organization charts should be tailored for their audience, they can give a generalize overview or highly granular. Staffin( #ana(ement Plan ? The $taffing Management 2lan is an important output of the Human Resource 2lanning process which establishes the timing and methods for meeting pro%ect Human Resource re!uirements.

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Non "overnmental Or(ani@ation (N"O)

!efinition8
4 non?governmental organization +-./, is a legally constituted organization created by private persons or organizations with no participation or representation of any government. In the cases in which -./s are funded totally or partially by governments, the -./ maintains its non?governmental status insofar as it e#cludes government representatives from membership in the organization. India is estimated to have between 1 million and 6 million -./s.

Role of Human Resources Development in NGO's

The ma%or development roles ascribed to -./s are to act as7 N 2lanner and implementer of development programmers, N Mobiliser of local resources and initiative, N Catalyst, enabler and innovator, N Cuilder of self reliant sustainable society, N Mediator of people and government, N $upporter and partner of government programme in activating delivery system implementing rural development programmes, etc., N 4gents of information, N *actor of improvement of the poor, and N *acilitator of development education, training, professionalisation, etc. Casically -./s role is to prepare people for change. They empower the people to overcome psychological problem and opposition of oppress. Its role cannot be denied.

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Role of 0R Professionals in an N"O

The HR professionals should ta"e lead in its effort to ma"e a lin"age between community and the industry. To develop better rapport with the people, HR professionals have to ma"e use of their $trategic Relationship Management $"ills. They should interact with the community by establishing better lin"age with the -on .overnmental /rganizations 9or"ing there in the locality. The HR professionals can initially conduct *ocus .roup 0iscussion +*.0, with the community and community leaders with the help of -on .overnmental /rganizations and need evaluation and need prioritization is to be conducted. Here HR professionals can act as facilitators in the Corporate $ocial Responsibility initiatives. The community may have unlimited social needs. It is the responsibility of the HR professionals to intervene into those needs and give a realistic perception to the community members related to their unlimited and unrealistic needs. Coth short?term goals and long?term goals are to be segregated. The HR professionals who act as the implied leaders should lead the community towards realistic goal perception that integrates the goals and ob%ectives of Corporate $ocial Responsibility programme initiated by the organization. HR professionals should integrate the needs of the community and that of the organization. The list of social development needs and the environmental protection needs to be discussed soon after the *ocus .roup 0iscussions, with the top management in order to ascertain whether all those needs can be met with the budget allotment for the developmental programs. 4 multi level discussion, with members of the -./ s, HR professionals and representative of the Top Management, is to be initiated for the finalization of the social intervention programme.

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 The relationship with the community and -on .overnmental /rganizations indicates the level of HR professional3s success role in the Corporate $ocial Responsibility effort.

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0uman Resources C'allen(es 9 An N"O 4ers4ective

HR in a comple# organization re!uires a very special s"ills set. It has to be firm in areas of policy, safety, !uality and with the organizations core cultural values in order to bring some sense of cohesion and unity. HR needs to balance the management of employee ris" with the development of tools, resources, training and policies that would increase organizational effectiveness. In an organization where HR is new, the ob%ective would be to create an HR function that would balance systems needs and staff concernsK 2rotect the institution from liability without treating each employee as a potential litigantK 'ngage and influence staff without e#erting overt controlK Ce perceived as a resource, mentor and educator rather than a rule ma"er and obstacleK Ce an ally in the wor" of management and staff, supporting the attainment of the organization3s mission. It is very important to create a positive e#perience of the HR function from the start. To achieve this, focus should be on demonstrating 9hen the HR function adopts these values and ob%ectives, the staff will come to view HR as a resource and problem solver. To be effective, HR3s practices need to be grounded in two ways. *irst, HR must reflect company wide commitments as to how it will manage and relate to its employees. $econd, HR must follow through on such commitments in the moment so that the words of the enterprise and deeds of its agents are congruent. Mac" of .overnmental support and declining public spending. Mac" of motivation Inade!uate professional development=opportunities Mac" of recognition and rewarding systems for good wor" -o accountability
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 0ebatable leadership Turning a blind eye to DCrain 0rain3 2oor monitoring an controlling mechanism=machineries

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CEN$RE 2OR EN/.RON#EN$ E!3CA$.ON

.ntroduction
Centre for 'nvironment 'ducation +C'', is a national institution engaged in developing programmes and material to increase awareness about the environment and sustainable development. C'' was established in 1EB: as a Centre of '#cellence in 'nvironmental 'ducation, supported by the Ministry of 'nvironment and *orests +Mo'*,, .overnment of India. It is affiliated to the Ne'ru 2oundation for !evelo4ment. It is registered under $ocieties Registration 4ct 1B@<.

CEEAS #AN!A$E
*acilitating networ"s at local, national and regional levels, through a number of tools such as C''3s primary ob%ective is to improve public awareness and understanding of the environment with a view to promoting the conservation and sustainable use of nature and natural resources, leading to a better environment and a better !uality of life . To this end C'' develops innovative programmes and educational material, and builds capacity in the field of education for sustainable development +'$0,. It underta"es demonstration pro%ects in education, communication and development that endorse attitudes, strategies and technologies which are environmentally sustainable. C'' is committed to ensuring that due recognition is given to the role of education in the promotion of sustainable development.

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S$RA$E".ES
*rom its inception, C''3s activities and programmes have been rooted in, and guided by, certain strategies for ma#imization of !uality, effectiveness and impact7 Informing '' with state?of?the?art thin"ing, developments, innovations and perspectives in the areas of 'nvironment and $ustainable 0evelopment. 4daptability to different geographic, cultural, social and economic conte#ts. 2artnerships utilizing complementary strengths of other organizations to avoid duplication of effort, and to networ" effectively for synergistic convergence of ideas and goals. Cuilding synergies among .overnment, -./3s and C'' for comprehensive impact. Identifying "ey entry points for different thrust areas, and "ey targets for initiating and consolidating gains, to achieve a multiplier effect. 0ialogues, directories, newsletters, etc. 9or"ing to develop a cadre of professionals in order to improve and strengthen professionalism in the field of '$0, by capacity?building individuals who in turn would infuse this professionalism into the organizations where they wor", to the mutual advantage of both these organizations and C''. Cringing international e#periences within the ambit of '$0 in India, so as to enhance !uality, depth and range of performances. 'nsuring !uality control and e#cellence in the production of all material through in?house infrastructural support +studios, wor"shops, editorial services, and printing facilities,.

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CEEAs Sister Or(ani@ations are

C0E$NA +Centre for Health, 'ducation, Training and -utrition 4wareness, /.KSA$ +&i"ram $arabhai Centre for 0evelopment Interaction, /ASCSC +&i"ram .4. $arabhai Community $cience Centre, K0A#.R +Centre for Lachchh Heritage, 4rts, Music and Information Research,

CEEAS .N$ERNA$.ONA

.NKA"ES

C'' has developed international lin"ages with numerous agencies, both governmental and non?governmental, that are wor"ing in related fields. The lin"ages are in the form of collaborative pro%ects, e#change programmes, capacity?building wor"shops, training, symposia and seminars. C'' has international offices in 4ustralia and $ri Man"a.

Or(ani@ational Structure
The Centre has a .overning Council +.C,, comprising, amongst others, eminent persons in the field of environment, education, communication and management. +CEEAs "overnin( Council). The GC guides programmes, approves budgets
and designs policy. The Council is assisted by the Standing Committee on matters relating to administrative procedures and norms. It also receives advisory support from the Finance Committee.

The head of the Centre is the 0irector, $hri Larti"eya $arabhai, who is the chief e#ecutive of a team comprising 2rogramme, Technical and 4dministrative staff. Currently C'' has around 86< staff. These include about 1B< core $taff. 9hile 1:> staff members are in 4hmedabad, The others are located in C''3s offices across the country.

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CONNEC$.ON W.$0 $0E ,RANC0ES AN! 0EA! O22.CE89

CEE NOR$0 CEE NOR$09 EAS$ CEE CEN$RA 0EA! O22.CE CEE WES$ A$ A0#E!A,A! CEE EAS$

CEE SR. ANKA

CEE A3S$RA .A CEE SO3$0

The above diagram shows that C''3$ main Head /ffice is at 4hmedabad and it is connected to all the Regional cells and International /ffices.

$'rust Areas
C''3s programmes=pro%ects are organized around thrust areas. 4s an organizing principle, this helps us indicate our focus and plan our activities. These thrust areas are a dynamic listing. Education for C'ildren8 0evelop, coordinate and conduct a number of educational programmes for school children. Fsing mainly a Gcluster approachG, the programme reaches out over 8<<< schools across the country today.

EE in 0i('er Education8 Recognize the need to e#tend '' to college students who are on the threshold of becoming active participants in society, as citizens, decision ma"ers and leaders. E+amination S*stems for EE8 Research and test innovative and creative ways of measurement, monitoring and evaluation of learning. Education for 1out'8 Create awareness and involve youth in formal and non?formal environmental improvement action pro%ects. Communicatin( Environment t'rou(' t'e #edia8 /ptimally utilize e#isting and new media networ"s as powerful means of reaching the community at large.

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E+4eriencin( Nature8 Introduce children and adults to the beauty and harmony of nature, and in the process sensitize them to the need for concern and conservation. EE t'rou(' .nter4retation8 0esign interpretive programmes to transform the visits to zoos, national par"s and other heritage sites, into e#citing educational e#periences. Kno7led(e #ana(ement for Sustaina&le !evelo4ment8 $erve as a "nowledge centre on "ey sustainable development issues, and as a resource base for comprehensive and relevant information. .ndustr* .nitiatives8 9or" with the industrial sector to facilitate acceptance of the concept of waste minimization as a tool for sustainable growth and profits. Sustaina&le Rural !evelo4ment8 0evelop programmes for income generation and better utilization of resources, through field programmes designed specifically for rural communities. Water and Sanitation8 2rovide infrastructure, educational, communication, and e#periential support for developing village water supply, sanitation and hygiene systems. Sustaina&le 3r&an !evelo4ment8 *acilitate e#change of ideas on urban environment and planning issues, community participation, and partnerships with local governing bodies. Waste #ana(ement8 0evelop education tools and facilitate the establishment of management systems for solid as well as biomedical wastes. EE for 2ra(ile Areas8 0emonstrate ecologically sound alternatives to support sustainable resource management in ecologically fragile areas. ,iodiversit* Conservation8 Co?ordinate education, awareness, training and networ"ing programmes that focus on biodiversity and its conservation. Eco9tourism8 2romote tourism practices that are environmentally sustainable, economically beneficial to local communities and educational e#periences for tourists.
6B

!isaster Pre4aredness and Re'a&ilitation8 9or" on a long?term basis with communities affected by disasters, and strengthen their livelihood opportunities. $rainin(% Net7or)in( and Ca4acit* ,uildin(8 /ffer professional and short?term training and capacity?building in '' and sustainable development issuesK 2ool institutional resources and e#tend the reach of programmes through lin"ages with various agencies. 2acilitatin( N"O and Communit* .nitiatives8 $upport activities which demonstrate community?based, innovative, gender?sensitive and sustainable approaches.

.nitiatives for t'e 3N !ecade of Education for Sustaina&le !evelo4ment8 2romote the goal of education as the basis for a sustainable human society, through training, internships, youth programmes, consultancy and research. Researc' in EE and ES!8 0ocument, analyze and research the e#periences of C'' and other organization in '' and '$0.

Recruitment Process at CEE

6E

The 2ersonnel 5 Megal +25M, 0epartment at C'' handles all the 4dministrative functions for the 2ersonnel related functions at C''. In case of any recruitment, the 0epartment in which the vacancies arise has to fill the Human resource Re!uisition form, 25M *orm -o 1B and sends it to 25M 0ept. 25M 0ept. verifies with the 4ccounts 0ept. about the re!uisite budgetary provisions. If it is not within the budget then it is sent bac" to the 0epartment. The 0irector C'' is the approving authority for any recruitment at C''. *inally, 25M puts it up for 0irector3s approval. 0irector3s 4pproval. If it is approved by the 0irector, the further procedures of Recruitment 5 $election are carried by the 25 M 0ept. The format of 25 M *orm -o 1B is enclosed as 4nne#ure ?1. The staff members at C'' are appointed under four different rules and guidelines7 They are7? 1. Rules for Recruitment and Review for Regular staff members, 1EBB 6. Rules for Recruitment and Review of Core $taff, 6<<@ 8. .uidelines for recruitment of *i#ed Term 4ppointment=Contract staff :. .uidelines for recruitment of 2ro%ect staff Re(ular Staff8 9 The Regular $taff Members of C'' includes $cientific, Technical and 4dministrative staff that has an appointment with C'' up to @< years of age.

It consists of

8<

 $cientist7 ? It includes the staff engaged in discoveries, researches, publications, articles, finding new theories and observations related to environmental issues. 'tc. Technical $taff7 ? It includes 0T2 /perator, Illustrator, Carpenter, 9or"shop $uperintendent, $culptor, *ield=2ar" $upervisor, *ield 4sst. Technical 4sst., 4sst.Mibrarian, Or.4rtist, 0raughtsman, Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems '#ecutive +Hardware, $ystems '#ecutive +$oftware, etc. 4dministration $taff7 ? It includes Cler", 4ssistant, /fficer, $enior /fficer and Chief /fficer. 2i+ed $erm A44ointment (2$A)89 There are different types of programmes, pro%ects, wor"shops underta"en at C''. The staff under fi#ed term is appointed for a period of three years. They may be given different tas"s, and their performance will be evaluated at the end of the year and based on their performance they will be given further e#tension. Rollin( 2i+ed $erm A44ointment (R2$A)89 4t the initial stage, the appointment shall be for a period of three years and after the first annual review, there can be a further e#tension of one year ma"ing the balance period bac" to three years. It therefore becomes a rolling three year appointment concept based on the recommendations of the Committee in such a manner that a staff member, whose performance has been found good, shall have three years appointment left till he=she reaches up to @< years which is the current retirement age as per the laws. Pro6ect Staff89 9henever a pro%ect has to be underta"en pro%ect staff members are appointed. These are the staff appointed by C'' for the accomplishment of a particular tas" under a specific pro%ect, for a particular time period, agreed on a specific remuneration. C''3s authority discusses with the appointed pro%ect staff regarding the pro%ect that has to be underta"en. Coth the parties on a mutual understanding
81

ma"e a final deal and an agreement is signed by both the parties. These staff is associated with C'' till the pro%ect finishes. -o& Wor) Contract (-WC)89 It consists of that staffs who is appointed for a short period i.e. for three months or si# months for very specific tas"s li"e data entry, website developers, tally operators, wor"shop managers, event helpers, etc. They are not the permanent staff members of C''. 4part from the above, C'' have people wor"ing as Interns, Trainees, &olunteers etc. who %oins C'' in order to learn about the organization and gain "nowledge. They are given guidance and mentor to help learn the above.

86

Rules for Recruitment and Revie7 of Core Staff% <BBC

In the year 6<<: new Rules for Recruitment and Review of Core $taff were formed and it came into action in the year 6<<@. -ew rules were introduced for the recruitment and review of Core $taff falling into the categories of (2rogramme $taff), (Technical $pecial $taff) and (4dministration 5 $upport $taff) at C''.

Norms for Recruitment under various cate(ories89

Fnder the Rules for Recruitment and Review of Core staff, the norms are laid down as per the levels of appointment and the eligibility as defined. evels of a44ointment of Core Staff at CEE89 The Core staff recruited under these rules fall into three broad categories. 1. 2rogramme $taff7 ? It includes 2rogramme 4ssociates, 2rogramme /fficers, *ield 4ssociates, and *ield /fficers. 6. The other two categories are Technical $pecial $taff, and 4dministration 5 $upport $taff. Pro(ramme Associates8 $taff recruited under this category is programme staff at %unior levels, basically with a Cachelors 0egree who provide programme support to the 2rogramme /fficer $taff. The functional designations are based on particular assignments given from time to time. Pro(ramme Officers8 The 2rogramme /fficer $taff represent the general programme cadre of C''. 2rogramme /fficer $taff are e#pected, at one level, to be able to wor" for any of the Centre3s programme areas as needed. They are having an educational bac"ground of $cience, $ocial $cience, Communication, and Management. 2ield Associates8 The staff carrying out programmes and activities and is recruited as *ield 4ssociates with Cachelor3s degree. 2ield Officer Staff8 The field /fficers constitute the staff that is recruited as such. They hold Master 0egree in Rural studies or e!uivalent.

88

The following are the designations of the staff falling in the 2rogramme $taff category7 0irector, .roup 0irector, 2rogramme 0irector, -ational Co?ordinator, 2rogramme Manager, 2rogramme /fficer, Community /rganizer, 2rogramme Co?ordinator, *ield Co?ordinator, *ield /fficer, *ield 4ssociate 'ditor, 9riter, 'ngineer, 9eb?0esigner, .raphic 0esigner, Technical /fficers etc. $ec'nical S4ecial Staff8 The following are the designations of the Technical $pecial $taff7 0T2 /perator, Illustrator, Carpenter, 9or"shop $uperintendent, $culptor, *ield=2ar" $upervisor, *ield 4sst. Technical 4sst., 4sst.Mibrarian,Or. 4rtist, 0raughtsman, Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems '#ecutive+Hardware, $ystems '#ecutive +$oftware,, etc. Administration & Su44ort Staff8 The following are the designations of the 4dministration 5 $upport $taff7 4ttendant, 0river=$r.4ttendant, Cler",+4dministration 5 $upport $taff, 4ccounts, 0ata 'ntry,, 4ssistant +$ecretarial 4sst. 2ersonal=e#ecutive 4sst. 2ersonnel, 4dministration 5 $upport $taff, 4ccounts, House "eeping, Mibrary, 2ublic Relations, $tores, 2urchase, Megal etc.,$enior /fficer, Chief /fficer, etc.

8:

RE/.EW PROCESS89
There are two "inds of review process carried out in C'' viz. 4nnual Review and 2romotion Review. The 4nnual Review is done at the end of the year and 2romotion Review is done at the end of five years. Eli(i&ilit* Criteria8
NOR#S 2OR RECR3.$#EN$ $O PRO"RA##E ASSOC.A$ES

24?4 Rs.B<<<? 8><?166<<

24?C Rs.1<<<<? :><?1>:<<

24?C Rs.1><<<? A<<?68:<<

24?0 Rs.1E<<<? A><?6B<<<

Cachelors 0egree in $cience, 4rts or e!uivalent

*resh

:6

8>

NOR#S 2OR RECR3.$#EN$ $O PRO"RA##E O22.CERS

2/?C Rs.1><<<? A<<?68:<<

2/?0 2/?' Rs.1E<<< Rs.68<<<? ?A><? B><?81><< 6B<<<

2/?* Rs.6><<< ?1<<<? 8><<<

2/?. Rs.68<<<? 16<<? 8A@<<

2/?H Rs.81<<<? 1:<<? :66<<

0octorate in $cience,Techn ology, Masters 0egree in 'ngineering or e!uivalent

*resh

P>

P1<

P1>

Masters 0egree in $cience Cachelor3s 0egree in 'ngineering, Technology or e!uivalent

*resh

P>

P1<

P1>

Cachelor3s *resh 0egree with 6 years post? graduate 0iploma in Management or Higher $econdary with five years diploma

P>

P1<

P1>

8@

0egree P 8 years 0iploma in T&=Cinema 0irection

*resh

P>

P1<

Master of Mibrary $cience

*resh

P<

P1<

P1>

NOR#S 2OR RECR3.$#EN$ $O 2.E ! ASSOC.A$ES

*4?4 Rs.B<<<? 8><?166<<

*4?C Rs.1<<<<? :><?1>:<<

*4?C Rs.1><<<? A<<?68:<<

*4?0 Rs.1E<<<? A><?6B<<<

Cachelors 0egree in $cience,4rts or e!uivalent

*resh

:6

8A

NOR#S 2OR RECR3.$#EN$ $O 2.E ! O22.CERS

*/?C Rs.1><<< ?A<<? 68:<<

*/?0 Rs.1E<<<? A><?6B<<<

*/?' Rs.68<<<?B><? 81><<

0octorate in Rural $tudies or e!uivalent

*resh

P>

Masters 0egree in Rural $tudies or e!uivalent

*resh

P>

P1<

NOR#S 2OR RECR3.$#EN$ 2OR A!#.N.S$RA$.ON AN! S3PPOR$ S$A22

2ost .rade 4ttendant Qualification :<<< R 6<< R B<<< &II $tandard 2assK at least 8 yrs relevant e#perience 2ost .rade $r.4ttendant Qualification Rs.><<<?6><?B<<< 4t least > years e#perience as 4ttendant 2ost .rade 0river Qualification Rs.><<<?6><?B<<< $tudied up to $$C or e!uivalent with Might Motor &ehicle Micense with at least 6 years e#perience as 0river at the Centre

8B

2ost .rade $r. 0river Qualification Rs.@><<?8<<?1<@<< 4t least > years e#perience as 0river at the Centre 2ost .rade /ffice Cler"?4 Qualification Rs.><<<?6><?B<<< H$C or e!uivalent with a speed of :< words per minute in Typewriting plus "nowledge of 2Cs. 2ost .rade /ffice Cler"?C Qualification Rs.@><<?8<<?1<@<< .raduate with a speed of :< words per minute in 'nglish Typewriting "nowledge of 2Cs /R 4t least > years e#perience as Cler"?4 at the Centre. 2ost .rade 4ssistant=$ecretarial 4sst. Qualification Rs.B<<<?8><?166<< .raduate with > years relevant e#perience as Cler" C. *or $ecretarial 4sst. the candidate should have a speed of B<=:< w.p.m in 'nglish shorthand and typewriting respectively at the Centre 2ost .rade '#ecutive 4sst.=24 to 0irector Qualification Rs.1<<<<?:><?1>:<< .raduate with > years relevant e#perience and proficiency in shorthand and typewriting or > years e#perience in 4ssistant=$ecretarial 4ssistant at C'' 2ost .rade 4sst.4dm./fficer Qualification Rs.16<<<?><<?1B<<< .raduate with post graduate diploma in office administration and management or e!uivalent .raduate with degree in Maw with 6 years e#perience /R '#ecutive 4sst. =24 to 0irector with > years e#perience /R 4ssistant with 1< years e#perience.

8E

2ost .rade /fficer?I Qualification Rs.1><<<?A<<?68:<< C.4. /R Master3s degree plus diploma in /ffice 4dmn. /r e!uivalent. Management /R Cachelors degree and degree with law with > years3 e#perience /R 44/ P> years e#perience or e#ecutive 4sst.=24 to the 0irector plus A years e#perience 2ost .rade /fficer?II Qualification Rs.1E<<<?A><?6B<<< /fficer?I P> years e#perience $enior /fficer 2ost .rade Rs.68<<<?B><?81><< Qualification /fficer?II P> years e#perience /R direct recruitment based on !ualifications prescribed for /fficer?I Chief /fficer 2ost .rade Rs.6><<<?1<<<?8><<< Qualification $enior /fficer P> years e#perience /R direct recruitment

:<

RECR3.$#EN$ PROCESS C0AR$

&acancies created in the departments

Ne7 Positions 1, -ew 2ost 6, '#pansion plans 8, *ormation of -ew department 1, Resi

Re4lacements 1, Resignation 6, 0ismissals 8, Transfers :, 2romotions *ills up Human Resource Re!uisition form and sends it to 25M 0ept. If Ses

$crutinizes The vacancies If -o $ends bac"

2uts it up for 0irector3s 4pproval

$earch Resumes

$hortlist candidates

Start t'e Selection Process

:1

/ACANC.ES CREA$E! .N $0E !EPAR$#EN$S

1, Reasons for replacements ?8 Re4lacements 1, 6, 8, :, Resignation 0ismissals Transfers 2romotions

98 Ne7 vacancies 1, -ew post 6, '#pansion plans 8, *ormation of -ew department The vacancies arise in the departments are the origin of the recruitment process. The vacancies arise either due to replacements i.e. Resignation, dismissals, transfers, promotions etc. or due to new position created in the department or due to e#pansion plan or formation of a new department. 6, *illing up the Human Re!uisition *orm and sending it to the 25M 0epartment

?7

Man power re!uisition *orm filled ?7 Ma"e aware the 25M department about vacancies arisen

The department in which the vacancies arises will re!uire to fill the DMan power Re!uisition *orm3. The form specify the details regarding the vacant post, name of the department, nature of the %ob, preferable period of %oining of the new employee, e#perience re!uired for the vacant post, educational !ualification re!uired etc are fulfilled in the form

:6

8., $crutinizing the vacancies 5 search for resumes 25M verifies with the 4ccounts 0ept. about the re!uisite budgetary provisions. If it is not within the budget then it is sent bac" to the 0epartment. The 0irector C'' is the approving authority for any recruitment at C''. *inally, 25M puts it up for 0irector3s approval. If it is approved by the 0irector then the search for resumes begins. /nce the re!uirement of posts is "nown, the 25M 0ept. puts its advertisements on the website of C'', 0aily -ewspapers etc Searc' for Resumes The actual search for the resumes of the prospective candidates is underta"en at this stage. The 6 processes go parallel further. The resumes are collected from the following resources7? .nternal Sources 1, Through -ewspapers 6, Through 9ebsites of C'' E+ternal Sources Through Campus Recruitment Through 2anels prepared by different Ministers Through Research 4ssociate $cheme Through -otice put up at decided locations

:, Compilation of vacancies and short listing Resumes /acancies Status The Review Committee ma"es a compile list of all the vacancies as on particular date. The vacancies are listed department wise and other details about vacancies are noted in the form i.e. details regarding number of vacancies, %ustification of recruitment, internal or e#ternal candidates, etc. S'ort listin( t'e resumes The resumes collected are short?listed and the most unli"ely candidates are re%ected. The short listed candidates3 resumes are tied?up.
:8

SE EC$.ON PROCESSES A$ CEE

$E EP0ON.C .N$ER/.EW 1, 2re Interview 0etails form The details of the candidates are available in the resumes of the candidates although some general !uestions related to his=her current %ob, total e#perience, e#pected salary and readiness to shift the location of outside is as"ed .The communication s"ill is also measured at this stage. The candidate is also as"ed about the proposed date of meeting. 6, DInterview call letter D The interview call letter is sent to the candidate mentioning the place, date and time of interview. ASS."N#EN$S The candidates who appear for interview are given the following assignments7? 1, $hort paragraph on any particular topic in order to chec" the writing s"ills, speed, capabilities of the candidates. 6, $ome optional !uestions that have to be answered within limited time in order to chec" the intelligence of the candidates. CER$.2.CA$E /ER.2.CA$.ON 4ll the candidates are informed earlier to bring all the certificates at the time of interview. 4ll the certificates produced by the candidates are thoroughly chec"ed. If any certificates are found missing then e#planation for it is as"ed.

::

 WR.$$EN $ES$ 4ll the candidates who get through the 4ssignments or Telephonic interviews have to compulsorily attempt the written e#amination. The written test is a combination of the topics mentioned below. 1, ..L 6, 'nvironmental issues 8, 'nglish 5 Communication :, $ports >, Current Issues The written test is having a weight age of ><T. 4ll the candidates who secures ><T mar"s are eligible to go for the ne#t round of interview i.e. .roup 0iscussion. "RO3P !.SC3SS.ON 4 2anel of si# members that consists of 0irector, three $r. $taff Members and two '#ternal '#perts conducts the group discussion. If the number of candidates is more, then they are divided into groups and are as"ed to discuss on different topics. If the number of candidates is less in groups then they are supposed to discuss individually on each topic. .roup 0iscussion consists of @<T weight age. The interview panel interviews candidate3s communication, mental, interest, reasoning abilities .4bility to handle are chec"ed at this stage The 2anel members as" distinct !uestions to the candidates. The feedbac"s and views of interviewers about the candidate are ta"en in the assessment sheets. 4ll the candidates who scores the minimum weight age of mar"s are eligible for 2ersonal Interview.

:>

PERSONA .N$ER/.EW89 ,ac)(round .nvesti(ation The interview includes bac"ground investigation. This is done by contacting the former employers to confirm the candidate3s wor" records and to obtain their appraisals of performance, credit references verifying the educational accomplishments shown on the application etc. References C'ec)in( The references mentioned in the 4pplication *orm are verified by the 2ersonnel 0epartment by contacting the mentioned references personally to "now the candidate3s professional capacity, bac"ground and past history.

APP .CA$.ON 2OR# The candidate is as"ed to fill up the Dapplication form3 in his own handwriting. The 4pplication form is useful for the following reasons7 UThe carefully designed 4pplication form is itself an effective selection device. UIt is also useful in obtaining information, the company wants. U4dditionally, completing application serves as another hurdle, if the %ob re!uires one to follow direction and the individual fails to do so on the application which is a %ob related reasons for re%ection. UThe application re!uires a signature attesting to the truthfulness of the information given and to give permission to chec" references.

:@

 2.NA ASSESS#EN$ The views and feedbac"s ta"en at preceding interviews are finally assessed by comparing the 4ssessment $heets and the decision regarding selection and offer is made at a further stage. SE EC$.ON & O22ER $election 0ecision The selection decision is the most critical of all the steps. The decision has to be made from the pool of candidates who pass all the interviews. $ometimes, more candidates are selected so a waiting list is prepared. Offer etter The last step of the $election 2rocess is the employment offer. The successful candidate is now considered to be eligible to receive the employment offer. The Offer etter along with a duplicate copy of it is issued to the candidate mentioning the last date of accepting the offer and documents re!uired to produce at the time of %oining the duties. The Offer etter is signed by the 0irector.

:A

Procedures after t'e 6oinin( of t'e selected candidate

/n the %oining date the person appointed has to submit the %oining report along with the appointment letter, medical report and the certificates and its attested copy at the 25M 0epartment. The e#pense incurred during the medical chec" up is reimbursed. The certificates produced by the appointee are verified and the original certificates are returned bac". The 25M 0epartment maintains a 2ersonal record *ile of the appointee. The *ile contains a copy of appointment letter, biodata, the certificates, medical report. 4 service record file of the appointee is also attached along with the 2ersonal file which contains a copy of services rendered earlier, a copy of publications, newsletters, articles, Honours achieved. /nce the formalities are completed the appointee is given orientation by the HI0 staff. The appointee gets the chance to "now about the organization, its rules and regulations, norms, culture, atmosphere. The %ob description is also given to the appointee.

:B

CONC 3S.ON
2ollo7in( are t'e conclusions. 0R 4ractices 'eld at CEE are carried out in t'e most efficient manner. Recruitment and Selection 4rocess at CEE are conducted in t'e most sim4lest manner and it 'as enric'ed m* )no7led(e. All t'e &asic functions of 0R 'as &een understood ver* 7ell &ecause of t'e 0R 4rofessionals at CEE.

:E

RECO##EN!A$.ON
0R 4ractices at CEE are structured% its im4ortance can also &e increased &* conductin( seminars and trainin( 7'ic' 7ill en'ance t'e )no7led(e of ot'ers. #ore &oo)s related to 0uman Resource #ana(ement s'ould &e made availa&le at t'e li&rar* of CEE. Peo4le at CEE s'ould t'in) of t'e or(ani@ation as a 7'ole.

><

Anne+ure 9 ; Centre for Environment Education

Re!uest for *resh 4ppointment+s,='#tension of Current 4ppointment+s, on Contract= 2ro%ect=Temporary=Oob 9or" Contract= Consultant= Internship= Traineeship= &olunteer Casis 1, 6, 8, :, -ame of the proposed appointee -ame of the 2ro%ect 0uration of the pro%ect 7 7 7 *rom7 VVVVV To7 VVVVVVVVV 7

9hether pro%ect appointment, %ob 9or" contract or consultancy +2lease specify, Mevel of appointment +e.g. 2./., 2.4. etc., 0uration of appointment Mocation

>, @, A, B, E, 1<, 11, 16,

7 7 *rom7 VVVVV To7 VVVVVVVVVVVVVVVVVV 7

Monthly salary=honorarium=contract 4mount proposed 7 2ro%ect $ub?head 4ccount Code of $r. -o. E above 2roposed composition of the Committee Mode of Recruitment 7 7 7 7

Cy 4dvt. =recommended and=or suggested by e#perts= through personal "nowledge= through Fniversities and=or College=campus recruitment= through 'mployment '#change.

Place 8 !ate 8 Cudget availability confirmed

(Si(nature of Coordinator) Recommended by 4pproved Cy 4ccounts

+$ignature, >1

Chief 4./. +25M,

,i&lio(ra4'* of References
We&sites8 http7==en.wi"ipedia.org=wi"i=HumanVresources http7==humanresources.about.com=od=glossaryh=f=hrVmanagement.htm http7==www.answers.com=topic=human?resourcesJcatWbiz?fin http7==www.madrasmar"ets.com=HR0=-./T6<inT6<HR0.htm http7==www.indianmba.com= Faculty_Column/FC292/fc292.

ml
am !anuarie% Human resources challenges ? 4n -./ perspective http7==www.anticlue.net=archives=<<<AE:.htm ttp7==www.citehr.com=:6A8?integrated?strategic?planning?human?resource? planning.html http7==en.wi"ipedia.org=wi"i=-on?governmentalVorganization. http7==www.ilm"idunya.com=article=roleVofVngos.asp

,oo)s8 2. $ubbarao7 HRM7 6<<< Indian '#periences, 0iscovery 2ublishing House, -ew 0elhi, 1EE6. 0avid 4. 0eCenzo 5 $tephen p. Robbins7 2ersonnel= Human Resource Management, Third 'ditionK 2rentice Hall, 'nglewood Cliffs, -ew Oersey <A@86. $hyamal Caner%ee, 2rinciples and 2ractice of Management, /#ford 5 ICH 2ublishing Co. 2vt. Mtd.
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