A Project Report On“AN ANALYSIS OF RECRUITMENT AND SELECTION PROCESS” At “LOHIA STARLINGER LIMITED” A report submitted to Dr. VSIPS as a partial fulfillment of Master in Business Administration (MBA) Submitted To: Mr. S. R. Pandey Vice President Lohia Starlinger Ltd. Submitted By: Name: Shweta Shukla Batch: 2009-2011 Dr. Virendra Swarup Institute of Professional Studies, K- Block Kidwai Nagar, Kanpur. (0512)2611997, www.vsipskanpur.com 1 ACKNOWLEDGEMENT Summer training at Lohia Starlinger Limited ,Chaubepur ,is an opportunity for exposure with the various function of HED as well as interaction with the people engaged in this specialized filed of knowledge. Hence, it is great pleasure for me to be a summer trainee in hr Department of LSL. Hard work and knowledge ,dedication and positive ,dedication and positive attitude all are necessary to do any task successfully, but one thing with is very important than any other is the cooperation and guidance of expert and experienced person Firstly I would like to thank Mr.S.R.Pandey (VP Corporate HR)and LSL for giving me an opportunity to work in such a reputed company I would like to give my sincere thanks to Mr. Narendra Shukla (Officer HR) who always helped me to understand the whole RECRUITMENT &SELECTION PROCESS .I want to express my regards and gratitude towards my speculative guide for his expert and invaluable guidance, constant encouragement and constructive criticism to accomplish such laborious and exhaustive work timely and perfectly. I also would like to thank Ms. Sugandha Tiwari ( Management Trainee HR) for his continuous support throughout the training &witch efforts she put make me clear each & every steps of the process minute . I would like to express my deep gratitude to Mr. Ankur Srivastava(faculty guide) for his valuable suggestions from time to time without his support this Project would not have taken its present shape . I solely claim all the responsibility for any shortcomings and limitation in this project work. 2 DECLARATION I, am Shweta Shukla , hereby declare that this project report titled as “An Analysis On Recruitment And Selection Process” is the record of authentic work carried out by me for 6 weeks and has not been submitted to any other University or Institute for the award of any degree / diploma etc. SHWETA SHUKLA 3 Table of Contents 1. Executive Summary……………………………………1 1.1: Introduction…………………………………….3 1.2: Objectives of the Study…………………………4 1.3: Methodology…………………………………….5 • 2. Chapter I: 3. 4. 5. Formulation of Hypothesis…………………...5 Sources of Data…………………………….…6 Sample size…………………………………....6 Methods of data collection……………………9 Instrument Used………………………………9 Tools and Techniques of analysis…………….9 2.1 :Industry Overview………………………………11-15 • • • • • 6. Chapter II: Literature Review 2.2: Company Overview……………………………..17-21 • • • • • • Chapter III: About the Project …………………………24-75 Chapter IV: Surveys, Feedback and Data Analysis…..77-87 Chapter V : Suggestions/ Recommendations………….89-90 Conclusion…………………………………………………91 Bibliography………………………………………………92 Appendix/ Annexure……………………………………...93-96 4 EXECUTIVE SUMMARY As a student of MBA(HR), I have got an opportunity to work as a summer trainee at Lohia Starlinger Ltd., Chaubepur .during my training , I have worked on the project “ Recruitment & Selection Process at LSL. 6 weeks of training was exposure to corporate functional environment . It was an opportunity and interaction great pleasure for me to be in corporate environment and having with concerned people. I have chosen Recruitment & Selection Process as my project topic because it has acquired much more important in any industrial culture. As it give the good employees to the organization . There is a process which follows in an any organization is also given by me in this project including the process of tainting in LSL. I put my whole efforts to made this project best in any way. 5 CHAPTER-I 1.1 INTRODUCTION 6 LOHIA STARLINGER LIMITED started in the year 1981 to address the flexible packaging needs of various sectors of industry in India. It started as collaboration with Starlinger & Co. Austria to produce circular weaving machines. In 1984, with the quest to excel and provide world class technology to our customers we collaborated with Windmoller & Holscher to start manufacture of PP/HDPE Tape Extrusion Lines and Lamination plants for Plastic Woven Fabric. Over the years many breakthroughs were developed in-house at our Hargovind Bajaj R&D Centre. Some of the new products developed are recognized revolutionary concept in the industry. Having established strong position at home in the Indian market in 1996, it was decided to establish our global sales network. Today our products are in service of raffia industry in more than 60 countries. Such a tremendous performance was made possible by visionary leadership and dedicated team of skilled engineers and technologists supported by 1500 strong workforce. Customer's satisfaction by delivering quality products has been the corner stone of Lohia Group. The group, therefore, believes in manufacturing of all critical and precision components in-house. The production facilities of the group companies are equipped with high precision machine tools and managed by a team of well qualified and experienced engineers and technicians. 1.2 OBJECTIVE OF THE STUDY 7 • • • To understand Recruitment and Selection process of Lohia Starlinger ltd. To learn the overall working of LSL & its managerial system. To study the methods of recruitment & selection STARLINGER LIMITED. need identify • To study the recruitment and selection procedure followed in LOHIA • To study the various sources of recruitment followed in LSL. : 1.3 METHODOLOGY 8 The purpose of methodology is to describe the process involved is the research work. This includes the overall research design, the data collection method sampling procedure, and the field survey method & analysis procedures; Meaning of Research:According to Redman & Mory: “Research as a systematized effort to gains new knowledge”. According to Clifford woody:“Research comprises defining & redefining problems, formulating hypothesis or suggested solution, collecting, organizing & evaluating data making deductions reaching conclusion to determine whether they fit the formulating hypothesis or not”. • Objective of Research The purpose of research is to discover answer to question through the application of scientific procedure. The main aim of research is to find out the truth which is hidden & which has not been discovered as yet. Though each research study has its own specific purpose. FORMULATION OF HYPOTHESIS FORMULATION OF HYPOTHESIS Null Hypothesis (Ho): Employees are satisfied by the Recruitment & Selection process done in LSL. Alternate Hypothesis (Ha): Employees are not satisfied by the Recruitment & Selection Process done in LSL. TYPE OF RESEARCH: Descriptive The present research is descriptive in nature, which analyses and describes the compensation administration required for success in the organization. SOURES OF DATA COLLECTION 9 DATA COLLECTION:The collection of data is done both from primary & secondary sources. Primary Data: It is collected through interview conducted. The questionnaire is prepared asked to answer by the employees, they are also personally interviewed. The data collection is totally original and does not exist before. The data is inflexible & reliable too. Secondary Data: The data, which already exists in nature, is called as secondary data. It provides a starting point for research & offers the advantage of low costs and ready availability. The historic literature & profile l& strategic planning were taken from secondary forms. Target Population: 2000 employees is Lohia Starlinger Ltd. in Kanpur SAMPLE SIZE After deciding on the research approach and instruments the market researcher must design a sampling plan. Sample unit – Who is to be interviewed? In my research I have interviewed various Sample size – 100 Employees in the five department of the company. employees of the company of different level of management. Contact methods:Once the sampling plan has been determined, the researcher must decide how the subject should be contacted. I have carried out the direct interview method where I have contacted all the selected employees in five department of the company. 10 RESEARCH DESIGN Research Design is a conceptual structure with research conducted. There is no unique method, which can entirely eliminate the elements of under taking. But Research methodology more than any other procedure can minimize the degree of uncertainty, Thus it reduces the profit ability of making a wrong choice amongst alternative causes of actions. This is particularly significant in the light of increasing competitions & growing size, which makes the task of choosing the best course of action difficult for any business enterprise. It is imperative that any type of organization in the present information coupled with tools of analysis for making sound decisions which involved minimum risk. Descriptive method of research was chosen for it helps the collecting summarizing, analyzing interpreting & presenting data with new ideas & in effective manner. The goal of descriptive research to gather primary data & to study the nature of problem & to suggest possible solution for problem / come up with new ideas. For this a structured questionnaire is the research instrument used for research works. Tools and Techniques of analysis 1. Data Analysis is based on the data collected by way of Questionnaires. 2. Collected data findings are extracted. The data is analysis with the help of pie chart, column chart. 11 METHODS OF DATA COLLECTION 12 SOURCE OF DATA COLLECTION The methods commonly used for the collection of primary data as follows:A] Questionnaires QUESTIONNAIRS It is the basic methods of collecting data in marketing research. Questionnaires are the basis method of collecting data in marketing research. Questionnaires are distinguished by the facts that asking question to people who have the desired information collects data. When questioning researches collects data ask questions. They keep track of the objects or actions in which they are interested. Type of questionnaires Multiple choice questions In such questions various answer are given and the respondent is required to tick one of them. Open- ended question This is one which leaves it to the respondent to answer it as he/she chooses. The can be in the respondent’s own words. Dichotomous Questions These are questions which ask the respondent to choose between two given alternatives. The most common example of this is the yes or no type of questions. Type of Information: I have collected Fact, Awareness, Attitude, Future action plan and reason using questionnaire. Data Analysis & Interpretation: Data Analysis is based on the data collected by way of Questionnaires. From the Collected data findings are extracted. The data is analysis with the help of pie chart, column chart. 13 CHAPTER-II Literature Review 14 INDUSTRY OVERVIEW \ 15 2.1 INDUSTRY OVERVIEW India has emerged as one of the world's top ten countries in industrial production as per UNIDO's new report titled 'Yearbook of Industrial Statistics 2010'. India surpassed Canada, Brazil and Mexico in 2009 to reach the 9th position from the 12th position it held in 2008. The Index of Industrial Production (IIP) quick estimates data for April 2010 shows a growth of 19.4 per cent in the manufacturing sector as compared to April 2009. The cumulative growth during April-March 2009-10 over the corresponding period of 2008-09 is 10.9 per cent, according to data by the Ministry of Statistics and Programmed Implementation. Moreover, as per data released by the Ministry, manufacturing sector posted a 16.3 per cent growth in January-March 2010. Growth Trends The HSBC Makita Purchasing Managers' Index (PMI), based on a survey of 500 companies, recorded a 27 month high in May 2010 to 59 from 57.2 in April 2010. A figure above 50 means activity is expanding. "The Indian economy is hardly pausing for breath," said Frederic Neumann, co-head of Asian Economics Research, HSBC. "Output growth remains at a robust pace and new orders continue to pour in. This is benefiting the job market as more and more firms are hiring," he added. The new orders index increased to 63.7 in May from 61.9 in April 2010, on the back of strong domestic demand, according to the PMI report. It was the 14th consecutive month when new orders expanded. Exports from special economic zones (SEZs) grew by over 122 per cent to US$ 49.5 billion in 2009-10 as compared to 2008-09. IT, IT hardware, petroleum, engineering, leather and garments are the leading exports from SEZs. 16 • BorgWarner Inc, a US based auto component and systems manufacturing company with presence in 18 countries, has established its Indian manufacturing facility at Sipcot industrial park at Sriperambadur near Chennai at a cost of US$ 6.6 million • US-based electronic manufacturing services company, Sanmina-SCI has opened a new manufacturing facility in March 2010, at Oragadam, Tamil Nadu at an investment of US$ 55.5 million • Larsen & Toubro (L&T) and Howden Global have signed a US$ 22.2 million joint venture (JV) for setting up an industrial facility to design, engineer, manufacture and supply axial fans and air pre-heaters to Indian thermal power plants ranging between 100 mega watt (MW) to 1200 MW. The manufacturing unit will be setup in Hazira, Gujarat, and its operations are expected to commence in 2011 • Vadodara headquartered Kemrock Industries and Exports Ltd, a leading manufacturer of reinforced polymer (FRP) composites in India, plans to invest US$ 300-400 million over the next four to five years for company's new initiatives • Surat-based Nakoda Ltd, a fully drawn yarn segment manufacturer has signed an asset purchase agreement with South Korean polyester fibre manufacturing firm, Kyunghan Industry Company Ltd for acquisition of their entire manufacturing facilities at Kyunghan. Nakoda Ltd, will invest US$ 40 million through its subsidiary Indo Korean Petrochem Ltd, for acquisition of the South Korean manufacturing plant • Indian Immunologicals Ltd (IIL), a subsidiary of National Dairy Development Board, will launch four vaccines in the next one year and will invest US$ 32.18 million to set up a new manufacturing facility in Hyderabad that will produce both animal and human vaccines • JK Tyre & Industries will invest US$ 198.7 million to set up a new radial tyre manufacturing facility near Chennai that will have a total production capacity of 2.9 million units per annum. The plant will be completed by 2012 . The ' Indian Manufacturing' sector has the potential to elevate much of the Indian population above poverty by shifting the majority of the workforce out of low-wage agriculture. 17 Manufacturing sector is the backbone of any economy. It fuels growth, productivity, employment, and strengthens agriculture and service sectors. Astronomical growth in worldwide distribution systems and IT, coupled with opening of trade barriers, has led to stupendous growth of global manufacturing networks, designed to take advantage of low-waged yet efficient work force of India. 'Indian Manufacturing' sector is broadly divided into • • • • • • • • • • • Capital Goods & Engineering. Chemicals, Petroleum, Chemicals & Fertilizers. Packaging. Consumer non-Durables. Electronics , IT Hardware & peripherals. Gems & Jewelery. Leather & Leather Products. Mining. Steel & non-Ferrous Metals. Textiles & Apparels. Water Equipment. Indian Manufacturing Industry is successfully competing in the global marketplace and registering high growth on YoY basis, but large sections of ' Indian manufacturing' sector still suffers from bottlenecks like • • • • Use of primitive technology or under utilization of technology. Poor infrastructure. Over staffed operations. Expensive financing and bureaucracy. Further, 'Indian Manufacturing' sector must focus on areas like improving the urban infrastructure, ensuring fair competition and access to markets, reduction of import duties, quality improvements in vocational and higher education, increased investment in R&D and support of SMEs. Government leaders, experts, and researchers focusing towards making Indian 18 manufacturing globally competitive and to have a sustained growth, which contributes significantly to GDP growth, employment generation and overall economic development. It also aims to identify factors hampering industrial growth and seeks to redress these factors. GDP's share of 'Manufacturing Industry in India'has grown from 25.38% in 1991 to 27% in 2004. Its contribution to exports has increased from 52% in 1970 to 59% in 1980 and 71% in 1990, 77% in 2000-01. Manufacturing exports accounted for a little over 5% of the value of output of the manufacturing sector in 1990. It is now close to 10%. India's currently exports manufactured products worth about $50 billion. A recent study on 'Scenario of Indian Manufacturing Industry' has forecast an annual growth of 17% and to cross the $300 billion mark by 2015. Most of this off-shoring business would be in the auto components, pharmaceutical, apparel, specialty chemicals, electrical and electronic equipment sectors. 19 COMPANY OVERVIEW 20 2.2 COMPANY OVERVIEW LOHIA LOHIA STARLINGER LTD. PRECITEX COMPONENTS MANUFACTUR E THREADS INDIA LIMITED INJECTOPLAS LIMITED Lohia Starlinger Limited: is a technology coverage plastics and driven, engineering company engaged in the largest manufacture of machinery . LSL business is where two of today’s fastest growing industries packaging.LSL is India , s best and possibly world ,s manufacturer of tape extrusion line ,enders and circular looms. Lohia Starlinger Limited : incorporated in 1981,is the flagship company of the Lohia group and has state of art manufacturing facilities at Kanpur . Panki and manufacture complete fabrics. The products include. • • • Tape Line Winders Circular Weaving Machines chaubepur. LSL range of machines for woven Fabric Industry for plastic sacks and LSL , annual turnover is approximately Rs.359 corers (as on 31-03-09) with plus qualifies manpower involved in productions and other activities. The group operates both in international and domestic market with substantial proportion more then 50%of the annual turnover is coming from the export market . 21 The company is recognized by ministry of commerce as star export house since 2000-01.the excellence “ LSL is exporting to over 60 country primarily erstwhile CIS, Turkey , Greece, far East ,South America, East America etc. LSL is 90 Company. an ISO company is also recognized by engineering export promotion of export council, new Delhi consecutively for 3 years by awarding certificate PRODUCTS / PRODUCT RANGES : Products ( a wide product range in each product) TAPE LINES : OUTPUT RANGE • • • LOOMS: • • • WINDER : • Speed : 425 meters/min Fabric Width :50 cm to 225 cm Speed : 640 PPM TO 900 PPM WARKING WIDTH : 400 mm to 2000 mm Capacity : 150 kg/ hr to 9000kg/hr Speed:300 m/min to 425 m/min 22 TAPE WINDERS : I D 35mm JUMBO WINDER: ID 90mm OD 140mm OD 280mm PACKAGE WEIGHT 2.6 kgs PACKAGE WEIGHT 12 kgs NEW PEODUCTS : • • • • Laminating machine Conversion machine Recycling machine Multi filament machine MANUFACTURING FACILITIES: • • • • • • • Component processing –oxy-cutting, shearing, bending and laser cutting Fabrication and sheet metal shops CNC workshop machine shop Planting shop Assembly and tasting shop Paint shop Prototype manufacturing GROUP COMPANIES: PRECETIX COMPONINTS MANUFACTURES 23 This is a service division completely equipped with CNC machines for the matching of both ferrous and non ferrous materials . THREDS INDIA LIMITWD (TIL) A Leading manufacturer of synthetic sewing threads in India ,primarily for leather and garment industries . INJECTOPLAST (P) LTD. (IP) A leading injection model parts supplied to automatic industry Specified in the process of thermoplastic and thermoset materials Plants at Kanpur and Chennai. QUALITY POLICY: LOHIA STAELINGER LIMITED to work towards ,employees , shareholders suppliers and society,) Value through maximizing customer satisfaction by continually improving quality ,cost delivery , new product development business process and upgrading employee by creating challenging rewarding and congenial work environment . satisfaction enhancing stakeholders ( customer 24 MISSON LOHIA STARLINGER LIMITED To follow the best practices as a responsible corporate and contribute in sustainable n development of the society including employees. To preserve and To achieve enhance the integrity in all our business dealing by concessions. leading position in each of our business sector by sustainable and profitable growth creating term wealth for the shareholders . To provide total customer satisfaction through quality products and services at competitive cost . To make continuous up gradation in our products through innovation anticipating the needs of our markets and customer . To maximize the exports of our all products by offering quality products and services at competitive costs combining with intellectual and trade resources VISION OF LOHIA STARLINGER LIMITED To enlarge our product portfolio and production capacities in each of our and by businesses leveraging our domain knowledge, expertise and resources dominant market share. fostering global partnerships and alliances to becomes leading global player with To be the pattern of choice for customers by providing technology based world class products and performance enhancing services tailored to requirements To develop bench mark requirements of the innovations and technologies to suit the changing customers and the industry by continuous investments in meet their updating our manufacturing and human resources. To provide total customer satisfaction through quality products and services at competitive costs. 25 To attain the leadership in technology, services and costs with integrity and stability. CHAPTER -III 26 ABOUT THE PROJECT 27 RECRUITMENT POLICY AT LOHIA STARLINGER LIMITED 28 Connect with 17 employees of the company on Quick apply Customized Apply Experience: 2-5 Years Location: Kanpur Compensation: Salary will be commensurate with the qualification and experiences Education: UG – Diploma – Mechanical PG –Post Gradation Not Required Industry Type: Industrial Products/ Heavy machinery Functional Area: Production, Maintenance, Quality Posted date: 25 jul Job description 1. Inspection of components for machinery building industry. 2. Should have knowledge of QC Tools instruments and standards. 3. Co-ordination with purchase and suppliers to improve the quality of budget out items. 4. Knowledge of Fabricated parts, SQC and process verification. 29 Desired candidate profile Candidate should be a diploma engineer (mechanical) with 2 years of relevant experience. He should have a sound knowledge of SQC and process inspection . COMPANY PROFILE Lohia group, a leading business group of north India ,is a diversified, multibusiness entity, active in various sectors of the economy ,viz. manufacturing (machine building for plastic and textile industry ,industrial sewing threads and engineering plastic injection molding ).The group operates both the international market as well as the India market with a substantial proportion of its turnover coming from exports . we employ approximately 1800personnel and have offices in all major cities in India . The group is headquartered at kanpur, India. . Contact Details Company Name: Lohia Group Website: http://www. Lohiagroup.com Executive Name: S. R. Pandey Address: Not Mentioned Email Address:
[email protected] Telephone: Not Mentioned Reference ID: Quality Engineer 30 Objective: To Provide for the recruitment of the personal by the establishing System, Effective and unbiased recruitment practices in the interest of both the company and the employees as well as to control manpower. Procedure: 1. High caliber/quality individuals are the recruited on the basis of their ability and potential which are complemented by good working attitude. The determination of potential includes qualifications (as per prescribed norms), good character and integrity as well as loyalty. 2. The company encourages the employment of employee’s immediate family members or relatives. 3. Only managerial staff conducts Interviews. 4. The HRD/ Personnel department is responsible for the managing the recruitment process. The includes placing the recruitment advertisement/ contacting institutes/ campus interviews or working with a placement consultant/ agency and arranging interviewing candidates . 5. The company strives to give priority to suitably qualified Individuals with in the company to fulfill vacancies , subject to the recommendations of the departmental heads and approval of managing director. 6. All the applicants called up for interview must completethe application blank and provide document any evidence to support qualifications past experience and salary(CTC) 7. THE HRD /personnel send call letters specifying the place ,date and time to the shortlisted candidates in a standardized format. 8. The panel members should keep up the schedule . 9. the panel members conduct the interview in such as maner that the candidates go back impressed with the company and its system . 31 10. any recruitment at any cadre other than the entry level(DET,GET and MT) while short listing the candidates the HRD department ascertain the present salary s=drawn by the candidates and try to match with the existing employees of the particular department . after the selection during placement the HRD/personnel department . ensure that the salary recommendation / offer to the new incumbents should not have a huge gap between the existing employees and the new employee. In case a higher salary is to be offered to the new incumbent then in such cases the MD/JMD approval is final. 11. to ascertain the suitability of the new employee and also to enable the new employee to assess his / her compatibility to the company a probationary period to be served by the employee . The probationary and training period for each job category is indicated below. CATEGORY TRAINING/PROBATIONARYPERIOD Manager (M1-M8 ) Staff(S1-S4) 6 months 6 months 32 Officers (O1-O4) Workmen MT/GET/DET/RT 6 months 6 months 12 months 12. the probationary period may be extended to a maximum of 3-6 months . 13. confirmation of employment is subject to employees demonstration of good performance during the probationary period otherwise the probationary periods is extended for a maximum period of 6 month . confirmation reviews : 1. salary fitment/ revision are given upon confirmation according to existing grade structure . 2. a confirmation letter is issued to the employee by the personnel department and one copy of the letter is filled in the employees personnel file Sanction for recruitment: no person is appointed in the company unless a manpower requisition form is duly sanctioned by the MD/JMD APPOINTMENT OFFER ADVICE: As soon as the final selection of the candidates is made an appointment offer advice is issued by VP Corp HR . 33 ISSUE OF APPOINTMENT LETTERS The appointment letters are signed and issued as under: a) M1to M8 and O1 to O4- DIRECTOR b) Worker level ,S1to S4-VP(personnel and administration) Selection procedure/ standards: a) written test b) personal interview Duration of training: the training period given by the organization is based on the post of the candidate. Stipend : Monthly stipend is payable to the candidate during the training period according to pre decided norms . 34 HUMAN RESOURCE PLANNING: AN INTRODUCTION A British Foreign Office official looking back over a career spanning the first half of the twentieth century commented: ‘Year after year the fretters and worriers would come to me with their awful predictions of the outbreak of war. I denied it each time. I was only wrong twice!’Some would see this as the arrogant complacency to be associated with planners. Critics think of the inaccuracy and over-optimism of forecasting — the ‘hockey stick’ business growth projections. They regard planning as too inflexible, slow to respond to change, too conservative in assumptions and risk averse. These points are made about any sort of planning. Practical benefits When it concerns human resources, there are the more specific criticisms that it is overquantitative and neglects the qualitative aspects of contribution. The issue has become not how many people should be employed, but ensuring that all members of staff are making an effective contribution. And for the future, the questions are what are the skills that will be required, and how will they be acquired. There are others, though, that still regard the quantitative planning of resources as important. They do not see its value in trying to predict events, be they wars or takeovers. Rather, they believe there is a benefit from using planning to challenge assumptions about the future, to stimulate thinking. For some there is, moreover, an implicit or explicit wish to get better integration of decision making and resourcing across the whole organisation, or greater influence by the centre over devolved operating units. 35 Cynics would say this is all very well, but the assertion of corporate control has been tried and rejected. And is it not the talk of the process benefits to be derived self indulgent nonsense? Can we really afford this kind of intellectual dilettantism? Whether these criticisms are fair or not, supporters of human resource planning point to its practical benefits in optimizing the use of resources and identifying ways of making them more flexible. For some organizations, the need to acquire and grow skills which take time to develop is paramount. If they fail to identify the business demand, both numerically and in the skills required, and secure the appropriate supply, then the capacity of the reds. Human Resource Planning: an Introduction was written to draw these issues to the attention of HR or line managers. We address such questions as: What is human resource planning? How do organizations undertake this sort of exercise? What specific uses does it have? In dealing with the last point we need to be able to say to hard pressed managers: why spend time on this activity rather than the other issues bulging your in tray? The report tries to meet this need by illustrating how human resource planning techniques can be applied to four key problems. It then concludes by considering the circumstance is which human resourcing can be used. 1. Determining the numbers to be employed at a new location If organizations overdo the size of their workforce it will carry surplus or underutilized staff. Alternatively, if the opposite misjudgment is made, staff may be overstretched, making it hard or impossible to meet production or service deadlines at the quality level expected. So the questions we ask are: 36 How can output be improved your through understanding the interrelation between productivity, work organization and technological development? What does this mean for staff numbers? What techniques can be used to establish workforce requirements? Have more flexible work arrangements been considered? How are the staffs you need to be acquired? The principles can be applied to any exercise to define workforce requirements, whether it be a business start-up, a relocation, or the opening of new factory or office. 2. Retaining your highly skilled staff Issues about retention may not have been to the fore in recent years, but all it needs is for organizations to lose key staff to realize that an understanding of the pattern of resignation is needed. Thus organizations should: monitor the extent of resignation discover the reasons for it establish what it is costing the organization compare loss rates with other similar organizations. Without this understanding, management may be unaware of how many good quality staff are being lost. This will cost the organization directly through the bill for separation, recruitment and induction, but also through a loss of long-term capability. Having understood the nature and extent of resignation steps can be taken to rectify the situation. These may be relatively cheap and simple solutions once the reasons for the departure of employees have been identified. But it will depend on whether the problem is peculiar to your own organization, and whether it is concentrated in particular groups (eg by age, gender, grade or skill). 37 3. Managing an effective downsizing program me This is an all too common issue for managers. How is the workforce to be cut painlessly, while at the same time protecting the long-term interests of the organisation? A question made all the harder by the time pressures management is under, both because of business necessities and employee anxieties. HRP helps by considering: the sort of workforce envisaged at the end of the exercise the pros and cons of the different routes to get there how the nature and extent of wastage will change during the run-down the utility of retraining, redeployment and transfers what the appropriate recruitment levels might be. Such an analysis can be presented to senior managers so that the cost benefit of various methods of reduction can be assessed, and the time taken to meet targets established. If instead the CEO announces on day one that there will be no compulsory redundancies and voluntary severance is open to all staff, the danger is that an unbalanced workforce will result, reflecting the take-up of the severance offer. It is often difficult and expensive to replace lost quality and experience. 4. Where will the next generation of managers come from? Many senior managers are troubled by this issue. They have seen traditional career paths disappear. They have had to bring in senior staff from elsewhere. But they recognize that while this may have dealt with a short-term skills shortage, it has not solved the longer term question of managerial supply: what sort, how many, and where will they come from? To address these questions you need to understand: 38 the present career system (including patterns of promotion and movement, of recruitment and wastage) the characteristics of those who currently occupy senior positions the organization’s future supply of talent. This then can be compared with future requirements, in number and type. These will of course be affected by internal structural changes and external business or political changes. Comparing your current supply to this revised demand will show surpluses and shortages which will allow you to take corrective action such as: recruiting to meet a shortage of those with senior management potential allowing faster promotion to fill immediate gaps developing cross functional transfers for high fliers hiring on fixed-term contracts to meet short-term skills/experience deficits reducing staff numbers to remove blockages or forthcoming surpluses. Thus appropriate recruitment, deployment and severance policies can be pursued to meet business needs. Otherwise processes are likely to be haphazard and inconsistent. The wrong sort of staff are engaged at the wrong time on the wrong contract. It is expensive and embarrassing to put such matters right. 39 How can HRP be applied? The report details the sort of approach companies might wish to take. Most organisations are likely to want HRP systems: which are responsive to change where assumptions can easily be modified that recognize organizational fluidity around skills that allow flexibility in supply to be included that are simple to understand and use which are not too time demanding. To operate such systems organizations need: appropriate demand models good monitoring and corrective action processes comprehensive data about current employees and the external labor market 40 an understanding how resourcing works in the organization. If HRP techniques are ignored, decisions will still be taken, but without the benefit of understanding their implications. Graduate recruitment numbers will be set in ignorance of demand, or management succession problems will develop unnoticed. As George Bernard Shaw said: ‘to be in hell is to drift; to be in heaven is to steer’. It is surely better if decision makers follow this maxim in the way they make and execute resourcing plans. RECRUITMENT 41 RECRUITMENT Recruitment is an important part of an organization’s human resource planning and their competitive strength. Competent human resources at the right positions in the organization are a vital resource and can be a core competency or a strategic advantage for it. The objective of the recruitment process is to obtain the number and quality of employees that can be selected in order to help the organization to achieve its goals and objectives. With the same objective, recruitment helps to create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. According to Edwin B. Flippo, “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the employers and the job seekers. 42 Advantages of recruitment are: ◦Low cost. ◦No intermediaries ◦Reduction in time for recruitment. ◦Recruitment of right type of people. ◦Efficiency of recruitment process. The buzzword and the latest trends in recruitment is the “E-Recruitment”. Also known as “Online recruitment”, it is the use of technology or the web based tools to assist the recruitment processes. The tool can be either a job website like naukri.com, the organization’s corporate web site or its own intranet. Many big and small organizations are using Internet as a source of recruitment. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae (CV) through an e-mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements. 43 The internet penetration in India is increasing and has tremendous potential. According to a study by NASSCOM – “Jobs is among the top reasons why new users will come on to the internet, besides e-mail.” There are more than 18 million resume’s floating online across the world. PRINCIPELS OF RECRUITMENT 44 Principles of Recruitment Intent The recruitment and selection processes of the University represent the commencement of the employment relationship. The ultimate intent of the policy is to provide a process to attract a pool of superior candidates and use a systematic and fair approach to select the most suitable person for the position and the organisation. Recruitment involves those activities from the time a decision is made to recruit, up to, but not including, the short-listing process. Selection involves all those activities from the time of short-listing to making an offer of appointment. Appointment involves those activities associated with appointing a person to a position within the University. Scope Following consultation with Faculties/Divisions, the Human Resources Office is responsible for the development and implementation of policies relating to Recruitment and Selection. Changes to the policy are to be approved by the Remuneration and Human Resources Committee. The Human Resources Office also coordinates the placement of all internal and external recruitment advertisements and is available to provide advice in relation to recruitment matters. 45 Delegations for recruitment and appointment are approved by Council and should be referred to for specific detail. A summary of the delegations is stated below. a. General Appointments. The coordination of recruitment and selection for the following positions lies with the relevant Faculty/Division: • Academic and equivalent research staff appointments (Associate Lecturer, Lecturer, Senior Lecturer and Reader/Associate Professor); Professional and technical employees and equivalent up to Higher Education Worker Level 9. • The delegated authority to recruit is the appropriate Deputy Vice-Chancellor/Pro-ViceChancellor. b. Senior Appointments. The coordination of recruitment and selection for the following positions lies with the Human Resources Office: • HEWL10 Professional and Technical employees (The delegated authority to recruit to these appointments is the Senior Deputy Vice-Chancellor or Vice-Chancellor); Heads of School; Professor/Chair, Registrar, Pro-Vice-Chancellors, Deputy Vice-Chancellors, Senior Deputy Vice-Chancellor and Vice-Chancellor (The delegated authority is University Council). • • 46 Factors Affecting Recruitment The recruitment function of the organisations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are: 47 FACTORS AFFECTING RECRUITMENT HR Challenges In Recruitment Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR professionals – handling the recruitment function of the organisation- are constantly facing new challenges in Recruitment. The biggest HR challenge in Recruitment for 48 such professionals is to source or recruit the best people or potential candidate for the organisation. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum. HR professionals are constantly facing new challenges in one of their most important functionrecruitment. They have to face and conquer various challenges to find the best candidates for their organizations. The major challenges faced by the HR in recruitment are: •Adaptability to globalization – The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process 49 •Lack of motivation – Recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. •Process analysis – The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. •Strategic prioritization – The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals Head Hunting Headhunting refers to the approach of finding and attracting the best experienced person with the required skill set. Headhunting is also a recruitment process involves convincing the person to join your organization Headhunting Process 50 51 RECRUTMENT POLICY 52 Recruitment policy Purpose The purpose of our recruitment policy is to ensure that we have a consistent, fair and cost effective approach to the way that we recruit and select candidates for McNicholas. In doing so we aim to make McNicholas an employer of choice. The aims of this policy and of the recruitment procedure are to enable selection of the best person for the job, to provide a structured approach to the recruitment process, to ensure consistency is achieved across the group and, to comply with our own diversity policy and with recruitment legislation. 53 Recruitment Policy of a Company COMPONENTS OF THE RECRUITMENT POLICY • • • • • • The general recruitment policies and terms of the organization Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment A recruitment policy of an organisation should be such that: • • It should focus on recruiting the best potential people. To ensure that every applicant and employee is treated equally with dignity and respect. Unbiased policy. To aid and encourage employees in realizing their full potential. Transparent, task oriented and merit based selection. Weightage during selection given to factors that suit organization needs. Optimization of manpower at the time of selection process. Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. Integrates employee needs with the organisational needs. • • • • • • • • 54 FACTORS AFFECTING RECRUITMENT POLICY • • • • • Organizational objectives Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. 55 RECRUITMENT PROCDUER We follow a very stringent recruitment procedure so that as a company you get the best of the candidate and as a candidate you are sure that you do not face unnecessary problem in a foreign land The flow diagram depicts our recruitment procedure. Click on the image below to view a larger image of the flow diagram RECRUITMENT PLANNING AS BUSINESS STRATEGY Indian corporation have to attract people with Multi Dimensional, Multi Cultural experiences and skills. We have seen the Indian corporations attracting talent those are having cross cultural multi We have seen the growth of small corporate into big corporations in the last two decades. E.g. Reliance, HCL, Dabur, Sunpharma, Piramal Group, new economy Companies like Infosys, Satyam, Polaris, Mastek. These corporation are having smart recruitment strategies. They are also Reinventing In New People Management. In order to cope with the post liberalization competition Indian corporations are thinking recruitment as Prime Business Strategy for achieving High Business Goals. As Mr. P. M. Sinha, Chairman Pepsi tells “we hire managers with a winners mind set and a passion for create dramatic change”. Also concludes Mr. Swaroop, Ed (HR) Pespi Food “We hire people who are capable of growing the business rather than just growing with the business”. Now the question is what should be Recruitment Challenges in the new people management. It can be detailed as under : 1. dimension skills e.g. HLL, Reliance, AV Birla Group, Multi National Corporations : Coke, Pespi, P&G, Enron. 2. Have to induct out siders who are having new perspective to lead the company. Those are having vision, can drive the company in the right direction. 56 3. Infusing fresh blood in the organisation. We have seen lot of corporations are recruitmenting certain age of people for achieving higher corporate goals. Through premier institutes. 4. Development of new corporate culture which can attract people. 5. Locate new people those who can be fitted in to company values. 6. Devising methodologies for assessing psychological traits. 7. Have to find unconventional methods of talent. 8. Have to search for globally. 9. Designing entry compensation on quality. 10.Best CEO Recruitment. Now the question is how to manage Recruitment Planning. Recruitment Planning can be managed with the following steps : 1. Preparation of man power resource planning based on job analysis / Feedback. 2. Preparation of specification of people task. 3. Develop employee profile. 4. Select Recruitment Methods. 57 Sources Of Recruitment Every organisation has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. The sources within the organisation itself (like transfer of employees from one department to other, promotions) to fill a position are known as the internal sources of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external sources of The recruitment SOURCES OF RECRUITMENT 58 RECRUITMENT METHODS Recruitment can conduct by 9 methods as follows: 1. Recruitment by Campus method Campus is the location of a university, college, or school’s main buildings. This method is based on recruitment at university, colleges… 2. Recruitment by Job centers Job centers often specialize in recruitment for specific sectors. They usually provide a shortlist of candidates based on the people registered with the agency. They also supply temporary or interim employees. 3. Head hunting. Head hunting are recruitment agents who provide a more specialized approach to the recruitment of key employees and/or senior management. 4. Recruitment by Advertisements They can be found in many places such as: •Newspaper •Job posting 59 • Ads on websites related to positions recruited. 5. Database search on job sites. Company can buy data from job websites for a week or a month to search candidates. 6. Employee referral This method often refer to as ‘word of mouth’ and can be a recommendation from a colleague at work. 7. Contract staffing. Company can buy staffing contract from HR outsourcing. 8. Word-of-mouth recruitment 9. Free online ads You can post your recruitment ads at free websites such as forums, blogs… 10. Internal recruitment Internal recruitment can conduct by types of: • • • Present permanent Present employees (based Retired on / programs of career development). employees. employees. temporary casual • Dependents of deceased disabled, retired and present employees. 60 Techniques Internal : Advertisement, Screening, Assessment, Challenging Job Assignment to high fliers, Abilities & Skills, Assessment of results, Satisfactory – Yes / No. External : Campus, Interaction with the Institute, Preplacement talks, Training of Interviewee, Screening, Shortlisting of candidates. Through in house : Screening, Invitation, Testing through Search firm, Appropriate Test, Results, Assessment with supporting data, satisfactory – give an offer. Through search firms : Thomas profiling, Provide them clearly outline employee profile, Screening Selection. CEO Recruitment : Prepare details CEO Profile, Search leadership skills, Outsourcing, Hiring through executive search firm, Hire change agent. e.g. of India’s Best Hiring Company 1. HLL, Reliance, Infosys, Satyam, Dabur, TATA Group, 61 Online recruitment techniques •Giving a detailed job description and job specifications in the job postings to attract candidates with the right skill sets and qualifications at the first stage. •A well defined and structured applicant tracking system should be integrated and the system should have a back-end support. •Along with the back-office support a comprehensive website to receive and process job applications (through direct or online advertising) should be developed. Therefore, to conclude, it can be said that e-recruitment is the “Evolving face of recruitment.” 62 SELECTION Selection is the process of examining the applicants with regard to their suitability for the given jobs and choosing the best from the suitable candidates and rejecting the other . thus, selection is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates . The purpose of selection is to pick up the most suitable candidates will be successful, if hired. To meet who would meet assesses the requirements of the job and the organization best to find out which job applicants this goal ,the company obtains and information about the applicants in term of age , qualification, skills, experience, etc . 63 Factors affecting selection decisions The goal of selection to sort out or eliminate those judged unqualified to meet the job and organizational requirements where as the goal of recruitment is to create a large pool of persons available and willing to work. Thus , it is said that recruitment tends to be positive while selection tends to be somewhat negative. Profil Maching : tentative decision regarding the selection advance. Possible care is also taken to match specifications. of candidates is taken in the candidates bio-data with the job Organizational and social environment : some candidates, who are eminently suitable for the job , may fail as successful employees due to varying organizational and social environment. Successive Hurdles: In this methods, hurdles are created at every stages of selection process. Multiple correlation : multiple correlation is based on the assumption that a deficiency in one factors can be counter, balanced by an excess amount of another . required to give an undertaking to serve the Corporation for a minimum period of four years from the date of joining (including apprenticeship period) failing which he/she will be liable to pay liquidated damages of Rs. 25,000 (Rupees Twenty Five Thousand only) to the Corporation. The candidate will have to submit an Indemnity Bond of Rs. 25,000/-(Rupees Twenty Five Thousand only) duly stamped and executed by a Surety of sound financial standing and not 64 related to the candidate. The stamp value of the Bond wills Beas applicable to the State in which the bond is executed. Recruitment Vs Selection Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. The recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization WHEREAS selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization WHEREAS the basic purpose of selection process is to choose the right candidate to fill the various positions in the organization. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply WHEREAS selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources WHEREAS selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. There is no contract of recruitment established in recruitment WHEREAS selection results in a contract of service between the employer and the selected employee. 65 Recent Trends in Recruitment •OUTSOURCING In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organisation by the initial screening of the candidates according to the needs of the organisation and creating a suitable pool of talent for the final selection by the organisation. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organisations for their services. Advantages of outsources 1. Company need not plan for human resources much in advance. 2. Value creation, operational flexibility and competitive advantage . 3. Turning the management's focus to strategic level processes of HRM. 4. Company is free from salary negotiations, weeding the unsuitable resumes/candidates. 5. Company can save a lot of its resources and time. 66 •POACHING/RAIDING “Buying talent” (rather than developing it) is the latest mantra being followed by the organisations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organisation might be a competitor in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions, better than the current employer of the candidate. But it is seen as an unethical practice and not openly talked about. Indian software and the retail sector are the sectors facing the most severe brunt of poaching today. It has become a challenge for human resource managers to face and tackle poaching, as it weakens the competitive strength of the firm. 67 E-Recruitment •E-RECRUITMENT Many big organizations use Internet as a source of recruitment. E-recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet. Alternatively job seekers place their CV’s in worldwide web, which can be drawn by prospective employees depending upon their requirements. The two kinds of e-recruitment that an organisation can use is •Job portals – i.e. posting the position with the job description and the job specification on the job portal and also searching for the suitable resumes posted on the site corresponding to the opening in the organisation. •Creating a complete online recruitment/application section in the companies own website. Companies have added an application system to its website, where the ‘passive’ job seekers can submit their resumes into the database of the organisation for consideration in future, as and when the roles become available. 68 Resume Scanners: Resume scanner is one major benefit provided by the job portals to the organisations. It enables the employees to screen and filter the resumes through pre-defined criteria’s and requirements (skills, qualifications, experience, payroll etc.) of the job. Job sites provide a 24*7 access to the database of the resumes to the employees facilitating the just-in-time hiring by the organisations. Also, the jobs can be posted on the site almost immediately and is also cheaper than advertising in the employment newspapers. Sometimes companies can get valuable references through the “passers-by” applicants. Online recruitment helps the organisations to automate the recruitment process, save their time and costs on recruitments. 69 Advantage & Disadvantage Of E-Recruitment 1. Quid Pro Que These are the people who say that “ I can do this for you, what can you give me” These people value high responsibilities, higher risks, and expect higher rewards, personal development and company profiles doesn’t matter to them. 2. I will be with you These people like to be with big brands. Importance is given to brands. They are not bothered about work ethic, culture mission etc. 3. I will do you what you want These people are concerned about how meaningful the job is and they define meaning parameters criteria known by previous job. do you want me to 4. Where come 70 These people observe things like where is your office, what atmosphere do you offer. Career prospects and exciting projects don’t entice them as much. It is the responsibility of the recruiter to decide what the employee might face in given job and thus take decision. A good decision will help cut down employee retention costs and future recruitment costs. Recruitment Strategies Recruitment is of the most crucial roles of the human resource professionals. The level of performance of and organisation depends on the effectiveness of its recruitment function. Organisations have developed and follow recruitment strategies to hire the best talent for their organisation and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organisation. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1.Identifying and prioritizing jobs Recruitment keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2.Candidates to target The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well: 71 ◦Performance level required: Different strategies are required for focusing on hiring high performers and average performers. ◦Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidate’s experience can range from being a fresher to experienced senior professionals. ◦Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc. 3.Sources of recruitment The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical etc.) to focus while interviewing and selecting a candidate. 5. How to evaluate the candidates The various parameters and the ways to judge them i.e. the entire recruitment process should planned in advance. Like the rounds of technical interviews, HR interviews, written test psychometric tests etc 72 Job analysis Job Analysis refers to various methodologies for analyzing the requirements of a job. what: job analysis is the process of describing and recording aspects of jobs ( a list of what the job entails ) and specifying the skills and other requirements necessary to perform the job (what kind of people to hire for the job). Contents • • • • 1 Purpose 2 Methods 3 Systems 4 References Purpose The main purpose of conducting job analysis is to prepare job description and job specification which in turn helps to hire the right quality of workforce into the organization. It helps to understand the qualities needed by employees,defined through behavioral descriptors, to provide optimum work performance. 73 Methods There are several ways to conduct a job analysis, including: interviews with incumbents and supervisors, questionnaires (structured, open-ended, or both), observation, critical incident investigations, and gathering background information such as duty statements or classification specifications. In job analysis conducted by HR professionals, it is common to use more than one of these methods. [1] For example, the job analysts may tour the job site and observe workers performing their jobs. During the tour the analyst may collect materials that directly or indirectly indicate required skills (duty statements, instructions, safety manuals, quality charts, etc). [2] The analyst may then meet with a group of workers or incumbents. And finally, a survey may be administered. In these cases, job analysts typically are industrial/organizational psychologists or Human Resource Officers who have been trained by, and are acting under the supervision of an industrial psychologist. Systems The O*Net[3] (an online resource which has replaced the Dictionary of Occupational Titles (DOT)) lists job requirements for a very large number of jobs and is often considered basic, generic, or initial job analysis data. Data available from O*Net includes physical requirements, educational level, and some mental requirements. Task-based statements describing the work performed are derived from the functional job analysis technique. O*Net also provides links to salary data at the US national, state and city level for each job. The Position Analysis Questionnaire (PAQ) is a well-known job analysis method. Although it is labeled a questionnaire, the PAQ is actually designed to be completed by a trained job analyst who interviews the subject matter experts (e.g., job incumbents and their supervisors). Mompy is a measurement instrument which defines the personality dynamics within a specific type of job. By collecting PDP ProScan Survey results of actual performers and results of Job Dynamics Analysis Surveys completed by knowledgeable people related to a specific job, 74 JobScan provides a suggested ideal job model for that position. Although it does not evaluate the intellect or experience necessary to accomplish a task, it does deal with the personality of the type of work itself. References 1. ^ Cascio, W. F., & Aguinis, H. (2005). Applied Psychology in Human Resource Management (6th Edition) 2. ^ Cascio, W. F., & Aguinis, H. (2005). Applied Psychology in Human Resource Management (6th Edition) 75 Job description A job description is a list of the general tasks, or functions, and responsibilities of a position. Typically, it also includes to whom the position reports, specifications such as the qualifications needed by the person in the job, salary range for the position, etc. A job description is usually developed by conducting a job analysis, which includes examining the tasks and sequences of tasks necessary to perform the job. The analysis looks at the areas of knowledge and skills needed by the job. Note that a role is the set of responsibilities or expected results associated with a job. A job usually includes several roles. The job description might be broadened to form a person specification. An alternate terminology used under the UN system is Terms of reference (TOR). 76 Contents • • 1 Purpose 2 Possible job description items o o o o o o 2.1 Job 2.2 Job duties 2.3 Roles and responsibilities 2.4 Job specifications or qualifications 2.5 Key role interactions 2.6 Salary and benefits • 3 References Purpose The objective of a job description is to have a outline of duties and responsibilities to make the screening process as direct and focused as possible.[1] Job descriptions may have the following elements: • improvement cooperation by giving all members of the organization insight in existing responsibilities/roles enabling career moves within the organization determination of amount of pay per function increase of results by specification of responsibilities and key performance indicators development of job owner by specification of competencies • • • • Possible job description items Job A specific designation of a post within an organization, normally associated with a job description that details the tasks and responsibilities that go with it. With the rise of online job 77 search engines, job titles became increasingly important. In many cases, this causes job title inflation. Job duties May also be called Tasks Performed; may be as lengthy as necessary to fully describe each essential duty or responsibility which comprises the employee's functions, generally starting with principal duties. Roles and responsibilities This includes supervisory level, managerial requirements, and any working relationships and may also include your corporate/individual objectives. Job specifications or qualifications This section could include academic requirements such as 5 GCSE's at grade C and above. what are the kind of efforts you implement in performing a job Key role interactions Salary and benefits Describes the compensation type, hourly or salary, and amount. In addition it includes both standard benefits and any fringe benefits associated with the position. References 1. Recruiting Essentials on 'Job Descriptions 2. Job title inflation reaches alarming levels, Examiner.com 78 STEPS OF COMPLAINCE Stage 1: Self-Assessment Departments and agencies complete an annual self-assessment of their compliance with the Principles (Code) including a description of the recruitment controls and checks they have in place. The self-assessment should also incorporate an action plan outlining remedial measures to be taken where weaknesses have been identified. This assessment includes factual information on the number of appointments made. Departments and agencies may highlight examples of innovative approaches to recruitment which have been successfully employed. The self-assessment is supported by documentary evidence and underpinned by a compliance statement authorised by the department’s permanent secretary or 79 agency chief executive. Stage 2: Risk analysis The self-assessment and supporting documentation are reviewed on a risk basis by the consultants who assess the evidence and award a high, medium or low marking to indicate the level of risk. The main factor that the consultants will consider when determining whether or not an on-site compliance visit should be carried out will be any apparent weaknesses in current recruitment practices and internal controls. An on-site visit may also be carried out to investigate the development of good practice with the aim of producing a guide for wider distribution; or where an on-site check has not been carried out for a number of years. Stage 3: On-site visits The consultants will begin an on-site visit with a discussion with the HR Director and/or nominated senior HR colleagues involved in the department or agency’s recruitment policies and practices. The consultants examine documentation on recruitment, including individual campaigns and reports on internal monitoring exercises. The consultants will view records of any external appointments made outside the normal requirement of selection on merit on the basis of fair and open competition. At the end of the visit, the consultants highlight the key findings and state their assessment of the overall level of risk. The duration of the visit will depend on the size of the department or agency, the amount of recruitment undertaken and issues arising during the visit. It does not normally last longer than a day. 80 CHAPTER 81 IV DATA ANALYSIS • Recruitment & Selection Process 1. Whether recruitment & Selection policies are known employees? Yes- 80% No -20% 82 20 1 80 2 Interpretation- this graph shows that 80% respondent say yes and 20% say no. 2. Man power planning is done properly or not? Yes -75% No -25% 83 80% 70% 60% 50% 40% 30% 20% 10% 0% 1 75% 25% 2 Series2 Series1 Interpretation- this graph shows that 75% respondent say yes and 25% say no. 3. Does HR are follows the set norms of recruitment & selection or not? Yes 65% No 35% 84 70% 60% 50% 40% 30% 20% 10% 0% 1 2 35% 65% Series1 Interpretation- this graph shows that 35% respondent say no and 65% say yes . 85 4. Is there a clearly define policy for hiring fresh and experienced candidate? Yes45% No 65% 2 45% Series1 55% 1 0% 20% 40% 60% Interpretation- this graph shows that 45% respondent say yes and 55% say no . 86 5.Importance is given to experience & skills of the candidates during selection process? Yes 70% No 30% 80% 60% 40% 20% 0% 1 70% 30% S1 2 Series1 Interpretation – this graph shows that 70% respondent say yes and 30% say no . 87 6.Is the experience of candidates appearing in interview process is positive and they feel good about the company 1. Bad 2. Good 4. 10% 65% 3. Very good 20% can ,t say 5% S ales 5% 10% 20% 1st Qtr 2nd Qtr 3rd Qtr 4th Qtr 65% Interpretation – this graph shows that 10% respondent say bad .65% respondent say good. 20% very good and 5% can “t say . 88 7. Does the HR make entire job responsibilities clear to candidates while hiring ? Yes -85% No -15% S ales 15% 0 85% Interpretation –this graph shows that 85% respondent say yes the HR make entire job responsibilities to clear to candidates while hiring. But 15% say no. 89 8. Is there any process of lateral hiring? Yes-70% No 30% Interpretation –I found that 70% respondent answered YES and 30% respondent answered NO . 90 9.What kind of recruitment process in preferred in LSL.? 1. Employee reference. 30% 2. News paper 3. Profession institutes 25% 45% Interpretation - 30% of the employees says employees references and 25% by new paper and 45% by Professional institute. 10. Is there any referred scheme in LSL? 91 YES -90% NO – 10% Interpretation - In this analysis I found the 90% Responded says YES and 10% responded say NO . FINDINGS 92 In Lohia Starlinger Limited most of the employees feel that‘s the HR department is good..About 75% of the employees says that man power planning is done properly by the HR department .Mostly the manpower planning is done Quarterly and 25 % do not follow any pattern they don’t have any fixed time .Lohia starlinger limited prefers to go for employees reference and news paper but they hardly prefer professional institutes. 93 CHAPTER V SUGGESTIONS 94 During my training period in Lohia Starlinger Ltd. Kanpur, I found the atmosphere of the company is very co- operative especially the existing employees go out of the way to socialize with the new employees . However, the company to better achieve its objectives. I would like to suggest the following regarding HR policy which might help 1. Company annual employees turnover for the last two year suggest that there is net outflow of employees attributed to resignation Year 2006-7 2007-8 2008-9 join 42 87 124 resign 32 52 72 THE FOLLOWING STEPS MIGHT IN CHECKING THIS OUTFLOW • A reward and punishment scheme based on regular performance evaluation of employees to strive them for better performance • Periodic reassessment of HR policy using inputs from employment satisfaction surveys which will help in ascertaining the following . 95 1. Is their any recruitment among employees? 2. Are employees satisfied with their working condition? 3. Are their grievance listed and solved. 2. Rapid innovation is the key to success in this age of information technology. It is desirable to put in place an institutionalized mechanism to extract idea and suggestions from employees and use to same to improve company performance. • This indirectly improves the sense of attachment of employees as they have a stake in companies progress because it is linked with progress of their own intellectual property . • Future if a fraction of improvement projects to be implemented are sourced from the employees than they have stake in implementation of the project for change because the changes no longer remain as dictate from above. 3. Companies interview assessment form is complete in itself and provide every point which is to be included in it But if few more points will be added than it will become more effective and will provide better results . 4. While studying company advertisement I found that the format of the respective advertisement was not much attractive .So I want to suggest that the ad should have photographs and some special font style to make them more eye catching. 96 CONCLUSION This presents the summary of the study and survey done in relation to the Recruitment and Selection in LOHIA STARLINGER LIMITED . The conclusion is drawn from the study and survey of the company regarding the Recruitment and Selection process carried out there. The recruitment process at LSL to some extent is not done objectively and therefore lot of bias hampers the future of the employees. That is why the search or headhunt of people should be of those whose skill fits into the company‟s values. Most of the employees were satisfied but changes are required according to the changing scenario as recruitment process has a great impact on the working of the company as a fresh blood, new idea enters in the company. Selection process is good but it should also be modified according to the requirements and should job profile so that main objective of selecting the candidate could be achieved 97 BIBLIOGRAPHY • < BOOKS & MAGZINE Rao,V.S.P. Human Resource Management , Excel Books. < Ashawathapa . Human Resource & Personnel Management. < Kothari C.R Research Methodology WEB REFERENCE • • • • http://en.wikipedia.org http://www.staffing-and-recruiting-essentials.com http://www.examiner.com/ http://lohiagroup.com/new-products/ 98 ANNEXURES 99 QUESTIONNAIRES RECRUITMENT & SELECTION PROCESS NAME AGE EMPLOYEE CODE DESIGNATION DATE OF JOINING DEPARTMENT LOCATION QUS-1 Whether Recruitment & Selection policies are known to employees. Yes No QUS-2 Man Power Planning is done properly or not? Yes No 100 QUS-3 Does HR follows the set norms of Recruitment & Selection or not? Yes No QUS-4 Is there a clearly defined policy for hiring fresh and experienced candidates? Yes No QUS-5 Importance is given to experience & skills of the candidates during selection process? Yes No QUS-6 Is the experience of candidate appearing in interview process is positive and they feel good about the company? 1. Bad 2. Good 3. Very good 4. Can, t say QUS-7 Does the HR make entire job responsibilities clear to candidates while hiring? Yes No 101 QUS-8 Is there any process of lateral hiring? Yes No QUS-9 What kind of recruitment process in preferred in Lohia starlinger limited.? 1. Employee reference 2. News paper 3. Professional institutes QUS-10 Is there any referred scheme in LSL? Yes No 102 103 104 105 106