Your SlideShare is downloading. ×

Summer training project_report

18,610

Published on

17 Comments
19 Likes
Statistics
Notes
No Downloads
Views
Total Views
18,610
On Slideshare
0
From Embeds
0
Number of Embeds
0
Actions
Shares
0
Downloads
0
Comments
17
Likes
19
Embeds 0
No embeds

Report content
Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

Cancel
No notes for slide

Transcript

  • 1. SUMMER TRAINING PROJECT REPORT On “RECRUITMENT & SELECTION PROCESS” IN RADICO KHAITAN LIMITED SUBMITTED TO: IPEM Institute of Professional Excellence & Management (Affiliated to Uttar Pradesh technical University) For the partial fulfillment of Master of Business Administration Program Of 2009-2011 SUBMITTED BY: SHWETA GUPTA M.B.A 0911470108 i
  • 2. PREFACE As a part of the partial fulfillment of the MBA programme at INSTITUTE OF PROFESSIONAL EXCELLENCE & MANAGEMENT, Summer Training was undertaken with the RAMPUR DISTILLERY a unit of RADICO KHAITAN Ltd. RAMPUR (U.P.). Rampur Distillery is one of the biggest distilleries in India and it has working on SAP technology in the present scenario. And also trying to be a biggest industry in the Asia. The company has now completed their 50years and now using new technology day by day to improving the quality of the product. The purpose of the training was to have the practical experience of working in a Human Resource department and to have the exposure to the various management practices in the field of human resource & how the Recruitment and selection of the located and approached candidates is done in the company. This report is an attempt to provide the details about the Recruitment and selection procedure adopted by the RADICO KHAITAN Ltd. RAMPUR (U.P.) ii
  • 3. ACKNOWLEDGEMENT My project dealing with “RECRUITMENT & SELECTION PROCESS” provide me an exposure in the real world of business. I owe a heart-felt gratefulness to some of the people for being present all the time whenever any help was required in completion of the report. At the outset, I would like to thank Mr. Ajay Kumar Agarwal(Executive Vice President) for giving me the approval to this project in the organization. I wish to acknowledge the entire HR Team at Radico Khaitan Ltd. Special appreciation extended to Mr. Mani Shankar Jha(DGM-HR) & Mr. Ashish Kumar Singh(Sr. Executive-HR) who helped me to shape the direction of my research work. This project would not have been possible without his help. A heartfelt thanks to the respondents surveyed whose ideas, critical insights and suggestions have been invaluable in the preparation of this report. Last but not the least a very warm thanks to Prof. D.C. VASHISHTHA(Director), Miss GARIMA KATURIA(MENTOR) & to all the faculty members of Institute of Professional excellence & Management for providing me Guide lines in summer training project. Shweta Gupta iii
  • 4. DECLARATION I, herby declared to the best of my knowledge and belief that the summer training report entitled as "RECUITMENT & SELECTION" for “RADICO KHAITAN Ltd. RAMPUR” being submitted to the partial fulfillment of I.P.E.M.GZB, has not substantially the same one, which has already been submitted for “Master Degree In Business Administration” of any other academic qualification at any other university or examination in India. I, SHWETA GUPTA hereby declare that all this work purely done by myself on a primary data and it is totally free from any biasness to any individual or any group of people. (SHWETA GUPTA) iv
  • 5. CONTENTS v
  • 6. S.No. Particulars Pg No. i. Title of the Project ii. Preface iii. Acknowlegement iv. Declaration v. Certificates Part – 1  Introduction of Org. 8  History of Org. 9  Org. Structure 14  Vision,Mission 19  Performance 20  Brands 23  Services 30 Part – 2  Objective & Scope of Study 33  Research Methodology 35  Data Analysis 45  Findings 73  Conclusion 82  Recommendations 83  Limitations 84  Annexure 85  Bibliography 112 vi
  • 7. PART-1 vii
  • 8. INTRODUCTION RAMPUR DISTILLERY Rampur distillery owned by Sri L.K. Khaitan who is the Chairman of the company & it was established in 1943. Rampur distillery is a molasses based distillery & producer of rectified spirit (RS), extra neutral alcohol (ENA), country liquor & high quality liquor. It is also one of the largest distilleries in INDIA with production close to 75 million liters spirit per annum. In 1992, Rampur distillery was selected for “Distillery of the year” award on the basis of overall performance. Rampur distillery also holds the Limca book of records for selling one million cases of 8 PM in the very first year of its launching. Rampur distillery also holding A1+ rating from ICRA for best safety of funds & prospects of timely payment of debt/ obligation being the best.
  • 9. 9
  • 10. ABOUT THE RAMPUR DISTILLERY Rampur distillery was established in the year 1943 and it is the one of the greateest company in India. It is one of the leading manufacturers of country liquor, extra neutral alcohol and rectified spirit & high quality liquor. It is one of the largest distillery in India. Rampur distillery is the company of approximate sixteen hundred crore (1600). It is also trying to be a company of Rs.10’000 at calendar year 2007. Radico Khaitan has also had one pet bottles manufacturing units and also have 20 tides up plants in various parts all over India. Rampur distillery is certified with ISO 9001:2000 from DET NORSKEVERITAS of NETHERLANDS. The certificate is valid for alcohol rectified sprit, denatured, sprit & potable liquor. It is the 1St ISO 9001:2000 company in India. Radico Khaitan flagship brands 8pm & special appointment whiskies are the finest in the upper and regular segments. The brand 8pm also entered their name in limca book of records in first year by making the sale of 1 millions case in its operation in the year. The company is functioning with latest computerized techniques like local area network and utilizing SAP as measures towards ERP, the best recourses available in the market. It provides a healthy and congenial atmosphere to its employees and believes in active participation from all its fellow members. The management of thus company always believes in continual improvement in processes / services, professional work environment, positive work culture and delights their valuable & respected customer. The chairman and managing director of the company is Dr. Lalit Khaitan and joint managing director is Mr. Abhishek Khaitan. Distillery unit headed by Mr. K.P.Singh (President Operation), Mr. S.Pande (Manager-HR) with team members. 10
  • 11. Management Dr. LALIT KHAITAN CHAIRMAN & MANAGING DIRECTOR RADICO KHAITAN LTD. A veteran of the Indian liquor industry (over 45 years), Dr. Khaitan oversees the entire business of Radico Khaitan. He has been instrumental in improving quality standards and seeking and achieving customer satisfaction, leading to substantial growth in sales and revenues, and increased market shares. In the process, he has succeeded in transforming Radico Khaitan from a small, behind-. Dr. Khaitan has been widely recognized for his contribution to the liquor industry. He has been associated the-scenes player to a Rs. 995 crore company, the most profitable in its sector, and a sought-after partner by leading international liquor brands seeking to enter the Indian market. His unique management style has helped maintain Radico as an open, ethical and transparent organization with a number of developmental projects, has represented India with several international delegations, and is involved in social & educational activities across India. He is currently:  Chairman, U.P. Committee of PHD Chamber of Commerce and Industry  Member, Managing Committee, ASSOCHAM  Member, Managing Committee, All India Distillers Association  Member, Managing Committee, U.P. Distillers Association  Trustee, Khaitan Public School, Noida 11
  • 12. Mr. ABHISHEK KHAITAN MANAGING DIRECTOR OF RADICO KHAITAN LTD Mr. Abhishek Khaitan is a Bachelor of Engineering (Industrial Production) from Bangalore, and has done a Managerial Finance & Managerial accounting course at Harvard, USA. He joined Radico Khaitan in 1997, and supervised the establishment of the company's Marketing Division in the same year. The first brand to be launched by the division, 8 PM Whisky, was a runaway success. In the first year alone, it sold one million cases - a record for any Indian or foreign brand operating in India. This also made it the first brand in the liquor industry to make it to the Limca Book of Records. Under Abhishek Khaitan's leadership, Radico Khaitan's brand portfolio is wide and deep, with brands that straddle almost every market segment, taste preference and price category. To recognize Mr. Abhishek Khaitan's contribution to Indian Industry, Economic Development & Research Association bestowed the Bhartiya Udyog Ratan Award on him. The World Economic Progress Society has honored him with the National Industrial Excellence Award. 12
  • 13. THE INTERNATIONAL LINK In a significant move aimed at catapulting the Indian liquor industry to international standards, Radico Khaitan set up its international division - Radico International - to distribute and market some of the world's best-known liquor brands, including Wines from Ernest & Julio Gallo (makers of the world's largest-selling wine, Carlo Rossi), Famous Grouse Whisky (from Highland Distillers). 13
  • 14. 14
  • 15. BOARD OF DIRECTORS DR. LALIT KHAITAN CHAIRMAN & MANAGING DIRECTOR RADICO KHAITAN LTD. An eminent industrialist, Dr. Khaitan has been at the helm of affairs of the Company for more than 25 years. He is on the Managing Committee of a number of associations, including the PHD Chamber of Commerce & Industry, ASSOCHAM, All India Distillers Association, U.P. Distillers Association and Confederation of Indian Industry. During his illustrious career Dr. Khaitan has won several awards in recognition of his services. These include:" 'Indira Gandhi National Unity Award', instituted by All India National Unity Conference, presented by the Ex-President of India, Giani ZailSingh" 'Vijay Ratna Award', instituted by the International Friendship Society of India, presented by the then Prime Minister of India, Shri Chandra Sekhar " 'National Builder of Eminence in the Ninetees' award, instituted by the International Business Council. MR. ABHISHEK KHAITAN MANAGING DIRECTOR, RADICO KHAITAN LTD. Mr. Khaitan has a Bachelors Degree in Engineering in Industrial Production and qualifications in Managerial Finance and Managerial Accounting an alumnus of Harvard University, U.S.A. He is a young and talented industrialist, and has been responsible for the exponential growth of the Company. 15
  • 16. MR. K.P. SINGH WHOLE TIME DIRECTOR DESIGNATED AS DIRECTOR PRODUCTION, RADICO KHAITAN LTD. Mr. Singh, a qualified technocrat, has over 30 years of experience in the liquor industry and has been associated with Radico Khaitan Ltd. for over a decade. He oversees the operations of the Company, and heads its Distillery Unit at Rampur. DIVISION OF THE COMPANY Mr. RK Mehrotra (Executive President - Finance) Mr. Mehrotra oversees the financial affairs of Radico Khaitan. He has been associated with the company since 1991. A Chartered Accountant by profession, Mr. Mehrotra has a vast and rich career spanning more than 40 years. He is a member of the All India Management Association. Mr. KP Singh (Director - Production) Mr. Singh, whole time Director, oversees Radico Khaitan's operations, and heads its' distillery unit at Rampur. He has been associated with the company for over a decade. Mr. Singh is a qualified technocrat with over 30 years of experience in the liquor industry. 16
  • 17. Mr. Raju Vaziraney (Chief Operating Officer – Domestic Business) Mr. Vaziraney oversees Radico Khaitan's Civil Marketing and Defence Marketing Brands Divisions; he also handles the country liquor brands of the company. Mr. Vaziraney has a Masters degree in Economics, and Diplomas in Sales & Marketing in Corporate Law, and Business Management. He has about 15 years of experience in sales in the liquor industry. Mr. KS Raju (President - Manufacturing) Mr. Raju oversees the operations of all of Radico Khaitan's strategic tie-up bottling units and Radico's own bottling units. Mr. Raju has a Masters degree in Commerce from Andhra University, and a Diploma in Management from All India Institute of Management. He has over 21 years of experience in the liquor industry. Mr. Sanjeev Banga (Executive - Vice President- Exports & IBD) Mr. Lamba oversees export of Radico's brands to various markets and also heads the International brands divisions where Radico has marketing & distribution tie-up with some of the liquor majors of the world. Mr. Lamba is a qualified Chartered Accountant and today has a vast experience of 15 years in varied sectors. 17
  • 18. DISTILLATION PLANT 18
  • 19. 19
  • 20. 20
  • 21. FINANCIAL RESULT Rs.(in Million) 2008.9 2007-08 Sales (including sales from arrangements with 15752.45 15037.57 Other Distilleries/bottling units) Gross Profit (Before Depreciation & Tax) 354.00 581.25 Profit before Tax 123.55 391.42 Profit after Tax 65.36 330.72 Prior period Adjustment ------ ------ Surplus brought forward from last year 236.30 205.52 Profit available for appropriation 301.55 537.24 Transfer to general reserve 5.00 200.00 Proposed Dividend & Tax there on 36.03 100.95 Balance carried forward 260.53 236.30 21
  • 22. SOME NEWS RELATED WITH RADICO 22
  • 23. 23
  • 24. BRANDS Radico made its foray into the International Market a few years back and today Radico's brands are present in more than 30 countries. Radico has been consistently providing excellent quality in terms of both product and packaging along with outstanding service. Two of our brands 8 PM Whisky and Old Admiral brandy featured in Drinks International Magazine as the fastest growing brands in the world in the regional category. Three of our brands, Contessa XXX Rum, 8 PM Bermuda White Rum and Old Admiral brandy have won Silver Medal in prestigious Monde Selection for overall quality Our brands have already attained the leadership position in many countries. Radico Khaitan is now breaking into newer and sophisticated markets with liquor brands developed to appeal to a wider palate. . BRANDS OF THE COMPANY 24
  • 25. 8 PM Royal whisky 25
  • 26. 8 PM Royal whisky, which extends the 8PM brand franchise to the prestige semi– premium whisky segment, is made with international quality spirit and imported scotch with matured malt spirits. The mellow taste comes from years of being matured in wooden casks in meticulously guarded environs. Whytehall whisky Whytehall whisky was rewarded with silver medal at the international wine and spirit competition 2007 held at U.K. it is a distinguished blends of aged scotch malts and the finest Indian spirits, skillfully blended to give a rich, warm, full bodied whisky with a grace full after note that lingers. Contessa Rum 26
  • 27. Contessa rum was rewarded with bronze medal at the inter national wine & spirit competition 2007 held at U.K. Another leading brand contests rum enjoys a 25% Market shares in the defense segment and has won the prestigious gold medal at the monde collection in Brussels for its overall quality. It is in the regular segment. Old admiral brandy The phenomenally successful old admiral brandy is our third million – case Brand. In spite of India being a predominantly whisky- drinking country, old admiral brandy has received an overwhelming response from trade channel and consumers a like, to record exponential growth, year-on-year. 8 PM Bermuda White Rum 27
  • 28. Golden sands, calypso beats, cheerful people, that is the spirit of the Caribbean, reflected In 8 PM Bermuda white rum first entry in the white spirit segment .its size available at domestic is 750 ml, 375ml, and 180ml.and at the international is same. 8PM WHISKY 8PM WHISKY, Radico flagship brand, is a perfect balance of strength and smoothness; it is one of the finest whiskies in the regular segment. The strong positioning of A TIME FOR FRIEND has ensured a distinctive identity for the brand. Since its launch in 1999, backed by fine product quality, superior packaging it has been a runaway success. THE BRAND STORY 28
  • 29. Radico Khaitan Ltd today has three millionaire brands in its portfolio. Radico's flagship brand, 8 PM Whisky, launched in 1999, was a runaway success. In the first year alone, it sold one million cases - a record for any Indian or foreign brand operating in India. This also made it the first brand in the liquor industry to make it to the Limca Book of Records. Drinks International, the acclaimed international liquor magazine has rated 8 PM whisky as the fastest growing whisky in the world in the regional category (2004-05). The other millionaire brands are: Contessa Rum has won the prestigious Monde Selection award for its overall quality for the past three executive years. It has a large market share in the defense market... Old Admiral Brandy has also been rated by Drinks International as the fastest growing Brandy in the world in the regional category (2004-05 and 2005-06) also it has won the Monde Selection award for its overall quality in 2004-05. Today, Radico Khaitan has brands that straddle almost every market segment - whisky, rum, brandy, vodka & gin - and price category. Its fine blends, consistent quality, distinctive packaging and superior value have resonated with customers STRONG FINANCIALS Radico Khaitan is not just a company of great brands; it is a company of great financials. The equity shares of the company are quoted on the Mumbai and National Stock Exchanges, and the company has more than 35,000 shareholders. It is the most profitable company in the domestic liquor industry. 29
  • 30. 30
  • 31. CORPORATE SOCIAL RESPONSIBILITY PROGRAMME HUNAR In accordance with Radico's mission to work towards the up-liftment of local artisans and to promote the UP handicraft, Zardozi and Chikan work it had launched 'Radico- Chikankari Aur Zardozi Pratiyogita' in association with the Indian Academy of Art & Culture, U.P. The competition was organized to bring out the creativity of the artisans and to look for young talent in the field of Chikankari & Zardozi. The event was promoted through mobile vans, pamphlet distribution in the areas where the artisans live. There were two levels of judging eminent personalities from Lucknow judged the first level and in the second level Mrs. Jaya Prada, Mrs. Kiran Khaitan, Mrs. Sucheta Merh & Mr. Swapan both designers from Kolkata judged the first three winners. The artisans were awarded with cash prizes. The artisans have been empanelled by Radico Khaitan Ltd to form a group called "HUNAR”. To get employment for the artisans is the cause towards which the group Hunar is working. 31
  • 32. PART-2 32
  • 33. 33
  • 34. OBJECTIVE The objective of my project is basically seeing that HR dept how to select the suitable candidates for the job. Also see that what are the polices and procedure that are being adopted by a company formally. Find out that what are the basic problems are there in the organization due to employee leave the jobs. Also using the knowledge that I have collect from the training and use the experience that I have got in training. So that I will able to choosen the efficient candidates at the right time, at right place for a right job in the future. Also give the suggestion to the organization regarding the findings that I found in tra Scope of study Study of recruitment and selection of RADICO KHAITAN Ltd. Which is confined inside the company in RAMPUR only. The study of my topic provide me that how to select the efficient candidates at the right time at right place and at right job so that we can get a target that we have decided in begging. The area of recruitment and selection is not so big but the study of recruitment and selection always be come in use whole life because the processes that has been adopted by the are always go at one point that is choosing of right person at right place at right time. The study was the process of recruitment prevailing in the company and also the process of selection prevailing in the company. 34
  • 35. 35
  • 36. RESEARCH METHODOLOGY MEANING OF RESEARCH Research in common parlance refers to a search for knowledge. It is a careful investigation or inquiry specially, through search for new facts in any branch of knowledge. In other words, research comprises defining and redefining problems, formulating hypothesis or suggested solutions; collecting, organizing and evaluating data; making deductions and reaching conclusions; and at last carefully testing the conclusions to determine whether they fit the formulating hypothesis. TYPES OF RESEARCH The basic types of research are as follows: i. DESCRIPTIVE VS. ANALYTICAL: descriptive research includes surveys and fact-finding enquiries of different kinds. The major purpose of descriptive research is description of the state of affairs, as it exists at present. Analytical research, on the other hand, the researcher has to use facts or information already available, and analyze these to make a critical evaluation of the material. ii. APPLIED VS. FUNDAMENTAL: research can either be applied (or action) research or fundamental (to basic or pure) research. Applied research aims at finding a solution for an immediate problem facing a society or an industrial/business organization, whereas fundamental research is mainly concerned with generalizations and with the formulation of a theory. iii. QUANTITATIVE VS. QUALITATIVE: quantitative research is based on the measurement of quantity or amount. It is applicable to phenomena that can be expressed in terms of quantity. Qualitative research, on the other hand, is 36
  • 37. concerned with qualitative phenomenon, i.e., phenomena relating to or involving quality or kind. iv. CONCEPTUAL VS. EMPIRICAL: conceptual research is that related to some abstract ideas or theory. Philosophers and thinkers to develop new concepts or reinterpret existing ones generally use it. On the other hand, empirical research relies on experience or observation alone, often without due regard for system and theory. It is data based research, coming up with conclusions, which are capable of being verified, by observation or experiments. v. OTHER TYPE OF RESEARCH: all other type of research are variation of one or more of the above stated approaches, based on either the purpose of research, or the time required to accomplish research, on the environment in which research is done, or on the basis of some other similar factor. On the basis of time: one time research or longitudinal research; in the former case the research is confined to single time period, whereas in the latter case the research is carried on over several time periods. On the basis of environment: research can be field setting research or laboratory research or simulation research. RESEARCH PROCESS Research process consists of series of actions or steps necessary to effectively carry out research and the desired sequencing of these steps. • FORMULATING THE RESEARCH PROBLEM: There are two types of research problems viz., those relate to states of nature and those, which relate to relationships between variables. At the very outset the researcher must single out the problem he wants to study, essentially two steps are involved in formulating the research problem viz., understanding the problem thoroughly, and rephrasing 37
  • 38. the same into meaningful terms from an analytical point of view. Here, the problem is the effectiveness of the recruitment and selection process in the SDG. • EXTENSIVE LITERATURE SURVEY: Once the problem is formulated, a brief summary of it should be written down. For this purpose, the abstracting and indexing journals and published or unpublished bibliographies are the first place to go on. Academic journals, conference proceedings, government reports, books etc. must be tapped depending on the problem. • DEVELOPMENT OF WORKING HYPOTHESIS: After extensive literature survey, researcher should state in clear the working hypotheses or hypotheses. Working hypotheses is the tentative assumption made in order to draw out and test its logical or empirical consequences. As such the manner in which research hypotheses are developed is particularly important since they provide the focal point for research. NULL HYPOTHESIS Positive statement is called as null hypothesis i.e. Ho ALTERNATIVE HYPOTHESIS Negative statement is called as alternative hypothesis i.e. Hi Here, NULL HYPOTHESIS Procedure of recruitment and selection prevailing in SDG is effective. ALTERNATIVE HYPOTHESIS Procedure of recruitment and selection prevailing in SDG is not effective. • PREPARING THE RESEARCH DESIGN: there are several research designs, such as, experimental and non-experimental hypotheses testing. Experimental 38
  • 39. designs can be either informal designs or formal designs out of which the researcher must select one for his own project. • DETERMINING SAMPLE DESIGN: the researcher must decide the way of selecting a sample or what is popularly known as the sample design. In other words, a sample design is a definite plan determined before any data are actually collected for obtaining a sample from a given population. The important sample designs are: i. DELIBERATE SAMPLING: it is also known as purposive or non- probability sampling. This sampling method involves purposive or deliberate selection of particular units of the universe for constituting the sample, which represents the universe. When population elements are selected for inclusion in the sample based on the ease of access, it can be called convenience sampling. ii. SIMPLE RANDOM SAMPLING: this type of sampling is also known as chance sampling or probability sampling where each and every item in the population has an equal chance of inclusion in the sample and each one of the possible samples, in case of the finite universe, has the same probability of being selected. iii. SYSTEMATIC SAMPLING: in some instances the most practical way of sampling is to select every 15th name on a list, every 10th house on one side of a street and so on. Sampling of this type is known as systematic sampling. An element of randomness is usually introduced into this kind of sampling. By using random numbers to pick up the unit with which to start. 39
  • 40. iv. STRATIFIED SAMPLING: if the population from which a sample is to be drawn does not constitute a homogeneous group, then stratified technique is applied so as to obtain a representative sample. v. QUOTA SAMPLING: in stratified sampling the cost of taking random samples from individual strata is often so expensive that interviewers are simply given quota to be filled from different strata, the actual selection of items for sample being left to the interviewer’s judgement. This is called quota sampling. vi. CLUSTER SAMPLING AND AREA SAMPLING: cluster sampling involves grouping the population and then selecting the groups or the clusters rather than individual elements for inclusion in the sample. Area sampling is quite close to cluster sampling and is often talked about when the total geographical area of interest happens to be big one. Under area sampling we first divide the total area into a number of smaller non- overlapping areas, generally called geographical clusters, then a number of these smaller areas are randomly selected, and all units in these small areas are included in the sample. vii. MULTI-STAGE SAMPLING: this is a further development of the idea of cluster sampling. This technique is meant for big inquiries extending to a considerably large geographical area like an entire country. Under multi- stage sampling the first stage may be to select large primary sampling units such as states, then districts, then towns and finally certain families within towns. If the technique of random sampling is applied at all stages, the sampling procedure is described as multi-stage random sampling. viii. SEQUENTIAL SAMPLING: this is somewhat a complex sample design where the ultimate size of the sample is not fixed in advance but is determined according to mathematical decisions on the basis of 40
  • 41. information yielded as survey progresses. This design is usually adopted under acceptance sampling plan in the context of statistical quality control. Here in my study of process of recruitment and selection convenience sampling is used as a sample design as to have the ease of access, because the managers or the executives have not much time so, who so ever is founded by me I take them into my sample for the study. • COLLECTING THE DATA: in dealing with any real life problem it is often found that data at hand are inadequate and hence, it becomes necessary to collect data that are appropriate. There are several ways of collecting the appropriate data, which differ considerably in context of money costs, time and other resources at the disposal of the researcher. PRIMARY DATA: This data can be collected either through experiment or through survey. If the experiment is conducted then there would be quantitative measurements, in the case of a survey, any one or more of the following can collect data; 1. By observation 2. Through personal interview 3. Through telephone interview 4. By mailing of questionnaires 5. Through schedules SECONDARY DATA: This is the data collected through the literatures and the journals that are already available and easily available to the researcher in the library or on the websites these are the data, which has been used by other also for any kind of their use. 41
  • 42. Here in my study of recruitment and selection process the primary data was collected by the observation and through the interviews or discussions with the HR executives and the managers and also through the questionnaire containing open ended questions. Secondary data is collected by the literatures and the websites of the companies. • EXECUTION OF THE PROJECT: execution of the project is a very important step in the research process. If the execution of the project proceeds on correct lines, the data to be collected would be adequate and dependable the project should be executed in the systematic manner and in time. • ANALYSIS OF DATA: after the data have been collected the researcher turns to the task of analyzing them. The analysis of data requires a number of closely related operations such as establishment of categories, the application of these categories to raw data through coding, tabulation and then drawing statistical inferences. • HYPOTHESES TESTING: after analyzing the data as stated above, the researcher is in a position to test the hypotheses, if any, he had formulated earlier. Do the facts support the hypotheses or they happen to be contrary? This is the usual question, which should be answered while testing hypotheses. Various tests, such as chi square test, t-test, f-test, and have been developed by statisticians for the purpose. In this there are two statements, which are tested, one is positive and other is negative that is favorable and unfavorable. • GENERALISATIONS AND INTERPRETATION: if the hypotheses is tested and upheld several times, it may be possible for the researcher to arrive at generalization, i.e., to build a theory. As a matter of fact, the real value lies in its ability to arrive at certain generalizations. 42
  • 43. SAMPLE UNIT Sample unit here are the persons in the human resource department. i.e. in the recruitment and selection process. LEVEL OF SIGNIFICANCE 5% DEGREE OF FREEDOM 2% Hence, Data collected gives results that; Ho is accepted and Hi is rejected i.e. procedure of recruitment and selection prevailing in RADICO KHAITAN Ltd. RAMPUR. TOOLS AND TECHNIQUES Tools and techniques used in the RADICO KHAITAN Ltd were mainly personnel interviews by the HR executive or managers and the persons involved in the recruitment and selection process in the company. One interview is there that is taken by the president of the company and for the final interview manger forward to the head office in Delhi. And getting filled some questionnaire by the executives. In order to know the exact process and the details of the sources they use. 43
  • 44. TOOLS AND TECHNIQUES USED DATA COLLECTION I PRIMARY DATA I -------------------------------------------------------------- I I PERSONAL INTERVIEW QUESTIONAIRE SECONDARY DATA I --------------------------------------------------------------- I I LITERATURES CO.WEBSITES SAMPLING I CONVENIENT SAMPLING 44
  • 45. 45
  • 46. INTRODUCTION This section examines current practices and decision-making in recruitment and selection. They are critical elements of effective human resource management. We cannot discuss how recruitment and selection take place without asking why certain techniques are used in preference to others. Within the HRM paradigm, they are not simply mechanisms for filling vacancies. Recruitment and redundancy can be viewed as key 'push' and 'pull' levers for organizational change. Recruitment and selection allow management to determine and gradually modify the behavioral characteristics and competences of the workforce. The fashion for team working, for example, has focused on people with a preference for working with others as opposed to the individualist 'stars' preferred by recruiters in the 1980's. Attention has switched from rigid lists of skills and abilities to broader-based competences. In general - as we noted in the previous section - there is greater regard for personal flexibility and adaptability - a reorientation from present to future stability. 46
  • 47. RECRUITMENT Recruitment is the process of attracting qualified applicants for a specific job. The process begins when applications are brought in and ends when the same is finished,the result is a pool of applicants, from where the appropriate candidate can be selected.Recruitment is the process of attracting prospective employees and stimulating them for applying job in an organization. Recruitment is the process of hiring the right kinds of candidates on the right job. Recruitment is process of creating a common platform between the employers and the prospective employees, sothat both of them evaluate each other and take a decision which is mutually beneficial. Thus, recruitment enables the organisation to select suitable employees for different jobs. it is the most important function of the personnel department. It is concerned with the discovery of the sources of manpower and tapping of these sources so that the potential employees are properly evaluated and the new employees areplaced and inducted to fill up the vacant position in the organization. Recruitment aims at developing and maintaining adequate supply of labour force according to the need of the organization. Recruitment is an oppurtunity to all qualified candidates that fulfills the requirements of the company. Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertising is commonly part of the recruiting process, and can occur through several means: through newspapers, using newspaper dedicated to job advertisement, through professional publication, using advertisements placed in windows, through a job center, through campus interviews, etc. 47
  • 48. It is the two way process; it satisfies the organization strategic requirement. It helps candidates to assess the job, the organization and whether they meet the position requirement. PURPOSE AND IMPORTANCE OF RECRUITMENT Recruiting people who are wrong for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience. This describes the main features of such systems, and other related issues. Systems should be: • Efficient - cost effective in methods and sources • Effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization • Fair - ensuring that right through the process decisions are made on merit RECRUITMENT PROCESS A vacancy presents an opportunity to consider restructuring, or to reassess the requirements of the job. This assessment is valid whether it is to fill an existing job or a new one. Ask questions such as: 48
  • 49. • Has the function changed? • Have work patterns, new technology or new products altered the job? • Are there any changes anticipated which will require different, more flexible skills from the jobholder? Answers to these questions should help to clarify the actual requirements of the job and how it fits into the rest of the organization or department. Exit interviews, or consultation with the current job-holder and colleagues may well produce good ideas about useful changes. Writing a good job description or job specification helps in the process of analyzing the needs of the job. RECRUITMENT PROCESS INCLUDE JOB DESCRIPTION/JOB SPECIFICATION This should detail the purpose, tasks and responsibilities of the job. A good job description should include: • Main purpose of the job - try to describe this in one sentence • Main tasks of the job - use active verbs, like 'writing', 'repairing', 'machining', 'calculating', instead of vaguer terms like 'dealing with', 'in charge of' • Scope of the job - expanding on the main tasks and the importance of the job. Job importance can be indicated by giving information such as the number of people to be supervised, the degree of precision required and the value of any materials and equipment used. A good job description is useful for all jobs. It can help with induction and training. It provides the basis for drawing up a person specification - a profile of the skills and aptitudes considered essential and desirable in the job-holder. It enables prospective 49
  • 50. applicants to assess themselves for the job and provides a benchmark for judging achievements. PERSON SPECIFICATION Drawing up the person specification allows the organization to profile the ideal person to fill the job. It is very important that the skills, aptitudes and knowledge included in the specification are related precisely to the needs of the job; if they are inflated beyond those necessary for effective job performance, the risk is that someone will be employed on the basis of false hopes and aspirations, and both the employer and employee will end up disappointed in each other. Another good reason not to set unnecessary requirements is to avoid any possibility of discrimination against particular groups of potential applicants. The very process of writing a job and person specification should help the employer to develop and implement a policy of equal opportunity in the recruitment and selection of employees. Factors to consider when drawing up the specification include: • Skills, knowledge, aptitudes directly related to the job • The type of experience necessary • The competencies necessary • Education and training but only so far as is necessary for satisfactory job performance, unless the person is being recruited on the basis of future potential (e.g. graduate trainees), when a higher level of education may be specified • Any criteria relating to personal qualities or circumstances which must be essential and directly related to the job, and must be applied equally to all groups respective of age, sex, race, nationality, creed, disability, membership or non- membership of a trade union. To do otherwise is potentially discriminatory. 50
  • 51. The person specification helps the selection and subsequent interview to operate in a systematic way, as bias-free as possible. The use of competency-based approaches can help by focusing on the 'match' between candidate and role, but they are best used where they are an integral part of the continuing assessment and development of staff. PAY After setting the job and the person specifications, consideration should be given to pay rates. Factors such as scales, grades and negotiated agreements, as well as market rates and skills shortages, may affect the wage or salary, and organizations should be aware of the requirements of equal pay and discrimination legislation. Unless there is a formal system for increments or length of service, paying the new employee a different rate from that paid to the preceding post holder may contravene the relevant legislation. Employers must also comply with the provisions of the National Minimum Wage Act 1998. The Agricultural Wages Board sets the minimum rates for workers in agriculture. ATTRACTING APPLICANTS The search for suitable candidates now begins. The process of marketing needs to be undertaken carefully so as to ensure the best response at the least cost. The object is to get a good selection of good quality candidates. Possible methods to consider are: TYPES OF RECRUITMENT • INTERNAL RECRUITMENT - this method can have the advantage of building on existing staff's skills and training, and provides opportunities for development and promotion. It is a good way to retain valuable employees whose skills can be further enhanced. Other advantages include the opportunity for staff to extend their competencies and skills to the benefit of both the organization and the individual, and the enhancement of individual motivation. • EXTENAL RECRUITMENT - every organization has to tap external sources for various positions because all the vacmncies can not be filled through internal 51
  • 52. recruitment. the present employee may be insufficient or they may not fulfill the specifications of the jobs to be filled. The various external sources of recruitment are _ • COMMERCIAL RECRUITMENT AGENCIES - often specialize in particular types of work, e.g. secretarial, office work, industrial, computing, and may already have potential applicants registered with them • EXECUTIVE SEARCH ORGANIZATIONS - usually working in the higher management/specialist fields, will seek out suitable candidates working in other companies by direct approach, or via specialist advertising • NATIONAL NEWSPAPERS - advertising in the national press is expensive, but likely to produce a good response for particular, specialist vacancies. Remember too there are national ethnic group newspapers which will reach a wide audience • Specialist and professional journals - less expensive than the national press, these journals can guarantee to reach the precise group of potential applicants for specialist and professional vacancies • INTERNET - is beginning to emerge as a recruitment medium. It is mainly used for graduate-level and technical jobs because it tends to target a self-selected group who are computer literate and have access to the web at their place of study or work. Its use is likely to grow • LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to target groups in a particular local area, advertisements in the local media may produce a good response • Local schools, colleges and the Careers Service - maintaining contact with schools, colleges and careers advisers will ensure that the organization’s needs for school/college leavers with particular skills and abilities are known. It can be particularly useful to offer students the opportunity to spend some time at the company, on work experience, or 'shadowing' 52
  • 53. • WORD OF MOUTH - introduction via existing employees or through an employers' network. Whilst this may be economical, it is likely to lead to a much smaller pool of suitable applicants and does not normally satisfy equal opportunities requirements because any imbalance in the workforce may be perpetuated. The Commission for Racial Equality and the Equal Opportunities Commission both warn against such practices where the workforce is predominantly one sex or racial group. THE NEXT STEP IS TO CONSIDER The design and content of any advertisement used • How applicants are to respond - by application form, fax, telephone, in person at the organization or agency, by letter, by email on the Internet, by tape or Braille. • Who is to be responsible for sifting the applications? What is the selection process going to be? • If interviews are to be held, when will they be and will everyone who needs to be involved be available? • Are selection tests to be used? Is there the expertise to administer them and ensure they are non-discriminatory and appropriate? • Are references/medicals to be requested? • Are arrangements in hand to give prompt acknowledgement of applications received? 53
  • 54. THE ADVERTISEMENT Any advertisement needs to be designed and presented effectively to ensure the right candidates are attracted. Look through national, local or professional papers and see what advertisements catch the eye. The newspaper office will often advise on suitable formats. Advertisements must be tailored to the level of the target audience, and should always be clear and easily understood. They must be non-discriminatory, and should avoid any gender or culturally specific language. To support this, the organization should include in the advert its statement of commitment to equal opportunities, which will underline the organization as one that will welcome applications from all sections of the community. Consider the following factors in the advertisement: • If the organization is well known, does it have a logo that could feature prominently in the advertisement? Make the advertisement consistent with the company image • Should the job title be the most prominent feature? • Keep the text short and simple while giving the main aspects of the job, pay, career prospects, location, contract length • Can specific details - such as pay, qualifications and experience required - be given in a way, which will reduce the number of unsuitable applications? • Is it possible to avoid generalizations such as 'attractive salary', or 'appropriate qualifications’, which may discourage valid applications? • Can you provide job details on tape or in Braille and accept applications in a similar format? 54
  • 55. • Is the form of reply and the closing date for applications clear? Is there a contact name and phone number for further information and enquiries? All advertisements should carry the same information, whether for internal or external use. APPLICATION FORMS Application forms can help the recruitment process by providing necessary and relevant information about the applicant and their skills. The design of the form needs to be realistic and straightforward, appropriate to the level of the job. Using application forms has the following advantages: • Comparing like with like is easier. CVs can be time-consuming and may not provide the information required. • They provide the basis for an initial sift, and then for the interview. • The standard of completion can be a guide to the candidate's suitability, if writing and presentation skills are essential to the job; however, is aware of the possibility of disability discrimination. • They provide a record of qualifications, abilities and experience as stated by the applicant. Care also needs to be taken over some less positive aspects of application forms: • There is a temptation to use application forms to try to extract too much information, e.g. motives, values and personality characteristics. The form should concentrate on the experience, knowledge and competencies needed for the job. • Some people may dislike filling in forms and so be put off applying for the job. Some very experienced people may find the form inadequate, whilst those with 55
  • 56. little in the way of qualifications or experience may be intimidated by large empty spaces on the form • Application forms add another stage, and therefore more time, to the recruitment process. Some candidates may be lost if they can obtain work elsewhere more quickly. SELECTION Selection is the process of choosing the best out of the available candidates. It adopts the process through which more candidates are rejected and fewer candidates selected therefore it is also called negative process. In other words, it is the process of picking individuals with requisites qualifications and competence to fill jobs in the organization. DEFNITION OF SELECTION It is the process of differentiating between applicants in order to identify those with a greater likelihood of success in a job. The techniques used are highly specialized. And the outcome of selection process is in the form of finalizing candidates who will be offered job. Interviewing can be carried out by individual (ex superior or departmental managers), by panels of interviews or in the form of sequential interviews by different experts and can vary from a five minute chat to a process of several days, ultimately personal skills in judgment are probably the most important, but techniques to aid judgment include selection testing for: 56
  • 57. • Aptitudes (particularly for school leavers) • Attainments • General intelligence. (All of these need skilled testing and assessment) In more senior posts other techniques are; • Leaderless groups • Command exercises • Group problem solving SELECTING THE BEST CANDIDATE Whatever form the applications take, there may be a need to sift them before moving on to the interview stage. Such a sift serves to match the applicants as closely as possible to the job and person specification and to produce a shortlist of people to interview. To avoid any possibility of bias, two or more people should undertake such sifting, and it should involve the direct line manager/supervisor as well as personnel. The sifting stage can also help the organization by providing feedback on the advertising process and the suitability of the application form. It can also identify people who might be useful elsewhere in the organization. If references or medicals are to be taken up before the invitation to interview stage, it should be made clear on the application form/information pack sent to the applicant. See References and checking for further information. Some jobs require medicals to be given at the commencement of employment, and employers may seek preliminary information on a separate medical questionnaire at the time of recruitment. The candidates who best match the specifications may then be invited for interview. The invitation letter should tell candidates that they should advise the organization in advance if any particular arrangements need to be made to accommodate them on arrival or during the interview; for instance, ramp access or lighting levels. The invitation letter should also 57
  • 58. clearly state whether the organization would pay the candidate's reasonable travel expenses for the interview. WHO MAKES THE DECISION? In some companies there will be a personnel or human resource specialist who will undertake most of the sifting and short listing. It is very important that the line manager/supervisor for the job also be involved, both at the job and person specification stage and at the interview stage. The final selection will thus normally be a joint decision, except in those very small companies where only a line manager/supervisor is available to do the recruitment of staff. Gaining the commitment of the immediate manager/supervisor by involving them in the selection process can be vital to ensuring that the new employee is settled successfully into the organization. It may be useful both for the candidates to see the environment in which they would be working, and, if they are to be part of a team, for the current team members to meet the candidate. SELECTION TECHNIQUES There is a variety of methods available to help in the selection process - including interviews, tests (practical or psychometric), assessment centers, role plays and team exercises, to name a few. Usually a range of methods will be used by the organization depending on the type of job to be filled, the skills of the recruiter and the budget for recruitment. GETTING STARTED The following information is intended to give applicants information about the selection process. Suggestions for completing the employment application, getting ready for the written test(s), attending an appraisal interview, and other general procedures are included. 58
  • 59. GENERAL INFORMATION The first step is the completion of the employment application a résumé employment/salary history may be substituted for selected positions. The job announcement will clearly state if a résumé will be an acceptable substitute. In either case, this is your initial opportunity to provide information on your qualifications as they relate to the position for which you are applying. Completed applications are initially screened to determine whether an applicant meets the minimum qualifications for the position as outlined in the Job Announcement. Applications of those applicants determined as meeting the minimum qualifications are then reviewed by a Human Resources Analyst and a subject matter expert to determine who is to be invited to continue in the examination process. A limited number of candidates whose applications clearly show that among those competing they are better qualified in terms of relevant training and experience will be invited to continue in the examination process as outlined in the Job Announcement under "Application Process." THE APPLICATION The employment application is your first chance to present your qualifications to the City. As such, it is extremely critical to your continued participation in the examination process. Before you begin, please review thoroughly what the Job Announcement specifies as the requirements to qualify for the position. You must meet these criteria to be considered for the position; please ensure you do, or you will be wasting your effort in completing the application. Most entries on the form are self-explanatory, but a few pointers on filling it out may help:  Be accurate and honest. Falsification can lead to disqualification or dismissal.  Be thorough when discussing experience. Convey experiences most directly related to the particular position, including volunteer work.  Resumes may be attached, but will not substitute for application entries (unless specified in the Job Announcement). The application form provides a standard 59
  • 60. format necessary for consistent review of applications. "See resume" may result in disqualification.  Applications must be received no later than the Final Filing Date specified on the Job Announcement. Postmarks are normally not accepted, so allow for mail delivery time.  If you need more space to discuss your qualifications, you can attach additional sheets, provided they are similar in format to the original application form. WRITTEN EXAMS Written exams are usually obtained from one of several test construction firms available to us. These tests are designed to determine your level of technical and/or analytical abilities associated with the particular position for which you have applied. Questions are usually multiple choices, using scanned answer sheets for computerized scoring. Some tips on filling out these sheets: a) make sure you are marking your answer in the row that corresponds to the test booklet question, b) if you change an answer, completely erase it so the scanner doesn't pick it up as a response, c) use only the pencils provided and make dark marks, and d) do not bend or fold your answer sheet. You can approach such tests in many ways, and if you are comfortable with your methods, then by all means continue to follow them. If you haven't had much testing experience, here are some ideas on how to tackle a test. PERFORMANCE EXAMS Performance exams test your ability to accomplish specific job-related tasks by providing the opportunity to actually perform them. These tests are scheduled through the Human Resources Department office, with notification to you in writing of the date, time, location and duration of the test. You will be given instructions on the tasks to be completed and then asked to complete them. Individuals with considerable relevant experience will conduct the evaluations. Safety, quality of work, adaptability, performance under stress, etc. are evaluated. 60
  • 61. SPECIALIZED TESTING Some positions will require specialized testing, such as agility, shorthand, writing, etc. These tests are scheduled just as other tests are and you would be notified in writing of results. PRACTICAL TESTS If the job involves practical skills, it may be appropriate to test for ability before or at the time of interview. This is generally acceptable for manual and word processing skills, but less useful for clerical and administrative posts. Telephone skills are increasingly in demand, and candidates for telesales/call centre work will almost invariably be asked to undertake a practical test. Any tests must, however, be free of bias and related to the necessary requirements of the job. Consideration in giving any tests must include the objectives of such a test, the efficiency of the method selected, the numbers of candidates (and vacancies), the costs and benefits of such a method. PSYCHOMETRIC AND PSYCHOLOGICAL TESTS, INCLUDING BIODATA There are numerous tests commercially available, which can assist in measuring aspects of personality and intelligence such as reasoning, problem solving, decision making, interpersonal skills and confidence. Although many large organizations have used them for a number of years, they are not widely used, and some tests are considered controversial - for instance, those that assess personality. Any organization considering the use of psychometric or psychological tests should refer to the guides available, and make sure they have the need, skills and resources necessary. Tests should never be used in isolation, or as the sole selection technique. Where a decision is made solely on the automatic processing of personal data, an applicant may require that the organization reconsiders any rejection or make a new decision on another basis. 61
  • 62. Biodata (short for biographical data), is a questionnaire format with multiple choice answers. The questions are of a biographical nature and answers are scored according to the scoring key developed by the employer. In general only really large employers, who have a large throughput of applicants, successfully use Biodata. Use of Biodata, like other tests, needs careful control to avoid any possibility of discrimination or invasion of privacy. Think carefully before using any test - is it actually necessary for the requirements of the job? Is the test relevant to the person/job specification? What is the company policy about using tests, storing results and giving feedback to the candidate? Marking criteria must be objective, and the record sheets should be retained in accordance with the Data Protection legislation. OTHER SELECTION METHODS WORK SAMPLES Interviews suffer from a basic problem when asked what they would do in a particular situation candidates give the answer, which they feel the interviewer wants to hear. The work sample technique attempts to overcome this problem by asking candidates to take on mini-jobs in a selection situation. Properly designed work samples capture key elements of a real job. Work samples have shown some of the highest validity scores compared to other selection methods. Even the smallest companies could employ the simpler forms, such as the following: * A typing test for keyboard skills * role-playing * group decisions * presentations * reports 62
  • 63. The most sophisticated of work-sample procedures include 'in-basket tests', sometimes called 'in-tray exercises'. Candidates are given a typical in-tray containing a selection of material such as letters to be answered, reports to be analyzed, items to be prioritized, etc. They are given instructions on what to do and a time limit. Standard scoring methods are available. ASSESSMENT CENTRES Assessment centers are procedures and not necessarily places. They function on the principle that no individual method of selection is particularly good and no individual assessor is infallible. They use multiple methods and several assessors in structured programmes which attempt to minimize the inadequacies of each method and cancel out the prejudices of individual selectors. Inevitably, assessment centers are a very expensive method of selection. They are focused on potential. INTERVIEWS Most jobs are filled through interviews. The interview has two main purposes - to find out if the candidate is suitable for the job, and to give the candidate information about the job and the organization. Every candidate should be offered the same opportunities to give the best presentation of them, to demonstrate their suitability and to ask questions of the interviewer. A structured interview designed to discover all relevant information and assess the competencies of the applicant is an efficient method of focusing on the match between job and candidate. It also means that there is a consistent form to the interviews, particularly important if there are a number of candidates to be seen. Unstructured interviews are very poor for recruiting the right person. The structured interview is most likely to be effective in obtaining specific information against a set of clearly defined criteria. However, not every manager is skilled at interviewing, and may not be able to judge efficiently the applicant's skills and competencies. Ideally all 63
  • 64. interviewers should receive training, including the equal opportunities aspects of recruitment and the relevant legislation. Interviews need not be formal. The length and style of the interview will relate to the job and the organization. Some vacancies may call for a formal interview panel, some for a less formal, one-to-one interview. The interviewer(s) should consider the job and the candidates when deciding on the nature of the interview. All interviews, whether formal or informal, need careful preparation if they are to be successful. Each candidate should leave with a sense of being treated well and fairly and having had the opportunity to give of their best. PREPARING THE INTERVIEW The interviewer should prepare by: • Reading the application form, job and person specifications to identify areas which need further exploration or clarification • Planning the questions. In some interviews it is appropriate to ask only one or two questions to encourage the candidate to talk at length on certain subjects. In others it may be better to ask a series of short questions on several different areas. If there is more than one interviewer, different people can cover different topics, e.g. job knowledge, training, and qualifications. Do not ask for personal information or views irrelevant to the job. Do not ask potentially discriminatory questions such as 'Are you planning to have children in the next few years?' • Being ready for the candidates' questions, and trying to anticipate what additional information they may seek. 64
  • 65. CONDUCTING THE INTERVIEW Conduct the interview in an environment that will allow candidates to give of their best. Arrange for there to be no interruptions, divert telephone calls, welcome the candidate(s), and show them cloakroom facilities, etc. If possible, let the candidate have a brief tour of the place of work. This is particularly useful in the case of people new to the job market (school-leavers, returning men and women), who may have little or no experience of what to expect in a workplace. It may also prove valuable in offering an additional opportunity to assess the candidate's interaction with possible colleagues. Consider whether any adjustments need to be made to accommodate an interviewee who has indicated a disability on the application form - it is easy to overlook simple adjustments that may be reasonable to make: • Candidates with hearing impairment may not only need to be able to clearly see the interviewer as they are talking, but may need communication support if they are not to be placed at a disadvantage • Is there an alternative to steps for access to the building? Can the interview take place elsewhere, where access might be easier for someone with a physical disability? It is common that both interviewer and candidate are nervous. Thorough preparation will help both of you. Be careful not to fill silences by talking too much - the aim of the interview is to draw information from the candidate to decide if they would suit the job. The candidate should do most of the talking. Nevertheless, the interviewer will want to encourage candidates to relax and give of their best in what is, after all, a somewhat unnatural setting. It is important to keep the conversation flowing, and the introductions and initial 'scene-setting' can help all parties settle to the interview. 65
  • 66. The following pointers may be helpful in conducting the interview: • Introduce yourself (and other interviewers if present); this also gives the candidate time to settle down. • Give some background information about the organization and the job - this helps everyone to focus on the objective. • Structure the questions to cover all the relevant areas, and don't ask too many 'closed' questions. Open-ended questions (ie ones that can't be answered just by a yes or no answer) will encourage the candidate to speak freely - they often begin 'what', 'why', 'when' or 'how'. • Avoid leading questions. • Listen, and make brief notes as necessary on salient points. • Have a time frame and keep to it, allowing sufficient time for candidates to ask any questions they might have. • Make sure the candidate is familiar with the terms and conditions of the job, and they are acceptable. If not, and the candidate is the best one for the job, then some negotiation may be necessary - be careful to avoid inadvertent discrimination. • Tell the candidate what will happen next and when to expect to hear from the organization. 66
  • 67. TYPES OF INTERVIEW THE PANEL INTERVIEW When used, the results of this component of the exam process will be used to determine if you should be included on the List of Eligible Candidates forwarded to the hiring authority for consideration for a departmental Selection Interview. This portion of the examination is normally weighted 100% (or as indicated on the Job Announcement). Typically, your previous test results are used only to qualify you for participation in the Panel Interview. The Panel is comprised of qualified individuals, which may or may not be employees of the City. Normally, the panel will consist of three evaluators. These individuals will evaluate your responses to a variety of job-related questions over the scheduled time period. Candidates receiving an average score of 70% or higher are placed on the List of Eligible Candidates. The List of Eligible Candidates is categorized into three blocks determined by the candidates averaged score: "A" block: Superior Candidate; "B" block: Well Qualified; "C" block: Qualified. Please keep in mind that being on the List of Eligible Candidates does not mean you will be selected for a position; it indicates that you are technically qualified. The following are some tips for the Panel Interview:  Questions are job and experience related. Prepare for your responses along those lines.  Concentrate and keep your answers to the point as a limited amount of time is scheduled for each interview.  Be aware of the information given on your application. The board may ask questions about it.  Make sure you arrive for your interview about ten minutes early to give yourself a chance to relax. Allow plenty of time for travel, etc.  Board members may take notes to help them remember you; don't be distracted. 67
  • 68. Informal Interviews Many employers invite applicants for informal interviews prior to the main selection procedure. These interviews are useful for information exchange, particularly in the case of professionals. They provide an opportunity to discuss the full nature of the job, the working environment, prospects for further development and promotion. There seems to be some ambiguity as to whether informal interviews should be used as part of the pre-selection process by the employer rather than self-selection by the candidate. The crux of the issue depends on what interviewees have been told. If they have been led to believe that it is a truly informal information session they will not consider the process to be fair if they are subsequently told that they have not been short listed as a result. FORMAL INTERVIEWS Despite the existence of alternative methods of selection most employers regard the formal selection interview as the most important source of evidence in making the final decision. A selection interview can be neatly defined as a conversation with a purpose, but not infrequently the purpose is obscure to the point of invisibility. More often than not, pointless chat would be nearer the mark. The interview has attracted severe criticism for a very long time - being attacked on the grounds of its subjective nature, questionable validity and unreliability. THE SELECTION INTERVIEW Once the List of Eligible Candidates is established it is sent to the Department(s) that is hiring to fill a current vacancy. The Department Head is responsible for setting up Selection Interviews. He/she may interview anyone on the list, since all persons referred to the department are qualified. The Department Head will be looking for the candidate with the best qualifications for their particular position. The candidate selected to fill the vacancy will undergo a medical examination, drug screen, background investigation, and a probationary period (see job announcement) 68
  • 69. before attaining permanent employment status. Additionally, in accordance with Federal Law, the candidate is required to provide proof of identity and proof they may legally work in the United States. All employees are also required to sign an oath of affirmation of allegiance as required by State Law. REFERENCES AND CHECKING State on the application form when any references will be sought, and do not approach a current employer unless the candidate has given express permission. If references are sought, they will be most effective if you include a job description with the request, with structured, relevant questions that will enable you to gain accurate further information about the candidate's abilities. Do not ask for personal information or for conjecture about the applicant. Remember too that completing a reference takes time and proper consideration; so only seek such references if you believe they are necessary and appropriate. A simple form confirming dates of employment, capacity and particular skills may be satisfactory. The holding of particular qualifications, training or licenses may be important to the job, and it is reasonable to ask candidates for proof. If checks on such qualifications are to be made, it is good employment practice to make sure the applicant knows, and that copies of any relevant documents will be held on their personnel file. The timing of reference and qualification checks is variable. It is often the case that references are taken up at shortlist or offer stage, and the candidate may be asked to bring documentary evidence of qualifications to the interview. Job offers are sometimes made 'subject to satisfactory references being received', but this is not advisable. The referee may simply fail to provide any kind of reference. There is no legal requirement to do so. Or a referee may wrongly indicate the applicant is unsuitable, in which case if the offer is withdrawn on those grounds, the organization could face legal action by the applicant. The organization needs a policy of what to do in circumstances such as the non-supply of a reference - an initial 'probationary' period might be an acceptable way of proceeding. 69
  • 70. APPROVAL BY APPROPRIATE AUTHORITY When selection interview is passed, references are checked, physical examination is done, and then on the basis of this the appropriate authority gives the acceptance for the selection. FINAL SELECTION In this, the offer letter is given to the candidate selected and there side demands acceptance in specific period. THE OFFER Once the successful candidate is identified, and any necessary references and checks completed, send out an offer letter. This is preferable to telephoning the candidate, as a letter enables the specifics of the job to be re-stated, with the terms and conditions, any pre-conditions (e.g. subject to exam success), or post-conditions (e.g. subject to a satisfactory probation period). Remember that the employment contract is a legal one, and exists even before the candidate has commenced employment. The offer letter should set out the following points: • The job title and the offer of that job • Any conditions (pre or post) that apply to the offer • The terms of the offer - salary, hours, benefits, pension arrangements, holiday entitlement, place of employment, etc • The date of starting, and any probationary period 70
  • 71. • What action the candidate needs to take, e.g. returning a signed acceptance of the offer, agreement to references, any date constraints on acceptance • If the letter is to form part of the contract of employment, it should say so. Alternatively it could form the main terms and conditions of employment - a written statement required by law to be issued to employees within two months of them starting work. EVALUATION The broad test of the effectiveness of the selection process is the quality of the personnel hired. An organization must have competent and committed personnel. The selection process, if properly done, will ensure availability of such employees. People who work independent of the HR department conduct periodic audit. SWOT ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS STRENGTHS 71
  • 72. 1. Good a nd Effective distribution channel. 2. Good family of brands. 3. First environment friendly Distillery in India. 4. Constant innovations in products. 5. Good Human Resource Management. WEAKNESSES 1. Too much dependence on customer loyalty. 2. Less product/brand awareness activities. 3. Focused on fewer Brands. OPPORTUNITIES 1. Since Organisation is focused on few products there is opportunity to explore the market with new products. 2. Links are limited to asia so there are immense opportunities available world wide. 3. There is opportunities to expand the Bussiness with products of different nature. THREATS 1. Ever growing competition in local and international market. 2. Competitors expanding their Bussiness rapidly. 3. Lacks customer orientation. FINDINGS 72
  • 73. After doing the research based on the information given by the managers, executives and consultants and the secondary data collected and the projections prepared on the recruitment process and selection process of SDG. I can say that, • They have few consultants and the good choice of recruitment process in the current scenario. • They basically select the employee through consultant for this consultant charges much money as their service. • They mostly use job sites, employee reference, consultants, rehiring as the external source and promotions as the internal source. • Recruitment and selection cycle time is generally 2 or 3 days. • They always try to give low salary to the employee so that employees are not interested to join the organization. • For higher post selection they basically look through the consultant. • For junior level they also look through the consultant, which charge a high amount for their service. • How the employee has been selected by the various department and how they know that person is suitable for job or not. • What are the various methods of selection that is being adopt by the company. GRAPHICAL PRESENTATION 73
  • 74. Q.1 Is recruitment positive and negative process? No 27% Yes No Yes 73% INTERPRETATION I found in a survey that many of the individuals in the favored that the recruitment is the positive process. In favor of this statement 73%. And rest of it in the statement are in oppose. Q.2 Is selection is the positive and negative process? 74
  • 75. No 33% Yes No Yes 67% INTERPRETATION I found in a survey that 67% individuals given the favor that selection process and rest 33% people are not in the favor of this. Because they think that only sources people are being select in the selection. 75
  • 76. Q.3 The selection of employee during the training. THE RATIO OF EMPLOYEE SLECTION 50 40 no. of 30 individual selected 20 10 0 Senior Middle Junior Series1 15 25 42 Series2 5 12 27 level INTERPRETATION In training I found that the ratio of selection of employee was not more. In senior level there was only 5 selections from the 15 and 12 in middle level out of 25 and 27 at junior level out of 42 employees, 76
  • 77. Q.4 External source of recruitment that has been found by me in the training Emlpoyee selection by various type 40 30 No of employee 20 selected 10 0 Consult Campu Through Through ant s net Referen Series1 Series2 40 35 15 20 Series3 10 15 5 7 Different Places where CV collect INTERPRETATION In the training I found that how they collect the CV from the various sources so that they can get the best and qualifying employee for their organization. The ratio, which was there to select the employee, was more in campus interview because it is the time saving system to select the employee. Q.5 How many employees are interested in to do job there? 77
  • 78. Intrest of employee No 27% Yes No Yes 73% INTERPRETATION I found that only 73% employees are interested to do job there and 27% are not interested to do job there because the experience of that place never count like Delhi and other big cities. Q.6 The ratio of employees, those were called for final interview. 78
  • 79. No of emplyee called for final selection Senior Junior 27% 40% Senior Middle Junior Middle 33% INTERPRETATION Out of hundred the employee was called for the interview that are 27% senior, 33%middle and rest 40% are being called. Here found after the written test that only hundred employees are able to go in final interview. Q.7 What was the performance of the employees in final interview? 79
  • 80. FINAL SELETION OF EMPLOYEE 45 NO EOMPLOYEE SELECTED 40 35 30 25 Series1 20 Series2 15 10 5 0 Senior Middle Junior DIFFERENT LEVEL INTERPRETATION After the interview there are only few employee are being selected for the final interview and the ratio of employee selection was ti much less because the candidates was not found according the job. Q.8 The employee, which was selected for the job 80
  • 81. Finally selected employee 10% 18% 12% INTERPRETATION It was found that only few employees were selected in the final interview. It may be the reason of lack knowledge of the job or may be that are able to do that particular job. The pie chart show that how many candidates are being selected during the final interview in the organization. CONCLUSION 81
  • 82. RADICO KHAITAN is the company, which has the good choice of process of the recruitment and selection. It always tries to select the efficient employee as per the job requirement As my research was in the company it shows that it has the flexible environment where all the employees are free to do work as they like, the motto is to complete the work holding good quality. Cycle time in the recruiting and selection is very less. They have to work on the tracking of employees, as it waste the time of the person involve in selection, when they came to know by seeing their face that it is the one ho was interviewed previously. Overall they are the good leaders of recruiting and selecting the candidates, and making their full utilization. Now they are also forwarding to make use of the smart hiring by which the best candidates of required skill can be located. Various aspects of recruitment and selection were studied. For conducting this study an interview schedule was prepared and was got filled by individual members i.e. the workers of the industry. Separate interview schedule were prepared in order to note down individual information and then analyze it. The whole report represent that how what are the various techniques that helps to find out that how we select the best candidates at right time for right job at right place so that we will able to make the work in efficient way RECOMMENDATIONS 82
  • 83.  The company should that for the senior level selection they always be go for the internal recruitment because it Is the cheaper and time saving source of selection of employee.  For the lower level the company should that he go for the campus interview because by this they able to get the employee as per the requirement and the cost of selection will be less.  The company should also increase in the salary at the time because some it may be the cause of leaving the job.  Company basically takes two or three for finally selection so the company should that he reduce the time of selection so that the employee can join the organization as soon as possible.  Company should that he select the employee s per the requirement and also have the CV so that as per requirement he may call the candidates.  Company should that he make a proper record of the employee who have join the organization and who had leave the organization so that they will able to find what are ratio of leaving and joining the organization of the employees.  When the employee leave the organization, company should that he fill the exit interview form and keep it in the record so that organization will able to know that what are the basic reason behind leaving the organization.  There should be some particular date on which the test and interview would be conducted i.e. all the candidates who are recruited in the whole week should be lined up for test and interview on some specified date of the week. LIMITATIONS  Lack of participation in decision making process. 83
  • 84.  Product restricted in society.  Inefficient management.  Unsuccessful when it comes to exploring new market opportunities.  Access to data is restricted.  Its very hard to climb organizational hierarchy. 84
  • 85. RECRUITMENT AND SELECTION IN RADICO KHAITAN The following will be the rules for recruitment: 1. IDENTIFICATION OF VACANCY 85
  • 86. Whenever a vacancy arises as per approved manpower strength or new position is created in any function/ department, the personnel requisition data form is to be filled up and sent to HRD department. 2. OBTAINING SANCTION FOR FILLING UP VACANCY HRD department will provide necessary data/information required in the requisition form for taking sanction from the appropriate authority. 3. ISSUANCE OF THE PERSONNEL REQUISITION DATA FORM On receipt of the sanction duly approved from the sectioning authority, the original copy shall be sent to concerned department. 4. NOTIFICATION OF VACANCY/INTERNAL SOURCES Action will be initiated to notify the vacancy (ies) to be filled to employment exchange (accept unskilled) and for identification of internal candidates if available with sister units/other businesses. 5. EXTERNAL SOURCING IF INTERNAL CANDIDATES ARE NOT AVAILABLE The following sources shall be tapped in order of priority: -  Internal data bank  Net surfing  Head hunting (for senior positions only)  Approved consultants/placement agencies (prior approval to be taken from the appropriate authority regarding terms & conditions)  Advertisements (sanction from the appropriate authority shall be obtained regarding the text, coverage and cost for releasing of advertisement in print media/ website) 6. SCREENING OF APPLICATIONS 86
  • 87.  Applications received shall be forwarded to concerned department for screening as per laid down criteria and identification of eligible candidates  Call letters will be issued to eligible candidates as per annexure-11 7. SELECTION PROCESS FOR ALL CATEGORIES EXCEPT TRAINEES  Written test/job test/computer sill test / psychometric test will be conducted for job specific requirement.  Hrd department shall maintain data bank of different types of tests for different types of jobs/leaves designed by experts in the related area and administer the same to candidates. PRELIMINARY INTERVIEW Candidates who have cleared the written/job test etc. or who are being called directly for the interview shall be required to fill up the personal data form before appearing for the interview. Candidates shall be evaluated on various parameters as per interview sheet enclosed in annuxure-1V FINAL INTERVIEW Candidates shortlisted on the basis of tests/preliminary interview will be called for final selection round of interview. SELECTION PROCESS FOR TRAINEES Candidates for trainee position who are to be recruited from the campuses or otherwise will undergo the following:  Written test (inclusive of psychometric & computer sill tests)  Group discussion  Preliminary interview final interview INTERVIEW BOARD The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include: PRELIMINARY INTERVIEW 87
  • 88. FOR MANAGERS & ABOVE FOR OTHER CATEGORIES Unit Chief Functional Head/HOD Functional Head/HOD Functional Head-HRD Functional Head-HRD FINAL INTERVIEW FOR MANAGERS & ABOVE FOR OTHER CATEGORIES Business Chief Business Chief Unit Chief Unit Chief Functional Head concerned Functional Head-HRD Functional Head-HRD Functional Head-Sister Units INTERVIEW REPORT A formal interview report will be prepared as per specific format for further action as per annexure-5 LETTER OF LATENT Terms and conditions of appointment negotiated or offered to the selected candidates shall be documented on a sheet of paper to be signed by the candidate, HRD officer and appointing authority. This sheet will be kept in the record. On the basis of the above, a `letter of intent` shall be issued to the selected candidates on the specified format, enclosed as annexure-6 VERIFICATION OF CREDENTIALS (INFORMAL/FORMAL) After the selected person joins, a formal questionnaire shall be sent to his/her former employer for credential verification in the format enclosed as annexure -7. However, informal reference check would be undertaken before issuance of letter 88
  • 89. of intent (LOI). Incase the information is not received from previous employer remark to this effect will be made in the personal file. MEDICAL EXAMINATION Selected candidates shall undergo medical examination by company doctor. The doctor on the specified format as per annexure-8 shall send the medical report only the HRD department. OFFER OF APPOINTMENT Offer of appointment as per the specified format shall be issued after candidate is found medically fit as per annexure-9 PERSONNEL REQUISITION DATA FORM Ref. no………………. Date:………………. GENERAL  Division  Unit  Department  Section DETAILS REGARDING POSTION  Title of position  Nature of appointment: Permanent / Contractual  Reason for filling up the position(s)  Duration of appointment  Category/Rank 89
  • 90.  Number of Position(s)  Date by which the position(s) should be filled SUMMARY OF JOB DESCRIPTION  Reports to  Job content JOB SPECIFICATIONS  Age Group  Educational Qualifications  Professional Training/Qualifications  Work Experience  Specific additional/preferred Qualifications and experience Required Signature HOD ACTION TO BE INITIATED BY HRD DEPARTMENT  Requisition received on (date)  Position approved and budgeted/fresh sanction to be taken  Availability of internal candidate for the position DECISION OF UNIT/BUSINESS CHIEF a) Recruitment process be initiated b) Sanction be taken for recruitment c) Recruitment to be kept on hold d) Any other Signatures: UNIT CHIEF/BUSINESS CHIEF Received by HRD Department on 90
  • 91. CC-Initiating Dep’t. Ref. No. Annexure-11 To : From : HRD Department Date : Sub : Requirement of……………………….. We require ………… for our Unit/Department at ………………. The major job responsibility and profile for the position is enclosed as annexure-A We shall appreciate if you could forward us the list of the suitable person(s) for this position along with the necessary details as per annexure-B at the earliest but not later than …………….. In case we do not receive any response from you, it will be presumed that you have no suitable candidates to offer against our requirement. FORM WHICH IS FILLED BY THE CANDIDATES 1. Post/position 91
  • 92. 2. Nature of appointment 3. Category/rank 4. No. of Position 5. Preferred age 6. Education/ 7. Preferred 8. Qualification 9. Add. /Preferred 10. Qualification 11. Work Experience 12. Major Experience 13. Major Responsibility 14. Gross emoluments range SPECIMEN CALL LETTER Ref No. : Dated : 92
  • 93. Mr./Ms. Sub : Interview for the post of ______________________________ Sir/Madam, This has reference to your application for the subject position in our organization. You are requested to come for a written test/interview with us as per schedule given below: Date : Time : Venue : You will be paid Ist/IInd class to and fro rail/bus fare/economy airfare, by the shortest route, subject to production of relevant tickets. Or You may please note that no TA/DA shall be payable for attending the interview. Thanking You, Your’s faithfully, HRD DEPARTMENT To : File From : HRD Department 93
  • 94. Date : Subject : Interview Report-XXXXXXX Date : Time : Venue : Interview Board Mr. / Ms.__________________ Mr. / Ms.__________________ Mr. / Ms.__________________ No. of candidates called for interview No. of candidates who attended the interview Recommendation : The following were shortlisted / selected Mr. / Ms._______________ Mr. / Ms._______________ Signatures: Interview Board 94
  • 95. _____________ _______________ ________________ _____________ _______________ ________________ Ref. No. Dated: ______________ Mr. / Ms. Subject : Letter of intent Dear Sir / Madam, This has reference to your subject application and subsequent with us. We are pleased to make our offer to you for employment with us as _______________ on mutually agreed terms and conditions. You may please note that the present position will be located at _____________. This offer is subject to your being found medically fit by our authorized medical officer. As discussed, the formal appointment letter will be issued to you when you report for duty at _____________ on or before____________. Kindly sign the duplicate of this as a token of acceptance of the above. Thanking you, Yours faithfully, AUTHORISED SIGNATURE 95
  • 96. SIEL LIMITED QUESTIONNAIRE 1. Name 2. Date of joining 3. Date of leaving 4. Reasons for his/her leaving (Please give details) 5. Discipline, attendance, conduct and Performance 6. Was he/she ever guilty of any misconduct? If so/ please give brief details? 7. Gross Salary (inclusive of yearly benefits) 8. Any other information Dated: ________________ Signature: _______________ 96
  • 97. Designation: _______________ MEDICAL EXAMINATION REPORT Name ___________________ S/W/D of __________________ Age __________________ Years Designation________________ Height _____________Meters Chest_____________________ Weight_______ Kgs Blood Group_______ Abdomen_________________ Eyesight L/E____________________ R/E_______________________ Blood Pressure – Systolic ________________ Diastolic____________________ ECG_____________________________ Mark of identification _______________________________________________ Any Abnormality ___________________________________________________ Recommendation of Fit / Unfit for the job Medical officer 97
  • 98. Date: SIGNATURE OF MEDICAL OFFICER Ref. No. : Date: __________ Sir / Madam, OFFER OF APPOINTMENT With reference to your application and subsequent interview, we have pleasure in offering you an appointment on the following terms and conditions: 1. This appointment will take effect from the date you join and you will be on probation for a period of six months. 2. You will be ranked as ___________classified as _____________and designated as ___________________ in _____________department. 3. You will be paid a basic salary of Rs.__________________ (Rupees __________ only) per month. Detailed remuneration is as per annexure-A. 4. No notice period from either side is required during the probation period. However, subsequent to confirmation, this appointment is terminable either by the company or yourself after giving ___________ month’s notice for every completed year of service subject to a minimum of one _____________ and a maximum of ____________ month’s notice or payment in lieu thereof. 5. You will automatically retire from the services of the company on attaining the age of superannuation i.e. 58 years as per rules of the company. 6. This appointment is subject to your being related to any Director of the company within the meaning of section 314 of the companies act, 1956. A list of directors of the company is attached. 98
  • 99. 7. This appointment is subject to your being found and remaining medically (physically and mentally) fit by our medical Officer. 8. The general terms and conditions of employment are as per Annexure-B, which may please be read. Please return the duplicate copy of this letter of appointment, duly signed by you. Thanking you, Yours faithfully, SIGNATURE OF AUTHORISED OFFICIAL DETAILS OF REMUNERATION Mr. /Ms.____________________________ Will are entitled to the following, as per rules of the Company; 1. Basic Salary of Rs.________________(Rupees________ Only) per month. 2. Special Allowance of Rs___________________ (Rupees ________________ only) per month. 3. House Rent Subsidy of ___________ % of your monthly Basic Salary. 99
  • 100. 4. Conveyance subsidy of Rs.__________________________ (Rupees ____________ only) per month for running and maintenance of self-owned two wheeler car, 5 House Furnishing Subsidy of Rs.______________________ (Rupees ____________ Only). 6 Medical subsidy of 11/2 months basic salary per annum. 7 Leave travel assistance of one month’s basic salary per annum. 8 Incentive / Reward will be as per rules of the company. 9 Bonus, provident fund, gratuity, leave facility, retirement as applicable to other officers of your rank. (SIGNATURE OF AUTHORISED OFFICIAL) REIMBURSEMENT TO CANDIDATES CALLED FOR INTERVIEW The following guidelines are hereby issued for reimbursement of fare to outstation candidates called for interview: S. NO. Classification Operating Level Mode to Travel 1 Supervisor/section II 1st /class /IIAC/ Incharge (Executive to Share Taxi/ Deluxe Joint Manager) Bus 2 Functional Head/HOD III II AC to Air/ Taxi (Addl. Manager to DGM) 3 Unit Chief (GM to VP) IV Economy Class Air / 100
  • 101. AC Pvt. 4 Business Chief (VP to Sr. V Economy Class Air / VP) AC Pvt. ENTITLEMENT FOR OUTSTATION CANDIDATES  In case a candidate travels by his/her own conveyance the reimbursement will be at actuals subject to maximum of fare equivalent to IInd AC Rail Fare.  No local travel will be reimbursed in any case. BOARDING/ LODGING  In case candidates are required to stay in connection with the interview process, Functional Head-HRD will make arrangement for Boarding/Lodging of candidates appropriate to their entitlement under TA rules. APPROVAL OF CLAIMS  For operating levels I & II reimbursement of fare to candidates called for interview will be at the discretion of Functional Head-HRD.  Reimbursement will be made strictly against production of documents and the same shall be specifically mentioned in the interview call letter. However in cases where the candidates are unable to produce the documents, the Functional Head HRD, if convinced about the genuineness of the case, can ignore the submission of document. TEARMS AND CONDITIONS OF APPOINTMENT 1. You will have the responsibility for efficient, satisfactory and economical operations in the areas of responsibility that may be assigned to you from time to time. 101
  • 102. 2. The management may place you anywhere in India or Abroad, as it may consider necessary, at its sole discretion, from time to time subject to the provision that your remuneration and facilities will not be adversely affected. 3. Company personnel are whole-time employees and accordingly you will not undertake any Business, work or public office on payment of otherwise, except with the prior written permission of the management. 4. You will not divulge to any unauthorized person, nor use for any purpose, other than the Company’s (or it’s Associate) operations, plans, know-how etc. that you may come to know as an employee of the company. 5. Unauthorized absence without prior sanction of leave or overstaying sanctioned leave period, for a period of eight days or more will result in automatic striking off your name from the rolls of the company, without any reference to you, amounting to loss of lien of employment, and termination of the contract of appointment. 6. You will act within the framework of organizational structure, policies, rules and code of conduct as laid down by the management from time to time. INDUCTION JOINING FORMALITIES The new joinee will be required to fulfill the following joining formalities:  Provident Fund, including Family Pension Form( Declaration, Nomination and Transfer Form)  Gratuity Nomination Form  Block Personal Accident Insurance Form  Med claim Insurance Form (wherever applicable)  Income Tax Declaration Form  Declaration Form (Section 314, Indian Companies Act) The new joinee will be required to submit the following documents/certificates: 102
  • 103.  Medical Fitness Certificate  Proof of Age  Certificates of Academic/Professional Qualification (Originals with one set of photocopy. Originals to be returned after verification)  Proof of Past Employment (Relieving Certificate /Pay slip) The Functional Head-HRD can condone submission of testimonials related to Salary, Relieving Letter and No Objection Certificate from the previous employer. EMPLOYEE IDENTIFICATION HRD department will allot/arrange for allotment of the following to the new joinee:  Employee Code No. /Department Code No.  Attendance Card  Identity Card The new joinee will be required to open a Bank Account and give the Account Number to the Accounts Department and URD Department. JOINING REPORT  HRD Department will circulate the joining Report, in the prescribed format, of new joinee to Unit Chief, HOD, Accounts Department, Administration Department’ Attendance Office. Format of the joining Report will be Business specific.  Administration Department will arrange for suitable sitting arrangement, provision of telephone line, stationery, etc. wherever required. EMPLOYEE HAND BOOK  HRD Department, in consultation with HOD/Unit Chief/Business Chief, will make out a formal Orientation Programme / Induction Training suited to the requirement of job of the new joinee. It will be the responsibility of HRD Department to ensure that Induction Programme is properly conducted in terms of 103
  • 104. contents, time and schedule and proper attention is paid by the officer concerned detailed to brief the new joinee.  It will be responsibility of the Functional Head-HRD to ensure that the new joinee is explained about his job responsibilities, reporting relationships and operational delegation (wherever required) before he/she reports at his/her place of working. ADVANCE LEAVE AT THE TIME OF JOINING  A new joinee, on request, will be allowed advance leave required for shifting his family/settling down at new locationl provide such leave(s) could be adjusted from his/her leave entitlement for the year. Unit Chief/Business Chief will be authorized to sanction advance leave(s) on the recommendation of Functional Head-HRD. RECRUITMENT POLICY OBJECTIVES The objectives of this policy are to:  Fill up the gaps on the basis of manpower need assessment, so as to maintain requisite skill inventory at all levels of officers.  Aim for an energetic and enthusiastic workforce within innovative approach to work. Recruiting fresh talent fro m reputed institutes and encouraging growth from within would achieve this. POLICY  All recruitment to be undertaken within the approved manpower budget.  Recruitment to be made at entry levels only except for positions where requisite skills are not available internally.  For filling up the vacancies occurring in the organization, the sourcing would be undertaken from: I. INTERNAL 104
  • 105. a) Within the Unit b) Within the Group/Sister Companies (through HRD Department of Unit concerned) II EXTERNAL a) Campus in case of entry level only) b) Net surfing c) Consultants/placement agencies d) Advertisements e) Employment Exchange (statutory requirement) f) Head Hunting for Senior positions only g) Employee referrals  Standard Selection/Rejection criterion shall be employed s per annexure.  For officer level, blood relations to be taken only with specific approval if CMD  There shall be a common interview Board comprising members from different Businesses for selection at senior level positrons ( Managers & above)  Working knowledge on computers shall be essential fro selection  Employee recruited upto the level of Manager shall have approbations period for minimum of six months.  Those who are not covered under the clause of probation, performance shall be reviewed at the completion of first six months by the selection board to be constituted for this purpose.  Selected candidates shall be issued an “Appointment Letter” containing terms and conditions of employment will be released at the time of joining. SELECTION PROCESS A) FOR TRAINEES (SEE RELEVANT SCHEMES) B) FOR OFFICERS I. REQUISITION FORM 105
  • 106. The department where the vacancy has occurred shall send a requisition form as per the laid down format to HRD Department. II. SOURCING Internal /External: As laid down in the policy. III. CRITERION FOR REJECTION/SELECTION a) When the HRD Department receives application, they shall forward the same to user department to separate out the eligible applicants, as per the job specification. b) HRD Department will issue preliminary interview call letters to short listed candidates. 1. WRITTEN TEST In case of junior level or where the applications are received in large numbers, Aptitude Test/ Job Test/ Computer Skills Test / Psychometric Test to be taken. 2. INTERVIEW BOARD The constitution of interview board shall depend upon the level of the post for which the selection is being done. The interview board shall include. PRELIMINARY INTERVIEW FOR MANAGERS & ABOVE FOR OTHER CATEGORIES Unit Chief Functional Head /HOD Functional Head /HOD Functional Head /HRD Functional Head /HRD FINAL INTERVIEW FOR MANAGERS & ABOVE FOR OTHER CATEGORIES Business Chief Business Chief 106
  • 107. Unit Chief Unit Chief Functional Head Concerned Functional Head-HRD Functional Head-HRD Functional Head-Sister Units 3. INTERVIEW PROCESS SHALL CONSIST OF THE FOLLOWING SIX PHASES PREPARATION Strategy to employ what information to seek, and what questions to ask. The interviewer can write out the questions in advance, o that he does not omit any. ESTABLISHING RAPPORT Establishing a friendly relationship with the applicant is important to make a candidate feel comfortable and at home. Topics of mutual interest may make him relaxed. SEEKING AND GIVING INFORMATION Information like future prospects of the job, facts about the organization, facilities, etc. must be given, as the candidate is also reaching a decision. CONTROLLING THE INTERVIEW To ensure adequate coverage of each phase of the applicant’s background and to provide balance in discussing each phase to use the time fruitfully. CLOSING THE INTERVIEW The interview should be closed when it has accomplished its purpose. EVALUATING THE INTERVIEWEE 107
  • 108. As the applicant is being evaluated during the interview, a careful rating should take place. Reactions should be written down at once, in order to make the most of fresh information and impression. 4. INTERVIEW REPORT HRD Department will prepare a formal interview report of the selected candidates. The selected candidates then will be called fro finalizing the terms and conditions of appointment. 5. VERIFICATION OF CREDENTIALS INFORMAL HRD Department shall ensure informal reference checks of the selected candidates before issuing of the `Letter of Intent` FORMAL After the selected person joins, a formal questionnaire shall be sent to his former employer for credentials verification. In cases where the response is not received from the previous employers or there is a case fro further investigation the job shall be assigned to an outside agency. 6. OFFER OF INTENT Once the terms and conditions are agreed upon, the selected candidate shall be issued a “Letter of Intent” 7. MEDICAL EXAMINATION The selected candidates shall be asked t undergo medical examination by the company doctor to obtain detailed information about the medical fitness of the 108
  • 109. candidates. If any abnormalities found, its nature shall be conveyed to the Unit Chief of unit for suitable decision in the matter. FINAL SELECTION On final selection the candidate shall be asked to submit testimonials, last drawn salary certificate/pay slip, birth certificate, experience certificate, reference letter, no objection certificate, relieving letter etc. the appointment letter shall e issued only after submitting all the above documents. The Functional Head-HED can condone submission of testimonials related to salary, relieving letter and no objection certificate from the previous employer. SUCCESSION PLANNING POLICY OBJECTIVES The objectives of this policy are to:  Reduce the vulnerability of the organization.  Identify & develop suitable back ups for all HODs and above positions.  Identify a plan of growth & development for potential successors for key positions through: a. Training inputs b. On the job training c. Feed back d. Efforts for self-development by concerned employees.  Prepare persons identified for taking on higher responsibility as and when need arises. POLICY  Job Description shall be in place for all HOD`s as per the standard format. 109
  • 110.  Skill inventory to be undertaken for all functions annually to identify skill gaps in various departments.  Identification of successor is not available within the same function by comparing the skills available and required for the position as per laid down procedure.  Incase successor is not available within the same function; identify potential candidates from other functional areas who can be moved to concerned function.  It shall be the responsibility of the concerned Unit Chief/Business Chief/HRD Department to implement the developmental plan identified for the potential successor. The initiatives taken for the development of the identifies successor by the concerned HOD shall be one of the key criteria for evaluation of his/her HOD`s performance.  The Assessment Committee comprising of Business Chief, Unit Chief and HRD Chief shall hold the review of developmental action plan of the successor on a half-yearly basis. The review shall also be present in such meetings.  There shall be a well laid down Development Action Plan to equip those identified as successor.  To maintain a reservoir of skills in the trainees category both for Commercial and Technical streams and provide them cross functional exposure to make them multi-skilled. These trainees should be groomed for taking on higher responsibilities and to act as safety cover of sudden loss of critical skills.  To develop back ups from cross-functional areas fro HOD`s position. These back ups shall officiate during the absence of HOD`s.  In case no suitable person is available from internal sources and the present incumbent is due for retirement, the external recruitment should be done not earlier than 2 years of the present incumbent’s date of retirement. During this period the successor shall act as an understudy for 1 year with specific responsibilities to be assigned to him/her. All decisions during the last six months shall be taken jointly by both of them. QUESTIONNAIRE (OPEN ENDED) 110
  • 111. Q1 What are the external sources used in your company? Q2 What are the internal sources used in your company? Q3 What type of interview pattern you follow? Q4 What type of different tests you prefer to give the candidates? Q5 Who are your competitors? Q6 Are you satisfied with the procedures and the policies of the recruitment followed here? Q7 What is the general recruitment and selection process followed in your company? Q8 What is the qualification required for the worker class? Q9 In case of rehiring do you offer the same salary, as to the permanent one? Q10 What about the cost per hiring here? Q11 What they basically prefer internal or external recruitment? Q.12 What is the ratio of employee joining and leaving the organization? Q.13 What are the reasons that the employees are leaving the organization? Q.14 Is recruitment positive and negative process? Q.15 Is selection positive and negative process? BIBLIOGRAPHY 111
  • 112. • BOOK ON RECRUITMENT & SELECTION BY GARETH ROBERTS. • BOOK ON HUMAN RESOURCE BY L.M.PRASAD. • BOOK ON HUMAN RESOURCE BY ASHWATHAPA • BOOK ON RESEARCH METHODOLOGY BY C.R.KOTHARI. • COMPANY WEBSITE: www.radicokhaitan.com • OTHER WEBSITES: www.google.com , www.msn.com, • HR Related web site www.hprofesser.com 112

×