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    recruitment and selection recruitment and selection Document Transcript

    • Executive summary: Ispat was planned with an aim to provide the best and increase their customer base. Ispat was the member of LNM group. And as such it came up as Ispat Indo in 1976 in Indonesia as Greenfield site with a planned production of 65,000 metric tonnes of bars per annum. Ispat Industries Ltd. is the flagship of the Ispat Group. Its core competence is the production of high quality steel at its integrated steel plant, “Geetapuram”, at Dolvi in Raigad district and at Kalmeshwar in Nagpur district, both in Maharashtra state (India). One of the Top 20 Industrial Houses in Corporate India & Professionally Managed Organization is the 6th largest company in terms of Fixed Assets. Six manufacturing facilities spread over four States in India. ISPAT GROUP OVERVIEW Set up the world’s largest & most efficient single module sponge iron (DRI) plant operating at 110% capacity in the first year of operation itself. First Indian company to set up a continuous galvanizing line for thin gauge sheets and a colour coating line for manufacture of colour coated (steel) sheets. Unique global distinction of marrying latest technologies in steel-making (thin slab casting technology with the Conarc. process). Technology-intensive conglomerate.
    • Clearly a competitive advantage in today's turbulent employment environment is not achieved easily. Building a stable workforce takes considerably more than just throwing money at people or giving them use of a fancy car. There's more involved than just a lot of aggressive recruiting or strong attention to retention. To achieve workforce stability, with all its financial and operational advantages, employers must invest energy in resources in a range of discrete strategies. When woven together, these various aspects create a comprehensive model for building and maintaining that coveted condition of a solid, stable workforce that drives more dollars to the bottom line.
    • Milestones Since its inception, the Ispat Group has been moving from strength to strength, consistently breaking new grounds and spearheading new developments in iron and steel. Ispat Industries, the flagship of the Ispat Group, has taken expansive technological strides to emerge as one of India’s leading manufacturers of quality steel products. In the process, the company and its parent Group have achieved many firsts in the steel sector and swept past a host of memorable milestones. 1952 Mr M L Mittal, the founder chairman of the Ispat Group, begins his foray into the iron and steel business with the takeover of an ailing rolling mill in Calcutta, India. The plant is turned around and later sold off. 1953 A combination of technological vision and management leads Mr M L Mittal to experiment with an electric arc furnace at a steel plant in Vizag, India. Spotting emerging trends in steel-making technology, he establishes nine such greenfield plants in India. Soon, he acquires the necessary licence and takes over TOR Steel.
    • 1974 Mr M L Mittal enters the international steel arena by setting up PT Ispat Indo in Indonesia. He christens his steel-making Group as ‘The Ispat Group’. In the Hindi language, ispat means steel. 1980 This decade witnesses a series of acquisitions around the world and hectic expansion in India. The Ispat Group takes over the Iron & Steel Company of Trinidad and Tobago, Sidemgical Del Balsar SA, Mexico, and additional units in Canada, Germany and Ireland. In India, the Group sets up the first thin gauge galvanised sheet unit, a specialty mini-mill to make rails and structurals - Ispat Profiles, and a cold rolling complex at Nagpur. 1985 Nippon Denro Ispat Limited, now known as Ispat Industries (IIL), is established and it rapidly emerges as the largest manufacturer of galvanised steel products in the private sector. 1988 To better provide steel solutions to an increasingly sophisticated marketplace, IIL sets up a highly advanced cold rolling reversing mill, in collaboration with Hitachi of Japan, to manufacture a wide range of cold rolled carbon steel strips.
    • 1988 IIL installs a colour coating line – the first of its kind in India – for the manufacture of pre-painted colour steel sheets. 1994 Business interests within the Ispat Group are demarcated. The eldest son, Mr L N Mittal continues to manage the international operations while Mr Pramod Mittal and Mr Vinod Mittal, the younger brothers focus on steel and other businesses in India. 1994 IIL commissions the world’s largest gas-based single mega module plant for manufacturing direct reduced iron (sponge iron), at its Maharashtra-based Dolvi plant. Within three months, the plant exceeds its capacity of 1 million tonnes per annum (MTPA) of high quality DRI. 1995 A 1.5 MTPA hot strip mill with Continuous Strip Processing (CSP) technology is installed at Dolvi. A mechanised multi-functional jetty situated close to the plant facilitates the automation of raw material handling.
    • 1998 A world-class integrated steel plant for the production of hot rolled coils is launched, armed with cutting edge technologies, such as the Conarc Process for steel making and the Compact Strip Process, both introduced for the first time in Asia. 2000 The new millennium is witness to the erection and commissioning of a 2 MTPA b last furnace at the Dolvi steel complex in record time. And the saga has just begun…
    • Vision Ispat would like to be a knowledge-based organization that continuously achieves economic value for stakeholders by optimizing resources through operational excellence, enabled by technology and driven by continuous innovation to meet customer satisfaction. Mission To attain and maintain market leadership through technological and product superiority, at a competitive cost, to maximise value-addition.
    • Recruitment Recruitment is the development and maintenance of adequate manpower Recruitment is an important part of a business' human resource planning. In all businesses, people are a vital resource - and they need to be managed as such. The overall aim of the recruitment and selection process is to obtain the number and quality of employees that are required in order for the business to achieve its objectives. Sources: The function of recruitment is to locate the sources of manpower to meet job requirements and specification. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. Recruitment has been regarded as the most important function of personnel administration. Unless the right type of people is hired, even the best plans, organization charts and control systems will be of no avail. A company cannot prosper, grow, or even survive without adequate human resources.
    • Recruitment Purpose  Determine the present and future requirements of the organization in conjunction with the personnel planning and job analysis activities.  Increase the pool of job candidates with minimum cost.  Start identifying and preparing potential job applicants who will be appropriate candidates.  Increase organizational and individual effectiveness in the short and long-term.  Meet the organization’s legal and social obligations regarding the composition of its workforce.
    • Recruitment Process To be successful, the recruitment process must follow a number of steps. These are: • Defining the job • Establishing the person profile • Making the vacancy known • Receiving and documenting applications • Designing and using the application form • Selecting • Notification and final checks • Induction
    • Methods and Techniques of Recruitment There are types of recruitment method-  Direct Method: The most frequently used direct method is at schools, colleges, management institutes and university departments. The organizations have definite advantages through campus recruitment. First, the cost is low; second, they can arrange interviews at short not the most ice; third, they can meet the teaching faculty; fourth, it gives them an opportunity to “sell” the organization to a large student community seeking campus recruitment.  Indirect Method: The most frequently used indirect method or technique of recruitment is advertisement in publications such as newspaper, magazines and trade journals as well as technical and professional journals. The choice of media, place and timing of the advertising and appeals to the reader, all determine the efficacy of advertisements. A useful advertisement has to give a brief summary of the job; a summary of the organization covering product/service, size, type of industry, profitability, expansion programmes; and an offer of compensation package. The advertisements should indicate information about the organisation and the job providing opportunity to the potential candidates to contact the recruitment office in confidence.  Third- Party Methods: The most frequently used third-party methods are public and private employment agencies. Public employment exchanges have been largely concerned with factory
    • workers and clerical jobs. They also provide help in recruiting professional employees. Private agencies provide consultancy services and charge a fee. They are usually specialised for different categories of operatives, office workers, salesman, supervisory and management personnel. Internet recruiting is an emerging field and therefore relatively few corporations have gathered substantive data at this point. Companies are successfully attracting a high promotion on-line resumes, even for non-technical positions, because increasing numbers of job seekers are turning to the internet. Internet Recruiting: The internet is playing a more important role in recruitment. Websites can provide internet users with information on the type of work the company is involved in and the job opportunities that are available. Interested parties can respond by e- mail. This has the advantage of a quick turnaround time and reduces the amount of paperwork that would normally be associated with written job applications. Further the internet allows an organisation to reach a larger and broader range of applicants than traditional methods. The majority of companies involving in active Internet recruiting believe that it helps them to attract better quality applicants, given that internet users tend to better educated and obviously more computer literate than non-users. Executive Search Executive search is a planned, systematic and persistent campaign designed to determine and evaluate candidates’ proven ability, with the experience, knowledge, specific skills and the personal qualities required. It requires detailed knowledge of the industrial,
    • business and functional areas from which to select a group of potential candidates. From time-time most employers face a deficiency of a suitably qualified managerial staff to meet the needs of the growing organisation. When filling top-level positions, many organisations use management consulting firms that specialise in the recruitment of executive personnel. They find and screen candidates, check references, and present the most qualified candidates. If the search firm is chosen wisely, company time and money will actually be saved Assessment and Improvement of Recruiting The recruitment activity is supposed to attract the right people at the right time. It is concerned with attracting those whose personalities, interests and preferences will most likely to be matched by the organisation and who have the skills, knowledge and abilities to perform adequately. Apart from looking at qualifications and experience, other personalities traits like eagerness to learn and adapt, independence and creativity are just as important. Besides having a logical and analytical mind, they have to be willing to try and not to be afraid of failure. Manpower managers must constantly review and improve methods of recruitment and sources of manpower supply. However, most managers fail to develop a long-range recruiting programme through careful assessment. The evaluation procedure consists of assessing the existing employees in terms of their job success, determining the sources from which “good” and “poor” employees come from and that of the method used. Manpower managers should also attempt to improve their recruitment system. Further, recruitment activity should be integrated with the human resource plan of the organization.
    • Employee Retention Everyone knows that retaining top talent is essential to organizational success. How to succeed in Employee Retention . To maintain a stable workforce, employers must deliberately engage in retention activities. These efforts range from re-recruiting interviews to family activities and individualized compensation packages. People need to feel wanted, valued, appreciated. They want to do meaningful work and have some say in how their jobs are designed, managed, and measured. Today's employees want to be stable, but are often "chased out" by those who are more concerned with power and position than with caring for people. A Changing Work Force and Workplace Fundamental changes are taking place in the work force and the workplace that promise to radically alter the way companies relate to their employees. Hiring and retaining good employees have become the chief concerns of nearly every company in every industry. Companies that understand what their employees want and need in the workplace and make a strategic decision to proactively fulfill those needs will become the dominant players in their respective markets. The fierce competition for qualified workers results from a number of workplace trends, including:  A robust economy
    •  Shift in how people view their careers  Changes in the unspoken "contract" between employer and employee  Corporate cocooning  A new generation of workers  Baby boomers striking out on their own after hitting corporate ceilings  Changes in social mores  Life balance Concurrent with these trends, the emerging work force is developing very different attitudes about their role the workplace. Today's employees place a high priority on the following:  Family orientation  Sense of community  Quality of life issues  Volunteerism  Autonomy  Flexibility and nonconformity To hold onto your people, you have to work counter to prevailing trends causing the job churning. Smart employers make it a strategic initiative to understand what their people want and need -- then give it to them.
    • Five Strategies for Retaining Employees Retaining employees and developing a stable work force involves a two-step process -- understanding why employees leave in the first place, and developing and implementing strategies to get them to stay. Employees leave jobs for five main reasons:  Poor working conditions  Lack of appreciation  Lack of support  Lack of opportunity for advancement  Inadequate compensation Overcoming these reasons requires the implementation of five distinct categories of retention strategies:  Environmental strategies create and maintain a workplace that attracts, retains and nourishes good people.  Relationship strategies focus on how you treat your people and how they treat each other.  Support strategies involve giving people the tools, equipment and information to get the job done.  Growth strategies deal with personal and professional growth.
    •  Compensation strategies cover the broad spectrum of total compensation, not just base pay and salary. Top Tips for Retaining Employees To retain their employees, companies should implement the following best practices:  Hire right to begin with.  Engage in longer orientations with new employees.  Live the values.  Use creative rewards and recognition.  Create annual personal growth plans for each employee.  Consider non-compete agreements.  Recruiter-proof your company.  Make it easy for people to get their jobs done.  Do corporate succession planning.  Conduct exit interviews with employees who resign. Retaining Key Employees By focusing on key players who truly make or break your business, you can get the most leverage from your employee retention efforts. Retaining key employees requires a five-step process:  Identify key employees and positions.  Know what motivates your key employees on an individual level.
    •  Provide a deferred compensation plan.  Monitor and manage key employee performance.  Review key employees annually. Using Benefits as an Employee Retention Tool Employee benefits provide a powerful tool for attracting and retaining top-notch employees. To design a retention-oriented benefits program, use the following steps:  Create a benefits mission statement.  Identify your audience and their specific benefits wants and needs.  Define a benefits budget that fits within the financial constraints of the company.  Give employees as much control as possible over their benefits.  Communicate the plan. Creative Rewards and Recognition  Reward people for specific behaviors/results.  Make your rewards program simple and easy to understand.  Get employees involved in designing and running the program.  Make it fun!.
    • Recruitment Process of ISPAT industries LTD. Quick Reference - Overview of the Steps in the Recruitment Process for Staff Positions and Identification of the Responsible Party Guidelines • Getting The Job Posted • Advertising • Receiving Applications and Resumes • Screening Applications and Resumes • Interviewing Candidates • Checking References • Requesting The Hire Of The Final Candidate and Submitting Additional Required Information • Approving The Hire Request • Extending Job Offers • Completing The Administrative Processes Following The Acceptance Of A Job Offer
    • I. GETTING THE JOB POSTED Necessary Paperwork: To begin the process of recruiting for a vacant position, complete a Recruitment Action Request (RAR) form for the position to be posted. All completed RARs must have the necessary signatures based upon established departmental approved mechanisms. In addition to completing a RAR, a Hire and Classification Justification (HCJ) Form must be completed. Confirmation of Posting: Once a position is posted on the Staff Employment Opportunities Listing, SCS sends the hiring department contact an e-mail confirming the position has been posted and provides pertinent information regarding the recruitment process, including the name of the Staffing and Compensation Specialist assigned to assist the department with filling the vacancy.
    • II. ADVERTISING All advertising for staff positions must be coordinated with and approved by SCS, whether it be in a newspaper, in a professional journal, on an employment website, a List Serve, or some other format. The Staffing and Compensation Specialist assigned to the vacancy will advise the hiring department on the most effective sources for attracting a qualified pool of diverse candidates and filling the vacancy. The Staffing and Compensation Specialist will draft the ad and provide the hiring department with a copy for review and concurrence prior to placement of the ad. If the hiring department prefers to draft the ad, a copy of the draft must be submitted to the Staffing and Compensation Specialist for review. The Staffing and Compensation Specialist may modify the ad to ensure consistency with University advertising standards and/or to further encourage interest and response to the vacancy. All edits made to a draft submitted by the hiring department will be reviewed with the hiring department prior to the placement of the ad.
    • The Staffing and Compensation Specialist will be responsible for the placement of all ads, unless the selected venue requires a membership that SCS does not possess. These types of memberships typically apply to profession specific associations and List Serves. In these cases, the hiring department may place the ad with the venue after the Staffing and Compensation Specialist has approved the placement of the ad. Hiring departments are responsible for paying for employment advertising for vacant positions in their departments. SCS will pay for advertising that is periodically initiated by SCS in order to bring in a qualified pool of diverse candidates for positions that are found University-wide and for which there are multiple vacancies (i.e. ads for Secretary, Executive Aide, Executive Coordinator). Job fairs are another means of promoting, or "advertising," employment opportunities at the University. Each year, SCS participates in several comprehensive job fairs organized by external organizations. SCS also works with individual GW departments in conducting job fairs for University positions that are difficult to fill. Hiring department involvement in a job fair, whether it is arranged by an external organization or one developed internally, must be coordinated with SCS.
    • III. RECEIVING APPLICATIONS AND RESUMES Resumes submitted online by external job seekers and Employee Transfer Applications, and accompanying resumes, submitted online by internal job seekers via the Staff Employment Opportunities Listing will be electronically transmitted simultaneously to SCS and the hiring department. In order to ensure appropriate applicant tracking, resumes or applications submitted via mail, fax or walk-in must be submitted directly to SCS. Hard copy resumes or applications that a hiring department receives directly from a job seeker must be forwarded to SCS immediately upon receipt. Resumes and applications received by SCS via mail, fax or walk-in will be forwarded to the hiring department within one business day of receipt.
    • IV. SCREENING OF APPLICATIONS AND RESUMES Who Is An Applicant: The hiring department is responsible for screening all applications and resumes received from SCS to determine if an individual applying for the vacant position can be considered an applicant. An applicant is an individual who submits an application and/or resume or curriculum vitae to SCS in response to an announced position and meets the stated minimum qualifications of the announced position contained in the classification description or job announcement. Individuals who do not meet the definition of an applicant may not be considered a candidate for the position.
    • Employment Tests: Applicants for positions requiring typing/keyboarding skills are required to take the GW-approved typing test, and individuals must be referred to the Staffing and Compensation Specialist assigned to the vacancy for administration of the test. Federal law requires that employment test be job related and valid predictors of job performance. Currently, the Department of Human Resource Services only administers a general typing test. Any other employment tests must be approved by the Office of Equal Employment Opportunity and must be administered by the Department of Human Resource Services. For example, if a hiring department wants applicants for an Accounting Analyst vacancy to create a spreadsheet using Excel as part of the screening process, the hiring department must consult with the Office of Equal Employment Opportunity to determine if this test is appropriate and whether it may be administered. Who Is A Candidate: A candidate is an applicant who meets the stated minimum qualifications for an announced position and receives consideration for employment by the hiring department. Evaluations made in determining who is a candidate must be based on job-related criteria and departmental needs.
    • V. INTERVIEWING CANDIDATES The hiring department is responsible for interviewing candidates. It is vital that all employment interviews are conducted fairly and consistently. All interview questions must be relevant to the performance of the job for which the candidate has applied.
    • VI. CHECKING REFERENCES Required References: The hiring department is responsible for checking references. References are a means for employers to validate information provided by the candidate on their resume and application, and to obtain information regarding the candidate's work performance. References must be obtained for the final candidate if the individual is an external candidate. A minimum of two references must be obtained: the final candidate's current employer and the individual's second to last employer.
    • References are not mandatory for internal candidates. However, hiring departments are encouraged to obtain at least a reference from the internal candidate's current supervisor. Obtaining Consent From The Candidate: Consent must be obtained from the candidate to contact his or her references. For external candidates, this consent is obtained via the Employment Application. For internal candidates, this consent is obtained via the Employee Transfer Application. Obtaining The References: Discuss with the candidate how best to approach the process, as each may have a different need for confidentiality. In particular, please make sure the candidate has indicated that their present employer may be contacted before proceeding to obtain references from the present employer (this information is located under the "Work Experience" section of the Employment Application and under the "Current GW Work Experience" section of the Employee Transfer Application.). If the candidate has indicated his or her present employer may not be contacted, please call the Staffing and Compensation Specialist assigned to the vacancy for advice on handling this type of situation. Only contact references of the candidate to whom you plan to extend a job offer, bearing in mind how awkward it might be for a
    • candidate to have his or her current supervisor contacted, only to be turned down by the hiring department. If the hiring department has any concerns regarding SCS approval of the final candidate's hire, please discuss the matter with the Staffing and Compensation Specialist assigned to the vacancy prior to conducting the reference checks. VII. REQUESTING THE HIRE OF THE FINAL CANDIDATE AND SUBMITTING ADDITIONAL REQUIRED INFORMATION Receipt of the required documentation in HRS Staffing and Compensation Services (SCS) is essential to assist in the University’s compliance with District of Columbia and federal record-keeping requirements. The chart below identifies the materials that must be submitted to SCS when requesting the hire of the final candidate.
    • Please review this chart very carefully as the required documentation will depend, in some cases, on the method of receipt of a resume and/or application by a hiring department (i.e. electronic or hard copy). The chart identifies the minimum required documentation. If a hiring department wishes to submit resumes and applications to SCS for all categories of individuals who applied for a position, they may do so. VIII. APPROVING THE HIRE REQUEST SCS places a high priority on requests for hire so that job offers may be extended within one business day, or less, of receipt in SCS of all required information. The review process may take longer if the hiring department does not return the required documentation to SCS or there is a concern or problem about the hire request. For example, questions may arise regarding the individual's qualifications or the salary requested.
    • When reviewing hire requests, the Staffing and Compensation Specialist assigned to the vacancy will review all the documentation returned as well as the following:  The candidate's qualifications in comparison to others who applied for the position.  The proposed salary in relation to place in the grade range and the candidate's qualifications in comparison to the entry-level (minimum) qualifications.  Departmental salary equity issues.  Institutional salary equity issues.  Prevailing market salaries. The Staffing and Compensation Specialist then recommends the approval or disapproval of the hire request, with explanatory comments. The Staffing and Compensation Specialist will consult with senior HRS management, as needed, before providing final notification to the hiring department on the status of the hire request.
    • IX. EXTENDING JOB OFFERS Posting Requirements: Vacant positions must be posted on the Staff Employment Opportunities Listing for at least three workdays before the department can extend a job offer (i.e. the earliest a job offer can be extended, after the appropriate recruitment process outlined in this document has been followed, is the Thursday morning following the Friday posting of the position). Extending The Job Offer: After SCS has notified the hiring department, via e-mail, that the salary level has been approved, the department may extend the job offer. (If the hiring department prefers that SCS
    • extend the job offer, this must be arranged with the Staffing and Compensation Specialist when the hire request is submitted to SCS.) The hiring department, in extending the job offer, may not exceed the salary level approved by SCS. If the hiring department finds that further salary negotiations with the candidate are necessary, the revised salary level must be reviewed with, and approved by, SCS before any commitments are made to the candidate. When The Job Offer Is Accepted: If the job offer is accepted by the candidate, there are important administrative steps that the Staffing and Compensation Specialist must coordinate with the candidate to finalize the hiring process. These steps, which are described in more detail below, include entering the candidate in the University's information system, arranging for attendance at New Employee Orientation, and sending a letter-confirming acceptance of the job offer. It is the hiring department's responsibility to instruct the candidate, upon his/her acceptance of the job offer, to contact the Staffing and Compensation Specialist within one business day of their acceptance of the job offer. The hire is not final until the candidate contacts SCS. The hiring department is also accountable for notifying the Staffing and Compensation Specialist, via e-mail, of the candidate's acceptance of the job offer and if a salary range was originally identified on the Recruitment Disposition Form for the proposed salary, the e-mail must include the salary level that was accepted by the candidate.
    • When The Job Offer Is Declined: If a candidate declines the job offer extended by the department, it is the hiring department's responsibility to notify the Staffing and Compensation Specialist via e-mail. X. COMPLETING THE ADMINISTRATIVE PROCESSES FOLLOWING THE ACCEPTANCE OF A JOB OFFER New Employee Orientation: The Staffing and Compensation Specialist enrolls final candidates who accept the job offer, and who are external hires, in the first available New Employee Orientation session upon their employment with the University. Close of the Recruitment Process: Once an individual has accepted a job offer, the Staffing and Compensation Specialist removes the position from the Staff Employment Opportunities Listing. At the close of the recruitment process, SCS sends letters to the unsuccessful applicants, notifying them that another applicant was selected.
    • Retention of ispat employees: In today's competitive business environment it is important to assess not only the competition but successful organizations realize the value of employee assessment surveys to create a work environment that is pleasant, and motivates employees to be committed and effective performers. Employee assessment has identified 15 aspects of an organization's work climate that, if positive, can help retain employees, reduce turnover, and enhance job performance and satisfaction. Employee Surveys from allows you to assess employee opinions about the quality of your work climate and can be used to identify opportunities for improvements. As it is rightly
    • said that its 16 times better to retain an employee than to recruit a new. TheIspat industries Survey is a comprehensive employee survey tool that assesses all 15 aspects of an organization's work climate:  Role-Clarity Assessment: Employee clearly understands their job duties and their role within the organization.  Employee/Management Relations Assessment: Employee relationships with management are based on trust, cooperation, open communication, and employees believe management is effective.  Respect Assessment: Employees value and feel values by their co- workers and the organization.  Communication Assessment:
    • Important information is communicated effectively, and employee believes they have a voice in the organization.  Performance/Reward System Assessment: Employee performance is fairly evaluated, and they are adequately rewarded for their contributions.  Career Development Assessment: Employee is provided with adequate training/development opportunities to improve their professional skills.  Decision-Making/Coordination Assessment: Decision-making, delegation, and coordination are effective. Innovation: Work methods are innovative and employees are encouraged to be creative and express new ideas.  Relationships Assessment: Employee and customer needs are valued by the organization.  Teamwork/Support Assessment: Employee is encouraged to be a team player and is provided the support needed to perform effectively.  Quality of Service Assessment: Employee is proud of the quality of service provided by their work team and the organization.  Conflict Management Assessment: Conflicts are handled openly and fairly and innovative ways of preventing conflicts are used throughout the organization.
    •  Morale Assessment: Employee is motivated to perform well and morale is high.  Direction/Strategy Assessment: Employee understands the direction the organization is headed and the organization's vision and goals ISPAT believes in 4C's Commitment to assess employee engagement, Culture to gauge leadership and accountability, Communications to identify roadblocks to effective management and Compensation to measure employee perceptions of pay and benefits. Procedure of ispat employee survey:
    • Safety Policy Ispat Industries Limited (IIL) firmly believes that health and safety is one of its prime concerns. It is the company's policy that the management shall do all that is reasonable to provide a safe and healthy workplace and make every possible effort to prevent accidents and minimise health hazards in the company's operations, maintenance and other plant activities. To achieve this objective:  IIL will strictly comply with relevant statutory provisions and adhere to various technical codes and standards.  The company has set up a fire and safety department manned by qualified professionals who will be closely associated with the day-
    • to-day operations of the plant, and who will also impart relevant training to the employees. This will ensure that safe, healthy and environment-friendly conditions prevail within the company, and that accidents are prevented.  The company is committed to involving its employees in safety activities through their active participation in safety committees meetings, fire drills and safety week celebrations.  The safety performance of each employee will be evaluated at the time of his or her annual appraisal and career advancement review.  The company will consider safety and health as a primary criterion in the selection and procurement of plant, equipments and materials.  The company shall impart adequate training to employees to improve safety within the company.  The company shall periodically assess the status on safety, health and environment by using various techniques such as safety audits and risk assessments. Hazard Identification To identify the hazards in the day-to-day operations, we conduct internal and external safety audits every year. This year, we conducted internal safety audits through Tata AIG Risk Management Services and IFFCO Tokyo Risk Assessment Services. An external safety audit was also held through M/s K R Bedmutha Asso. Additionally, the company's own officers carry out safety surveys and inspections at regular intervals. Emergency Preparedness
    • To check the emergency preparedness, we conduct mock drills including fire drills at regular intervals. AWARENESS Increased awareness always helps in accident prevention. To make the employees aware of the hazards associated with their work, the company has put up safety instruction boards, posters and slogans at all key locations. Mission To make the company a benchmark in industrial safety by achieving zero accident status through:  Elimination of unsafe conditions and unsafe acts  Training of employees  Increasing awareness  Raising employee involvement Employee Involvement in Safety We firmly believe that safety is a line function and employees are the key to improving it. We involve employees in safety activities through:  Safety committee meetings  Observance of safety week
    • Accident Prevention To minimise the risk of accidents, the following tools are used:  Training  Sound engineering practices  Personal protective equipment  Work permit system  Safe operating procedures  Compliance with statutory requirements Training We firmly believe that safety is a state of mind and that all unsafe behaviour results from a wrong mindset. Training is the best tool available to ensure that employees are armed with the proper mindset. At Ispat, we place great emphasis on safety training. In the past year, we have conducted 74 training programmes for employees covering, about 1500 employees. Survey/Audit Safety audits are conducted through external agencies on a yearly basis and suggestions are implemented immediately. Further, safety
    • surveys are conducted on a monthly basis by the company's safety officers and time bound corrective action is taken. Sound Engineering Practices The plant layout and design are approved by the factory inspectorate. The technology used in the plant is the latest and incorporates many inherent safety measures to safeguard against human errors. Personal Protective Equipments To take care of the dynamic risk arising out of the plant activities, we have provided various Personal Protective Equipments (PPEs) to the employees. Permit-to-Work System One key accident prevention tool is a permit-to-work system. At Ispat, we have successfully launched this system. Any non-regular work carried out in the hazardous areas has to be associated with a work permit. A work permit will not only fix the responsibilities but also clearly spell out the precautions required to be taken while carrying out the job. This has helped us in reducing the rate of accidents. Safe Operating Procedures
    • Any plant-related activity is associated with a safe operating procedure and all the operations staff are required to strictly follow the same. Safety through Total Productivity Management (TPM) We have constituted a Safety, Health and Environment Pillar (SHE Pillar) under TPM and various health, safety and environment-related activities are carried out under this, with the active involvement of plant employees. Safety of Visitors Visitors are in no way considered different from the company employees, as far as safety is concerned. No visitor is allowed to enter the plant premises unless he is escorted by an employee and is wearing adequate safety gear. Statutory Compliance As spelt out in our safety policy, we strictly adhere to the provisions mentioned below: 1. Factories Act 1948 2. Petroleum Act 1934
    • 3. Indian Electricity Act 1910 4. Indian Boiler Act 1923 5. Environment Protection Act 1986 6. Public Liability Insurance Act 1991 7. Motor Vehicle Act 1989 8. Manufacture Storage and Import of Hazardous Material 1989 9. Gas Cylinder Rules 1981. 10. Static and Mobile Pressure Vessel Rules 1981 Achievements 36 out of 40 departments have remained accident-free 50 per cent reduction in accidents as compared to 2001-02 Accident rate reduced to 1.21 from 3.43 (2001-2002) Second lowest in accident indices as compared to similar industries in India (Steel and Power sector) Human Resource Development Policy Human capital is an appreciating asset at Ispat Industries Limited. Our employee skill-sets are our competitive edge along with technological innovation. Our employee skill-sets differentiate us from our competitors. The objectives of our Human Resources Development initiatives are:  To become the Business Partner, thus, not just acquiring skills to solve specific problems, but also expanding minds to address problems and opportunities with a full understanding of cross- functional linkages.
    •  To continue developmental initiatives to harness the total potential of our human capital.  To make Ispat a learning organization for continued success.