Orientation on Recruitment process and talent management, Tata Consultancy Engineers


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The project is a descriptive report of working pattern of TCE under the thematic issues of Human Resource Management. This report entails the deeper understanding of HRM concepts that are practiced and preached in TCE to all, newly recruit or existing personnel. The project begins with a lighter tone of understanding of TCE on a global aspect and to understand where the company stands in market.
The above introduction will suffice to understand how vast is the network of TCE on a global scale and the quality and safety policy that company so firmly adheres to.
The Project entails in depth the Tata Code of Conduct. Tata codes of conducts are guidelines for business ethics that all the employees of the organization and the company adhere to. Ethics are referred as principle which helps in defining the righteous way / actions to be taken in certain situation. TCOC do not define rules to be followed but simple principle that one must take account of.
• Financial Reporting and Records
• Competition
• Equal-Opportunities Employer
• Gifts and Donations
• Government Agencies
• Political Non-Alignment
• Health, Safety and Environment
• Quality of Products and Services
• Corporate Citizenship
• Co-operation of Tata Companies
Further the report continues with manpower planning principles in general and with respect to TCE. Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have fewer opportunities to survive the competition ahead.
It also discusses the necessity and importance of manpower planning, more popularly referred to as Human Resource Planning.
In brief the report inculcated points of explanation for:
• Training and Development
• Performance appraisal
• Grievance Handling
• Welfare Activities

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Orientation on Recruitment process and talent management, Tata Consultancy Engineers

  1. 1. Orientation on Recruitment Process & Talent Management By Pooja Soni IV semester Reg. 12MB9812 GUIDE PROF. AVJEET KAUR Project Report Submitted to the University Of Mysore in partial Fulfillment of requirements of IV semester MBA degree Examination-2014 K.R.MANGALAM INSTITUTE OF MANAGEMENT UNIVERSITY OF MYSORE NEW DELHI-110048
  2. 2. CERTIFICATE T h i s i s t o c e r t i f y t h a t t h e p r o je c t w o r k “ O r i e n t a t i o n o n R e c r u i t m e n t P r o c e s s & T a l e n t M a n a g e m e n t ” i s a b o n a f i d e r e c o r d o f wo r k d o n e b y Pooja Soni u n d e r g u i d a n c e o f M s . Av je e t Ka u r i n p a r t i a l f u l f i l l me n t o f t h e r e q u i r e me n t s f o r t h e p r o j e c t . Ms. Avjeet Kaur (HR Faculty) Date: 30/09/2013
  3. 3. K.R.MANAGALAM INSTITUTE OF MANAGEMENT STUDENTS’S DECLARATION I, Pooja Soni, student of M.B.A, hereby declare that the project entitled, “Orientation on Recuritment Process & Talent Management” submitted in partial fulfillment of the degree for Master of Business Adminnistration to “K.R.MANAGALAM INSTITUTE OF MANAGEMENT” is of my own creation. I further declare, that all the facts and figures used in the project are of my own research and hard work. SUBMITTED BY:Pooja Soni (MBA)
  4. 4. ACKNOWLEDGEMENTS I take immense pleasure in thanking Mr. Ashish Verma, respected Assistant Manager – HR for having permitted me to carry out this project work under the premise of TCE. I will also like to give a special mention to Ms. Avjeet Kaur, respected HR faculty who gave me the opportunity to proceed with the project. Pooja Soni (MBA-4th Semester) Date: 30/09/2013
  5. 5. Index SR.NO CONTENT PAGE NO. 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 Executive Summary Objective of the Report Services offered by TCE Organizational Structure of TCE Vision & Mission Code Of Conduct HR practices in TCE Human Resource Planning Model of HRP System Orientation/Onboarding Recruitment & Selection Process of Recruitment Recruitment at TCE Roles and Responsibility of Engineers TCE HR Interview Questions Talent Management Talent Management Process DFD and ERD for HR activities Suggestion for Talent Management Suggestion on Reducing Recruitment Cost and Improve Recruitment Quality 1 2 3 6 9 9 15 15 17 32 37 42 45 47 48 50 57 74 77 21 Conclusion 79 22 Bibliography 81
  6. 6. EXECUTIVE SUMMARY Tata Consulting Engineers Limited (TCE) is one of India's leading engineering consulting organizations. Established as Tata-Ebasco Consulting Engineering Services in 1962, the company is now a wholly-owned subsidiary of Tata Sons Limited. TCE is ISO 9001 - 2008 certified by Lloyd's Register Quality Assurance.TCE offers a wide range of multi-disciplinary services in project engineering across several sectors. The firm has completed more than 5,000 assignments, including the engineering of several power plants with total installed capacity of over 41,000MW, several large urban water supply and waste water projects (including those for smaller towns), facilities inside battery limits and offsite facilities for several chemical and industrial plants. TCE has always endeavored to provide state-of-the-art technology and costeffective solutions to its clients. This in turn has helped TCE to earn an international reputation and awards for engineering excellence. TCE QSTP-LLC, a subsidiary of TCE established in Doha, Qatar, operates from Qatar Science & Technology Park Free Zone. TCE has successfully carried out several assignments overseas in South East Asia, the Middle East, Africa, Europe, Asia Pacific, Australia and the Americas. TCE has done projects funded by:      World Bank Asian Development Bank United Nations Development Bank Japan Bank for International Corporation United Nation Industrial Development Organization and many more. TCE has highly qualified and experienced professionals on its rolls. Design offices are located in several cities in India - Mumbai, Bangalore, New Delhi, Chennai, Kolkata, Pune and Jamshedpur, a subsidiary office in Qatar and branch offices in the USA and South Africa. TCE brings a set of unique skills and strengths to projects, thus enabling the company to achieve excellence and customer satisfaction in a wide range of industries and business sectors.        Value driven organization Vast experience gained over 45 years. Adaptability to handle diverse projects Large, well qualified and experienced workforce with cross-cultural experience Well established quality system Familiarity with International Standards Strong customer orientation. 1
  7. 7. OBJECTIVES OF THE REPORT: 1) 2) 3) 4) 5) To understand about the organization To understand the internal recruitment process To understand the external recruitment process Learn the importance of Orientation process Understand various Talent Management schemes 2
  8. 8. Services Offered by TCE TCE provides wide range of services with major roles in: TCE operates in multiple roles: For the lender  Lender's engineer For the owner  Owner's consultant  Detailed engineering consultant  Project management consultant  Sub consultant to PMC For the EPC contractor  Detailed engineering consultant  Project Management consultant The range of TCE services covers the entire gamut of project engineering and management, from inception to project commissioning, and turnkey design, supply and installation of TCE engineered equipment. TCE’s scope of services cover:        Pre-project activities Design engineering Procurement assistance Project management and co-ordination Inspection and expediting Construction supervision Commissioning support Pre-project activities       Site assessment and surveys Environment impact assessment Preliminary planning Evaluation of technologies System studies Feasibility and detailed project reports 3
  9. 9. Design engineering        Basic studies/engineering Concept and system design Detailed specification Design calculations and drawings Enquiry specifications Technical bid analysis Vendor drawing review Procurement assistance      Vendor prequalification Issuing enquiries and receiving offers Commercial bid evaluation Purchase recommendation Purchase order preparation Project management and coordination       Project planning, scheduling and control Budgetary and cost control Communication management Interface co-ordination Contract administration Liaison with statutory authorities Inspection and expediting     Vendor appraisal Stage wise inspection Final inspection Expediting deliveries Construction supervision        Monitoring of project schedule and cash flow Planning of field activities Scheduling, monitoring and control of field activities Supervision Certification Safety Site coordination 4
  10. 10. Commissioning support  Start-up and commissioning assistance  Site performance tests  O& M manual preparation  As-built documentation  Training of owner's personnel  Trouble shooting Tata Consulting Engineers Limited & Dassaul Systemes alliance combines TCE’s core capabilities in key Energy, Process, Utilities and Construction sectors and Dassault Systèms’ 3DEXPERIENCE solutions .to provide services such as:       Simulation of plant behavior in virtual world to analyze efficiency and safety at optimum cost and anticipate the risk associated with the plant Multi disciplinary plant 3D for integrated digital plant knowledge, conflict detection and resolution. Virtual operator training to ensure leaner operation and maintenance Engineering analysis for reliable and robust designs. Simulation of construction/refurbishment/maintenance in safe virtual world to execute it right the first time in real world Program management for optimizing EPC project execution collaboratively across the value chain Customers will benefit from the smart solutions that TCE has to offer –        Holistic PLM solutions across segments Enhanced customer experience Resource optimization Value engineering that are safety and environmentally sustainable Technical requirements combined with business needs Virtual delivery model Predictive risk management Dassault Systems((Euronext Paris: #13065, DSY.PA), is a world leader in 3DSExperience Solutions and Product Lifecycle Management (PLM) solutions. 5
  11. 11. Organizational Structure of TCE:- Board of Directors Managing Director Chief Operating Officer BU1-Power  BU2Chemical BU3- Infrastructure & Industrial BU4- Mining & Mineral BU5- Steel & Metal Power: TCE has participated in power projects aggregating over 41,000MW capacity in India and abroad. Its expertise and competencies extend to both conventional and nonconventional power generation – coal and oil-fired thermal plants, gas turbine based open and combined cycle plants, cogeneration plants, diesel generator plants, hydro power stations, pumped storage schemes and nuclear power plants. TCE provides a wide range of services to meet the diverse requirements of different participating agencies - utilities, independent power producers (IPP), EPC contractors and lending institutions. Decades of experience in the design and development of power plants has enabled the company to pioneer features and improve efficiency, availability and reliability of units. Primarily, TCE's role is that of an Architect and/or Engineer for several clients, including the state electricity boards in India. The company has also been associated with several power projects implemented on an EPC basis as Owner's Engineer. TCE has provided pre-bid engineering services as well as detailed engineering services to Indian and foreign EPC contractors. The company has also conducted due diligence studies and other services as Lender's Engineer on power projects.  Infrastructure and Industrial : TCE has been deeply involved in engineering and consulting on a large number of infrastructure development projects across India and overseas. The company has been very active in projects relating to water supply, sewage and wastewater treatment, building of roads and bridges, airports, seaports and harbors. 6
  12. 12. Over the last 30 years, TCE has also worked on planning, designing, building and supporting urban development projects that include information technology parks, hotels, hospitals, new townships, as well as special projects such as earthquake resistant housing and renovation of flood-affected structures. TCE contributes its expertise and competencies to a large number of industries and sectors. The following projects are cement, automobiles and auto components, glass, tyres and other industrial sectors Special projects.  Chemical: TCE has been associated with the chemical industry since the 1970s. The company has built up a broad bank of experience and knowledge in a large number of sub-sectors.  Steel and Metal: Steel and metals, plays a crucial role in development of India. It encompasses recovery, refinement and processing of ferrous as well as non ferrous metals used in Iron & Steel production. Steel production in India is around 58 million tons / year against world production of 1350 million tons / year. Projected Indian steel production capacity for year 2020 is estimated to be 300 million tons / year. Such a capacity creation requires huge design and engineering support in various facets of iron & steel making, starting from mining, beneficiation (crushing, screening, washing, jigging), iron making (DRI, BF), steel making (BOF, EAF, IF), continuous casting (slab, bloom, billet, near shape casting), rolling (hot & cold), finishing (annealing, galvanizing, tinning, color coating).  Mining and minerals : TCE has vast experience in geological services, mine planning and a range of allied activities. It has highly experienced professionals in the fields of geology, mining, environmental and geotechnical engineering, material handling, mine infrastructure facilities and utility services. Its technical services received encomiums from the clients for their high level of accuracy and reliability. TCE is a onestop solution for any mining project - from conceptualization to commissioning. TCE has expertise in the following areas: 1. Planning and monitoring of mineral exploration programs 2. 3-D geological/ore body modeling 3. Conceptual, scoping, pre-feasibility, feasibility studies 4. Detailed Project Reports (DPR) 5. Site selection studies, due diligence. 6. Technical evaluations and consulting for mines. 7. Technical evaluations and consulting for mine plans including equipment selection 8. Design of material handling system 9. Design of mine infrastructure facilities and utility services 10. Technical due diligence studies 11. Pre-bid technical services and detailed engineering 12. Technical services as owner's engineer 7
  13. 13.  Nuclear : TCE has extensive experience in the field of civilian nuclear energy in: 1. 2. 3. 4. 5. Power generation Auxiliary facilities Waste disposal Fuel fabrication Fuel handling The company has been responsible for detailed project reports, detailed design and engineering and procurement for all conventional systems – reactor buildings, civil structures, piping design and auxiliary systems associated with the nuclear power generation, layout, instrumentation and control, electrical systems and cabling. TCE has also provided design engineering consultancy, procurement and inspection assistance, construction and commissioning supervision and project and construction management services for waste tank farms, spent fuel storage facilities and fuel reprocessing facilities.  Construction: TCE has extensive experience in providing Construction Supervision, 1. 2. 3. 4. 5. 6. 7. Construction Management/ Project Management services in the following sectors: Power Infrastructure Buildings and IT Parks Chemical Industrial, Mining, Minerals and Metallurgical Nuclear Safety Related Services 8
  14. 14. VISION & MISSION Vision: To be an internationally respected engineering consultant offering comprehensive solutions. Mission: Provide technically excellent and innovative solutions, for adding value for all stakeholders and operate globally as professional consulting engineers. Values: a. b. c. d. e. Customer satisfaction and loyalty Employee dignity and self respect Technical excellence with professional ethics Organizational and individual growth Responsibility to society Tata Code of Conduct: Tata codes of conducts are guidelines for business ethics that all the employees of the organization and the company adhere to. Ethics are referred as principle which helps in defining the righteous way / actions to be taken in certain situation. TCOC do not define rules to be followed but simple principle that one must take account of. Few are as follows: o Financial Reporting and Records o Competition o Equal-Opportunities Employer o Gifts and Donations o Government Agencies o Political Non-Alignment o Health, Safety and Environment o Quality of Products and Services o Corporate Citizenship o Co-operation of Tata Companies 9
  15. 15. Clause:1 National interest The Tata Group is committed to benefit the economic development of the countries in which it operates. No Tata company shall undertake any project or activity to the detriment of the wider interests of the communities in which it operates. A Tata company’s management practices and business conduct shall benefit the country, localities and communities in which it operates, to the extent possible and affordable, and shall be in accordance with the laws of the land. A Tata company, in the course of its business activities, shall respect the culture, customs and traditions of each country and region in which it operates. It shall conform to trade procedures, including licensing, documentation and other necessary formalities, as applicable. Clause:2 Financial reporting and records A Tata company shall prepare and maintain its accounts fairly and accurately and in accordance with the accounting and financial reporting standards which represent the generally accepted guidelines, principles, standards, laws and regulations of the country in which the company conducts its business affairs. Internal accounting and audit procedures shall reflect, fairly and accurately, all of the company’s business transactions and disposition of assets, and shall have internal controls to provide assurance to the company’s4 board and shareholders that the transactions are accurate and legitimate. All required information shall be accessible to company auditors and other authorized parties and government agencies. There shall be no willful omissions of any company transactions from the books and records, no advance-income recognition and no hidden bank account and funds. Any willful, material misrepresentation of and / or misinformation on the financial accounts and reports shall be regarded as a violation of the Code, apart from inviting appropriate civil or criminal action under the relevant laws. No employee shall make, authorize, abet or collude in an improper payment, unlawful commission or bribing. Clause:3 Competition A Tata company shall fully support the development and operation of competitive open markets and shall promote the liberalization of trade and investment in each country and market in which it operates. Specifically, no Tata company or employee shall engage in restrictive trade practices, abuse of market dominance or similar unfair trade activities. A Tata company or employee shall market the company’s products and services on their own merits and shall not make unfair and misleading statements about competitors’ products and services. Any collection of competitive information shall be made only in the normal course of business and shall be obtained only through legally permitted sources and means. 10
  16. 16. Clause:4 Equal opportunities employer A Tata company shall provide equal opportunities to all its employees and all qualified applicants for employment without regard to their race, caste, religion, colour, ancestry, marital status, gender, sexual orientation, age, nationality, ethnic origin or disability. Human resource policies shall promote diversity and equality in the workplace, as well as compliance with all local labour laws, while encouraging the adoption of international best practices. Employees of a Tata company shall be treated with dignity and in accordance with the Tata policy of maintaining a work environment free of all forms of harassment, whether physical, verbal or psychological. Employee policies and practices shall be administered in a manner consistent with applicable laws and other provisions of this Code, respect for the right to privacy and the right to be heard, and that in all matters equal opportunity is provided to those eligible and decisions are based on merit. Clause:5 Gifts and donations A Tata company and its employees shall neither receive nor offer or make, directly or indirectly, any illegal payments, remuneration, gifts, donations or comparable benefits that are intended, or perceived, to obtain uncompetitive favors for the conduct of its business. The company shall cooperate with governmental authorities in efforts to eliminate all forms of bribery, fraud and corruption. However, a Tata company and its employees may, with full disclosure, accept and offer nominal gifts, provided such gifts are customarily given and / or are of a commemorative nature. Each company shall have a policy to clarify its rules and regulations on gifts and entertainment, to be used for the guidance of its employees. Clause:6 Government agencies A Tata company and its employees shall not, unless mandated under applicable laws, offer or give any company funds or property as donation to any government agency or its representative, directly or through intermediaries, in order to obtain any favorable performance of official duties. A Tata company shall comply with government procurement regulations and shall be transparent in all its dealings with government agencies. Clause:7 Political non-alignment A Tata company shall be committed to and support the constitution and governance systems of the country in which it operates. A Tata company shall not support any specific political party or candidate for political office. The company’s7 conduct shall preclude any activity that could be interpreted as mutual dependence / favour with any political body or person, and shall not offer or give any company funds or property as donations to any political party, candidate or campaign. 11
  17. 17. Clause:8 Health, safety and environment A Tata company shall strive to provide a safe, healthy, clean and ergonomic working environment for its people. It shall prevent the wasteful use of natural resources and be committed to improving the environment, particularly with regard to the emission of greenhouse gases, and shall endeavour to offset the effect of climate change in all spheres of its activities. A Tata company, in the process of production and sale of its products and services,shall strive for economic, social and environmental sustainability. Clause:9 Quality of products and services A Tata company shall be committed to supply goods and services of world class quality standards, backed by after-sales services consistent with the requirements of its customers, while striving for their total satisfaction. The quality standards of the company’s goods and services shall meet applicable national and international standards. Clause:10 Corporate citizenship A Tata company shall be committed to good corporate citizenship, not only in the compliance of all relevant laws and regulations but also by actively assisting in the improvement of quality of life of the people in the communities in which it operates. The company shall encourage volunteering by its employees and collaboration with community groups. Tata companies are also encouraged to develop systematic processes and conduct management reviews, as stated in the Tata ‘corporate sustainability protocol’ from time to time so as to set strategic direction for social development activity. The company shall not treat these activities as optional, but should strive to incorporate them as an integral part of its business plan. Clause:11 Cooperation of Tata companies A Tata company shall cooperate with other Tata companies including applicable joint ventures, by sharing knowledge and physical, human and management resources, and by making efforts to resolve disputes amicably, as long as this does not adversely affect its business interests and shareholder value. In the procurement of products and services, a Tata company shall give preference to other Tata companies, as long as they can provide these on competitive terms relative to third parties. Clause:12 Public representation of the company and the Group The Tata Group honours the information requirements of the public and its stakeholders. In all its public appearances, with respect to disclosing company and business information to public constituencies such as the media, the financial community, employees, shareholders, agents, franchisees, dealers, distributors and importers, a Tata company or the Tata Group shall be 12
  18. 18. represented only by specifically authorized directors and employees. It shall be the sole responsibility of these authorized representatives to disclose information about the company or the Group. Clause:13 Third party representation Parties which have business dealings with the Tata Group but are not members of the Group, such as consultants, agents, sales representatives, distributors, channel partners, contractors and suppliers, shall not be authorized to represent a Tata company without the written permission of the Tata company, and / or if their business conduct and ethics are known to be inconsistent with the Code. Clause:14 Use of the Tata brand The use of the Tata name and trademark shall be governed by manuals, codes and agreements to be issued by Tata Sons. The use of the Tata brand is defined in and regulated by the Tata Brand Equity and Business Promotion agreement. No third party or joint venture shall use the Tata brand to further its interests without specific authorization. Clause:15 Group policies A Tata company shall recommend to its board of directors the adoption of policies and guidelines periodically formulated by Tata Sons. Clause:16 Shareholders A Tata company shall be committed to enhancing shareholder value and complying with all regulations and laws that govern shareholder rights. The board of directors of a Tata company shall duly and fairly inform its shareholders about all relevant aspects of the company’s business, and disclose such information in accordance with relevant regulations and agreements. Clause:17 Ethical conduct Every employee of a Tata company, including full-time directors and the chief executive, shall exhibit culturally appropriate deportment in the countries they operate in, and deal on behalf of the company with professionalism, honesty and integrity, while conforming to high moral and ethical standards. Such conduct shall be fair and transparent and be perceived to be so by third parties. Every employee of a Tata company shall preserve the human rights of every individual and the community, and shall strive to honour commitments. Every employee shall be responsible for the implementation of and compliance with the Code in his / her environment. Failure to adhere to the Code could attract severe consequences, including termination of employment. 13
  19. 19. Clause:18 Regulatory compliance Employees of a Tata company, in their business conduct, shall comply with all applicable laws and regulations, in letter and spirit, in all the territories in which they operate. If the ethical and professional standards of applicable laws and regulations are below that of the Code, then the standards of the Code shall prevail. And many more. 14
  20. 20. HR PRACTICES IN TCE HUMAN RESOURCE PLANNING Planning is very important to our everyday activities. Several definitions have been given by different writers what planning is all about and its importance to achieving our objectives. It is amazing that this important part of HR is mostly ignored in HR in most organizations because those at the top do not know the value of HR planning. Organizations that do not plan for the future have fewer opportunities to survive the competition ahead. This article will discuss the importance of HR planning; the six steps of HR planning that is: Forecasting; inventory, audit, HR Resource Plan; Plan of Action; Monitoring and Control. DEFINITION OF HR PLANNING Quoting Mondy et (1996) they define it as a systematic analysis of HR needs in order to ensure that correct number of employees with the necessary skills are available when they are required. When we prepare our planning program, Practitioners should bear in mind that their staff members have their objective they need to achieve. This is the reason why employees seek employment. Neglecting these needs would result in poor motivation that may lead to unnecessary poor performance and even Industrial actions. HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR Management, it would assist to address the following questions: 1. 2. 3. 4. How many staff does the Organization have? What type of employees as far as skills and abilities does the Company have? How should the Organization best utilize the available resources? How can the Company keep its employees? HR planning makes the organization move and succeeds in the 21st Century that we are in. Human Resources Practitioners who prepare the HR Planning program would assist the Organization to manage its staff strategically. The program assists to direct the actions of HR department. The program does not assist the Organization only, but it will also facilitate the career planning of the employees and assist them to achieve the objectives as well. This augment motivation and 15
  21. 21. the Organization would become a good place to work. HR Planning forms an important part of Management information system. HR have an enormous task keeping pace with the all the changes and ensuring that the right people are available to the Organization at the right time. It is changes to the composition of the workforce that force managers to pay attention to HR planning. The changes in composition of workforce not only influence the appointment of staff, but also the methods of selection, training, compensation and motivation. It becomes very critical when Organizations merge, plants are relocated, and activities are scaled down due to financial problems. Human resources planning is an important component of securing future operations. For sustainability, plans must be made to ensure that adequate resources are available and trained for all levels of an organization. Although policy organizations are stretched to meet current service requirements, it is important that they also spend time to create plans to ensure there will be officers to fill future positions. These plans must be prepared well in advance, with targets set for the short, mid and long term. Not only must adequate resourcing be considered for the bulk of the workforce but special consideration must be given for the leadership of each organization. This requires developing specialized succession plans for identifying and grooming potential future leaders. The leader candidates must receive management, leadership, and all relevant knowledge and skills training. Plans should also be created to leverage the knowledge of those leaving today’s leadership roles so that future leaders are fully informed. Securing future policing operations requires careful planning and a clear implementation strategy. On employees: The way to hold employees today is to make their work and their dayto-day activities in the company exciting enough for them to stay. Not everyone will stay, but I think if we can empower more people and are willing to pass on the responsibility for that, and if people are satisfied and motivated, there’s less chance of them wanting to leave and go to a competitor. By- Ratan Tata On ethics: What worries me is that the threshold of acceptability or the line between acceptability and non-acceptability in terms of values, business ethics, etc, is blurring. By- Ratan Tata The basic purpose of having a manpower plan is to have accurate estimate of required manpower with matching skills requirements. The main objectives are: . Forecast manpower requirements. . Cope with changes – environment, economic, organizational. . Use existing manpower productively. . Promote employees in a systematic way. 16
  22. 22. MODEL OF HRP SYSTEM  Human Resource Policies:          Manpower Planning Recruitment & Selection Training & Development Performance Appraisal Promotion, Transfer, & Demotion Administration Section Grievance Handling Kaizen suggestion Welfare Activities Orientation 17
  23. 23. 1)Manpower Planning : which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure. The procedure is as follows: 1. Analyzing the current manpower inventory 2. Making future manpower forecasts 3. Developing employment programmes 4. Design training programmes Steps in Manpower Planning 1. Analysing the current manpower inventory- Before a manager makes forecast of future manpower, the current manpower status has to be analysed. For this the following things have to be noted Type of organization  Number of departments  Number and quantity of such departments  Employees in these work units Once these factors are registered by a manager, he goes for the future forecasting. 2. Making future manpower forecasts- Once the factors affecting the future manpower forecasts are known, planning can be done for the future manpower requirements in several work units. The Manpower forecasting techniques commonly employed by the organizations are as follows: a. Expert Forecasts: This includes informal decisions, formal expert surveys and Delphi technique. b. Trend Analysis: Manpower needs can be projected through extrapolation (projecting past trends), indexation (using base year as basis), and statistical analysis (central tendency measure). c. Work Load Analysis: It is dependent upon the nature of work load in a department, in a branch or in a division. d. Work Force Analysis: Whenever production and time period has to be analysed, due allowances have to be made for getting net manpower requirements. e. Other methods: Several Mathematical models, with the aid of computers are used to forecast manpower needs, like budget and planning analysis, regression, new venture analysis. 18
  24. 24. 3. Developing employment programmes- Once the current inventory is compared with future forecasts, the employment programmes can be framed and developed accordingly, which will include recruitment, selection procedures and placement plans. 4. Design training programmes- These will be based upon extent of diversification, expansion plans, development programmes,etc. Training programmes depend upon the extent of improvement in technology and advancement to take place. It is also done to improve upon the skills, capabilities, knowledge of the workers. Importance of Manpower Planning 1. Key to managerial functions- The four managerial functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. 2. Efficient utilization- Efficient management of personnels becomes an important function in the industrialization world of today. Seting of large scale enterprises require management of large scale manpower. It can be effectively done through staffing function. 3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises of motivational programmes, i.e., incentive plans to be framed for further participation and employment of employees in a concern. Therefore, all types of incentive plans becomes an integral part of staffing function. 4. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. Staffing function also looks after training and development of the work force which leads to co-operation and better human relations. 5. Higher productivity- Productivity level increases when resources are utilized in best possible manner. higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and it's related activities ( Performance appraisal, training and development, remuneration) Need of Manpower Planning Manpower Planning is a two-phased process because manpower planning not only analyses the current human resources but also makes manpower forecasts and thereby draw employment programmes. Manpower Planning is advantageous to firm in following manner: 1. Shortages and surpluses can be identified so that quick action can be taken wherever required. 2. All the recruitment and selection programmes are based on manpower planning. 3. It also helps to reduce the labour cost as excess staff can be identified and thereby overstaffing can be avoided. 4. It also helps to identify the available talents in a concern and accordingly training programmes can be chalked out to develop those talents. 5. It helps in growth and diversification of business. Through manpower planning, human resources can be readily available and they can be utilized in best manner. 19
  25. 25. 6. It helps the organization to realize the importance of manpower management which ultimately helps in the stability of a concern. 20
  26. 26. 2) Training and Development: Human Resource Management, training and development is the field which is concerned with organizational activity aimed at bettering the performance of individuals and groups in organizational settings. It has been known by several names, including human resource development, and learning and development. Harrison observes that the name was endlessly debated by the Chartered Institute of Personnel and Development during its review of professional standards in 1999/2000. "Employee Development" was seen as too evocative of the master-slave relationship between employer and employee for those who refer to their employees as "partners" or "associates" to feel comfortable with. "Human Resource Development" was rejected by academics, who objected to the idea that people were "resources" &m dash; an idea that they felt to be demeaning to the individual. Eventually, the CIPD settled upon "Learning and Development", although that was itself not free from problems, "learning" being an overgeneral and ambiguous name. Moreover, the field is still widely known by the other names. Training and development (T&D) encompasses three main activities: training, education, and development. Garavan, Costine, and Heraty, of the International Institute of Market Research and Analytics, note that these ideas are often considered to be synonymous. However, to practitioners, they encompass three separate, although interrelated, activities: Training: This activity is both focused upon, and evaluated against, the job that an individual currently holds. Education: This activity focuses upon the jobs that an individual may potentially hold in the future, and is evaluated against those jobs. Development: This activity focuses upon the activities that the organization employing the individual, or that the individual is part of, may partake in the future, and is almost impossible to evaluate. The "stakeholders" in training and development are categorized into several classes. The sponsors of training and development are senior managers. The clients of training and development are business planners. Line managers are responsible for coaching, resources, and performance. The participants are those who actually undergo the processes. The facilitators are Human Resource Management staff. And the providers are specialists in the field. Each of these groups has its own agenda and motivations, which sometimes conflict with the agendas and motivations of the others. The conflicts that are the best part of career consequences are those that take place between employees and their bosses. The number one reason people leave their jobs is conflict with their bosses. And yet, as author, workplace relationship authority, and executive coach, Dr. John Hoover points out, "Tempting as it is, nobody ever enhanced his or her career by making the boss look stupid." Training an employee to get along well with authority and with people who entertain diverse points of view is one of the best guarantees of long-term success. Talent, 21
  27. 27. knowledge, and skill alone won't compensate for a sour relationship with a superior, peer, or customer. 3) Performance Appraisals Performance Appraisals is the assessment of individual’s performance in a systematic way. It is a developmental tool used for all round development of the employee and the organization. The performance is measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility and health. Assessment should be confined to past as well as potential performance also. The second definition is more focused on behaviors as a part of assessment because behaviors do affect job results. Performance Appraisals and Job Analysis Relationship Job Analysis à Performance Standards à Performance Appraisals Describe the work and personnel requirement of a particular job. Translate job requirements into levels of acceptable or unacceptable performance Describe the job relevant strengths and weaknesses of each individual. Objectives of Performance Appraisals Use of Performance Appraisals 1. Promotions 2. Confirmations 3. Training and Development 4. Compensation reviews 5. Competency building 22
  28. 28. 6. Improve communication 7. Evaluation of HR Programs 8. Feedback & Grievances 4 Goals of Performance Appraisals General Goals Specific Goals Developmental Use Individual needs Performance feedback Transfers and Placements Strengths and Development needs Administrative Decisions / Uses Salary Promotion Retention / Termination Recognition Lay offs Poor Performers identification Organizational Maintenance HR Planning Training Needs Organizational Goal achievements Goal Identification HR Systems Evaluation Reinforcement of organizational needs Documentation Validation Research For HR Decisions Legal Requirements 23
  29. 29. Performance Appraisal Process 1. Objectives definition of appraisal 2. Job expectations establishment 3. Design an appraisal program 4. Appraise the performance 5. Performance Interviews 6. Use data for appropriate purposes 7. Identify opportunities variables 8. Using social processes, physical processes, human and computer assistance 4)A Transfer is the movement to another job that is previously established through an approved personnel requisition, has the same salary range and may involve a salary increase. A transfer may result in a title change. A promotion is the movement to another job in a higher job classification and will result in a title change. There are two types of promotions. o Market-based promotions occur when an employee assumes another job that has a higher value in the marketplace and has been assigned a higher salary range. o Contribution Level promotions occur when an employee assumes another job that has been assigned a higher contribution level and a higher salary range in the job classification system. A demotion is the movement to a job with a lower salary range and/or lower contribution level. A demotion may result in a title change and may involve a decrease in salary. 5)Administration section: Human Resource (HR) administration refers to the managing of human capital within an organization or industry. Once called “personnel management,” human resources is leading the way for improving the overall employment experience for billions of hard-working professionals around the world. In addition, human resource administration provides the business strategy by which organizations can meet the demands of the future. In many organizations, human resource administration is handled by a team of human resources professionals headed by a senior human resources director. The duties of the members of the team can range from recruiting and employee relations to payroll and benefits administration. The entire team works together to achieve the human resources goals of the organization under the direction of the human resources manager. 24
  30. 30. For the best results, HR administration should be closely linked with the executive management of an organization. Each department must communicate the personnel needs and goals of the company on a regular basis so that the human resources division can best support the objectives of the organization. Without continual communication and resources, any organization can face shortages of skilled staff to handle the many responsibilities in departments, resulting in low performance. A growing majority of organizations rely on human resources outsourcing to manage the administration of human resources. This practice can often be a more cost-effective way to ensure that all personnel matters are handled responsively and professionally by a team of human resources specialists that have the training and expertise needed to get the job done, In addition, outsourcing of human resources processes can save companies significantly because there is no need for an in-house team. Outsourcing human resources work is a practice that many small to medium sized businesses use to save time, money and get a larger range of services that will adapt to a growing organizational structure. For many companies, contracting a portion of services to an independent human resources consulting firm makes good business sense. Human resources consultants can handle some or all of the human resource administration such as payroll, recruiting, or training needs of the company so that leaders can focus on running the business. In this case, the consulting firm creates custom solutions that will best support the needs of the company, without trying to take over any of the operational aspects. Human resource administration of today requires trained individuals who have the personality traits and the commitment to providing expert support. When planning a human resources strategy, it's best for organizations to look for human resources professionals who have the education and experience to manage the complex issues that human resources departments often face. In addition, human resources divisions must stay on top of employment and legal trends in order to best protect the companies they serve. 6)Grievance Handling : Purposes of the Grievance Procedure: The primary purposes of a grievance procedure are to: (1) channel conflict into an institutionalized mechanism for peaceful resolution; (2) facilitate communication between labor and management regarding problems that arise in a collective bargaining relationship; (3) enable employees to complain with dignity knowing that there is a system of appeals leading to an impartial decision-maker; and (4) enforce compliance with the terms and conditions negotiated by the parties. Handling Employee Grievance: The following checklist is provided as guidance when an employee comes to you with a complaint: 25
  31. 31. CHECKLIST FOR HANDLING EMPLOYEE COMPLAINTS: PREREQUISITES: -Know the contract. -Make sure that meetings with employees to handle complaints are held in accordance with any contract provisions that regulate the time and/or location for such meetings. -Develop good listening and note taking skills. -Be prepared to spend the time to get the evidence and testimony to support your case and to refute management's case. -Treat all employees fairly and consistently. -Do not make judgments about the case to the employee or anyone else until you get the facts. -Keep good records of all transactions, oral and written, that occur from the time a complaint is brought to you until the case is resolved in the grievance procedure or in arbitration. -Know who, when and how to ask for help. INTERVIEW: -Let the employee tell his/her story without interruption. Take notes. When the employee has finished, ask, "Is there anything else you would like to add?" -Review the employee's description of the case with him/her to make sure you have all the facts. Make sure you get the answers to the questions who, what, when, where, why and how. -Ask the employee for the names, addresses and telephone numbers of any witnesses. Then ask the employee to tell you what he/she thinks each witness knows about the case. Record this information. Try to clarify any uncertainties about what a witness is supposed to know. -Ask the employee to give you all of the evidence he/she has concerning the case. Make copies so that no information is lost. -Before the employee leaves, check one more time to make sure you have all the facts, names of witnesses and evidence. REVIEW: -Refer to the grievance procedure in the contract to make sure the issue the employee has raised is defined as a proper subject of a grievance. If you are uncertain, ask for help. If the issue is not a proper subject of a grievance, the best thing to do is to tell the employee and explain how this affects his/her case. -Check to make sure that the procedural requirements set forth in the grievance procedure have been complied with. Key considerations include: -Is the complaint timely? -Who should the employee and/or union representative meet with at the first step? -What information must be presented by both parties at the first step? -Review the contract provisions alleged to have been violated to make sure they fit the issue described by the employee and that no provisions have been left out. -Review the evidence. Go through all the documents the employee has given you. Make sure everything is dated and signed. Carefully check the content of each document to find out what it actually states, if this information pertains to the case and is timely. Check for inconsistencies in the documents and between the documents and the information the employee has given you. Make a list of all inconsistencies. Check to see if the documents contain the names of other potential witnesses that the employee did not mention and/or that might be called by 26
  32. 32. management. Make a list of these persons and find out how to contact them. -Find out is there is any other evidence, e.g., rules and regulations, past grievances and arbitration decisions, past practice, documents in the employee's personnel file that he/she may not have, etc., that have a bearing on the case as viewed by both the union and the employer. Request documents from the employer as appropriate, in a timely fashion and in writing. -Match the evidence you have with the list of potential witnesses. Make a list of questions to ask each witness when you interview them. Be sure to include at the end of each list the questions, "Is there anything else you would like to add?" and "Do you know of any other witnesses?" -Interview witnesses. Apply the guidelines as set forth in II. Also, carefully check the following things as you consider what witnesses state that they know about the case: -Does the witness have direct personal knowledge about what happened or is his/her knowledge based only on hearsay (i.e., second hand)? -Is the witness credible (i.e., able to give a reasonable explanation about the events, and an honest, accurate accounting even if this means revealing negative things about his/her record/conduct)? -Does the witness' statement confirm what the employee has said, or are there differences/inconsistencies? -Does the witness have any reason to be less than truthful in stating what he/she knows about the case? -If there is more than one witness who knows about a given event, note which ones would be best able to present clear testimony under the pressure of examination and cross-examination at an arbitration hearing. -Verify name, address, telephone, work shift and location. ANALYSIS: After you have thoroughly reviewed all of these matters, you may find that a complaint is not grievable/arbitrable or that the case lacks merit. One way to proceed is to explain your findings to the employee and ask if there is any additional information he/she has that might have a bearing on the case. If not, you should be guided by local or international union policy and perhaps by counsel, in determining how to handle this situation. Grievances lacking merit should be screened out to conserve a union's resources for other cases. This can be done by committee in consultation with an international representative or counsel. This determination should be made with care because unions have a legal duty to fairly represent all employees in the bargaining unit whether or not they are union members. -Can you account for any inconsistencies in the case and, if so, how? -Are there any mitigating circumstances that could explain the employee's behavior and thus lessen or remove any disciplinary action? -Does the evidence and testimony the union has demonstrate one or all of the following: -Disparate treatment; -Arbitrary and capricious action; and/or Discrimination. -Are there any past practices which pertain to the case and, if so, how? -Does the evidence and testimony the union has support the remedy requested or should some modification be made in that remedy? -Do you have hard evidence and testimony based upon direct personal knowledge to support your case or is your case largely based upon circumstantial evidence? -Is the remedy requested reasonable or is it nonsensical, outside the scope of the employer's or of 27
  33. 33. an arbitrator's authority to grant? Would it be impossible to implement even if granted, etc.? -Is the contract provision(s) you are relying upon modified by more specific language in the provision or elsewhere in the contract? -Where rules and regulations are concerned, have they been posted and given to employees, are they reasonable and have they been fairly, consistently and equitably enforced? -What has been the outcome of other similarly situated cases? Does this information help or hurt your case? How? Once you have reviewed and analyzed all these considerations with respect to the union case, prepare a summary of what you think the employer's response will be and determine if you have a sound rebuttal for each of the points the employer could raise. FILING: Be sure to properly and timely complete the grievance form. This includes such items as: names; dates; signatures; clear and accurate statement of the complaint; contract clauses alleged to have been violated; and remedy requested. This is a checklist, not a magic wand. It highlights key points to consider in handling employee complaints. This task is time consuming and requires the application of a number of skills. There are no real short cuts. If you take them, an employer will usually find them at some stage in the grievance procedure or in arbitration. The result may be very damaging involving not only loss of a case that might have been won, but also expenditures of time, other resources and credibility that a union can ill afford. Handling Discipline and Discharge Cases: In all likelihood, most of the grievances you handle will involve discipline or discharge. Since management is the party that took the action, (i.e., is the moving party) the BURDEN OF PROOF is on the employer to show that it has just cause for such action. This means that, in arbitration, management must go first in showing what evidence and testimony it has to support the action taken. A union then responds with the evidence and testimony it has in defense of the grievant and as rebuttal to the case presented by the employer. There are 7 commonly accepted tests for just cause. These are: 1. If a rule is alleged to have been violated, was that rule reasonable? 2. Was the grievant given adequate notice that the conduct complained about was improper? 3. Was the alleged offense sufficiently investigated? 4. Was the investigation fair? 5. Was the misconduct proved? 6. Did the employee receive equal treatment with all others who have committed a similar offense? If not, were there any mitigating circumstances? 7. Was the penalty appropriate for the offense committed? Refer back to the Checklist for Handling Complaints to remind yourself of the type of information you must collect to support a complaint in a discipline or discharge case. Remember to find out: who; what; when; where; why; and how. Collect all of the evidence and interview witnesses, then review and analyze these in relation to the 7 tests listed above. This will give you an idea of the strength of support for the union's case. Remember, you must also consider what evidence and testimony management may be able to present and assess your case accordingly. 28
  34. 34. Contract Interpretation Cases: These cases involve disputes over the interpretation of contract language. Unlike discipline and discharge cases, the party that claims the contract language has been improperly interpreted has the burden to go forward in presenting its case. Critical to prevailing in a contract interpretation case can be: evidence obtained from the bargaining history of the parties (what have they done in the past, for how long, and what was the intent at the bargaining table); and have any past practices developed that have changed the meaning of that contract language. The tests for a binding past practice are that the practice must be: (1) unequivocal; (2) clearly enunciated and acted upon; and (3) readily ascertainable over a reasonable period of time as a fixed, and established practice accepted by both parties. Mutual acceptance may be tacit, however, an implied mutual agreement determined by inference from the circumstances. It is very important in contract interpretation cases that you obtain witnesses who were actually at the bargaining table when the disputed language was agreed to, and/or have direct knowledge that the language has been rolled over in successive contracts without dispute for a period of years, or of past practices that have changed the meaning of the disputed language. In such cases, the kinds of proof that can be critical to support either party's case may include: Copies of past contracts; Notes from bargaining sessions; -Other documentation that will prove how the language has actually been Implemented (e.g., other arbitration awards); -Employees with long service that can testify about how a contract provision has been implemented; -Whether the disputed language is clear and unambiguous on its face; -is general language limited by more specific language in the same provision or elsewhere in the contract; -Are the disputed terms being interpreted in normal language or as they usually are in your business or is the interpretation strained; 2. Study the grievance procedure and practice in your organisation and present a brief report. COMPANY POLICY COMPANY .................. aims to resolve problems and grievances promptly and as close to the source as possible with graduated steps for further discussions and resolution at higher levels of authority as necessary. Statement of General Principles • Complaints must be fully described by the person with the grievance • The person(s) should be given the full details of the allegation(s) against them • The person(s) against whom the grievance/complaint is made should have the opportunity and be given a reasonable time to put their side of the story before resolution is attempted • Proceedings should be conducted honestly, fairly and without bias • Proceedings should not be unduly delayed. 29
  35. 35. PROCEDURES The following is a four level process: 1. The Employee attempts to resolve the complaint as close to the source as possible. This level is quite informal and verbal If the matter is not resolved 2. The Employee notifies the Supervisor (in writing or otherwise) as to the substance of the grievance and states the remedy sought. Discussion should be held between employee and any other relevant party. This level will usually be informal, but either party may request written statements and agreements. This level should not exceed one week. If the matter is not resolved: 3. The Supervisor must refer the matter to the Manager (or Board of Directors if applicable). A grievance taken to this level must be in writing from the employee. The Supervisor will forward to the Manager any additional information thought relevant The Manager will provide a written response to the Employee The Manager also communicate with any other parties involved or deemed relevant. This level should not exceed one week following the next scheduled meeting. If the matter is not resolved: 4. The Employee will be advised of his/her rights to pursue the matter with external authorities if they so wish. 7)Welfare Activities: Welfare facilities can be largely categorized into two types:   Intramural facilities: These are provided within the establishment such as rest centers canteen, uniforms. Extramural facilities: These are activities which are undertaken outside the establishment such as child welfare, transport facility etc. Examples of Welfare Facilities Intramural Facilities           Drinking water Toilets Washing & bathing facilities Rest shelters Uniforms Protective clothing Recreating facilities Canteens Subsidized food Medical aid Extramural Facilities  Housing  Education facilities  Maternity benefits  Transportation  Sports facilities  Leave travel  Vocational training  Holiday homes  Cooperative stores  Fair price shops  Social insurance 30
  36. 36. Benefits of Employee Welfare Measures      They provide better physical and mental health to workers and thus promote a healthy work environment. Facilities like housing schemes, medical benefits, and education and recreation facilities for worker's families help in raising their standards of living. This makes workers to pay more attention towards work and thus increases their productivity. Employers get stable labor force by providing welfare facilities. Workers take active interest in their jobs and work with a feeling of involvement and participation. Employee welfare measures increase the productivity of organization and promote healthy industrial relations thereby maintaining industrial peace. The social evils prevalent among the labors such as substance abuse, etc are reduced to a greater extent by the welfare policies. 8) Kaizen and Management: Management has two major components: 1. maintenance, and 2. improvement. The objective of the maintenance function is to maintain current technological, managerial, and operating standards. The improvement function is aimed at improving current standards. Under the maintenance function, the management must first establish policies, rules, directives and standard operating procedures (SOPs) and then work towards ensuring that everybody follows SOP. The latter is achieved through a combination of discipline and human resource development measures. Under the improvement function, management works continuously towards revising the current standards, once they have been mastered, and establishing higher ones. Improvement can be broken down between innovation and Kaizen. Innovation involves a drastic improvement in the existing process and requires large investments. Kaizen signifies small improvements as a result of coordinated continuous efforts by all employees. 31
  37. 37. Orientation/Onboarding: The orientation program is an introductory program that extends from 1 hour to 1 day at most. It is established by the HR personnel of the firm for newly recruit or the trainee such that they get adjusted to the new environment and feel welcomed in the organization. Employee orientation is part of a long-term investment in a new employee. It is an initial process that provides easy access to basic information, programs and services, gives clarification and allows new employees to take an active role in their organization.    Introduce new employees to their new environment Make new employees feel welcome and comfortable Retain a pool of new, capable employees Benefits:  Establish clear standards that help reduce disputes and limit liability  Promote consistent management  Inform new employees of the company’s policies  Demonstrate a commitment to equal treatment of personnel  Provide protection from claims of discrimination and sexual harassment In some organizations an employee handbook is available to all employees. The content of the handbook covers the key topics covered in an orientation session for new employees. 32
  38. 38. What is the difference between Orientation and On-boarding? Orientation is an event; on-boarding is a process. Orientation is a structured event that focuses on the information the new employee needs to know to get started, such as an introduction to the organizational structure, policies, and procedures. It is once piece of the on-boarding process. On-boarding however can last anywhere from 3 months to a year, depending on the responsibilities of the position and the amount of organizational understanding necessary to be successful in the role. The goal is to align new employees with Ryerson's culture, mission, and values, and focuses on strengthening the employee's connection to the organization and its people. It provides a more strategic plan for employee success than orientation alone. For information on group specific employee orientation programs, see group sections. Whose Responsibility is On-boarding? On-boarding is a shared responsibility with activities managed by the hiring department/faculty, Human Resources and, in some cases, e.g. for faculty, the Learning and Teaching office and Office of the Vice Provost, Faculty Affairs. Employee    Attends New Employee Orientation workshop and any other group specific workshops, e.g. faculty orientation Submits completed new hire documentation, including employment equity self identification survey, some of which may be done online Completes the self-guided Department/Faculty      Human Resources/ Learning and Teaching Office/ Vice Provost, Faculty Affairs Pre-Arrival Activities Completes or approves any new hire documentation/authorizat ions Ensures workplace is set up Provides information about technology access and any necessary department requests or approvals. For each employee that requires accommodation in the event of an emergency, work together to review the instructions on implementing individualized emergency plan and complete the individual emergency 33   Processes new hire documentation where necessary Coordinates and facilitates orientation session
  39. 39.  orientation (through the online Onboarding portal, coming soon!). Responsible for identifying a disability that may not be apparent, which may require accommodation in the event of an emergency.   plan form. Conducts departmental welcome and introductions Conducts on-boarding follow up Supervisor's Pre-Arrival Activities The following should be done to prepare for the new hire's arrival:         Call the new hire to confirm the start date, time, location, parking or other transportation options and dress code, if applicable. Assemble a department orientation packet and orientation schedule, including names and titles of colleagues and people with whom the new person will commonly interact; where to find frequently used information/forms; etc. Prepare the work area/office, including arranging for phones, computer equipment, etc. Obtain appropriate key(s) or other means to access work area. If the employee is relocating from another country or province, make sure to walk them through the relocation policy. Provide information on system access and submit any necessary system access requests and approvals for department/job specific systems as necessary. Purchase any necessary new equipment (computer, printer, cell phone, PDA, etc.) as approved. Order necessary supplies. The first day One of the most lasting impressions employees have of their department and the university is how they are treated during their first day on the job. Suggested activities for the first day may include, where appropriate, e.g. faculty, full time staff, etc.:    Make sure you (as hiring manager) and/or a designated faculty/staff member is present to greet the new employee Introduce him/her to co-workers and work areas Identify a go-to person or mentor 34
  40. 40.        Review the job responsibilities and objectives Coordinate a site/office tour (include copy machine, employee mailboxes, supplies, where to buy food and eat and restrooms) Coordinate a group lunch Review and explain on-line resources Conduct basic telephone and computer instruction (if required) Meet with HR or administrative staff to review and sign up for benefits, Ryerson ID card, etc. if applicable (This will be available via the portal in 2012) Review basic guidelines (i.e. security , emergency procedures , parking, office and work hours, if applicable) During the first and the second weeks on the Job The goal is to ensure that the employee understands Ryerson's mission , the Academic Plan , any Faculty or department plans, and how these tie into the expectations and responsibilities of the job. Meet with the employee to establish goals and job expectations, to complete the planning stage of performance evaluation and review the performance management process. There may be group specific performance management and evaluation processes, e.g. faculty evaluation and review, some of which may be detailed in policies or collective agreements.          Meet with the employee and create a development plan to ensure acquisition and maintenance of needed professional and/or job specific skills and knowledge. Ensure the mentor and new employee are meeting and establishing a productive relationship, where applicable. Ensure that some work assignments are ready for the employee so that he or she can feel productive immediately. Share unwritten rules, nuances, and traditions with the employee (such as casual Friday). Review other departments' overall functions where relevant. Schedule meetings with key faculty and/or staff members from outside the employee's team or work group that they will be interacting with, e.g. for faculty meeting with Research and Innovation staff. Review relevant decision making processes. If the employee will supervise others, ensure he or she meets with direct reports one-onone and as a group. Ensure the employee completes any mandatory training that is a condition of employment, such as AODA training . Until end of probation The goal is to review the expectations, progress made, areas for improvement and to continue efforts towards integration. Make sure to:  Discuss initial experience and whether it matches the employee's expectations  Discuss any concerns or issues the employee has  Review progress towards initial goals 35
  41. 41.      Review progress on development plan Identify any additional systems or job specific training needed Identify any upcoming opportunities to meet with key individuals Answer any questions Solicit feedback from employee 36
  42. 42. RECRUITMENT & SELECTION Recruitment refers to the process of screening, and selecting qualified people for a job at an organization or firm, or for a vacancy in a volunteer-based organization or community group. While generalist managers or administrators can undertake some components of the recruitment process, mid- and large-size organizations and companies often retain professional recruiters or outsource some of the process to recruitment agencies. External recruitment is the process of attracting and selecting employees from outside the organization. A. Internal Sources:- . Promotions and Transfer . Job postings . Employee Referrals B. External Sources:. Advertisement . Employment Agencies . On campus Recruitment . Employment exchanges . Education and training institute 37
  43. 43. Recruitment refers to the process of attracting, screening, and selecting qualified people for a job at an organization or firm. For some components of the recruitment process, mid- and large-size organizations often retain professional recruiters or outsource some of the process to recruitment agencies. The recruitment industry has five main types of agencies: employment agencies, recruitment websites and job search engines, "headhunters" for executive and professional recruitment, niche agencies which specialize in a particular area of staffing, or employer branding strategy and in-house recruitment. The stages in recruitment include sourcing candidates by advertising or other methods, and screening and selecting potential candidates using tests or interviews. SOURCES OF RECRUITMENT In-house recruitment Under pressure to reduce costs, both large- and medium-sized employers tend to undertake their own in-house recruitment, using their human resources department, front-line hiring managers and recruitment personnel who handle targeted functions and populations. In addition to coordinating with the agencies mentioned above, in-house recruiters may advertise job vacancies on their own websites, coordinate internal employee referrals, work with external associations, trade groups and/or focus on campus graduate recruitment. Some large employers choose to outsource all or some of their recruitment process(recruitment process outsourcing) however a much more common approach is for employers to introduce referral schemes where employees are encouraged to source new staff from within their own network. 38
  44. 44. Internal Sources of Recruitment The internal sources of recruitment are:1. Promotions : Promotion means to give a higher position, status, salary and responsibility to the employee. So, the vacancy can be filled by promoting a suitable candidate from the same organization. 2. Transfers : Transfer means a change in the place of employment without any change in the position, status, salary and responsibility of the employee. So, the vacancy can be filled by transferring a suitable candidate from the same organization. 3. Internal Advertisements : Here, the vacancy is advertised within the organization. The existing employees are asked to apply for the vacancy. So, recruitment is done from within the organization. 4. Retired Managers : Sometimes, retired managers may be recalled for a short period. This is done when the organization cannot find a suitable candidate. 5. Recall from Long Leave : The organization may recall a manager who has gone on a long leave. This is done when the organization faces a problem which can only be solved by that particular manager. After he solves the problem, his leave is extended. Merits of Internal Sources The benefits / advantages / merits of using internal sources of recruitment:1. It is time saving, economical, simple and reliable. 2. There is no need of induction training because the candidate already knows everything about the organization, the work, the employee, the rules and regulations, etc. 3. It motivates the employees of work hard in order to get higher jobs in the same organization. 4. It increases the morale of the employees and it improves the relations in the organisation. 5. It reduce executive turnover. 6. It develops loyalty and a sense of responsibility. Demerits of Internal Sources The limitations / demerits of using internal sources of recruitment:1. It prevents new blood from entering the organization. New blood brings innovative ideas, fresh thinking and dynamism into the organization. 39
  45. 45. 2. It has limited scope because it is not possible to fill up all types of vacancies from within the organization. 3. The position of the person who is promoted or transferred will be vacant. 4. There may be bias or partiality in promoting or transferring persons from within the organization. 5. Those who are not promoted will be unhappy. 6. The right person may be promoted or transferred only if proper confidential reports of all employees are maintained. This involves a lot of time, money and energy. External Sources of Recruitment The external sources of recruitment are:1. Management Consultants : Management consultants are used for selecting higher-level staff. They act as a representative of the employer. They make all the necessary arrangements for recruitment and selection. In return for their services, they take a service charge or commission. 2. Public Advertisements : The Personnel department of a company advertises the vacancy in newspapers, the internet, etc. This advertisement gives information about the company, the job and the required qualities of the candidate. It invites applications from suitable candidates. This source is the most popular source of recruitment. This is because it gives a very wide choice. However, it is very costly and time consuming. 3. Campus Recruitment : The organization conducts interviews in the campuses of Management institutes and Engineering Colleges. Final year students, who're soon to get graduate, are interviewed. Suitable candidates are selected by the organization based on their academic record, communication skills, intelligence, etc. This source is used for recruiting qualified, trained but inexperienced candidates. 4. Recommendations : The organization may also recruit candidates based on the recommendations received from existing managers or from sister companies. 5. Deputation Personnel : The organization may also recruit candidates who are sent on deputation by the Government or Financial institutions or by holding or subsidiary companies. Advantages of External Sources The benefits / merits / advantages of using external sources of recruitment:40
  46. 46. 1. It encourages young blood with new ideas to enter the organization. 2. It offers wide scope for selection. This is because a large number of suitable candidates will come for the selection process. 3. There are less chances of bias or partiality. 4. Here there is no need to maintain confidential records. Limitations of External Sources The demerits / limitations of using external sources of recruitment:1. It is very costly. This is because advertisements, test, medical examination etc., has to be conducted. 2. It is very time consuming. This is because the selection process is very lengthy. 3. It may not develop loyalty among the existing managers. 4. The existing managers may leave the organization if outsiders are given higher post. 41
  47. 47. Process A) Job analysis: The proper start to a recruitment effort is to perform a job analysis, to document the actual or intended requirement of the job to be performed. This information is captured in a job description and provides the recruitment effort with the boundaries and objectives of the search. Oftentimes a company will have job descriptions that represent a historical collection of tasks performed in the past. These job descriptions need to be reviewed or updated prior to a recruitment effort to reflect present day requirements. Starting recruitment with an accurate job analysis and job description ensures the recruitment effort starts off on a proper track for success. Job analysis defines the duties and human requirements of the company’s jobs. The next step is to recruit and select employees. We can envision the recruitment and selection process as a series of steps: 1) Decide the positions to fill, through personnel planning and forecasting. 2) Build a pool of candidates or these jobs, by recruiting internal or external candidates. 3) Have candidates complete application forms and perhaps undergo initial screening interviews. 4) Use selection tools like tests, background investigations, and physical exams to identify viable candidates. 5) Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates. B) Sourcing Sourcing involves: a)Advertising, a common part of the recruiting process, often encompassing multiple media, such as the Internet, general newspapers, job ad newspapers, professional publications, window advertisements, job centers, and campus graduate recruitment programs; and b) Recruiting research, which is the proactive identification of relevant talent who may not respond to job postings and other recruitment advertising methods done in a). This initial research for so-called passive prospects, also called name-generation, results in a list of prospects who can then be contacted to solicit interest, obtain a resume/CV, and be screened. C) Screening and selection Suitability for a job is typically assessed by looking for skills, e.g. communication, typing, and computer skills. Qualifications may be shown through résumés, job applications, interviews, educational or professional experience, the testimony of references, or in-house testing, such as for software knowledge, typing skills, numeracy, and literacy, through psychological tests or employment testing. Other resume screening criteria may include length of service, job titles and 42
  48. 48. length of time at a job. In some countries, employers are legally mandated to provide equal opportunity in hiring. Business management software is used by many recruitment agencies to automate the testing process. Many recruiters and agencies are using an applicant tracking system to perform many of the filtering tasks, along with software tools for psychometric testing. Onboarding: "Onboarding" is a term which describes the process of helping new employees become productive members of an organization. A well-planned introduction helps new employees become fully operational quickly and is often integrated with a new company and environment. Onboarding is included in the recruitment process for retention purposes. Many companies have onboarding campaigns in hopes to retain top talent that is new to the company; campaigns may last anywhere from 1 week to 6 months. Internet recruitment and websites: Such sites have two main features: job boards and a résumé/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a résumé to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Websites capture candidate details and then pool them in client accessed candidate management interfaces (also online). What are Recruiting agencies? Recruitment agencies are designed to manage the recruitment process from start to finish. Recruitment agencies hold large databases of candidates and can advertise on your behalf. Their advertising methods include both print and online mediums although the latter has become more common in recent years. Advantages  Reduces the impact on company resources and time spent on recruitment  Agencies can manage & pay contract workers and take care of tax issues  You can often get a rebate for unsuitable placements within a specific period of time or be provided with another candidate  Expertise and knowledge in their specialist field Disadvantages  Lost time if they are not able to find a suitable candidate  Expensive – you may have to pay as much as 20% of the employee’s first years annual salary. This means that if an employee is paid 80%in the first year you could be paying as much as 20% in recruitment fees per vacancy. Even at a conservative 12% you would be paying 10%. 43
  49. 49. Planning and forecasting: Employment personnel planning: The process of deciding what positions the firm will have to fill, and how to fill them. The recruitment and selection process starts with employment or personnel planning. This is the process of deciding what positions the firm will have to fill, and how to fill them. Personnel planning embrace all future positions, from maintenance clerk to CEO. However, most firms call the process of deciding how to fill executive jobs succession planning. Employment planning should flow from the firm’s strategic plans. Plans to enter new business build new plants or reduce costs all influence the types of positions the firm will need to fill (or eliminate). 44
  50. 50. Recruitment Process in TCE Recruitment will be carried out either through campus or Lateral (Including staff on Fixed Tenure Contract (FTC) for the complete recruitment process. Depending upon the requirements company may engage technical/functional experts on long term, short term or as required basis. Campus Recruitment Campus Recruitment Programme is a bench strength programme wherein selected candidates go through an year long training programme before absorption. Trainees are selected through premier institutes as well as other recognized institutes across the country. Institutes from remote geographical areas/places are also visited by TCE to provide opportunities to candidates, facilitating new employees coming from diverse regions, background and cultures. Lateral Recruitment Lateral recruitment to be done based on current and future workforce requirements and skill/experience criteria. Buddy and Mentoring: This is a program held within the TCE organization to help newly recruit to feel comfortable with the company’s environment and to help them to understand the roles and policies of the organization. Buddy:  Make joinee feel at home.  To help new joinee get familiar with TCE process and policies for first 6 months. Mentoring:  Help and support individual to manage their own leaving order to maximize once potential. Steps involved in recruitment: 1) 2) 3) 4) 5) Finalizing Job Description Organization Structure for Positional Requirements. Sourcing for appropriate CVs Short listing of CVs Interview 45
  51. 51. Selection process: The selection in Campus Recruitment is done through written test and technical Interview. Trainees are selected from premier institute like IITs & NITs as well as other recognized Engineering Colleges. For lateral recruitment candidates are selected /recruited from job sites, advertisement, recruitment agencies, direct applicants and the employee referral system. Selected candidates are put through psychometric test and pre-employment medical test. 46
  52. 52. Roles and Responsibility of engineers TCE: As a Civil Engineer: Civil engineering is one of the most popular and broadest fields of engineering. It is a branch of engineering that deals with the construction and design of highways, dams, buildings, tunnels, bridges, reservoirs and other similar facilities. Civil engineers have a great deal of responsibility in their field. They are directly responsible for the planning and management of construction to take place. Not only do they aid in designing but also take an effective part in estimating, scheduling, obtaining materials, planning, costs, controlling costs and selecting equipment that is to be used. In the field of a construction civil engineer, design of the process analysis, construction, mathematics and science all are very important and necessary. Civil engineers are also directly responsible for the construction of many important buildings that you come across on a daily basis. There are two crucial aspects within this field. You may face difficulty in consulting both a civil engineer and contracting a civil engineer. The key responsibility of a consulting civil engineer is regarding designing of the project while contracting civil engineers deal with the actual construction where they play a significant role in transforming a planned designed layout into real architecture. Moreover, being a civil engineer, there are many further specializations that are an essential part of the sector. A civil engineer job is engaged in different activities starting from the selection of land to the final construction.  Role of Civil Engineer: Analysis & Design of RCC / Steel Structures for: •Buildings which house equipments •Special Structures like Chimneys, Canals, Roads, Bridges, Dams, Silos and Bunkers •Supporting Structures for Pipes, Cable Trays, Conveyors •High rise office buildings Water Treatment and Supply, Sewerage Treatment Geotech investigation reviews Environmental aspects  Role of Mechanical /Chemical Engineer : •Systems design – Selection of suitable process technology, Equipment sizing and Design Basis •Plot Plan And General Arrangement Drawing •Equipment Specifications – Pumps, Fans, Compressors, Boilers, Turbine, Heat exchangers, Cranes, Hoists , Water Treatment Systems, Coal, Ash and Other Material Handling Systems •Piping Layouts •Air Conditioning & Ventilation Sizing, Duct Layout •Equipment Inspection 47
  53. 53.  Role of Electrical Engineer: •System Design – Power requirement, Power distribution, Switchyard and Substation Design, Electrical Control and Protection, Relay Coordination •Single Line Diagrams •Equipment specification – Motors. Transformers, Batteries, Switch Gear, Cables etc. •Equipment Layout, Cable Layout, Earthing Layout •Power System Studies Transmission & Distribution HR Interview Questions for TCE:                    Tell me about yourself? Why should I hire you? What are your strengths and weaknesses? Why do you want to work at our company? What is the difference between confidence and overconfidence? What is the difference between hard work and smart work? How do you feel about working nights and weekends? Can you work under pressure? Are you willing to relocate? What are your goals? What motivates you to do a job? What makes you angry? Give an example of your creativity? How long will you be willing to work with us if hired? Are you not overqualified for this position? Explain how would you be an asset for the company? Would you lie for the company? Who has inspired you in your life and why? What was the toughest decision you ever had to make? HR questions for experienced people:       From everything you have learned about this role, me and our company, tell me how you feel you did make a contribution? Why should we hire you? If you could start your career over again, what would you do differently? When I contact your last supervisor and ask which area of your work needs the most improvement, what will I learn? Describe the best boss you ever had? Tell me about what motivates you? 48
  54. 54.       What frustrates you? Tell me about the toughest negotiation you have ever been in? How do you involve your staff when an important company strategy decision needed to be made? Where do you see yourself in five years? Give an example of your creativity? What kind of salary and offer you are looking for? For the employees of the organization Performance management system (PMS) is conducted under which the performance of the employees is managed against standards. Important point to consider is to define the Key Result Area (KRA) and Key Performance Area(KPA). KRA refers to general areas of outcomes or outputs for which the department’s role is responsible. A typical role targets three to five KRA. Identifying KRA will help individuals:  Clarify their roles  Align their roles to organizational strategic plan  Focus on result rather than activity  Communicate their roles and purpose to others  Set objectives and goals  Prioritize their activity and therefore, improve their time/work management. When KRA is large, it is broken into manageable area of managing evaluation which are referred to as KPA’s. Key performance indicator is also set accordingly. Performance Management System helps in:  Helps in defining the objective of job role.  Set standards which are achievable  Measure the actual performance to standards  Analyze the result  Improve the limitation and create innovative methods to enhance performance efficiency.  Maintain the performance by continuous monitoring.  Sustain by adhering to change. 49
  55. 55. Talent Management In today‘s challenging business environment of going global and competition becoming intense, organizations have mounting pressure to perform better than before. Over the years, creation and preservation of knowledge has become a key tool in accelerating competitiveness and enhancing organizational capabilities to respond to market changes wherein employees ‘skills and personalities are appropriately deployed to optimize performance, is a critical and difficult task. Furthermore, identifying and developing executives who have leadership potential, like every other vital strategic function, is a demanding process that is equal parts of Arts and Science. Not only Software and BPO Companies, no organization can rest in peace under the assumption that once they have recruited the employee in place, their job is done. The real challenge that is faced by these industries is not hiring the right person for the right job, neither their Performance Management System, nor their Work Climate nor Culture, but in retaining the employee. It is proven beyond argument that it is the people who make or break the organization. Managing the talent of key employees is critical to achieve the success in long-term by any organization. Talent management involves individual and organizational development in response to a changing and complex operating environment. It includes the creation and talent in general terms refers to the capabilities, skills or the art, a person possess in a particular field. It also refers to those people who have high potential, scarce knowledge and skill or who can successfully bring about transformation and change in the organization. Such individuals are usually sought after in the market and their contributions to the business add direct value to its strategic or competitive positioning. Coming to the word Talent Management in an organization, it refers to those special steps an organization adopts to recruit, develop and retain its pool of top talent. Talent Management also denotes a deliberate 50
  56. 56. approach taken up by an organization to attract, develop and retain people with the aptitude and abilities to meet not only the current requirements but also future organizational needs. In today’s talent-hungry market scenario, one of the greatest challenges that organizations are facing is to successfully attract, assess, train and retain talented employees. Talent Management encompasses in itself the entire process of Planning, Recruiting, Developing, Managing, and Compensating employees throughout the organization. Organizations have realized the need for talent management and are now focusing to develop and retain the existing talent in their organization rather than trying to acquire a new talent because the cost of identifying, developing and retaining the talent internally is more cost effective instead of replacing the talent which is lost from external market. Though it may appear initially that in the process of retaining talent, we are spending more in terms of increased wages, rewards and recognition, when we practically analyze, the cost of acquiring a new talent is higher. Apart from higher cost of acquiring the new talent it has to additionally face the initial hiccups of this new employee getting along with the organizational goals and strategies. Every business unit is making sure that they can respond and withstand the challenges of talent crisis by developing an effective talent management strategy like identifying the key talented people in the organization, cultivating and developing the skill of their present workforce and retaining highly talented employees by protecting them from competitors 51
  57. 57. History Talent management is a term that emerged in the 1990s to incorporate developments in Human Resources Management which placed more of an emphasis on the management of human resources or talent. The term was coined by David Watkins of Softscape published in an article in 1998, and further defined in the book "Talent Management Systems" in 2004 " however the connection between human resource development and organizational effectiveness has been established since the 1970s. Talent management is part of the Evolution of Talent Measurement Technologies. The issue with many companies today is that their organizations put tremendous effort into attracting employees to their company, but spend little time into retaining and developing talent. A talent management system must be worked into the business strategy and implemented in daily processes throughout the company as a whole. It cannot be left solely to the human resources department to attract and retain employees, but rather must be practiced at all levels of the organization. The business strategy must include responsibilities for line managers to develop the skills of their immediate subordinates. Divisions within the company should be openly sharing information with other departments in order for employees to gain knowledge of the overall organizational objectives. Companies that focus on developing their talent integrate plans and processes to track and manage their employee talent, including the following:       Sourcing, attracting, recruiting and on boarding qualified candidates with competitive backgrounds Managing and defining competitive salaries Training and development opportunities Performance management processes Retention programs Promotion and transitioning The talent management strategy may be supported by technology such as HRIS (HR Information Systems) or HRMS (HR Management Systems). Modern techniques also use Competency-based management methodologies to capture and utilize competencies appropriate to strategically drive an organization's long term plans. 52
  58. 58. Talent Management: Concept Wide variations exist in how the term ‘talent’ is defined across differing sectors, and organisations may prefer to adopt their own interpretations rather than accepting universal or prescribed definitions. That said, it is helpful to start with a broad definition and, from our research, we have developed a working definition for both ‘talent’ and ‘talent management’:  Talent consists of those individuals who can make a difference to organisational performance either through their immediate contribution or, in the longer-term, by demonstrating the highest levels of potential.  Talent management is the systematic attraction, identification, development, engagement, retention and deployment of those individuals who are of particular value to an organisation, either in view of their ‘high potential’ for the future or because they are fulfilling business/operation-critical roles. These interpretations underline the importance of recognising that it is not sufficient simply to attract individuals with high potential. Developing, managing and retaining those individuals as part of a planned strategy for talent is equally important, as well as adopting systems to measure the return on this investment. More organisations are also now broadening their definitions, looking at the ‘talents’ of all their staff and working on ways to develop their strengths (see ‘inclusive versus exclusive approaches’ below). At its broadest, then, the term ‘talent’ may be used to encompass the entire workforce of an organisation. 53