Following the unforeseen disruption of the coronavirus pandemic, companies are now resorting to intelligent automated systems that offer virtual screening environment and interviewing experience, instead of conducting in-person interviews. Companies have taken the rising global health crisis very seriously and are concerned about the health of their employees and until this public health emergency is contained, corporates are shifting their entire recruitment strategy to virtual platforms

1. Benchmarking of recruitment policy during covid-19
SUMMER INTERNSHIP REPORT
TATA STEEL
Tata Steel Limited191, Burma Road, Burma Mines, Jamshedpur - 831001, India

2. 1
ST.XAVIER’S COLLEGE OF MANAGEMENT & TECHNOLOGY
Summer Internship Report
AT
{ HRM }
Benchmarking of recruitment policy during covid-19
IN
TATA STEEL, JAMSHEDPUR
FROM 10-07-2020 TO 04-09-2020

3. 2
PROJECT TITLE
Benchmarking of recruitment policy during covid-19
SUBMITTED BY:-
 NAME-RAHUL KUMAR
 RF.NO-VT20203426
 ST.XAVIER’S COLLEGE OF MANAGEMENT & TECHNOLOGY(Patna).

4. 3
INDEX
CHAPTER.NO TITLE PAGENo.
CERTIFICATE………………………………............. 04
ACKNOWLEDGEMENT……………………...... 05
01 THE COMPLETE STORY (TATA GROUP) …. 06
02 ABOUT USTATA GROUP………………………. 10
03 TATA STEEL……………………………………. 11
04 TATA STEEL (PROFILE)………………………. 12
05 HISTORY,MISSION,VISION & VALUE……… 13
06 OWNERSHIP STRUCTURE OF TATA STEEL.. 15
07 LEADERSHIP STRUCTURE OF TATA STEEL.. 16
08 BUSINESS MODEL & STRATEGY……………… 18
09 HUMAN RESOURCE MANAGEMENT………… 19
10 HRM AT TATA STEEL…………………………. 29
11 HUMAN RESOURCE POLICE AT TATA STEEL.. 30
12 ROLE AND RESPONSIBILITY OF HRM ………... 31
13 EMPLOYEE RELATION IN TATA STEEL……….. 33
14 RECRUITMENT AND SELECTION……………….. 35
15 HIRING TRND IN A POST COVID WORLD……… 41
16 COMPANIES RECRUITMENT STRATEGY SHIFT
TO VIRTUAL PLATFOM…………………………… 45
17 RESEARCH METHODOLOGY……..………………… 47
18 QUESTIONNAIRE…………………………………….. 49
19 KEY FINDINGS……………………………………….. 53
20 LIMITATION OF THE STUDY………………………... 54
19 CONCLUSION…………………………………………. 55
20 BIBLIOGRAPHY……………………………………….. 56

5. 4
CERTIFICATE
This is to certify that RAHUL KUMAR have completed their internship at TATA STEEL,
Jamshedpur from 10-07-2020- to 04-09-2020 for a period of 8 weeks vocational training.
We are glad to mention that they have carried out their project on “BENCHMARKING OF
RECRUITMENT POLICY DURING COVID-19”, very sincerely under the guidance of
mentioned heads.
We wish them all the best for their future Carrier and Ambition.
GUIDED BY:
NANCY CHACKO (Manager HRM engineering services)
B.SAH (Sr.manager mobile equipment self)

6. 5
ACKNOWLEDGEMENT
The completion of this project is a collective outcome of the help & support of different
personalities. This has acted as stimulant and provided us example of strength to complete
project in the present form and shape.
Our obligation has for far many to mention individually but we shall be failing in our duty if
don’t recollected the present memories or the goodness of at least the main resources.
The time, which we spent with TATA STEEL, Jamshedpur. During the training it was a
wonderful experience & we would like to thank all those who directly or indirectly assisted to
accomplish this project successfully & adequately
i would like to thank
1. NANCY CHACKO (Manager HRM engineering services)
2. B.SAH (Sr.manager mobile equipment self)
3. Prof.PIYUSH RANJAN SAHAY
4. Prof.vineet singh
as their support & guidance helped me in converting our concepts into visualization & also
for the guidance throughout the project. Last but not the least we would like to thank all the
employees & management of TATA STEEL, without their co-operation this training would
not have been possible.

7. 6
THE COMPLETE STORY
TATA GROUP
1868
• 29-year-old Jamsetji Nusserwanji Tata starts a trading company with a capital of
₹21,000 — the early beginnings of what would one day become the Tata group
1874
• In a bold move, Jamsetji establishes a textile mill in Nagpur instead of Bombay
— India's textile hub. The Empress Mills experiment would prove to be a stroke
of genius.
1886
• Empress Mills pioneers employee welfare initiatives, long before they are
enacted by law. 150 years later, the Tata group remains a 'people-first'
enterprise.
1892
• Jamsetji establishes the JN Tata Endowment Fund to help Indian students
pursue higher studies abroad.
1903
• The Taj Mahal Hotel opens for business on December 16. It is one of Jamsetji's
many dreams for India, and the only one that would come to fruition in his
lifetime
1904
• It falls to his older son, Sir Dorabji Tata, to bring his father's grand vision for
India to life. He becomes Chairman when Jamsetji passes away in Germany in
1904.

8. 7
1907
• Sir Dorab first establishes Tata Iron and Steel Company (now Tata Steel) in
remote Sakchi, and builds a hospital for the village, years before the first ingot is
rolled out.
1909
• The Indian Institute of Science is established through the vision of JN Tata, 5
years after his death. The first batch of students is admitted in 1911.
1910
• Jamsetji's dream of bringing clean energy to Mumbai by establishing Western
India's first hydro plant, is brought to life by Sir Dorab. Tata Power is born.
1912
• Moved by widespread poverty in India, Sir Ratan Tata, Jamsetji's younger son
and a philanthropist, funds research into its causes at the University of London.
1917
• The group makes its consumer space debut with Tata Oil Mills Co (TOMCO),
known for popular soap brands, Hamam and Moti. It is sold to Hindustan Lever
in 1984.
1919
• Sir Ratan Tata passes away this year, and the first of the Tata Trusts, the Sir
Ratanji Tata Trust & Allied Trusts, is set up in accordance with his will. It has a
corpus of Rs. 8 million.

9. 8
1929
• 24-year-old JRD Tata receives the first pilot licence in India, the culmination of a
childhood fascination with flying and with legendary aviator Louis Bleriot.
1936
• The Tata Institute of Social Sciences is established, pioneering social work
education in India. It remains an institution of excellence to this day.
1941
• The Tata Memorial Hospital is commissioned by the Sir Dorabji Tata Trust. It
pioneers cancer treatment in the country, and offers access to cancer care for all.
1945
The group's rapid business expansion continues with the establishment of Tata
Engineering and Locomotive Company. By 2003, it is rechristened Tata Motors.
1954
Voltas is incorporated and is associated with multiple prestigious projects, making
it a leading engineering solutions provider and airconditioning brand
1962
The group's interest in the beverages space is brewing. The country wakes up to a
cup of Tata Finlay (later, the iconic Tata Tea; now, Tata Global Beverages)
1968
India's first software services company, Tata Consultancy Services ushers in a new
era. Today, it is a truly global enterprise with a presence in 46 countries.
1982
The Taj Group accelerates its international expansion with the acquisition of St.
James Court in London, UK, two years after the company's first international hotel
in Yemen.
1983
Tata Chemicals changes the way India consumes salt. Tata Salt is the country's
first iodised branded salt — the 'desh ka namak' to build a strong, healthy nation.

10. 9
1994
• Titan revolutionises the Indian jewellery market with the launch of Tanishq. The
retail brand brings transparency and reliability to an unorganised sector.
1998
• Tata Indica, India's first indigenously designed and manufactured car, and Tata
Safari, India's first SUV, are launched by TELCO (now, Tata Motors).
2003
TCS is the first Indian software company to cross one billion dollars in revenues.
It goes public in 2004 in the largest IPO in India, raising nearly $1.2bn.
2004
• Tata Motors acquires the heavy vehicles unit of Daewoo Motors, and in the same
year, is listed on the New York Stock Exchange.
2006
The group responds to the transforming satellite entertainment space by launching
DTH (Direct-to-Home) provider, Tata Sky.
2008
Tata Motors unveils the 'people's car', Tata Nano, to make safe transport
affordable to millions. It also acquires iconic British car maker, Jaguar Land Rover
2017
TCS and Cornell Tech inaugurate the Tata Innovation Center to promote joint
academic and industry research, following a $50 million investment by TCS
2018
TCS becomes the first listed Indian IT company to breach $100 billion in market
capitalisation.
2019
Brand Finance names Tata as India's most valuable brand for 2019. With its
brand value growing by 37 percent to $19.6 billion.

11. 10
CHAPTER-2 ABOUT US / TATA GROUP
 BUSINESS
1868: A start-up. Today: A global enterprise
As a 29-year-old, Jamsetji Tata set up a trading firm in 1868. Today, the operating companies
of the Tata group lead the nation in ten business verticals.
 OWNERSHIP
66% of Tata Sons is owned by trusts
The Tata Trusts promote education, health, culture and livelihood initiatives in India.
 FINANCIALS
$113.0 billion in revenues in 2018-19
The combined market cap of Tata companies was $160 billion (INR 11,10,308 crore) as on
March 31, 2019.
 PEOPLE
There are 722,281 of us. And counting
The companies of the Tata group employ many of India's finest, strengthened by a culture of
ethics and integrity.

12. 11
CHAPTER-3 TATA STEEL
Tata Steel Limited, formerly Tata Iron and Steel Company Limited (TISCO), is an Indian
multinational steel-making company based in Jamshedpur, Jharkhand, and is headquartered
in Kolkata, West Bengal, India. It is a subsidiary of the Tata Group.
Tata Steel is among the top steel producing companies in the world with an annual crude steel
capacity of 34 million tonnes per annum. It is one of the world's most geographically-
diversified steel producers, with operations and commercial presence across the world. The
group (excluding SEA operations) recorded a consolidated turnover of US$19.7 billion in the
financial year ending 31 March 2020. It is the second largest steel company in India
(measured by domestic production) with an annual capacity of 13 million tonnes after SAIL.
Tata Steel operates in 26 countries with key operations in India, Netherlands and United
Kingdom, and employs around 80,500 people.Its largest plant (10 MTPA capacity) is located
in Jamshedpur, Jharkhand. In 2007, Tata Steel acquired the UK-based steel maker Corus.
It was ranked 486th in the 2014 Fortune Global 500 ranking of the world's biggest
corporations.It was the seventh most valuable Indian brand of 2013 according to Brand
Finance.
In July 2019 Tata Steel Kalinganagar (TSK) was included in the list of the World Economic
Forum's (WEF's) Global Lighthouse Network, showing leadership in applying Fourth
Industrial Revolution technologies to drive financial and operational impact.

13. 12
CHAPTER-4
TATA STEEL-{PROFILE}
TATA STEEL
Formerly Tata Iron and Steel Company Limited
Type Public
Industry Steel / Iron
Founded 26-august-1970
Founder Jamshetji Tata
Headquarter Mumbai
Area served Worldwide
Key people Natarajan Chandrasekaran
(Chairman)
T. V. Narendran
(CEO & Managing Director, Tata Steel
Ltd.)
Products Steel
Long steel products
Structural steel
Wire products
Steel casing pipes
Household goods
Revenue ₹157,668 crore (2019)
Number of employees 32984
Parent Tata group
Website www.tatasteel.com

14. 13
CHAPTER-5
HISTORY, VISION, MISSION and VALUES OF
TATA STEEL LTD.
Established in 1907, Tata Steel, the flagship company of the Tata group is the first integrated
steel plant in Asia and is now the world`s second most geographically diversified Steel
producer and a Fortune 500 Company. Backed by 100 glorious years of experience in Steel
making, Tata Steel is the world’s 6th largest steel company with an existing annual crude
Steel production capacity of 30 Million Tons Per Annum (MTPA). Tata Steel has a balanced
global presence in over 50 developed European and fast growing Asian markets, with
manufacturing units in 26 countries.
It was the vision of the founder; Jamsetji Nusserwanji Tata, that on February 27, 1908, the
first stake was driven into the soil of Sakchi. His vision helped Tata Steel Overcome several
periods of adversity and strive to improve against all odds.
5.1-VISION OF TATA STEEL LTD
We aspire to be the global steel industry benchmark for Value Creation and Corporate
Citizenship.
5.2- MISSION OF TATA STEEL LTD
Consistent with the vision and values of the founder Jamsetji Tata, Tata Steel strives to
strengthen India’s industrial base through effective utilization of staff and materials. The
means envisaged to achieve this are best technology and high productivity, consistent with
modern management practices. Tata Steel recognizes that while honesty and integrity are
essential ingredients of a strong and stable enterprise, profitability provides the main spark
for economic activity. Overall, the Company seeks to scale the heights of excellence in all it
does in an atmosphere free from fear, and thereby reaffirms its faith in democratic values.

15. 14
5.3- Values
Integrity | Excellence | Unity | Responsibility | Pioneering.
INTEGRITY
We must conduct our business fairly, with honesty and transparency. Everything we do
must stand the test of public scrutiny.
EXCELLENCE
We must constantly strive to achieve the highest possible standards in our day-to-day
work and in the quality of the goods and services we provide.
UNITY
We must work cohesively with our colleagues across the group and with our customers
and partners, to build strong relationships based on tolerance, understanding and mutual
cooperation.
RESPONSIBILITY
We must be responsible and responsive to the countries, communities and environments
in which we work, always ensuring that what comes from the people goes back to the
people many times over.
PIONEERING
We will be bold and agile, courageously taking on challenges, using deep customer
insight to develop innovativeness.

16. 15
OWNERSHIP STRUCTURE OF TATA STEEL
CHAPTER-6
 Ownership of TATA STEEL (as of March 31, 2017) is diversely held as depicted.
HOLDER’S NAME NO.OF SHARES % SHARE HOLDING
No. of shares 1204126999 100%
Promoters 373279370 31%
Instutions 590022230 49%
NB Bank mutual funds 103073271 8.56%
Central govt. 2649079.4 0.22%
others 26731619.4 2.22%
General public 108371430 9%

17. 16
LEADERSHIP STRUCTURE OF TATA STEEL
ID-Independent director
NED-Non-executive director, CEO-Chief executive officer.
CHAIRMAN
RATAN N
TATA
NON-EXECUTIVE CHAIRMAN
MR.NATRAJAN CHANDRASEKARAN
BOARD OF DIRECTOR(INDIA)
ID-4
CEO
ID-3
NED
BOARD COMMITTEES
SENIOR MANAGEMENT
ID-2
NED
ID-1
ID-5

18. 17
Tata steel have a well-defined operating structure to ensure that the Company is on
track to achieve its vision and strategic objectives. Tata steel executive management
rests with Mr. T. V.Narendran, CEO and Managing Director for Tata steel Indian and
South-East Asian operations and Mr. Koushik Chatterjee, Group Executive Director
(Finance, Corporate & Europe) Mr. Narendran and Mr. Chatterjee, operationally and
administratively report to Tata Sons (Tata Group) Chairman, Mr. N. Chandrasekaran
and functionally report to the Board of Directors.The executive team responsible for
operations such as Raw Materials, Steel Making, Sales and Marketing among
others reports to the Managing Director. Corporate functions such as Finance and
Accounts, Legal ,Secretarial, Communications and Regulatory Affairs, among others
,report to the Group Executive Director (Finance, Corporate and Europe). They have a
strong, diverse, highly qualified and richly experienced leadership team with a track
record of excellence and passion for performance.

19. 18
CHAPTER-8 Business Model & Strategy OF
“TATA STEEL”
Tata Steel continually re-defines performance parameters in its journey towards becoming the
global steel industry benchmark for value creation and corporate citizenship.
Today,They are amongst one of the few steel companies that has its operations fully
integrated – from mining to manufacturing and marketing of finished products.
Their manufacturing strategy has always focused on ensuring raw material security. This
goes a long way in enabling cost competitiveness and efficiencies, and has enabled Tata Steel
to become the lowest cost producer of steel in Asia.
Their Raw Material Division operates captive iron ore and coking coal mines in the Indian
states of Jharkhand and Odisha. Key manufacturing functions, are performed by the raw
materials and iron making groups, while Shared Services provides support for a smooth
production. The downstream and allied business activities are structured into profit centres
such as Ferro-alloys and Minerals, Tubes, Wires, Bearings, Agrico, Industrial By-products
Management & Tata Growth Shop.
Following a growth strategy of capacity augmentation through Brownfield and Greenfield
projects, the capacity expansion plans in Jamshedpur and Kalinganagar will further help
strengthen their product portfolio in India while rebalancing steel-making capacities across
the Group.

20. 19
CHAPTER-9 HUMAN RESOURCE MANAGEMENT
Human Resource Management or Personnel management is the activity of Managing
personnel, usually employees.
In any organization, managing personnel is the process of making sure the employees (not the
customers) are as productive as they can be.
This can include hiring, firing, or transferring people to/from jobs they can do most
productively.
Why name 'Human Resource Management'?
Human: Refers to the skilled workforce in the organisation.
Resource: Refers to limited availability or scarceness.
Management: Refers how to optimize and make best use of such limited and a scarce resource
so as to meet the ordination goals and objectives.
Altogether, human resource management is the process of proper and maximise utilisation of
available limited skilled workforce. The core purpose of the human resource management is to
make efficient use of existing human resource in the organisation. The Best example at present
situation is, construction industry has been facing serious shortage of skilled workforce. It is
expected to triple in the next decade from the present 30 per cent, will negatively impact the
overall productivity of the sector, warn industry experts.

21. 20
9.1-Meaning of Human Resource Management:-
A business unit needs employees to look after different activities. This is Called manpower or
Human resource. Such human resource needs to be developed fully so that it will make positive
Contribution for the progress and prosperity of a business unit. For this Systematic
development and management of human resources is necessary.
Human Resource Management (HRM) deals with.
(a) Training
(b) Self-development
(c) Promotions
(d) Performance appraisal of manpower recruited in an organization.

22. 21
HRM is an organized learning experience aimed at matching the organizational need for career
growth and development. It is a process involving series of learning activities designed to
acquire
desired level of competence among employees. HRM is a continuous process and it needs
money.
Such investment creates a team of efficient, skilled and trained manpower which brings success
and stability to a business unit. HRM programmers offer long term benefits to an organization.
Every organisations' desire is to have skilled and competent people to make their organisation
more effective than their competitors. Humans are very important assets for the organisation
rather
than land and buildings, without employees (humans) no activity in the organisation can be
done.
Machines are meant to to produce more goods with good quality but they should get operated
by
the human only.
9.2-DEFINITIONS:
Many great scholars had defined human resource management in different ways and with
different words, but the core meaning of the human resource management deals with how to
manage people or employees in the organisation.
Edwin Flipoo defines- HRM as “planning, organizing, directing, controlling of procurement,
development, compensation, integration, maintenance and separation of human resources to
the end that individual, organizational and social objectives are achieved.”
The National Institute of Personal Management (NIPM) of India has defined human
resources – personal management as “that part of management which is concerned with people
at work and with their relationship within an enterprise. Its aim is to bring together and develop
into an effective organization of the men and women who make up enterprise and having regard
for the well being of the individuals and of working groups, to enable them to make their best
contribution to its success”.

23. 22
According to Decenzo and Robbins, “HRM is concerned with the people dimension” in
management. Since every organization is made up of people, acquiring their services,
developing their skills, motivating them to higher levels of performance and ensuring that they
continue to maintain their commitment to the organization is essential to achieve organsational
objectives. This is true, regardless of the type of organization – government, business,
education, health or social action”.

24. 23
9.3-Characteristics of Human Resource Management:
Upgrading Manpower :-
HRM is basically concerned with the upgrading of manpower working in an Organization. This
leads to improvement in the individual performance of an employee and also corresponding
Improvement in the organizational performance.
Stress on Training :-
HRM includes various schemes arranged for providing education, guidance, Training and
Opportunities to learn and develop employees of all categories and working in different
Departments. There is an integrated use of sub-systems (training, career developments,
Organizational development) in the HRM programme.
Attention to learning and career development:-
Learning, self-development, career developments are possible through HRM Programs. These
are the core areas of HRM. Career development is possible through joining Training courses,
Reading books and periodicals. Learning and career development raise the capacity of
Employees to work at highest levels. They are given higher positions with monetary benefits.
Organizational Development:-
HRM includes organizational development, which includes effective Communication within
the Organization, coordination of different activities elimination of Conflicts of different types
and Creation of orderly atmosphere in the whole organization.
Team Spirit:-
HRM is basically for developing team spirit in the whole organization. For this, departments
and levels of management are properly integrated. Team spirit facilitates Orderly growth of the
Organization in the right direction.
Huge Money spending by Management:-
All companies invest huge money on HRM activities but such expenditure is absolutely
essential for survival in the present competitive business world. HRM programs Create
matured, skilled and efficient manpower, which is a valuable asset of a business unit.

25. 24
Termination of Employment:-
Termination is an unpleasant part of any manager‘s job. Employees Occasionally must be
terminated for breaking rules of failing to perform adequately.
Continuous Activity:-
HRM is rightly treated as a continuous activity due to new developments taking place regularly
in the business world. For this, on the job and off the job training Programs are introduced from
time to-time.
Wide Scope:-
The scope of HRM programs is very vast. It is multi-disciplinary in character. Training and
guidance are given on different aspects of business management to enable managers to deal
with complex managerial problems and challenges.
9.4-Need and Importance of Human Resource Management:-
A good HR department is critical to an employee-oriented, productive workplace in which
employees are energized and engaged. Here are the reasons why.
HR monitors the culture. Some organizations say that HR owns the culture, but as in
all other employee relations matters, I recommend that the ownership is spread across
all employees.
HR owns the overall talent management processes. In conjunction with other managers,
HR leads the way in management development, performance management, succession
planning, career paths, and other aspects of talent management. HR can't do it alone
and relies heavily on managers and executive staff to help plan and execute the
strategies. However, HR has to bring new ideas and effective practices into the
organization.
HR is responsible for the overall recruiting of a superior workforce. Once again, HR
cannot do it alone but must provide support to hiring managers who are also responsible
for recruiting a superior workforce. HR must provide leadership, training, scheduling
assistance, a systematic hiring process, recruitment planning processes, interview
expertise, selection monitoring, and more.

26. 25
HR recommends market-based salaries and develops an overall strategic compensation
plan. HR provides guidance to managers as they determine the salary ranges within
their organizations.
HR researches, recommends and implements employee benefits programs that attract
and retain your best employees. HR is also responsible for controlling costs and
considering various options before recommending adoption.
HR is responsible for recommending and instituting strategies for people and the
organization that further the attainment of the organization's strategic goals. If your
organization is changing direction, developing new products, changing mission, vision,
or goals, HR must lead the way with employee programs and processes.
HR makes sure that workplace activities, events, celebrations, ceremonies, field trips,
and team building opportunities are occurring. Other employees plan and implement
the activities with or without HR's help, but the HR leader is generally responsible for
monitoring the budget and providing committee oversight.
HR advocates for employees who have issues or conflict with management and coaches
managers and executives who seek a more effective approach to working with
particular employees. Not everyone loves each other but they need to develop effective
working relationships for contributions and productivity. HR can help by knowing the
players and taking on the necessary role of advocate, coach and/or mediator.

27. 26
 The importance of HR is easily overlooked in the busy day-to-day in the
workplace, but without contributions in each of these areas, the organization
would be less successful.
i. To create stable labor force:-
HRM programmes are needed in order to create stable, efficient, skilled and matured
manpower required by an enterprise for the present and future period.
ii. To update the quality of manpower:-
HRM activities are needed for updating the quality of manpower as per the growing
and changing needs of an enterprise. This avoids managerial obsolescence. Even the
Vacancies at higher levels can be filled in internally due to HRM programmes as they
provide training and opportunities of self-development to employees working at lower
levels.
iii. To develop strength for survival:-
HRM programmes are necessary for survival in the present competitive Marketing
environment. An enterprise can face market competition only by improving quality,
reducing costs and avoiding wastages. All this is possible through HRM.
iv. To face challenges of technological changes:-
Technological changes are taking place rapidly in every area of business. HRM
programmes are needed in order to absorb technological changes taking place with
Speed. In fact, introduction of new technology, computers, automation, etc. will not be
possible unless training is provided to the manpower.
v. To satisfy the demand of self-development of employees:-
HRM is needed to meet the needs of employees in regard to self-development and
career development aspirations. Employees demand, training facilities, refresher
courses, Promotions and transfers, career guidance, etc. for their self-development.
HRM programmes are needed to fulfil self-development and career development of
employees.
vi. To meet future manpower needs:-
HRM is needed to meet the future manpower needs of the organization. Executives,
managers,supervisors leave the job or retire due to age factor. Competent juniors must
take their positions. HRM is needed in order to keep ready a team of competen
managers as a second line of defence.

28. 27
vii. To facilitate expansion and diversification:
HRM activities are needed to meet the manpower requirements resulting from
expansion and diversification programmes undertaken at the enterprise level. Attention
should be given to HRM much before the introduction of expansion programme.
viii. To utilize production capacity fully: -
HRM is needed in order to use the available production capacity to the optimum level.
It provides skilled manpower for this purpose.

29. 28
CHAPTER-10
HUMAN RESOURCE MANAGEMENT AT
TATA STEEL
Putting employee welfare at the very heart of our growth strategy.
From its very inception, Tata Steel has been a showcase for worker welfare schemes. Today,
the Human Resource Management function is a strategic partner in their business. They
firmly believe that people are their greatest asset and they adopt best practices to ensure
healthy employee relations, employee growth and development as well as work satisfaction.
They have, over the decades, implemented trendsetting policies, the most recent being the
first in the manufacturing industry to have a 5-day work-week. They were also declared as
the ‘Best Place to Work in the Core Sector’ in the Business Today, India Survey 2016.
Besides Paternity Leave, Work from Home and Extended Maternity Leave, other initiatives
include Mosaic, a Diversity and Inclusion Campaign that emphasises meritocracy, gender
diversity, a friendly infrastructure for differently-abled employees and increased participation
of women in senior leadership.
Tata Steel has been pioneering worker welfare schemes and community initiatives
before the legislation mandated them.
TATA STEEL recognise that their people are the primary source of their competitiveness
who we have always put first in all the initiatives. Their belief in employee welfare is
corroborated in the several ‘firsts’ in employee welfare measures that Tata Steel introduced
over time. In India, these include the 8-hour Work Day at their Jamshedpur plant in 1912, the
Leave with Pay scheme in 1936 and the Workers’ Provident Fund Scheme in 1920 – all of
which were subsequently adopted by the International Labour Organisation and enacted by
law in India.
The European Works Council meets on a regular basis to provide a forum for discussion of
significant issues which may affect employees. Tata Steel has signed on with the UK
Government’s Social Mobility Business Compact, which aims to ensure everyone has a fair
opportunity to fulfill his or her potential according to merit.
In the SEA region too, there is a continual emphasis on human rights. Several initiatives in
NatSteel have been undertaken-like the adoption of best practices, annual satisfaction survey
for migrant workers, ensuring good living conditions, health management workshops, HIV

30. 29
awareness talks, weight management programmes, smoking cessation programmes, aerobic
classes among others.
Tata Steel Thailand enhanced the human resource management in various areas such as
orientation and mentoring for new joinees; welfare and benefits improvements with the
TOGETHER Programme; feedback initiatives from the Labour union, Employee Committee,
Welfare Committee, etc., to improve remuneration and facilities; knowledge sharing session
to build workforce capability; and a continuous emphasis on feel-good initiatives to keep
morale high.
Health and well-being
They organise bi-annual holistic health check-ups as well as annual extensive investigations
for all employee & conduct regular checks to ensure that first aid centres across our plants are
well-equipped and manned by experienced doctors and paramedics. Their ‘Doctor at
Doorstep’ initiative sees teams of doctors, technicians and nurses visiting Tata Steel
employees on shop-floors to counsel them on lifestyle management and treatment at Indian
operations.
Ensuring access to nutritious food
Apart from providing air conditioning at all employee canteens, They have taken steps to
ensure consistency in the quality of food at all their canteens. Tata Steel also provides
specialised training to canteen staff to improve service levels and has committees in place
that are responsible for continuous improvement.
Setting high standards for health & safety
Tata Steel has set quality standards by monitoring office seating arrangements as well as
mobile equipment such as cranes to ensure that their ergonomics are above par. Air pollution
control systems have been installed at our plants to reduce dust levels and more and more
equipment can now be operated remotely, making onsite jobs safer and less strenuous. Our
'Mobi-safe' mobile application allows employees to report any unsafe condition/act in the
workplace, besides offering features for online detection of hazardous gases as well as visual
displays of the shop floor for better understanding of work processes.
Families and celebrations
Their 'Muskan' crèches at Indian workspaces support young parents whose work keeps them
away from their children. They have state-of the-art facilities and a ratio of 1:3 caregivers to
every child. Other initiatives instituted by Tata Steel to engage its workforce include
celebrations of professional and personal milestones, reward and recognition events and team
get-togethers.

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CHAPTER-11
HUMAN RESOURCE POLICY- TATA STEEL
Tata Steel is an equal opportunity employer.
Tata Steel recognizes that its people are the primary source of its competitiveness.
It will pursue management practices designed to enrich the quality of life of its employees,
develop their potential and maximize their productivity.
It will aim at ensuring transparency, fairness and equity in all its dealings with its employees.
Tata Steel shall strive continuously to foster a climate of openness, mutual trust and
teamwork.
In the process Tata Steel shall strive to be the employer of choice by attracting the best
available talent and ensuring a cosmopolit an workforce.

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CHAPTER-12
Role and Responsibilities of the Human Resource
Management in Tata steel ltd.
While the impact of the global pandemic crisis(Covid-19) has been felt in varied degrees
across all the geographies in which the Tata Steel Group (TSG) operates, keeping the
employees cheerful and motivated in these trying times has remained the focus of the Human
Resources department. The Group realises that its employees are the most valuable human
capital and that they play a major role in building the competitive advantage of the
Company’s business across the globe.
As the global crisis hit the world, Tata Steel Europe (TSE) employees
contributed to the ‘Weathering the Storm’ initiatives to reduce costs and increase value, in the
second half of the financial year. The company, the employees and the trade unions
demonstrated the strength of their relationships by working together in the difficult times.
Despite the present global crisis, TSE has been able to maintain its position as an employer
of choice through the following initiatives:
By demonstrating its commitment to health and safety.
By maintaining a level of apprentice and graduate recruitment.
By demonstrating the value of its culture of innovation and improvement by
delivering value creation and cost reductions.
By building and maintaining positive employee relations by agreeing to innovative
partnership deals with employee representatives and trade unions to reduce
employment costs and minimise redundancies.
By taking the highest moral approach in its management of redundancies and their
impact on the communities in which they occur.
By working with governments and other agencies in support not only of its own
workforce but those of its customers and manufacturing as a whole. This is done to
support the industry and demonstrate its central role to society and the countries in
which the Group operates in Tata steel ltd.
12.1-Role of Human Resource Management:
The role of the Human Resource Department is to create the climate & conditions in which
management throughout the industries will be enabled to optimize the individual & collective
contribution of all employees to the short & long-term success in Tata steel ltd. The main role
of Human Resource management department in Tata steel is

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Recruitment
Training
Professional Development
Maintaining Work Culture
Resolving Conflicts
Employee Relations
Rewards and Incentives
Legal Knowledge
Payroll Management
Organization
Management.
12.2-Responsibilities of Human Resource Management:
A human resource manager has two basic functions: overseeing department functions and
managing employees. For this reason, a human resources manager must be well-versed in
each of the human resources disciplines – compensation and benefits, training and
development, employee relations, and recruitment and selection. Core competencies HR
managers have are solid communication skills and decision-making capabilities based on
analytical skills and critical thought processes.
To be the principal sponsor & ―guardian of HR policies in Tata steel.
To propose & obtain agreement on changes to these policies from time to time & to
ensure that policies which have been agreed are being implemented throughout the
company.
To contribute fully to the task of meeting the business challenges within company has
to face by supporting departmental, divisional Managers in continuously developing
the potential of employees & in creating conditions in which all the employees are
motivated to meet the objectives of the company.
To continuously monitor the company strategies to ensure that HR policies are
appropriate & that employee numbers & skills are fully supportive of such strategies.
To deliver a full range of personnel services in support of line management. These
services include manpower planning, recruitment/transfer, remuneration, and training
& employee welfare.
To support line management in their day-to-day management of the workforce by
providing advice & consultancy on personnel & performance management issues.

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CHAPTER-13
EMPLOYEE RELATIONS IN TATA STEEL
“Employee Relation” is a function of many variables. Some of the contributing factors are
participative management, grievance settlement machinery, wage determination etc. Tata
Steel is the largest steel manufacturer in India with an annual capacity of 23.5 MT and
employees approximately 80,000. Tata Steel workers in a century-old history have not gone
on a strike at Jamshedpur, where its Indian manufacturing operations are largely based.
The functioning and model of Tata Steel in many ways can be perceived as ideal and other
unions across the country can adopt similar practices. Growth of the trade union is a response
to the challenge thrown by the modern industry. Viewed in this background, the origin of
trade union movement in Tata Steel were due to the same reason as elsewhere in Europe and
America. Since 1907 dissatisfaction was increasing in the working class in Tata Steel.
However, it was only in 1920 that labour organization was born after great struggle with the
management.
The genesis of trade union Tata Steel can be traced back to 1920. Over the years the workers’
union has evolved under the capable leadership of stalwarts such as Mahatma Gandhi,
Rajendra Prasad and Subhas Chandra Bose to name a few. At Tata Steel the prime focus in
terms of HR practices is on people development and growth, and employee relations, which
is imbibed in the culture of caring for people. Tata Steel has always held the view that people
are its greatest asset. It has adopted the best standards for employee wellbeing and quality of
life, strongly promoting workforce rights. The other focal point is upholding the Tata values
through transparency and fairness in HR practices and policies.
Employee engagement practices, facilities and benefits are aligned towards ensuring retention
of employees. Our engagement survey results are constantly acted upon to maintain
competitive compensation, productive work environment, employee involvement in
improvement initiatives, opportunities for learning and growth, performance-based rewards
and recognition, high standards of amenities and facilities (housing, medical, education,
recreation, social support), and two-way communication, to name a few.
The change in the business scenario across the world has been center stage at the Tata Steel
group. While meeting the current business challenge has been the focus, there is a clear
mandate to be continually resolved to not only weather the current economic storm, but to
prepare and equip the group for a healthy future as a leading global steel organisation.
Further, the business environment is swiftly changing, bringing in its own set of opportunities
and challenges; at the same time, the group is rapidly evolving and expanding its reach
strategically, geographically and culturally. The new geographies and the shifting
environments of the businesses demand that we prepare our leaders (current and future) to
face and overcome such adversities. Hence, for a sustainable future, leadership development
at all levels is the focus across the Tata Steel organisation.
Business growth has posed a challenge, of a kind never experienced by the company in the
past, resulting in a 45-percent increase in demand for leadership positions over FY10.

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Further, 17 percent of our senior leaders are retiring in the next three years. This has
compounded the challenge of meeting the increased demand in an already constrained supply
situation. The executive committee, headed by the managing director, owns the development
and succession plans for the top positions and reviews availability of talent across all
functions during talent reviews and succession planning meetings.

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CHAPTER-14
RECRUITMENT AND SELECTION
14.1-RECRUITMENT:-
Meaning and definition:
The human resources are the most important assets of an organization. The success or failure
of an organization is largely dependent on the caliber of the people working there in. Without
positive and creative contributions from people, organizations cannot progress and prosper. In
order to achieve the goals or the activities of an organization, therefore, they need to recruit
people with requisite skills, qualifications and experience. While doing so, they have to keep
the present as well as future requirements of the organization in mind. Once the required
number and kind of human resources are determined, the management has to find places where
the required human resources are/will be available and also find means of attracting them
towards the organization before selecting suitable candidates for jobs. Recruitment is defined
as, ― A process to discover the sources of man power to meet the requirements of the
staffing schedule and to employ effective measures for attracting that man power in
adequate numbers to facilitate effective selection of an efficient work force.
14.2-Objectives of recruitment:-
Some of the objectives of recruitment are:
To attract people with multi-dimensional skills and experiences that suits the present
and future organizational strategies.
To induct outsiders with a new perspective to lead the company.
To infuse fresh blood at all levels of the organization.
To devise methodologies for assessing psychological traits.

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14.3-Process of Recruitment:-
Recruitment refers the process of identifying and attracting job seekers so as to build a pool of
qualifies applicants. This process comprises of five interrelated stages, viz,
Planning
Strategy development
Searching
Evaluation and control
The ideal recruitment process is the one which attracts relatively larger number of qualified
applicants who will survive the screening process and accept positions with the organization,
when offered to approach the ideal people, individuals responsible for recruitment process must
know how many types of employees are needed, where and how to look for individuals with
appropriate qualifications and interests, what inducements to use for various types of applicants
group, how to distinguish applicants who are unqualified from those who have a reasonable
chance of success, and how to evaluate their work.

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14.4-SELECTION:-
Definition:-
Selection is defined as the process of differentiating applicants in order to identify and hire
those with a greater likelihood of success in a job. The objective of selection decision is
basically picking an applicant from a pool of applicants who has the appropriate qualifications
and competency to do the job. The selection procedure cannot be effective until and unless
Requirements of the job to be filled have been clearly specified.
Employee specifications (physical, mental, social, behavioral etc) have been clearly
specified.
Candidates for screening have been attracted. Selection process is preferable because:
It is easier for applicant as they can send their applications to a single centralized
department/agency.
It facilitates contacts with applicants because issues pertaining to employment can be
cleared through one central location.
It helps operating managers to concentrate on their operating responsibilities. This is
helpful during peak operating period.
It can provide for better selection because hiring is done by specialist trained in staffing
techniques.
The applicant is better assured of consideration for a greater variety of jobs.
Hiring cost may be cut because duplication of efforts is minimized.

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14.5-Selection Process:-
The selection process consists of the following steps:
1. Application form :- Many companies formulate their own style of application form
depending upon the size and nature of business carried on, type and level of the job etc.
Information is generally required on the following items in the form: personal background,
educational attainments, work experience references etc.
2. Written test :- Written test is conducted for the qualified candidates after they are screened
on the basis of application form to measure the candidates ability towards the job, his
aptitude reasoning, knowledge in various disciplines, English language etc.
3. Preliminary Interview :- The next step that tag along the selection procedure is a
preliminary interview wherein the applications are scrutinized so as to eliminate
unqualified applications. Preliminary Interviews are short. This interview thus provides
information about the candidate related to the job or personal specifications.
4. Selection Test:- After passing through the interview the next stage that applicant has to
prove himself on are the selection tests. There are different types of selection tests for
different levels of the organization and that too is further differentiated within different
types of organizations.Some of the most common and well-known tests that an applicant
has to go through are;
a) Aptitude test:- An aptitude test is a systematic means of testing a job candidate's
abilities to perform specific tasks and react to a range of different situations. The tests
each have a standardised method of administration and scoring, with the results
quantified and compared with all other test takers.
b) Personality tests: This is common mostly for the higher levels of management are
given to measure a prospective employee‘s motivation to function in a particular
working environment.
c) Internal test: To measure an individual‘s activity preferences.
d) Graphology Test: is an art wherein the individual‘s handwriting is seen and
accordingly his personality traits are derived by the way he writes.
e) Polygraph Test: Are designed to ensure accuracy of the information given in the
applications.

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f) Medical Tests: Reveal physical fitness of the candidate.
g) Drug test: Help to ensure the presence of illegal or Performance- affecting drugs.
1. References and background checks: Many employer request names, address, and
telephone numbers or references for the purpose of verifying information and, perhaps,
gaining additional background information on an applicant.
2. Selection Decision: After collecting data from all the preceding steps, this is the most
crucial step in the entire selection process. The main difference between the preceding
stages and this is that former is used to short list the number of candidates and later one is
to make a final decision from the pool of individuals who pass the tests, interviews and
reference checks. The view of line manager will be generally considered in the final
selection because it is he/she who is responsible for the performance of the new
employee. The HR manager plays a crucial role in the final decision.
3. Physical Examination: After the selection decision and before the job offer is made, the
candidate is required to undergo a physical fitness test. The result of the medical fitness
test is recorded in a statement and is preserved in the personal records. The main
objectives of this test are as follows:
To detect if the individual carries any infectious diseases.
To determine whether an applicant is physically fit to perform the work.
It helps to determine if there are any physical capabilities which differentiate
successful and less successful employees.
Medical checkup protects applicants with health defects from undertaking
work that could be detrimental to them or might otherwise endanger the
employer‘s property.
Last, but not the least such examination will protect the employer from
workers compensation claims that are not valid because the injuries or illness
was present when the employee was hired.

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1. Job offer:- The next step is selection process is Job offer for those applicants who had
passed the previous stage. Job offer is made through a letter of appointment. Such a letter
usually contains the date by which the appointee must report on duty. Appointee must be
given a reasonable time for reporting because it may be quite possible that the appointee
is employed in some other company or must be residing in some other city and for such
other reasons. Company may also want the appointee to delay in joining the job because
the job may require undergoing some training program.
2. Contract of employment: After the job offer is made and the candidates accept the offer,
certain documents need to be executed by the employer and the candidate. One such
document is Attestation form. This form contains vital details about the candidate, which
are authenticated and attested by him/her, which could be used for future reference.
Another document is contract of employment. This document contains the terms and
conditions of employment like designation, perks, term of job and so on. The information
written in the contract may vary according to the level of the job. The main drawback of
the contract is that it is difficult to enforce them.
3. Concluding the selection process: The selection process will not end with executing the
employment contract. The step is reassuring the candidates who have not been selected.
Such candidates must be told that they were not selected, not because of any serious
deficiencies in their personalities, but because their profiles did not match the
requirements of the organization.
4. Evaluation of selection process: The broad test if the effectiveness of the selection
process is the quality of the personnel is hired. An organization must have competent and
committed personnel. The selection process, if properly done, will ensure availability of
such employees. Audit must be conducted by the people who work independent of the
HR department.

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CHAPTER-15
Hiring trends in a post COVID-19 world
The COVID-19 pandemic has disrupted the daily lives of people around the world. In the
midst of the pandemic, the world is facing uncertainty across industries, and the recruitment
industry is no different. Experts believe that the pandemic will have long-lasting effects on
the recruitment industry even after it is left behind us. It will change how organizations
attract, hire, and retain talent. Hence, recruiters and hiring managers have to prepare
themselves to brace the changes brought about by the COVID-19 outbreak and continue to
hire talented candidates. Here’s our take on a few hiring trends that the world will see in a
post-COVID-19 world:
1. Recruitment strategies will shift to virtual platforms:-
Following the unforeseen disruption caused by the coronavirus pandemic, virtual interactions
and remote interviews are replacing in-person job interviews and employee onboarding.
Organizations are now resorting to intelligent automated systems that offer a virtual
interviewing environment as well as provide a great onboarding experience.
Virtual platforms help the recruitment team to stay connected with candidates throughout the
entire interview process without meeting them in person. Additionally, experts believe that
the usage of coding assessment and video interview tools is expected to increase as part of the
hiring process, especially in the tech industry.
One may ask, “Are remote hiring and onboarding just temporary solutions to tackle the
COVID-19 pandemic?” We think not! Here’s why:
According to recent studies, recruiters reported a 67% spike in video interviews.
Candidates were keen too—with a 150% increase in the number of candidates
wanting to digitize their CV with a video.
Google has informed its candidates that interviews are to be conducted via Google
Hangouts or using the organization’s videoconferencing service—BlueJeans. Also,
the organization has witnessed a 60% increase in the use of Hangouts Meet.
Amazon has set up virtual interview portals for candidates to quickly connect with
recruiters and complete necessary documents. The company has canceled several in-
person interviews and leverages its video conferencing software, Amazon Chime, to
conduct remote interviews with candidates.

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According to a recent Gartner report, about 74% of CFOs expect some of their
employees to continue working remotely even after the COVID-19 pandemic ends.
Several organizations are planning to make flexible and remote work models a more
permanent part of their cost- and workforce-management strategies after COVID-19
recedes.
Several organizations have moved to the virtual screening and onboarding process, with the
aim to mitigate COVID-19-led disruption and sustain business continuity. But even beyond
using virtual platforms for interviews, companies that learn to incorporate such platforms in
new ways can open up a world of possibilities for reaching and communicating with
candidates. That’s why virtual platforms will be one of the most relevant online recruiting
strategies in the days to come.
2. Candidate applications will surge significantly:-
Nearly 25 million people (and counting) worldwide face unemployment as COVID paralyzes
all sectors of the modern economy. A quick recovery is unlikely, says Sangheon LEE,
director of employment policy at the International Labor Organization.
In such times, companies are bound to see a spike in the number of applications for a job role.
According to studies, youngsters are most likely to lose their jobs or see their income drop
because of the pandemic. This can have serious long-term repercussions. If this cohort’s
career is disrupted or postponed by even a year, it will have to compete with the new cohorts,
joining the labor force after them—arguably, for fewer jobs.
Furthermore, as work from home becomes relatively commonplace, and remote jobs have no
specific location requirements, organizations will receive job applications from around the
world. Hence, the candidate pool is bound to increase.
As a benchmark, the average job advert receives 59 applicants. However, companies post
COVID-19 can expect to receive over 250 applicants per job position.
As a result, recruiters and hiring managers should have smart recruitment strategies in place
to tackle such high volume recruiting positions.
3. University recruitment will move online:-
One of the most fundamental areas that is rapidly changing is university recruitment. Some of
these changes were evident even before the pandemic, such as digital portfolios, social media
advertisements, and phone calls. They replaced the traditional methods to ease the tedious
university recruitment process. In a post-COVID-19 world, students will experience

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university recruitment in a different light. Where recruiters have traditionally attracted
students through on-campus events and tours, they must now shift focus to online activities.
A study found that almost 73% of leaders are increasing their marketing efforts during this
time. The study states that leaders are reallocating
18% for more content marketing
15% on organic growth
28% toward more online advertising
and 12% on social media marketing
More organizations will use Instagram and Facebook to engage with prospective students,
share alumni stories, and provide valuable tips. As physical contact will become more
restricted, email marketing will offer a great opportunity for recruiters to contact prospective
students.
4. Number of middle-management positions will drop:-
The 2008 recession saw organizations pulling out all types of middle-management positions.
The same trend may continue in 2021, says John Sculley, who served as Apple’s CEO from
1983 to 1993. “A lot of organizations are going to say, ‘Wait a minute, we don’t really need
all these layers of middle management that we had in the past,’” Sculley tells CNBC Make It.
Roles in tech companies that were typically assigned to employees in the middle-level
bracket may be handled by tools. For instance, Capgemini is using IBM’s cognitive
consulting tool Watson to assign people to projects. However, one fear of flattening the
middle-management structure is that fewer managers will be available to oversee a higher
volume of direct reports. This will create room for error, lack of oversight, and
mismanagement.
5. New employee rights will emerge:-
State and local governments have mandated paid sick leaves for all employees during the
COVID-19 outbreak. Hence, many organizations are shifting their focus to hourly workers
that were formerly excluded from such perks. It is expected that these laws and policies will
accelerate even after the pandemic subsides. As organizations hire new employees and
increase retention rates in the face of completion once the economy reviews, this change may
become permanent. Companies will need to leverage everything available to keep their
employees, partners, and customers as safe as possible.

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Summing up…
While governments, businesses, and citizens are finding ways to overcome this catastrophe,
experts are trying to analyze the impact of COVID-19 on the future of the recruitment
industry. Upswings and downturns in the industry are unfortunate, but with this pandemic,
one of the biggest changes in hiring trends is likely to be how the recruitment process itself is
conducted. Hence, recruiters and hiring managers need to think ahead to stay on top of the
curve.

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Chapter-16
Companies' recruitment strategy shift to virtual
platforms amid coronavirus outbreak
Following the unforeseen disruption of the coronavirus pandemic, companies are now
resorting to intelligent automated systems that offer virtual screening environment and
interviewing experience, instead of conducting in-person interviews.
Companies have taken the rising global health crisis very seriously and are concerned about
the health of their employees and until this public health emergency is contained, corporates
are shifting their entire recruitment strategy to virtual platforms.
"Since, the increase in number of COVID-19 cases, we have had few interviews cancelled
..they are postponed to mid April or later. Some of the companies have opted for video
interview only if the role is for a key position and there is an urgency to hire. Most of our
interviews have moved to telephonic or video calls instead of face to face meetings," a
spokesperson of Antal International, a global executive recruitment organisation said.
Companies are checking the travel history (official and personal) of the past three months,
also their medical history is getting checked. However, if they have any illness, status of
illness, track of residence locations, any address update that need to be done is also done.
"Critical business functions need not be brought to a standstill. Instead virtual onboarding and
engagement can be initiated by leveraging digital solution suites like virtual hackathons
where team members could come together to discuss present and hypothetical business
challenges.
"Work management could be optimised through work from home, virtual meeting platforms,
and other adaptive working practices," said Siddhartha Gupta, chief executive officer of
Mercer|Mettl.
Virtual platforms helps the talent acquisition team to stay connected with the candidates
through the entire interview process by video calls and still can connect on a real time basis
with the candidates.
The usage of online assessment has been increased as part of the hiring process especially for
the IT and Tech roles, to quickly filter and move candidates to the next level, experts said.
"Amidst the COVID-19 situation, Skillsoft's talent acquisition function has taken a decision
to conduct all interviews via WebEx and avoid in-person interviews for the safety of both
candidates and our team members. This helps the candidates attend interviews from their
home or any remote location," said Krishna Prasad, head HR - APAC - Skillsoft, a global
leader in corporate learning.

47. 46
The virtual screening process has helped firms get into a mode where there is no physical
exposure between the candidate and interviewer as social isolation will help to mitigate
COVID-19-led disruption and sustain business continuity.
"Companies have taken the epidemic situation seriously and concerned about employee
health, for the existing employees work from home has been approved and calls are arranged
to review the work which is getting done, special teams have been formed to ensure that in
case of work flow emergency and also "health reasons" employees can do quick connect and
call and have a discussion, even travel has been put on halt," said Sudeep Sen, business head
of manufacturing and engineering at TeamLease Services.
The Adecco Group India Country Manager and MD Marco Valsecchi said: "By leveraging
technology, using the web and video conferencing, telecommunication applications like
Skype and WhatsApp, we have been successful in maintaining an agile, modern and cautious
approach to recruiting, which is now imperative during these unprecedented time”
The Coronavirus (Covid-19) pandemic has killed over 8 lac and sickened crores of people
around the globe.

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CHAPTER-17
RESEARCH METHODLOGY
Research is an organized inquiry designed and carried out to provide information to solve the
problem. The fact, search is an art of scientific investigation of a certain problem. “Research
is the process of systematically obtaining accurate answers to significant and pertinent
questions by the use of scientific methods gathering and interpreting information”.
Sample size:
Sample size is 30. Data was analysed by surveying employees from different departments.
Sample design:
This part is done through discussing and analysing with my project guide and referring to the
subject regarding this topic. It was a random sampling.
Methodology of the project:
The project work has been carried out in three stages, a structured questionnaire with
objective and question was communicated tested and finalize. During the second stage, the
questionnaire was administered to the employees at TATA STEEL LTD. by contacting them.
The work relating to data entry compilation, data analysis and report writing constituted the
third stage. Interview index was also used at some places to get information on the project
subject via social sites.
The details of methodology adopted are presented below: -

49. 48
The Questionnaire: -
Keeping in view the objective of study, questionnaire was designed and tested on few of the
employees. After getting the proper response and sanction from the concerned department
questionnaire was framed and finalized.
Response to questionnaire: -
In all 96 questionnaires were given to employees falling into the category of supervisors and
above. Out of which 30 could be, collected back duly completed. The researcher contacted
the employees to get the response on questionnaire.
Data entry and analysis: -
It has been an uphill task to enter the enormous data received through the Questionnaire,
which consisted nearly 20 questions. Response to the descriptive Questions though very few
but was valuable for the purpose of study. Hence, these were further structured in time with
the system adopted for compilation and data analysis.

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CHAPTER-18
QUESTIONNAIRE
NAME OF EMPLOYEE: -……………………
AGE OF EMPLOYEE: - ……………………
DEPARTMENT:-……………………
SINCE HOW MANY YEARS ARE YOU WORKING …………….
1) Are you satisfied with your organization?
Yes No
2) Are you aware of objective of participation?
Yes No
3) Which kind of participation has been provided by your organization?
a) works committee
b) Joint council
c) Collective Bargaining
d) Grievance handling
4) Are the methods of participation easy to understand which is used in your organization?
Yes No
5) Do you have a trade union?
Yes No
6) Through which channel you and management communicate?
a) Through proper channel

51. 50
b) Through immediate boss
c) Direct
d) Through departmental head
e) Through union
f) Through step by step channel
g) Through any committee / council (please mention name)
h) Through open door system
7) According to u how much information by management is being shared with you?
a) 0% - 25%
b) 25% - 50%
c) 50% -75%
d) 75% -100%
8)What are the kinds of Issues, which are discussed with you?
a) Welfare Policy.
b) Promotion Policy.
c) Plant maintenance.
d) Routine work.
e) Staff placement.
f) Transfer Policy.
9) How COVID-19 has impacted hiring ?

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10) Are you laying off and / or furloughing employees ?
In addition, 21% of companies are unfortunately moving in the opposite direction and rather
than hiring are having to lay off or furlough employees. Another 16% haven’t had to reduce
their employee base yet, but are considering if they will have to move in that direction
11)Post corona-virus recruitment & hiring plan ?
I also been asking survey respondents whether they have a plan for after COVID-19. Two-
thirds of respondents are already preparing for possible scenarios and how these potential
outcomes might impact their recruiting and hiring plans

53. 52
12) Are job interviews happening in-person or online?
13) Are the positions you are hiring for required to work on campus or can I work from
home?
14)What kinds of issues are you facing while working from home?
15)Do you like work from home or from campus.

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CHAPTER-19
KEY FINDINGS
Most of the employees communicate to the management through proper channel,
while few communicate through immediate boss, union and departmental head.
Most of the employees have view in their mind that very less information is being
shared with them.
Only few of the employees are very satisfied and most of them are satisfied with their
participation towards the participation scheme at their unit. None of the employees are
dissatisfied.
Need to focus on Awareness and Utilization of ESI policy more familiar so that it will
lead to High Productivity results in Healthy Organization.
Company is loyal to their employee on the payment of ESI& PF. Employers have to
provide proper awareness to have wrong opinion on ESI like it is not covering all the
members of family, only few amounts will be received at the end etc.
Study the working culture at Tata steel and finds it amazing as workers and
employees were so motivated and highly enthusiastic towards their work and culture
in plant.
What i found in my survey, was that hiring has slowed down or paused altogether for
many organizations in this pandemic aiming TATA STEEL also.
In addition, 21% of companies are unfortunately moving in the opposite direction and
rather than hiring are having to lay off or furlough employees. Another 16% haven’t
had to reduce their employee base yet, but are considering if they will have to move in
that direction.
I also been asking survey respondents whether they have a plan for after COVID-19.
Two-thirds of respondents are already preparing for possible scenarios and how these
potential outcomes might impact their recruiting and hiring plans
More than 60% of employees of Tata steel like to work in campus rather than work
from home.

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LIMITATION OF THE STUDY
The study is limited to the Tata steel Ltd –Jamshedpur. So the study is subject to the
limitation of area.
The time period of the study was only Eight weeks which may provide a deceptive
picture in comparison of the study based on long run.
The study is done from home through secondary online available data.
The study is based only on secondary & primary data so lack of keen observations
and interactions were also the limiting factors in the proper conclusion of the study.

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CHAPTER-21
CONCLUSION
Today, Tata steel focus on designing programs and process and services to attract, develop
and retain top talent. Utilizing the latest technologies HR team has launched sophisticated
online systems for recruitment during this covid pandemic that provide the employees with
details on benefits, compensation, special programs and internal job opportunities. As a
global employee population continues to grow, these cutting edge activities are increasingly
important to the deliver world-class HR solution.
The core function of HRD in the Tata steel industry is to facilitate performance improvement
measured not only in terms of financial indicators of operational efficiency, but also in terms
of the quality of Product, Processes services provided. Factors like skills, attitudes and
knowledge of the human capital play a crucial role in determining the competitiveness of the
steel sector. The quality of human resources indicates the ability of Tata steel to deliver value
to customers. Capital and technology are replicable but not the human capital which needs to
be valued as a highly valuable resource for achieving that competitive edge. The primary
emphasis needs to be on integrating human resource management strategies with the business
strategy. HRM strategies include managing change, creating commitment, achieving
flexibility and improving teamwork. The other processes representing the overt aspects of
HRM are recruitment, placement and performance Management.

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CHAPTER-22
BIBLIOGRAPHY
Books
PERSONNAL MANAGEMENT/HRM - BHATIA S.K.
HRM: Contemporary Prospective – BREADWELL, IAN, HOLDEN, LEN
HRM & INDUSTIAL RELATIONS – SUBBA RAO
CASE AND EXERCIES IN HRM – GEORGE, STEVENS
PERSONNEL MANAGEMENT – MAMORIA, C.B.
Website
https://www.tatasteel.com.
https://www.tatamotors.com/
https://www.tata.com/
https://www.hackerearth.com/
https://economictimes.indiatimes.com/
https://www.gartner.com/
https://www.hracuity.com/blog/
www.bussinessweak.com
www.personnel.online.com
www.articlebase.com
www.humanmatrics.com
https://rallyrecruitmentmarketing.com/
Special thanks
NANCY CHACKO (Manager HRM engineering services)
B.SAH (Sr.manager mobile equipment self)
Prof.PIYUSH RANJAN SAHAY
Prof.vineet singh
Prof.Samar Reyaz
Prof.Martin poras SJ