MuleSoft Integration with AWS Textract | Calling AWS Textract API |AWS - Clou...
Project Report (Shivani).pdf
1. PROJECT REPORT
EXECUTIVE TRAINEE
V.S. FIBRES
Submitted
In the partial fulfillment of the requirement
MASTER OF COMMERCE
SUBMITTED TO:
Dr. (Mrs.) Sarita Bahl
PROJECT REPORT
ON
EXECUTIVE TRAINEE
IN
V.S. FIBRES PVT LTD
Submitted to Panjab University, Chandigarh
In the partial fulfillment of the requirement
for the degree of
MASTER OF COMMERCE
SESSION: 2022-23
SUBMITTED
Shivani
M.Com-1 (2nd
Sem)
Roll No. 41852
BY:
Sem)
41852
2. DECLARATION
I am a student of M.Com (2nd
semester) of DEVKI DEVI JAIN MEMORIAL
COLLEGE FOR WOMEN, LUDHIANA, hereby declare that report for
summer internship project entitled the Human resource management and my topic
is EXECUTIVE TRAINEE IN V.S. FIBRES PVT. LTD. is a result of my
indebtedness to other work publication, references, if any, have been duly
acknowledged.
Shivani
3. ACKNOWLEDGEMENT
Any accomplishment requires the effort of many people and this work is not different
behind this successful undertaking is the blessing and guidance of many. This formal
piece of acknowledgement may not be sufficient to express my feeling of gratitude and
deep respect that have been experienced during my learning process at EXECUTIVE
TRAINEE IN V.S. FIBRES PVT. LTD. This endeavour would not have been
successful without the help and encouragement of lot of people with whomI had good
fortunate of interacting during course of journey.
I am indebted to Dr. (Mrs.) Sarita Bahl for the knowledge and experience that I have
gained during course of training. Without her immaculate and intellectual guidance,
sustained efforts and friendly approach it would have been difficult to achieve the result
in short span of period. Not leaving behind the contribution of all the staff members for
sharing with us the wealth of their experience and knowledge.
Shivani
4. PREFACE
M.Com is a stepping stone to management career. In order to achieve practical,
positive and concrete results, the classroom learning needs to be effectively fed to
realities of situation existing outside classroom. This is practical time for
management.
To develop healthy managerial and administrative skills in the potential managers
it is necessary that theoretical knowledge must be supplemented with exposure of
real environment. Actually it is very vital for the management and it is practical
training that the measuring of management it itself realized.
Shivani
5. CONTENTS
Ch. No. Topics Page No.
1 Company profile
2. Introduction to topic
3. About ET Scheme
4. The ET Process
5. The Recruitment Stage
6. Implementation of Written Selection Test
7. Preparation of Result/ Reference Checks
8. Interviews & Selection Decision
9. Offer Letter and Date of Joining
10. Feedback to Candidates
11. Record Keeping
12. Support Structures
13. Important Considerations
14. Suggestions
15. Conclusion
7. COMPANY PROFILE
V.S. Fibres Pvt Ltd was registered at Registrar of Companies Ludhiana on 18 July,
2017.It is classified as Indian Non- Government Company and is registered at
Registrar of Companies, Delhi. Its authorized share capital is Rs. 4,000,000 and its
paid up capital is Rs. 2,696,000. It is involved in Manufacture of Knitted and
crocheted fabrics and articles.
V.S. Fibres Private Limited's Annual General Meeting (AGM) was last held on 30
November 2021 and as per records from Ministry of Corporate Affairs (MCA), its
balance sheet was last filed on 31 March 2021.
V.S. Fibres Private Limited's Corporate Identification Number (CIN) is
U17309HR2017PTC069962 and Registration Number is 69962.
V.S. Fibres Private Limited registered address on file is Block B c/o VS Industries Pvt
Ltd Opposite SEL Textile Link Road Bhatia Colony Hansi, Hissar (Haryana) India
141008, Ludhiana - 141008, Punjab, India.
V.S. Fibres Private Limited currently have 2 Active Directors / Partners: Shashi
Bhatia, Sonia Uthra, and there are no other Active Directors / Partners in the
company except these 2 officials.
V.S. Fibres Private Limited is involved in Manufacturing - Texs Activity and
currently company is in Active Status.
8. Company Name V.S. FIBRES PRIVATE LIMITED
RoC RoC-Delhi
Company Details
CIN U17309HR2017PTC069962
Company Status Active
Registration Number 69962
Company Sub Category Non-govt company
Date of Incorporation 18 July 2017
Activity Manufacture of Knitted and crocheted fabrics and articles.
Company Category Company limited by Shares
Class of Company Private
Age of Company 5 years, 11 month, 30 days
9. PRODUCTS
Prominent & Leading Wholesaler from Delhi, they offer Lycra Fabric, PC
Fabric, Melange Yarn, Optical Yarn, Polyester Viscose, Polyester staple Fibre,
Rayon Cotton & Virgin Fabrics.
Grindle Yarn Lycra Fabric
Melange Yarn PC Fabric
12. Fabric Manufacturing Process
Cotton fabric manufacturing starts with the
preparation of the yarn for weaving or knitting.
Annually, textile mills in the U.S. normally
produce about eight billion square yards each
of woven and three billion square yards of
knitted cotton goods.
Woven Fabrics
Weaving is the oldest method of making yarn into fabric. While modern
methods are more complex and much faster, the basic principle of interlacing
yarns remains unchanged.
On the loom, lengthwise yarns called the warp
form the skeleton of the fabric. They usually
require a higher degree of twist than the filling
yarns that are interlaced widthwise.
Traditionally, cloth was woven by a wooden
shuttle that moved horizontally back and forth across the loom, interlacing the
filling yarn with the horizontally, lengthwise warp yarn. Modern mills use high-
speed shuttleless weaving machines that perform at incredible rates and
produce an endless variety of fabrics. Some carry the filling yarns across the
loom at rates in excess of 2,000 meters per minute.
The rapier-type weaving machines have metal arms or rapiers that pick up the
filling thread and carry it halfway across the loom where another rapier picks it
13. up and pulls it the rest of the way. Other types employ small projectiles that
pick up the filling thread and carry it all the way across the loom. Still other
types employ compressed air to insert the filling yarn across the warp. In
addition to speed and versatility, another advantage of these modern weaving
machines is their relatively quiet operation.
There are three basic weaves with numerous variations, and cotton can be used
in all of them. The plain weave, in which the filling is alternately passed over
one warp yarn and under the next, is used for gingham, percales, chambray,
batistes and many other fabrics.
The twill weave, in which the yarns are interlaced to form diagonal ridges
across the fabric, is used for sturdy fabrics like denim, gabardine, herringbone
and ticking.
The satin weave, the least common of the three, produces a smooth fabric with
high sheen. Used for cotton sateen, it is produced with fewer yarn interlacings
and with either the warp or filling yarns dominating the “face” of the cloth.
In some plants, optical scanners continuously monitor fabric production
looking for flaws as the cloth emerges from the weave machine. When
imperfections appear, computers immediately print out the location of the flaw
so that it can be removed later during fabric inspection.
Knitted Fabrics
14. Knitting is a method of constructing fabric by using a series of needles to
interlock loops of yarn.
Lengthwise rows of these loops, comparable to the warp yarn in woven goods,
are called wales. Crosswise rows, comparable to filling yarns, are known as
courses.
There are numerous similarities in knitting done by hand and machine, but
there are also some marked differences.
Most cotton is knit on circular machines
which have needles fixed to the rim of a
rotating cylinder. As the cylinder turns, the
needles work their way from stitch to stitch
producing a tubular fabric. Its width is
regulated by the size of the cylinder, which
usually ranges from 9 to 60 inches in
diameter.
A hand knitter uses two needles forming one stitch at a time.
Depending on the width of fabric desired, a modern knitting machine might use
over 2,500 needles.
have over 2,700 needles and 128 cones of yarn feeding simultaneously. These
are typical statistics for a machine used in making underwear knits, but figures
vary according to the type of machine used and the fabrics produced.
16. EXECUTIVE TRAINEE
A company's primary objective in hiring a management trainee is to offer them
training and prepare them for managerial positions with the organisation in the future.
Management trainee's hard skills include project management, and proficiency in any
hardware or software tools that their department uses, while their soft skills include
leadership, communication and problem-solving. Knowing about their qualifications
can help you determine the credentials associated with this role and the skill set they
use at work. In this article, we explain what management trainee qualifications are,
describe what these professionals do and share some of their key skills.
QUALIFICATIONS:-
Management trainee qualifications are the credentials that are necessary for succeeding
in management trainee positions. These credentials often focus on a candidate's
education and skill set, but some organizations may take work experience into
consideration. Leadership, strategic thinking and problem-solving are essential
qualifications for this role. Finance, sales, marketing and information technology are
industries that often offer this role, which means developing a skill set specific to the
industry is necessary. For instance, the qualifications for a management trainee at a
marketing firm can include proficiency in digital marketing techniques and knowing how
to conduct A/B testing.
To become a management trainee, you typically need a bachelor's degree in a related
area, such as management or business. Before hiring for this role, some companies even
require a post-graduate degree in management or a related field. Improving your subject
knowledge can help you become more qualified. For instance, if you wish to pursue this
role in the banking sector, then specializations such as credit, treasury, finance,
marketing and investment banking , may prove to be advantageous. Areas of
specialization in information technology can include data management, data analytics,
artificial intelligence, cloud computing and augmented reality.
17. WHAT DOES TRAINEE DO :-
The duties of a management trainee may depend on the specific industry or department
in which they work, but some responsibilities that almost all management trainees share
include:
Receiving Training and Enhancing Skills:-
Management trainees have a key objective of receiving continual training for a long
period. This enables them to gain essential knowledge and develop a robust skill set that
can prove to be useful in managing a team or even leading an enterprise in the future.
Along with this responsibility, they also acquire proficiency in the tools that their team or
department uses, which can include hardware or software tools. The training process
provides them with a comprehensive understanding of the company's structures,
including various positions and their relationships.
Evaluating the Employee's Performance:-
A significant part of their training involves learning how to monitor employee's work and
evaluate their performance. They collaborate with managers to do this process routinely.
For instance, they may work with managers to prepare assessment tests and performance
review questionnaires. They may also review performance data to derive insightful
conclusions that may help an organization implement effective management and human
resources processes.
Working with and Supporting Managers:-
Their routine responsibilities include working with the company's internal and external
investors, shareholders or vendors. They may also organise meetings between
18. management and other involved parties or help an organization's managers accomplish
their routine responsibilities. Depending on the industry in which they are operating, they
may have additional tasks associated with management and operations, such as preparing
or updating policies regarding employee schedules and administration.
Preparing Reports and Giving Presentations:-
Management trainees use their strong Organizational skills to draft and manage various
documents that company managers use to perform important operations. Conducting
research and analyzing data are important job responsibilities when you join a company
as a management trainee. By evaluating the data, you may prepare insightful reports, and
compelling presentations for teams and managers. Public speaking is one of the most
essential soft skills required for giving presentations.
Working with Varied Teams and Departments:-
Understanding the organizational structure is one of the primary duties a management
trainee performs. This includes working with various departments and collaborating with
different teams. This helps them know more about the functions each team performs and
simultaneously gain experience working with departments, such as human resources,
operations, supply chain, marketing, sales or business development. Through this
exercise, management trainees can recognise the department's unique processes, along
with their objectives, responsibilities and targets. This knowledge also helps them
determine how each department adds to the organisation's success.
19. Key Skills For An Executive Trainee:-
Here are some key skills that a management trainee possesses to work efficiently in this
role:
Strategic Planning: Management trainees use their strategic planning skills to give
varied operations a long-term business advantage. This process involves initial
assessment, in-depth analysis, strategy formulation, implementation and evaluation.
Project Management: When a management trainee knows how to leverage the
skills of their team and company resources, they are better able to manage projects
efficiently, which involves achieving shared goals for business growth. Project
management also focuses on keeping teams organised and ensuring that the output
matches the management expectations.
Financial Management: With the help of these skills, management trainees can
plan, organise and control all business transactions effectively. This business
function focuses on recognising available financial resources, and using them in a
way that ensures business success and increased return on investment.
Leadership: These skills involve the ability to set goals, motivate team members,
provide direction, think strategically, and determine future challenges and
opportunities. People in management positions are adept at working as a leader and
inspiring people to make sincere efforts towards a common goal, along with making
hard decisions whenever necessary.
Ways To Improve Management Skills
Here are some methods to help you improve your management skills and perform
proficiently as a management trainee:
Pursue a degree:-
Some industries may not require a management trainee to possess a degree, but
securing one can help you gain a competitive advantage over other job candidates
and possess an advanced knowledge of the field. Such credentials can help you
impress hiring managers with your commitment, and will to learn and grow as a
manager. If you already have a bachelor's degree, then consider pursuing a master's
20. degree. Business management, communications, finance, project management, and
operations management are some options you may consider for pursuing a degree to
gain or enhance your soft and hard skills.
Enroll in management training programmes:-
Discovering new management concepts and skills may become easier if you pursue
varied training programmes. There are various online courses through which you
may learn more about project management, leading top talent, implementing
organisational change, strategic leadership, corporate strategy, business analysis,
process management and human resources management. Strategic thinking,
leadership, interpersonal abilities and relationship building are some key skills that
these courses often cover. Some courses may also help you learn about specialist
management skills, such as conflict resolution, competitive strategy and negotiation.
Find a mentor:-
Having a mentor means receiving guidance from a senior manager who has several
years of experience in managing teams, departments and organisations. For instance,
if you are pursuing an apprenticeship programme or wish to pursue one in the future,
consider asking your manager to become your mentor and help you learn about the
management or business processes that they oversee routinely. Receiving this
informal training may help you learn from experienced individuals and receive
insights into implementing practical knowledge at work, along with various skills
that help a manager supervise their team productively.
22. ET SCHEME
V.S group has been expanding since the last ten years. It is expecting potential
expansion in the near future. This would mean need for more manpower, with the
right skill and aptitude, for the achievement of the organization’s objectives. At V.S
,the employees are broadly categorized into four levels – Staff or S Level, Officer or
OLevel, Executive or E Level and the Manager or M level. These levels are further
subdivided into four levels, for example, O level consists of O1, O2, O3 and O4
levels. The ET Scheme or the Executive Trainee Scheme is designed to recruit
employees at the Elevel of employment. The ET Scheme of V.S. is an outcome of
the keen vision of the chairman of the V.S. Group, Mrs. Shashi Bhatia & Sonia
Uthra. The ET Scheme was first launched in the year 1979. The origin of this
scheme may be viewed in the backdrop of the terrorism in Punjab. Due to terrorism,
there was a dearth of qualified managers in the Punjab area. Some suggested moving
the unit to more hospitable locations. However, they had different ideas. They came
up with the idea of recruiting fresh graduates and training them to take up
managerial positions. That’s how ET Scheme came into being. This scheme actedas
a doubled edged sword. It helped in reducing the unemployment in Punjab and
alsotook care of the scarcity of manpower in the Organization. V.S.’s decision to
recruit the graduates and groom their skills proved to be very fruitful. Within a
decade, ET Scheme turned into a mass recruitment scheme. Since then, V.S. has
been recruiting a large number of young candidates from all over Northern India and
Central India into its Executive cadres.
Philosophy of ET Scheme
The ET scheme aims at recruiting fresh graduates and training them on the job for
managerial positions. The purpose is to recruit suitably talented candidates. During
the terrorism-phase in Punjab, this scheme helped tide over the scarcity of trained
23. managers and the unemployment problem. In the present context, V.S. prefers to
hire fresh-graduates over management graduates at the E Level. M.com & MBAs
have higher expectations and exhibit jump organizations sooner. V.S. believes it is
better to hire suitably talented candidates who are trainable and can be trained to act
in managerial positions. Experience has shown that candidates hired and trained in
this manner have higher job satisfaction and lower attrition rates. The ET Scheme is
open to both eligible candidates employed within V.S. as well as outside candidates.
If suitable talent is present within the organization, it is given due consideration.
This also bodes well for the development and satisfaction of the employees. All the
employees associated with the Recruitment and Selection of ETs, are trained for the
job. It is ensured that they have some basic training and expertise on the job at hand.
Ultimately, it is the responsibility of the management to ensure that the right
procedures and practices were adopted.
.
The Recruitment and Selection procedure takes into account Fair Treatment and
Equity Considerations.
The entire process of Recruitment and Selection of ETs is conducted in a
timely,responsive, professional manner and in complete compliance with the current
employment legislation. Throughout the ET Process, the candidates are treated
equitably and
efficiently,with respect and courtesy, to ensure that the candidate’s experience is pos
itive, irrespective of the outcome. V.S. strives to adopt and implement the best
practices in Recruitment and Selection. V.S. also keeps an eye on balancing
the adoption of best practices with cost effectiveness. It is open to new ideas and
approaches and looks forward to evolve its current practices.
25. ET PROCESS
Pre Recruitment Stage
Approval to fill Vacant Posts:-
Upon notice of termination of employment and/or the creation of a new position, the
Employee Administration Manager of the Human Resources Division contacts the
relevant department/division regarding the filling up of the post. Should the HOD be
considering any restructuring or believe that the post needs regarding ,this must
be completed prior to any advertising of the post. The HOD is obliged to discuss the
matter with the employees
Employee Administration Manager and to complete the prescribed form(Application
for filling of a position).Before approval can be given for the filling up of the post, a
job profile must be submitted to the Employee Administration Manager. In case this
Job has changed significantly or restructuring is proposed, an evaluation of the post
is required before approval can be given to fill position.
Where a new position is to be created, a provisional job evaluation will take
place before approval can be given. New positions require the approval of the Vice
President (HRD).
Once there is clarity on the nature and grade of the post, formal
approval to fill the post will be obtained or given by the Employee Administration
Manager.
Where there are no changes to the post, approval will be provided within
2working days of the Employee Administration Section receiving full
documentation from the HOD. Where re-grading of the post is needed or where a
new post is being created, this will usually take a further week.
Job Criteria:-
The Job Profile is the source document which is submitted to the Selection
26. Committee. This Committee does not have the authority to make any amendments to
this document. All job profiles must be completed on the prescribed form and must
reflect the criteria/competencies (knowledge, skills and personal characteristics)
required for the vacant post ensuring that qualifications and/or work experience
required do not exceed the inherent job requirements. This information will usually
be available from the Employee Administration Manager but may need to be
updated with any changes in grading or job responsibilities. The HOD or Section
Manager is required to confirm or provide information on the competencies required
of job incumbents for effective performance.
The Employee Administration Manager must ensure that the job criteria used are
consistent with similar jobs and the HOD or Section Manager should be advised
against selecting criteria that result in unfair discrimination.
According to the Employment Equity Act, unfair discrimination takes place when
criteria used are (a) not linked to the inherent requirements of the post in question or
are unrealistic in relation to job demands; or (b) arbitrary and not rational including
criteria such as race, ethnicity, gender, age, marital status, or sexual orientation. Any
criteria based on the inherent requirements of the particular post or that seek to
achieve the advancement of groups designated for Affirmative Action (Women,
Disabled, Socially/Economically Underprivileged Sections of Society) do not
constitute unfair discrimination.
Job Description:-
A comprehensive job description and person specification is prepared in advance of
the job being advertised, ideally by those who would be on the selection panel.It also
includes:
1.Selection criteria that are measurable and relevant to the job
2.Carefully thought out distinction between criteria that are essential to carry out the
function and criteria that would be desirable.
Once agreed, these designations should not be changed during the recruitment
process.
27. Departmental Profile from the Head of Department:-
In addition to providing the Job Profile, the HOD or Section Manager may
also provide the Employment Administration Manager with more details relating to t
he Department/Division, if desired. This information allows applicants to understand
more about the relevant Department within the context of the Organization.
Composition and Briefing of Selection Committee:-
The Recruitment and Selection Section, after receiving the necessarydocumentation
from the Employee Administration Section, convenes a SelectionCommittee at the e
arliest. The Selection Committee at this stage confirms theadvertisement, agrees
on the recruitment and selection strategy for the post and ensures that the relevant
equity requirements are met.
Determining the Recruitment Strategy:-
In determining the Recruitment Strategy for a particular post, cognizance is taken of
whether there exists suitable staff within the Organization that meets the
competencies associated with the post. Should such suitable staff exists the post will
only be advertised internally. Such staff would include permanent staff, contract
staff, in-service trainees and temporary staff who have, at the time of
application, worked in one position (or similar position ) for at least three
months.
The relevant selection committee will decide on whether it should interview that
individual to assess his/her suitability (usually when the individual is deemed to be
imminently suitable based on the competencies of the job) or whether further
internal and external recruitment of applicants should take place. In case there are no
28. suitable internal candidates, the post will be advertised internally and externally
simultaneously. The Selection Committee is required to provide a sound, defensible
rationale for the strategy pursued.
While deciding the Recruitment Strategy, the Selection Committee must
consider how it would satisfy the requirements of the Organization’s Equity Policy.
A search (either inside the Organization where the post is advertised onlyinternally
OR inside and outside of the Organization when the post is advertised both
internally and externally) is undertaken for individuals from designated groups and
such individuals are encouraged to apply. This may lead to the constitution
of a Search Committee particularly when there is likelihood that too few
applications will be received from members of designated groups.
30. THE RECRUITMENT STAGE
Recruitment is the process of ensuring that suitable applications are received for a
vacancy, and can only commence once the documentation has been received.
Identification of Vacancy:-
The corporate HR Department sent intimation to all the units requesting the number
of ETs required by each unit along with desired skills and qualification
Based on the information received from the various units, total number of ET
requirement is determined.
DraftingofAdvertisement:-
The strategy for recruitment and selection of ETs is decided at the top management
level. Once the strategy is in place, the advertisement is drafted by the Recruitment
and Selection Department. The advert will include all the critical job information
and competencies. The closing date for applications is placed in all advertisements
and interested parties will normally be given the following time in which to submit
their applications:
For internal advertisements: 1 week
For posts advertised locally: 2 weeks
For posts advertised nationally:3 weeks
Internal advertising of vacant posts will occur through circulars to relevantdepartme
nts and divisions may also be posted on the HR Division’s web page as well as on
the notice board outside the Recruitment and Selection Section. Employees would
be advised to monitor the Recruitment and Selection web page and notice board
regularly.Recognizing the need to reach members from designated groups, externala
dvertising of vacant posts attempts to reach as wide an audience as possible within
31. the budgetary constraints. Media with wide readership patterns is used.
Advertisement should be based on the job specification and should identify various
essential criteria associated with the vacancy. In normal circumstances posts should
be advertised both internally and externally thereby allowing career development.
opportunities for existing staff, fulfillment of opportunity requirements enhancement
of the diversity of workforce. Advertisement should be drafted using
thestandard Organizational template which can be found on the Human ResourcesDi
rectorate website or is available with the local Human Resources team.
There may be occasions when it is appropriate to make an exception –
for example when specific staff persons are named on a research grant- in such an
event approval should be sought from the local Human Resources team. However,
the staff persons would still be required to go through a selection process to ensure
that they meet all the essential criteria for the position.
Under certain circumstances, it may be more effective to use a recruitment
agency than to advertise externally. Approval to do so should be sought from the
local Human Resources team. However, this does not eliminate the need to advertise
the position internally.
Particulars that provide background information pertinent to the job should be
made available by using the proforma which can be found on the Human Resources
Directorate website. This information should be provided to applicants upon
enquiry.
The advertisement covered the following areas:
1. Purpose of the ET Scheme
2. Eligibility Criteria
3. Selection Procedure
4. Centre for Examination
5. Emoluments
6. Undertaking to serve for three years
7. Required Documents and Photographs
8. Last Date of Application
32. 9. Address for Correspondence
10. Alternative to apply through Email
PlacementoftheAdvertisement:-
The advertisement was placed in leading newspapers of North and MP region
The ad appeared in leading dailies like Punjab Kesari, The Tribune and The Times
of India for Northern India and Danik Baskar for the parts of Central India
A copy of the advertisement was also sent to approximately 105 leading
colleges of the North and MP region. These also included technical and management
institutes.
Information regarding the vacancy was also place www.naukri.com was also
employed for the purpose of inviting applications from eligible candidates.
Following was the response from the Ad and the Job Portal:-
METHOD NuMbEr Of
rEspONsEs
EligiblE
CaNDiDaTEs
rEspONsE raTE
%
aDvErTisEMENT-
EMail/pOsT 8000 apprOx. 711 8.88%
JOb pOrTal –
Naukri.COM 6000 apprOx. 159 2.65%
TOTal 14000 apprOx. 873 6.23%
33. Observations:-
Response rate from the advertisement – post and email, was the best.
Limitations with Email: There was a lot of duplication. Sometimes a single
candidate sent several emails with same resume. At other times, a single email
contained several resume belonging to different candidates.
Response rate through the post was very less, only 2000 resumes approx.How
ever, the resumes through post were all reliable and well- documented.
Response rate through the job portal was also disappointing. Most of the
resumes were incomplete. Anybody and everybody had applied. Job Portal was high
on response but low on relevance. Calls had to be made to the candidates to get the
complete information. This was an expensive and time consuming exercise.
Screening of Applications:-
Receipt of the Curriculum Vitae
The applications/resumes kept pouring in throughout April, May and even after the
last date was over. Screening of these applications was done mainly by
summer trainees.
The organization provided the trainees with the following resources to
facilitate the screening process: One Computer with internet connection, One
Printer, One Phone Line and Filing facility. Since the resources provided were
limited we decided to use our laptops for preparing the databank.
The applications were screened on the basis of the criteria listed below. For a
candidate to be eligible, he/she should fulfill the following conditions:
1. Born after 01.09.1984.
34. 2. 1st Division in 10
3. Aggregate 1st Division in Graduation and Post Graduation.
4. Qualification as prescribed in the Advertisement.
The following qualifications were considered for ET Process:
1. Graduation: B.Com, BSC(Ag), BSC( NM), BBA.
2. Post Graduation: MA, M.Com, MSC(Ag), MSC( NM), , MBA.
Following were not eligible: BCA/MCA, BSc/MSc (Med, IT, Horticultu
re), MSW,LLB/LLM, CA/CS, B.Tech, B.Tech/M.B.A
Apart from the above criteria, the following considerations were also
taken into account:
1. Annual CTC should not be more than Rs2 lakhs per annum.
2. The candidate should not be from a far-flung area like N-E, WB, Bihar, Orissa,
Andhra Pradesh, Hyderabad, TN and Karnataka, Kashmir province of J&K. These
areas are too far and the candidates generally do not turn up for the written exams.
Also, if talent can be availed from nearby areas, then it is not wise to incur avoidable
TA-expenses by considering far-away candidates.
3. Candidates with one gap year were considered.
4. Candidates who cleared their Degree in second attempt were also considered. In
other words, reappear candidates were also considered.
5 . The resumes of eligible candidates were sorted/ segregated in the following
manner:
On the basis of area:
a. L- Ludhiana Area (Northern Area). This
includes Punjab, Haryana, HP, Delhi, Chandigarh, Uttaranchal, UP,
northern areas of Rajasthan.
35. b. b.B- Bhopal Area (MP Area) This includes Gujrat, MP, Chhatisgarh,
Maharashtra and southern areas of Rajasthan
On the basis of qualification:
G- Graduation
GA- Graduation Result Awaited
PG- Post Graduation
PGA- Post Graduation Result Awaited
M- Management
MA- Management Result Awaited
The candidates who were rejected were also divided into three
categories, as per the business requirement:-
LR- Ludhiana Area Rejects
BR- Bhopal Area Rejects
LCR-Ludhiana City Rejects
There were some numerous cases of incomplete resumes. These uncertaincases/cand
idates were called and emailed to get the missing information. This turned outto be a
time consuming and expensive exercise. After the missing information wasacquired,
the applications were either selected or rejected.
Region-wise and Qualification-wise Summary of CVs Received
A total 873 candidates had qualifies for the written test. The breakup of these 436
responses is given below.
Details of CVs relevant received from the Northern Region
36. QualifiCaTiON NO. Of
EligiblE
CaNDiDaTEs
THrOugH
aDv.
E-Mail/pOsT
THrOugH
JOb
pOrTals
graDuaTiON (COMplETE) 115 109 6
graDuaTiON (rEsulT
awaiTED)
58 55 3
pOsT graDuaTiON
(COMplETE)
22 20 2
pOsT graDuaTiON(rEsulT
awaiTED)
20 18 2
Mba (COMplETE) 111 53 58
Mba (rEsulT awaiTED) 415 360 55
TOTal 741 615 126
Details of the relevant CVs received from MP region
QualifiCaTiON NO. Of
EligiblE
CaNDiDaTEs
THrOugH
aDv.
E-Mail/pOsT
THrOugH
JOb
pOrTals
graDuaTiON (COMplETE) 22 15 7
graDuaTiON (rEsulT
awaiTED)
10 10 0
pOsT graDuaTiON
(COMplETE)
2 2 0
pOsT graDuaTiON(rEsulT
awaiTED)
9 0 1
37. Mba (COMplETE) 26 9 9
Mba (rEsulT awaiTED) 69 30 16
TOTal 131 37 33
In Totality
NuMbEr Of appliCaTiONs rECEivED THrOugH variOus
sOurCEs
by pOsT 2000
THrOugH E-Mail 6000
THrOugH Naukri.COM 6000
TOTal 14000
Filing of CVs
In total, 22 files had been maintained.
17 files were for 12 categories of selected candidates. 19 files of selected candidates
consists of one each for 12 categories, but responses for the LMA was huge so 4
files were maintained for the same, 2 files for LM, 2 files for LG. Number of files
for the rejected candidates was large we divided them on the bases of qualification.
These files were maintained for references for other jobs.
One file was maintained exclusively for those uncertain cases which were yet to be
confirmed.
Entry of Data into Excel Sheets
The data related to eligible candidates was entered into an Excel Sheet. It was called
the Master File. The Master File contained 12 sheets each corresponding to the 12
categories as discussed before: LG, LGA, LPG, LPGA, LM, LMA and BG, BGA,
38. BPG,BPGA, BM, BMA.
The format of the Excel Sheet has been attached along with for reference.
Purpose
The idea behind entering data into excel sheets was to have a soft copy of the
datafor reference purposes.Also the excel sheets can be used for further information
processing.
CAUTION: It is must to have a backup of the Master File on another computer.
40. IMPLEMENTATION OF WRITTEN SELECTION TEST
Preparation of Attendance Sheet cum Verification File Purpose
1.Verification file would be used to identify the candidates.
2.It would also be used as an attendance sheet.
Verification files were prepared both for the Ludhiana and Bhopal centres. Each file
had a top cover mentioning the Center, Room No and Roll Nos. The file contained
columns for Roll No, Name, Father’s Name, Photograph and Signature. Photographs
for eligible candidates were pasted in the Verification File. For candidates, for
whom only one snap was available, it was pasted in the Verification File. The
Admission Letters were posted without the snap. A format for the Verification File
is attached along with.
Two important points may be noted:
1.It is important to have information on ‘Cancelled Roll Numbers’ in the
Verification File.
2.The Verification File should mention the missing documents/certificates for each
candidate, so that these can be obtained from them on the Examination day.
Seating Plan
Separate seating plans were made for Ludhiana and Bhopal centers. The seating plan
for Bhopal was not made at the corporate office Ludhiana, as the number
of candidates appearing at the Bhopal test center was less.
At the Ludhiana centre: were total 12 rooms available at a local Government
41. College, which was chosen as the centre.
The seating capacity of each room was noted. Based on the seating capacity, roll
numbers were assigned to each room. A separate room was earmarked for
Management Candidates as they had to appear in an extra exam.
The response rate for the ET process was high, but based on the past experience not
more than 60% candidates put up on the day of examination. So we allotted more
number of candidates in each room, for example, in a room with a sitting capacity of
60 candidates we allotted 70-75 candidates.
Examination Scheme
To assess the suitability of the candidates, the written test comprised of the
following sections-
Section Time
General English 40 minutes
General Knowledge 40 minutes
Quantitative Aptitude 45 minutes
General Management 40 minutes
Due to the prescribed duration of the Summer Training project and incumbent
limitations on time, it was unfortunate that I was able to join the ET Recruitment and
Selection Process only after it began and had to depart before the second and third
phase(i.e., psychological test, group discussion and interviews) of ET process.
However, I did get an opportunity to learn from my project guides about the
remaining stages in the Recruitment and Selection Process. A brief overview of the
remaining stages is given below.
43. PREPARATION OF RESULT & REFERENCE CHECK
The 2nd
and 3rd
phase of the process starts with preparation of the result
of the written test that was conducted on 28th
june 2009.
First step in this process was to prepare transparency of the same font size and
of the same size as the answer sheet was. There were two transparencies to count the
correct answers and other one to count the wrong answers. After calculating the
scores of the candidates, finally cut off limit was decided to short list the candidates
for the 2ndand 3rd phase. 94 candidates out of 873 were shot listed for the 2nd and
3rd phase of the ET process. Candidates were informed about the same through e-
mail, and through post. Candidates belonging to far off places were informed on
phone so that in case of postal delay or the candidate do not check his e-mail can
make his/her travel plans well in time.
REFERENCE CHECKS
Reference checks may be conducted, if required by the Recruitment and Selection
Section. Reference checks are conducted for all the individuals. Reference checks
require checking the accuracy of the information provided by the candidate
on the application forms as well as certain employment information. In
conducting a reference check, the Recruitment and Selection Section may
contact at least one past (but not the current employer without the
applicant’s consent) employer, asking for information on the following:
i. Job title and nature of the work done
ii. Period of employment
iii. Performance record
iv. Relationships with superior, subordinates and colleagues
iv. Absenteeism record, including sick leave record
v. Disciplinary record, particularly instances of substance abuse, in
subordination, theft/fraud and poor performance.
44. In the case of internal candidates, the Committee reserves the right to contact
current Managers as well as to consult the personal files of relevant candidates. This
information will be available to members of the Selection Committee before the
interview so that any problems arising due to previous employers/current
Manager can be addressed with the applicant who then gets an opportunity to
address the concerns.
46. INTERVIEWS & SELECTION DECISION
ARRANGEMENT OF INTERVIEWS
Successful applicants are invited for the interview within 3 weeks from the
interview date.
References will be requested from the candidates invited for an interview, pro
vided they have indicated that V.S. can contact their references prior to interview.
Qualified candidates are sent an interview invitation letter along with a
employee form and information on documents to be carried to the interview. Also
the selected candidates for the second and third phase were informed about their
selection through e-mail’s. Candidates belonging to far of places were informed on
phone so that they can make their travel arrangements for the same.
Interview dates were scheduled such that candidates arriving from far off
places could complete both the phases in one day. But in case candidate is made to
stayovernight, the arrangement for the same was made at Training Center.
Assesments
Candidates may be asked to complete an occupational assessment as part of
the interview process. This is just one part of the interview process and should not
discourage candidates from attending the interview.
The assessments are specially selected so they are relevant to the vacancy
applied for and will give an indication of the strengths and weaknesses of the
candidate in relation to some of the duties detailed in the job description. The
assessments are not dependent on the educational experience. The assessments
remain confidential at all times.
47. CONDUCTING INTERVIEWS
The Selection Committee is responsible for conducting a fair and equitableinterview
by following a structured/semi-structured questionnaire.
The questions asked are related to the relevant job competencies.
Careful consideration is given to questions that may be perceived as sensitive
or discriminatory by candidates.
Probing is allowed provided it is in regard to the core competency.
Each candidate is presented with similar demands within the interview situation.
The introduction of prior knowledge of the candidate is well managed to ensure
fairness.
Any concerns due to prior knowledge and/or poor reference checks are raised with
the candidate, giving him/her an opportunity to respond.
Each candidate is assessed relative to the competencies identified.
There is consistency in the rating of the candidates.
These assessments are documented for later discussion.
During the Interview
Interview is always conducted by at least a panel of two.
The panel will have a standard set of questions for all the candidates. There may be
follow up questions depending on the answers.
The panel takes notes throughout the interview. These are used later to recall the
48. answers.
At the end of the interview, the panel will advise the candidates on when the result
can be expected.
After the interview
Successful applicants are telephoned and offered the position.
The candidates are allocated various departments on the basis of their rating in
the psychological test and their performance in the final interview.
Unsuccessful candidate are informed through letter.
THE SELECTION DECISION
The selection decision is taken immediately after all the interviews have been
conducted. Alternatively, another meeting can be called for this purpose. The
decision on whom to appoint involves:
1. Looking at and discussing all the evidence collected (from interviews, reference
checks and other selection techniques) for each criteria for each candidate.
2. Recording in writing the reasons why any persons interviewed were not
recommended for appointment.
3. Making the final decision on whom to recommend for appointment and where
appropriate, recommending a second choice.
4. Report by the psychologist regarding the candidate is given due
consideration before making the final decision.
In addition, consistent with the Organization’s Employment Equity Policy, the
following must be considered:
Consideration must be given to the potential of the applicants from designated
groups to meet the job requirements. In case it is difficult to differentiate between
candidates in trying to determine the best candidate, preference will be given to the
member of the designated group.
If no suitable applications are received for a post, the Selection Committee gives a
49. serious consideration to postponing its recommendation until the Search Committee
had a further opportunity to scan the field for suitable candidates. Alternatively, the
decision to re-advertise at a later stage may be taken.
51. OFFER LETTER & DATE OF JOINING
Once the Selection Committee’s recommendations have been approved, the Vice
President of Human Resource Department or his/her delegated person shall make an
offer of appointment to the candidate/s. Members of the Selection Committee or seni
or management may be consulted However, the Selection Committee does not
determine the cash salary component of the remuneration package.
It is important that new employees receive a well-planned induction in order
for them to become fully operational quickly. Further information on induction,
including guidelines for managers, is available from the Staff Training and
Development Unit or from the local Human Resources teams.
53. FEEDBACK TO CANDIDATES
All candidates are advised of the outcome of their applications as soon as
possible after the interviews. The Chairperson, in consultation with the Recruitment
& Selection Section, is required to give a written feedback to candidates, should
they contest the process and decision taken. Where internal candidates claim that the
policy has not been correctly implemented, such candidates are to be advised to
follow the Organization’s Grievance procedure. Applicants who are not short-listed
should be given feedback on request, making it clear why they were unsuccessful. If
requested, the Panel Chairperson should provide feedback to unsuccessful short-
listed candidates.
55. RECORD KEEPING
Consistent with its commitment to transparency and the right of the applicant
to written feedback, the V.S. documents the criteria used within each selection
process and the decisions taken about each candidate relative to these criteria.
Furthur more V.S. is open to review the impact of equity considerations on decisions
in the recruitment and selection process.
The following records are maintained:
Recruitment procedure: Advertisement, the media used and the target group
(external and/or internal)
Selection procedure: Criteria, Process including interview questions asked,
Evaluations of individual candidates and the Decisions taken including why
applicants were not successful.
The opinion of the Selection Committee as to the fairness of the process
Any other relevant equity statistics
These records are kept for at least 12 months.
57. SUPPORT STRUCTURES
The Human Resource Department recognises that it needs to fulfill the
following roles within the recruitment and selection process:
Handling all the administrative work associated with the procedure and
appointments providing HODs, Section Managers and Selection Committees with as
sistance recruitment and selection responsibilities effectively. In this regard, hands-
on assistance is offered. Training courses, archival/support material anddocumentati
on will be available as to inform Selection Committee members of the process.
Active participation on the Selection Committees with full voting rights.
Dealing with any complaints/grievances alleging discrimination.
Evaluating the recruitment and selection process and ensuring that the process
keeps up to date with legal and organization requirements as well as technological
advances and ensuring adherence to relevant policy requirements.
59. IMPORTANT CONSIDERATIONS ON RECRUITMENT &
SELECTION PROCESS
Equity Considerations
In order to ensure fairness and accountability and to fulfill the requirements of the
Organization’s Employment Equity Policy and Supporting Protocol for
Appointments, the following must be taken into account:
Prescribed competencies for the post must be applied consistently throughout
the recruitment and selection process- for example all applicants must be asked the
same co requestions in an interview. This will ensure that all the candidates have
been judges on the basis of the same criteria.
All applicants must be assessed using the same techniques.
The committee must be able to substantiate/explain why a candidate was
unsuccessful relative to the identified competencies.
Selection Committees must select candidates who they believe will make the best
contribution to the Organization.
In understanding what is meant by best contribution, the Organization advocates that
appointments will be based on contextual considerations. V.S. recognizes that the
notions of merit and best person for a job are not independent of context.
Therefore,in making an appointment, the selection committee must consider these co
ntextualconsiderations (i.e. the needs and status of the department in which the
vacant post is situated)Some of the contextual considerations are:
Need for specialised qualifications and/or skills
Need for “fresh minds” from outside
Need to balance the composition of staff in terms of qualification, experience,
seniority and role models
Stability of the department/staff and the ability to support an individual
appointed on potential rather than proven merit
Negative or positive resource implications of employing certain candidates and in
60. thecase of negative implications, the Organization’s ability to meet
the necessary resource requirements
Need to create a supportive environment for all employees, irrespective of
their background.
Also of importance is that in ensuring diversity amongst the ET’s and that adequate
and acceptable role models are present within the Organization, the institution must
consider the employment of nationals as well as foreign nationals. Given the
V.S.Vision to be “an outstanding Nationally as well as Internationally-recognized
Textile Industry which proudly affirms its Own identity”, there is a need to balance
the employment of Indian citizens with the need to seek good applicants freely and
to appoint the person who will make the best contribution to each particular
vacancy. It is only being appointed in the context of international competition that
Organization and its staff will realize the V.S’s Vision. The V.S will however,
seek to appoint as many Indian citizens as possible to its academic and support staff.
Concerns Regarding the Fairness of the Process
Approval of the recommendation for appointments will be subject to approval
of all members of the Selection Committee and the members of the Recruitment and
Selection Section agreeing that the selection process followed for the filling up of
the post was fair and that legislative and Organization policy requirements were met.
At the end of each selection process, before the Committee disbands, theChairperson
will facilitate the evaluation of the recruitment and selection process followed.
Should there be any concerns raised by the committee regarding the fairness of the
process, this matter will be immediately referred to the Vice President of Human
Resource Department. Where there is evidence of any concern, the HOD of Human
Resource Department or his/her nominated representative will conduct an
investigation.The recommended appointment will be kept on hold until the matter
has been resolved.The Recruitment & Selection Section will continually evaluate
adherence to relevant policy requirements.
62. SUGGESTIONS OR RECOMMENDATIONS
DRAFTING OF THE ADVERTISEMENT
Suggestions
Instead of “throughout first division”, more specific terms may be used in theadverti
sement. For example, the phrase “exact 60% or more” may be used. This would
ensure greater clarity and only the eligible candidates would apply.
It is advisable to mention the qualification in two parts, as described below:
Graduation: (Names of the Degree-Courses acceptable)
Post Graduation: (Names of the Degree-Courses acceptable)
Names of Degree Courses those are not eligible.
The candidates must be asked to mention their Name and DOB at the back of
the photographs.
A specific format of the Application form may be uploaded on V.S’s mail. The Ad
should instruct the interested candidates to download the form, take a print out,fill it
and sent it to V.S. This format may also be used for the Job Portals.
Use of same application form by the candidates will ensure complete information is
available to screen out the ineligible candidates and select the eligible ones. In the
absence of such a provision, infinite numbers of different resume are received within
complete information. This is followed by calls to the candidates to get complete
information. A single application form will reduce the number of man-
hours andexpenditure on the calls. A copy of a desirable application form has been
attached for reference.
63. PLACEMENT OF THE ADVERTISEMENT
Suggestions
A carefully drafted advertisement in the newspapers will fetch greater number of
relevant responses.
The ad was placed in the month of April/May. This is the time when students are
generally too busy with their exams to read newspapers. Probably, an ad in the
month of Jan/Feb/Mar would be too early. One way to deal with this problem is that
a circular .This would increase the number of responses, as the students would have
ample time to respond.
SCREENING OF THE APPLICATIONS
Suggestions
Use of a single predetermined format for resumes would greatly facilitate and
streamline the screening process.
Provision of a second computer is critical for preparing comprehensive database
of selected and rejected candidates.
Direct calling facility should be provided so that calls to the candidates can be made
quickly and faster disposal of incomplete CV’s.
“Far-away” areas should be clearly defined so as to avoid confusion.
Also, it would be worthwhile to clarify which cities fall in Northern and MP areas.
For examples some cities in UP and Rajasthan are closer to MP. Whereas some
other cities of UP and Rajasthan are close to Ludhiana.
64. FILING OF CVs
Suggestions
It would be useful to have a hardcopy of all the responses/resume, whether selected
or rejected. It is suggested that a print-out be taken of all the responses/resume
received through Email and Job Portals and filed properly.
For LR, BR and LCR files (files containing rejected resume), it would be helpful to
divide each file into 2 compartments: Naukri and Email. Post Rejects would be in a
separate file.
Every resume (hard-copy) must contain the following information on the top.
Media- Email, Post, Job Portal
Date Received
Category- BR, LR, BG, LG etc
Last Qualification
Rejected or Selected
Reason for Rejection, if applicable
Whether Roll No. issued or not.
66. CONCLUSION
V.S’s ET Scheme for the recruitment and selection of Executive Trainees is the
result of the farsightedness of its Chairman. This scheme not only is an
organizationally and economically sound way of acquiring the requisite talent pool
but also a golden opportunity for those candidates who could not pursue expensive
and arduous management courses. They can get the chance of working in an
esteemed organization like V.S. and honing their managerial skills. The 8 weeks of
summer training I completed at V.S, as an M.com student, has taught me the
intricacies of an actual process of Recruitment and Selection. It was enlightening to
learn to balance the teachings of theory and the realities of practice. The process was
organized. It required a lot of planning, co ordination and reviewing. It was acompre
hensive exercise touching important aspects like strategy-formulation,advertizing,
screening of resumes adherence to eligibility criteria, preparation of final lists, both
hard and soft copies, issuance of roll numbers, preparation for the selection tests and
many other activities. At every stage, efforts were made to ensure strict adherence to
equity and fairness considerations.
Out of about 14000 total responses, 873candidates were shortlisted for the written
test. This was a mammoth task involving attention to detail and plenty scope for
error. Certain contingency plans were also put in place so that the process continues
without hindrance. The support and encouragement from the management kept us
going. I remain grateful to V.S for this opportunity it gave me. It has immensely
added to my learning and experience.
68. QUESTIONNAIRE
Q1. What do you understand by executive training?
Learning
Enhancement
Sharing information
All of the above
Q2. Training is must for enhancing productivity and performance?
Completely agree
Partially agree
Disagree
Unsure
Q3. Do you think training program is compulsory for the employees?
Yes
No
Can’t say
Q4. From the following training methods under which training method you have
trained?
On the job
Off the job
Both
69. Q5. Did you attend the training program before induction in the Organsization ?
Yes
No
Q6. If you trained under on the job training method then from the following method
which method you have undergone ?
Job rotation
Coaching
Other
Q7. If you trained under off the job training method then from the following method
which method you have undergone ?
Lecture method
Vestibule method
Others
Q8. From the following training program which training program you have
undergone ?
Internal
External
Both
Q9. Your opinion about improvement of knowledge after Training Program ?
Yes
No
70. Q10. Whether Training is relevant to the needs of the Organization ?
Yes
No
Q11. Are you satisfied with the effectiveness of training program ?
Excellent
Very Good
Average
Poor
Q12. Do you like to attend the training program ?
Yes
No
Thank you for your kind co-operation.
