This document provides an overview of SRF PFBI Limited's recruitment and induction process. It discusses SRF's core businesses, values, and certification. SRF PFBI Limited is a packaging films manufacturing facility located in a Special Economic Zone in Indore, India. The document then describes SRF's recruitment and induction methodology and acknowledges those who provided guidance and support for the project.

1. PROJECT REPORT
ON
THE RECRUITMENT AND INDUCTION PROCESS
AT
SRF-PFBI Limited, SEZ, INDORE
Report Submitted in Partial Fulfillment of the Requirements for the
Master of Business Administration
Under the Valuable guidance of
Mr. G. Dinesh Babu
Chief Manager- HR, Admin & TQM
SRF-PFBI Ltd. SEZ, Indore
Submitted By:
SALONI MISHRA
UNIVERSITY OF LUCKNOW, LUCKNOW (2010-2012)
1

2. ACKNOWLEDGEMENT
Summer training is the most vital part of an MBA course, both as a link between theory
and actual industrial practices as well as an opportunity for hands on experience in
corporate environment. I therefore, consider myself fortunate to receive the training in
an esteemed organization viz. SRF Ltd. Yet the opportunity could not have been
utilized without the guidance and support of many individuals who although held
varied positions, but were equally instrumental for successful completion of my
summer training.
I would like to take this opportunity to express my humble gratitude to Mr. Jeetender
Singh Panwar,HR Admin & TQM, for his kind support and guidance.
I would also like to thank the management, employees and the entire unit of SRF Ltd.,
Indore for their cooperation.
In addition I would also like to express gratitude to the respected faculty member Prof
Archana for her invaluable inputs and direction that rendered success to the project.
I thank my family, friends, mentors and all well-wishers without whose cooperation
this project would not have been a success.
Regards,
Saloni Mishra
2

3. TABLE OF CONTENTS
(i) Synopsis……………………………………………………………………………..
(ii) Introduction ………………………………………………………………………..
(iii) About SRF Company………………………………………..
(iv) About SRF PFBI Ltd…………………………………………
(v) Recruitment and Induction process…………………..……..…………………
(vi) Recruitment and Induction process at
SRF PFBI Ltd …………………………………………….
(vii) Methodology followed…………………………………………………..........
(viii) Appendices ……………………………………………………………………..
(ix) Bibliography … ……………………………………………………………………....
3

4. SYNOPSIS
The objective of the project was to study and analyze the recruitment and induction
process of SRF PFBI Ltd. The study included analyzing recruitment sources and
methods, changes implemented in the past and their effects, the induction process and
thereby the success of the both the recruitment and induction process. The entire study
was concentrated around recruitment and induction; hence the following would be
pursued :
• Studying the posts to be filled
• Planning the Number of persons to be recruited
• Duties to be performed
• Preparing the job description and person specification
• Studying the KSAs ( Knowledge, Skills and Abilities) of the job
• Consulting the recruitment policy and procedure of the company
• Studying the recruitment sources and methods of the company screening of the
responses
• Then, studying the induction process of the company.
• At last, analyzing in a comprehensive manner the whole Recruitment and
Induction process.
4

5. INTRODUCTION
SRF Ltd., earlier called the Sriram Fibers, has evolved into a modern industrial major. Its roots go back
to over a century, with the establishment of the parent company, DCM (Delhi Cloth Mills) in 1889. Since
its inception in 1974, the company has been improving continuously and has made its mark in the
industry. It is the market leader in its core businesses, namely industrial synthetics and Fluorochemicals.
It also enjoys growing presence in light engineering products, engineering plastics packaging films and
Pharma chemical business.
SRF today operates from nine plant locations in India and abroad and has attained market leadership
position in many of the products it manufactures. SRF’s relentless focus on TQM techniques has resulted
in the company winning the prestigious Deming Application Prize in 2004 (the first nylon tire cord
company outside Japan to be awarded this prize).
SRF PURPOSE
• To be an inspired, caring organization
• To create extraordinary value for all
• To pursue excellence and customer loyalty
• To always meet tomorrow's challenges today
"We Will Make Our Nation Proud By Being the Best at What We Do"
SRF VISION
5

6. • To be one of the most admired business organizations in India, deeply loved by its people, respected
and sought after by its customers and shareholders.
• To be World Leader in at least one of its businesses with global operations and technology
leadership.
• To be one of the most sought after employers in the country. A Company known for its people
management skills. One that can unlock the talent hidden in each employee and inspire him or her to
take on and accomplish extraordinary future challenges.
• To be a shining example of deep commitment and contribution to development of people and society.
SRF MISSION
• Enable customer satisfaction of a high level and a standard higher than that of competition.
• Provide good returns to our shareholders and other financial stakeholders.
• Continuously enhance the total quality of life of our employees and help them realize their
potential.
• Contribute to the development of the society and the nation.
SRF CORE BUSINESSES
• THE INDUSTRIAL SYNTHETICS BUSINESS, which manufactures Nylon Tyre Cord Fabric,
and is the 7th largest producer of NTCF in the world and the largest in India.
• THE COATED FABRICS BUSINESS, which manufactures high quality fabrics used for non-
tyre applications in the international and domestic market.
• THE BELTING FABRICS BUSINESS, which manufactures fabric used to make conveyor
belts, and is the 2nd largest producer in the world and the largest in India.
6

7. • THE FLUOROCHEMICALS BUSINESS, which manufactures Refrigerant Gases and
Choloromethanes, and is the largest producer in India with exports to more than 50 countries.
• THE PACKAGING FILMS BUSINESS, which manufactures Biaxially Oriented Poly
Ethylene Terephthalate (BOPET) also called Polyester (PET) Film, is predominantly used in
Flexible Packaging Applications.
• THE PHARMA CHEMICALS BUSINESS, which manufactures intermediates/ advanced
intermediates and provides contract research, custom synthesis & contract manufacturing services
to the Pharma Industry.
• PROCUREMENT SOLUTIONS & SERVICES: Procurement of indirect materials requires
organizations to identify and deal with countless suppliers based on imperfect knowledge, in a
market that is highly disorganized. SRF eBIZ provides solutions & services to increase
efficiencies in the procurement of these indirect items (also known as B & C category items).
• THE ENGINEERING PLASTICS LIMITED caters to the Nylon engineering plastics
requirements of companies in the automobiles, white goods, electrical goods, telecom
cables, textile machinery, and electronics sectors. The brands which are famous are TUFNYL and
TUFBET.
PEOPLE DEVELOPMENT
SRF’s people development system follows a scientific process on three fronts:
Need Identification
Design and Delivery
Effectiveness Measurement
“Realising that need identification is not an isolated sub-set of the performance management system for
an organisation; we derive focused needs from a variety of sources that enable SRF to arrive at the real
developmental needs. These are addressed through customised design, delivery of training programs and
other developmental initiatives. The development loop is closed through a scientific system of measuring
training effectiveness that feeds in to the next design cycle.
At SRF, we believe that leadership is a quality that can be developed. We follow a strength-based
methodology of identifying and developing leaders within the organisation. Emphasis is paid on
developing leaders adept at the SRF Management Way, and appropriate opportunities are provided to
7

8. them to utilise their leadership skills. We are in the process of instituting a Leadership Cadre where we
will create a pipeline of individuals to man our key leadership positions.
Being a market leader in technology, we understand that technical and domain capabilities need to go
hand-in-hand with managerial skills. Our technical training initiatives are designed to enhance the
technical skills of our employees, thus allowing us to retain a dominant position in the highly
competitive marketplace.
Our developmental activities don't stop at the managerial levels, but percolate down to our 'Non
Management Staff'. We have implemented a one year long Management Education Program for our
employees for their overall development.
In all, our People Development methodology is a combination of developmental assignments, instructor
led training, coaching, on the job modules, development centres and participation in special project
teams to enable employees to continuously learn and develop.”
WORK CULTURE
“The HR function at SRF envisions creating and nurturing an organisation where economic prosperity
and growth, organizational effectiveness and human well-being go hand-in-hand.
It is our constant endeavor to create an environment where people feel comfortable in expressing their
feelings, opinions, views and suggestions without any fear of reprisal.
SRF provides an open environment to all employees with respect to freedom, empowerment and
expression. Our credo of approachability and transparency finds shape in many ways, including an 'open
house' where employees can raise their concerns with the management directly.
Every idea is valued, and implementation of new initiatives is strongly encouraged by the organization.
Following the philosophy of Kaizen, we believe that every incremental step towards improvement
propels the organization towards operational excellence. At the same time, understanding the fact that
breakthrough initiatives often enable organizations to leapfrog to the next level, SRF encourages and
rewards bigger improvements through other mechanisms.”
SA 8000
8

9. SRF is an SA8000 certified manufacturing unit.
SA8000 is a global social accountability standard for decent working conditions, developed and overseen
by Social Accountability International (SAI). Detailed guidance for implementing or auditing to SA8000
are available from its website. SAI offers training in SA8000 and other workplace standards to managers,
workers and auditors. It contracts with a global accreditation agency, Social Accountability Accreditation
Services (SAAS) that licenses and oversees auditing organizations to award certification to employers
that comply with SA8000.
In May 2009 it was verified by SAAS Accreditation that over 1.3 million workers are employed in
SA8000 Certified Facilities around the world.
Basis
SA8000 is an auditable certification standard based on the UN Universal Declaration of Human Rights,
Convention on the Rights of the Child and various International Labour Organization (ILO) conventions.
SA8000 covers the following areas of accountability:
• Child Labour: No workers under the age of 15; minimum lowered to 14 for countries operating
under the ILO Convention 138 developing-country exception; remediation of any child found to
be working.
• Forced Labour: No forced labor, including prison or debt bondage labor; no lodging of deposits
or identity papers by employers or outside recruiters.
• Health and Safety: Provide a safe and healthy work environment; take steps to prevent injuries;
regular health and safety worker training; system to detect threats to health and safety; access to
bathrooms and potable water.
• Freedom of Association and Right to Collective Bargaining: Respect the right to form and join
trade unions and bargain collectively; where law prohibits these freedoms, facilitate parallel
means of association and bargaining.
• Discrimination: No discrimination based on race, caste, origin, religion, disability, gender, sexual
orientation, union or political affiliation, or age; no sexual harassment.
• Discipline: No corporal punishment, mental or physical coercion or verbal abuse
• Working Hours: Comply with the applicable law but, in any event, no more than 48 hours per
week with at least one day off for every seven day period; voluntary overtime paid at a premium
9

10. rate and not to exceed 12 hours per week on a regular basis; overtime may be mandatory if part of
a collective bargaining agreement.
• Compensation: Wages paid for a standard work week must meet the legal and industry standards
and be sufficient to meet the basic need of workers and their families; no disciplinary deductions.
Management systems for Human Resources: Facilities seeking to gain and
maintain certification must go beyond simple compliance to integrate the
standard into their management systems and practices. Certification
A facility wishing to seek certification to SA8000 must apply to a SAAS-accredited auditing firm, or
certification body. Assessment of compliance to the SA8000 Standard and the issuance of accredited
SA8000 certifications are available only through SAAS-accredited, independent organizations.
There are four basic types of out of pocket costs associated with certification:
• The cost associated with taking corrective and preventive action in order to qualify for
compliance. After this, an organization would seek verification of its compliance.
• The cost of preparing for the audit.
• The cost of an independent audit by a SAAS-accredited CB.
• The cost associated with taking corrective actions to resolve problems (if nonconformance have
been identified).
SAAS Accreditation maintains a public list of SA8000 certified facilities and statistics.
As of September 30, 2010:
• Certified Facilities: 2,330
• Countries Represented: 62
• Industries Represented: 66
• Number of Employees: 1,365,236
The industrial sectors with the most certifications include apparel and textiles; building materials;
agriculture; construction; chemicals; cosmetics; cleaning services and transportation. The countries with
the most certification to SA8000 include Brazil, India, China and Italy.
10

11. Significance
Dominic A. Tarantino, Chairman of Price Waterhouse World Firm described SA8000 in 1998 as "the
first ever universal standard for ethical sourcing... It provides a common framework for ethical sourcing
for companies of any size and any type, anywhere in the world. SA8000 sets out provisions for issues
such as trade union rights, the use of child labor, working hours, health and safety at work, and fair pay."
However, it does not address broader issues of ecology or bribery or other issues which may require
more consumer or executive restraint. Tarantino further argued the need for moral leadership:
"Pricing, products and services are no longer the sole arbiters of commercial success... it is business that
must take the lead in taming the global frontier. Business must take the lead in establishing rule of law in
emerging markets. Business must take the lead in stopping bribery. Business must take the lead in
bringing order to cyberspace. Business must take the lead in ensuring that technology does not split the
world into haves and have nots.”
SRF-PFBI (Packaging Film Business Indore)
Packaging Films Business has emerged as one of the most preferred and trusted business partner in
the Flexible Packaging arena. Engaged in manufacturing of Bi-axially Oriented Poly-Ethylene
Terephthalate (BOPET) Films commonly known as Polyester (PET) Films, it makes life easier by
creating possibilities to pack things in much better, safer and environment friendly way.
Every day it is collaborating with its customers to create modern packaging solutions in cost-
effective and innovative ways and is known as a trustable partner with whom it's always "Easy to Do
Business With". Enabled by the state-of-the-art technologies and TQM driven processes Packaging
Films Business offers its customers unmatched quality and responsiveness to ensure better business
for them.
During a short span of ten years, Packaging Films Business has crafted a significant presence in EU,
11

12. Americas, Middle East, ANZ, Russia & CIS, Africa, West Asia & South Asian regions and continues
to expand its list of highly satisfied clientele across the world.
Manufacturing Facilities :
SRF's first 3.2 meter wide PET production line from Celier (France) started operations in 1995 with 5500
MT/annum capacity of producing both thin & thick PET films in the range of 8-150 Microns. Since then
Packaging Films Business has successfully embarked the journey of capacity expansion by adding 8.2
and 8.7 meter wide lines from Dornier (Germany) to become the second largest thin PET film
manufacturer in India with current total capacity of 60000 MT/annum. This is fully supported by
backward integration into PET resin manufacturing plant from Aquafill (Germany).
Two of our production lines are located in Special Economic Zone providing excellent facilitation for the
overseas customers.
PFB - a fact file
Facility Capacity
Polyester Film 60000 TPA
Metallized PET Film 12000 TPA
Soft Embossed Holographic PET
1200 TPA
Film
PET Resin 60000 TPA
SRF VALUES
12

13. Respect for others
Treating our stakeholders with respect and dignity has been a ground rule
at SRF. It's the key to building and nurturing a healthy relationship.
13

14. Respect for customers and vendors
Respect for employees
Respect for shareholders and investors
Respect for society and environment
Non-discrimination
Anyone who is associated with SRF, is like a family member. Everyone is equal
irrespective or their gender, background and designation. Equal opportunity is a right
and shall remain so for every SRFite.
Integrity
We have always had strong moral standards. Our ethics have been our assets. We will not compromise it
for anyone.
Sincerity
Transparency
Excellence
Total excellence in everything that we do should be our aim.
Excelling in whatever we do is the benchmark at SRF.
Improvements and Breakthroughs
Teamwork
Simplicity
Hard work
Meritocracy
14

15. Concern for Well Being
Any organization is successful only when the employees are
happy. They form the soul of any organization. Motivated and
happy employees are crucial to the growth of any organization.
Appreciation for life outside work
Care for employees
Create a happy work environment
Company’s Concerns
• Shareholder Interest
They value the trust of shareholders, and keep their interests paramount in every
business decision we make, every choice they exercise.
• People Care
15

16. They possess no greater asset than the quality of their human capital and no greater
priority than the retention, growth and well-being of their vast pool of human talent
• Consumer Focus
They rethink every business process, product and service from the standpoint of the
consumer – so as to exceed expectations at every touch point.
• Excellence in Execution
They believe in excellence of execution – in large, complex projects as much as
small everyday tasks. If something is worth doing, it is worth doing well.
• Team Work
The whole is greater than the sum of its parts; in their rapidly-changing knowledge
economy, organizations can prosper only by mobilizing diverse competencies, skill
sets and expertise; by imbibing the spirit of “thinking together” -- integration is the
rule, escalation is an exception.
• Proactive Innovation
They nurture innovation by breaking silos, encouraging cross-fertilization of ideas
& flexibility of roles and functions. They create an environment of accountability,
ownership and problem-solving –based on participative work ethic and leading-edge
research
• Leade rship by Empowerment
They believe leadership in the new economy is about consensus building, about
giving up control; about enabling and empowering people down the line to take
decisions in their areas of operation and competence .
• Social Responsibility
16

17. They believe that organizations, like individuals, depend on the support of the
community for their survival and sustenance, and must repay this generosity in the
best way they can.
• Respect for Competition
They respect competition – because there’s more than one way of doing things right.
They can learn as much from the success of others as from their own failures
Departments at SRF PFBI
• Production
• Quality
• Slitter
• Metalliser
• Holography
• Packing & PPC
17

18. • Dispatch Materials (DMAT)
• Mechanical & Utility (M&U)
• Electrical & Instrumentation (E&I)
• 132 KVA
• Purchase & Receiving
• Others
 Accounts
 IT
 External Liasoning
 Works
 Civil
 HR , Admin
 Safety
Organizational Structure
18

19. President & CEO (CB &
PFB)
Mr. Roop Salotra
Vice President Vice President
Works & Projects Marketing & RDM
Mr. H.K. Singh Mr. Prashant Mehra
Associate Vice President
Associate Vice President Associate Vice President
Accounts
HR & TQM Manufacturing
Mr. Deep Chaudhary
Mr. Sanjeev Asthana Mr. Manoj Jain
19

20. CADRE HEIRARCHY IN SRF-PFBI
DIRECTOR
CEO
VICE PRESIDENT
ASSOCIATE VICE PRESIDENT
CHIEF MANAGER
MANAGER
EXECUTIVE
ENGINEER
OPERATOR
LEARNER
CONTRACT LABOUR
20

21. HR Department In SRF PFBI
At SRF PFBI, they recognize the critical role that their people play in the success and
growth of each of their businesses. It is the skill and initiative of their workforce that
sets them apart from their peers in today’s knowledge-driven economy. It is their
commitment and dedication that lends them the competitive edge, and helps them stay
ahead of the curve.
Their strong team of professionals is among the youngest in the country, and consists
of some of the most dynamic, motivated and qualified individuals to be found
anywhere in the world. First-rate management graduates, highly trained engineers, top-
notch financial analysts and razor sharp
accountants— they have on their rolls some of the brightest minds in the business.
The Department’s Mission
Their transparent HR policies and robust processes are driven by a single overarching
objective: To attract, nurture, grow and retain the best leadership talent in every sector
and industry is which they operate.
Their aim is to create a team of world beaters that is:
• Committed to excellence in quality,
• Focused on creation and enhancement of stakeholder value
• Responsive to evolving business needs and challenges
• Dedicated to uphold the core values of the Group
The Department’s Promise
In order to achieve their objective, they offer their people:
• Growth opportunities to expand leadership capabilities
• True meritocracy and freedom to choose career paths
• Opportunities to develop and hone leadership and functional capabilities
21

22. • An entrepreneurial environment where people can pursue their dreams
• Competitive compensation
In addition, they follow a well-defined Rewards & Recognitions programme that
periodically identifies exceptional individual and team achievers among the various
business functions and verticals in the company.
The Department’s Expectations
SRF PFBI encourages it’s employees to take leadership, at all levels of the
organization, and participate in accelerating growth of their businesses to build a
formidable enterprise. Leaders in SRF PFBI are expected to:
• Always keep the customers’ needs in mind and constantly innovate
• Execute flawlessly and with speed
• Sustain and strengthen the company’s spirit of entrepreneurship—taking ownership
and accountability for their actions
• Leverage synergies to learn and build on the diverse experiences and skill sets of
their various businesses and teams
• Create a true meritocracy with a pervasive commitment to transparent systems and
processes
• Do all this with unquestionable Integrity to ensure total compliance with the laws of
the land.
22

23. HR STRUCTURE AT SRF
Mr. Suresh Tripathi
(CEO)
Mr. Sanjeev Asthana
(AVP)
Mr. G. Dinesh Babu Mr. Amit Bhagariya
(Chief Manager) (Manager)
Mr. Fattey Singh Mr. Madan Bani
(HR & Admin) (Process Associate)
Ms. Bharti Kathil Mr. R.K Maurya
(HR & Admin) (Sr. Executive)
Mr. Lalit Sharma
(HR & Admin – Time
office)
Mr. Jeetendra Singh
Panwar
(HR-Admin & TQM)
23

24. RECRUITMENT AND SELECTION PROCESS
According to Edwin B. Flippo, “Recruitment is the process of searching the candidates
for employment and stimulating them to apply for jobs in the organization”.
Recruitment is the activity that links the employers and the job seekers.
Recruitment is a linking activity- bringing together jobs to fill and those seeking jobs.
A good recruitment program should attract the qualified & not unqualified.
Recruitment is a costly affair. There are legal implications of incompetent selection –
negligent hiring. “Organizations must consider recruitment as a strategic war to attract
talent, and must develop and implement aggressive talent acquisition strategies in
order to dominate the labor market within a given industry. With the impending
retirement of the baby-boomer generation and the lack of availability of high quality
senior-level talent, many companies consider talent acquisition to be the most
important business challenge facing them today”.
Recruitment of candidates is the function preceding the selection, which helps create a
pool of prospective employees for the organization so that the management can select
the right candidate for the right job from this pool. The main objective of the
recruitment process is to expedite the selection process.
Recruitment is a continuous process whereby the firm attempts to develop a pool of
qualified applicants for the future human resources needs even though specific
vacancies do not exist. Usually, the recruitment process starts when a manger initiates
an employee requisition for a specific vacancy or an anticipated vacancy.
24

25. Purpose & Importance Of Recruitment:
• Attract and encourage more and more candidates to apply in the organization.
• Create a talent pool of candidates to enable the selection of best candidates for
the organization.
• Determine present and future requirements of the organization in conjunction
with its personnel planning and job analysis activities.
• Recruitment is the process which links the employers with the employees.
• Increase the pool of job candidates at minimum cost.
• Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
• Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
• Meet the organizations legal and social obligations regarding the composition of
its workforce.
• Begin identifying and preparing potential job applicants who will be appropriate
candidates.
• Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
• So, those people who are involved in the process have a high level of
responsibilities.
25

26. Management’s Role in Recruitment
Recruitment planning is anticipating and using all available flexibilities and strategies
to maintain the workforce. Human Resources Responsibilities along with the civilian
Recruitment Team can help through this process by further explaining strategies and
helping to find easier ways to accomplish them.
Responsibilities include:
• Determining a vacancy exists.
• Choosing the right strategies to fill the position.
• Defining and capturing the need (understanding the position, its functions, duties,
responsibilities, and skill requirements.)
• Initiating the final action.
Recruitment needs are of three types
• PLANNED
i.e. the needs arising from changes in organization and retirement policy.
• ANTICIPATED
Anticipated needs are those movements in personnel, which an organization can
predict by studying trends in internal and external environment.
• UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected needs.
26

27. The Recruitment Process
1 Determine the exact need 8 Implement the decision
2 Obtain approval 9 Allow time for response
3 Combine / update job description 10 Screen responses
and job specification
4 Determine KPAs of the job 11Draw up a candiddate shortlist
5 Consult the recruitment policy 12 Provide feedback to applicants
& procedure
6 Choose the recruitment source(s) 13 Proceed to selection
7 Decide on a recruitment method 14 Evaluate the recruitment effort
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources. The sources within
the organization itself (like transfer of employees from one department to other,
promotions) to fill a position are known as the internal sources of recruitment.
Recruitment candidates from all the other sources (like outsourcing agencies etc.) are
known as the external sources of recruitment.
27

28. SOURCES OF RECRUITMENT
Internal Sources Of Recruitment
1. TRANSFERS
The employees are transferred from one department to another according to their
efficiency and experience.
2. PROMOTIONS
The employees are promoted from one department to another with more benefits
and greater responsibility based on efficiency and experience.
3. Others are Upgrading and Demotion of present employees according to their
performance.
4. Retired and Retrenched employees may also be recruited once again in case of
shortage of qualified personnel or increase in load of work. Recruitment such
people save time and costs of the organizations as the people are already aware
of the organizational culture and the policies and procedures.
28

29. 5. The dependents and relatives of Deceased employees and Disabled employees
are also done by many companies so that the members of the family do not
become dependent on the mercy of others.
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a
business operates will need shorter periods of training and time for 'fitting in'.
2. The organization is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organization.
3. Internal promotion acts as an incentive to all staff to work harder within the
organization.
4. From the firm's point of view, the strengths and weaknesses of an insider will
have been assessed. There is always a risk attached to employing an outsider
who may only be a success 'on paper'.
The disadvantages of recruiting from within are that:
1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the
company working more effectively
3. Promotion of one person in a company may upset someone else.
External Sources Of Recruitment
External recruitment makes it possible to draw upon a wider range of talent, and
provides the opportunity to bring new experience and ideas in to the business.
Disadvantages are that it is more costly and the company may end up with someone
who proves to be less effective in practice than they did on paper and in the interview
situation.
There are a number of stages, which can be used to define and set out the nature of
particular jobs for recruitment purposes:
29

30. Job analysis is the process of examining jobs in order to identify the key requirements
of each job. A number of important questions need to be explored: the title of the job
to whom the employee is responsible for whom the employee is responsible a simple
description of the role and duties of the employee within the organization.
Job analysis is used in order to:
1. Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.
2. Set out the training requirements of a particular job.
3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks
(information which can be used as evidence for staff development and
promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by
finding out information from interviewing job holders, or by referring to
documents such as training manuals. Information can be leaned directly from the
person carrying out a task and/or from their supervisory staff. Some large
organizations specifically employ 'job analysts'. In most companies, however,
job analysis is expected to be part of the general skills of a training or personnel
officer.
Job description
A job description will set out how a particular employee will fit into the organization.
It will therefore need to set out:
• the title of the job
30

31. • to whom the employee is responsible
• for whom the employee is responsible
• a simple description of the role and duties of the employee within the
organization.
A job description could be used as a job indicator for applicants for a job.
Alternatively, it could be used as a guideline for an employee and/or his or her line
manager as to his or her role and responsibility within the organization.
Job specification
A job specification goes beyond a mere description - in addition, it highlights the
mental and physical attributes required of the job holder. For example, a job
specification for a trainee manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company is
looking for people who are tough and talented. They should have a flair for business,
know how to sell, and to work in a team.
Job analysis, description, and specification can provide useful information to a
business in addition to serving as recruitment instruments. For example, staff appraisal
is a means of monitoring staff performance and is a feature of promotion in modern
companies. In some companies, for example, employees and their immediate line
managers discuss personal goals and targets for the coming time period (e.g. the next
six months). The appraisal will then involve a review of performance during the
previous six months, and setting new targets. Job details can serve as a useful basis for
establishing dialogue and targets. Job descriptions can be used as reference points for
arbitrating in disputes as to 'who does what' in a business. Selection involves
procedures to identify the most appropriate candidates to fill posts. An effective
selection procedure will therefore take into consideration the following:
keeping the costs of selection down making sure that the skills and qualities being
sought have been identified, developing a process for identifying them in candidates
31

32. making sure that the candidates selected, will want the job, and will stay with the
company.
Keeping the costs of selection down will involve such factors as holding the interviews
in a location, which is accessible to the interviewing panel, and to those being
interviewed. The interviewing panel must have available to them all the necessary
documentations, such as application forms available to study before the interviews take
place. A short list must be made up of suitable candidates, so that the interviews do not
have to take place a second time, with new job advertisements being placed.
The skills required should have been identified through the process of job analysis,
description and specification. It is important then to identify ways of testing whether
candidates meet these requirements. Testing this out may involve: interviewing
candidates asking them to get involved in simulated work scenarios asking them to
provide samples of previous work getting them to fill in personality and intelligence
tests giving them real work simulations to test their abilities.
The external sources Of Recruitment are:
1. PRESS ADVERTISEMENTS
Advertisements of the vacancy in newspapers and journals are a widely used source
of recruitment. The main advantage of this method is that it has a wide reach.
2. EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical Colleges etc. are a
good source of recruiting well qualified executives, engineers, medical staff etc.
They provide facilities for campus interviews and placements. This source is known
as Campus Recruitment.
3. PLACEMENT AGENCIES
Several private consultancy firms perform recruitment functions on behalf of client
companies by charging a fee. These agencies are particularly suitable for
32

33. recruitment of executives and specialists. It is also known as RPO (Recruitment
Process Outsourcing)
4. EMPLOYMENT EXCHANGES
Government establishes public employment exchanges throughout the country.
These exchanges provide job information to job seekers and help employers in
identifying suitable candidates.
5. LABOUR CONTRACTORS
Manual workers can be recruited through contractors who maintain close contacts
with the sources of such workers. This source is used to recruit labor for
construction jobs.
6. UNSOLICITED APPLICANTS
Many job seekers visit the office of well-known companies on their own. Such
callers are considered nuisance to the daily work routine of the enterprise. But can
help in creating the talent pool or the database of the probable candidates for the
organization.
7. EMPLOYEE REFERRALS / RECOMMENDATIONS
Many organizations have structured system where the current employees of the
organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the
suitability of candidates. Management can inquire these leaders for suitable jobs. In
some organizations these are formal agreements to give priority in recruitment to
the candidates recommended by the trade union.
8. RECRUITMENT AT FACTORY GATE
Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.
33

34. Apart from these there are some other sources which are nowadays commonly used by
the organizations. These sources are
• Headhunting
• Third party recruitment
• Recruitment Process Outsourcing (RPO)
• E-Recruitment
HEADHUNTING is a frequently used name when referring to third party recruiters, but
there are significant differences. In general, a company would employ a head-hunter
when the normal recruitment efforts have failed to provide a viable candidate for the
job. Head-hunters are generally more aggressive than in-house recruiters and will use,
advanced sales techniques such as initially posing as clients to generate names of
employees and their positions and personally visiting candidate offices. They can also
purchase expensive lists of names and job titles. They will prepare a candidate for the
interview, negotiate salary, and conduct closure to the search. In general, in house
recruiters will do their best to attract candidates for specific jobs while head-hunters
will actively seek them out, utilizing large databases, internet strategies, purchasing
company directories or lists of candidates, networking, and often cold calling. Many
companies go to great efforts to make it difficult for head-hunters to locate their
employees.
THIRD PARTY RECRUITMENT firms are usually distinguished by the method in
which they bill a company. Outside recruitment agencies charge a placement fee when
the candidate they recruited has accepted a job with the company that has agreed to pay
the fee. Fees of these agencies generally range from a straight contingency fee to a
fully retained service which is similar to placing an attorney on retainer. All
recruitment agencies are defined by the placement of a candidate to a particular job
within a company.
RECRUITMENT PROCESS OUTSOURCING (RPO ) is a form of business process
outsourcing (BPO) where an employer outsources or transfers all or part of its
34

35. recruitment activities to an external service provider. RPO may involve the outsourcing
of all or just part of recruitment functions and process. The external service provider
may serve as a virtual recruiting department by providing a complete package of skills,
tools, technologies and activities. The RPO service provider is "the" source for in-
scope recruitment activity.
On the other hand, occasional recruitment support, for example temporary, contingency
and executive search services are more analogous to out-tasking, co-sourcing or just
sourcing. In this example the service provider is "a" source for certain types of
recruitment activity differentiating. The biggest distinction between RPO and other
types of staffing is Process. In RPO the service provider assumes ownership of the
process, while in other types of staffing the service provider is part of a process
controlled by the organization buying their services.
e-RECRUITMENT covers a range of Web-based application tools used for the
provisioning (typically) of human resources. These applications assist in the
recruitment of suitable candidates for vacant positions. Some applications do this by
semi-automating the entire recruitment and hiring process. E-recruitment applications
(or software packages that are web-enabled) typically enable recruitment teams to
create job postings, manage job application responses, schedule interviews and manage
other recruitment tasks. This dramatically reduces the labor and money spent improves
the quality and quantity of the applicant pool.
Recruitment Policy Of a Company
In today’s rapidly changing business environment, a well defined recruitment policy is
necessary for organizations to respond to its human resource requirements in time.
Therefore, it is important to have a clear and concise recruitment policy in place,
which can be executed effectively to recruit the best talent pool for the selection of the
right candidate at the right place quickly. Creating a suitable recruitment policy is the
first step in the efficient hiring process. A clear and concise recruitment policy helps
ensure a sound recruitment process.
35

36. It specifies the objectives of recruitment and provides a framework for implementation
of recruitment programme. It may involve organizational system to be developed for
implementing recruitment programmes and procedures by filling up vacancies with best
qualified people.
Components of The Recruitment Policy
• The general recruitment policies and terms of the organization
• Recruitment services of consultants
• Recruitment of temporary employees
• Unique recruitment situations
• The selection process
• The job descriptions
• The terms and conditions of the employment
A recruitment policy of an organization should be such that:
• It should focus on recruiting the best potential people.
• To ensure that every applicant and employee is treated equally with dignity and
respect.
• Unbiased policy.
• To aid and encourage employees in realizing their full potential.
• Transparent, task oriented and merit based selection.
• Weightage during selection given to factors that suit organization needs.
• Optimization of manpower at the time of selection process.
• Defining the competent authority to approve each selection.
• Abides by relevant public policy and legislation on hiring and employment
relationship.
• Integrates employee needs with the organizational needs.
Factors Affecting Recruitment Policy
36

37. • Organizational objectives
• Personnel policies of the organization and its competitors.
• Government policies on reservations.
• Preferred sources of recruitment.
• Need of the organization.
• Recruitment costs and financial implications.
Selection Process
Selection is the system of functions and devices adopted in a given company to
ascertain whether the candidates’ specifications are matched with the job specifications
and requirements or not. The obvious guiding policy in selection is the intention to
choose the individual candidate who can most successfully perform the job from the
pool of qualified candidates.
Selection of personnel to man the organization is a crucial, complex and continuing
function. The ability of an organization to attain its goals effectively and to develop in
a dynamic environment largely depends upon the effectiveness of its selection
programme. If right personnel are selected, the remaining functions of personnel
management become easier, the employee contribution and commitment will be at
optimum level and employee-employee relations will be congenial. If the right person
is selected, he is a valuable asset to the organization and if faulty selection is made,
the employee will become a liability to the organization.
Selection Procedure
• JOB ANALYSIS: Job analysis forms the basis for selecting the right candidate.
It includes a detailed study of the positions for which recruitments are to be
made, in the form of Job Description and Job Specification
• HUMAN RESOURCE PLAN : Under this plan estimates are laid for the future
requirement of employees. This forms the basis for the future recruitment
function.
37

38. • RECRUITMENT : It refers to the process of searching for prospective employees
and stimulating them to apply for jobs in an organization.
• DEVELOPMENT OF BASIS FOR SELECTION : This involves the selection of
appropriate candidates from the applicants’ pool by adopting suitable techniques
for screening.
• APPLICATION FORM : This is also known as application blank. This technique
is utilized for securing information from the prospective candidates.
• WRITTEN EXAMINATION : Application form is followed by written
examination for the short listed candidates for assessing the candidate’s ability,
aptitude, reasoning and knowledge in various disciplines.
• PRELIMINARY INTERVIEW : Preliminary interview is to solicit necessary
information from the prospective applicants and to assess the applicant’s
suitability to the job.
• TEST : Test is essentially an objective and standardized measure of sample of
behavior from which inferences about future behavior and performance of the
candidate can be drawn. Tests can be of following type:
o Aptitude Test : This test measure whether an individual has the capacity or
latent ability to learn a given job if adequate training. Aptitude test can be
further subdivided in to
 Intelligence test
 Emotional test
 Skill test
 Psychometric test
o Achievement Test : These tests are conducted to measure the value of a
specific achievement when an organization wishes to employ experienced
candidate .
o Situational Test : This test evaluates a candidate in a real life situation
o Interest Test : These tests are inventories of the likes and the dislikes of the
candidate in relation to the job, work, occupations, hobbies and recreational
activities.
o Personality Test : These tests prove deeply to discover clues to an individual’s
value system.
38

39. o Multi-Dimensional Testing : Organizations develop such tests in order to find
out whether the candidates possess a variety of skills or not, candidate’s
ability to integrate the multi-skills and potentiality to apply them based on
situational and functional requirement .
• INTERVIEW: In this step, the interviewer matches the information obtained
about the candidate through various means to the job requirements and to the
information obtained through his own observation during the interview. Tests
can be of following types:-
o Background information interview
o Job and probing interview
o Stress interview
o Group discussion interview
o Panel interview
o Decision making interview
• MEDICAL EXAMINATION : Certain jobs require certain physical qualities like
clear vision, percept hearing, unusual stamina, tolerance of hard working
conditions, clear tone etc. medical examination reveals whether or not a a
candidate possesses these qualities.
• REFERENCE CHECK : At this step candidates are required to give the names of
references in their application forms. This is done in order to verify the
information provided by the candidate.
• JOB OFFER : After taking the final decision, the organization has to intimate this
decision to the successful as well as unsuccessful candidates. Those selected are
offered the job and the candidate has to communicate his/her acceptance to the
offer. He/she can also approach the organization for the modification of the job
letter and in case things are not working out the offer is rejected by the
candidate.
39

40. • EMPLOYMENT : The Company may modify the terms and conditions of
employment as requested by the candidate and thereby place them on the job.
RECRUITMENT AND INDUCTION PROCESS
AT SRF PFBI
Recruitment is the process of identifying that the organization needs to employ
someone up to the point at which application forms for the post have arrived at the
organization. Selection then consists of the processes involved in choosing from
applicants a suitable candidate to fill a post. Recruiting individuals to fill particular
posts within a business can be done either internally by recruitment within the firm, or
externally by recruiting people from outside. The recruitment and selection process at
SRF PFBI begins with management determining the exact need of the posts to be filled.
There are a number of posts which have to be filled, for the different businesses. Then,
the management shortlists the resume of the candidate whose attributes match with the
job description and specification required for the job. The organization gets many
resumes of unsolicited applicants on a daily basis which they shortlist according to the
qualification and experience for a particular post. As the candidate visits to submit his
resume he is asked to fill in the first page of Personal Data Format (PDF) as shown in
Appendix 1, which is forwarded in the interview room.
The recruitment process at SRF PFBI starts with the enquiry/ walk-in management of
the candidate when he submits his resume, which consists of registration of the
candidates and eligibility verification of the candidate’s name, phone number, age,
qualification and experience. It also consists of taking two references of peers and
providing job brief and information regarding compensation, career progression and
expectation setting in the company.
40

41. Then, the screened candidates go through testing and evaluation stage . Where
selection tests are a valid method of assessing a candidate (i.e. effectively measures
the job criteria, is relevant, reliable, fair and unbiased – also considering the predictive
capacities of tests), they are an extremely useful tool and are recommended for use.
The candidates undergo a selection test and those who manage to score more than the
cut off make it to the next round. A sample of Aptitude Test is given in Appendix 3.
The Recruiter evaluates the tests and also validates the cut offs for them. The
evaluation sheets are then attached with the PDF sheet and interview assessment sheet
of the respective candidate before going in for the final interview.
As per the plan the final interview of the candidate will be with the management
personnel of the department and business for which the candidate has applied for. The
selected candidates are then made to complete the joining formalities and the rejected
ones are given feedback. A list of selected, shortlisted, on hold and rejected candidates
is also maintained by the organization for future use.
41

42. The Recruitment Process
Enquiry/ Walk-in Management
(Registration, References, Eligibility Verification, Job
Brief)
Preliminary Interview/ Screening
(Job Understanding, Willingness, Compensation,
Functional Knowledge)
Testing & Evaluation
Final Interview (CLIENT)
42

43. Advertisement Based Recruitment
Advertisement, Inserts
(1 in 1 month)
Message/ Communication Medium
(Eng/Local Language) (Local Newspaper)
Target
Audience
Walk-ins Referrals
(75-100 per day) 150-200(2 from each walk-ins)
Selections
43

44. 44

45. INDUCTION PROCESS at SRF_PFBI
An induction programme is the process used within many businesses to welcome new employees to the
company and prepare them for their new role.
Induction training should, according to TPI-theory, include development of theoretical and practical
skills, but also meet interaction needs that exist among the new employees.
Benefits of an induction programme
An induction programme is an important process for bringing staff into an organization. It provides an
introduction to the working environment and the set-up of the employee within the organization. The
process will cover the employer and employee rights and the terms and conditions of employment. As a
priority the induction programme must cover any legal and compliance requirements for working at the
company and pay attention to the health and safety of the new employee.
An induction programme is part of an organisations knowledge management process and is intended to
enable the new starter to become a useful, integrated member of the team, rather than being "thrown in at
the deep end" without understanding how to do their job, or how their role fits in with the rest of the
company.
Good induction programmes can increase productivity and reduce short-term turnover of staff. These
programs can also play a critical role under the socialization to the organization in terms of performance,
attitudes and organizational commitment.
A typical induction programme
A typical induction programme will include at least some of the following:
• any legal requirements (for example in the UK, some Health and Safety training is obligatory)
• any regulatory requirements (for example in the UK banking sector certain forms need to be
completed)
• introduction to terms and conditions (for example, holiday entitlement, how to make expense
claims, etc)
• a basic introduction to the company, and how the particular department fits in
• a guided tour of the building
• completion of government requirements (for example in UK submission of a P45 or P60)
• set-up of payroll details
• introductions to key members of staff
• specific job-role training
45

46. Best practice
In order to fully benefit the company and employee, the induction programme should be planned in
advance. A timetable should be prepared, detailing the induction activities for a set period of time
(ideally at least a week) for the new employee, including a named member of staff who will be
responsible for each activity. This plan should be circulated to everyone involved in the induction
process, including the new starter. If possible it should be sent to the new starter in advance, if not co-
created with the new starter
It is also considered best practice to assign a buddy to every new starter. If possible this should be a
person who the new starter will not be working with directly, but who can undertake some of the tasks on
the induction programme, as well as generally make the new employee feel welcome. (For example, by
ensuring they are included in any lunchtime social activities.
46

47. LIMITATIONS OF THE STUDY
It is always true that there is no end to learning and experimentation, similarly
we can never conclusively say that a study is complete. This study could also have
been more comprehensive but due to paucity of time, the number of vacancy floatations
and inductions were limited to a certain extent. Still the results deduced from the study
are well supported by the data available.
Had time permitted, the study could have also included the analysis of the interview
process and the success of the entire recruitment and selection process by calculating
ratios which were not included.
1. The data gathered over the entire span of this project may not be completely
accurate due to the unpredictability of human nature.
2. A short time-frame of only two months might not be enough to yield the desired
results that were envisioned during the commissioning of this project.
3. The results would had been better reflected if the study would had covered other
locations across the country
4. More representation from several departments at all levels would had given a
good mix to the respondents pool
47

48. RECOMMENDATIONS
Having considered all the responses available and the issues set out above, following
recommendations can be made:
1. Though SRF PFBI follows a strict process for reference check but still at occasions
the existing format proves to be inefficient. The main fault is the type of reference
check used. Resume check is the only method of background check adopted by SRF
PFBI. Verifying the information furnished, with the references provided by the
candidate himself does this. This method is open to ample amount of manipulation.
Candidate may tend to conceal information, which may reflect a negative picture of
his background, and the same could be critical for the organization. For this
purpose SRF PFBI needs to adopt other methods of background check. These could
be of following types:
• Criminal check : Here the candidate is checked for any involvement in unlawful
practices. This involves verifying with the local authorities that he/she is not
involved in any criminal activities. Else the candidate can also be asked to get a
certificate verifying the same.
• Resume check: This is most common method wherein the information furnished
by the candidate in the resume is cross checked with his/her past employer, or
the references provided in the resume.
• Education check : Education check demands the verification of the various
certificates and degrees awarded to the candidate. This pertains to verification of
the educational qualification assured by the candidate.
• Drug screening : This is checked by the medium of a medical examination
• Physical exam : Physical check is performed for the positions for which strength
and stamina is required. This can again be done by medical check
• Psychological testing : A psychological test is a standardized instrument
designed to measure objectively one or more aspects of a total personality by
means of samples of verbal or nonverbal responses. Psychometric assessments
48

49. are used to enhance the quality and quantity of available information and to
promote fairness and equality of opportunity for all.
2. Ensure an up-to-date job description which contains information related to :
• Specific tasks and activities required for a job
• The knowledge, skills and abilities required for effective performance by the job
incumbent
3. Evaluate the recruitment strategy to determine its efficacy. For example:
• Conduct a cost-benefit analysis in terms of the number of applicants referred,
interviewed, selected, and hired
• Compare the effectiveness of applicants hired from various sources.
4. Continuation of the Employee Referral Scheme and to monitor and expand the
scheme dependent on its success. But other sources should also be Incorporated to
bring high quality of talent to the company.
5. More information about job openings should be circulated at web-worlds all over
the country and the candidates could be screened through video conferencing at the
web-worlds itself so that the candidates don’t have to come all the way to another
city for the first round.
6. Other statistics should also be calculated from time to time to check the success of
the recruitment and selection process. They are:
• Selection rate - Percentage hired from a given group of candidates
• Acceptance Rate - Percentage of rejected job offers
• Success Base Rate -Comparing percentage rate of past applicants who were good
employees to that of current employees.
49

50. A
P
P
E
N
D
I
C
E
S
50

51. Appendix 1: Personal Data Format (PDF)
SRF LIMITED
PERSONAL DATA FORM
POSITION APPLIED FOR _________________________
A. PERSONAL DETAILS
Nam
e
(Surname) (First Name) (Middle Name) Passport size
photograph to be
Father’s / Husband’s Name affixed
Date of Birth: Place of Birth:
Blood Marital Status:
Group:
Cast( Pls SC/ST/OBC/
Encircle) Others
Present Address: Permanent Address:
Telephone: Telephone:
Email:
Family Details (include spouse, children, parents and dependants, if any):
Name Age Relationshi Occupation/ Prev. Income
p occupation, if retired Rs.p.a.*
* approximate income per annum, in case of earning members
Languages Known: Speak:
Read:
Write:
Passport No.: Date of Expiry:
51

52. B. EDUCATIONAL & PROFESSIONAL DETAILS
1. Academic details : (including Class X, XII, Graduation, PG, etc.)
From To College / Institution Course/ Full/Part Major Subjects/ Class
(Mon (Mon Degree Time Specialisation /%
&Year) &Year) Corresponde
nce
2. Details of extraordinary achievements in academics, if
any:
3. Membership of any professional
organisations:
C. 1. EMPLOYMENT DETAILS (start with the most recent)
52

53. Duration
Fro To
m (Mon
(Mo &Year) Organisation Designation Job Profile Reason for change
n
&Ye
ar)
2. Organisation chart indicating reporting relationships: (current employer)
3. Present job responsibilities: (Please be brief, if required please attached a separate sheet)
4. Details of extraordinary achievements in job, if any:
53

54. 5. Details of major training undergone or seminar participated in: (of more than 2 days duration)
Course Title Duration Institute, Location
6. Your strengths and areas of improvement:
Strengths Areas of Improvement
7. Where do you see yourself in the next five years? What competencies will take you there?
D. OTHER DETAILS REQUIRED:
I1. Interests / Hobbies / Extra curricular activities:
2. Particulars of material indebtedness (if any):
3. If you have been involved in criminal proceedings, give details:
4. Do you know anyone working with the SRF Group of
companies?
5. Have you applied to any SRF Group of Companies earlier? If yes, give the
details
54

55. 6. Locational preference (if any): _______________________________________________
7. References (Do not mention relatives or friends. Please give three references including reference of your
reporting authority in the previous organisation if possible. Freshers may give the Head of Department,
Principal’s reference):
Name and designation Address Current phone and email
E. DECLARATION
I declare that the information furnished by me is true. If, at any time, I am found to have
concealed any information or having provided incomplete or false information my employment shall
stand terminated.
lace: Signature
Date : Name
F. COMPENSATION EVALUATION SHEET (Most recent) :
Components Monthly Annual Remarks
Basic
HRA
Reimbursements and
Allowances
Medical
LTA
Telephone reimbursement
Uniform Allowance (for
buying uniform)
Washing Allowance
Medical Insurance premium
(if paid by the company)
Any other allowance
55

56. Car/Scooter/Bus/Transport
allowance
Allowance being paid
because of 12 hrs shift
Reimbursement for
Magazines
Canteen
Loan amount (pl mention
interest amount also)
PF
Gratuity
Superannuation
Bonus
Incentives
Commissions
Any Exgratia amount (in
lieu of bonus etc)
Any other (not included
above)
Leave encashment rules
TOTAL (Gross)
Note:
1. Please give valuation of all the components ( LTA, Telephone, Magazines etc.)
2. In case you get selected for the position, for our records we would be needing your last salary slip /
salary certificate from your company
Remuneration Expected : Rs._______________ p.a.
56

57. Appendix 2: Interview Assessment Sheet
INTERVIEW ASSESSMENT SHEET
Position Specification :
Position: Unit : Grade: Process:
Personal information:
Name Age Current salary
Qualification Experience Expected salary
Scale:
1. Poor 2. Average 3. Good 4. Very Good 5. Outstanding
SCORE
SL COMPETENCY Areas of Strength Area of Concern
(out of 5)
Knowledge about flexible
1
packaging industry
Knowledge about business
2 candidate is currently
working in
Functional
3 knowledge/Subject
Knowledge
Knowledge about related
4
areas (Apart from his own)
5 Communication Skills
Analytical and logical
6
thinking
General Awareness & IT
7
Awareness
8 Team Worker
9 Leadership / Initiative
10 Values
11 Salary negotiated
Overall Assessment
Selected Shortlisted Hold Rejected
If not shortlisted/rejected, please give reasons :
57

58. Date of Interview: __________________ Interviewer: ________________
58

59. Appendix 3: Sample Aptitude Test
PLEASE DO NOT WRITE ANYTHING ON THIS BOOKLET
Instructions to the Candidates:
You will be given an Answer sheet separately for marking the answers. Candidates are requested to tick
the right answer against the serial number of the question on the answer sheet.
Time allowed: 60 Minutes
There are 3 sections in this paper
1. General Intelligence / Test of Reasoning
2. Numerical Ability
3. General Science
All Questions are to be answered.
1. If A=1, B=2, C=3, D=4 etc. what does the number “8514” make?
a. HEAD b. IEAD c. EHAD d. HFAD e. none of these
2. A Husband and Wife had five married sons and each of these had four children. How many members
were there in family?
a. 32 b. 30 c. 20 d. 27 e. none of these
3. Ram is taller than Shyam and Hari. Mohan is taller than Ram and Hari. Who is the tallest of the four,
a. Ram b. Shyam c. Hari d. Mohan e. none of these
Find out the best suitable answer. (Q 4-5)
4. Rubber is wrapped around electric wire because
a. It renders it easy to handle the wire
b. It gives shape to it
c. It makes the wire fit easily
d. It is a bad conductor of electricity
e. none of these
5. We generally wear white clothes in summer because:
a. They look beautiful and bright
b. They reflect the rays of sun and keep us cool
c. They soon appear dirty and by washing them more often we may keep clean
d. They improve prestige
e. none of these
6. A tap fills a tank in 10 hours and the other empties it in 8 hours. If both are opened at one and same time
the tank will be filled in how many hours?
a. 18 hours b. Can never be filled c. 30 hours d. 40 hours e. none of these
7. Write the number of the choice which provides the answer in the following
If 8x4=42 6x6=33 2x2=11 44x6=228 then 2x8=?
a. 32 b. 16 c. 14 d. 4 e. none of these
Spot the odd man out in each of the following (Q8 – 11)
8. a. Ram b. Shyam c. Suresh d. Captain e. None
59

60. 9. a. Chair b. Stool c. Book d. bench e. none of these
10. a. Car b. Bus c. Aeroplane d. Scooter d. none of these
11. a. School b. Student c. Factory d. Teacher e. none of these
12. Starting from a point you travel you travel north 4 miles, then turn left and travel west for 2 miles and
then left again and travel for 4 miles. How far are you from the starting point.
a. 3 miles b. 4 miles c. 2 miles d.1.5 miles e. none of these
13. B is the Father of C, but C is not the Son of B. what relation is C to B?
a. Brother b. Niece c. Sister d. Son e. none of these
14. The sun rises to your left, which direction are you facing?
a. East b. West c. North d. South e. none of these
15. A girl was required to meet his doctor in the evening every Sunday. The first time she came at 4.30, the
next time at 5.20, then at 6.30, then at 8.00. When did she turn up after that?
a. 9.20 b. 8.34 c. 9.54 d. 9.50 e. none of these
16. Which word comes first in the dictionary?
a. Retain b. Retention c. Recalcitrant d. Reclaim e. none of these
17. A is seventh in the line from either end. How many people are there in the line?
a. 15 b.14 c. 12 d. 13 e. none of these
18. What is 50% of ½
a. 0.25 b. 0.50 c. 1.0 d. 0.1 e. none of these
19. What is the value of 1/0.002?
a. 500 b. 200 c. 400 d. 150 e. none of these
20. If A=2, B=3, C=1, D=9. Find out the value of “ A2+B2+2C√D
a. 19 b. 18 c. 13 d. 12 e. none of these
21. If A=-1, B=2 and C=-3, find out the value of A2+B2+2ABC-C
a. 20 b. –15 c. 10 d. –16 e. none of these
22. In a class of 20 students the average age is 16 years. If the age of the teacher is added to that student the average
age of the class becomes 17 Years. Calculate the age of the teacher?
a. 24 Years b. 37 Years c. 47 Years d. 57 Years e. none of these
23. The ratio of grandmother’s age and grandson’s age is 8:4. if the sum of their ages is 120 Years, how old is
the grand son?
a. 18 Years b. 22 Years c. 40 Years d. 42 Years e. none of these
24. If MOHAN is coded as 56237 and UMA is coded as 853, how can HANUMAN be coded?
a. 2758373 b. 2378537 c. 2852337 d. 7783532 e. none of these
25. Let PQ = 32 Kms. A man starts from P and walks 16 Kms on the first day. On the second day he walks 8
Kms. On the third day, he walks 4 Kms and so on. (i.e. on each day he walks half of what he walked the
previous day) when will he reach Q?
a. In 16 days b. In 18 days c. In 32 days d. Never e. None of these
60

61. 26. Four of the following five are alike in a certain way and so form a group. Which is the one that does not
belong to that group?
25, 36, 49, 65,
a. 25 b. 49 c. 36 d. 65 e. None of these
27. AG is related to IO in the same way “EK” is related to
a. MS b. LR c. PV d. SY e. None of these
28. Which number will complete the following series?
6, 11, 21, 36, 56…………..
a. 51 b. 91 c. 42 d. 81 e. none of these
29. If ‘+’ means ‘÷‘ ; ‘X’ means ‘-‘, ‘÷’ means ‘+’ and ‘-‘ means ‘X’ than “16÷8X6-2+12=?”
a. 22 b. 24 c. 23 d. 20 e. none of these
30. How many 3s are there in the following series which are immediately proceeded by an odd number?
53894372381384235734236
a. 5 b. 3 c. 2 d. 7 e. none of these
31. the jelly like fluid found in eye ball is called
a. vitreous humour b. aqueous humour c. plasma d. CSF e. None of these
32. The phenomenon due to which bottom of tank filled with water appears raised, called?
a. Dispersion b. Reflection c. Absorption d. Refraction e. None of these
33. One neno ampere is equal to…….?
a. 10-3 b. 10-9 c. 10-6 d. 10-12 e. none of these
34. Unit of measuring electric charge is…….?
a. Ampere b. Watt c. Jule d. Coulomb e. None of these
35. Water stored in dams has…..?
a. Potential energy b. Kinetic energy c. Chemical energy d. Physical energy
e. None of these
36. What is the condition(s) necessary for Combustion?
a. there must be a combustible substance
b. there must be a continuous supply of supporter of combustion
c. the temperature of combustion substance should be above its ignition temperature
d. All of the above
e. None of these
37. A natural satellite revolving around the earth is called….?
a. Moon b. Venus c. Pluto d. Mars e. None of these
38. A cluster of billions of stars is called
a. Constellation b. Cassiopeia c. Galaxy e. Orion e. None of these
39. A gas present in air which turns lime water milky is called….?
a. Carbon mono oxide
b. Oxygen
c. Carbon dioxide
61

62. d. Nitrogen
e. None of these
40. The temperature at which a solid starts changing into its liquid state, without any rise in temperature is
called its…………
a. Melting point
b. Boiling point
c. Critical temperature
d. Absolute temperature
e. None of these
41. ‘Na cl’ is called as ……
a. Sodium chloride b. Rock salt c. Common salt d. All of the above e. None of these
42. Chemical composition of Chalk is….
a. CaCo3 b. Na2Co3 c. CaO d. NaHCo3 e. None of these
43. Calculate the number of neutrons in Oxygen atom having Mass number = 16 and Atomic Number = 8.
a. 24 b. 8 c. –8 d. 4 e. none of these
44. Formation of Na ion takes place by
a. Addition of 1 electron
b. Addition of 2 electron
c. Removal of 1 electron
d. Removal of 2 electron
e. None of these
45. Amount of Silver present in German Silver is
a. 90% b. 15-20% c. 75% d. 10% e. none of these
46. A pure diamond is
a. Colorless b. Transparent c. Brittle d. All of the above e. None of these
47. Cell wall presents in
a. Animal b. Plant c. Bacteria d. Option b & C e. None of these
48. Malaria is caused by
a. Virus b. Bacteria c. Protozoan d. Fungi e. None of these
49. Which one of the following is water borne disease?
a. Malaria b. Cholera c. Chicken pox d. All of the above e. None of these
50. 1 mm = ___________ Microns
a. 10-2 b. 10-3 c. 10-6 d. 10-9 e. none of these
62

63. Answer Sheet for Evaluation
Q. Q.
No. Options No. Options
1 b c d e 26 a b c e
2 b c d e 27 b c d e
3 a b c e 28 a b c e
4 a b c e 29 a b d e
5 a c d e 30 a b d e
6 a c d e 31 b c d e
7 a b d e 32 a b c e
8 a b c e 33 a c d e
9 a b d e 34 a b c e
10 a b d e 35 b c d e
11 a b d e 36 a b c e
12 a b d e 37 b c d e
13 a b c d 38 a b d e
14 a b c e 39 b c d e
15 a b c e 40 b c d e
16 a b d e 41 a b c e
17 a b c e 42 b c d e
18 b c d e 43 a c d e
19 b c d e 44 a b d e
20 b c d e 45 a b c d
21 a b d 46 a b c e
22 a c d e 47 a b c e
23 a b d e 48 a b d e
24 a c d e 49 a c d e
25 a b c e 50 a c d e
63

64. BIBLIOGRAPHY
• www.wiki.answers.com
• www.hrmadvice.com
• www.recruitment.naukrihub.com
• www.relianceadagroup.com
• Tripathi, P.C., Human Resource Development, New Delhi, Sultan
Chand & sons, 2003.
• Rao, V.S.P., personal management, New Delhi, Sultan Chand &
Sons, 2001.
• Business Research Methods by William G. Zikmund
64

65. 65