This document discusses recruitment sources for Aditya Birla Group. It describes internal sources such as promotions, transfers, and retiree rehires. External sources include public advertisements, campus recruitment, employment exchanges, unions, and casual callers. Internal sources are faster and cheaper but limit new ideas, while external provides more candidates but is more expensive and time-consuming. Aditya Birla Group uses both sources to fill vacancies through diverse channels.

1. Table of Contents
Recruitment............................................................................................................................................2
Sources of Recruitment..........................................................................................................................3
Internal Sources of Recruitment ........................................................................................................3
External Sources of Recruitment........................................................................................................4
ADITYA BIRLA GROUP.............................................................................................................................7
About the Organization......................................................................................................................7
Group Profile ..........................................................................................................................................8
Management Hierarchy..........................................................................................................................9
Vision and Mission..................................................................................................................................9
HR Policies ..............................................................................................................................................9
Various Recruitment Processes in Aditya Birla Group .........................................................................10
360 Degree Appraisal ...........................................................................................................................10
Talent Management.............................................................................................................................11
Talent Management Initiatives ........................................................................................................11
Continuous Learning.............................................................................................................................11
Leadership Program .............................................................................................................................12
LEAD - Leadership Program for the Experienced .............................................................................12
LEAP – Leadership Associate Program .............................................................................................12
Recognition: Aditya Birla Awards.........................................................................................................12
Reference .............................................................................................................................................13

2. Recruitment
Recruitment is the process of finding and hiring the best-qualified candidate (from within
or outside of an organization) for a job opening in a timely and cost-effective manner.
Recruitment is a linkage activity bringing together those with jobs and those
seeking jobs. Recruitment is a core function of human resource management.
The scientific recruitment process leads to:
i. Higher productivity,
ii. Better wages,
iii. High morale,
iv. Reduction in labour turnover and
v. Enhanced reputation.
The recruitment process has several goals:
i. Find the best talents for the vacancies
ii. Manage the recruitment sources
iii. Manage the vacancies in the organization
iv. Run the internal recruitment process
v. Building the strong HR Marketing platform
vi. Co-operation with local and international universities
vii. Provide feedback about the trends in the job market
.

3. Sources of Recruitment
The different sources of recruitment are classified into two categories:
i. Internal: Sources of recruitment are from within the organization.
ii. External: Sources of recruitment are from outside the organization
Internal Sources of Recruitment
The internal sources of recruitment are: -
1. Promotions: Promotion means to give a higher position, status, salary and
responsibility to the employee. So, the vacancy can be filled by promoting a suitable
candidate from the same organization.
2. Transfers: Transfer means a change in the place of employment without any change in
the position, status, salary and responsibility of the employee. So, the vacancy can be
filled by transferring a suitable candidate from the same organization.
3. Internal Advertisements: Here, the vacancy is advertised within the organization.
The existing employees are asked to apply for the vacancy. So, recruitment is done
from within the organization.
4. Retired Managers: Sometimes, retired managers may be recalled for a short period.
This is done when the organization cannot find a suitable candidate.
5. Recall from Long Leave: The organization may recall a manager who has gone on a
long leave. This is done when the organization faces a problem which can only be solved
by that particular manager. After he solves the problem, his leave is extended.
Merits of Internal Sources
The benefits / advantages / merits of using internal sources of recruitment are :-
 It is time saving, economical, simple and reliable.
 There is no need of induction training because the candidate already knows everything
about the organization, the work, the employee, the rules and regulations, etc.
 It motivates the employees of work hard in order to get higher jobs in the same organization.
 It increases the morale of the employees and it improves the relations in the organization.
 It reduces executive turnover.
 It develops loyalty and a sense of responsibility.

4. Demerits of Internal Sources
The limitations / demerits of using internal sources of recruitment:-
 It prevents new blood from entering the organization. New blood brings innovative
ideas, fresh thinking and dynamism into the organization.
 It has limited scope because it is not possible to fill up all types of vacancies from
within the organization.
 The position of the person who is promoted or transferred will be vacant.
 There may be bias or partiality in promoting or transferring persons from within the
organization.
 Those who are not promoted will be unhappy.
 The right person may be promoted or transferred only if proper confidential reports
of all employees are maintained. This involves a lot of time, money and energy
External Sources of Recruitment
The external sources of recruitment are:
Management Consultants:
Management consultants are used for selecting higher-level staff. They act as a
representative of the employer. They make all the necessary arrangements for
recruitment and selection. In return for their services, they take a service charge or
commission.
Public Advertisements:
The Personnel department of a company advertises the vacancy in newspapers, internet,
etc. This advertisement gives information about the company, the job and the
required qualities of the candidate. It invites applications from suitable candidates.
This source is the most popular source of recruitment. This is because it gives a very
wide choice. However, it is very costly and time consuming.
Campus Recruitment:
The organization conducts interviews in the campuses of Management institutes and
Engineering Colleges. Final year students, who're soon to get graduate, are interviewed.
Suitable candidates are selected by the organization based on their academic record,
communication skills, intelligence, etc. This source is used for recruiting qualified,
trained but inexperienced candidates.

5. Employment Exchanges
Employment exchanges in India are run by the Government.
For unskilled, semi-skilled, skilled, clerical posts etc., it is often used as a source of
recruitment. In certain cases it has been made obligatory for the business concerns
to notify their vacancies to the employment exchange.
In the past, employers used to turn to these agencies only as a last resort. The job-
seekers and job-givers are brought into contact by the employment exchanges.
Recommendations:
The organization may also recruit candidates based on the recommendations
received from existing managers or from sister companies.
Factory Gates (Gate hiring)
Certain workers present themselves at the factory gate every day for employment.
This method of recruitment is very popular in India for unskilled or semi-skilled
labour. The desirable candidates are selected by the first line supervisors.
The major disadvantage of this system is that the person selected may not be
suitable for the vacancy.
Labour Unions:
In certain occupations like construction, hotels, maritime industry etc., (i.e., industries
where there is instability of employment) all recruits usually come from unions.
It is advantageous from the management point of view because it saves expenses of
recruitment.
However, in other industries, unions may be asked to recommend candidates either
as a goodwill gesture or as a courtesy towards the union.
Casual Callers
Those personnel who casually come to the company for employment may also be
considered for the vacant post.
It is most economical method of recruitment. In the advanced countries, this method
of recruitment is very popular.
Deputation Personnel
The organization may also recruit candidates who are sent on deputation by the
Government or Financial institutions or by holding or subsidiary companies.

6. Advantages of External Sources
 The benefits / merits / advantages of using external sources of recruitment are:
 It encourages young blood with new ideas to enter the organisation.
 It offers wide scope for selection. This is because a large number of suitable
candidates will come for the selection process.
 There are less chances of bias or partiality.
 Here there is no need to maintain confidential records.
Limitations of External Sources
The demerits / limitations of using external sources of recruitment are:
 It is very costly. This is because advertisements, test, medical examination
etc., has to be conducted.
 It is very time consuming. This is because the selection process is very lengthy.
 It may not develop loyalty among the existing managers.
 When new persons from outside join the organisation then present employees
feel demoralised because these positions should have gone to them.
 There can be a heart burning among old employees. Some employees may
even leave the enterprise and go for better avenues in other concerns.

7. ADITYA BIRLA GROUP
About the Organization
The Aditya Birla Group is an Indian multinational conglomerate named after Aditya Vikram
Birla, headquartered in the Aditya Birla Centre in Worli, Mumbai. It operates in 40
countries with more than 120,000 employees worldwide.
• Type: Private
• Founded :1857
• Key people: Kumar Mangalam Birla (Chairman)
• Revenue: US$41 billion (2015)
• Website: www.adityabirla.com
Globally, the Aditya Birla Group is:
• A metals powerhouse, among the world's most cost-efficient aluminium and copper
producers. Hindalco-Novelis is the largest aluminium rolling company. It is one of the
three biggest producers of primary aluminium in Asia, with the largest single location
copper smelter
• No.1 in viscose staple fibre
• No.1 in carbon black
• The fourth-largest producer of insulators
• The fifth-largest producer of acrylic fibre
• Among the top 5 cement producers globally
• Among the best energy-efficient fertiliser plants
• The largest Indian MNC with manufacturing operations in the USA, wherein 95 per
cent of the workforce comprises of Americans

8. Aditya Birla Group – The Indian Scenario
• A top fashion (branded apparel) and lifestyle player
• The second-largest player in viscose filament yarn
• The largest producer in the chlor-alkali sector
• Among the top three mobile telephony companies
• A leading player in life insurance and asset management
• Among the top two supermarket chains in the retail business
Group Profile
Group companies
• Grasim Industries Ltd.
• Hindalco Industries Ltd.
• Aditya Birla Nuvo Ltd.
• UltraTech Cement Ltd.
• PSI Data Systems
• Aditya Birla Minacs Worldwide Limited
• Essel Mining & Industries Ltd
• Idea Cellular Ltd.
• Aditya Birla Insulators
• Aditya Birla Retail Limited
• Bihar Caustic and Chemicals Ltd
Joint ventures
• Birla Sun Life Insurance
• Birla Sun Life Asset Management Company Ltd.
• Birla Sun Life Distribution Company Ltd.
• Tanfac Industries Ltd.
Products
• Agribusiness
• Carbon black
• Cement
• Chemicals
• E-commerce
• Ferro chem
• Financial services
• Mining
• Retail
• Telecommunications
• Textile

9. • Wind power
• Trading solutions
Management Hierarchy
Vision and Mission
• Vision: To be a premium global conglomerate with a clear focus on each business.
• Mission: To deliver superior value to our customers, shareholders, employees and
society at large.
Meritocracy
“We are a meritocracy. People know wherever they are in the organization they are not
lost. If they have merit, then on the basis of that merit alone they will bubble up to the top
of the organization.” – Mr. Kumar Mangalam Birla, Chairman, Aditya Birla Group.
HR Policies
• Recruitment policy
• 360 Degree Appraisal
• Training / Talent Management
• Recognition
• Benefits
• Happiness at work
(Some of the implementations were brought about by Mr.K.M. Birla himself and were later
carried on by the organization's H.R department)

10. Various Recruitment Processes in Aditya Birla Group
The Aditya Birla Group is an equal opportunity employer and does not discriminate based
on race, community, religion or sex.
• Competency maps: Competency Mapping is a process of identifying key
competencies for an organization and/or a job and incorporating those competencies
throughout the various processes (i.e. job evaluation, training, recruitment) of the
organization. A competency is defined as a behavior (i.e. communication, leadership)
rather than a skill or ability.
• Technical and aptitude tests (where applicable): An aptitude test is a systematic
means of testing a job candidate's abilities to perform specific tasks and react to a
range of different situations. The tests each have a standardized method of
administration and scoring, with the results quantified and compared with all other test
takers.
• Group discussions (where applicable): Group discussion may be defined as – a
form of systematic and purposeful oral process characterized by the formal and
structured exchange of views on a particular topic, issue, problem or situation for
developing information and understanding essential for decision making or problem
solving.
• Structured interviews: A structured interview (also known as a standardized
interview or a researcher-administered survey) is a quantitative research method
commonly employed in survey research. The aim of this approach is to ensure that
each interview is presented with exactly the same questions in the same order. In this
interview all questions are prepared beforehand.
• Psychometric tests: Unlike most examinations, these don't require right answers;
however, they do require candidate’s honesty. Psychometric tests help to identify a
candidate's skills, knowledge and personality. They're often used during the
preliminary screening stage, or as part of an assessment Centre. They're objective,
convenient and strong indicators of job performance; making them very popular with
large graduate recruiters.
• Life Values Self-Assessment Test (LVAT): The purpose of this test is to help you
gain insight into your personal priorities by establishing which core values are most in
need of your attention at this particular point in your life.
360 Degree Appraisal
• A 360-degree feedback program was introduced in 1999 that permitted managers to
raise questions over leadership styles, managerial ability and also personal traits.
• After the feedback, each senior manager had to submit a six-page letter mentioning
the areas of improvement and their expectations.
.

11. • It enables managers to make career moves, which leverage their strengths and focus
on areas of development as they prepare for leadership roles.
• Combination of developmental assignments, classroom training, coaching along with participation
in special project teams to enable employees to continuously learn and develop.
Talent Management
• Development assessment centres (DACs): DACs have been designed to support
managers in assessing and developing their capabilities. Over 1,200 managers across
all management levels have participated in the DACs since 2003.
• Individual Development Plan (IDP): The developmental goal for an individual, in terms of
priorities for learning and development experiences to move to the next career stage, is
captured through the individual development plan (IDP). These are monitored on a real
time basis for tracking implementation on the PeopleSoft platform.
• Talent reviews: A three-tier annual talent review process, held at the unit level, business
level and Group level, ensures a focused approach to the implementation of lDP.
• Talent engagement: Business heads anchor programs aimed at developing
leadership potential and are personally involved in the design of specific courses.
Talent Management Initiatives
• Geography wise HR partners to aid employee interaction.
• Buddies for all new hires on their date of joining the organization.
• Initiated Speak your Mind: projects interface with HR.
• Various spot awards and informal rewards recognizing deserving new recruits.
• Strengthen the Training and Competency function, introducing the Monthly training calendars.
• Employee integration activities to foster fun at workplace.
• Routine medical check-ups of project team members.
Continuous Learning
(“Gyana (Knowledge) and Udaya (Dawn).” Two substantive ideas. A formidable combination.)
• ‘Gyanodaya’ - The Aditya Birla Institute of Management learning, established to strengthen
the management capabilities of our managers has successfully managed to achieve more.
• Gyanodaya conducts more than 80 programs a year and to date. As many as 7,000
managers have successfully completed at least one Gyanodaya program - and now
see business ventures in a new light.
• To provide quality programs it collaborate with some of the best learning institutions
and experts across the world. Many luminaries, including Prof. Das Narayandas of the
Harvard Business School, Prof. Venkat Ramaswamy from the Ross School of
Business at the University of Michigan and Mrs. Barbara Darling from the Hay Group
have recently shared their perspectives with ABG managers.

12. Leadership Program
LEAD - Leadership Program for the Experienced
• Launched in January 2007
• To groom exceptional individuals to be the future leaders of the Aditya Birla Group.
• LEAD is an intensive six - month, on - the - job training program.
• Individuals with at least four years of pre or post MBA experience are eligible to
apply for LEAD.
Program Structure
• Rotational training for six months with 2 or 3 intensive assignments.
• Assignment matches based on business goals & the participant’s interests,
strengths and development needs.
• Final review by senior management.
• Role change and/or movement within the group every 2 or 3 years.
LEAP – Leadership Associate Program
• LEAP is an intensive 1 - year, on - the - job training program.
• Individuals with 0 - 18 months of experience prior to MBA are eligible to apply for LEAP.
Program Structure
• Rotational training for one year with 5 or 6 intensive assignments
• Assignment matches based on business goals and the participant’s interests, strengths and
development requirements
• The assignments expose participants to a variety of disciplines and business functions
within their area of specialization.
• Mandatory international stint, sales stint, plant/unit stint and CSR stint Mid - year and
final review by senior management Role change and/or movement within the Group every
2 to 3 years.
Recognition: Aditya Birla Awards
Individual Awards: Chairman's Awards for Individual Excellence
• This prestigious award felicitates individual efforts at all levels.
• Each year, the Chairman personally selects the winners and presents the awards
amidst much pomp and splendor at the Group’s awards ceremony.
Team Awards: Aditya Birla Awards for Outstanding Achievement
• These awards presented biennially, recognise superior teamwork, outstanding achievement
(benchmarked internationally), and the long-term inspirational value exhibited.

13. PRIDE Awards
• Performance Recognition in Delivering Excellence (PRIDE) is a monetary recognition
program to reward and recognize outstanding contributions in businesses and
corporate functions.
• These awards can be awarded for individual as well as team excellence.
Reference
Home Page. Accessed on 05.09.2016. Retrieved from : http://www.adityabirla.com/home

14. Thanks