bANALYSIS OF

RECRUITMENT AND SELECTION

PROCESS
AT
ADITYA ALUMINIUM
a project office of
ADITYA BIRLA GROUP
punjab

A PROJECT REPORT

Submitted by

riya CHOUDHURY
In partial fulfilment for the award of

POSTGRADUATE DIPLOMA

IN
PERSONNEL MANAGEMENT

XAVIERS INSTITUTE OF SOCIAL SERVICE

1
 Ackn
My indebtedness and gratitude to
thesis in its present form cannot b
must record my immense gratitud
support my efforts in making a ne

I am highly obliged to Mr. Rajen

Aluminium for lending me his lea
his capacity as my Project Guide.
I would also like to express my th
keeping me on track in line with t
2
 CONTENTS

APPROVAL SHEET:

CERTIFICATE:

ACKNOWLEDGEMENT:

CHAPTER 1: ADITYA ALUMINA at a glance

 ADITYA BIRLA GROUP - A HISTORY

 ADITYA ALUMINA-the project based office at Bhubaneswar

 ORGANIZATIONAL STRUCTURE

CHAPTER II : INTRODUCTION TO THE TOPIC

 RECRUITMENT AND SELECTION

 IMPORTANCE OF RECRUITMENT AND SELECTION

CHAPTER III : RECRUITMENT AND SELECTION PROCESS AT

ADITYA ALUMINIUM

 Recruitment process at ADITYA ALUMINIUM

 Recruitment need at ADITYA ALUMILIUM
 Selection process at ADITYA ALUMINIUM

CHAPTER IV : RESEARCH METHODOLOGY

 Objective of the study

 Sampling design

CHAPTER V : ANALYSIS AND FINDINGS

CHAPTER VI : CONCLUSION AND SUGGESTIONS

CONCLUSION
SUGGESTION

3
GROUP OVERVIEW
The Aditya Birla Group is India’s first truly traditional multinational corporation.
Global in vision, rooted in values , the Group is driven by a performance ethic pegged
on value creation for its multiple stakeholders. US4 24 billion conglomerate with a
market capitilisation of US4 31.5 billion, it is anchored by an extraordinary force of
100, 00 employees belonging to over 25 different nationalities. Over 50.5 of its
revenues flow from its overseas operations. The Group’s .products and services offer
distinctive customer solutions worldwide. It’s state of the art manufacturing units and
sect oral services span 20 countries - India, Thailand, Laos, Indonesia, Philippines,
Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France,
Luxemburg ,Switzerland, Malaysia and Korea.

A premium global conglomerate, the Aditya Birla Group is a dominant player in all
of the sectors in which it operates. Among these are viscose staple fibre, metals,
cement, viscose, filament yarn, branded apparel, carbon black, chemicals, fertilizers,
Insulators, financial services, telecom, retail, BPO, and IT services.

The Group has been adjudged the best employer in India and among the top 20 in
Asia by the Hewitt-Economic Times and Wall Street Study 2007.

Globally the Group is;

A metals powerhouse, among the world’s most cost-efficient aluminium and copper
producers.
 No.1 in viscose staple fibre
 The 4th largest producer of insulators
 The 4th largest producer of carbon black
 Among the best energy efficient fertiliser plants.
 Among the world’s top 15 and among India’s top 3 – BPO companies.

In India the Group is:

A premier branded garments player.

The 2nd largest player in cement
The 2nd largest in the Chlor- alkali sector
Among the top 5 mobile telephony companies
A leading player in Life Insurance and Asset Management
Among the top 3 super market chains in the Retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where
success does not come in the way of the need to keep learning afresh, to keep
experimenting.

Beyond Business

The Aditya Birla Group:

4
Works in 3700 villages
Reaches out to 7 million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs Rajashree Birla
Focuses on health care, education, sustainable livelihood, infrastructure and espousing
social causes.
Runs 45 schools and 18 hospitals
Transcends the conventional barriers of business to send out a message that
“WE CARE”

Hindalco Industries Limited

Hindalco Industries Limited, the metals flagship company of the Aditya Birla
Group, is an industry leader in aluminium and copper. A metal powerhouse with a
consolidated turnover in excess of US$ 14 billion, Hindalco is the world’s largest
aluminium rolling company and one of the biggest producers of primary aluminium in
Asia. Its Copper smelter is the world’s largest custom smelter at asingle location.

Established in 1958, Hindalco commissioned its Aluminium facility at Renukoot in

Eastern U.P. IN 1962. Later acquisitions and mergers, with Indal Birla Cooper and
the Nifty and Mt.Gordon copper mines in Australia, strengthened the Company’s
position value-added alumina, aluminium and copper products, with vertical
integration through access to captive copper concentrates.

In 2007, the acquisition of Novelis Inc. A world leader in aluminium rolling and can
recycling marked a significant milestone in the history of the aluminium industry in
India. With Novelis under its fold Hindalco ranks among the global top five
aluminium majors, as an integrated producer with low cost alumina and aluminium
facilities combined with high-end rolling capabilities and a global footprint in 12
countries outside India. Its combined turnover of US$ 14billion, places it in the
Fortune 500 league.

Hindalco’s Businesses

Hindalco in India enjoys leadership position in Aluminum and Copper . The

Company’s aluminium units across the country encompass the entire gamut of
operations from bauxite mining, alumina refining, aluminium smelting to downstream
rolling, extrusions, foils and alloy wheels, along with captive power plants and coal
mines. The Birla Copper unit produces copper cathodes, continuous cast copper rods
along with other by products, including gold, silver and DAP fertilizers.

All of Hindalco’s units are ISO 9001-2000, ISO 14000-2004 and OHSAS 18001
certified. The Company has been accorded the Star Trading House status in India. Its
aluminium metal is accepted for delivery under the High Grade Aluminium Contract

5
on the LME (London Metal Exchange), wile its copper quality standards are also
internationally recognised and registered on the LME with Grade “An” accreditation

ADITYA ALUMINIUM PROJECT, ORISSA

Adyta Aluminium includes a Rs.110 billion (USD 2-4 billion) Greenfield integrated
aluminium complex including Bauxite Mining at Kodinamali and other mines of
Orissa; 1.5 million tap Alumina Refinery and 3,25,000 tap Smelter in Raygada and
Sambalpur districts. The smelter will be backed by a 750 MW Captive Power Plant
with a captive coal mine and suitable port handling and storage facilities. The Orissa
Government has granted SEZ status to the Aluninium project.

6
 INTRODUCTION

RECRUITMENT
Successful employment planning is designed to
identify an organization’s human resource needs. Once these needs are
known, an organization will want to do something about meeting them.
The next step, then in the staffing function assuming of course, that
demand for certain skills, knowledge and abilities is greater than the
current supply – is recruiting. This activity makes it possible for a
company to acquire the people necessary to ensure the continued
operation of the organization. Recruitment is the process locating and
encouraging potential employees to apply for existing or anticipated job
openings. Or, from another perspective it is a linking activity – bringing
together those with jobs to fill and those seeking jobs.

RECRUITMENT PROCESS

Personnel To Selection
Job Employee
Planning
analysis Requisition
Selection

Potential
Searching Application Hires
Job Recruitment
activation Pool
Vacancies Planning
“selling”
Numbers
message
Types
media

Strategy Evaluation
Development Application & Control
where population
How
When

7
RECRUITING GOALS

For the recruiting process to work effectively there must be a significant pool
of candidates to choose from and the more diversity within the group the better.

The first goal of recruiting is to communicate the position in such a way that job
seekers respond. The more applications received, the better the recruiter’s chances for
finding an individual who is best suited to the job requirements. Simultaneously,
however, the recruiter must provide enough information about the job that unqualified
applicants can select themselves out of job candidacy. Typically, when applications
are received, the company acknowledges their receipt. That acknowledgement costs
time and money. Then there are the application reviews, and a second letter is sent,
this time rejecting the applications. which incurs a lot of time and money. So,
whenever possible, applications from those who are unqualified must be discouraged.

FACTORS AFFECTING RECRUITING EFFORT

 Organizational size
 Employees condition in the community
 Effectiveness of past recruiting efforts.
 Salary and benefit packages offered by the organization.

CONSTRAINTS ON RECRUITING EFFORTS

 Image of the Organization

 Attractiveness of the Job
 Internal Organizational Policies
 Government Influence
 Recruiting Costs

RECRUITING FROM A GLOBAL PERSPECTIVE

 Host-country National: Hiring a citizen from the host country to perform

certain jobs in the global village.
 Expatriates: Individuals who work in a country in which they are not
citizens of that country

8
RECRUITING SOURCES

Recruiting is more likely to achieve its objectives if recruiting sources reflect the
type of position to be filled. Certain recruiting sources are more effective than
others for filling certain types of jobs.

The Internal Search

Many large organizations will attempt to develop their own

employees for positions beyond the lowest level. Of current employees these can
occur through an internal search of current employees, who have either bi for
the job, been referred by a fellow employee.

 EMPLOYEE REFERRALS/RECOMMENDATIONS

One of the best sources for individuals who will perform effectively on the
job is a recommendation from a current employee. Because employees rarely
recommend someone else unless they believe that individual can perform adequately.
Such a recommendation reflects on the recommender, and when someone’s
recommendation is at stake, we can expect the recommendation to be based on
considered judgement. Employee referrals also may have acquired more accurate
information about their potential jobs. The recommender often gives the applicant
more realistic information about the job than could be conveyed through employment
agencies or newspaper advertisements. Additionally, employee referrals are an
excellent means of locating potential employees in those hard- to-fill job positions.
Some negative features of employee referrals are that the existing employees may
Confuse friendship with job performance, it may also lead to nepotism and it nay also
minimize an organizations desire to add diversity to the organization.

The External Searches

In addition to looking internally for candidates, it is customary for organizations to

open up recruiting efforts to the external community for organizations to open up
recruiting efforts to the external community. These efforts include advertisements
(including internal postings), employment agencies, schools, colleges and universities,
professional organizations, and unsolicited applicants.

Advertisements

When an organization wishes to communicate to the public that it has a vacancy,

advertisement is one of the most popular methods used. However, where the
advertisement is placed depends on the type of job. Although it is not common to see
blue-collar jobs listed on placards outside the plant gates, we would be surprised onto
find a vice presidency listed similarly. The higher the position in the organization, the

9
more specialized the skills, or the shorter the supply of that resource in the labour
force, the more widely dispersed the advertisement is likely to be, the search for a top
Executive might include advertisements in national publications – like the Wall Street
Journal – or posted on executive search firm websites. On the other hand, the
advertisement of lower level jobs is usually confined to the local daily newspaper,
regional trade journal, or broad- based Internet job sites.

A number of factors influence the response rate to advertisements. There are three
important variables; identification of the organization, labour market conditions, and
the degree to which specific requirements are included in the advertisement. Some
organizations place what s referred to as a blind-box ad, one in which there is no
specific identification of the organization. Respondents are asked to reply to a
specific post office box number or to an employment firm that is acting as an agent
between the applicant and the organization. Large organizations with a national
reputation seldom use blind advertisements to fill lower level positions, however,
when the organization does not wish to publicize the fact that it is seeking to fill an
internal position, or when it seeks to recruit for a position where there is a soon to be
removed incumbent, a blind box advertisement may be given .Although blind ads can
assist HRM finding qualified applicants, many individuals may be reluctant to answer
them. Obviously, there is the fear, sometimes just justified, that the advertisement has
been placed by the organization in which the individual is currently employed. Also,
the organization itself is frequently a key determinant of whether the individual is
interested; therefore, potential candidates may be reluctant to reply. Further deterrents
are the bad reputation that advertisements have received because of organizations that
place ads when no position exists in order to test the supply of workers in the
community, interested in finding a new position exists in order to test the supply of
workers in the community, to build a blog of applicants, or to identify those current
employees who are interested in finding a new position; or to satisfy affirmative
action requirements when the final decision, for the greater part, has already been
made.

The job analysis process is the basic source for the information placed in the ad. A
decision must be made as to whether the ad will focus on descriptive elements of the
job (job description) or on the applicant (job specification). The choice made will
often affect the number of replies receive.

EMPLOYMENT AGENCIES

There are basically three types of employment agencies, private employment agencies
and management consulting firms. The major difference between these sources is the
type of clientele served. All states provide a public employment service. The main
function of these agencies is closely tied to unemployment benefits, since benefits in
some states are given only to individuals who are registered with their state
employment agency. Accordingly, most public agencies tend to attract and list
individuals who are unskilled or have had minimum training. This of course, does not
reflect on the agency’s competence, but rather reflects on the image of public
agencies. State agencies are perceived by prospective applicants as having few high-
skilled jobs, and employers tend to see such agencies as having few high- skilled

10
applicants. Therefore public agencies tend to attract nod place predominantly low-
skilled workers. The agencies image as perceived by both applicants and employers
thus tends to result in self-fulfilling prophecy; that is, few high-skilled individuals
place their names with public agencies, and, similarly, few high-skilled individuals
place heir names with public agencies, and similarly, few employers seeking
individuals with high skills list their vacancies or inquire about applicants at state
agencies.
How does a private employment agency, which has to charge for its services, compete
with state agencies that give their service away/ they must do something differently
from what the public agencies do, or at least give that impression? The major
difference between public and private employment agencies is believed to offer
positions and applicants of higher calibre. Private agencies may also provide a more
complete line of services. They may advertise the position, screen applicants against
the criteria specified by the employer, and provide a guarantee covering six months or
a year as protection to the employer should the applicant not perform satisfactorily
.The private employment agency’s fee can be totally absorbed by either the employer
or the employee, or it can be split. The alternative chosen usually depends on the
demand- supply situation in the community involved.

The third agency source consists of management consulting, executive search, or

“head-hunter” firms. Agencies of his type- such as Koran/Ferry International in New
York, Hedrick& Struggles in Chicago – are actually specialized private employment,
as well as hard to fill positions such as actuaries or IT specialists. In addition to the
level at which they recruit, the features that distinguish executive search agencies
from most private employment agencies are their fees, their nationwide contacts, and
the thoroughness of their investigations.
Executive search firms canvass their contacts and do preliminary screening. They
seek out highly effective executives who have the skills to do the job, can effectively
adjust to the organization, and most important, are willing to consider new challenges
and opportunities. Possibly such individuals are frustrated by their inability to move
up in their current organization at the place at which they are capable, or they recently
may have been bypassed for a major promotion. The executive search firm can act as
a buffer for screening candidates and, at the same time keep the prospective employer
anonymous. In the final stages, senior executives in the prospective firm can move
into the negotiation and determine the degree of mutual interest.

Schools, Colleges, and Universities

Educational institutions at all levels offer opportunities for recruiting recent

graduates. Most educational institutions operate placement services for the benefit of
their members. Most educational institutions operate placement services where
prospective employers can review credentials and interview graduates. Most also
provide employers an opportunity to witness a “prospective employees” performance
through cooperative arrangements and internships.

Whether the educational level required for the job involves a high-school diploma,
specific vocational training, or a college background with a bachelor’s masters, or
doctoral degree, educational institutions are an excellent source of potential
employees.

11
 High schools or vocational –technical schools can provide lower-level applicants;
business or secretarial schools can provide professional and managerial level
personnel. While educational institutions are usually viewed as sources for
inexperienced entrants to the workforce, it is not uncommon o find individuals with
considerable work experience using an educational institutions placement service.
They may be workers who have recently returned to school to upgrade their skills, or
former graduates interested in pursuing other opportunities.

Professional Organizations

Many professional organizations, including labour unions, operate placement services

for the benefit of their members. The professional organizations include such varied
occupations as industrial engineering, psychology, accounting, legal and academics.
These organizations publish rosters of job vacancies and distribute these lists to
members. It is also common practice to provide placement facilities at regional and
national meetings where individuals looking for employment and companies looking
for employees can find each other building a network of employment opportunities.

Professional organizations, however can also apply sanctions to control the labour
supply in their discipline. For example, although the law stipulates that unit cannot
require employees to hire only union members, the mechanisms for ensuring that
unions do not break this law are poorly enforced. As a result, it is not unusual for
labour unions to control supply through their apprenticeship programs and through
their labour agreements with employers. Of course, this tactic is not limited to merely
to blue-collared trade unions. In those professional organizations where the
organization placement service is the focal point for locating prospective employers,
and where certain qualifications are necessary to become a member, the professional
organization can significantly influence and control the supply of prospective
applicants.

Unsolicited Applicants
Unsolicited applications, whether they reach the employer by letter, e-mail,
telephone, or in person, constitute a source of prospective applicants. Although the
number of unsolicited applicants depends on economic conditions, the
organizations image, and the job seekers perception of the types of jobs that might
be available, this source does provide an excellent supply of stockpiled applicants.
Even if there are no particular openings when the applicant contacts the
organization, the application can be kept on file for later needs. Unsolicited
applications made by unemployed individuals however, generally have a short
life. Those individuals who have adequate skills and who would be prime
candidates for a position in the organization if a position were currently available
usually find employment with some other organization that does have an opening.
However, in times of economic stagnation, excellent prospects are often unable to

12
locate the type of job they desire and may stay actively looking in the job market
for many months.

Cyberspace recruiting
Newspaper advertisements and employment agencies may be on their way to
extinction as primary sources for identifying job candidates. The reasons: Internet
recruiting.

Nearly four out of five companies currently use the Internet to recruit new
employees increasingly by adding a recruitment section to their website. As
almost every organization – small as well as large creates its own website, these
become natural extensions for finding new employees. Organizations planning to
do a lot of internet recruiting often develop dedicated sites specifically designed
for recruitment. They have the typical information one might find in an
advertisement – qualification sight, experience desired benefits provided. But they
also allow the organization to showcase its products, services, corporate
philosophy and mission statement. This information increases the quality of
applicants, as those whose values don’t mesh with the organization trend to select
themselves out. The best designed of those websites include an online response
form, so applicants don’t need only fill in a resume by mail, e-mail or fax.
Applicants need only fill in a resume page and hit the “submit” button.

Facilitating the growth f Internet recruitment are commercial job- posting services
that provide essentially electronic classified ads.

Aggressive job candidates are also using the Internet. They set up their own web
pages – frequently called websumes to “sell” their job candidacy. When they
learn of a possible job opening, they encourage potential employers to “check me
out at my website.” There, applicants have standard resume information,
supporting documentation, and sometimes a video where they introduce the

themselves to potential employers.. These same websumes are also frequently

searched by recruiting firms that scan the Internet in search of viable job
candidates.

Internet recruiting provides a low cost means for most businesses to gain
unprecedented access to potential employers. These same websumes are also
frequently in search of viable job candidates.

Internet recruiting provides a low-cost means for most businesses to gain

unprecedented access to potential employees worldwide. Finally, Internet
recruiting won’t be merely the choice of those looking to fill high- tech jobs. As
computer prices fall, access costs to the Internet decrease, and the majority of
working people become comfortable with the Internet, online recruiting will be

13
used for all kinds of non technical jobs – from those paying thousands of dollars a
week to those paying $7 an hour.

14
RECEPTION

A company is known by the people it employs. In order to attract people with talent,
skills and experience , a company has to create a favourable impression on the
applicants right from the stage of reception. Whoever meets the applicants initially
should be tactful and able to extend help in a friendly and courteous way.
Employment possiblities must be presented honestly and clearly . If no jobs are
available at that point of time, the applicant may be asked to contact the HR
department after a suitable period of time has elapsed.

SCREENING INTERVIEW

A screening interview is generally planned by large organizations to cut the costs of

selection by allowing only eligible candidates to go through the further stages in
selection. A junior executive from the HR department may elicit responses from
applicants on important items determining the suitability of an applicant for a job such
as age, education, experience, pay expectations aptitude, location choice etc. This
courtesy interview helps the department screen out obvious misfits. If the department
finds the candidate suitable, a prescribed application form is given to the applicants to
fill and submit.

APPLICATION BLANK

Application blank or form is one of the most common methods used to collect
information on various aspects of the applicants academic, social demographic, work-
related background and references. It is a brief history sheet of an employee’s
background.

Contents of Application Blanks

 Personal data ( address, sex, identification marks)

 Marital data (single or married, children dependents)

 Physical data ( height, weight, health conditions)

 Educational data ( levels of formal education, marks)

 Employment data ( past experience, promotions, nature of duties, reasons for

leaving previous organization ,salary drawn last)

 Extra-curricular activities data ( sports/games, NSS,NCC, prizes won)

 References ( names of two or more people who certify the suitability of an

applicant to the advertised position)

15
SELECTION TESTING
Another important decision in the selection process involves applicant testing and the
kinds of tests to use. A standardised, objective measure of a person’s behaviour. It is
standardised because the way the test is carried out, the environment in which the test
is administered and the way the individual scores are calculated – are uniformly
applied. It is objective in that it tries to measure individual differences in a scientific
way, giving a very little room for individual bias and interpretation.

Some of the commonly used employment tests are:

 Intelligence tests

 Aptitude tests

 Personality tests

 Achievement tests

 Simulation tests

 Assessment tests

 Graphology tests

 Polygraph tests

 Integrity tests

16
Intelligence tests

These are mental ability tests. They measure the incumbents learning ability and also
the ability to understand instructions and make judgements. The basic objective of
intelligence tests is to pick up employees who are alert quick at learning things so that
they can be offered adequate training to improve their skills for the benefit of the
organization. Intelligence tests do not measure any single trait, but abilities such as
memory, vocabulary, verbal fluency, numerical ability, perception, spatial vision.
Stanford- Binet test, Binet- Simon test.

Aptitude tests

 Aptitude tests measure individuals potential to learn certain skills –

clerical, mechanical, mathematical, etc. These tests indicate whether or not
an individual can learn a job quickly and efficiently. In order to recruit
efficient office staff, aptitude tests are necessary. Clerical tests for
example, may measure the incumbent’s ability to take notes, perceive
things correctly and quickly locate things, ensure proper movement of
files.

Personality tests
Of all the tests required for selection, personality tests have generated a lot of heat and
controversy. The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria have been the
subject of much discussion. Researchers have also questioned whether applicants
answer all the items truthfully or whether they try to respond in a socially desirable
manner. Personality tests are used to measure basic aspects of an applicant’s
personality such as motivation, emotional balance, self confidence, interpersonal
behaviour, introversion etc. The most frequently used tests are Minnesota Multiphasic
Personality Inventory (MMPL), the California Psychological Inventory etc

There are three types of PIP tests

 Projective tests

 Interests tests

 Preference tests

17
Achievement tests
These are designed to measure what the applicant can do on the job currently,
whether the testee actually knows what he or she claims to know. A typing test
shows typing proficiency a shorthand test measures the testees ability to take
dictation and transcribe, etc. Work sampling is a selection tests wherein the job
applicant’s ability to do a small portion of the job is tested.

These tests are of two types:

 Motor (physical manipulation of things.

 Verbal (involving problem situations)

Simulation tests

Simulation exercise is a test which duplicates many of the activities and problems
an employee faces while at work. Such exercises are commonly used for hiring
managers at various levels in the organisation. To assess the potential of a
candidate for managerial positions, assessment centres are commonly used.

Assessment centre
An assessment centre is an extended work sample. It uses procedures that
incorporate group and individual exercises. These exercises are designed to
simulate the type of work which the candidate will be expected to do. Initially a
small batch of applicants comes to the assessment centre. Their performance in
the situational exercises is observed and evaluated by a team of 6 to 8 trained
assessors. The assessor’s judgements on each exercise are compiled and combined
to have a summary rating for each candidate being assessed. The assessment
centre approach, thus evaluates a candidates potential for management on the

18
basis of multiple assessment techniques, standardised methods of making
inferences from such techniques, and pooled judgement from multiple assessors.

Types of assessment tests

 The in- basket test

 The leaderless group discussion

 Business games

 Individual presentations

 Structured Interview

Graphology tests
Graphology involves using trained evaluator to examine the lines, loops, hooks,
strokes, curves and flourishes in a person’s handwriting to assess the person’s
personality and emotional make- up. The recruiting company may, for example,
ask applicants to complete application forms and write about why they want a job.
These samples may be finally sent to graphologists for analysis and results may be
put to use while selecting a person. The use of graphology, however, is dependent
on the training and expertise of the person doing the analysis. In actual practice,
questions of validity and just plain scepticism have limited its use.

Polygraph (lie- detector) tests

The polygraph ( The lie detector consists of a rubber tube around the chest, a cuff
round the arm, and sensors attached to the fingers that record the physiological
changes in the examinee as the examiner puts question that call for an answer of

19
yes or no) records physical changes in the body as test subject answers a series of
questions. It records fluctuations in respirations, blood pressure and perspiration
on a moving roll of graph paper. The polygraph operator forms a judgement as to
whether the subject’s response was truthful or deceptive by examining the
biological movements recorded on the paper. Polygraphs, despite strong resistance
by many applicants, are increasingly being used by companies which havoc
problems with inventory and security of funds. Government agencies have begun
to use the polygraph, though in a limited way after the passage of Employee
Polygraph Protection Act in USA IN 1988, especially for filling security, police,
and fire and health positions. Critics, however question the appropriateness of
polygraphs in detecting the truth about an applicant’s behaviour. The fact is that
polygraph records biological reaction in response to stress and does not record
lying on even the conditions necessarily because a lie has been told?

Integrity tests
These are designed to measure employee’s honesty to predict, those who are
more likely to steal from an employer or otherwise act in a manner unacceptable
to the organization. The applicants who take these test are expected to answer
several ‘yes’ or ‘no’ type questions, such as

 Have you ever told a lie?

 Do you report to your boss if you know of other employees

stealing from the store?

 Do you carry office stationary back home occasionally for

use?

 Do you mark attendance for your colleagues also?

Often these tests contain questions that repeat themselves in some way and the
evaluator then examines the consistency in responses. Companies that have used
integrity tests have reported success in tracking employees who indulge in theft.
However these tests ultimately suffer from the same weaknesses as polygraph a
graphology tests.

20
Tests as Selection Tools
Tests are useful selection devices in that they uncover qualifications and talents
that can not be detected otherwise. They can be used to predict how well one
would perform if one is hired, why one behaves the way one does, what
situational factors influence employee productivity. Tests also provide unbiased
information that can be put to scientific and statistical analysis.

However, tests suffer from sizeable errors of estimate. Most psychological tests
also have one common weakness, that is, we can’t use scales which have a known
zero point and equal intervals. An intelligence test, for example starts at an
arbitrarily point, where a person may not be able to answer questions properly.
This does not mean that the person is totally lacking in intelligence. Likewise, a
person who is able to answer all 10 questions correctly cannot be called twice as
intelligent as one who is able to answer only 5 questions correctly. If the test has
commenced at some other point, where there were easier questions, their scores
might have been different. Tests also fail to elicit truthful responses from testees.
To compound the problem further, tests results are interpreted in a subjective way
by testers and unless these testers do their homework well, the results may not be
reliable.

Standards for selection tests

To be useful as predictive and diagnostic, selection tools, tests that must satisfy
certain basic requirements:

Reliability: test scores should not vary widely under repeated conditions. If a
test is administered to the same individual repeatedly, he should get approximately
identical scores. Reliability is the confidence that an indicator will measure the
same thing every time. “A yardstick that measures me 60 inches tall everytime, I
use it as reliable.” Generally speaking HR managers should use instruments that
have the following types of reliability:

 Test-retest reliability

 Inner- rater reliability

 Intra- rater reliability

21
Validity; validity is the extent to which an instrument measures what it
intends to measure. In typing test, validity measures a typist speed and
accuracy. To determine whether it really measures the speed and accuracy of
typists is its validity. The question of determining the validity of a selection
test thus has a lot to do with later performance in the job.

There are three types of validity important in the selection and recruitment of
human resources:

Content validity: it is the degree to which the content

of the tests represents the actual work situation

Construct validity: is the degree to which a specific

trait is related to specific job performance.

Criterion related validity: is the degree to which a

specific selection tool accurately predicts the important
elements of the work. The criterion related validity is sub
divided in two types :

 Predictive validity,
 Concurrent validity.

Qualified people: Tests require a high level of professional skills in their

administration and interpretation. Professional technicians are needed for
skilled judgemental interpretations of test scores.

Preparation: A test should be well prepared. It should be easy to

understand and simple to administer.

Usefulness: Exclusive reliance on any single should be avoided, since the

results in such a case are likely to be criticised. To be useful it is always better
to use a battery of tests.

22
Standardisation: Norms foe finalising test scores should be established,
there must be prescribed methods and procedures for administering the test
and for scoring or interpreting it.

Selection Interview

Interview is the oral examination of candidates for employment. This is the

most essential step in the selection process. In this step, the interviewer tries to
obtain and synthesize information about the abilities of the interviewee and the
requirements of the job. Interview gives the recruiter an opportunity to.

 Size up the interviewees agreeableness;

 Ask questions that are not covered in the tests;

 Obtain as much information as possible;

 Assess subjective aspects of the candidate – facial

 expressions, appearance, nervousness and so forth

;
 Make judgements on interviewees and intelligence;

 Give facts to the candidate regarding the company,

its policies, programmes, etc, and promote goodwill
towards the company.

23
24
Types of Interviews
Several types of interviews are commonly used depending on the nature and
importance of the position to be filled within an organization,

 The non-directive interview; In a non – directive interview the recruiter

asks questions as they come to mind. There is no specific format to be
followed; the questions can take any direction. The interviewer asks broad
ended questions such as ‘last job’ and allows the applicant to talk freely with a
minimum of interruption. Difficulties with a non-directive interview including
keeping it job related and obtaining comparable data on various applicants.

 The directive or structured interview: In the directive interview the

recruiter uses a predetermined set of questions that are clearly job related.
Since every applicant is asked the same basic questions comparison among
applicants can be made more easily. Structured questions improve the
reliability of the interview process, eliminate biases and errors and may even
enhance the ability of a company to withstand a legal challenge. On the
negative side, the whole process is somewhat mechanical, restricts the
freedom of interviewers and may even convey disinterest to applicants who
are used to more flexible interviews. Also designing a structured interview
may take a good amount of time and energy.

 The situational interview; One variation of the structured is known as

the situational interview. The applicant is confronted with a hypothetical
incident and how asked how he or she would respond to it. The applicant’s
response is then evaluated relative to pre-established benchmark standards.

 The behavioural interview: It focuses on actual work incidents as

against hypothetical situations in the situational interview in the applicants
past. The applicant is supposed to reveal what he or she did in a given
situation.

 Stress Interview; Here the interviewer attempts to find out how applicants
would respond to aggressive embarrassing rude and insulting questions. The
whole exercise is meant to see whether the applicant can cope with highly
stress producing, anxious and demanding solutions while at work in a calm
and composed manner. Such an answer may backfire also, because the typical
applicant is already somewhat anxious in any interview.

 Panel Interview: In a typical panel interview, the applicant meets with

three to five interviewers who take turns asking questions. After the interview,
the interviewers pool their observations to arrive at a consensus about the
suitability of the applicant. The panel members can ask new and incisive
questions based on their expertise and experience and elicit deeper and more

25
 meaningful responses from candidates. Such an interview could also limit the
impact of the personal biases of any individual interviewer. A manual
interview may make one feel more stressed than usual.

General Interview Mistakes:

 Favour applicants who share his own attitude

 Find it difficult to establish rapport with interviewees, because he
himself does not possess good interpersonal skills.
 Not be asking right questions and hence not getting relevant questions.
 Resort to snap judgements, making a decision as to the applicant’s
suitability in the first few minutes of the interview.
 May have forgotten much of the interviews content within minutes after
its conclusion.
 May have awarded high scores by showing leniency.
 May have been influenced by “ cultural bias”
 May have allowed him to be unduly influenced by associating a
particular personality trait with a person’s origin or cultural
background.
 May allow the ratings to be influenced by his own likes and dislikes.
 May conclude that a poorly dressed candidate is not intelligent,
attractive females are good for public dealings etc.
 May have rated an applicant poorly, following the interview of very
favourable or unfavourable candidates otherwise known as anamoly or
candidate-order-error.
 Have been under pressure to hire candidates at short notice
 Have been influenced by candidate’s behaviour.

26
The Interview Process

Evaluation

Termination

27
 Information Exchange

Reception

Preparation

 Preparation: Effective interviews don’t just happen they are

planned This involves :

28
  Establishing the objectives of the interview and determining the areas and
specific questions to be covered.
 Reviewing the candidate’s application and resume, noting areas that are
vague or that may show candidates strength and weaknesses on which
questions can be asked.
 Keeping the test scores ready along with interview assessment forms.
 Selecting the interview method to be followed.
 Choosing the panel of experts who would interview the candidates
 Identifying a comfortable, private room preferably away from noise and
interruptions and clean well furnished where the interview could be held.

Reception: The candidate should be properly received and led into the
interview room. Greet the candidate with a warm friendly and, greeting smile.
Names are important. So tell the applicant what to call you and then ask the
applicant for his preferred form of address. Tell briefly about yourself and put
the applicant at ease so that he may reciprocate with personal information. Ask
the applicant about hobbies, activities or some other topic so as to break the
ice. As a rule treat all candidates even unsolicited drop-ins at your office
courteously, not on humanitarian grounds but because your company’s
reputation is at stake. Start the interview on time.

Information exchange: To gain the confidence of the candidate and

start the interview with a cheerful conversation. The information exchange
between the interviewer and the interview may proceed thus:

29
 State the purpose of the interview, how the qualifications are going to be matched with skills
needed to handle the job. Give information about the job for which the interviewee is
applying. Known as a realistic job preview, such an exercise would be most fruitful when the
applicant gets a realistic picture of what he is supposed to do on the job. A realistic job
preview helps minimise surprises for the new recruit, enhancing the comfort level and
decreasing the ambiguity and uncertainty in the early stages of work.
 Begin with open ended questions where the candidate gets enough freedom to express himself
freely instead of ‘yes’ poor “no” type of questions.
 Do not put words in the applicant’s mouth, by asking open ended questions.
 Do not telegraph the desired answer by nodding or smiling when the right answer is given.
 Do not interrogate the applicant as if the person is a prisoner and do not be patronising,
sarcastic or ultra critical.
 Do not let the applicant dominate the interview by rambling from point to point so you cannot
ask all your questions.
 Do not monopolise the conversation, giving very little chance to the applicant to reveal
himself.
 Do not use difficult words to confuse the applicant. Provide information as freely and
honestly as possible.
 Focus on the applicant’s education, training work experience. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.
 Listen to the applicants answers attentively and patiently. And pay attention to non- verbal
cues.

30
Termination;
End the interview as happily as it began without creating any awkward
situation for the interviewee. Here, avoid communicating through unpleasant gestures such as
sitting erect, turning towards the door, glancing at watch or clock, etc. Some interviewers
terminate the show by asking do you have any question to ask us. At this point inform the
applicant about the next step in the interview process, which may be to wait for a call or letter.
Regardless of the interview performance of the candidate and the interviewer’s personal opinion,
the applicant should no be given any indication of his prospects at this stage.

Evaluation :
After the interview is over, summarise and record your observations carefully constructing the
report based on responses given by applicant, his behaviour, your own observations and the
opinions of other exports present during the interview. Better to use a standardised evaluation
form for this purpose,

Medical Examination :
Certain jobs require physical qualities like clear vision, acute hearing,
usually high stamina, tolerance of arduous working conditions, clear tone of voice etc. Medical
examination reveals whether or not a candidate possesses these qualities. Medical examination
can give the following information;

 Whether the applicant is medically suitable for the specific job or not.
 Whether the applicant has health problems or psychological attitudes likely to interfere
with work efficiency or future attendance.
 Whether the applicant suffers from bad health which should be corrected before he can
work satisfactorily.
 Whether the applicant’s physical measurements are in accordance with job requirements
or not.

31
32
Reference Checks
Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are required
to give the names of two or three references in their application forms. These
references may be from individuals who are familiar with the candidate’s
academic achievements, or from applicant’s previous employer, who is well
versed with the applicant’s job performance, and sometimes from co-works.
Incase the reference check is from the previous employer, information in the
following areas may be obtained.

 Job title
 Job description
 Period of employment
 Pay and allowances
 Gross emoluments benefits provided
 Rate of absence
 Willingness of the previous employer to
employ the candidate again.

Further information regarding candidate’s regularity at work, character progress

can be obtained. Further, information regarding candidate’s method of mail query
provides detailed information about the candidate’s performance, character and
behaviour. However a personal visit is superior to the mail and telephone methods
and is used where it is highly essential to get a detailed, first hand information
which can also be secured by observation. Reference checks are taken as matter of
routine and treated casually or omitted entirely in many organizations. But a good
reference check, when used sincerely, will fetch useful and reliable information to
the organization.

33
Hiring Decision:
The Line Manager concerned has to make the final decision now- whether to
select or reject a candidate after soliciting the required information through
different techniques. The line manager has to take adequate care in taking the final
decision because of economic, behavioural and social implications of the selection
decisions. A careless decision of rejecting a candidate would impair the morale of
the people and cause them to suspect the selection procedure and the very basis of
selection in established so as to facilitate good selection decisions. A careless
decision of rejecting a candidate would impair the morale of the people and cause
them to suspect the selection procedure and the very basis of selecting in a
particular organization. A true understanding between line managers and HR
managers should be established so as to intimate this decision to the successful
as well as unsuccessful candidates. The organization sends the appointment letter
either immediately or afterwards depending on its
Time schedule

34
.

 Requirement is first traced by the department concerned.

 The requirement is then approved by the authority.

 Approval is then sent to the HR department

 Recruiter then checks if there is any internal availability. If

internal availability exists then promote or transfer as
applicable. If availability is not there then consultancies are
approached.
 Or openings are posted online.
 Curriculum Vitae are received from consultancies.
 Written interviews are conducted for screening ( especially
for fresher’s)
 The CVs received are then short listed.
 Short listing ( by department head)
 Arrange the date, time, venue and committee for the
interview.
 Convey to the applicants and the committee, about the date,
time and venue of the interview. Also about the
reimbursement if any.
 On the date of interview, arrange the assessment sheet and
name list of the appearing candidates for the committee and
arrange required stationeries.
 Arrange for the reception and refreshments for the
applicants.
 After the technical round, rank the interviewees in order of
performance and shortlist the candidates for the HR round.
 Negotiations are done and then lists of people who are short
listed are taken out.
 Reimbursements (if any) are done.
 Selected candidates are informed, and they are given the
offer letter.
 Once the offer letter is accepted, selected candidates are
examined medically. 35
 On being declared medically fit the candidates are given
appointment letter on joining
STEP 1: Requirement is traced by the concerned
department.

There are departments in Adyta Aluminium operating

currently

 Human Resource
 Commercial and
Materials
 Power and distribution
 Infrastructure
 Civil
 Finance and Accounting
 Projects
 Geology

36
Aditya Aluminium being a project office of Hindalco, there are heavy requirements at
present due to to the ongoing land acquisition and resettlement and rehabilitation
work at its site office at Sambalpur and Raygarh. Electrical sub-stations are also being
established at the site. The entire process of recruitment and selection is carried on at
its head office at Bhubaneswar.

Since the project work at ADITYA ALUMINIUM is heading at a fast pace. With the
increase in the rate of work, workload on various department is also increasing
Suppose the Commercial department of Aditya Aluminium feels the necessity of an
additional manpower, one who could formulate commercial policies and procedures
for business transactions, formulation of appropriate policies for contracting and
procurement of plant equipments, spares, consumable and raw materials whether
purchased through indigenous or international sources. Also required would be the
formulation of store management, Inventory control, and Spare part management
work contracts for handling of materials. Developing proper MIS for performance
monitoring and evaluation for materials management activities. So the line manager
traces the need of a Deputy Manager in the Commercial department of Aditya
Aluminium.

STEP 2 THE LINE MANAGER, FORWARDS THE

REQUISITION FOR THE APPROVAL OF THE HEAD
OF THE CONCERNED DEPARTMENT

Usually the line manager traces the requirement of manpower in his/her concerned
department. Now that the need is traced, a proposal is sent to the head of the
concerned department for the approval regarding the requisition of manpower. If the
department head also agrees that the increasing workload can not be handled by the
existing manpower of the department then the head of the department approves the
proposal regarding the requirement of additional manpower in his department.

Now the head of the Commercial Department would approve the proposal from the
line manager, regarding the requirement of a new deputy manager for the commercial
department of the organization.

37
STEP 3: APPROVAL FROM THE HEAD OF THE
DEPARTMENT IS SENT TO THE HR DEPARTMENT
OF THE ORGANIZATION

Once the requisition is approved by the head of the department seeking additional
manpower, the head of the department now sends it to the HR department of the
organization. The HR department looks into the matter of recruitment and selection in
an organization, so now the HR department starts the entire process of recruitment
and selection as per the requisition of the organization.

Now the approval from the Commercial department is sent to the Deputy General
Manager of the HR department and the entire process of recruitment and selection of
the required deputy manager of the commercial department.

STEP 4: RECRUITER THEN CHECKS FOR INTERNAL

AVAILABILITY.

After the proposal is sent to the head of the HR department, it now becomes the
responsibility of the department to ensure the manpower in the concerned department
by the time specified to them. So the head of the HR department now delegates the
job to the recruiting officer. The recruiter then checks in for any internal availability.
If any internal availability is found within the organization, or within the group as per
the internal recruitment policy of the Aditya Birla Group then the recruiting officer
goes in for promotion or transfer as required. In case the availability is traced then the
requisition is fulfilled and the process ends here.

If the vacant positions could not be fulfilled internally then the requirement is posted
online and the various consultancies are asked to forward CVs with regard to the
vacancy. Then the various consultancies forward resumes to the company as per the
requirement of the company.

Now, for the recruitment of the deputy manager in the commercial department of
Aditya aluminium the D.G.M (HR) delegates the job to the HR Officer .Now it
becomes the responsibility of the HR officer to post the job opening on their internal
recruiting portal called “POORNATA.” If there is an internal availability then the
concerned person is promoted or transferred as per the requirement. If internally the
availability is fulfilled then the search ends here. But incase the recruiting panel is not
satisfied with the internal availability they can always look for better opportunities
outside the organization or outside the Aditya Birla Group.

38
 The job opening is posted online on job sites and consultancies are informed about
the vacancy in the company. The various consultancies that work for Aditya
Aluminium are

 Mafoi Consulatancies,

These consultancies are provided with Job Description of various vacancies available
in the company, the number of vacancies available and the time by which the CVs are
required by the organization. The consultancies after receiving job descriptions of
various vacancies of the company look for the suitable candidates who are registered
with them. Then these consultancies forward the CVs to the organization,

If Aditya Aluminium informs its consultant Ma foi to send CVs within a week after
receiving the job description, of the deputy manager (commercial) then considerable
number of CVs are forwarded from Ma foi in this regard. Several other Cvs are also
received from the other consultants working with the company.

STEP 5: CVs ARE THEN SHORTLISTED BY THE

RECRUITING OFFICER
Now that the consultancies have forwarded the CVs as per the requirement of the job
the recruiting officer (either by him or by delegating the job) rechecks if the
candidates who are CVs have been forwarded to them meet the various eligibility
criteria set by the company. This process is known as shortlising of CVs.
As a part of this process the various Cvs received are individually matched with the
job description set up by the recruiting officer or the one that is already available with
the department. The CVs which do not meet the set criteria are rejected.

Now when the CVs are received by Aditya Aluminium from all its consultancies the
Recruiting Officer rechecks if the CVs sent meet the eligibility criteria set by the
company. Only those candidates who match upto the expectations of the job
description set by the department are contacted for further correspondence, others

39
who do not match up are rejected. This entire process of scanning the the candidates is
known as ‘‘Shortlisting ‘
The process of shortlisting has a great relevance in the entire process of recruitment
and selection. The candidates who do not fulfil the criteria set by the company or do
not meet the requirements of the vacant post are rejected right from the beginning so
that a lot of time and money of the company is saved. Moreover the candidate who
does not fit the bill does not build unnecessary castle of expectations, keeping in view
both the sentiments of the candidates applying and the growth of the company the
shortlisting process is highly beneficial.

STEP 6: SHORTLISTNG BY DEPARTMENT HEAD

Now after the Recruiting Officer has shortlisted the CVs, the CVs shortlisted are
again sent to the head of the department for further screening. If the department head
sees the scope of any shortlisting further then another set of rejection of CVs is done.
If the department head feels that all the candidates shortlisted are eligible , and meet
the criteria set by the company then no shortlisting is done further.

Here the Recruiting Officer at Aditya Aluminium forwards the shortlisted Cvs to the
DGM (HR). Now the head of the department looks in at the short listed Cvs and
makes further corrections if necessary.If not the candidates short listed is called in for
further correspondence.

STEP 7: ARRANGE THE DATE, TIME, VENUE AND

COMMITTEE FOR THE INTERVIEW
Once the candidates are short listed by the department head the recruiting officer in
consultation with the department head fixes the date, time, venue and committee for
the interview. The convenience of both the candidates appearing in the interview as
well as the interview committee is duly taken care of. The date of interview should be
convenient enough and should not (preferably) clash with any other major occasion or
National holidays. The time to be scheduled for the interview should be within the
working hours of the company. The venue should preferably be a calm n cool place
away from any disturbances so that the interviewing committee can take proper and
absolutely unbiased decision away from any disturbances.

The interviewing committee should be chosen very carefully. One experienced

member from the concerned department, and one senior person from the Hr
department should be an inevitable part of the committee.

Now in Aditya Aluminium we are looking for deputy manager, Commercial

department. So once the CVs are short listed by the DGM (HR) in consultation with
the head the Recruiting officer schedules the date, time, venue and committee for the
interview. The recruitment at Aditya Aluminium is carried on at their Guest house at

40
Shahid Nagar, Bhubaneswar which is a very calm place. The date of interviews is
working days and within 8:30 am to 7; 00 pm in the evening.

STEP 8: THE CANDIDATES AND THE COMMITEES

ARE INFORMED ABOUT THE
DATE, TIME AND VENUE

Now that the interview date, time and venue are fixed the next step would be to
inform the candidates and the interviewing committee about the same so that they can
ensure their availability on the required date, at the required place and on the required
time. Also as per the policy if there are travel reimbursements to be made then the
information with respect to reimbursement is also given to the applicants. All these
information’s are sent to the candidate via email and the candidate is asked to
acknowledge the interview call letter.

At Aditya Aluminium the e-mail containing these information’s entire are sent to the
candidate via mail and an acknowledgement mail or call is called for. Aditya
Aluminium reimburses II tier AC fare (to and fro) from the candidates location to the
place of interview i.e. Bhubaneswar.

STEP 9: ON THE DATE OF INTERVIEW ARRANGE

FOR THE ASSESSMENT SHEETS, NAME OF
CANDIDATES APPEARING AND THE REQUIRED
STATIONARIES

Now that the candidates and the interviewing committee are informed about the date
time venue and reimbursement status to short listed candidates by the HR department
It becomes the responsibility of the recruiting officer to delegate the task of
arranging the assessment sheet, name of the candidates appearing for the interview
along with time and the general stationeries that can be required during the
interview process.

At Adyta Aluminium the candidates short listed are informed about the date, time
and venue of the interview scheduled, the recruiting officer either by herself or by
delegating the job to a junior officer, sets the assessment sheets, name of the
candidates appearing for the interview of the day and the various stationeries such
as stapler, pencil, paper, folder and writing pad etc. are made available at the place
of recruitment. Reimbursement forms are also taken along.

41
 STEP 10; ARRANGE FOR THE RECEPTION AND
REFRESHMENTS OF THE CANDIDATES
APPEARING FOR THE INTERVIEW.

They say ‘FIRST IMPRESSION IS THE LAST

IMPRESSION’ When a candidate from outside comes to our organization it
becomes our responsibility to give him a warm reception, make him feel comfortable
and look after refreshments, as this would build a good image of our company, it will
promote our goodwill and this good will earned would bring in long time benefits to
our company.

On the date of interview when a candidate comes to the venue, the receptionist at
Aditya Aluminium greets him/her with a smile and makes them sit comfortably at the
visitors lounge. All candidates are asked for refreshments if any. All efforts are made
to make the candidates feel comfortable. Utmost care is taken so that the arrived
candidate does not have to wait much and the initial procedure of interview begins.
The candidates are given the application blank and the reimbursement form to fill.
Once the forms are filled they are individually guided into the interview room as per
the schedule. The application blank is sent to the interviewing committee while the
junior officer takes care of the reimbursement form.

STEP 11: CANDIDATES ARE RANKED AS PER THEIR

PERFORMANE IN THE TECHNICAL ROUND

As discussed earlier the candidates are ranked in the assessment sheet provided to
each member of the interviewing committee. After assessing and ranking the
candidates in the technical round efficient candidates are short listed for the HR
round.

After the technical round the assessment sheets are evaluated and the candidates are
ranked as per their performance by the interviewing committee. The candidates are
then short listed for the HR round.

STEP 12: NEGOTIATIONS

The HR officer negotiates the compensation and other formalities with the
candidate and the candidates who come to consensus with the terms of the company is
finally short listed.

42
 STEP 13; REIMBURSEMENTS (if any) ARE DONE.
All the candidates are asked to submit the reimbursement forms given to them and
the supporting receipts or tickets. The amount incurred on travelling is reimbursed
to the candidates.

STEP 14; SELECTED CANDIADTES ARE GIVEN THE

OFFER LETTER

The candidates selected are sent the offer letter after taking the consensus of the
interviewing committee.

STEP 15; ON ACCEPTANCE OF THE OFFER

LETTER, MEDICAL EXAMINATION IS DONE.

Once the candidate accepts the offer letter it is necessary to get his medical check
up done to confirm if he/she would be physically and mentally fit to meet all the
work pressures required as per their designation.
The medical examination process at Aditya Aluminium after the acceptance of
the offer letter is conducted at Ayush Hospital, Jaydev Vihar under the guidance
of Dr Dipankar Biswal.
The basic policy framework of medical examination is given as below;

Policy Framework

This policy outlines the framework for Pre-Employment Health Check Up for
all New Joiners to the Aditya Birla Group.

Objective:
To ensure that all new permanent hires in Job Band 11 & above joining the
Group are medically fit to discharge their respective duties.
To ensure that there is a uniform pre - employment health check up plan
across Aditya Birla Group.

Process:
Any offer being made to a selected candidate, is valid subject to clearance on
the pre-employment health check up report.

43
The pre-employment health check up is to be carried out at a diagnostic
center / hospital authorized by the Group / Unit. In case the candidate is
situated at a place where no authorized center is available, he would need to
carry out the tests at a reputed diagnostic center / hospital and send the
reports as well as the fitness report to the Hiring Unit. The Hiring Unit will in
turn verify the report with the local unit hospital doctor or the authorized
center, after which a clearance is given to the candidate to proceed with the
hiring process. It is imperative that a candidate resigns from his current
duties only after getting a clearance on the medical report from the
Hiring Unit.

Annexure A provides a list of medical tests recommended for any new joiner.
This annexure gives the details of tests being carried out for hires through
Corporate HR. However, businesses are expected to include any other tests
deemed essential for discharging satisfactory duties. Units are advised to
negotiate rates based on bulk commitments wherever possible.

Annexure B provides a list of centers, which Corporate HR has tied up with

across the country. Units are free to use the centers mentioned in Annexure
B. However, they can also identify and tie up with local hospitals / diagnostic
centers for the convenience of the Unit as well as the candidate.
The Hiring Unit will bear the expenses for the health check-up. The medical
reports should be sent directly to the Hiring Unit by the authorized hospital /
diagnostic centre, which is to be filed in the personal file once the candidate
comes on board.
Any additional tests prescribed by the doctor, will be carried out if it impacts
“On the Job Performance” of an employee. The additional fees will also have
to be borne by the Hiring Unit. However, if the tests do not impact
performance, the candidate can at his own discretion carry out the tests, for
which he will pay the fees.
It is the responsibility of the Hiring Unit to ensure that the medical tests are
carried out and verified by the Unit Doctor.
In exceptional cases where the candidate joins the organization in less than 7
days of making the offer and is unable to go for the medical, the onus of
clearance of the medical lies with the candidate / employee. It would also be
the responsibility of the Hiring Unit to ensure that the new joiner undergoes
medical examination within 7 days of joining, the reports are duly received
from the medical center and the results communicated to the employee. If the
medical report is for some reason not clear or unacceptable, the Hiring Unit
has the option of not confirming the said employee or increasing the probation
period, as this would allow the employee time to address the health issue.
This should be clearly stated in “writing” in the offer letter issued to the
candidate.

Annexure A

The Pre-Employment Health Check up Plan includes:

History Review
Full Examination by a Specialist
Electrocardiogram

44
Chest X-Ray
Eye Check-Up and colour vision
Laboratory Tests:
Urine Examination
Blood Count
Blood Group
Fasting Blood Sugar
Creatinine, BUN
Bilirubin, SGPT
Lipid profiles test
A fitness report by the Medical Practioner at the center needs to be submitted
along with the reports.

REFERENCE CHECKS

Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are required
to give the names of two or three references in their application forms. These
references may be from individuals who are familiar with the candidate’s
academic achievements, or from applicant’s previous employer, who is well
versed with the applicant’s job performance, and sometimes from co-works.
Incase the reference check is from the previous employer, information in the
following areas may be obtained.

45
 P
Reference check is defined as a
current and past employers o
weaknesses vis-a- vis the propos
Past performance is often a goo
process enables us to gather info
a candidate on certain aspects
experience and cultural fit in
constraints it is not possible to a
over a long period of time. R
understanding of the candidate
who have worked with them in
picture of a candidate and to
reached during the interview pro
Objective:
The objective of the Reference Ch
46

i) Validate / challenge our asses

 P
Reference check is defined as a
current and past employers o
weaknesses vis-a- vis the propos
Past performance is often a goo
process enables us to gather info
a candidate on certain aspects
experience and cultural fit in
constraints it is not possible to a
over a long period of time. R
understanding of the candidate
who have worked with them in
picture of a candidate and to
reached during the interview pro
Objective:
The objective of the Reference Ch
47

i) Validate / challenge our asses

48
49
50
51
METHLODOGY: The process of recruitment and selection, to be analyzed through
various recruitment sessions and selection processes thereafter.

COMPENTENCIES ADDRESSED: Transparency and effectiveness of the process.

TARGET GROUP: All the GETs and officers of managerial level.

DURATION: 48 Man days.

OBJECTIVE OF THE STUDY

• To determine the level of awareness among the employees regarding the

importance of recruitment and selection process.

52
 • To determine the immediate impact of the selection and recruitment process
on the date of interview and further.
• To measure the effectiveness of recruitment and selection process through,
during and pre-working evaluation.
• To determine the perception of the employees regarding the different phases
of recruitment and selection.

Evaluation of the effectiveness of recruitment and selection process is essential so as

to check the general opinion of the employees about the process, as the existence of a
transparent and effective recruitment and selection procedure would firm the incessant
‘s belief in the organization and hence would lead in the improvement in the
effectiveness and performance of various program that directly influences the task of
every individual who contribute towards attainment of overall organizational goals.
Thus the process of recruitment and selection decides the refined workforce that
works in the organization and is also related to the performance of those employees
underwent which reflects in their actual job performance.

SAMPLING DESIGN

 Defining the population.

There are approximately 100 employees at Aditya Aluminum

-CORPORATE working on regular basis.

 Sampling Unit
It consisted of the employees at Aditya Aluminium who had worked in
the organization for minimum 6 months. The survey was undertaken at
managerial level and GET level

53
  Sample study

The researcher went for a sample study rather than census due to cost and time
constraints, due to recent selection and induction the new employees could not do full
justice as they were not really aware of the process and as the Population was too
large to be covered.
Time
th th
12 May 2007 to 12 June 2007

Sample frame

Since our research is being conducted on a small scale and the

population is considerably large, so we could not obtain sample
frame.

SAMPLING PLAN

Total --- 50 employees from various departments.

SAMPLING TECHNIQUES

Sampling techniques used:

 Simple random sampling.

TOOLS OF DATA COLLECTION

Primary Data:

Questionnaire - The necessary information has been gathered by

filling the questionnaire and subsequently interviewing the

employees at their work place.

In order to evaluate effectiveness of recruitment and selection process, the

parameters that were used in the questionnaire are as under:

54
  General information
 Awareness
 Performance
 Attitude
 Time factor
 Ability to get along with others

Secondary Data:

The secondary information was collected from:

 organizational brochure
 previous records
 documents
 Personal manuals.

SCALING TECHNIQUE USED

 DICHOTOMUS SCALE
 5 – POINT LIKERT SCALE

55
 ANALYSIS

1. Apart from recruiting person through outside source,

vacant posts are also filled up in Aditya Aluminium through the
process of parallel posting; transfer from internal source and
also by up gradation of post.

18

16

14

12 Strongly Agree

10 Agree
Can't Say
8 Disagree
Strongly Disagree
6

56
2. Since the job market has been more competitive, does
Aditya Aluminium through its advertisement/ notification for
recruitment is able to reach out the talented candidates seeking
employment/?

57
25

Strongly Agree
20
Agree
15
Can't Say

10
Disagree

5 Strongly
Disagree
0
10

58
3. . Through company advertisement, brochures, annual
reports, does a conscious effort is being continuously made to
build up the image of the company so that Aditya Aluminium
becomes an “employer of choice “for outside talent.

25
Strongly Agree
20
Agree
15
Can't say

10
Disagree

5 Strongly
Disagree
0

59
4. . Procuring
the right person for the organization solves half
of the recruitment problem. But the real challenge is to retain
them and keep them motivated enough so that they perform
well.

35

30 Strongly Agree

25 Agree

20
Can't say
15
Disagree
10
Strongly
5 Disagree

60
 Is Aditya Aluminium suffering from syndrome of ideal
Ques.5.
workforce and redundancies?

40
35
30
25
YES
20
NO
15
10
5
0

61
.6.When an employee leaves the organization Aditya aluminium
consider it as an event as a simple reduction in manpower
strength.

20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0

62
.7.When an employee leaves the organization, the company
considers it as an event where a talent is leaving the
organization.

25
Strongly Agree
20
Agree
15
Can't say

10
Disagree

5 Strongly
Disagree
0

63
.8. Your
experience at Aditya Aluminium on the day of interview
was overwhelming

25
Strongly Agree
20
Agree
15
Can't say

10
Disagree

5 Strongly
Disagree
0

64
.9. The
selection process for both executives and non- executives
an enumerated in recruitment and selection policy in Aditya
Aluminium focus on tomorrows need.

65
 20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0

10.With changing requirements of jobs, increase emphasis is

now on behavioural competencies at the time of selection.

66
18
16 Strongly Agree
14
Agree
12
10 Can't say
8
Disagree
6
4 Strongly
2 Disagree
0

67
11. Inclusion of an industrial psychocologist in all Selection
interview for better assessment of candidates mental make up
has become a necessity.

25
Strongly Agree
20
Agree
15
Can't say

10
Disagree

5 Strongly
Disagree
0

68
12. Aditya Aluminium nurtures a pool of interviewers from its
senior and middle level management having expertise in
interviewing skills.

20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0

69
ANALYSIS

70
ANALYSIS

CONCEPT

Apart from recruiting person through outside source, vacant

posts are also filled up in Aditya Aluminium through the process
of parallel posting; transfer from internal source and also by up
gradation of post.
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Interpretation: Out of the total 50 responses 17

respondents strongly agree and 16 respondents agree to the
above question i.e. 66% of the respondents believe that basic
recruitment and selection concept at Aditya Aluminium is
effective.

71
 SOURCE SEARCHING

Since the job market has been more competitive, does Aditya
Aluminium through its advertisement/ notification for
recruitment is able to reach out the talented candidates
seeking employment?

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of the total 50 responses 21 respondents agree and 10

respondents strongly agree to the question i.e. 62% of the
respondents believe that the searching source at Aditya
Aluminium is effective in finding talented candidates.

TO ATTRACT

Through company advertisement, brochures, annual reports,

does a conscious effort is being continuously made to build
up the image of the company so that Aditya Aluminium
becomes an “employer of choice “for outside talent.

72
 Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of total 50 respondes, 22 strongly agree and 17

respondents agree that the organization is able to attract the
right talent at the right time at the right place.

RETENTION

Procuring the right person for the organization solves half of the
recruitment problem. But the real challenge is to retain them and
keep them motivated enough so that they perform well.

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

73
Out of the 50 responses,29 respondents strongly agree and 16
respondents agree that the organization is making constant
efforts to retain talented employees of the organization 70% of
the respondents believe that efforts to retain employees are
being made.

Aditya Aluminium is suffering from syndrome of ideal

workforce and redundancies?

Yes

No

Out of a total 50 responses, 37 respondents said no and 13

respondents said yes i.e. 76% of the respondents disagree to the
existence of any workforce redundancies at the organization

MANPOWER REDUCTION

When an employee leaves the organization Aditya aluminium

consider it as an event as a simple reduction in manpower
strength.

74
 Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of a total 50 responses, 29 respondents strongly agree and

12 respondents agree regarding the reaction of the
organization to manpower reduction. Hence 82% of the
respondents believe that the issue of manpower reduction
is taken seriously at Aditya Aluminium.

When an employee leaves the organization the company

considers it as an event where a talent is leaving the
organization.

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of total 50 responses 20 respondents agree and 18

respondents disagree to the above question 76% of the
respondents believe that the organization considers such
events as an event f talent reduction.

75
FIRST IMPRESSION
Your experience at Aditya Aluminium on the day of interview
was overwhelming

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of a total of 50 responses 20 respondents

strongly agree and 16 employees agree to have a good
experience on the interview date i.e. 72% of the respondents had
an overwhelming experience with the organization the first day
at the organization.

CAREER OPPORTUNITIES
The selection process for both executives and non- executives
an enumerated in recruitment and selection policy in Aditya
Aluminium focus on tomorrows need.

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

76
 Out of a total of 50 responses 19 respondents
strongly agree and 13 respondents agree to the above question
i.e. 64% of the respondents agree to the availability of good
career opportunities in the organization.

SELECTION REQUIREMENT

With changing requirements of jobs, increase emphasis is now

on behavioural competencies at the time of selection.

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of a total of 50 responses,15 employees strongly agree and

17 employees agree to the increasing requirements of
behavioural competencies at the time of selection i.e. 62% of the
respondents agree to the requirement of judging behavioural
competencies at the time of interview.

NEED FOR INDUSTRIAL PSHYCOLOGIST

Inclusion of an industrial psychocologist in all Selection

interview for better assessment of candidates mental make up
has become a necessity.

77
 Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of a total 50 responses 12 respondents strongly agree and 22

employees agree to the above question i.e. 68% of the
respondents agree to the requirement of an industrial
psychologist at the time of selection.

EXPERT INTERVIEWERS
Aditya Aluminium nurtures a pool of interviewers from its
senior and middle level management having expertise in
interviewing skills

Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree

Out of a total of 50 responses, 19 respondents strongly agree

and 17 respondents agree that Aditya Aluminium nurtures
a pool of experts from its senior and middle level of

78
 management for interviews i.e. 72% of the respondents
agree to the
Above question.

79
CONCLUSION

Aditya Aluminum has a very effective recruitment and selection module. The GROUP has set an
example in the field of Human Resource Development with the ‘BEST EMPLOYER” award in
2007.

It has also been successful IN HIRING THE RIGHT CANDIDATE AT THE RIGHT TIME AT
THE RIGHT PLACE.

The transparent and effective recruitment process at Aditya Aluminium of employees has
brought about significant changes in the performance of the employees to achieve the
organizational goal. . It has also facilitated the employees in taking up higher responsibilities.2

The time gap between tracing the vacancy and appointing candidates is appropriate and is done
at the right time. 3

The interpersonal relationship and the moral of the employees are also on high as a result of
4
hiring candidates with the appropriate attitude.

80
SUGEGESTIONS

 There shouldbe recruitmen

institutes like IIT, IIMetc w
for better source.
 There should be more awa
candidates can be attracted
 Regular job rotation and jo
 Clear cut job descriptin sh
 Promotion process should
 Big players are emerging i
gives rise to attrition. So e
81
82
The pie chart below shows the cumulative result of the effectiveness of the pre
training at Aditya Aluminium.

S T R O NG L Y
D IS A G R E E , 3 , 1 %
D IS A G R E E , 2 8 , 8 % S T R O NG L Y S T R O NG L Y A G R E E
NE UT R A L , 4 7 , 1 3 % AG REE, 119, 33% AG R EE
NE UT R A L
D IS A G R E E
AG REE, 169, 45% S T R O NG L Y D IS A G R E E

Our analysis shows that 33% of the respondents strongly agree

that the recruitment process at Aditya Aluminium is effective.
Another significant percentage (45%) has opted for ‘agree’ as
their response.
Hence we can say that the recruitment at Aditya Aluminium is
effective.

83
84