RECRUITMENT AND SELECTION PROCEDURE OF SUNIL HEALTH CARE LIMITED

A PROJECT REPORT

Submitted in the fulfillment of the Requirement of the Award of the Degree of Master of Business Administration (YEAR 2010-2011)
Supervised By:
Mr. S. Nath Sunil Health Care Limited, Alwar (Rajasthan)

Submitted By:
Vikram Singh MBA IInd SEM Roll No.7524

POORNIMA SCHOOL OF BUSINESS MANAGEMENT

1

ISI-6, RIICO Institutional Area, Goner Road, Sitapura, Jaipur

DECELERATION

I Rohini Saini hereby declare that the project work entitled Recruitment and Selection Procedure of Sunil Health Care Limited is an authenticated work carried by me at Sunil Health Care Limited under the guidance of Mr. Yashpal Sharma & Mr. S. Nath for the award of the degree of Master of Business Administration & this work has been submitted to Banasthali University, Rajasthan.

Vikram Singh MBA IInd SEM

ACKNOWLEDGEMENT

The present work is an effort to throw some light on Recruitment and Selection Procedure in Sunil Health Care Limited Alwar. The work would not have been possible to come to the present shape without the valuable guidance, supervision and cooperation of various staff members of Sunil Health Care Limited especially staff of HR deptt.

With deep sense of gratitude I acknowledge the encouragement & guidance received from my project supervision and support by Mr.S. Nath,Head of Quality Assurance & Mr. Yashpal Sharma Manager in HR deptt. and mature and refined overall advise by the Head of the Department Mr. Srikant Gupta . I convey my heartful affection to all those people who helped and supported me during the course of my training, for understanding various functions of HR deptt and subsequently completing my Project Report well in time. Vikram singh

PREFACE

Theoretical knowledge without practical knowledge is of little value. Theoretical studies in the classroom are not sufficient to understand the functioning of complex and large sized organization, a student of management can have a theoretical knowledge, but he/ she must have a practical knowledge too, so that he/she can be able to tackle the various problems that arise in business. Therefore, it becomes necessary for a management student to undergo any project work. Practical knowledge supplements the theoretical studies and covers all the possible area, which is left uncovered in classroom. A systematic practical training is necessary for a trainee to bring in him the confidence for job performance and mental preparation which enables him to take up future job responsibility. It exposes student to invaluable treasure of experiences. I had received training at Sunil Health Care Limited, Alwar in HR Division. During the training program, I got the opportunity to learn valuable things regarding management. It was my fortune to get the training in a very healthy atmosphere. The management of the company offered learning situation, sufficient facilities and training opportunities to fulfill the objectives of training. The overall gain to me will be reflected in the report itself.

This project has really exposed me to a far new world and I sincerely hope that Sunil Health Care Limited, Alwar will find my study equally valuable as I found it in shaping my career.

TABLE OF CONTENTS

S.No. 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. 13.

TOPIC Executive Summary Company Profile and History Group Company Detail Introduction to topic Recruitment and Selection Practices Process of Recruitment and Selection of SUNLOC Career Path and Training and Development Objective, Scope and Limitations Research Methodology Data Collection and Analysis with Graphical Presentations Findings Suggestions and Conclusion Bibliography and Annexure

PAGE No. 6 7-12 13-17 18-19 20-27 28-39 40-42 43-44 45-48 49-55 56-57 58 59-62

EXECUTIVE SUMMARY
Existence of any organization depends upon its sustainability in a dynamic, vibrant and competitive environment. In the rapidly changing business dynamics and new socio-economic where the movement of capital and technology is virtually free the only resource that can give an organization a cutting edge competition is HUMAN RESOURCE and its efficient management. The management of Human Resources largely depends upon the quality of HR recruitment and selection which constitute statement of vision and objectives of the organization essentially required to guide management functions. The genesis of HR recruitment and selection lies in the organizations values, philosophies, concepts and principles. Sunil Health Care management has always given utmost importance to the fact that the employees are highly motivated who can contribute their best for the organization and the procedure of recruitment and selection which is based on equitable, transparent and fair principles do contribute towards this Endeavour. The hallmark of a good recruitment and selection is not only its coverage but also how it is communicated and effectively put into practiced to the people responsible for decision making and also those effected by the decisions. A well conceived and transparent personnel recruitment procedure is required for efficient management of human resource function. The extensive study of HR recruitment and selection procedure of an organization gives a wider panoramic view of process of formative functioning of the organization.

COMPANY PROFILE

SUNIL HEALTHCARE LIMITED is leading manufacturer of Hard Gelatin Capsule Shells. We were the first to introduce self locking capsules in India way back in 1976. Today the Company's customer list consists of "who's who" of the Indian Pharmaceutical Industry. It ventured into exports about 11 years ago and exports its capsules to Middle East, South Africa & West Africa and Europe. Exports accounts for about 30% of its turnover.

History: We are one of the oldest and leading WHO GMP certified manufacturer of Empty Hard Gelatin Capsules SUNLOC in India, commissioned on 23rd April 1976. We were the first to introduce the concept of Self Locking Type Capsules in India in late Seventies. Location: The state of art manufacturing premises is 160 Kilometers (99.5 Miles) south of National Capital, Delhi, at Alwar in Rajasthan State.

Production Capacity: We have 13 automatic capsule manufacturing machines having a production capacity of 4,700 million capsules per annum. At present, we are manufacturing capsules of size 00, 0-EL, 0, 1, 2, 3 and 4.

Machine Suitability: SUNLOCTM Capsules are suitable for filling on various types of

automatic

high

speed

filling

machines

i.e.

1,50,000

capsules

per

hour.

Customer base: Our major customers in India include leading multi- national as well as Indian companies such as ; Pfizer, Glaxo, Ranbaxy, Dabur, Solvay, Cadila, Sun Pharma, Wyeth Ltd., Intas, Alembic, Panacea Biotech etc.

For the last few years we have been supplying SUNLOCTM capsules to our buyers in Middle East, South Africa, West Africa and Europe.

Product Specification:
Description: The SUNLOCTM hard gelatin capsule shells consist of two cylindrical, telescoping pieces (cap and body), where one end of each is rounded and closed and the other open. Each piece can be transparent, partially opaque or completely opaque; if colored, of identical or different colors; and be unprinted, printed, or bear other surface markings. The cap overlaps the body and maintains a tight friction closure. The closure may be strengthened by additional means. Contact Sunil Healthcare if you have requirements for customized capsule shapes. Odor: SUNLOCTM do not develop any foreign odor when kept in a well-closed bottle for 24 hours at a temperature between 30 and 40 Celsius Identification: Boil one capsule shell with 20 ml of water, allow cooling and centrifuging. To 5 ml of the supernatant liquid add 1 ml of picric acid solution and to another 5 ml add 1 ml of tannic acid solution; a precipitate capsule is produced in each 8 case. minutes.

Disintegration:

SUNLOCTM

disintegrates

within

Microbial limits: Total microbial count, not more than 200 CFU per gram. Our capsules are free from Escherichia coli, Salmonellae, Staphylococcus aureus and Pseudomonas auroginosa.

Loss of drying: Between 13.5 and 15.5 %.

Product Features:

SUNLOCTM capsules are designed after reviewing the performance of latest generation automatic type filling machines, which are capable of very high speed product filling simultaneously. The The high pre-locks cap and are body positioned separation speed in such a way so storage to and prevent during packaging, filling transportation. operation.

Easy separation of cap and body under suction vacuum on the filling machine facilitating Air vents facilitate easy escape of the air inside the capsules during the closing and locking operation on the filling machine. It also helps to avoid oxidation during drying.

Finally the double locking rings on the cap and body hold the capsule securely together to assure a consistent joined length allowing for an efficient blister or foil packing of the capsules.

Printing Facilities:
The customized printing matter on the capsule helps easy product identification for the pharmaceutical oral dosage forms. Our company has a modern printing department and has facilities for doing axial / linear and spin / circular / radial printing with or without orientation on SUNLOCTM Capsules in single or double link as per the need of customer.

The printing message is engraved on the high quality stainless steel suitable for use in pharmaceutical industry. On the printing machine, the print message is transferred from the stainless steel roller to rubber roller, which also is made of pharmaceutical grade material. The print message is then transferred The from printing the ink rubber used roller is to also the of empty food capsule. grade.

The printing operation is done under the supervision of well-trained personnel to ensure optimum quality printing.

Packing Details:
We use customized packaging to suit the different type of transportation and storage conditions: 1. Shipment by Refrigerated Container 2. Shipment by Non Refrigerated Container 3. Shipment by Air
4. After final quality inspection SUNLOCTM capsules are weight counted on a

computerized system, which is sealed and placed in the EPS box. The closed EPS box is 10

covered by a corrugated container. The package is then clearly labelled as required by GMP guideline.

The capsules are then warehoused, shipped and distributed in temperature controlled facilities and containers. This assures that the capsules arrive at the end user's facility in perfect condition.

Packing

Specification:

SUNLOCTM

Capsules

are

packaged

in

:-

Outermost, durable 5 ply corrugated box protects from the external shocks and damages. Lined with or without expanded polystyrene sheet of 30 mm thickness with 30 kg per meter 3 density, which protects against the external heat. The innermost layer is 130 micron antistatic type polybags approved for use in food and pharmaceutical industries which resist the water vapor transmission rate to deteriorate the safely packed capsules from temperature and humidity variation during global transportation. Lot Size: Our standard order lot size of any color / size are 2 Million Capsules. Packing Details Refrigerated Container

SN (A) Box 1 2

Terms

Non Refrigerated Container

Outer dimension of Corrugated Box (mm) (LxWxH) Inner dimension of Corrugated Box

550x450x710 540x440x700 5 0.18 0.17

560x540x740 550x530x730 5 0.23 0.21

(mm) (LxWxH) 3 Number of Ply in the Corrugated Box 4 Outer Volume of Corrugated Box (cbm) 5 Inner Volume of Corrugated Box (cbm)

11

6 Size of EPS box (mm) (LxWxH) Inner dimension of Corrugated Box 7 after placing EPS box (mm) (LxWxH) Dimension of food grade, Antistatic 8 type Poly Bag (mm) (LxWxH) Thickness of food grade, Antistatic type 9 Poly Bag (micron) (B) Number of box per container 10 20 feet container (nos) 11 40 feet container (nos) (C) Capsule Quantity & Weight

----470x546x1118 130

550x530x720 490x470x670 470x546x1118 130

120 320

120 252

00 12 13 14 15 16 17 18 19 20 Capsule Quantity per box for refrigerated container (nos) Capsule Quantity per box for non refrigerated container (nos) Capsule Quantity per 20 feet refrigerated container (million) Capsule Quantity per 40 feet refrigerated container (million) Capsule Quantity per 20 feet non refrigerated container (million) Capsule Quantity per 40 feet non refrigerated container (million) Gross Weight of capsules per box for refrigerated container (kg) Gross Weight of capsules per box for non refrigerated container (kg) Net Weight of capsules per box for

0-EL

Capsule Size 0 1 2

75000 90000 100000 125000 175000 225000 300000 75000 90000 100000 125000 175000 225000 300000 9 24 9 18.9 11 12.9 8.3 8.3 9 24 9 18.9 11.9 13.8 9.2 9.2 12 32 12 25 12.3 14.2 9.6 9.6 15 40 15 31.25 12.2 14.1 9.5 9.5 21 56 21 44.1 13.7 15.6 11 11 30 80 27 56.7 15.2 15.85 12.5 11.25 36 96 36 75.6 14.7 16.6 12 12

refrigerated container (kg) 21 Net Weight of capsules per box for non

12

refrigerated container (kg)

1.4 GROUP / COMPANY DETAILS:

Shalimar Group consists of 5 highly dynamic Companies, all pioneers in their respective fields, meeting critical quality parameters of industrial customers. Alongside the mainline Companies, a Service Company provides in-house specialized services. Today, Shalimar Group has employee strength of 2000 and the Group Companies are engaged in diversified Industries like Paper Industry, Automobile Industry, Non ferrous Industry, Steel Industry, Electronic Industry, Pharmaceutical Industry, Jute Industry, etc.

Business Drivers:
Core Values
Maximization of Profits for Stability and Growth of the Shalimar Group Attainment of Employee Satisfaction Practice of Environmental Friendliness Fulfillment of Social Responsibility

Corporate Focus
We shall leverage on Technology and Working Capital Management to produce products for Total Customer Satisfaction.

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BUSINESS AT GLANCE

Name of the company Shalimar Industries Ltd Shalimar Wires Industries Ltd Non Ferrous Wires Division Shalimar Wires Industries Ltd - Paper Mill Product Division Shalimar Wires Industries Ltd - Paper Machine Wire Industries Anil Special Steel Industries Ltd Sunil Healthcare Ltd Satya Sons Services Ltd

Line of Business Pins / Pointed Wire Products, Shuttles and Staves. EDM and other Non-Ferrous Wires like Copper Alloy Wires, Phosphor Bronze Wires, Zippers Flat Wires, Tooth Brush Anchor Wires, etc. Forming Fabric and Paper Machine accessories Wire Mesh and Paper machine products, Fine Wires & Filters. Cold Rolled and Hardened & Tempered Steel Strips Empty Hard Gelatin Capsules Corporate Services

VISION:Shareholders, Employees, Banks, Suppliers and customers should feel happy & proud in dealing with Shalimar Group.

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MISION:To add value to all stake holders through employee empowerment & total commitment and to be the company of first choice in our products by continuously caring for our customers through. Zero defect in quality. Zero defect in delivery. Continuous value enhancement through technology up- gradation.

CULTURE:Sense of Belongingness, Team Work, Total Commitment, Respect of Others, Honesty & Integrity, Positive Attitude, Initiative, Self Discipline, Cost Consciousness, Social Responsibility and Faith of God.

ENVIRONMENT:We people to maintain & improve the environment through our environment system as per ISO 14001 certification in accordance with the national & local environment legislation. We would like to build a Vibrant High Performing Organization where individual dignity, excellence & technology are the driving force for all of us

SWOT ANALYSIS OF THE COMPANY

15

STRENGHTS
SUNLOC has a very efficient and professional management team. SUNLOC being a national company has sufficient resources and capital to invest. SUNLOC has ISO/TS: 16949:2002 & ISO 14001certificates. The investment procedure of SUNLOC to invest its surplus funds is satisfactory.

WEAKNESS
SUNLOC is facing difficulties to retain best employees.

OPPOURTUNITIES
The company will continue to levered its brand value to capitalize on existing opportunities available through trade channels, including stockiest, hospitals & other institutions. The company has chalked out key marketing strategies to tap the potential offered by the Indian Economy and the booming health care services industry. The company continues its focus on existing and new off patent generic products in the developed market.

THREATS
The increasing attrition rate is one of the threats faced by SUNLOC. In some sections of Company involves high technology and high risks.

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RECRUITMENT AND SELECTION

INTRODUCTION TO THE TOPIC

The most significant assets of any organization are its Human Resources i.e. Manpower. The caliber of people working there in the organization is the factors on which its success or failures largely depend. Without positive and creative contributing from manpower no organization can prosper. All organizations need to search manpower, recruit right people with requisite skills, qualifications and experience in order to achieve the goals or objective and to smoothly run the activities of organization but while doing so present as well as future requirements of organization must be kept in mind.

MEANING OF RECRUITMENT

17

Recruitment is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and it ends when their proper applications are submitted. The result is a pool of applicants from which new employees are selected. Then process extends to screening of applications. In simple terms recruitment is understood as the process of searching for manpower and obtaining applicants for jobs from among who right Manpower can be selected. In the words of Yoder, Recruitment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment needs are three of three types- planned, anticipated and unexpected. Planned needs are arise from changes in organization and retirement policy. Resignations, deaths, accidents and illness give rise to unexpected needs. Anticipated needs refer to those movements in human resource which an organization can predict by studying trends in the internal and external environments.

FEATURES OF RECRUITMENT:1. Recruitment is a process or a series of activities rather than a single act or event. 2. It is a linking activity as it brings together those with jobs (employer) and those seeking jobs (prospective employees). 3. Recruitment is a positive function as it seeks to develop a pool of eligible persons from which most suitable ones can be selected. 4. The basic purpose of recruitment is to locate sources of people required to meet job requirements and attracting such people to offer them self for employment in the organization. 5. It is a two way process. It takes a recruiter and a recruitee. Just as the recruiter has a choice whom to recruit or not, similarly the prospective employee can choose for which organization to apply for a job.

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MEANING OF SELECTION
Selection is the process of choosing the most suitable persons out of all the applicants. In this process, relevant information about applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled. Selection is a process of matching the qualifications of applicants with the job requirements. It is a process of weeding out unsuitable candidates and finally identifies the most suitable candidate. Selection divides all the applicants into two categories- (a) suitable, and (b) unsuitable. The purpose of selection is to pick up the right person for every job. Selection is an important function as no organization can achieve its goals without selecting the right people. Faulty selection leads to wastage of time and money and spoils the environment of an organization. Scientific selection and placement of personnel can go a long way in building up stable work force. It helps to reduce absenteeism and labour turnover. Proper selection is helpful in increasing the efficiency and productivity of the enterprise.

RECRUITMENT AND SELECTION PRACTICES

1. INTRODUCTION : SUNIL HEALTH CARE LIMITED believes in translating its business strategy into a

manpower plan and develops a recruitment program accordingly, which will enable it to attract and select people with the appropriate combination of experience, skills and knowledge.

1.1

OBJECTIVES
Build the SUNIL HEALTH CARE brand in the Market Ensure availability of the right talent at the right time Evaluate through a scientific process that ensures the right fit between the organization and the candidate.

The Main Objectives of the Recruitment Policy at Sunil Health Care are outlined as follows:

1.2

SCOPE OF THE POLICY

19

The Policy is applicable to all the employees of SUNIL HEALTH CARE across all grades, locations and departments.

1.3 ESSENTIAL FRAMEWORK

SUNIL HEALTH CARE will work towards designing and institutionalizing the following essential frameworks/process to ensure the effective deployment of this policy: 1.Productivity and Staffing norms: The company will undertake a process of setting these norms through internal benchmarking across different locations 2. Competency Framework: The Company will invest in defining a competency framework which will consist of the following: Managerial and Technical competencies for all functions Proficiency scale and competency benchmarks for each unique position, which would define the expected level of proficiency for each competency. This framework will guide the interview and selection process and ensure the right that only those candidates who fit with the organizational requirements are hired. 3. Job Evaluations: A job evaluation/classification exercise will be conducted to understand the value of each job so that each job is attached a value or a corresponding grade. A mismatch between the grades and the appropriate grade for the position will be eliminated over a period of time.

1. Interviewer Training: A process to certify internal interviewers in selection skills will facilitate in standardization of the process, thereby ensuring the quality of recruitment. 2. Internal Database: An automated database consisting of potential candidates (walk-ins, unsolicited applications, advertisement responses) will scientifically strengthen the recruitment function with the Company.

20

3. Grade Structure: Grades are a way of grouping jobs of similar value. The company should eventually move to a job value system where each job has a unique value. The main objective is to rationalize and simplify the existing grade structure so as improve efficiency in HR processes and to flatten the organizational structure, thereby improving performance effectiveness.

2. MANPOWER PLANNING
Manpower planning is a key input to the recruitment process. The objective of manpower planning is to determine the human resource needs of the organization and secure qualified people to meet those requirements both through internal and external recruitment. Manpower productivity and staffing norms will form the basis of manpower planning process, since these will help set standards while forecasting manpower requirements.

The following schematic outlines the various stages and timeliness for the Manpower Planning process of the Company:

Manpower forecasting
Initiated by individual departments. Departments fill out the forecasting form as per projected estimates for the Mm year and send it to HR.

Manpower Gaps
HR calculates the gap between the current and Projected numbers.

Manpower Budget
HR prepares manpower plans for the year captures data about the required number of
personnel in the terms of grades, skills, roles and locations

Approval by the Management

Requisitions
21
Department Heads send out Manpower requisitions as per the standard recruitment time.

Manpower Forecasting

Manpower Inventory
HR prepares a manpower inventory, taking into account the 2. existing manpower in terms of grades, roles and locations.

Recruitments
Recruitment against the specific requirements

Annual Resourcing Plan

HR plans the methods/strategie s for fulfilling the planned gaps.

2.2

Manpower Inventory: HR will prepare the current manpower status of each

department, including an analysis of the current manpower at each location, grade and skill summary. 2.3 gaps. Options for redeployment through retaining, transfers, promotions will be considered. Where these options do not exist, options for recruiting from external sources will be taken into account.

Identifying Manpower Gaps: The existing number of employees and their skill

levels will be compared with the forecasted requirements to identify qualitative and quantitative

2.4

MANPOWER PLANS

22

On the basis of the identified gaps, HR will prepare an overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan will also contain details on: Department wise numbers for transfers, retaining and promotions. Department wise numbers for external recruitment. The final manpower plan will be prepared. Once completed, it will be put up for approval by all department heads and the Managing Director.

NEED FOR MANPOWER PLANNING:(1) To carry on its work, each organization needs personnel with the necessary qualifications, skills, knowledge, work experience and aptitude for work. These are provided through effective manpower planning. (2) Since a large number of persons have to be replaced who have grown old, or who retire, die or become incapacitated because of physical or mental ailments, there is a constant need for replacing such personnel. Otherwise, the work would suffer. (3) Human resource planning is essential because of frequent labour turnover which is unavoidable and even beneficial because it arises from factors which are socially and economically sound such as voluntary quits, discharges, marriage, promotions, or factors such as seasonal and cyclical fluctuations in business which cause constant ebb and flow in the workforce in many organizations. (4) In order to meet the needs of expansion programmes human resource planning is unavoidable (it becomes necessary due to increase in the demand for goods of the same goods and services with growing population, a rising standard or living --- large quantities of the same goods and services are required. (5) The nature of the present workforce in relation to its changing needs also necessitates the recruitment of new labour. To meet the challenge of a new and changing technology and

23

new techniques of production, existing employees need to be trained or new blood injected in an organization. (6) Manpower planning is also needed in order to identity areas of surplus personnel or areas in which there is a shortage or personnel. If there is a surplus, it can be redeployed; and if there is shortage, it may be made good.

24

(A) MANPOWER PLANNING:

Manpower planning fulfills individual, organizational and national goals. The main purpose is one of matching or fitting employees abilities to enterprise requirements, with an emphasis on future instead of present arrangements. The objectives may be laid down for a short-term (i.e., for one year). For example, the short-term objective may be to hire 25 persons from Scheduled tribes or Backward Class for purposes of purposes of training. The long-term objective may be to start a new industry, to expand the market, to produce a new product, to develop its own sales force rather than depend on distributors, or to have minority group members eventually in position of middle and upper management cadres.

(B) FORECASTING THE MANPOWER REQUIREMENTS:

The management must estimate the structure of the organization at a given point in time. For this estimate, the number and type of employees needed have to be determined; many environment factors affect this determination. They include business forecasts, expansion and growth, design and structural changes, management philosophy, government policy, product and human skills mix, and competition.

After estimating what the future organization structure should be, the next step is to draw up the requirements of human resources, both for the existing departments and for new vacancies.

In determining the requirements of human resources, the expected losses which are likely to occur through labour turnover --- quits, retirement, death, transfers, promotions, demotions, dismissals, disability, resignations, lay-offs, and other separations --- should be taken into account.

It may be noted that for purposes of manpower planning, the main dimensions to be taken into consideration are: (i) The total number of personnel available, this could be obtained from the payrolls and other personnel records, such as the applications for employment. 25

(ii)

The job-family, i.e., a detailed job-description for each position such as stenographers who may belong to various departments, e.g., finance, marketing, personnel, public relations, general administration, etc.

(iii)

Age distribution of the employees, available in the present departments, in the agegroups 20-29 years; 30-45 years; 46 years and above.

(iv)

Qualification and experience desired, such as a person with 5 years or 10 years experience in a particular branch/job; and wither under-graduate, post-graduate, diploma holders, etc.; or with specialized knowledge in the field of marketing, finance, computer programming or engineering work.

(v)

The salary range, etc.

(C) AUDITING HUMAN RESOURCES:

Once the future human resource needs are estimated, the next step is to determine the present supply of manpower resources. This is done through what is called Skills Inventory. A skills inventory contains data about each employees skills, abilities, work preference and other items of information which indicate his overall values to the company. Some organizations do not compile a Skills Inventory but prepare Organization Charts to determine how many people, at what level, in what position and what kind of persons age, the number of years he has been in a particular position, and his fitness for promotion. Once the present manpower resources are determined, the personnel department can estimate what changes will occur in the present labour force in the next few years, say, 5 years.

(D) JOB ANALYSIS:

After having decided how many persons would be needed, it is necessary to prepare a job analysis, which records details of training, skills, qualifications, includes the preparation of job description and job specifications. This has been discussed in the later section of this chapter.

(E) DEVELOPING A HUMAN RESOURSE PLAN:

26

This step refers to the development and implementation of the human resource plan, which consists in finding out the sources therefore, is to decide on the policy --- should the personnel be hired from within the promotional channels or should it be obtained from an outside source. The best policy which is followed by most organization is to fill up higher vacancies by promotion and lower level position by recruitment from the labour market.

RECRUITMENT AND SELECTION PROCEDURE OF SUNIL HEALTH CARE LIMITED

27

SUNIL HEALTH CARE is equal opportunity employer and does not distinguish between potential candidates based on age, gender, disability, nationality, ethnic origin, sexual orientation, religion, race, color and family status. Even after the manpower plan is approved, all vacancies will be filled only after the formal requests have been to fill these vacancies. All requests for a new position must be sent to HR in a Manpower Requisition Form after approval from the HOD. Human Resource will then manage the process of recruitment and selection with inputs from the line function

RECRUITMENT AND SELECTION PROCESS:-The

following schematic

outlines the process flow for recruitment and selection process at SUNIL HEALTH CARE:-

(1) Receive Approved Requirement from Head of Departments:- Basically the

requirement of employees is triggered by the HODs of the different departments in the organization. They made the full report of needed employees number and that much of there qualification and they also mentioned how many are fresher from them and how many are experienced they are needed. They send the requirement to the Human Resource Department and it was the responsibility of HRD to engage employees for the organization.

(2) Study Requirement & Try to Fill Up Through Internal Resources:-First

of all, the HRD have studied the requirement of employees very carefully then they have tried to fill up within organizational resources. Because the Company believes in offering opportunities for growth and career progression to its employees; thus each time a requirement arises, internal recruitment will be a preferred mode. For every vacancy arises below. Level, an option of filling the post initially will be considered. HR will place an advertisement on the intranet. The advertisement will contain the following details: a. Job Profile b. Educational qualifications, Skills, Experience c. Last date of receiving Applications

28

d. Contact person in HR Meantime the HR Department sends the report to Chief Operating Officer for approval.

(3) Approval from C.O.O.:- As per the rule and policy of the company approval of COO
is required on the recruitment of the manpower already planned or the new requirement arises and for approval the combined manpower request will be submitted with the required Job Specification, Job description and job evaluation etc. and on approval the further course of action will take place like advertisement of the post, contacting of manpower placement consultants, employment exchange, personal references and professional bodies and institutions and colleges and on receipt of CVs/Resumes and applications through e-mails, posts, couriers and by hand :All Applications will be screened for the eligibility against pre-determined criteria for the vacancy. HR will prepare a list of eligible applicants and seek approval from the Chief Operating Officer.

(4) INTERNAL RECRUITMENT: (A) Reallocation of Job & Inform to Requirtee: - If approval is given, HR will send
a notification to the eligible candidates via email. Applicants who are not found eligible will also be notified via email.

Eligible candidates will undergo a panel interview. Travel for Interview: As per eligibility in current grade.

(B) Any On Job Training Required: - After receiving the approval by the Chief
Operating Officer it was the responsibility of the HRD to make the training makes the work

29

condition easy for the employee to do work. Arrangement of the any on job training which will be required for the development of the employees and Company. (C) Provide Training through Internal Resources:-It is HR Department who made arrangement of the training of on job employees by providing training through internal resources.

(D) Is Training Effective: - It is the responsibility of the HRD to judge that the training
which was provided to the employees is effective or not by conversing the candidates who are receiving training. If there is no need of the any on job training then there will be no need to arrange the training resources then only the candidate have to assign his job related responsibilities.

(E) Deploy for New/Additional Responsibility: -

Wherever the employee is

moving to a higher level post, he has to assigned new or additional responsibilities. Before the employee takes over his/her new position, there will be a handover period of one month. However this maybe reduced at the discretion of the current Reporting Manager because his level increases as his responsibility towards his job and Company increases.

(F) Provide Mandatory Training Suiting To His Job Responsibility: - The

mandatory training which is suitable to post of employees are managed by the HRD of company. It is the duty of HRD to manage the proper training programme according to job profile or which suitable to the participants position or post in the company because

(G) Training Process:- Training process adopted by the organization is different for
various departments trainee like the management trainee have to work on the projects according to there specialization and the diploma and degree have to work with workers on shop floor so that they can learn things which they were studied in books.

Relocation: If the employee needs to relocate to a different city to take up the new position,
the company will reimburse as per the relocation policy.

(5) EXTERNAL RECRUITMENT

The need of the external recruitment is arises when the Chief Operating Officer refused to fill up the vacant posts by the internal resources then the process of recruiting employees from the 30

external recruitment adopted by the HR Department. The entry level recruitment is used for fresh B FARMA, diploma holder, graduates and postgraduates who are taken as casuals, B. Scs, Executive Trainees and Management Trainees or for individuals joining at entry-level positions in the Company.

(A) Look For New Person Through Contract/Advertisement/Placement:Depending upon the requirements projected in the manpower plan, the company will recruit Management Trainees, B FARMAs, DFARMAs and B.Sc from direct interview, through placement cells, through references or contract of the employees working in the company and by advertisement publish in newspapers. These individuals are joining at entry-level position in company. If candidate possess less than one year of work experience, he/she will be treated as a fresh hire (entry level recruitment). Trainee Schemes Management Trainees

(1)Recruitment Process of Management Trainee:Management trainees will be sourced from the different modes of recruitment available is Database Hiring, Internet Hiring, Employee Referrals and Advertisements.

Database Hiring: When any recruitment of management trainee requirement arises, the
internal applicant database will be referred to. Eligible applicants will be selected by their qualifications, experience and training. HR will forward a copy of the candidates list to the requesting department along with the resumes of the five highest ranked candidates. Candidates short listed from this list will be called for an interview.

Employee Referrals:
HR will intimate the panel members of the interview schedule at least 2 days prior to the start of the first interview. Panel members will be provided in advance with a Candidate Assessment Folder consisting of the candidates resume, career history and interview observation form.

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Reference Checks:
Selected and offered candidates will be required to furnish 2 Industry based references (one of whom the candidate has worked with for a minimum period of one year). HR will conduct the reference check and record observations within 15 days of sending the offer letter. If the reference check is not satisfactory, offer will be revoked with immediate effect. Referrals from the employees must be encouraged as they not only imply a lower recruitment cost as compared to advertisements or recruitment firm, but the reliability of candidates is also higher due to fact that they are coming through a known and trusted source. HR will advertise the vacancy on the companys intranet. The advertisement will consist of the Job Profile, Employee Profile, and Last date of application and the name of contact person in HR. HR will send an acknowledgement to the referee. This will be done within 2 days of the application

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THE FOLLOWING SCHEMATIC DESCRIBES THE REFERRAL PROCESS:

Employee referral mail

CV Received Yes

CV in database?

Inform employee

Allot reference no. No Screen for eligibility Inform employee

Selection process

Reference checks Satisfied Offer Candidate Inform employee

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Media Adver tisement

In case the number of vacancies is large, advertisements may be released based on recommendation of the HR head and an approval from the Directors. The advertisement will adhere to the prescribed standards and will contain the following details: Brief Profile of The Company Brief on Job Responsibilities Employee profile- Age, experience, educational qualifications Locations Email ID/Postal Address for receipt of Resumes

Inter net Recr uitment Fir ms

Internet recruitment firms such as naukri.com and jobsahead.com can be used for any level of recruitment. HR head will be the final contact.

Positioning of trainees selected trainees will be positioned at the following grades: Fresh Graduates: Candidates with a Masters in Business Administration/Chartered
Accountants will be placed at the Management Trainee grades and will get confirmed in level. After successful completion of the training period.

Experience: Student with relevant work experience of 1 3 years will be given weight age
but will be taken as Management Trainee. Any candidate with more than three years of work experience will be considered a lateral recruit and appropriate fitment will be done 34

(2)Recruitment of B FARMAs, DFARMAs and B.SCs:A. Campus Recruitment:- B FARMAs, DFARMAs and B.Scs are sourced from
campus available in the country and arrive at average campus for the current year the company will target institutes that are near to the company and ranked above the 50th and more to the ranking developed.

B. Recruitment days given: The company will give preference to the Institutes who are
willing to give either day 0, 1 or 2

C. Campus Specialization: Relevance of courses offered to the companys business. D. Campus Relationship: The Company will develop close relationships with targeted
campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc. An attempt will be made to include a cross section of Institutes across the country to ensure diversity in the campus recruitment process. Additionally, freshly qualified persons from different areas shall be selected as per the requirement.

Positioning of trainees selected trainees will be positioned at the following grades: Fresh B FARMAs, D FARMAs and B.SC :- Students with Engineering degree will
be placed at the B FARMA, students diploma will be placed at the D FARMA and B.SC will be placed at as trainee and will get confirmed in level. After successful completion training period. of the

35

Experience: Students with relevant work experience of 1 3 years will be given weight age
and B. Farma, D. Farma taken as engineers and B.SC will be taken as product line manager. Any candidate with more than three years of work experience will be considered a lateral recruit and appropriate fitment will be done.

Recruitment Process
The recruitment process for the B. Farma, D. Farma & B.SC will be as follows:HR will initiate the campus recruitment process by sending the companys literature to the campus, one month before the proposed date of recruitment. This will contain brochures of the company literature containing information about the company, the job profile and the remuneration package. Pre Placement Talks: HR will coordinate with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT) The HR head and a senior line Manager will form the Pre Placement Team. The following information will be carried to the Pre Placement Talks: a. Brochures or company literature containing information about the company, job profiles and the remuneration package. b. Application blanks c. Number of job openings Eligibility criteria for candidates will be given to the Placement Officer at the end of the PPT.

Eligibility
The following eligibility criteria will be used to short list applicants from various Institutes:

36

a. B. Farma & B. SC will be recruited from the campus placement. b. Projects undertaken at the summer trainee/internship level. c. For B. Farma, D. Farma, B.SC i.e. preferences their all exams with good marks. are given to those candidates who clear

(6) Receive Bio-Data: - HR will conduct an initial screening based on the details provided
in the CV, and also the pre determined criteria. HR will then create a candidates list using set priorities when there is more than one qualified applicant interested in the same position.

(7) Short List Candidates: - The Placement Coordinator/Administrative office will short
list candidates on the basis of predetermined eligibility criteria and sends the list of short listed students to the company at least one week before the date of campus interviews. HR will then screen the application blanks that are received and short-list them a second time according to the eligibility criteria. Any deviations will be highlighted and justified. A final list of candidates selected for interviews will be sent back to the Institute no later than one week before the selection process. The selection process will be divided into two level of interview pattern will be adopted by the company.

(8) Issue Interview Letter: - Interview letter will be issue to the short listed bio-data or
candidates and some of the eligible candidates are inform by phone by the HR department of company.

(9) Fill up Employment Form: - Eligible candidates for interview will be given to fill up
the employment form before the 1st level interview.

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(10) Interview 1st Level by Team: - A preliminary interview with HR will be conducted
prior to the panel interview. The preliminary interview may be conducted via telephone if it is a case of an outstation candidate.

(11) Short List Candidates for Final Interview: - HR will intimate the candidate
about interview time, date and venue for the final interview after a Preliminary interview; the candidate will undergo a panel interview as per the panel composition in Appendix II. Observations will be recorded in the interview observation form.

Suggested Selection Criteria for Students

It is imperative to not only recruit those students who do well academically but also those who possess a winning attitude but may not have done as well academically. The following selection criteria can be used as a guide:

a. Academics Focus on students who have consistently done exceptionally well b. Extra and Co curricular activities Focus on Leadership, Initiative c. Personality and Attitude Focus on Communication, Presentation and Teamwork

(12) Settle Final Terms & Condition of Employment: - Finally the terms &
conditions of employment will be settled down between the selected candidate and final interviewer or the final interview panel.

38

(13) Issue Offer Letter:- Offer Letters will be sent to the selected candidates within 7 days
of the selection process at the Campus or interview held on within company. Candidates have to indicate his/her acceptance by signing and returning the copy of the letter to HR not more than15 days after receipt of the letter.

(14) Joining Formalities:- After accepted the offer letter candidates will call for
completing the joining formalities which he/she have to complete before his confirmation of the department which will allotted by his/her preferences and HODs of respective department.

(15) Issue Appointment Letter: - After completing the joining formalities HRD have
issues appointment letter to the respective candidates or selected candidates.

CAREER PATH TRAINING AND DEVELOPMENT

39

TYPES OF TRAINING SCHEME Trainee Scheme (A)

Training Program: The training period will last for one year. Selected Management Trainees will be confirmed at. Level

Module 1: Induction: A three day induction period will be held for all trainees by the top
Management on the vision, mission and company policies.

Module 2: Functional Overview: All trainees will spend one week in each function for a
period of. Weeks.

Module 3: Cross Functional Training: Trainees will undertake 2 projects in 2 other

functions than their specialization. Duration of each project will be one month.

Module 4: On the Job Training: Trainees will be given 9 months of on the job training
where they will undertake projects in their department of choice/specialization according to the responsibilities accorded to their grade.

Performance Evaluation and Placement

40

Upon completion of the training period, all trainees will undergo a performance evaluation.

Process
Trainees will be required to present a report of the projects they have undertaken to the Department Head at the end of the training period. HR will schedule a performance interview for every management trainee. The panel for interview will consist of one cross functional head, Department head and HR Manager. The trainee will be assessed on the projects completed and a number of parameters listed in the Trainee Evaluation Form. The Performance Evaluation Panel will then either recommend a confirmation or separation as per the trainees performance. Upon receiving the evaluation and recommendation, HR will issue a confirmation letter to the trainee confirming him/her at Level. The separation process will be initiated for trainees whose performance is not found to be satisfactory.

Trainee Scheme (B)

Training Program:

The training period will last for one year. Selected B Farma, D Farmawill be confirmed at. level

Module 1: Induction: A three day induction period will be held for all trainees by the top
Management on the vision, mission and company policies.

Module 2: On the Job Training: trainees will be given 11 months of on the job training
where they will undertake projects in their department of choice/specialization according to the responsibilities accorded to the grade.

Performance Evaluation and Placement

41

Upon completion of the training period, all trainees will undergo a performance evaluation.

Trainees will be required to present a report of the projects they have undertaken to the Department Head at the end of the training period.

The trainee will be assessed on the projects completed and a number of parameters listed in the Trainee Evaluation Form.

The Performance Evaluation Panel will then either recommend a confirmation or separation as per the trainees performance. Upon receiving the evaluation and recommendation, HR will issue a confirmation letter to the trainee confirming him/her at ..Level.

The separation process will be initiated for trainees whose performance is not found to be satisfactory.

OBJECTIVE, SCOPE AND LIMITATIONS

42

OBJECTIVE
The objective of study is to understand and critically analyzes of the various aspects of recruitment and selection procedure in SUNIL HEALTH CARE LIMITED, ALWAR. This will help in improving the overall process from recruitment and selection making it more efficient, cost effective and least time consuming. There are some points which reflects the objective of the study in SUNLOC:1. Study the recruitment process. The Methods used for advertising for vacancies in various departments. 2. Study in detail the process of induction of new employees in the company, the schedule followed and the various facilities provided to the new employees on joining. 3. Critically examine and analyze the drawbacks/limitations if any existing in any of the processes and suggest changes/modifications wherever required.

SCOPE
The key points of my research study are:1. To study the facts about the SUNIL HEALTH CARE LIMITED as a group. 2. To understand and analyze various HR factors including recruitment and selection procedure at SUNIL HEALTH CARE. 3. To suggest any measures / recommendations for the improvement of the recruitment procedures.

LIMITATIONS
There are some limitations of the recruitment and selection procedure:-

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1. The major limitation of this that a person gets confused with requisition and recruitment. Basically, these are two different terms the major difference is requisition is the first step in the recruitment process. 2. The procedural formalities are very strenuous work and the employee sometimes feels frustrated while completing these procedural formalities. 3. On boarding through is very essential to enforce the organizational culture within the employee but a new employee feels hesitant to open up and thus feels neglected within the organization.

RESEARCH METHODOLOGY
Research Methodology is a way to systematically solve the research problem i.e. it signifies how the research is being carried out. Here we study the various steps that are adopted in 44

studying the research problem. The methodology gives the researcher a chance to put forth his views, contentions and justifications for having adopted a certain way of doing research and ruling out other possibilities. It is with this view that this chapter has been incorporated in the present work and has been divided into following sections:1) Research Design 2) Sample Design 3) Data Collection 4) Data Analysis Procedure

1) Research Design
After formulating the research objectives, the next step is to select the suitable Research Design. A Research Design is the conceptual structure within which the research is conducted. It constitutes the blueprint for collection, measurement and analysis of data. The literature has been scanned primarily from the textbook, website, company journals, publications and magazines etc. Research Design has been classified into following three categories: Exploratory Descriptive Causative Then a working hypothesis was evolved which consisted of personal investigation of exploratory nature involving original field interview on a limited scale with a view to secure greater insight into the practical aspects of the present research study. The available data was then organized in such a way that leads to right path and selecting pre-determined approach of data collection by administering questions using random sampling.

2) Sample Design 45

Examining the entire sample accurately is rewarded, but practically it is impossible because of time and money constraints. In such a case Sampling is the only technique. As such a sample design is a definite plan for obtaining a sample from a given population. Sample Design needs to be determined before data are collected. Sample Design includes the following:(i) Population The sample used in the study includes the people both from inside and outside the work place. (ii) Sampling Design Non-probability sampling method was used for collecting the data for the case study. (iii) Sampling Method To avoid the biasness in sampling, Random Sampling method has been used to get the responses from different segments of people. (iv) Size of the Sample The size of the sample is 50. This sample population includes people from different segments of the society i.e. from different professions Research Instrument Structured questionnaire has been used as research instrument to obtain information. The responses from the concerned respondents were collected personally during normal working hours. Necessary information was also sought by personal interview from the employees of the Branch.

3) Data Collection
The data collection is the gathering of needed information for making fruitful decisions that helps in successful completion of the project. Data collection is either structured or unstructured depending upon the study, Questionnaire method was found to be most effective. The 46

questionnaire was structured and non-disguised. There was also face-to-face conversation between the researcher and the respondents; the respondents were also provided feedback and clarifications behind the questions. This was deemed necessary in order to enable the respondents understand the questions in the same context, as the researcher wanted. This calls for collection of both primary and secondary data. In the present project work, both types of data are collected for achieving the objectives of present research study. Primary Data These are those that are collected afresh for the first time, and thus happen to be original in nature. Such data are administered by the authorities who themselves are responsible for their collection. Methods used for collecting it are Observation and Questionnaire. (i) Questionnaire: It is a formalized schedule to obtain and record specified and relevant information with tolerable accuracy and completeness. As such it directs the questioning process and promotes clear and proper recording. The questionnaire method has been used for the present study as shown in the annexure. Once the questions have been addressed the next step concerns the type of responses/questions. Questions can be classified into two groups: -

a) Open-ended Questions- here lists of acceptable responses are not provided to the respondent and they may answer in his/her own words.

b) Close- ended Questions- here list of acceptable responses is provided to the respondent. Dichotomous subtype questions are used for the present study. This allows only two possible answers. These questions are generally easy to ask and answer. (ii)Survey: Discussions with branch head of the bank The Structured questionnaire was administered to the selected sample size of 50. Secondary Data 47

These are those which have already been collected by someone else and which have been passed through the statistical process. The sources of secondary data used for the present study include Internet, company journals and magazines. The secondary data has been scrutinized before compilation to access its suitability, reliability, adequacy and accuracy. 4) Data Analysis To make the study meaningful the data collected needs to be edited, encoded and tabulated. This is necessary to arrive at a concrete conclusion. The raw data has no use in research until an appropriate analytical tool is used. This is essential for the study for ensuring that we have all relevant data for making contemplated comparisons and analysis. The various data obtained through the methods specified in the preceding sections have been carefully sections have been carefully edited and classified for further use in presenting the data in an easily understandable manner. Among the tools available for better analysis data tools such as pie charts, bar graphs were used.

DATA COLLECTION AND ANALYSIS

METHOD OF DATA COLLECTION

48

For the purpose of collection of data the interview of various team members and the managers have been taken. Due to time constraint it is not possible to take interview of each and every person so sample size of 100 team members have been taken in which all the 4 departments of the company has been covered i.e. Transmission control plant unit Engine block plant unit Tool room plant unit Conditioning plant unit Interviews are meetings between an information gatherer and information giver. Interview can be conducted face to face, via telephone or in a group. The key to success in using this method is identifying the right people to interview, knowing what information is needed and designing a good interview. TYPES OF INTERVIEW There are basically two types of interviews: Open interview Structured interview Open interview is exploratory. It is used when only small interviewees are needed. In the open interview all data is qualitative. Structured interview are based on questions that require yes/no, categorical and other specific answers. Whether interviews are open or structured, the interviewer should use an interview guide that ensures that the right questions are asked and allows data to be interpreted easily. A guide also serves as a means of ensuring data that can be compared among respondents. Conducting interviews takes skill and practice; however the steps and sequence of interview research involving similar procedures used in observation method.

USING THE INTERVIEW METHOD

49

Following are the various steps that should be followed while conducting an interview: Define the purpose or problem to be studied. Select the sample to be interviewed. Design the interview guide by determining the major Points, questions and sequence of interview topic. Pretest your interview guide by conducting pilot interview, with similar individuals to determine validity, accuracy, reliability &Shortcomings of interview. From pilot data, develop and refine a coding or tabulating method, which will allow you to arrange and categorize persons. Collect data by conducting interviews as scheduled. Analyze and interpret the result of your interview.

There are some recruitments and selection related data collected are:-

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1. The best way to recruitment and selection of employee in organization?

Th e b e s t w a y to r e c r u it
51 O n lin e re cru itm e n t 12 16 11 10 In te rvie w Ma n p o w e r C o n tra cto r C a m p u s re cru itm e n t 1 type

60 50 40 pe rc e nta ge 0 3 20 10 0

2. What are the internal sources used in recruitment and selection? Internal sources
46 50 40 percentage 30 20 10 0 1 Type 22 14 18 Upgrading Transfers Promotions Ifanyplzspecify

3. What are the External sources used while recruitment and selection of employees?

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External sources

Press adv ertisem ent

Educational institution

Executiv e searchagencies/ Placem ent agencies Em ploym ent exchange

4. If you use any other source except internal or external while recruitment and selection of employees in company please specify?

E tern l s u e x a o rc s

Ys e

N O

5. What kind of role recruitment and selection play for the organization?

52

Tofindanemployee

kind of role it play for the organization

18% 3%

Thebestqualifiedperson foreachjob

Toretainthemost promisingofthosehired

39% 26%

Toofferpromising opportunitiesforlifetime workingcareers Toprovidefacilities

14%

6. How can the recruitment and selection process be modified by your company so that it is successful in attracting high caliber personnel?

the changes that a company requires to attract high caliber human resource
60 50 40 30 20 10 0 48 27 25

percentage

Changesinthe techniquesof recruitment

Changesinthe Changesinthe sourceofrecruitment consideration type

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7. Techniques of recruitment and selection which your company follows?

The Techniques of recruitment that company follow

18%
Directm ethod

12% 3% 67%

Indirectm ethod Thirdparty Internalrecruitm ent

8. What do you think; Selection is a part of recruitment or different from it?

Selection is a part of recruitm ent or different from it

100 80 Percentage 60 40 20 0 Yes Res pons e No Series1

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9. Discuss the factor that influences the recruitment and selection process?

The factor that influence the selection process

Experience Reference(nominal) Qualification Qualities Comm unication Personality

22%

25%

19% 6% 22%

6%

10. The most reliable &valid tests adopted for recruiting and selecting employee in your organization?

The most reliable &valid tests in the organization

51 34 15

Percentage

60 50 40 30 20 10 0

Aptitudetest Personalitytest Achievement test Type

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FINDINGS OF THE STUDY

Through the data analysis we find that Recruitment and selection policy is a very important part of any organization. Recruitment can be done internally as well as externally. These days organization doing online recruitment and selection of manpower through wider prospect of better manpower available on online. Recruitment is not the final process, selection is also very important in it. There are so many ways of recruiting. Basically every organization goes for direct method or sometimes they have their own strategy. Experience also matter in recruitment. The procedure of recruitment and selection affects the whole organization. Recruitment and selection policy is different to organization to organization. Recruitment and selection is a continuous process and based on so many factors. If the policy is not good the organization can not move ahead. Equal opportunity employment refers to the approach of the employers to ensure the practice of being fair and impartial in the employment process. The term "Equal Opportunity Employment" was first given by President Lyndon B. Johnson when he signed Executive Order 11246 which was created to prohibit federal contractors from discriminating against employees on the basis of race, sex, creed, religion, color, or national origin. The scope of the order also covered the discrimination on the basis of the minority status.

Discrimination in employment
Discrimination refers to the any kind of prejudice, biasness or favoritism on the basis of some certain criteria:

disability race age sex sexuality pregnancy Marital status 56

In employment, no person should be treated less favorably than any other on the basis of the specified issues above. Many countries (like SA) have already implemented Equal Opportunity Act, making it against the law to treat anybody unfairly.

Diversity in workforce
With the globalization and the increasing size of the organizations, the diversity in the workforce is increasing i.e. people from diverse backgrounds, educational background, age groups, race, gender, abilities etc come together to work for one organization and common objectives. Therefore, it is the responsibility of the employer to create an equality-based and discrimination-free working environment and practices.

Equal opportunity means treating people equally and fairly irrespective of their race, religion, sex, age, disability etc. Giving women an equal treatment and access to opportunities at the workplace. Any employee should be ill-treated or harassed by the employer or other employees. Equal Employment Opportunity principles help to realize and respect the actual worth of the individual on the basis of his knowledge, skills, abilities and merit. And the policy should cover all the employees of an organisation whether permanent or temporary, contractual etc. Equal employment opportunity is necessary to ensure:

To give fair access to the people of all development opportunities To create a fair organisation, industry and society. To encourage and give disadvantaged or disabled people a fair chance to grow with the society

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SUGGESTIONS AND CONCLUSION

As a result of my study of HR practices at SUNIL HEALTH CARE, I must

conclude that HR practices and procedures at SUNIL HEALTH CARE are very sound and effective; however the consideration of the following points will definitely help the management. To carry on its work, each organization needs personnel with the necessary qualifications, skills, knowledge, work experience and aptitude for work. These are provided through effective manpower planning. Since a large number of persons have to be replaced who have grown old, or who retire, die or become incapacitated because of physical or mental ailments, there is a constant need for replacing such personnel. Otherwise, the work would suffer. Human resource planning is essential because of frequent labour turnover which is unavoidable and even beneficial because it arises from factors which are socially and economically sound such as voluntary quits, discharges, marriage, promotions, or factors such as seasonal and cyclical fluctuations in business which cause constant ebb and flow in the workforce in many organizations.

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SELECTED BIBLIOGRAPHY
Personnel management by K.V Mishra, Aditya publishing house Madras, 1992. Business Research Methodology by C.R.Kothari CHHABRA T.N, Principles & practices of management, Dhanpat Rai and co. (p) Ltd, Delhi, 2000. Practice of Human Resource by Danny Shield. Manuals from the organization. www.kdsgroup.com.

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ANNEXURES

RECRUITMENT QUESTIONNAIRE
DEPT: ____________ DESIGNATION: ____________ No of years of service: _______________ 1. When did you undergo the recruitment and selection program? ____________________________________________________ 2. Did the recruitment and selection program contribute to your settling in the organization?

3.

List three things you liked about the recruitment and selection program at SUNLOC? a) __________________________________________ b) __________________________________________ c) __________________________________________

4.

Three things you disliked about the recruitment and selection program at SUNLOC? a. __________________________________________

__________________________________________ 60

__________________________________________

5. What facilities were provided to you on joining the organization? a) __________________________________________ b) __________________________________________ c) __________________________________________ 6. What changes would you suggest in the facilities provided to the new employees? __________________________________________ __________________________________________ __________________________________________

7. Benchmarking your previous organizations what are the variations you would suggest improving the recruitment program in SUNLOC.

8. Did the recruitment and selection process teach you anything worthwhile? ____________________________________________________ 9. Was the recruitment and selection practice adopted at SUNLOC is success or a failure?

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10.

What changes / modifications would you suggest for the recruitment and selection

practice to make it more effective and efficient? a. __________________________________________ b. __________________________________________ c. __________________________________________ 11. What is your first impression about SUNLOC? _____________________________________________________________________________ _____________________________________________________ 12. What do you think about the recruitment process at SUNLOC? Would you like to suggest any changes to the recruitment process at SUNLOC? _____________________________________________________________________________ _____________________________________________________

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----------------------------------------------THANK

YOU---------------------------------------------

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