Professional Documents
Culture Documents
INTRODUCTION
Recruitment and selection forms a core part of the central activities underlying human
resource management: namely, the acquisition, development and reward of workers. It
frequently forms an important part of the work of human resource managers or designated
specialists within work organisations. However, and importantly, recruitment and selection
decisions are often for good reason taken by non-specialists, by the line managers. There is,
therefore, an important sense in which it is the responsibility of all managers, and where
human resource departments exist, it may be that HR managers play more of a supporting
advisory role to those people who will supervise or in other ways work with the new
employee.
As Mullins notes: If the HRM function is to remain effective, there must be consistently good
levels of teamwork, plus ongoing co-operation and consultation between line managers and
the HR manager. This is most definitely the case in recruitment and selection as specialist HR
managers (or even external consultants) can be an important repository of up-to-date
knowledge and skills, for example on the important legal dimensions of this area. Recruitment
and selection is often presented as a planned rational activity, comprising certain sequentiallylinked phases within a process of employee resourcing, which itself may be located within a
wider HR management strategy. Bratton and Gold differentiate the two terms while
establishing a clear link between them in the following way: Recruitment is the process of
generating a pool of capable people to apply for employment to an organisation. Selection is
the process by which managers and others use specific instruments to choose from a pool of
applicants a person or persons more likely to succeed in the job(s), given management goals
and legal requirements.
Recruitment and selection is a topical area. While it has always had the capacity to form a key
part of the process of managing and leading people as a routine part of organisational life, it is
suggested here that recruitment and selection has become ever more important as
organisations increasingly regard their workforce as a source of competitive advantage. Of
course, not all employers engage with this proposition even at the rhetorical level. However,
there is evidence of increased interest in the utilisation of employee selection methods which
are valid, reliable and fair. For example, it has been noted that over several decades, work
psychology has had a significant influence on the way people are recruited into jobs, through
rigorous development and evaluation of personnel selection procedures (Arnold et al, 2005, p
135). In this chapter we will examine several contemporary themes in recruitment and
selection including what is human as the competency approach and online recruitment.
Recruitment and selection does not operate in a vacuum, insulated from wider social trends, so
it is very important to keep abreast of current research.
A CIPD annual survey report, Recruitment, Retention and Turnover (2009d), showed how the
financial crisis was biting in the field of HRM. The survey concluded that half of the
companies surveyed claimed that the recession was having a negative impact on their
employee resourcing budgets and activities. 56 per cent of organisations were focusing more
on retaining than recruiting talent, while four out of ten said that they would recruit fewer
people in the forthcoming year. Interestingly, 72 per cent of respondents thought that
employers would use the downturn as an opportunity to get rid of poor performers and bring
about culture change. These specific findings epitomise the very close link between
recruitment and selection and the wider social and economic context.
This project was carried out in VOLTAS ltd (Tata Enterprise) Mumbai. The area of project was
Recruitment, selection and employee orientation of employee. The duration of my project was
60 days. In which I came to know the various recruitment as well as selection process which
refers in Voltas along with also studied on new employee orientation policies of Voltas ltd.
Voltas definition of Recruitment and Selection
Process of identifying and hiring best-qualified candidates (from within or outside of an
organization) for a job vacancy, in most timely and cost effective manner. The activity for
employing workers to fill vacancies or enrolling new member.
4. ORGANIZATIONAL PROFILE
Voltas profile
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In the year 1954, Voltas limited was promoted by Tata sons and Volkart brothers, a Swiss firm
operating in India 1851.voltas is one of the worlds premium engineering solutions providers
and specialists and part of USD 70.8 billion Tata group which is Indias largest and best
known conglomerate. Voltas limited is Indias premier air conditioning solution and
engineering services provider. It offers engineering solution for a wide spectrum of industries
in area such as heating ,ventilation and air conditioning refrigeration ,climate control ,electromechanical project ,textile machinery ,machine tools ,mining and construction ,material
handling ,water management , building management systems,, pollution control and
chemicals.The companys strength lie principally in the design and manufacture of industrial
equipment; management and execution of air conditioning and public work project; sourcing
installation and services of technology-based systems ; and representation of global
technology leaders, serving diverse industrial sectors and applications.
MANUFACTURING
Voltas possesses total capability in the manufacture of room/ split air conditioners, Industrial
air conditioning and refrigeration equipment, water coolers, refrigerators, freezers, visicoolers,
fork-lift truck and large water supply pumps. All these products bear the stamps of state -of the
-art automated manufacturing plants resulting in consistently high quality and reduced costs.
Furthermore, the company is partnered with faders International Inc. Of USA for manufacture
only alliances producing low cost, high quality room air conditioner.
Projects
Over the years, Voltas has built up a substantial reputation and is actively engaged in turnkey
projects in field such as- electro mechanical works comprising Electrical Building Services,
HVAC ,Plumbing, Public health , Fire Fighting , ELV and Specialized system; Electrical
power project; Environmental and water pollution control ; Plumping station and Water
Supply; Water and waste Water Treatment Project .The company has ISO 9001-2000 Standard
certification in this Business, and has successfully undertaken and executed projects work in
the middle East , Far East and south East Asia.CIS countries and Africa
Marketing
Voltas sourcing and Marketing operations cover air conditioners ,textile machinery, machine
tools ,mining tools, mining and construction equipment and industrial chemicals. In this
sector, the company demonstrates its specialized engineering expertise, as well as its extensive
network of global sourcing.
Voltas management
Board of Directors
Chairman
: Ishaat Hussain
Managing Director
: Sanjay Johri
Director
: Nasser Munjee
: Ravi Kant
: N D Khurody
: N N Tata
: Jimmy Bilimoria
: S N Menon
: Nani Javeri
3. OBJECTIVES
To study the purpose of employee orientation program & identifying the various inputs
that should go into any such program
To know the employees opinion about the recruitment, selection as well as employee
orientation program
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4. HYPOTHESIS
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We are assuming here companies are keener on Recruitment process. They are more investing
recruitment and selection process and always trying to make it cost effective.
Hypothesis
Voltas recruitment process is cost competitive and selection process is rigid which is also as
per the standards of Voltas
We have to prove the above statement true through the data analysis.
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5. THEOROTICAL PERSPECTIVE
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What is Recruitment?
To define the recruitment and selection process for regular staff positions, which involves
identifying vacancies or new positions, posting these positions, recruiting for them, and
selecting, hiring, promoting, and transferring staff employees.
Policy:
The University is committed to filling positions with the best qualified individuals. Recruiting
and selecting candidates are the mutual responsibilities of Human Resources (HR) and the
departments/units where positions exist. The University encourages promoting qualified
University staff employees.
Definitions:
A regular position is a job that is expected to last at least twelve (12) consecutive months. A
regular staff employee who works twenty (20) hours per week or more is eligible for benefits.
An applicant is an individual who requests to be considered for employment, completes a
profile/application via the online employment site (Chicago Jobs), submits all required
materials (such as a resume and other required documents and information), identifies a
specific job opening, expresses interest in a timely manner, and is basically qualified for a
specific job opening. Basically qualified is defined as possessing the knowledge, skills,
education, and experience listed as required on a job posting.
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Guidelines:
1. All recruitment and selection efforts must be coordinated through HR. HR provides
guidance and assistance throughout the process.
2. The hiring manager may collaborate with the Human Resource Administrator (HRA) and
HR but has primary responsibility for overseeing the recruitment and selection process to
ensure the development of a comprehensive position description, completion and retention of
information and documentation. The hiring manager has primary responsibility for ensuring
employment decisions are in compliance with University and department policies and
procedures. HR will review the selection process and employment decisions for compliance
with University policy and applicable law.
3. The HRA and hiring manager should attend training regarding staffing and recruitment and
affirmative action/equal employment opportunity and are encouraged to participate in job fairs
and other outreach efforts.
Recruitment
4. The HRA, hiring manager, and HR collaborate in developing and documenting objective
nondiscriminatory criteria for a job posting. The criteria used to screen job seekers include
education, experience, essential skills, abilities, and competencies.
5. To post and fill a position, the HRA or hiring manager must complete a requisition that
identifies the job classification, duties, specific qualifications, working conditions, and
physical and mental requirements through the online employment site (UChicago Jobs).
6. Each position must be posted for at least seven (7) calendar days. Any position posted
for six (6) months will be removed from the online employment site.
7. HR notifies units whether additional Affirmative Action (AA) efforts may be needed to
recruit for posted jobs or job groups. Prior to commencing recruitment efforts, the hiring
manager or HRA must submit specific plans for expanded outreach efforts to HR-Staffing and
Recruitment. HR-Staffing and Recruitment will assist HRAs and hiring managers, in
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expanding outreach efforts and recruiting applicants if the availability of women or minorities
is significantly greater than their incumbency in a job or group.
8. A job opening must first be posted on the Chicago Jobs Web site before advertising through
other avenues, including print ads or other Web sites. To ensure compliance with regulations,
all recruitment advertising must be approved by HR.
9. Advertising and other notification of a vacancy or new position must be nondiscriminatory
and must include reference to the Universitys commitment to affirmative action through equal
opportunity using the following tagline: The University of Chicago is an Affirmative
Action/Equal Opportunity Employer. Advertisements must list the same qualifications and
job requirements as listed in the Chicago Jobs postings.
10. A position posted via the Chicago Jobs Web site will also automatically appear on the
Americas Job Exchange (AJE) Web site and/or other required sites.
11. The HRA or hiring manager should direct an interested job seeker to complete the online
application process. To be considered, a job seeker (including any University staff employee)
must complete the online application process.
12. Unsolicited resumes should not be considered. Unsolicited resumes should be directed to
the HRA or HR-Staffing and Recruitment, which will direct individuals to the online
application process.
13. HR will provide reasonable accommodations to complete the application process upon
request by any applicant with a disability.
14. To comply with affirmative action requirements, certain data is requested as part of the
online application and new hire process. This voluntary information is provided at the
individuals discretion. However, such information will be required as part of the employment
process when an applicant is hired.
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Search Firms
15. A unit considering the use of a search firm or employment agency must consult with HR
and use the standard University search firm agreement template before making any
arrangements with an outside firm or agency. Any search conducted by an outside agency or
search firm must meet the same federal, state, local, and University guidelines as searches
conducted directly through HR. Departments/Units must consult with HR and, if appropriate,
the Office of Legal Counsel before agreeing to any substantive changes to the search firm
agreement template.
16. The search firm works on behalf of the University and is responsible for the same
applicant tracking HR would otherwise do, including keeping records of Affirmative Action
outreach efforts, and the recruitment and selection process. The department/unit that contracts
with a firm or agency is responsible for ensuring that any firm or agency is fully informed
regarding its responsibilities for meeting the Universitys (AA/EEO) search documentation
responsibilities.
17. The search firm must submit a copy of all search records to the hiring department/unit
before the University processes payment of the final invoice or expense reimbursement.
Internal Applicants
18. The University encourages the consideration of current employees of the University for
open positions through promotions and transfers. Departments/Units and managers are
encouraged to allow staff employees to take reasonable time off for interviews.
19. A regular University staff employee in good standing who has successfully completed
his/her probationary period may apply for a posted position by completing the online process.
The probationary period lasts six (6) months for staff employees paid monthly and three (3)
months for staff employees paid biweekly but may be extended upon the written approval of
HR. The job performance of staff employees who apply and are hired into new positions will
be closely reviewed (similar to a probationary period) during the first six (6) months for staff
employees paid monthly and three (3) months for staff employees paid biweekly.
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20. A regular University staff employee who has not completed the probationary period, but
who meets the stated basic requirements, may apply for a posted position only with permission
from the current supervisor and from HR.
21. A regular University staff employee who has progressed beyond the verbal counseling or
verbal warning corrective action step within the previous six months may not apply for a
posted position, unless permission is obtained from HR-Employee/Labor Relations
22. Pursuing a job opportunity within the University should not in any way jeopardize a staff
employees present position. The hiring manager should regard an application as confidential
until the employee is a finalist and references are to be checked.
23. The University also encourages the consideration of individuals associated with the
University (e.g., alumni, spouses/partners of faculty, staff, and students) when appropriate and
consistent with University policy and applicable law.
Selection
24. The HRA or hiring manager may consider candidates immediately upon receipt of all
application materials, including reviewing resumes for basic qualifications. A job seeker who
does not meet all the required qualifications as provided in the job posting is not an applicant
and should not be considered.
25. Selection must be based on job-related qualifications including, but not limited to:
required and preferred education; experience; knowledge, skills, and abilities as identified in
the job description; and references. Qualifications including mental and physical demands
must be bona fide occupational qualifications. An applicant who is hired must meet the
required qualifications listed in the job description, and may not, directly or indirectly, provide
the University with funding to support the position.
26. The applicant pool should be sufficient to enable selection of qualified applicants for
interviews. If not, the HRA or hiring manager should contact HR to discuss further recruitment
efforts. If there are no well qualified candidates for a position and qualifications are modified
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to increase the applicant pool, the position must be re-posted for at least seven (7) calendar
days, and all applicants for the re-posted position must be considered.
27. The HRA or hiring manager must ensure consistent administration of the interview
process. Consistent administration includes equal treatment of applicants, avoidance of
discriminatory questions, and uniform interview content.
28. Upon request by an applicant with a disability, the HRA or hiring manager must provide
reasonable accommodations, as determined by HR or the Provosts Office during the interview
and testing processes.
29. An applicant may be tested for job-related competencies using a properly validated test or
other selection procedure. Prior to administering a test or other selection procedure, it must be
disclosed to HR by the hiring department/unit. To ensure compliance with federal guidelines
for employee selection procedures, HR in conjunction with departments/units will partner with
third parties such as industrial psychologists or other appropriate experts to review and
validate tests. The hiring departments/units shall be responsible for the cost of review and
validation by third party vendors.
30. When used, approved tests and selection procedures must be given to applicants under
equivalent conditions, must be scored, evaluated, and used as a selection factor equally for
applicants, and must be maintained with other application and selection materials. Such
information must be retained with the search files for three (3) years following the date of the
last action on the position (e.g., start date, date candidates were notified of the position being
filled).
Reference and Background Checking
31. for guidance regarding reference and background checks
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Post Selection
32. Prior to making a verbal or written offer of employment, the HRA or hiring manager must
consult with HR regarding the starting salary of a new hire to ensure nondiscrimination and
equity. HR will collaborate with the HRA or hiring manager to identify whether there are
similarly situated staff employees in the department/unit, to evaluate pay equity, and to
determine the starting salary based on authorized and legal factors.
33. A staff employee may not be offered or start in a position until the required seven-day
posting period has been completed and a proper search has been conducted. In addition, HR
verifies that a proposed hire is eligible for University employment (e.g., meets the basic
qualifications, completion of the job profile, and if applicable, completion of the testing,
completion of the probationary period, not on corrective action, completion of the background
check, and not terminated for cause if previously employed by the University).
34. The HRA or hiring manager should use a standard offer letter approved by HR.
35. The hire must complete documents listed on the new hire checklist to be entered into the
payroll system.
36. After accepting a position, a University staff employee is responsible for giving sufficient
notice to his/her former unit; notification is as follows:
o For a staff employee paid monthly, provide at least one (1) month advance
notice.
o For a staff employee paid biweekly, provide at least two (2) weeks advance
notice.
37. Upon beginning a new position in another unit or department, a current employee will
maintain accrued but unused sick, vacation, and personal holiday time, which will be
transferred to the new unit.
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38. The HRA or hiring manager must notify an unsuccessful applicant who was interviewed
by indicating the applicants status in Chicago Jobs and also may send a letter or call the
applicant. The HRA or hiring manager must update the status of applicants in Chicago Jobs,
review the list of not hired reasons, and identify the reasons why the applicants were not
selected such as did not have preferred qualifications or less effective phone screen or
interview than applicant hired.
Document Retention
39. Recruitment and selection records must be maintained with the search files for three (3)
years following the date of last action on the position (e.g., employees start date, or the date
candidates were notified of the position being filled). These include all materials sent to and
received from individuals who qualify as applicants as well as all job seekers who request to
be considered for the position. These records are listed below, along with the assumed location
where they are stored.
o Search firm contracts (unit and Procurement Services)
o Search firm records (unit and HR)
o Affirmative Action outreach efforts (unit and HR)
o Selection tests or other skills assessment activities (unit or HR, depending on
who conducts them)
o Reference checks and notes (unit or HR, depending on who conducts them)
o Verification of degrees, licensure, other credentials (unit or HR, depending on
who conducts them)
o Background checks (HR)
o Resume (Chicago Jobs)
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o a list of any tests administered to applicants and what these tests evaluated;
o reference check questions;
o the names of references contacted and their responses;
o criteria used to develop the hiring salary offer; and
o A copy of the offer letter sent to the new hire.
1. Voltas is an equal opportunity employer. It is the policy of Voltas that all decisions regarding
selection and hiring of employees are made solely on the basis of job-related criteria and
merits and to recruit applicants who are suitably qualified or trainable for employment, in
accordance with pre-determined job-related criteria. Every effort will be made to place new
employees in positions that best utilize their competencies and in which they will be able to
achieve both success on the job as well as personal satisfaction and opportunities for
growth.
Voltas will have an annual headcount plan for each division/function which will be
approved by the CMG. The draft annual headcount plan for each division/department
should be prepared and submitted to the CMG by February 15 each year by the Business
Group Head and the Division Head, and for each department by the head of the function.
This headcount plan should be in consonance with the Strategic Business Plan of the
division/function. Vacancies should be filled up only as per the approved annual Headcount
Plan for the division/function. Since the organization structure and manpower plans with
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kept at the bare minimum and will require the MDs approval.
3. The minimum age for employment at Voltas is 18 years.
4. Graduation in Engineering, Science, Commerce or Arts is the minimum education
qualification requirement for selection and appointment at Voltas in the Management cadre.
Depending on the requirements of a position, post-graduate qualifications may also be a
necessary criterion. Diploma holders in engineering or air-conditioning and refrigeration
(with requisite nature and length of experience) may be acceptable qualification for the
M3,M4,M5 and M6 cadre and this will be based on the requirements of each division.
5. Employment of all personnel is subject to receipt of satisfactory references including those
from previous employers for candidates having previous work experience (except in case of
campus recruitment).
6. All staff selected for employment at Voltas is required to undergo a pre-employment
medical examination before commencing employment. The objective would be to obtain
information on the health status of the prospective employee in order to ensure that the
prospective employee is medically fit for performing the required job functions. The HR
department will issue an offer letter to the selected employee only after receiving
confirmation of medical fitness from the Company Doctor. Details of the pre-employment
medical examination are given in the procedure.
7. Applicants previously employed with Voltas and who have re-applied will be given
favorable consideration, subject to their past work history and performance being
satisfactory. However, they will normally not be re-hired unless approved by the concerned
division/function head and the Vice President Human Resources. In such cases, wherever
feasible, the candidate's earlier division/function head will be asked for a reference
regarding his/her performance and other aspects of employment, before the re-hiring
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RECRUIMENT PROCESS
PERSONAL
PLANNING
IDENTIFY
JOB
VACCANCY
JOB ANALYSIS
EMPLOYEE
REQUISITION
RECRUITMEN
T PLANNING
-Number
-Types
STRATEGY
DEVELOPMENT.
-Where
-How
-When
APPLICANT
POOL
POOLPOOLP
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SOURCING
APPLICATIO
POTENTIAL
HIRE
APPROVED
HEADCAUNTT
SEARCHIN
G
-consultancy
-Campus
TO
SELECTION
PROCESS
EVALUTIO
N AND
CONTROL
IDENTYFY VACCANCY
Identify the vacancy the word explains itself in which identify or find out the vacancy in the
organization for required position. Identify vacancy its one of the important managerial as well
as human resource department function. Ultimately we can say that its first step towards the
recruitment, selection and further processes identify vacancy in the organization place
potential candidate to fill that vacant position in organization with the help of internal and
external sources of recruitment.
PERSONAL PLANNING
Personal planning its process which helps to determine personal needs in the future. Personal
planning is the processes by which an organization ensures that it has right number and kind of
people at right place, at right time, capable of effectively and efficiently completing that task
that will help the organization achieve its overall objective. Personal planning translates the
organizations objectives and plans in to the number of workers needed to meet those
objectives. And its not possible without a clear cut planning of the human resources.
JOB ANALYSIS
Job analysis its help determine the essential characteristics of a job in order to produce a job
specification. A job specification is a written statement of the essential characteristics of a job
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including necessary qualifications, duties, responsibilities and degree of authority of the job
holder.
The purposes for which a job analysis is required in Voltas. To establish criteria for
Recruitment and selection process
APROVED HEADCAUNT
Vacancies should be filled up only as per the approved organization structure and annual
headcount plan (which specific designation/grade/location for each position) of division/
department.
EMPLOYEE REQUISITION
All recruitment must be initiated by requisitioning division/department through a formal
request to the human resource department to hire an employee. This communication must
incorporate the following information required to precede recruitment and selection process.
Designation
Location
Grade
Reporting Relationship
Position supervised by the incumbent
Major responsibilities and Duties
Extent of travel that the job entails
SEARCHING
The searching method generally follows in Voltas through the consultancies; they contact with
consultancies and search the potential applicant as per the job requirement in the organization.
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And if fresher requirement is needed in Voltas then generally they prefer the campus
recruitment process. Because through campus recruitment process organization get new talent.
STRATEGY DEVELOPMENT
This is also one of the essential function in recruitment process in this step its help to get
answer of how to where to find like location vise and the second important question is how to
find? Which is the important question for recruitment? How to look refer two sources of
recruitment internal recruitment and external recruitment. In Voltas also there are two sources
of the recruitment.
SOURCING OF APPLICATION
In Voltas refer the internal and external source of recruitment.
Internal source
An internal advertisement for vacancy must be displayed on the notice board of all location
and also trough Voltas board by email through. The internal advertisement should mention a
brief job summary. And also desire experience with Voltas. Skills and Qualification. Internal
advertisements are to encourage growth from within and also to encourage job rotation and
location transfer. It also a boost to word of mouth publicity to get external application directly.
The HR Department and/ or divisional Manager will evaluate the suitability of potential
internal candidates.
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Its help to improve the moral and motivation of employees of the organization and to
promotion.
As the management has the better knowledge of the strength and weakness of the
employee, proper decisions can taken to promote or to transfer or to demote, the
chance of making wrong decision are considerably reduced.
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Will be decided by the HR Manager after doing a cost-benefit analysis. The HR Manger will
finalize the Advertisement or the position write-up.
Its help to attract and introduced the new blood in the organization. Makes the
organization more dynamic through the inflow of innovative ideas, fresh thinking, etc
Best candidates can be selected. It offers wider scope for selection employee as there is
possibilities that large number of candidates. with the requisite, qualification, and
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Employee Selection is the process of putting right men on right job. It is a procedure of
matching organizational requirements with the skills and qualifications of people. Effective
selection can be done only when there is effective matching. By selecting best candidate for
the required job, the organization will get quality performance of employees. Moreover,
organization will face less of absenteeism and employee turnover problems. By selecting right
candidate for the required job, organization will also save time and money. Proper screening of
candidates takes place during selection procedure. All the potential candidates who apply for
the given job are tested
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SCREENING OF APPLICATION
The human resource department will normally assist in initial screening of applications to
determine if the applicant meets the requirement for the said position. The HR department will
forward all screened application to the respective division/ function head for review and
assessment.
Interview
The interview is used to eliminate those candidates who do not meet the minimum eligibility
criteria laid down by the organization. The skills, academic and family background,
competencies and interests of the candidate are examined during preliminary interview.
Preliminary interviews are less
REFERANCE CHECK
Successful applicants should be informed in advance that their appointment would be subject
to satisfactory reports being received from their referees and previous employer/s if any
It is imperative that at least two reference checks are conducted on a particular selected
candidate. In the case of recruitment of senior management position(SM & above), at least
three reference check should be conducted, of which one must be perfectly be a reference not
given by the candidate himself.
Reference check from a very important part of the recruitment process as they provide
pertinent information about a selected employee.
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WRITEN TEST
Various written tests conducted during selection procedure are aptitude test, intelligence test,
reasoning test, personality test, etc. These tests are used to objectively assess the potential
candidate. They should not be biased.
Following a decision to hire the applicant, a medical examination should be arranged. This
should be done as soon as possible after his selection is finalized and telephonic reference
checks have been conducted and cleared.
OFFER LETTER
The HR manger in consultation with requisitioning department will formulate a salary and
benefit package in line with the companys policy and grade and compensation structure. An
offer letter must be given to selected candidates as soon as possible, after he/she has cleared
the pre-employment medical examination.
APPOINMENT LETTER-
After offer letter accepted by the applicant then he is appointed by giving a formal
appointment letter
EMPLOYEE ORIENTATION
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Induction is a process meant to help the new employee to settle down quickly in to the job by
becoming familiar with the people, the surrounding, the job, the firm and the industry.
Employee orientation is the process of acquainting the new employee with the existing culture
and practices of the new organization.
Induction means introduction to the company as in the overall preview of company its more
in the form of presentatations while orientation is the practical overview of the company that
is it includes introducing employee do different people of the organization making him more
familiar with every one so that he get the idea that what kind of company he will be working
for generating a level of comfort within the organization.
The process of employee orientation at Voltas will be as per the following induction checklist
MANAGERS CHECLIST OR NEW EMPLOYEE INDUCTION
The concerned HR manger or the location HR manger will be responsible for inducting new
entrants in to the company. Every new employee will be inducted in to organization as per the
comprehensive procedure outlined in this induction check-list;
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The new employee orientation process begins before the employee comes to work on
the first day. Planning ahead for your new employees arrival will allow you to spend
productive time on the first day and also create good first impression. So before the
employee arrives,
Have the seating place organized, i.e. the table(with empty drawers) , chair, stationary,
diary, calendar, reminder board and telephone. Make sure the employees work-space is
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1. To Reduce Startup-Costs
Proper orientation can help the employee get "up to speed" much more quickly, thereby
reducing the costs associated with learning the job.
2. To Reduce Anxiety
Any employee, when put into a new, strange situation, will experience anxiety that can
impede his or her ability to learn to do the job. Proper orientation helps to reduce anxiety that
results from entering into an unknown situation, and helps provide guidelines for behavior
and conduct, so the employee doesn't have to experience the stress of guessing.
3. To Reduce Employee Turnover
Employee turnover increases as employees feel they are not valued, or are put in positions
where they can't possibly do their jobs. Orientation shows that the organization values the
employee, and helps provide tools necessary for succeeding in the job.
4. To Save Time for Supervisor & Co-Workers
Simply put, the better the initial orientation, the less likely supervisors and co-workers will
have to spend time teaching the employee.
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Research Methodology
The methods used in the completion of project were questionnaire cum interview method. It is
the process in which we can interview the person on the basis of questions available. It is a
time saving process like maximum output with minimum input. The sources for collecting
data were both primary as well as secondary sources. Secondary data was sourced from
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various staff member of Voltas ltd. Like HR executive of various department, senior HR
manger and the other management trainee.
Data is analyzed with the help of computer software EXCEL, to make graph.
I)
Data sources: Both primary & secondary data are taken into Consideration. Primary
data are data gathered from field for specific Research project.
ii)
Research approach: I have mainly collected the primary data through interview &
SAMPLING:
Sample is the small group taken under consideration from the total group. The small group
represents the total group, in the project the segment which was asked to study was part of
employees in Voltas ltd.
41
42
6. ANALYSIS OF DATA
43
OPTIONS
Excellent
NO OF REPONSE
4
PERCENTAGE
26.66
2
3
4
5
Good
Average
bellow average
Poor
Total
60
8
3
0
0
15
53.32
20
0
0
100
53.32
50
40
26.66
NO OF REPONSE
30
PERCENTAGE
20
20
10
8
4
ANALYSISIS
The near about 54% people said that Voltas recruitment is good.
2. Which of the following sources are being used for recruitment at Voltas ltd?
SR.NO
1
44
SOURCES
INTERNAL SOURCES
NO. OF RESPONSE
2
3
4
5
6
7
8
A-Data bank
B-Promotion
C-Internal Transfer
EXTERNAL SOURCES
A-Campus
B-Consultancy
C-Advertisement
3
3
2
3
4
2
Total 15
No. of response
ANALYSIS
In Voltas almost the internal and external sources are being used near about equally.
3. In selection process are there any tests conducted for the candidates?
a. Yes b. No
Sr. No.
1
2
45
OPTIONS
Yes
No
No. OF RESPONSE
12
3
PERCENTAGE
80
20
Total
15
80
80
70
60
50
1 Yes
40
2 No
20
30
20
12
3
10
0
No.OF RESPONSE
PERCENTAGE
ANALYSIS
The maximum number of people said yes there is test conducted for the recruitment process.
4. If yes, then which tests are conducted in this organization?(with the reference no 3
a. Aptitude Test
b. Psychometric Test
c. Managerial ability
d. Technical test
46
Sr. No.
1
2
3
4
OPTIONS
Aptitude Tests
Psychometric Tests
Managerial Ability Tests
Technical test
Total
No. OF RESPONSE
10
0
3
2
15
PERCENTAGE
66.66
0
20
13.33
70
60
50
40
No. OF RESPONSE
PERCENTAGE
30
20
10
0
ANALYSIS
Out of 15 people 10 people said that generally they are conducted aptitude test.
5. Which are the main areas you think where a person should be judged?
A. creativity & imaginative skills
B. logical and critical thinking
C. strengths
D. roles for which they are most suited
47
Sr. No.
1
2
3
OPTIONS
Creativity
Logical & Critical Thinking
Strengths
Roles for which they are most
No. OF RESPONSE
4
5
4
PERCENTAGE
26
33
26
13
suited
Total
15
33
35
30
26
26
25
20
no of Response
percentage
13
15
10
ANALYSIS
We got feedback of people according to their perception.
6. Are this employee orientation program helpful to quickly settle down in organization?
a. Yes b. No
Sr. No.
1
2
48
OPTIONS
Yes
No
Total
NO.OF RESPONSE
15
0
15
PERCENTAGE
100
0
100
100
90
80
70
60
1 Yes
50
2 No
40
30
15
20
10
0
No.OF RESPONSE
PERCENTAGE
ANALYSIS
The 100% positive feedback we got.
49
OPTIONS
Yes
No
Total
NO. OF RESPONSE
15
0
15
PERCENTAGE
100
0
100
100
90
80
70
60
1 Yes
50
2 No
40
30
15
20
10
0
No.OF RESPONSE
PERCENTAGE
ANALYSIS
Out of 15 all 15 said yes employee orientation program help to increase moral of employee.
Sr. No.
1
2
50
OPTIONS
Yes
No
Total
No. OF RESPONSE
8
7
15
PERCENTAGE
53.33
46.66
53.33
60
46.66
50
40
1 Yes
30
20
2 No
8
10
0
No.OF RESPONSE
PERCENTAGE
ANALYSIS:
We got the feedback according to the persons perception regarding employee orientation.
51
OPTIONS
Yes
No
No. OF RESPONSE
5
10
PERCENTAGE
33.33
66.66
Total
15
66.66
70
60
50
33.33
40
1 Yes
2 No
30
20
10
5
10
0
No.OF RESPONSE
PERCENTAGE
ANALYSIS
Out of 15 the maximum no of people said no its not time consuming.
Sr. No.
52
OPTIONS
No.OF RESPONSE
PERCENTAGE
1
2
3
Yes
No
No Comments
Total
8
3
1
66.66
25
8.33
12
66.66
70
60
50
40
No.OF RESPONSE
PERCENTAGE
25
30
20
8.33
8
10
ANALYSIS
Maximum no of employee says that yes its reduced start up cost.
53
7. FINDING &
RECOMMENDTION
Once find out potential candidates for required job the various test are conducted during
Various selection process.( (with the reference of Question no.4,5,6)
54
The internal and external sources are used for recruitment in Voltas.
(With the Reference of question no.2)
The employee orientation programs helps to the new employee quickly settle down with
job responsibilities as well as with working environment
((With the Reference of question no.7)
Employee orientation program help to increase moral and confidence of the employee.
(With the Reference of question no.8)
Employee orientation program reduced startup cost and employee turnover.
((With the Reference of question no.10,11)
55
8. CONCLUSION
56
VOLTAS follow their commitment to ensure that every employee is treated with
dignity and respect, and in a fair, consistent and equitable manner, this shows that
VOLTAS follows proper human resource principles and practices. Thus VOLTAS
being as a reputed company in the industry
It also helps to aid and encourage employees in realizing their full potential
which helps them to build their carrier which is in line with that of company. It
creates win win situation for both employee and for an organization
Employee orientation program are compulsory for the new employees, though it
add cost to the company in initial days but helps to reduce it in long run. It helps
employees to understand the culture of an organization little early helps to start
productive work in short span of time
57
58
9. ANNEXURE
59
Bibliography
Reference Books
Human resource management & Personnel management
-By Aswathapa
Managing Human Resources
-
60
Questionnaire
1. Name :
Age:
Occupation:
Post:
61
62