Professional Documents
Culture Documents
CHAPTER I
THEORETICAL BACKGROUND
THEORETICAL BACKGROUND
The importance of human resource management is to improve the
productive contribution of people to the organization in ways that are
strategically, ethically, and socially responsible.
I .Collect Information
A. From the External Environment
1. Economy General and specific Industry
2. Technology
3. Competition
4. Labour Market
5. Demographical Social Trends
6. Government Regulations
B. From Inside the Organization
1. Strategy
2. Business plans
3. Current Human Resources
4. Rates of turnover and Mobility
Human Resource Planning participates not only the required kind and
number but also determines the action plan of all the functions of personnel
management.
Process Steps
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, abilities, experience and responsibilities which are
needed for a job.
The total number of personnel available: This could be obtained from the
payrolls and personnel records, such as the application for employment.
The job family: A detail job for each position such at stenographers who
may belong to areas departments finance, marketing personnel.
CHAPTER - II
EFFECTIVE RECRUITMENT,
SELECTION,
TRAINING & DEVELOPMENT
10
RECRUITMENT
MEANING
Recruiting is the process of discovering potential candidates for actual or
anticipated organizational vacancies.
Definitions
A process to discover the sources of man power to meet the
requirements of the staffing schedule and the employ effective measures for
attracting that man power in adequate numbers to facilitate effective selection
of an efficient work force.
Yoder
The process of searching for prospective employees and stimulating
them to apply for jobs in the organization.
Edwin B. Flippo
Objectives of the Recruitment
The objectives of recruitment are:
1. To attract people with multi dimensional skills and experiences that suit
the present and future organizational strategies.
2. To induct outsiders with a new perspective to lead to lead the company.
3. To infuse fresh blood at all levels of the organization.
4. To develop an organizational culture that attracts competent people to the
company.
11
5. To search or head hunt /head pouch people whose skills fit the companys
values.
6. To devise methodologies for assessing psychological traits.
7. To seek out non-conventional development ground of talent.
8. To search for talent globally and not just within the company.
9. To design entry pay that competes on quality but not on quantum.
10. To anticipate and find people for positions that does not exist yet.
Sources of Recruitment
Sources are those who prospective employees are available like
employment exchanges while techniques are those which stimulate the
prospective employees to apply for jobs like nomination by employees,
advertising promotion etc.
The sources of recruitment are broadly dividend into internal sources
and External sources. Internal sources are the sources with in an
organizational pursuit. External sources are sources outside organizational
pursuits.
Internal Sources
Many large organizations will attempt to develop their own employees
for positions beyond the lower level. These can occur through an internal
search of current employees, who have either bid for the job, been identified
through the organizations human resources management system, or even
been referred by a fellow employee. The advantages of such sources a
promote from within wherever possible. Policies are:
12
It builds morale.
External sources
It is customary for organizations to open up recruitment efforts to the
external community. These efforts include advertisements, employment
agencies, schools, colleges and universities, professional organizations and
unsolicited applicants.
Advertisements
There is a trend toward more selective recruitment in advertising. This can be
affected in at least two ways, when an organization wishes to communicate to
the public that it has a vacancy advertisement is one of the most popular
methods used. How ever, where the advertisement is placed is often
determined by the types of job.
A number of factors influence the response rate to advertisements.
Employment agencies
Additional screening can be affected through the utilization of
employment agencies, both public and private. Today, in contract to their
former unsavory reputation, the public employment agencies in the several
states are well regarded particularly in the fields of unskilled, semi-skilled, and
13
skilled operative jobs. In the technical and professional areas, however, the
private agencies appear to be doing most of the work. Many private agencies
tend to specialize in particular type of worker and job, such at sales, office,
executive or engineer. A recent innovation, the videotaped interview,
promotes more effective decision making with easier scheduling and more
time saving for the hiring organization.
Schools, colleges and universities
Educational institutions at all levels offer opportunities for recruiting
recent graduates. Most education institutions operate placement services
where
14
15
Recruitment Methods
Recruitment sources indicate where human resources may be
procured, the recruitment methods deal with how these resources should be
tapped. As soon as manpower manager has determined the personal
qualities required on the part of an individual to fill a vacant position and
visualized the possible sources of candidates with these qualities.
There are three tier classifications of recruitment method direct,
indirect and third party.
Direct Method
Direct Method is the traveling recruiting at schools, colleges,
management institutes and university departments. Traveling recruiters are
designated as personnel scouts looking for engineers, technicians,
specialists and rare skills, this type of recruiting is performed in co- operation
with the placement bureau of the educational institutions providing assistance
in attracting students, arranging interview and making available space and
student resumes.
Other direct methods include sending recruiters to establish exhibits at
jobs fairs, using mobile camps to visit shopping centers in rural areas and
places where the unemployed might be contracted. Indeed, trade shows,
country fairs and allied business shows provide opportunities for advertising
16
17
Recruitment Techniques
Recruitment techniques or methods are the means or media by which
an enterprise establishes contacts with potential candidates, provides them
necessary information and encourages them to apply for jobs. There are two
types of recruitment techniques- internal, external.
I. Internal Techniques
Techniques useful to stimulate internal candidates are:
Promotions & transfers.
II. External Technique
Techniques useful to stimulate external candidates are: 1.present employees
2.scouting 3.advertising
Modern sources and techniques of recruitment
A number of modern recruitment sources and techniques are being
used by the corporate sector in addition to traditional techniques. These
sources and techniques are discussed below.
1. Walk- in
2. Consult-in
3. Head hunting
4. Body shopping
5. Business Alliances
6. Tele recruitment
18
Selection
After identifying the sources of human resources searching for
prospective employees and stimulating them to apply for jobs in an
organization. The management has to perform the function of selecting the
right employees at the right time. The obvious guiding policy in selection is the
intention to choose the best qualified and suitable job candidate for each
unfilled job. The objective of the selection decision is to choose the individual
who can successfully perform the job from the pool of qualified candidates.
Definition
The hiring process is of one or many go, no- go gauges. Candidates
are screened by the application of these tools. Qualified applicants go on to
the next hurdle, which the unqualified are eliminated.
... Yoder
The selection procedure is the system of functions and devices
adopted in a given company to ascertain whether the candidates
specifications are matched with the job specifications and requirements or
not.
The selection procedure cannot be effective until the unless:
1. Requirements of the job to be filled have been clearly specified (job
analysis, etc.)
2. Employee specifications (physical, mental, social, and behavioral, etc.)
have been clearly specified.
3. Candidates for screening have been attracted.
Thus, the development of job analysis, Human Resource planning and
recruitment are necessary prerequisites to the selection process. A break
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down in any of these processes can make even the best selection system
ineffective.
Selection Process
Selection of personnel in an organization is a crucial, complex and
continuing function. The ability of an organization to attain its goals effectively
and to develop in a dynamic environment largely depends upon the
effectiveness of its selection programmed. If right personnel are selected, the
remaining functions of personnel management became easier, the
employees contribution and commitment will be at optimum level and
employee- employer relations will be congenial. In an opposite situation where
the right person is not selected, the remaining functions of personnel
management, employee- employer relations will not be effective. If the right
person is selected, he is a valuable asset to the organization and if faculty
selection is made, the employee will become a liability to the organization.
Steps in selection process
The following are involved in the process of selection:
1
Job analysis
7.
Tests
2.
Recruitment
8.
Final interview
Application form
9.
Medical examination
4.
Written examination
10.
Reference checks
5.
Preliminary Interview
11.
6.
Business games
12.
Employment
20
Job Analysis
Human Resource
plan
Application/Resume/CV/Bio-Data
Written Examination
Preliminary Interview
c
Recruitment
Business Games
Tests
Final Interview
Asses the Fit between the
job and the Candidate
Medical Examination
Employment
21
1. Job analysis: Job analysis is the basis for selecting the right candidate.
Every organization should finalize the job analysis, job description, job
specification and employee specifications.
2. Recruitment; Recruitment refers to the process of searching for
prospective employees and stimulating them to apply for jobs in an
organization.
3. Application Form :Application form is also known as application blank.
The technique of application blank is traditional and widely accepted for
securing information from the prospective candidates. It can also be used as a
device to screen the candidates at the preliminary level.
The application form should provide all the information relevant to
selection. But reference to caste, religion, birth place may be avoided as it is
regarded as evidence of discrimination. Generally an application form
contains the following information.
A. Identification information
B.
Personal information
C.
Physical characteristics
Education
F.
Experience
G. References
H. Miscellaneous extra- curricular activities, hobbies, games and sports,
membership of profession bodies, etc
22
23
Types of Tests
1. Aptitude Tests
A. Intelligence Test
B. Mechanical Aptitude Test
C. Psychomotor Test
D. Clerical Aptitude Test
2. Achievement Test
A. Job Knowledge Test
B. Work Sample Test
3. Situational test
A. Group discussion
B. In Basket
4. Interest Test
5. Personality Test
A. Objective Test
B. Projective Test
24
TYPES OF INTERVIEWS
Informal Interview
Preliminary Interview
Unstructured Interview
Background Information
Interview
Job and Probing Interview
Stress Interview
Core Interview
Group Discussion Interview
Depth Interview
25
9. Medical Examination
Certain jobs requires certain physical qualities clear vision, perfect
hearing, unusual stamina, tolerance of hard working conditions, clear tone etc.
Medical examination reveals whether or not a candidate possesses these
qualities.
12. Employment
Thus, after taking the final decision the organization has to intimate
this decision to the successful candidates and unsuccessful candidates. The
organization has to send the appointment order to the successful candidates
either immediately or after sometime depending upon its time schedule.
26
Objectives of training
Training is mainly job- oriented. The overall aim of a training programme is to
fill in the gap between the existing and the desired pool of knowledge, skills
and attitude.
The main objectives of training are as follows.
1. To impact the basic knowledge and skill to the new entrants and enable
them to perform their jobs well.
2. The equip the employees to meet the changing requirements of the job and
the organization.
27
3. To teach the employees the new techniques and ways of performing the
job or operations.
4. To prepare employees for higher level tasks and build up a second line of
competent officers.
Methods of Training: The most commonly used methods of training are
given below:
1. Vestibule Training
2. On the job Training
3. Off the job Training
1. Vestibule Training: This is also known as training centre training .
Under this method, the employees are trained at a separate training centre
called vestibule. Such training centre is specifically set up within the plant
itself to train the employees. Vestibule training is more suitable for those
situations in which large numbers of employees are to be trained at the same
time for the same kind of work.
2.on the - job training: On the job training method is considered more
effective and suitable for providing training to the personnel working at
operative level of organization. This method is less expensive and less timeconsuming because the employees get trained side by side with the
performance of regular job. Some of the major techniques of on the- job
method of training are as under.
A. Coaching: Coaching is learning through on the job experience. In
coaching, superior teaches job knowledge and skill to the subordinates
emphasizing on learning by doing.
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29
CHAPTER - III
RECRUITMENT &
SELECTION POLICY
IN PRACTICAL
30
31
Designation
Sl. no.
01
Grade
M1
02
M2
03
M3
04
Sr. Manager /
M4
05
Manager
M5
06
M6
07
S1
08
S2
09
Foreman
S3
11
Office Assistant
S4
10
W1
11
W2
32
______________________________ LIMITED
CHECKED BY:
_______________
Department Head
_________
HR Manager
APPROVED BY:
____________________
Sr. VICE-PRESIDENT
33
Job Title:
Section:
Reports to:
Immediate Subordinate:
PURPOSE OF THE JOB: (What are the objectives or end results of this position?)
JOB SPECIFICATIONS
REQUIREMENTS
FACTORS
a)Min. Age
b)Min. Formal Qualification/
Education
c)Min. job related experience
required
d)Any specific job-related skills
required (e.g., technical skills,
e) Knowledge
f) tools
FUNCTIONS & RESPONSIBILITIES (duties to be performed by this position)
AUTHORITIES: (type of personnel supervised, level of authority to hire or fire or to make
recommendations or to sanction leaves, etc.)
ANY PHYSICAL DEMANDS OF THE JOB: (physique, eyesight, travelling, lifting operations, etc.)
Prepared by:
Date:
Reviewed by:
Date:
Approved by:
Date:
Acronyms:
SIGNATURE OF THE DEPARTMENT HEAD:
34
___________________________________ LIMITED
JOB DESCRIPTION
Emp. No.:
Designation :
Department :
Section:
Job Summary:
Key Activities:
Educational Qualification:
35
__________________________________ LIMITED
Sr. No.
Attributes to be Rated
Total Points
Required qualification
15
2.
15
3.
10
Total:
40
Communication skill
2.
Result orientation
3.
Leadership qualities
4.
Initiative qualities
5.
6.
7.
Team work
8.
Discipline
9.
Analytical skill
10.
11.
Professional commitment
12.
Total:
60
MANAGER-HR
H.O.D
Sr. VICE-PRESIDENT
36
To ensure that we always hire the RIGHT people at RIGHT role at RIGHT time, and
Also to thrive a strong Employer Branding to attract the best talents available in the
Industry.
II. Scope: Covers all the vacant positions across the functions, levels & hierarchy.
To enable HR to initiate the hiring process at any point of time during the year, the respective
HOD / functional / Regional heads need to follow the below -mentioned steps
Get the MRF approved by the concerned approving authorities (as per the Recruitment
Approval matrix shown below), and
Psychometric / General Intelligence test: All the short-listed candidates should be run
through a Psychometric / General Intelligence test and candidates qualifying this test,
would be eligible for the next rounds of tests / interviews.
37
Reference check: Reference check is MUST for all recruitments across the country and
HR should always ensure that Reference check is done before extending the offer to a
selected candidate.
A). Candidates selected after rounds of tests/Interviews would be asked to provide the
names & contact details of at least 3 persons as his/her Professional References, and
B). HR would contact these references and the comments & remarks of the referees
would be documented and preserved for future records.
C) HR in some of the critical cases may also carry out an Independent Reference Check
through the respective Placement consultants (who had sourced the CV of the concerned
candidate), who would check with at least 2 referees (one each from 2 different
organizations) whom the concerned candidate had worked with in the past.
Roles/ Designations
Preliminary
Final
MD & Director
Level-M
Level - S
Level-M
Level - S
MD & Director
Functional Head & Head- HR
HOD & Head - HR
Functional Head & Head - HR
Level-S
Operators, Mechanical,
Level W
Electrical Technicians,
Level - TA
MD / Dir / Head-HR
Level - S
Level-M
38
V. Internal Recruitment
The entire process would be done through Internal Job Posting (IJP) and communication
including the job profile, candidate profile, eligibility (who can apply), application deadline
etc. would be made available by HR.
Employees possessing necessary skills, knowledge, and experience matching with those
required for the job may apply through the appropriate communication channels as
prescribed in the IJP.
VI .Recruitment Sources:
To ensure a steady in-flow of quality candidates for all the existing vacant positions, with
an aim to select the best within a stringent recruitment deadline, HR would always focus
to develop a robust database of CVs searched from the following sources
Existing CV
database
Vacancy
Advertisement in
Newspapers
(Created &
Maintained by HR)
e-Recruitment portals
(Specific web site)
CV d/base access
Regular Job posting
Market Intelligence
Personal Network
Head hunting
Hiring Consultants
(Mostly for Sr. & Middle
level critical positions)
Trade
Apprentices
As per the
Apprentice Act
39
VII. Hiring consultants: Considering the large volume of recruitments to be done within
a small span of time, it is necessary to identify and engage Professional hiring consultants to
help HR to source quality candidates for middle & senior level positions.
HR would identify the Consultants in all the regions, based on their current clients
distribution, database size, past performance records & industry feedback.
Regional heads at branch/regional level can also identify a Consultant and the details
need to be sent to HR for further discussion & approval.
HR will negotiate the Terms & Conditions with all the identified consultants and will get a
one-time approval (from the Director) before rolling out the formal agreement with them.
Minimum Turn-around time (TAT): Once a requirement is placed, the consultant should
forward at least 6 CVs within the next 72 hrs.
Strong Conversion Rate (6:4:2): Out of the 6 CVs forwarded by a consultant, 4 have to be
short-listed (after initial screening by HR) and at least 2 of them have to be selected.
An Annual Evaluation of the services provided by the existing consultants across the
country would be done to create a list of preferred consultants, who would be treated as
priority CV sources for critical positions in future.
At the Branch/Regional level, Regional heads, in coordination with the corporate HR,
would be responsible to plan, initiate & organize the Preliminary rounds of Interviews for
most of the existing vacancies.
Once the preliminary rounds are completed, CVs along with the dully filled up Interview
Evaluation forms of the short-listed candidates are to be sent to corporate HR for further
processing.
Corporate HR would organize the final Interviews in coordination with the concerned
Interviewing Authority.
40
HR extends the proposals to the candidates who get selected after final round of
Interviews and negotiates to close those.
Once the candidates agree to the proposals &n intimate their acceptance, HR sends out
the formal offer letter, duly approved & signed by the concerned authority.
Offer letter check list HR should make sure that all the below-listed documents are received & checked thoroughly
before issuing the formal offer letters
1. Approved Manpower Requisition form (MRF)
2. Resume (hardcopy) of the candidate.
3. Interview Assessment sheet (Filled up with specific recommendations by the
concerned Interviewers).
4. Reference checks details (documented in the specified format, Arani Bio-data).
5. Compensation Proposal (Existing package & the proposed plan, duly approved by the
concerned Authority)
41
Phase
I
Activities
Time frame
competency
15 days
2 days
4 days
4 days
II
the
Salary
2 days
Proposal,
III
6 days
Negotiate with the selected candidates
& offer closure
42
Phase I: Pre-Selection
Functional
MRF
or
Approval
Approving
Authority
&
Regional Head
Job Description
&
Candidate Profile
(Education, competencies,
Attitude etc)
HR
Search
CV Sources
Internal CV database
Hiring Consultants
e-Recruitment portals
News paper Advertisement
Internal Reference
Personal Networks
Market Intelligence
CV Bank
43
Initial HR
Screening
Short-listed CVs
Called for Personal
Interviews
(Local candidates)
Short-listed CVs
Tel. Interviews
(Outstation candidates)
HR co-ordinates to organize the interviews
Preliminary Interviews
(As per the Selection approving Matrix)
Short-listed candidates
Final Interview
(As per the Selection Approving Matrix)
44
HR closes it &
sends out the offer
letter
Offer Accepted
45
Plan the Induction with the Functional leaders, prior to the DOJ & communicate to all the concerned
persons accordingly
II.
Make sure that the following forms are filled up and sent to HR on DOJ itself
III.
IV.
Take the new hires through the office to all the departments, Introduce them to other Functional
leaders, peers, colleagues
V.
Finally, Introduce the new hires to the respective Reporting Managers, to start the functional
orientations
VI.
HR receives the Induction feedback from both the trainer as well as from the new hires & keeps a
track of learning & performances of the new hires.
46
CHAPTER - IV
TRAINING &
DEVELOPMENT
POLICY IN ____
47
Training activities serve the business objectives and instill values of the
company.
Responsibility for implementation of the plan will vest with functional heads,
the Head KM, Quality and Technical training as well as with HR.
Procedure
Each functional head identifies the knowledge and skills required to perform
critical tasks involved in the assignments given to individuals within his
function.
He identifies these learning needs:
At the stage of recruitment.
During the performance review and appraisals.
While over seeing the handing over process.
48
Based on the above, each function develops and maintains a plan in the
specified format for meeting the learning needs of employees. The plan will
include estimated cost and man-days of training.
Each training program shall close with a feedback report on the same.
49
Trainer's notes.
days achieved.
Such training results in superior expertise and skills of its people and thus
enables the company to compete successfully in international projects.
50
Policy Details
Every employee who joins the company as a Technical staff will be assigned
to a specific project (customer or in-house).
The project could be in application development, technology assimilation, quality
or any other relevant area. For them to improve upon their skills and expertise,
periodic technical training or inputs will be provided through in-house or external
programs. Some of this training/inputs will be followed by certification tests,
which the company will identify based on the needs of the individual and the
organization.
Scope:
- The three areas in which the company would sponsor certification are as
follows.
51
-The training inputs may be in the form of structured programs or guidelines for
self-Learning.
Any training outside of the ones identified above, will need specific approval
from the employees reporting manager and Head HR.
Customer projects will be accorded top most priority and thus all training and
certification should be planned in consultation with reporting managers.
Certification: Prior written consent is required from the reporting manager and
the Head HR for taking the certification tests. The date for taking the
certification test should be mentioned in the application. The person should
have ensured availability of dates at least 3 weeks in advance to facilitate
smooth registration.
To claim reimbursement, the employee has to necessarily clear the exam and
provide the certificate as a supporting document.
52
On receiving the test scores, or upon certification, copies of mark sheets and
certificates should be submitted to the reporting manager.
Objectives
Retain within the company the knowledge and skills imparted through training
programs.
If retention is not possible, ensure that the cost incurred towards imparting
training is recovered so as to be able use the same towards training of other
Employees.
53
Scope
This policy applies to all Employees who attend a training program / seminar /
certification course towards where the company has invested an amount of
Rs. 15,000/- or more (inclusive of travel, course fee and accommodation
expenses).
Features
This policy applies to both domestic & overseas training and certification
courses.
The cost to the Company on account of training will be debited to the
employees account and is refundable if an individual decides to leave the
services of The Company or its associate/group companies within one year of
completion of the training program. The amount the individual shall pay back
to the Company shall be computed as per the table below:
Period of service put in after
Training cost
completion of program
reimbursement required
3 months
100 %
6 months
75 %
9 months
50 %
12 months
Nil
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Procedure:
Prior to attending a training program where the cost is above Rs 15,000/-, the
individual shall sign an agreement that in the event of his leaving The
company prior to completion of one years of service post the training
program, the training cost as per above schedule will be paid back to the
company.
On the individual signing this agreement, his reporting manager shall intimate
HR. HR will inform finance for release of funds & debit the amount to the
individuals account as training cost.
On resignation of any individual, accounts will check for training costs debited
against the individual account & recover the costs, if any, as per the schedule
given above.
55
CHAPTER V
DATA ANALYSIS AND
INTERPRETATION
56
RESPONSE
1
2
3
4
Advertisements
Friends
Consultancy
TOTAL
NO OF
RESPONDENTS
30
5
15
50
Consultancy
30%
Friends
10%
PERCENTAGE
60
10
30
100
Advertisement
Advertiseme
nt
60%
Friends
Consultancy
57
From the above table 60% of the respondents came to know about the
organization through advertisements, 15% through consultancies and the rest
10% through friends.
2. All departments of the organization are timely reporting to the higher
authorities about manpower required
a. Strongly agree
b. Partly agree
c. Disagree
SNO
RESPONSE
1
2
3
4
Strongly agree
Partly agree
Disagree
TOTAL
NO OF
RESPONDENTS
35
10
5
50
PERCENTAGE
70
20
10
100
Disagree
10%
Strongly agree
Partly Agree
Partly Agree
20%
Disagree
Strongly
agree
70%
58
From the above table 70% of the respondents strongly agree that all departments
of the organization are timely reporting to the higher authorities about manpower
required, 20% of the respondents partly agree and the rest 10% disagree.
SNO
1
2
3
RESPONSE
Yes
No
TOTAL
NO OF
RESPONDENTS
50
50
PERCENTAGE
100
100
No
0%
0%
Yes
No
Yes
100%
From this table it is clear that all then respondents feel that their job
responsibilities are according to their qualifications and experience.
59
SNO
1
2
3
4
RESPONSE
Very tough
Tough
Easy
TOTAL
Easy
60%
NO OF
RESPONDENTS
10
10
30
50
PERCENTAGE
20
20
60
100
Tough
20%
Very Tough
Tough
Very Tough
20%
Easy
60
From the above table 60% of the respondents feel that the selection procedure
followed by the organization is easy, 20% feel it as tough and the remaining 20%
feel it as very tough.
5. How Many rounds you have faced in the selection process?
a. 3
b. 4
C. Above 4
SNO
1
2
3
4
RESPONSE
3 Rounds
4 Rounds
Above 4
TOTAL
NO OF
RESPONDENTS
50
50
Above 4
0%
PERCENTAGE
100
100
4 Rounds
0%
3 Round
4 Rounds
3 Round
100%
Above 4
From the above table it is clear that all the respondents have faced only three
rounds in the selection process.
61
RESPONSE
1
2
3
4
Experience
Expertise
Excellence
All of the above
TOTAL
NO OF
RESPONDENTS
10
5
5
30
50
PERCENTAGE
20
10
10
60
100
Experience
20%
Experience
All of the
above
60%
Expertise
10%
Excellence
10%
Expertise
Excellence
All of the above
From the above table 60% of the respondents feel that the selection in the
organization is based on all the factors experience, expertise, and excellence.
The 20% of the respondents feel that the selection is based on experience, 10%
62
feel that the selection is based on expertise and the rest 10% feel that it is based
on excellence.
SNO
RESPONSE
1
2
3
4
Yes
To some extent
No
TOTAL
50
45
40
35
30
25
20
15
10
5
0
NO OF
RESPONDENTS
40
10
50
PERCENTAGE
80
20
100
1, 10
To Some
Extent
1, 40
Yes
20%
2,2,80%
1
From the above table 60% of the respondents feel that the written tests
conducted by their organization during the selection process are based on job
requirements.
63
SNO
RESPONSE
1
2
3
4
Yes
To some extent
No
TOTAL
To some
extent
20%
NO OF
RESPONDENTS
40
10
50
PERCENTAGE
80
20
100
No
0%
Yes
To some extent
Yes
80%
No
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From the above table 80% of the respondents feel that the questions asked in
the interview session were related to the job. The rest 20% of the respondents
feel that the questions asked in the interview session were related to the job.
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CHAPTER
CHAPTER VI
VI
CONCLUSION & SUGGESTIONS
66
The study reveals that the recruitment and selection practices are
effective in general. The man power planning and function in the organization
into an extent based on job requirement. The employees felt that the concerned
department reports their manpower requirements immediately to the higher
authorities. Employees felt that the job to be interesting and they feel that there is
a clear communication of duties and responsibilities are as per the qualification
and experience.
The employees felt that the recruitment policy is well established and
generally it is through advertisement in most cases and some times through
campus interviews. Almost all the employees agreed that recruitment is based on
merit. The influence of trade union in the recruitment policy is almost absent.
67
employees are satisfied. The employees felt that questioning pattern in the
selection process is related to the job. There is a mixed response with respect to
written test ability to fulfill job requirements. Higher level employees are satisfied
where as the lower category employees are satisfied on this aspect.
Induction is also given equal importance and employees felt that the
orientation during induction very helpful to them in giving clear idea about the
organization.
Suggestions
3. Selection shall be based not only on marks obtained, they should also
consider candidates communication skills, behavior, etc.., these are the major
factors which reflects the company well being.
68
7. Departmental head should always be in touch with employees to know the job
requirements.
8. Proper training has been given to recruitment person and technical aspects.
9. Conduct written test for his general ability and in the field he/she is concerned
with a good interview.
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BIBLIOGRAPHY
70
BIBLIOGRAPHY
Fisher Cynthia D., Schoenfeldt Lyle F. And Shaw James B., (1997),
Human Resource Management , Chennai, All India Publishers and
Distributors Regd.
Werther William B., Davis Keith (1996), Human Resource and Personnel
Management, New York, Mc Graw Hill Book Company.
71
APPENDIX
72
73
74
Provide Staff
List
Training,
Culture
Introduction
Business
Overview
75
Products,
Customers
Location of
First Aid Kit
Protective
Clothing
General
Housekeeping
Smoking
Regulations
General
Behaviour
ISO
Awareness
Time Keeping
Pay
Procedures
Social
Activities
Superannuation
Telephone
Rules
Annual Leave
Public Transport,
Car Parking
Public
Holidays
Canteen/Lunch
Facilities
Sickness &
Absences
First Aid
Facilities
Contract of
Employment
Locker Rooms,
Toilet Facilities
Staff Profile
Sheet
Introduction to
Colleagues
Exits
Emergency
Hours of
Work
Introduction to
Supervisor
Fire
Extinguishers
2) General Welfare:
Security &
Confidentiality
Accident
Procedures
Equipment &
Machinery
Workplace
Tour
76