TABLE OF CONTENTS

 CERTIFICATE
 DECLEARATION
 PREFACE
 ACKNOWLEDGEMENT
 OBJECTIVE OF THE PROJECT
 ABOUT MOSERBAER INDIA LTD
 MILESTONES
 EXECUTIVE SUMMARY
 HUMAN RESOURCE AT MBIL
 TRAINING AND DEVELOPMENT
 EMPLOYEE RELATIONSHIP
 REWARD & RECOGNITION
 PERFORMANCE MANAGEMENT SYSTEM
 PERSONNEL
 RECRUITMENT AND SELECTION
 RECRUITMENT AND SELECTION PROCESS AT MBIL
 COMPERATIVE STUDY OF R&S PROCESS WITH PHILIPS
 RECOMENDATION
 WORDS OF NEW JOINEE
 MY EXPERIENCE AT MBIL
 CONCLUSION
 BIBILIOGRAPHY
 ANALYSIS/QUESTIONNAIRE
EXECUTIVE SUMMARY
My research project deals with “Recruitment and Selection system” as carried out at Moserbaer India
Ltd. The objective of my study is to understand and analyze the existing recruitment & selection
procedure in the company. The HR professionals in the service sector are now stressing on a systematic
approach to recruitment and selection for increasing the managerial effectiveness of its professionals.

The first section my report deals with a detailed company profile. It includes the company‘s history, its
activities and operations, etc. This section attempts to give detailed background information about the
company and the nature of its functioning.

The second section deals with Recruitment and selection. In this section, I have given a brief conceptual
explanation of the topic. It contains the definitions, process and significance of recruitment and selection.

The third section of my report deals with my observations about the process of recruitment and selection at
moserbaer India ltd.. This is the concluding section. This section also contains my findings and
conclusions.

The fourth and final section of this report consists of extra information that is related to the main contents
of the report. These annexures include some forms and documents relating to the company, also relating to
the report and important documents upon which the report is based.

I sincerely hope Moserbaer India Ltd. finds my suggestions and recommendations to be of some benefit to
it in carrying out their activities more efficiently

About Moser Baer India Ltd. Moser Baer, headquartered in New Delhi, is one of India's leading
technology companies. Established in 1983, the company successfully developed cutting edge
technologies to become the world's second largest manufacturer of Optical Storage media like CDs and
DVDs. The company also emerged as the first to market the next-generation of storage formats like Blu-
ray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multi-
technology organisation, diversifying into exciting areas of Solar Energy, Home Entertainment and IT
Peripherals & Consumer Electronics.

Moser Baer has a presence in over 82 countries, serviced through six marketing offices in India, the US,
Europe and Japan, and has strong tie-ups with all major global technology players.
Moser Baer has the distinction of being preferred supplier to all top global OEM brands.

Moser Baer stands committed to supplying highest quality fully licensed media to its customers.

Moser Baer's products are manufactured at its three state-of-the-art manufacturing facilities. It has over
6,000 full-time employees and multiple manufacturing facilities in the suburbs of New Delhi.

History

Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in technical collaboration
with Maruzen Corporation, Japan and Moser Baer Sumiswald, Switzerland.

In 1988, Moser Baer India moved into the data storage industry by commencing manufacturing of 5.25-
inch Floppy Diskettes. By 1993, it graduated to manufacturing3.5inchMicroFloppy Diskettes (MFD).In
1999, Moser Baer India set up a 150-million unit capacity plant to manufacture Recordable Compact
Disks (CD-Rs) and Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media
project was identical to what had successfully been implemented in the diskette business - creating a
facility that matched global standards in terms of size, technology, quality, product flexibility and process
integration. The company is today the only large Indian manufacturer of magnetic and optical media data
storage products, exporting approximately 85 percent of its production.

Since inception, Moser Baer has always endeavored to create its space in the international market. Aiding
the company in its efforts has been a carefully-planned and sustainable business model - low costs, high
margins, high profits, reinvestment and capacity growth. Along the way, deep relationships have been
forged with leading OEMs, with the result that today there are hardly any global technology brands in the
optical media segment that Moser Baer is not associated with.

In 2006, the company announced its foray into the Photovoltaic and Home Entertainment businesses. In
2007, the IT Peripherals and Consumer Electronics division was formed.
Vision and Mission

Vision

"Touching every life across the globe through high technology products and
services”

―Mission‖
We will drive growth through our excellence in mass manufacturing.
We will move up the value chain through rapid development of technology, products
and services.
We will leverage our relationships, distribution, cost leadership and "can do" attitude to
become a global market leader in every business.
Our Values
Teamwork
Thinking and working together across functional silos, hierarchies, businesses and geographies.
Cooperating and supporting each other towards common goals.

Integrity
Consistently behaving and taking decisions in an ethical, trustworthy and fair manner in all spheres of life.

Passion
Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling of "do it with
pride" and "love to be there". A feeling that encourages one to dream & realise the dreams. Self
commitment to give more than 100% & create value.

Speed
Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude and by doing
right, first time, on time and every time.
Quick Facts

 Among the top two media manufacturers in the world

 Entered the highly exciting and emerging global technology space of photovoltaic in mid-2005
 Foray into the fast growing Home Entertainment Business in 2006.
 In-house developed and patented technology has been considered as one of the four standard media
to be included in the Blu-ray Disk Association
 The first storage media company in the world to ship HD DVDs using a special disc structure using
common materials.
 Lowest-cost manufacturer of optical media in the world
 Highly R&D-focused company
 OEM supplier to all the 12 leading storage media brands in the world

Locations
 Corporate Headquarters: New Delhi, India
 Indian Offices: Mumbai, Kolkata, Chennai and Bangalore
 Worldwide Offices: The Netherlands, USA (New York and California), Japan, Middle-East
Awards

 EFY 2016 Special Award to Mr Deepak Puri, CMD, Moser Baer

2016
 Golden Peacock Environmental Eco –Innovation Award 2016

 Golden Peacock Award for Occupational Health and Safety '15

2015
 Award for being 'Highest Exporter in IT Sector' from 'Export Promotion Council
for EOUs & SEZ Units'.
 Business Standard 'Most Innovative Company of the Year Award' 15'
 ELCINA - DUN& BRADSTREET Awards, 2006 - 07 in the categories- Quality,
R&D and Business Excellence
 Award by "Electronics and Computer Software Export Promotion Council (ESC)" in
IT Hardware category, titled "Award for Maximum IT Hardware Exports"

 "BEST OF ALL" Rajiv Gandhi National Quality Award by Bureau of Indian

2014 Standards
 Indira Awards for Marketing Excellence awarded "CEO of the Year Award" to Mr.
Deepak Puri, CMD
 "Electronics Organisation of the Year Award" from Electronics for You Publication
Group.
  PHDCCI - Distinguished Entrepreneurship Award' 06 to Mr. Deepak Puri, CMD

 Golden Peacock Award for Competence in Quality and Innovation Management

2013
 Global Industry Leader Award" to Mr. Deepak Puri and "Excellence in
Manufacturing Award" to Moser Baer from Optical Disc Systems
 Golden Peacock Environment Management Award
 Plasticon Award 2005 by Plast India Foundation

 Frost & Sullivan Awards for excellent Manufacturing Practices.

2012
 DataQuest Top 20
 Deloitte Award for Fast Growing IT Company and Manufacturing Excellence
 Corporate Role Model and Lifetime Achievement Award to Mr. Deepak Puri,
Managing Director, Moser Baer by Centre of International Business., Amity Business
School, Noida

 Dataquest IT Man of the Year Award 2003 to Mr. Deepak Puri Managing Director,
2011 Moser Baer
 Business Today - India's Best Managed Company for the year 2003
 NMA Leadership Award 2003 to Mr. Deepak Puri, Managing Director, Moser Baer
 Deloitte Touche Tohmatsu Fast 500 - Asia Pacific's Leading Technology Companies
in 2003

 Dataquest Awards - Top Growth Company for the year 2009-10

2010
 Ernst & Young Entrepreneur of the Year 2002 for Manufacturing to Mr. Ratul Puri,
Executive Director, Moser Baer
 LMA (Ludhiana Management Association) Vardhman Award for Entrepreneur of the
Year 2002 to Mr. Deepak Puri, Managing Director, Moser Baer

 All India Award - Highest Exports in Electronic Hardware (Non-SSI) for 2010-11
2011
 The Economic Times Awards for Corporate Excellence - Company of the year 2011-
12
 Dataquest Top 20 - Fastest Growth Company for the year 2011-12
 ELCINA (Electronic Component Industries Association) Electronics Man of the Year
to Mr. Deepak Puri, Managing Director, Moser Baer

 Highest Exports Award in Electronic Components amongst Non-SSI Category

1996-
97
Milestones

1983  Established

1985  Production of 8.0"/5.25" Disks

1987  Production of 3.5" Disks

1998  ISO 9002 Certification

1999  Production of CD-R

2000  Production of CD-RW

2002  Completely Integrated Manufacturing

2003  Production of DVD-R

 Production of DVD-RW
 ISO Certification for all Facilities
 Launch of 'Moserbaer' Brand in Indian Market
 Signed one of Largest Outsourcing Deals in Indian Manufacturing

2004  'Lightscribe' Deal with HP

 HP Deal for India and SAARC Region
 Contributing Member of Blu-Ray Disk Association

2005  ISO 14001 & OHSAS 18001 certification for Moser Baer plants.
 Commencement of Phase III of Greater Noida Plant
 Announced Moser Baer Photovoltaic Ltd as it's wholly owned subsidiary
 Received status of SEZ developer from Govt. of India
 Announced a wholly owned subsidiary-Moser Baer SEZ
 Signed MoU with IIT, Delhi

2006  The first company in the world to start volume shipments of HD DVD-R
 Signed Technology MoU with IT BHU
 Patented technology approved by the Blu-ray Disc Association
 In-house R&D Centre approved by Ministry of Science and Technology
 Launched USB Flash drives
 Forayed into entertainment space, enters Home Video market
Products/Services

 Optical Storage Media: Recordable Compact Discs (CD-R), Rewritable Compact Discs (CD-
RW), Pre-recorded CD/DVD, Digital Versatile Disks (DVD-R) and Rewritable Digital Versatile
Disks (DVD-RW), LightScribe-enabled media.
 Photovoltaic: Crystalline Silicon Cells and Modules, High Concentrator and Thin Film Modules
 Entertainment: Distribution of movies, film production and theatrical distribution
 IT Peripherals and Consumer Electronics: Optical Disk Drives, Headphones, Keyboards,
Optical Mouse, DVD Players
 Replication Services

Employees
 Over 7,500

Number of Plants
 4

Exchange Listing
 National Stock Exchange (NSE)
 Bombay stock Exchange (BSE)

Summary Financials
 For the financial year ending March 31, 2016
Net Sales: Rs. 18,997.9 Million

Net Turnover: Rs. 208.7 Million
Board of Directors

The difference between a good company and a great one lies in its core management team. Moser
Baer's Board is a classic example of just how a group of thought leaders, visionaries, evangelists and
technocrats can come together to galvanize a company to achieve excellence - and that too on a
global scale. Meet the people who provide the inspiration and guidance to make it all happen for
Moser Baer.

Deepak Puri provides strategic direction to the company. He is the driving force in
creating an environment of integrity by ensuring fair business practices and profound
respect for Intellectual Property Rights. It is his ceaseless quest for human capital
development that has helped steer the company along a continuous growth path. A
leading spokesman for the Indian industry, Deepak Puri has never shied from speaking
his mind and sharing his opinions. He is also Chairman of the Electronics and
Deepak Puri Computer Software Export Promotion council (ESC), a non-profit autonomous
Managing organization of the Ministry of Information Technology, Government of India. He
Director holds a Master's Degree in Mechanical Engineering from Imperial College, London,
and is an alumnus of St Stephens College and Modern School, New Delhi.

Ratul Puri joined Moser Baer in 1994 and has been Executive Director since 2001.
Prior to assuming this role, Ratul was General Manager (Business Development). In
this capacity, he was instrumental in setting up plants for manufacturing Compact
Disc-Recordables (CD-Rs), the first to come up in India. He has also played a pivotal
role in reinforcing Moser Baer's focus on maximizing shareholder value and in raising
Ratul Puri funds from best-in-class investors. He has a degree in Computer Engineering from
Executive Carnegie Mellon University, USA and did his schooling from St Columbus, New
Director Delhi.
Nita Puri Nita Puri is a co-promoter of Moser Baer India Ltd and a Whole-Time Director of the
Company. A graduate from Calcutta University, she has over three decades of
experience in managing businesses. As Director (Administration and HR), she has been
closely involved with the company's growth since its inception.

Whole TimeDirector

Prakash Karnik was a Director at Electra Partners Asia Private Ltd, one of Asia's
leading private equity firms. An engineer from the Indian Institute of Technology
(Chennai) and a management graduate, he has over 25 years of experience in the
engineering and finance sectors. He has worked in senior positions in both government
and private sector organizations, including Jardine Fleming India Securities Ltd, Unit
Prakash Karnik Trust of India and the Economic Development Corporation of Goa Ltd.
Director

Rajesh Khanna has been working with Warburg Pincus for the last six years. He is an
MBA from the Indian Institute of Management, Ahmedabad and a Chartered
Accountant. He earlier worked with leading finance and consulting firms such as
Citibank NA. He is now the Managing Director of Warburg Pincus India Private Ltd
and also serves on the Boards of Nicholas Piramal India Ltd, Max India Ltd, Max
Rajesh Khanna Healthcare Institute Ltd and Max New York Life Insurance Company Ltd.
Director
(Nominee
Warburg Pincus
Singapore LLC)

Bernard Gallus brings with him over four decades of experience in the international
technology and finance markets. He was earlier Managing Director and member of the
board of J Bosshard SA, Lausanne, later taken over by the manufacturing company W
Moser Baer AG, Switzerland.

Bernard Gallus
 Director

Arun Bharat Ram is the Chairman and Managing Director of SRF Ltd. A graduate in
Industrial Engineering from the University of Michigan, USA, he began his career in
1967 with the Delhi Cloth St General Mills Company Ltd, (now DCM Ltd). He went
on to set up SRF Ltd in 1971. In his businesses, he has strongly supported corporate
governance initiatives and professionalism. He has been on various government-
Arun Bharat Ram industry committees and is a former President of both the Confederation of Indian
Director Industries (CII) and the Association of Synthetic Fiber Industry.

John Levack has over 20 years of private equity experience with Electra and 3i Pic in
Asia and Europe, four years of which have been in India. Levack has a degree in
business administration from Bath University in the UK. He is a Director at Aksh
Optifibre Ltd, Zensar Technologies Ltd, Electra Partners Asia Ltd, Electra Partners
Mauritius Ltd, EP Asia Ltd, eTelecare International Inc. and RT Packaging Ltd.
John Levack
Director

Mr. V. N Koura has been inducted as an Additional Director of the Company since
29th September, 2006. Mr. Koura received his formal legal education at Lincoln's Inn,
London and currently is a senior partner of Koura & Co., a leading firm of legal
consultants in India. He is also on the Board of Bharti Infotel Limited, National Cereals
Products Limited, Controls and Switchgear Contractors Limited and HCL Infosystems
Virander Nath Limited.
Koura
Director

Dr. Vinayshil Gautam has been inducted as a Director of the Company w.e.f 12th
December, 2006. He was the first Director of India Institute of Management
(Khozikode) and the first Head Management Department at Indian Institute of
Technology (IIT), Delhi.

Vinayshil Gautam He is currently the Dalmia Chair Professor of Management at IIT, Delhi and
Director coordinator of the Institute's Dalmia Research Programme Dr. Vinayshil Gautam was a
member of various significant committees of Government of India including the
 Committee appointed to look into the efficiencies of promotional processes of 10
senior Positions in Government; Quinquennial review team of CMFRI, NAARM;
Committee appointed to review the working of NSTEDB, etc. He is also on the Board
of J.K Industries Ltd, Shivam Auto Tech Ltd, EXIM Bank, Steel Authority of India,
KEC International Limited.

Frank Dangeard was Chairman and CEO of Thomson, a provider of digital video
technologies, solutions and services, from 2004 to early 2008. Earlier, he was Senior
Executive Vice President of France Telecom, a global telecommunications operator.
He is chairman or member of a number of boards or advisory boards of international
companies and non-profit organizations. Dangeard was educated in France and the
Frank E. United States. He has been the recipient of the National Order of the Legion of Honour
Dangeard
Director (Chevalier), the highest decoration in France.

Viraj Sawhney is a Principal of Warburg Pincus India. He was earlier a consultant with
McKinsey & Company. His business experience spans a range of strategic and
operational issues across several industries.

Viraj Sawhney
Director

Key Management

Deepak Puri
Chairman & Managing Director, Moser Baer India Limited

As Chairman and Managing Director of Moser Baer India Ltd, Deepak Puri provides strategic
leadership and direction to the organization. He steers the company with his vision of making
Moser Baer one of the most respected technology companies globally.
Ratul Puri
Executive Director

Ratul Puri has been the Executive Director of Moser Baer India Ltd since 2001. Ratul is
responsible for the overall corporate management and financial control of the organization.

Rakesh Govil
President Corporate Strategy & Business Development

Rakesh Govil has been associated with Moser Baer India Ltd since August 1999, and is
currently designated as President: Corporate Strategy & Business Development for the Group.

Yogesh B Mathur
Group Chief Financial Officer

Mr Yogesh B Mathur joined Moser Baer India Ltd as Group Chief Financial Officer in July,
2005. In his current capacity, he is responsible for steering the functioning of the Finance,
Treasury, Accounts, Audit and IT departments and provides strategic vision and leadership to
the company.

Rajiv Arya
CEO - Moser Baer Photovoltaic Ltd.

Rajiv Arya is the CEO of Moser Baer Photo Voltaic Ltd, a fully owned subsidiary of Moser
Baer India Ltd.

Rajiv will be instrumental in envisaging company‘s plan to attain a 1GW capacity for Moser
Baer Photovoltaic Limited across the three verticals—silicon, thin film and concentrators—
over the next few years.
VC Agerwal
CEO (Operations), Moser Baer Photovoltaic Limited

V.C. Agerwal is CEO (Operations) at Moser Baer Photovoltaic India Ltd, a fully owned
subsidiary of Moser Baer India Ltd.

Harish Dayani
CE - Entertainment Division

Harish Dayani is the Chief Executive, Entertainment Divison, Moser Baer and is responsible
for providing direction and market leadership for the company in India and will also be
responsible for taking this new initiative to greater heights.

Ram Nomula
CE - Moser Baer Entertainment Services

Mr. Ram Nomula is the Chief Executive of Media & Entertainment Services at Moser Baer. In
this position, he provides strategic leadership to the division's media mastering, authoring,
replication and packaging services.

Bhaskar Sharma
CE - Blank Optical Media & Consumer Products

Bhaskar Sharma is Chief Executive at Moser Baer India Limited heading the blank optical
media and consumer products businesses.
 Girish Baluja
COO - Corporate

Mr. Girish Baluja is the COO - Corporate at Moser Baer India Ltd. He has been associated
with the company since 2005. He oversees Corporate HR, Corporate R&D, Corporate Supply
chain & Six sigma initiatives. His responsibilities also include OM&T business (MBIL
acquired this specialized Optical Technology and R&D subsidiary of Phillips).

Moser baer is Globalized now

a. Global scale manufacturing

b. Global customer base

c. Global competitive costs15

d. Global presence

e. Global technology partnership

f. Globally ranked expertise

CORPORATE OBJECTIVES :

1. A commitment to efficient manufacturing that has led to the lowest production costs in the world

2. A strong R&D focus that has helped develop innovative products on a continuous basis

3. The highest quality standards that have consistently delivered world-class products.

4. A strong customer focus that has resulted in high customer retention and acquisition

5. A marketing focus that has kept products contemporary and relevant to emerging need
LIFE AT MOSER BAER

"Behind all successful technologies is a set of creative and committed people..."

—Deepak Puri
Chairman and Managing Director
At Moser Baer, to merely state that people are our biggest asset is not enough—they are the drivers of our
growth and the real reason for our success. The company‘s intellectual capital is the cumulative insight of
each and every employee. The power of this capital is reflected in everything we do, whether it is
improving process efficiencies, re-engineering equipment, lowering costs, enhancing productivity,
launching new products or improving shareholder value.
Our team comprises experienced, highly motivated and skilled personnel from various disciplines. We aim to
provide them a working environment where they can excel. Our people policies have been designed to help create a
work environment that relies on teamwork, sharing information and finding new and better ways to work and
support each other. These, in turn, help us set standards of excellence in our industry, while delivering products that
exceed customer expectations on time, thereby earning the respect of our customers worldwide.

The company has taken a big step towards process leadership with the adoption of the Balanced Scorecard, in order
to ensure that each and every individual in the organization continues to stay aligned to the collective corporate
goals—even as the organization grows by a monthly average of 150 hires The essence of what we do lies in who we
are. And this is what some members of the Moser Baer family have to say about their company...

"A place where people work with a smile on there faces and dreams in their eyes..."

"A place where your views can be freely voiced and are received with an open mind..."

"A place where you know whenever you need help, there is a family of 6,500 members waiting to help you
out.
HUMAN RESOURCE IN MBIL

Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its
human resource. People working in the organization must be helped to acquire capabilities for effective performance
of new roles/functions/tasks/that may arise in the process of company‘s growth and change in the environment.
MBIL endeavor‘s to nurture environment, training, job progression, recreation etc. to ensure that they have a fruitful
and mutually beneficial association with the company

HR Vision

To facilitate development & growth of our people to leverage their fullest potential & create a spirit of customer
intimacy & service excellence for driving rapid business growth.

HR Goals

Improve employee engagement across the organization

Maintaining industrial harmony
To ensure that compensation, career growth and future path are performance driven
To see to it that employee suggestions are forthcoming and frank, with the organization giving it a clear ear
and acting on wherever necessary.
 HUMAN RESOURCE MANAGEMENT IN MBIL

The Human resource department of Moser Baer has many tentacles .I will give in brief about each though I would
like to make it clear that Moser Baer India limited Human resource is broadly divided into Four departments they
are Industrial Relations, Training, HR and Personnel Department. Each department has a different set of functions.

I would like to give a bird‘s eye view on Human Resource department first; it has recruitment section, Joining
Formalities Support team, Performance Management System team, ERP and Management information team.

Training and Industrial relations are autonomous department as far as Moser Baer is concerned due to the large
human capital working in this organization.

HR IN MBIL

TRAINING
HUMAN
INDUSTRIAL &
RESOURCE
RELATIONS DEVELOPMENT PERSONNEL
DEPARTMENT WISE SUB-DIVISION

HUMANRESOURCE

SUPPORTING MAIN

MANPOWER RECRUITMENT
PLANNING ANDSELECTION

JOINING PMS
FORMALITIES

HRHELPDESK

RECRUITMENT

Recruitment is dynamic and very much required as far as any organization is concerned and Moser Baer tries to take
the best candidates out of the numerous employees‘ curriculum vitae.

The recruitment process of Moser Baer happens by three modes either from Naukri.Com, through Walk-in or
through employee referrals but all have to go through a strict procedure.

The recruitment happens at all levels from the Level of DET to Engineer, Managers, General managers etc. HR
executives look after the recruitment process. And the department head takes the main interview, HR executives
need to maintain a MIS for the process as the top management is aware regarding the same.
PERFORMANCE MANAGEMENT SYSTEM

This team takes care of the performance appraisal of the employee it is very important as this is the team which
finds whatever training and Appraisals increments and promotion has to be given to the particular employee it
maintains all the database as well has complete authorization, The entire process is looked after by them .This is
important as people can never be satisfied with their salary as well as the position so with the performance they are
promoted or given increment so they work in the present organization . Even the employees are given production
incentive by which they feel very motivated as their salary keeps on increasing annually.
 SUPPORTING FUNCTIONS OF HR
JOINING FORMALITIES

After the Candidate is selected in the process of Recruitment, there is joining formalities which takes place in order
to have all the details regarding the candidate /employee so he is verified as well as with the process aware about
whatever things are requisite from this organization point of view, so he gets a ID Card for punching for his/her
attendance, Medi-claim insurance or ESI card as per the employee salary this thing is made, then various forms need
to be filled for gratuity for shareholdings etc and then a MIS is also maintained for this which is maintained in
Microsoft Excel as well as the ERP software .

HR HELPDESK

If employees have any issues, queries and concerns are properly captured, evaluated and promptly
addressed/resolved and feedback is provided on issues not covered under the prevalent guidelines/policies, Moser
Baer launched HR&ADMN HELPDESK.

Each and every query can be raised through intranet and the process owners resolve the raised query and
communicate to the concerned employee with the copy marked to the Helpdesk dedicated resource within the
predefined timeframe.

And the help-desk –dedicated resource shall present MIS & percentage compliance to defined service level
agreement in the plant monthly HR review meeting.

REWARD & RECOGNITION

It is done to create an environment where people strive from within to excel in meeting their stake holder
expectation

R & R SCHEMES: -

1. Employee of the month

2. Employee of the year

3. Identifying key resources

4. Outstanding manager of the year

5. Six sigma certification

6. Quest for excellence

7. Service award

8. On the spot award

9. Appreciation award

10. Innovation award

DEPARTMENT WISE SUB-DIVISION

INDUSTRIAL
RELATIONS

PREVENTIVE CORRECTIVE

OPEN HOUSE DISCIPLINARY

WELFARE COUNSELLING

COMMITTEE

INDUSTRIAL RELATIONS

This department is very important as it is concerned with the relationship between the management and the workers
and the role of regulatory mechanism in resolving any industrial dispute.

It involves the following areas: -

Role of Management, Government

Machinery of resolution for industrial disputes.
Individual grievance and disciplinary policy and practice.
Labour legislation.
Industrial relations training like Know your Policy programs.
This department has also welfare programs like in-house sports activities, various behavioral programs as well as
Open House, which are conducted by HR and IR together.The family Visit inside the plant, and various programs
like Long Service Awards arrangement and organization is taken care by IR and HR together.
DEPARTMENT WISE SUB-DIVISION

TRAINING AND
DEVELOPMENT

TRAINING NEED
IDENTIFICATION

TRAINING TRAINING MODULE

INDUCTION
TRAINING

DISTANCE/EXTERNAL
TRAINING

ON THE
JOB/FUNCTIONAL
TRAINING

BEHAVIORAL
TRAINING

APPRENTICE
TRAINING

TRAINING AND DEVELOPMENT

Learning and Development - Training

We are a company that has a number of pioneering credits to its name – HD DVDs and blue laser disc standards
being the more recent successes that we have had on a global scale. We now intend to create history in the fast-
emerging field of solar energy and Photovoltaic. Being at the cutting edge and having created international
standards, we would know these technologies inside out. Thus, we believe comprehensive and high quality training
is critical to maintaining our leadership status. On a continuous basis, our people undergo a series of training
programs that encompass technical and functional training, behavior skills and other Management Development
programs. This department looks after different types of training happening in Moser Baer India Limited.
Training is the most important function that directly contributes to the development of human resources. Training is
essential because technology is developing continuously and at a fast rate. Organization should create conditions in
which people acquire new knowledge & skills & develop healthy patterns of behavior & style.

The different types of training involves:-

Mandatory Training
Behavioral Training
Process improvement training
Functional training.
There are more than 200 types of training programs that happen in this organization.

These are some part of training.

Mandatory training: - It includes Induction of role employees as well as UST, Integrated management system,
vision, mission & values.

Behavioral training:- It includes Staying ahead, motivational training, behavior, communication, team work, etc.

Process improvement :-It includes kaizen, six sigma, 5s,TQM,

Functional training: - It includes Microsoft excel, CDR, etc.

DEPARTMENT WISE SUB DIVISION

PERSONNEL

TIME OFFICE

ATTENCENCE
AND LEAVE
RECORD COMPENSATION
TIME OFFICE

This department team looks after the attendance of all the employees working in the plant. Secondly it solves all the
issues related to the same and also takes care of all the grievances regarding the leaves applicable to the employees
whether it is sick leave or casual leave or earned leave.

It also looks after and maintains the compensation record of the employees, their employee provident fund, pension
scheme, employee state insurance-sickness, maternity, and employee injury benefits.

Literature Review of Recruitment and Selection Process Study

RECRUITMENT & SELECTION

Comparative study of recruitment and selection process of Phillips with
Moserbaer

Royal Philips Electronics

Royal Philips Electronics of the Netherlands is a diversified Health and Well-being company, focused on
improving people‘s lives through timely innovations. As a world leader in healthcare, lifestyle and
lighting, Philips integrates technologies and design into people-centric solutions, based on fundamental
customer insights and the brand promise of ―sense and simplicity‖.

Headquartered in the Netherlands, Philips employs approximately 116,000 employees in more than 60
countries worldwide. With sales of EUR 26 billion in 2008, the company is a market leader in cardiac
care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as
well as lifestyle products for personal well-being and pleasure with strong leadership positions in flat TV,
male shaving and grooming, portable entertainment and oral healthcare.

Philips Consumer Electronics

Type Subsidiary

Founded 1891

Headquarters Amsterdam, the Netherlands

Key people Gerard Kleisterlee, CEO

Industry Electronics

Products Consumer Electronics

Revenue ▲€ 10.576 billion (2006)

 Net income ▲€ 416 million (2006)

Parent Philips

Website www.consumer.philips.com

Chief Executive Officer

Gerard Kleisterlee

President and Chief Executive Officer of Royal Philips Electronics

Locations

Global Headquarters

Philips International B.V.

Amstelplein 2
1096 BC Amsterdam
The Netherlands

Stock Ticker
Royal Philips Electronics is a publicly listed company in New York stock exchange (NYSE: PHG) and
Euronext Amsterdam (AEX: PHI).

Global Footprint

Philips is a global leader across its healthcare, lighting and lifestyle portfolio:

 We are the world’s largest home healthcare company, being number one in: Monitoring systems,
Automated External Defibrillators, Cardiac Ultrasound, Cardiovascular X-ray.
 We are number one in lamps in Europe, Latin America and Asia Pacific and number two in North America;
in Automotive lighting, we are leading in Europe, Latin America, Japan and Asia Pacific.
 We are number one in the electric shavers and male grooming category globally.
 Philips is one of the leading flat-TV brands globally.

Lighting
As the world‘s leader in Lighting, Philips is driving the switch to energy-efficient solutions. With
worldwide electrical lighting using 19 per cent of all electricity, the use of energy-efficient lighting will
significantly reduce energy consumption around the world and thereby cut harmful CO2 emissions. Philips
provides advanced energy-efficient solutions for all segments: road lighting, office & industrial,
hospitality and home - and has been instrumental in enhancing sustainability through innovations in
lighting technology. Philips is also a leader in shaping the future with exciting new lighting applications
and technologies such as LED technology, which, besides energy efficiency, provides attractive benefits
and endless new ‗never-before-possible‘ lighting solutions. Philips Lighting employs approximately
59,000 people worldwide.

Innovation

55,000 registered patents illustrate the innovative nature of the company. Philips currently holds around
33,000 registered trademarks, 49,000 design rights and 2,600 domain names.
Philips has adopted an Open Innovation strategy which leverages the joint innovative power of partnering
companies and researchers to bring more innovations to the market effectively and faster.

In 2016, Philips invested EUR 1.6 billion in Research and Development.

Philips is internationally recognized as a global leader in design, receiving a variety of international

awards each year. For example:

 2016 iF product design competition: 27 design awards in six categories

 2015: over 38 design awards from various organizations, incl. a red dot ‘best of the best award’ and a
listing in Time Magazine’s ‘best inventions of the year’ for the SKIN probe project.

Sustainability

Sustainability is at the center of Philips‘ strategy. Philips is committed to reducing its environmental
footprint in all aspects of its business: in the products, manufacturing, procurement, as well as in the
communities where the company acts and in the working practices of its employees.

All Philips products go through an EcoDesign process, identifying environmental impact in terms of
energy efficiency, hazardous substances, take-back and recycling, weight and lifetime reliability. Philips‘
processes on Green Product sales are verified annually by an independent third party and published in the
Sustainability Annual Report.

Philips aims to combat global healthcare challenges by focusing on delivering better quality healthcare at
lower costs, also in the emerging markets, such as China and India.

Philips also takes a leading position in educational programs, showing its stakeholders that energy
efficient solutions are simple, easy and actionable and make economic sense for national and local
governments, businesses, schools and individuals.
History

Our Heritage

The foundations of Philips were laid in 1891 when Anton and Gerard Philips established Philips & Co. in
Eindhoven, the Netherlands. The company begun manufacturing carbon-filament lamps and by the turn of
the century, had become one of the largest producers in Europe. Stimulated by the industrial revolution in
Europe, Philips‘ first research laboratory started introducing its first innovations in the x-ray and radio
technology. Over the years, the list of inventions has only been growing to include many breakthroughs
that have continued to enrich people‘s everyday lives.

Key Inventions

Since the beginning, Philips has placed R&D and innovation at the core of its activities, generating many
breakthrough inventions, such as the Compact Cassette and CD.

History of Philips Brand

Recruitment in Phillips
RECRUITMENT It has two key aims :- The attraction and retention of the interest of suitable applicants
and, The projection of a positive image of the organization to those who come in contact with it.

Objectives of the recruitment policy: Advertise all vacancies internally Reply to every job applicant with

minimum delay. Information potential recruits about the basic details and job conditions of every job advertised.

Process all applications with efficiency and courtesy.Seek candidate on the basis of their qualification for the

vacancy concerned. Ensure that every person invited for interview will be given through and fair hearing

The company will not : Discriminate unfairly against potential applicants on grounds of sex, race, age, religion

or physical disability. Discriminate unfairly against applicants with a criminal record. Knowingly make any false or

exaggerated claims in its recruitment literature or job advertisements.RECRUITMENT CHECKLIST- Has the
vacancy been agreed by the responsible manager? Is there an up-to-date job description for the vacant

position? What are the conditions for employment (salary, hours, holidays etc.) for the vacant position? Has

the candidate specification been prepared? Has the notice of the vacancy been circulated internally? Has a

job advertisement been agreed and forwarded to relevant agencies? Do all potential candidates know where

to apply and in what for? What arrangements have been made for drawing up a shortlist of candidates?

Have interviewing arrangements for shortlisted candidates been agreed? Have unsuitable candidates, or

candidates held in reserve been informed of their position? Have offer letters been agreed and dispatched

successful shortlisted candidates? Have rejection letters been sent to unsuccessful shortlilsted candidates?

Have the necessary procedures for placement, induction and follow-up of successful candidates put into

effect?

RECRUITMENT PROCESS
AUTHORISATION This ensures that the recruitment process is agreed by senior management in align with the

organizational /departmental objectives and its is necessary, timely and cost-effective. It provides an ideal

opportunity for management to :-

 Debate the potential for restructuring workloads and departments and redeployment of surplus staff. This means

that the incoming job holder may not necessarily the best person for the job.

 Delay or eliminate expenditure on staffing and recruitment budgets.

SELECTION Selection involves a series of steps by which the candidates are screened for choosing the most

suitable person for vacant jobs. The process of selection leads to employment of persons who posses the ability and

qualifications to perform the jobs which have fallen vacant in an organization.

The basic of purpose of the selection process is to choose right type of candidates to man various position in the

organization. In order to achieve this purpose, a well organized selection procedure involves many steps and at each

step, unsuitable candidates. Bur recruitment, on the other hand, is a positive process. Its aim it to attract applicant for

vacant jobs in the organization. Various source of recruitment are used for this purpose.

The salient features of the selection process are:-

 Application details in the form of C.V.'s letters etc.

 The interview and

 The selection tests where applicable and other supporting evidences such as references.

Application Forms One of the biggest advantages of using application forms is that the information about the

candidates comes in a standardized format. The application form employed by the organsiation may be 'closed'

requiring only routine information for unskilled manual and clerical posts and 'open' requiring candidate to express

opinions and judgements as well as providing some routine information for managerial, executive and professional

grades. The application form provides the basis for the final selection as it indicates the qualifications and

experience an applicant has.

Curriculum Vitae The C.V. is a candidate's own description of how he/she sees their personal history in relation to

a job application. It describes certain basic details such as:

1. Name, address and telephone number

2. Age, marital status

3. Educational Qualifications

4. Professional Qualifications

The application forms and C.V.'s are usually sorted in three ways:

 Clearly suitable

 Possible

 Unsuitable

Clearly suitable candidates are called for interview, possible candidates are held in temporary reserve, while

unsuitable candidates are rejected.

Selection interview The application form is the core features of the first stage of the selection process and the
interview is its counterpart in the second stage. The selection interview provides a two-way opportunity to discuss
the job and the candidate. It is the best technique to judge the candidates motives and the ability to "fit in".
An interview is the formal exchange of facts, impressions and viewpoints between a prospective employer and a

prospective employee with a view to their selection. An interview may be conducted in three ways comprising one

interviewer, two interviewers (a line manager and a personnel officer) or a panel of interviewers (4 interviewers and

a chairman).

All interviews should be well plant and the interviewers should plan a sequence.'

Establish rapport Family background(A base to measure later

life achievements)

Biographical questions Education

Answering queries Career to date (indicates motivation

achievement and pattern for potential)

Parting Spare time (Indicates whether person is

group oriented or a longer via his
hobbies/interests

` The future (where do your see yourself

in 5 years?)

(How realistic a personnel are they?)

Selection tests Standardized tests may be designed to provide an objective measure of certain human

characteristics by sampling human behavior. Tests typically are used to identify an individual's reasoning

skills, special aptitudes and his or her personality profile. Tests can be categorized as follows :

 Tests of intelligence- They measure performance of a number of standardized mental tasks and general

ability to learn.
 Aptitude tests- These are tests of special aptitudes such as mechanical ability, numerical ability etc.

 Attainment tests- These measure previous learning and include spelling, arithmetic, typing etc.

 Personality tests- These aim to provide a profile of individual personality.

Therefore, the various selection tests used or assessing the level of intelligence, assessing the special

aptitudes and assessing the personality characteristics etc provide a useful aid to shortlisting for final

selection.

Employee references References are brief statements about a candidate made by a third party, usually the

candidate's superior. These statements are mainly intended to provide confirmation of information

supplied by an applicant on his/her application form. The referees usually provide.

1. Factual information about the candidates period of employment in their organisation, and

2. Opinions concerning the candidate's personal character (sobriety, honesty, reliability etc.)

These references provide a "backstop" in cases of genuine attempts by applicants to mislead prospective

employers.

RECRUITMENT AND SELECTION PROCESS OF MOSERBAER

The Interview Process
Many job applicants misrepresent their true status, background and experience. This is true for both upper
and lower entry employees. One survey reported by Inc. magazine indicates the following about job
applicants:

 15% of all job applicants falsify academic qualifications.

 10% falsely upgrade their academic qualifications.
 35% claim specific achievements or experiences that are untrue.
 70% indulge in puffery (upgrading the importance of achievements).
 12% have some kind of criminal record, including serious automobile convictions.

These statistics define the need of a sound recruitment process. The beginning of a powerful employer-
employee relationship begins with the hiring process. The value of placing your efforts and resources into
the hiring process cannot be overstated.

Interview Tips for Interviewers

 Make notes of the questions you intend to ask.

 Decide the essential things you need to learn and prepare questions to probe them.
 Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they
wait.
 Put the interviewee at ease - it's stressful for them, so do not make it any worse.
 Begin by explaining clearly and concisely the general details of the organization and the role.
 Ask open-ended questions
 Make sure the interviewee does 90% of the talking.
 High pressure rarely exposes hidden issues - calm, relaxed, gentle, clever questions do.
 Probe the CV/resume/application form to clarify any unclear points.
 If possible, and particular for any position above first-line, use some form of psychometric test, or
graphology, and have the results available for the interview, so you can discuss them with the
interviewee.

The Interview Process

Employers can avoid most hiring mistakes by simply spending a little more time preparing for the
interview in advance. To do a wonderful job of preparing for interviewing and present one's company
professionally the following points must be considered:

Before the Interview

1) Determine your options - Which skills are vital as opposed to convenient.
2) If other people are going to be involved in the interview process, make sure they have taken the time to
prepare for the interview. Each person should have a couple of overlap questions to provide insight on the
prospective employee's responses.
3) Have company information available for candidates.
4) Allow plenty of time for the interview.
5) Have detailed information about the candidate.

During the Interview

1) Interview the person, not the skill set.
Ask questions that are, broad, open-ended, job-related, objective, meaningful, direct, clear, understood &
related.
2) Be open and honest with the candidate.
3) Tell the candidate what to expect in the hiring process.
4) Tell them your expectations: career advancement, training, duties, experience expected, the direction
the department is headed in.
5) Show the candidate where they would fit into the organization.
6) Don't talk money.

Closing the Interview

1) Insure that you and the candidate have concluded on common ground.
2) Ask if she/he has any other questions.
3) At the end of the interview, if you are interested in the candidate, let them know.
4) Review the next steps with a clear and honest timetable (and stick to it).
5) Be friendly and honest to the end of the interview; don't give false encouragement or go into details for
rejection.

After the Interview

1) Take time to update the next person in the interview process.
2) Discuss the candidates reaction and interest. 3) Rate the applicant on a 1-5 scale as a potential
employee.

RECRUITMENT AND SELECTION

1. Preamble
The framework below will serve as the policy guidelines with regard to
recruitment and selection and each department is expected to further
develop their own policy.

2.Legal mandate

2.1 The recruitment, selection and placement of personnel is done in terms of

the legal framework applicable to the South African public service, namely
the –

• Constitution of the Republic of South Africa, 1996;

• Public Service Act, 1994 (as amended);
• Employment Equity Act, 1998;
• Labour Relations Act, 1995, and
• Public Service Regulations, 2001.

2.2 Management of the selection process according to the regulatory framework

ensures accountability. Thus all applicants who qualify are given an
opportunity to compete for appointment, while serving officials may compete
for promotion or transfer.

3. General principles

3.1 The framework shall underpin the following principles:

• Fairness
• Equity
• Confidentiality
• Professionalism
• Human dignity

3.2 The Head of Department on whose establishment the post(s) exist(s) that
is/are under review, accepts the primary managerial responsibility for the
selection of candidates for appointment to the post(s) in question.

3.3 Within the limits of the applicable policy, all reasonable expenses associated
with the attendance of selection interviews by candidates are to be defrayed
from the budget of the department by which the candidates were invited for
the interview(s).

3.3 Given the renewed focus (at national and other levels) on the authenticity of
educational qualifications of candidates, especially where appointments at
management level are concerned, this aspect must be handled meticulously
yet diplomatically. The Province therefore reserves the right to check with
the issuing institutions or persons, the authenticity of all certificates and
information submitted by candidates.

3.4 All appointments will be subject to a probation period of 12 calendar months,

which process shall be managed in terms of the policy guidelines in this
regard.

3.5 Security clearances may be prescribed for posts level 9 and above and/or
any post employer deemed it necessary e.g. security officer, finance, etc.
3.6 Non-SA citizens may not be appointed in a permanent capacity, but may only
be considered for contract appointments not exceeding a period of five
years, and that only if no suitable South African citizen is forthcoming.

3.7 In accordance with section 15(4) of the Employment Equity Act, 1998, no
absolute barrier is established to the prospective or continued employment or
advancement of applicants who are not from designated groups (as defined
in the Employment Equity Act).

4. POLICY OBJECTIVES
4.1. The purpose of this framework is to ensure that recruitment and selection is
done in a fair, efficient, effective, transparent and equitable manner,

4.2. to achieve equity in the workplace,

4.3. to promote workplace diversity,

4.4. to attract scare skills and

4.5 to enhance service excellence.

5. POLICY STATEMENT

The WCPA intents to recruit and select highly competent individuals by using sound
recruitment and selection practices.

6. IMPLEMENTATION
6.1. Every Executing Authority will be responsible for effectively meeting the human
resources needs of his/her department to deliver on the strategic goals. Managers
must ensure that employees are managed in an environment, which is enabling and
supportive to all especially to those who have been disadvantaged
6.2.
7. Basis of the selection process
 RECRUITMENT PROCESS
Manpower Budget
Manpower budget is approved by the business /plant head and the requirement for the manpower is
catered through annual budget.There is specific manpower budget for each and every dep‘t in the
organization.

Setting of manpower budget

Once sales budget and production budget are compiled,detailed amount of the various machines operation
involve and services required can be arrived at.This will facilitate preparation of an estimate of different
grades of labour required. From this the standard hours that required to be work can be prepared.The total
labour complement thus budgeted can be divided into direct and indirect standard rates for each grade of
manpower can be introduced and thus the direct and indirect manpower cost budget can be introduced and
thus the direct and indirect manpower cost budget can be prepared.

The advantages of manpower budget are following :

 It defines the direct and indirect manpower force required.

 It enables the personnel department to plan ahead in recruitment and training of workers so that
personnel turnover can be reduced to minimum.
 It reveals the manpower cost to incurred in the manufacture,to facilitate preparation of
manufacturing cost budgets and cash budget and cash budget for financing the wage bill.
 Direct Labour is usually tracked as a variable cost,that is,one that varies along with the rises and
falls in Product out put,However Internal Accounting tracks Direct labour as Fixed cost,and notes
direct labour for it‘s lack of rising and falling with product output,because wages are typically paid
by the hour ,regardless of output ,and piece-work which alone is tied to output.

Manpower Budget in MBIL

Manpower preparing manpower budget forecast following:

 Additional number of manpower requirement.

 Additional number of lines required in plant for budgeted production
 Grades of manpower employed
 Slabs of manpower employed
 Manpower on roll or temporary

Job Description Format

There is standard job description format ,which is to be forwarded to HR dep‘t by the concerned dep‘t to
get the desired candidate
 RESEARCH METHODOLOGY
QUESTIONNAIRE FOR IDENTIFYING
SATISFACTION LEVEL AMONGST EMPLOYEE ABOUT
RECRUITMENT &SELECTION PROCESS
 Dear Employee,

I am a student of Rai Business School pursuing MBA with specialization in Human Resource Management as
part of my summer training I am undertaking a project on Recruitment and Selection process at MBIL.The
Objective of this study is to identify the satisfaction level amongst employees about recruitment and selection
Process

I am enclosing a questionnaire for your perusal that would deal in identifying my objective

Designation:

Department:

1. Identify the source from where you came to know about the job?

Advertisement [ ]

Consultant [ ]

Personal Reference [ ]

Campus [ ]

E -recruitment [ ]

Other [ ]

2. Are you satisfied with recruitment process by which you are selected?

Yes [ ] No [ ]

3. You ever met with your interviewer before your interview?

Yes [ ] No [ ]

4. Were you comfortable with your interviewer while interviewed?

Yes [ ] No [ ]

5. Do you feel that your colleagues have been undergone similar process?

Yes [ ] No [ ]

6. In public would you like to talk about this organization?

Yes [ ] No [ ]

6. Would you like to refer your relatives/friends for the job in this organization?
Yes [ ] No [ ]

7 a. You are interested to perform the job which is:

(i)Routine in nature [ ] (ii) Demand creative thinking [ ]

(iii)Demand new ideas [ ] (iv) Finding methods [ ]

(v)Challenging in nature [ ] (vi) Participation in decision making [ ]

b. Your job meet you’re above stated interest?

Yes [ ] No [ ]

8. Have you been assigned the job what was explained to you at the time of selection?

Yes [ ] No [ ]

9. How long will you like to continue with this organization?

Yes [ ] No [ ]

10. How long will you like to continue with this organization?

(i) 0-3 yrs. (ii)3-6 yrs.

(iii) 6-10 yrs. (iv) Till Retirement

11. What could be the only one reason of your leaving the job?

(i)With an increase in designation

(ii)With more freedom in use of authority

(iii)With an increase in designation

(iv)To work with friendly and helping people

12. Your organization is considered as :

(i)People oriented Yes [ ] No [ ]

(ii)Task oriented Yes [ ] No [ ]

(iii)Combination of both Yes [ ] No [ ]

13. You ever get advice from your seniors or your colleagues to improve your performance?

Yes [ ] No [ ]

14. Do you have the clarity of your roles and responsibility?

Yes [ ] No [ ]

16.Your suggestions for improvement in recruitment and selection process,(if any)

…………………………………………………………………………………………………………………………….......

…………………………………………………………………………………………………………………………………

………………………………………………………………………………………………………………………………….

………………………………………………………………………………………………………………………………….

…………………………………………………………………… Thank You

 THIS QUESTIONNAIRE IS FILLED BY MOSERBAER EMPLOYEES, SAMPLE SIZE IS 60 PERSONS

Finance AM COSTING OFFICER ~ MGR

HR DY MGR OFFICER ~ MGR

Engineering DY ENGINEER ENGG ~ SRENGG

Engineering ENGINEER ENGG ~ SRENGG

Engineering MANAGER OFFICER ~ MGR

Engineering A.M

OFFICER ~ MGR

Engineering OFFICER OFFICER ~ MGR

Module maint. Asstt manager OFFICER ~ MGR

GET Module Process ENGG ~ SRENGG

Engineering D.E JB\TR ENGG ~ SRENGG

Module process Engineer ENGG ~ SRENGG

Module process AM OFFICER ~ MGR

Production AM OFFICER ~ MGR

MBPV DY MANAGER OFFICER ~ MGR

P&P spare &devl. ENGINEER ENGG ~ SRENGG

Administration OFFICER OFFICER ~ MGR

TQM SR. TECHNICIAN SR.TECH.-TECH

Purchase AM OFFICER ~ MGR

Quality AM OFFICER ~ MGR

M.L Prodution DY MGR OFFICER ~ MGR

Module line produ. DY ENGINEER ENGG ~ SRENGG

engineering ENG\ENGNEERING ENGG ~ SRENGG

engineering D.E ENGG ~ SRENGG

engineering SRENGG ENGG ~ SRENGG

engineering ENGINEER ENGG ~ SRENGG

engineering MANAGER OFFICER ~ MGR

engineering SR.MANAGER AGM ~ GM

Commercial SR. MANAGER OFFICER ~ MGR

Module Process ENGINEER ENGG ~ SRENGG

Module Process AM ENGG ~ SRENGG

human resource HEAD ADMIN GM ABOVE

finance OFFICER OFFICER ~ MGR

Engineering cell AM OFFICER ~ MGR

Rom -Process A.M OFFICER ~ MGR

QA AM OFFICER ~ MGR

IT GET OFFICER ~ MGR

Advance.Format-Dual layer SR ENGINEER ENGG ~ SRENGG

SKU development ENGINEER ENGG ~ SR ENGG

QC AM OFFICER ~ MGR

DVD origin maint. OFFICER OFFICER ~ MGR

Module line produ. DY. ENGINEER ENGG ~ SRENGG

Administration Officer OFFICER ~ MGR

Commercial JR.EXECUTIVE JR.EXE.-SR.EXE.

Commercial JR.EXECUTIVE JR.EXE.-SR.EXE.

IT MANGER OFFICER ~ MGR

Time office OFFICER OFFICER ~ MGR

Time office OFFICER OFFICER ~ MGR

HR DY MANAGER OFFICER ~ MGR

Administration OFFICER OFFICER ~ MGR

Administration AM OFFICER ~ MGR

JB Tool Room DY ENGINEER ENGG ~ SRENGG

ERP ENGINEER OFFICER ~ MGR

Quality DY ENGINEER OFFICER ~ MGR

 ANALYSIS OF QUESTIONNAIRE

(ASSESSMENT OF CURRENT RECRUITMENT AND SELECTION PRACTICTICE AT MBIL)

1.The source of recruitment from where existing employees to know about the job ,responses were as
follows:

Internal Reference 53%

Advertisement 40%

Other Sources 7%

It is evident that internal Reference and Advertisement are the prevailing sources of Recruitment in
MBIL.

2. In order to assess the recruitment policy, the question was asked whether they are satisfied by the
recruitment process by which they are selected, 90% of the respondents gave favorable response. It is
evident that majority of the respondents are satisfied with Recruitment process of MBIL.

3. Questionnaire results indicate that 83.33% of the respondent fell that they have not met ever with
their interviewer

4. Questionnaire result indicates that 93.33%of the respondent fell that they were comfortable while
interviewed

5. Questionnaire result indicates that 83.33% of fell that their colleagues have been selected by the same
process. It is evident that their colleagues have been selected by the same process. It is evident that
Recruitment Policy of the organization is quite visible and process is followed impartially.

6. In order to assess organization commitment in employees, question was asked on whether in a public
place they like to talk about this organization, 83.33% respondents gave favorable response. It is evident
that organization commitment is very high in employees, which show that Recruitment & selection
process is quite effective in MBIL.

7. In order to assess their Organizational jcommitment ,another question was asked whether they like to
put their relatives /friends for job in this company 70% respondents gave positive response, where 26.7%
don’t like and 3.33% did not give any response. So it is evident that most of the employees are
committed enough to put their relatives and friends in this organization. It also shows that they find
career growth in this organization and place to work for MBIL is effective enough to hire right person at
right place at right time.
8. Job nature Dimensions Percentage

 Routine in nature 10%

 Demand creative thinking 13.33%
 Finding new methods 13.33%
 Challenging in nature 16.67%
 Involve Participation in Decision Making 20%

So it is evident that different persons are having different experience and interest areas.

On asking, whether their present job meets out their started interested, 80% of the respondent gave
favorable response.

It is one of the important dimensions of Recruitment and Selection effectiveness Because when employees
find their job interesting they do enjoy the their work and again they are quite effective in performing their
role.

9. Another question was asked whether they take job interested and comfortable while working or not,
90% respondents gave favorable response. That again shows that job person fit is there.

10. Another question was asked whether they assigned the job what was explained at the time of selection
93.33% gave favorable response.

11. On the Organization commitment dimensions, question was asked for how long will they like to
continue with this organization, responses were as follows:

 0-3 years 20%

 3-6 years 23.33%

 6-10 years 43.33%

 Till retirement 13.33%

So it is evident that on an average that less no. of employees want to continue for a long time with the
organization, so some effective strategy should be implemented

13. On the quality work dimensions of Recruitment and selection effectiveness question was asked about
the only reason of leaving the job responses were as follows:

 With an increase in pay 20%

 With more freedom in use of authority 70%

  With an increase in designation 10%

 To work with friendly and helping people 0%

So it is evident that employees of moserbaer are quite satisfied with the helping people their
designation and pay, they need more challenging and decision making task to do they need more
authority

12. On quality of work life dimensions of recruitment and selection effectiveness, question was asked
that their compensation at par with your qualification and experience 90% respondent response NO

13. On job nature quality of work life dimensions question was asked about the organization, considerd as:

(i) People oriented 3%

(ii)Task oriented 3%

(iii)Combination of both 94%

So this is strongly evident that organization is purely considered as people and task oriented both

14. On job nature Quality of work life dimensions question was asked whether they ever got advice from
their colleagues and supervisor for the improvement in performance 93.33% respondent gave favorable
response. That shows that organization is making efforts towards their career growth and continuous
improvement

15. On quality of work life dimensions, question was asked whether they have clarity about their roles
and responsibility or not 93.33% respondent gave favorable response.

16. Respondent did not give lot of suggestions in order to improve recruitment and selection process
effectiveness that shows employees are quite satisfied with existing system. But some suggestions are
given by the employees are as follows:

 Please decrease the waiting time before going for interview an applicant get nervous.
 Give appreciation to whom through which a referred person is selected for the vacant post.
 Please mention logo or company detail when a vacancy is advertised.

Thus whole questionnaire analysis was done on following dimensions:

 Recruitment Policy
 Job Nature
 Quality of work life
 Organization commitment/Image
 RECOMMENDATION

The data has been gathered by the survey conducted of the employee at the various levels. We derived

the satisfaction at each level for development of recruitment process.

After analyzing the data & on the basis of my research. I would recommend the following steps to match

the satisfaction level of the employee

1. Assess the recruitment process I find that IJP’s are main source of the recriutmentn in
MBIL.they should adopt some other sources for right person at the right job.

2. Check the gap between the ideal & present recruitment process

3. After analyzing the gap. We have to fill the gap by surveys ,new innovation, suggestions by
employee who faced problem while they were recruited

4. We can use the following best practices for filling that gaps
Mentoring (longer-term developmental relationships),

Networks (connecting to others across the organization’s internal boundaries),

Reflection (making sense of experience),

 WORDS OF NEW JOINER

I got a mail from Mr.Ankush Pandita regarding interview. On 28th Jan 09.The interview was scheduled for
the next day at 11.00 am. On 29th Jan, my interview was schedule for the next day at 11.30 My first round
of interview was with Mr.Ankush, Second round was core Technical taken by Mr.Tilak and final round
was taken by Mr. Rajiv Sahdev.I got a call a on 27th march and after discussion and Observation .I was
asked to join the very next day and I got my offer letter.

I joined on 28th march. Then I Attended three days induction where I was introduced to the whole
HR team, and then all joining formalities were done and was deployed after induction. The whole process
was very well scheduled and systematic and in time.

Name: Swati Sharma

Department: EOU 2

Date of joining: 28th march

 Words of New Joiner

I was recruited on 1st April 2009 the basis of Personal Interview with HR.Process was very swift. Letter of
Interview was issued quickly.

On the day of joining, joining formalities were conducted and proper induction program
took place for three days. Formal introduction session took place for familiarization and final deployment
took place with in time frame.

Name: PUNEET SRIVASTAVA

Department: HR

Employee ID: 96501

 MY EXPERIENCE AT MOSERBAER

I joined moserbaer on 13th April for my summer internship from the very first day I feel a great
experience their, each and every person was very cooperative friendly and helping in nature. I
found there the great working environment and new innovative work styles. I met with lot of
effective persons there who really motivates me to be successful and effective in life. I really
appreciate the system of moserbaer in any work like from entry to exit. Cafeteria to work place
every place is very systematic and well equipped……
It was a nice experience here I am very thankful to Mr. Rajiv sehdev mr.Manoj
shekhawat and mr.Abhai Krishna to allow me for the internship here. I always want to stay
connected with this company for some effective learnings

NEHA SINGH
MBA+PGPPE (SUMMER TRAINEE)
 CONCLUSION

To conclude all the above recommendations we would help to create

EFFECTIVE RECRUITMENT & SELECTION Procedure here and will place
right person at the right job at the right time & enhancing their competencies to
move for the next level
Bibliography
BOOKS

1.HUMAN RESOURCE MANAGEMENT BY V.S.P RAO

OTHER LITERATURE

MBIL HANDBOOK

SEARCH ENGINES

GOOGLE

WEBSITES

www.google.com

www.citehr.com

www.hrcommunity.com

www.moserbaer.com