Professional Documents
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1
CERTIFICATE
This is to certify that Shri Anil Kumar Kataria, Enrollment No. 071856537, is working in
the Human Resource Department of Panipat Refinery, Indian Oil Corporation Limited,
Panipat. The topic of the Project “A Study on Effectiveness of Recruitment & Selection
Practices” with reference to Panipat Refinery, Indian Oil Corporation Limited (IOCL), is a
suitable topic, especially in the present changing industrial scenario. His project work as
New Delhi is an original one and has not been submitted earlier either to this University
2
PREFACE
Business and industry in India are going through a phase of change as never witnessed before.
Given the size of national economy, the role of Public Enterprises and the emerging diversity &
dynamism in the private sector; it is difficult to describe its accurate scope. A healthy national
economy is dependent upon healthy growth in business and industry. A healthy growth in
business and industry, in turn, primarily depends upon the quality & potential of its Human
Resources. Thus, the most important factor for survival and development, particularly in this age
of rapid change and growth, is human capacity. Customer oriented, quality conscious, cost
efficient and multi-skilled manpower will determine the core competency of modern
organizations, for it is the man behind the machine and not the machine alone that will provide
the cutting edge.
During the last few years Indian Oil Corporation Ltd. (IOCL) is also striving to grow in a
competitive, globalized scenario. The Corporation continues its quest for good quality products
and customer delight to meet the challenge.
In such a situation, human resources and their competency play an important role, as the real
strength of organization depends upon the strengths and capabilities of its human capital.
As part of Human Resource Function, recruiting and screening is the first line of defense when it
comes to bringing the right people into the organization. Determining who the right people are,
should not limit to experience and education, but with personality, attitude, communication
abilities, and other behavioural characteristics that fit the organization.
The overall aim of the recruitment & selection practices should be obtained at minimum cost the
number and quality of employees required to satisfy the human resource needs of the company.
To select the "Right person for the right job" is one of the most important and most difficult
responsibilities of the executives. Using interviews, reference checks and sometimes-even
personality tests, they try to infuse logic and predictability into hiring still, success remains
elusive.
In view of above, it becomes imperative to study the effectiveness of the existing Recruitment &
Selection Policy.
3
ACKNOWLEDGEMENT
The project training has been a useful and enlightening experience. I convey my
acknowledgement to my guide Shri P.N. Jha, for his invaluable guidance, constant support,
cooperation, perspective supervision and deep inspiration during the course of this work.
His suggestions in visualizing the project and sustained interest to attain the objective
envisaged in the project are gratefully acknowledged. His invaluable guidance had been
indispensable to bring about successful completion of the project undertaken.
I also thank all my colleagues of H.R. Department who helped me and encouraged me to
complete this project work successfully. I would like to thank the employees of Panipat
Refinery who co-operated earnestly to provide me with relevant data and information, as
required for this study.
In the last, but not the least, I extend my thanks to my classmates and my family members
who always encouraged me to face the difficult situation of the life. It is very difficult to
mention all of them but their contribution in my learning life has great value.
4
TABLE OF CONTENTS
SYNOPSIS APPROVAL I
BIO-DATA OF GUIDE II
ORIGINALITY CERTIFICATE 2
PREFACE 3
ACKNOWLEDGEMENT 4
2
CHAPTER RECRUITMENT PROCESS
TITLE 20-28
PAGE
1
2.1 ORGANIZATION PROFILE
THEORETICAL CONCEPTS 8-19
20
2.2
1.1 ADIAGNOSTIC APPROACH
BRIEF - INDIAN OIL 21
8-13
2.3
1.2 AINTRACTIONS OF THE
BRIEF - PANIPAT RECRUITMENT & ORGANISATION
REFINERY 22-23
14-16
2.4 METHODS OF RECRUITING 24
1.3
2.5 ORGANISATIONAL SET-UPRECRUITING METHODS
INTERNAL Vs EXTERNAL 17-19
24
2.6 INTERNAL RECRUITING METHOD 25
2.7 EXTERNAL RECRUITING METHOD 25
2.8 UTILIZING RECRUITING RESOURCES 26-27
2.9 EVALUATING RECRUITING METHODS 28
3 SELECTION PROCESS 29-32
3.1 PROCESS 29
3.2 TYPES OF SELCTION TESTS 29-31
3.3 INTERVIEW 31-32
3.4 MANAGERIAL SELECTION DEVICES 32
TABLE OF CONTENTS
CHAPTER TITLE PAGE
4 POLICY AND ELIGIBILITY CRITERIA OF RECRUITMENT 33-40
& SELECTION – PANIPAT REFINERY
4.1 INDUCTION LEVEL & CRETERIA 33
4.2 ENGAGEMENT OF APPRENTICES 33
4.3 IDENTIFICATION OF VACANCIES 34
4.4 RESERVATION POSITION 34
4.5 APPROVAL FOR FILLING-UP VACANCIES 34
4.6 NOTIFICATION / ADVERTISEMENT 34
4.7 RECEIPT OF APPLICATIONS & PROCESSING 35
4.8 FINALISING DATE, TIME & VENUE 35
4.9 CONSTITUTION OF SELECTION COMMITTEE 35
4.10 NOMINATION OF EXAMINATION SUPRINTENDENT 36
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4.11 NOMINATION OF INVIGILATORS – CUM – EVALUATORS 36
4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST / TRADE 36
TEST / INTERVIEW
4.13 COMMUNICATION TO SELECTION COMMITTEE 36
REGARDING WRITTEN TEST / TRADE TEST / INTERVEIW
4.14 WRITTEN TEST 36
4.15 TRADE TEST/ SKILL TEST 37
4.16 INTERVIEW 37
4.17 SELECTION CRETERIA 38
4.18 EVALUATION OF ANSWER PAPERS 38
4.19 CRITERIA FOR CALLING CANDIDATES FOR INTERVIEW 38
4.20 MINUTES 39
4.21 COMMUNICATION TO SELECTION CANDIDATES/ ISSUE 39
OF OFFER OF APPOINTMENT
4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT 40
4.23 CHARACTER & ANTECEDENT / CASTE VERIFICATION 40
4.24 REQUEST FOR EXTENSION OF JOINING TIME 40
4.25 REPORTING FOR JOINING 40
4.26 ELIGIBILITY CRETERIA & ANNEXURE - I 40 &
41-51
6
TABLE OF CONTENTS
7
CHAPTER 1
ORGANIZATION PROFILE
INTRODUCTION
Indian Oil Corporation Ltd. (Indian Oil) was formed on 1st September’ 1964 through the
merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958).
India’s flagship national oil company and downstream petroleum major, Indian Oil
Corporation Ltd. (IndianOil) is celebrating its Golden Jubilee in 2009. It is India's largest
commercial enterprise, with a sales turnover of Rs. 2, 85,337 crore – the highest-ever for
an Indian company – and a net profit of Rs. 2, 950 crore for the year 2008-09.
IndianOil is also the highest ranked Indian company in the prestigious Fortune 'Global
500' listing, having moved up 11 places to the 105th position in 2009.It is also the 21st
largest petroleum company in the world and the # 1 petroleum trading company among
the National Oil Companies in the Asia-Pacific region.
IndianOil and its subsidiaries account for approximately 48% petroleum products market
share, 34% national refining capacity and 71% downstream sector pipelines capacity in
India.
For the year 2008-09, the IndianOil group sold 62.6 million tonnes of petroleum
products, including 1.7 million tonnes of natural gas, and exported 3.64 million tonnes of
petroleum products.
The Indian Oil Group of companies owns and operates 10 of India’s 20 refineries with a
combined refining capacity of 60.20 million tonnes per annum (1.2 million barrels per
day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd.
(CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited (BRPL).
8
The Corporation's cross-country network of crude oil and product pipelines, spanning
over 10,000 km and the largest in the country, meets the vital energy needs of the
consumers in an efficient, economical and environment-friendly manner.
To maintain its competitive edge and leadership status, IndianOil is investing Rs. 43,400
crore (US $10.8 billion) during the period 2007-12 in augmentation of refining and
pipeline capacities, expansion of marketing infrastructure and product quality
upgradation as well as in integration and diversification projects.
IndianOil's ISO-9002 certified Aviation Service commands over 63% market share in
aviation fuel business, meeting the fuel needs of domestic and international flag carriers,
private airlines and the Indian Defence Services. The Corporation also enjoys a
dominant share of the bulk consumer business, including that of railways, state transport
undertakings, and industrial, agricultural and marine sectors.
IndianOil's world-class R&D Centre is perhaps Asia's finest. Besides pioneering work in
lubricants formulation, refinery processes, pipeline transportation and alternative fuels
such as bio-diesel, the Centre is also the nodal agency of the Indian hydrocarbon sector
for ushering in Hydrogen fuel economy in the country.
To achieve the next level of growth, IndianOil is currently forging ahead on a well laid-out
road map through vertical integration— upstream into oil exploration & production (E&P)
and downstream into petrochemicals – and diversification into natural gas marketing, bio
fuels, wind power projects, besides globalization of its downstream operations
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3,25,000 TPA of Mono Ethylene Glycol, 1,40,000 TPA of Butadiene, 6,50,000 TPA of
Polyethylene and 6,00,000 TPA of Polypropylene, equipped with downstream polymer
units is to be completed by 2010 at Panipat.
In natural gas business, Indian Oil sold 1.849 million tonnes of the product in 2008-09. A
technology innovation has been initiated to reach LNG (Liquefied Natural Gas) directly to
the doorstep of bulk consumers in cryogenic containers for industrial as well as captive
power applications
To emerge as a transnational energy major, Indian Oil has set up subsidiaries in Sri
Lanka, Mauritius and UAE and is simultaneously scouting new opportunities in energy
markets in Asia and Africa.
VISION
“Indian Oil nurtures the vision of becoming a major, diversified, transitional, integrated
energy company, with national leadership and a strong environment conscience, playing
a national role in oil security & public distribution.”
In pursuit of its vision, business opportunities in Exploration & Production, Gas & Gas-to-
liquid, Petrochemicals, Power, Information Technology & communications, collaborative,
R&D, Exports, Shipping, Training & Consultancy, Engineering & Construction and
Transnational operations are being proactively identified and developed.
MISSION
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♦ To attain leadership in developing, adopting and assimilating state-of-the-art
technology for competitive advantage.
♦ To provide technology and services through sustained Research and
Development.
♦ To foster a culture of participation and innovation for employee growth and
contribution.
♦ To cultivate high standards of business ethics and Total Quality Management
for a strong corporate identity and brand equity.
♦ To help enrich the quality of life of the community and preserve ecological
balance and heritage through a strong environment conscience.
♦ To serve the national interests in oil and related sectors in accordance and
consistent with Government policies.
11
♦ To minimize fuel consumption and hydrocarbon loss in refineries and stock
loss in marketing operations to effect energy conservation.
♦ To avail of all viable opportunities, both national and global, arising out of the
Government of India’s policy of liberalization and reforms.
OBLIGATIONS
♦ Towards suppliers
To ensure prompt dealings with integrity, impartiality and courtesy and
promote ancillary industries.
♦ Towards employees
♦ Towards community
To develop techno-economically viable and environment friendly products for
the benefits of the people.
12
To encourage progressive indigenous manufacture of products and materials
so as to substitute imports.
FINANCIAL STATUS
♦ To endeavor to complete all planned projects within the scheduled time and
approved cost.
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1.2 A BRIEF - PANIPAT REFINERY
INTRODUCTION
Panipat Refinery is the seventh refinery of Indian Oil. It is located in the historic district of
Panipat in the state of Haryana and is about 23 km from Panipat City. The original
refinery with 6 MMTPA capacity was built and commissioned in 1998 at a cost of Rs.
3868 crore (which includes Marketing & Pipelines installations). The major secondary
processing units of the Refinery include Catalytic Reforming Unit, Once through
Hydrocracker unit, Resid Fluidised Catalytic Cracking unit, Visbreaker unit, Bitumen
blowing unit, Sulphur block and associated Auxiliary facilities. In order to improve diesel
quality, a Diesel Hydro Desulphurisation Unit (DHDS) was subsequently commissioned
in 1999.
Referred as one of India’s most modern refineries, Panipat Refinery was built using
global technologies from IFP France; Haldor-Topsoe, Denmark; UNOCAL/UOP, USA;
and Stone & Webster, USA. It processes indigenous and wide range of imported grades
of crude oil. It receives crude from Vadinar through the 1370 km long Salaya-Mathura
Pipeline.
Petroleum products are transported through various modes like rail, road as well as
environment-friendly pipelines. The Refinery caters to the high-consumption demand
centres in North-Western India including the States of Haryana, Punjab, J&K, Himachal,
Chandigarh, Uttaranchal, as well as parts of Rajasthan and Delhi.
The LPG produced from the refinery is pumped through a dedicated pipeline to Indian
Oil’s Kohand Bottling plant where bottling and bulk despatches are done.
Due to a growing deficit of petroleum products in the high demand centres of North
India, it was decided to expand the capacity of Panipat Refinery from 6 million tonnes to
12 million tonnes with matching secondary processing facilities. M/s ElL was chosen as
the Project Management Consultant.
14
Built at a cost of Rs. 4300 crore, the Refinery expansion units have been designed to
process 100% high sulphur crude. This has enhanced the processing of high sulphur
crude to 75% of the total refinery processing. The technologies have been supplied by
M/s Axens; France, Haldor-Topsoe; Denmark, UOP USA, Black & Veatch, USA and
ABB Lummus.Diesel hydrotreating unit, Hydrocracking unit and Hydrogen unit of the
plant are largest in the country. For supply of crude oil for the expansion units, the
Kandla-Panipat product pipeline has been converted to crude oil service. The crude oil is
received from Mundra Port in Gujarat coast and supplied to the Refinery through Kandla-
Panipat Pipeline.
The expansion of the refinery has been done for doubling the crude processing capacity
from 6 MMT/yr to 12 MMT/yr.
Making a committed foray into the petrochemicals, Indian Oil has already set up a world
class PX/PTA plant in the Panipat Refinery. Further, it is setting up a Naphtha cracker &
downstream polymer units (Naphtha Cracker complex) in the Refinery, thereby making it
an integrated refinery-cum-petrochemicals complex.
15
The Naphtha Cracker Complex will see an estimated capital investment of about Rs.
14000 crore and is scheduled for commissioning by 2010. This project aims to utilize
the surplus Naphtha available from Indian Oil refineries and create valuable polymer
products and other key intermediates.
The Naphtha Cracker complex along with the PX-PTA units will have synergistic impact
in the growth of downstream industries for the production of Polyester Staple Fibre
(PSF), Polyester Filament Yarn (PFY) and Textiles. Based on the above raw material
availability, there will be steady growth of related industries in this region and Panipat will
develop into a world scale petrochemical hub of the country. The Hub will push Haryana
to one of the top states in petrochemicals productions in the country.
In addition to this, the capacity of Panipat Refinery is currently being expanded from 12
to 15 million tonnes. Work on this project has already been started and project is
expected to be commissioned in 2010.
The Refinery is committed to the improvement of life of the people in its vicinity with the
objective of making them self-reliant. Such social responsibility includes support
community initiatives in the field of health, water management, vocational training,
education and literacy etc. Panipat Refinery encourages the villagers to develop social
accounting systems to carry out social audit of their operations. It has been the endeavor
of the Refinery to utilize 25% of its Community Development funds towards Special
Component Plan.
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1.3 ORGANISATIONAL SET UP
Indian Oil has its Head Office as well as Corporate Office at New Delhi. The
registered office of Corporation is in Mumbai.
1. Director (Refineries)
2. Director ( Pipelines)
3. Director (Marketing)
4. Director (Finance)
5. Director (HR)
6. Director (R & D)
7. Director(P&BD)
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BRANCHES OF IOCL
(Figure 1.1)
Subsidiary Refineries
The divisional objectives are focused towards fulfilling the objectives and obligations of
the Corporation. The major factor contributing towards the success story of Indian Oil
today is its integrated approach in keeping the divisions together.
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IBP Merged with Indian Oil
IBP Co. Limited, the stand-alone petroleum marketing subsidiary of Indian Oil
Corporation Limited (Indian Oil) has been merged with the parent company with effect
from 2nd May, 2007. The Ministry of Company Affairs gave its sanction to the scheme of
amalgamation for merger by an order dated 30th April, 2007.
The Chairman, Indian Oil, has created a new IBP Division, towards achieving smooth
and seamless integration of business activities. It shall be our endeavour to integrate the
various business segments of erstwhile IBP with similar business segments of the
respective divisions of Indian Oil at the earliest so as to achieve the objectives of
synergy, consolidation and optimization of resources, he added.
Director (HR), Indian Oil, and Managing Director of IBP till now, shall hold additional
charge as Director-in-charge of the division.
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CHAPTER 2
RECRUITMENT PROCESS
Before an organization can fill a job vacancy, it must find people who not only are
qualified for the position but also who want a job. Recruitment refers to
organizational activities that influence the number and type of applicants who
apply for a job and whether the applicants accept the jobs if offered. Thus
recruitment is directly related to both human resource planning and selection.
♦ A majority of companies think that they will face shortage of employees who
posses the necessary skills for the jobs.
Thus recruiters will have to become acquainted with new and more cost-effective
ways of attracting qualified applicants.
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2.2 DIAGNOSTIC APPROACH
The above figure 2.1 describes that recruitment practices of any organization are
influenced by the internal environmental as well as external environmental factors.
21
2.3 INTERACTIONS OF THE RECRUIT & ORGANIZATION
The nature of the organization and the goals of the manager are highlighted in the
above diagram, as is the nature of the task. The techniques used and the
sources of recruits vary with the job. As far as the applicants are concerned, their
abilities and past work experiences affect how they go about seeking a job.
The recruiting process necessarily begins with a detailed job description and job
specification. Without these, it is impossible for recruiters to determine how well
any particular applicant's fits the job. It should be made clear to the recruiter,
which requirements are absolutely essential and which ones are merely desirable.
Finding applicants who possess the needed skills for a job is the "science" of
recruiting. Beyond determining whether an applicant has the skills needed for the
job, recruitment in the coming years will also have to determine whether the
applicant will function well within the culture and value system of the organization.
Interview performances in terms of interpersonal styles are one of the most
critical factors used by recruiters to evaluate prospective job candidates.
In some organization's, HRM policies and practices affect recruiting and who is
recruited. One of the most significant of these is promotion from within. This
policy means that organization's recruit from outside the organization only at the
initial hiring level.
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2.3.4 Organizational Image
The image of the employer generally held by the public can also affect the
recruitment. All else being equal it is easier for the organization with a positive
corporate image to attract and retain employees than an organization with a
negative image.
The organization's image is also affected by its industry. These images change.
Job applicants can seldom have interviews with all the organizations that have job
openings of interest to them. Because there are time and energy limits to the job
search, they do some preliminary screening. One of these screens is the image
the applicants have of the organization, which can attract or repel them.
The applicants have abilities, attitudes and preferences based on their past work
experiences and are influenced by parents, teachers and others. These factors
affect recruits in two ways: how they set their job preferences and how they go
about seeking a job.
Recruits have a set of preferences for a job. The recruit also faces the limitation
of labour market, government and union restrictions and the limits organizational
policies and practices. The recruit must anticipate the compromises just as the
organization does.
What factors affect the organization’s decision ? A more educated set knows the
labor market better, have higher expectations of work and find organization's that
pay more and provide and more stable employment.
The job search process begins with self-assessment. The purpose of self-
assessment is for job searchers to recognize their career goals, their strength's
and weaknesses, interests values and preferred life styles. This information is
later used in the search process to help the applicant assess whether he is fit with
23
a particular job offer. The assessment is similar to what organizational recruiters
will be doing, only from the perspective of the applicant.
Most job openings are filled with people from within the organization and entry-
level positions are the most likely to be filled by external sources. Methods for
internal recruiting include job posting, skill inventories, job bidding and referrals.
Methods of external recruiting include school and college recruiting, advertising,
and using employment agencies and executive research firms and the Internet.
The best way to avoid negative backlash when hiring or promoting from within is
to install fair practices and procedures. If steps are taken to ensure a fair internal
promotional process, most people will accept their loss and remain productive
and useful organizational citizen. External recruiting method helps bring new
ideas and approaches to the organization.
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2.6 INTERNAL RECRUITING METHOD
Many position can be filled as a result of posting the job opening on the bulletin
boards, announcing the opening in a company newsletter or posting
announcement on the companies intranet. A job posting procedure enables
employees to strive for a better position within the company. Notices of important
openings should include all-important information about the job.
2.7.2 Advertising
2.7.4 Internet
One of the fastest growing recruitment methods is the Internet. Companies who
do use the Internet as a recruiting source appear to be happy with the process
and the results. It allows access to broader set of people and hence broader set
of expertise and skills. It is also faster and convenient. However it may not be
accessible to all.
26
organizations, the same technique may prove ineffective for others. Some
technique may mesh well with the organization's competitive strategy, but others
do not.
Re-recruitment strategy is a series of steps a company can take and retain key
employees. Re-recruitment strategies are a good idea, but essential in turbulent
times such as after downsizing or a major organizational restructuring. Key
employees are defined as employees whose loss would have the most
detrimental effect on the organization.
College graduates entering work force for the first time are clear about their
expectations and are less willing to adapt their values and work styles to
accommodate to their employers.
The following factors entice first career oriented to stay with the job and the
company:
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2.9 EVALUATING THE RECRUITING METHODS
Recruiting costs include factors such as the cost of advertising, the salaries and
travel expenses of recruiters, travel expenses of potential job applicants and
recruiting agencies. These costs must be weighed against factors such as the
position of acceptance offers. At a minimum, organizations should compare the
length of time applicants from each recruiting source stay with the organization
with the cost of hiring from a particular source. The effectiveness of recruiting
method varies among organizations and even jobs within the same organization.
28
CHAPTER 3
SELECTION PROCESS
3.1 PROCESS
Resumes are often used instead of application blanks. Job applicants develop
their own resumes, which should include essentially standard information.
A number of selection tests have been developed to aid the human resources
manager in hiring employees. The following section covers mental ability test,
work sample tests, trainability tests, personality and interest inventories and
honesty tests as selection devices.
29
3.2.1 Mental Ability Test
Paper and pencil tests have been developed by psychologists and are used by
organization's to measure mental ability and aptitude. Ability and aptitude tests
examine a variety of tests such as general intelligence, an understanding of
spatial relationships, numerical skills, reasoning and comprehension.
Also called performance tests, work sample tests measure the ability to do
something rather than the ability to know something. These tests may measure
motor skills or verbal skills. Work sample tests should test the important aspects
of the job. Since job applicants are actually performing a small portion of the job,
it is difficult to "fake" ones ability on these tests.
One of the most effective ways to design work sample tests is by using the results
of a job analysis, because the results of a job analysis indicate which tasks are
most critical and which are required for successful competition of the task. It is
easy to determine which activities need to be represented on the tests.
30
3.2.4 Personality & General Interest Inventories
Personality and general interest inventories are tests that have no "correct" or
"incorrect" answers. Interest tests are used to measure an individual's work and
career orientations. Personality tests focus on identifying traits or typical
behaviours of individuals and are used to measure a variety of traits including
aggression, self-esteem and type A behavior.
3.3 INTERVIEW
Another type of perceptual error is called the Halo effect. In this case, one
characteristic or behaviour of the job applicant overrides all or most other
characteristics.
Contrast effects have also been found to distort interviewer judgments about job
applicants. Contrast effects occur when the interviewer evaluates a job applicant
by comparing this person to previous job applicants.
3.3.1 Structured
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3.3.2 Semi-structured
Here only the major questions are prepared in advance and are recorded on a
standardized form. This type of interview involves some planning on the part of
the interviewer but allows for some flexibility regarding exactly what and how
questions are asked. Although the inter rater reliability is not so high as with
structured interview, the information obtained may be richer and possibly more
relevant
The unstructured interview involves little planning or no planning on the part of the
interviewer. Due to lack of planning, the interviews tend to vary greatly between
interviewers and also between interviewees. Unstructured interviews have low
reliability and seldom yield valid and useful information.
32
CHAPTER 4
The induction level for all the disciplines in workmen category is salary
Grade IV. The academic qualification, age limit & experience profile etc.
prescribed for different positions. In case induction is necessary to higher grades
due to job requirements or to clear reservation backlogs, specific prior approval of
the Unit Head is taken.
The eligibility criteria / minimum qualification is mentioned in the tables from Table
No. 4.1 to 4.10 (ANNEXURE -I).
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4.3 IDENTIFICATION OF VACANCIES
As per the Reservation Policy applicable for Panipat Refinery, 19% & 27% of total
vacancies are reserved for SC (Scheduled Caste) & OBC (Other Backward
Class) candidates respectively. Further, 3% is reserved for PH (Physically
Handicapped) candidates and 1 % for EXSM (Ex-Servicemen) candidates. There
is no reservation for ST (Scheduled Tribe) Category in Haryana State.
Accordingly, the reservation positions are worked out by applying the Reservation
Policy in this regard. A roster for reservation in different categories is being
maintained at Panipat Refinery as per the government directives.
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4.7 RECEIPT OF APPLICATIONS & PROCESSING
HR Department finalises the date, time & venue for conducting written test/trade
test & interview in consultation with the concerned HODs.
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4.10 NOMINATION OF EXAMINATION SUPERINTENDENT
The Chairman of the Selection Committee nominates one member from the
Selection Committee to act as Examination Superintendent (under intimation to
HR Dept) for conducting the written test. It is the responsibility of the Examination
Superintendent to ensure that the written test is conducted in fair manner.
Based on approval, call letters for written test/trade test/interview at least 21 days
in advance are sent to eligible candidates.
HR department communicates date, time & venue for conducting written test &
interview to State Government Representative and all the members of the
Selection Committee.
The concerned HOD nominates three officers for setting three different sets of
question papers separately for the written test. Out of these three different sets,
one set of final question paper prepared by the fourth officer who is nominated by
the concerned HOD one day prior to the date of test in his presence. For making
final sets, one or two officers who are required to assist him for typing and making
36
copies, sets of question papers are also nominated by the concerned HOD
simultaneously.
The question papers for written test are objective types with multiple-choice
answers. The officer nominated for setting the final sets of question papers
prepare the sets of questions one day prior to the date of test and make room-
wise packets of question papers. All the question paper packets are sealed and
kept under his custody. The authorised officer brings all the question paper
packets under sealed cover to the test centre.
4.16 INTERVIEW
Job knowledge
Aptitude
Personality
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4.17 SELECTION CRITERIA
The Selection Committee while finalising the list for selection, ensure that the
selected candidates have individually scored not less than the qualifying marks
separately in written test / trade test / (wherever applicable) and interview. The
final selection of candidates is done in order of merit based on the overall
performance of candidates in the selection process. The Selection Committee
selects no candidate who scores less than the qualifying marks in any test /
interview.
Only the authorised officers evaluate answer papers of written test on the same
day (i.e., the day of holding the written test).
The marks sheet for the marks obtained in the written test are prepared and the
Examination Superintendent countersigns the same.
Out of total number of candidates scoring minimum qualifying marks, only certain
fixed number of candidates are called for interview. Normally, the number of
candidates to be called for interview shall not exceed the ratio of 1:5. However,
the number of candidates called for interview can be reduced in case sufficient
number of candidates doesn’t score the minimum qualifying marks. In case, no
candidate scores the minimum qualifying marks, the Selection Committee records
the same and sign a minutes to this effect.
38
The examination Superintendent prepares and approves the list of candidates
qualified for interview for display at the centre. The HOD of HR Deptt. displays the
list at the centre on the same day of holding the written test.
4.20 MINUTES
39
The panel of candidates found suitable for appointment, normally valid for a
period of six months only. However, the validity of the panel can be extended for
a further period of six months, after obtaining Unit Head’s prior approval.
Candidates who are offered the post send their acceptance for the post in
prescribed format to HR Deptt. within the time limit mentioned in the appointment
letter.
The process of character & antecedent verification is made for all selected
candidates before or after joining the posts. Similarly, caste verification of SC/ST
& OBC candidates is made. If any adverse report is found against the candidate
during the verification of character & antecedent and caste, candidature-ship of
candidate stands cancelled and withdrawn.
Some candidates may seek extension of joining time. Depending upon merit /
proper justification, such request is processed by HR Deptt. for approval of DGM
(HR). The total extension period doesn't exceed further period of 45 days. This
process must be completed within two days of receipt of request and
communicated to candidate immediately.
On reporting for duty, HR Deptt. verify and complete induction formalities. After
completing induction formalities, the candidate introduced to his concerned
departmental head.
The overall Eligibility Criteria for Recruitment & Selection of candidates are
assessed on the basis of Education & Technical Qualification and Experience to
appear in written test / trade test & interview. The details of minimum
qualification for appearing the candidates in written test / trade test &
interview for different post are shown in Table Nos. 4.1 to 4.10
(ANNEXURE-I).
40
ANNEXURE-I
* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.
42
TABLE 4.3 : ELIGIBILITY CRITERIA FOR PRODUCTION DEPTT.
* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.
43
TABLE 4.4 : ELIGIBILITY CRITERIA FOR FIRE & SAFETY DEPTT.
FIRE & SAFETY Junior Educational Qualification: Minimum 18 years 02 years experience of
Engineering Maximum : working in Fire & Safety set
Assistant Matric plus Sub Officers’ Course up of handling fire fighting
(Fire & Safety) from NFSC – Nagpur / Fireman’s General - 32 years equipments, Fire water net-
Course of minimum 6 months SC - 37 years works, related
duration from recognized institute. OBC - 35 years communication systems,
Heavy Vehicle Driving Licence is EXSM - relaxation emergency handling, Fire
essential for all. as per the Govt. fighting, Operation of Fire
instructions Tenders / Pump house etc. in
Physical Standard a Petroleum / Petrochemical/
Fertilizer/Gas Processing
Height : 165 Cms. min. Plant.
Weight : 50 Kg min.
Chest(normal) : 81 Cms. min
Chest (expanded) : 86.5 Cms. min
Eye-sight : Normal without
glasses
Colour-vision : Normal
General-Health : Free from any
organic disease, vertigo problem,
disease of heart, Longs, Kidney and
abnormal Blood Pressure.
44
TABLE 4.5 : ELIGIBILITY CRITERIA FOR POWER & UTILITY DEPTT.
DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE
POWER & Junior Essential : Minimum 18 years 02 years experience of working in operating large
UTILITY Engineering Diploma in Maximum : size Thermal Power Plant having a Coal / Oil / Gas
Assistant – IV Electrical fuelled Boilers, Steam / Gas turbines.
(P&U – O&M) Engineering General - 32 years OR
SC - 37 years 02 years experience of working in Operations of
Desirable : OBC - 35 years DM/RO Plant, Plant and Service air system, Steam
Knowledge of EXSM - relaxation distribution networks, Fresh Water/Fire Water
Computer based as per the Govt. systems, Cooling water systems and high capacity
system instructions cooling towers etc. OR
02 years experience in Maintenance and Operation
of modern Electrical systems such as high medium
and low voltage electrical power distribution
equipment viz. HT/LT switch gear, Transformers,
Motors, Generators, Protection systems, UPS, DC
Systems, Lighting Cabling, Earthling etc. Candidates
with Knowledge of Testing of Protection and Control
equipment, Drawing reading installation testing &
commissioning of Electrical Installations and Control
systems in modern Petroleum and petrochemical
industries will have added advantage.
POWER & Junior Essential : Minimum 18 years
UTILITY Engineering Diploma in Maximum : - NIL -
Assistant –IV Electrical Engg. General - 25 years
(P&U – O&M) SC - 30 years
– Trainee * Desirable : OBC - 28 years
Stipned : Knowledge of EXSM - relaxation
Rs. 11,000/- Computer based as per the Govt.
per month* system instructions
* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.
45
TABLE 4.6 : ELIGIBILITY CRITERIA FOR QUALITY CONTROL DEPTT.
DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE
QUALITY Junior QC BSc. (PCM) with Minimum 18 years For BSc : 03 Years experience in maintenance in
CONTROL Analyst – IV minimum 60% Maximum : handling state-of-the-art instruments viz. HPLC, XRF,
marks WDXRF, GC, ICAP, AAS, Auto Analyzer D-86/1160
General - 32 years and flash points etc. Preference will be given to
SC - 37 years those candidates having working experience of
OBC - 35 years above equipments in Petroleum Refinery/
OR EXSM - relaxation Petrochemical/ Gas Cracker etc. Knowledge of
as per the Govt. safety aspect of handling petroleum, petrochemicals
instructions products and computer handling is desirable.
MSc. In For MSc : 01 Years experience in maintenance in
Chemistry with handling state-of-the-art instruments viz. HPLC, XRF,
minimum 55% WDXRF, GC, ICAP, AAS, Auto Analyzer D-86/1160
marks and flash points etc. Preference will be given to
those candidates having working experience of
above equipments in Petroleum Refinery/
Petrochemical/ Gas Cracker etc. Knowledge of
safety aspect of handling petroleum, petrochemicals
products and computer handling is desirable.
47
TABLE 4.8 : ELIGIBILITY CRITERIA FOR HR DEPTT.
48
TABLE 4.9 : ELIGIBILITY CRITERIA MATERIALS DEPTT.
49
TABLE 4.10 : ELIGIBILITY CRITERIA FOR APPRINTICE
Gen . - 28 years
SC - 33 years
OBC - 31 years
MAINTENANCE Apprentice Matric + ITI with 50% Minimum : 18 years
(Mechanical- marks & Maximum – 12 months Rs.1500/-
Fitter)
Gen . - 28 years
SC - 33 years
OBC - 31 years
Gen . - 28 years
SC - 33 years
OBC - 31 years
INSTRUMENTA- Apprentice Diploma in Industrial Minimum : 18 years 12 months Rs.1750/-
TION (Instrumentation) Electronics/ & Maximum –
Instrumentation
Engineering Gen . - 28 years
SC - 33 years
OBC - 31 years
QUALITY Apprentice B.Sc. with Physics, Minimum : 18 years 18 months Rs.1300/- for one year
CONTROL (Quality Control) Chemistry & Maths & Maximum – & Rs.1400/- for
OR B.Sc. (Hon. in remaining six
Chemistry)with 50 % Gen . - 28 years months.
marks in either SC - 33 years
qualification OBC - 31 years
51
CHAPTER 5
RESEARCH METHODOLOGY
The research design is the basic framework, which provides guidelines for
the rest of the research process. The research design determines the
direction of the study throughout and the procedures to be followed. It
determines the data collection method, sampling method, the fieldwork
and so on.
♦ Books, Magazines and journals, issued by Panipat Refinery from time to time
52
5.3 DATA COLLECTION METHODS
For the purpose of data collection, the respondents have been administered with
a questionnaire or interview.
Details of respondents:
Out of total 40 Nos. executives of HR, 34 (85%) executives were given the
questionnaire. 30 being (75%) of the total executives strength returned
the questionnaire duly filled in. These include respondents from each
grade. Analysis of the responses received through questionnaire has
been worked out and findings are presented hereunder:
53
Table No. 5.1 : Age Profile of the Respondents
F ig u
r e: 5. :1 A
G EP
OF
R I LE
%a ge O F R E
S P
ONDE
NTS
10%
10%
80%
It appears from the above figure that majority of the respondents are in the
age group of above 36 years (80%). The age groups below 30 years are
(10%) and also the age groups 31-36 years (10%).
54
Table No. 5.2 : Educational Background of the Respondents
0%
40%
60%
55
Table No. 5.3 : Respondent’s Work Experience in IOCL
10%
10%
60% 20%
56
Selection Practices” with reference to Panipat Refinery, Indian Oil
Corporation Limited (IOCL)” on their experience of Panipat Refinery.
25.00%
40.00%
35.00%
Below 25 Yrs. 26-30 Yrs. Above 31Yrs.
It appears from the above figure that majority of the interviewees are in the
age group of above 31 years (40%). The age groups of 26-30 years are
(35%) and below 25 years are (25%).
57
Table : 5.5 : Educational Background of Interviewees
10%
35%
30%
25%
58
Table : 5.6 : Interviewee’s Work Experience in IOCL
15%
30%
55%
59
CHAPTER - 6
ANALYSIS
♦ Questionnaires
♦ E-mail contacts
60
6.1.1 QUESTIONNAIRE ANALYSIS:
Details of questionnaire analysis as given below:
Ques. No. 1
Figure:6.1 :Response%ageofQues. 1
80 70
70
60
50
40
30 21 20
20 10
10 3 6
0
Direct Employment Exchange Both
Total %age
In the above question the executives were asked to give their opinion on
best method of recruitment & selection practices at Panipat Refinery
according to them. The majority of respondents i.e. 70% are in favour of
Direct method of recruitment & selection practices at Panipat Refinery.
However, 20% respondents gave their opinion in favour of both i.e., Direct
as well as through Employment Exchange and balance 10% respondents
are in favour of through Employment Exchange.
61
Ques. No. 2:
What kind of Recruitment & Selection Practices give the best results
according to you at Panipat Refinery?
90 80
80
70
60
50
40
30 24
20 10 10
10 3 3
0
Direct Employment Exchange Both
Total %age
62
Ques. No. 3:
Are you satisfied with the present Recruitment & Selection Practices
of Panipat Refinery?
100
90
90
80
70
60
50
40
30 27
20
10
10 3
0
Yes No
Total %age
In the above question, the 90% executives are satisfied with the present
recruitment & selection practices of Panipat Refinery and balance 10%
respondents are not satisfied with present method.
63
Ques. No. 4:
100
90
90
80
70
60
50
40
30 27
20
10
10 3
0
Yes No
Total %age
64
Ques. No. 5:
90
80
80
70
60
50
40
30 24 20
20
10 6
0
Yes No
Total %age
As per the survey, 80% respondents think that the direct recruitment &
selection practices is a long practices of recruitment but 20% respondents
are against the above opinion.
65
Ques. No. 6:
90 80
80
70
60
50
40
30 24 20
20
10 6
0
Yes No
Total %age
To the above question, the maximum respondents i.e., 80% are in favour
of internal hiring method. However, 20% respondents don’t believe in the
above opinion.
66
Ques. No. 7:
Figure: 6.7 : R
e sponse %age of Ques . 7
100
90
90
80
70
60
50
40
30 27
20
10
10 3
0
Yes NO
Total %age
The 90% respondents expressed their view that Panipat Refinery is very
rigid in terms of the eligibility criteria for recruitment & selection practices.
However, least respondents i.e. only 10% have not agreed to the above
opinion.
67
Ques. No. 8:
100 90
90
80
70
60
50
40
30 27
20 10
10 3
0
Yes No
Total %age
In the above question, 90% respondents have given their nod that Panipat
Refinery should adopt the innovative techniques (like stress level test,
psychometrics test) in selection process of the personnel. However, 10%
are against it.
68
Ques. No. 9:
90 80
80
70
60
50
40
30 24
20
20
6
10
0
Yes No
Total %age
69
Ques. No. 10:
40
30 21
20
10 0
1 10
10 3 3 3
0
Educa
t ion Exper
ie
nce Car
eer Alltheab
ove
Expe
cta
t ion
To
t al %
age
70
Ques. No. 11:
80
70
70
60
50
40
30
30 21
20
9
10
0
Yes No
Total %age
In the above question, the maximum executives i.e., 70% have given their
opinion in favour of yes and balance 30% respondents are against the
above opinion.
71
Ques. No. 12:
What are the organizational factors, which affect the Recruitment &
Selection Practices at Panipat Refinery?
Both 6 20
Total - 30 100
80
70
70
60
50
40
30
21 20
20
10
10 6
3
0
Organisational Image Relation with unions Both
Total %age
72
Ques. No. 13:
Does the company propagate ideas like “Come Grow with us” &
“Learning environment”?
100 90
90
80
70
60
50
40
27
30
20 10
10 3
0
Yes No
Total %age
90% respondents have given their opinion in favour of yes on the above
topic. However, 10% respondents have not agreed on the above topic.
73
Ques. No. 14:
90
80
80
70
60
50
40
30 24
20
20
10 6
0
Yes No
Total %age
80% respondents replied that the job definition in the recruitment &
selection practices is the most important but 20% respondents have not
agreed to the above opinions. They are in favour of least importance.
74
Ques. No. 15:
60
50
50
40
30
20 20
20 15
10
10 6 6
3
0
WrittenTest Trade Test Interview All the above
Total %age
In the above question, 50% respondents have expressed their opinion that
all the above criteria i.e. written test, trade test and interview are the best
techniques to gauge the capability & aptitude to a candidate for selection.
However, 20% respondents are in favour of written test, 20% in favour of
interview and balance 10% are in favour of Written test.
75
What measures are adopted for “career development” within and
outside the organization?
60
50
50
40
30
30
20 15
9 10 10
10 3 3
0
Training Motivatio n Hig he r All the above
re sponsibility
Total %age
76
The results of the semi-structured interviews with the non-executives of
Panipat Refinery have been summarized below:
POINT 1 :
POINT 2 :
77
POINT 3 :
POINT 4 :
78
POINT 5 :
Some interviewees are satisfied with the present recruitment & selection
practices being followed by Panipat Refinery. However, some of them
have pleaded that to cope up with the future challenges, multi-skilled
personnel should be recruited such as advanced computer knowledge,
technical knowledge with management qualification, etc.
POINT 6 :
POINT 7 :
79
POINT 8 :
The most of the interviewees are in the opinion that the panel for the
interview board should be of HOD level in the following field:
POINT 9 :
The maximum interviewees have given their opinion the above points, the
resumes are screened & filtered according to the advertised eligibility
criteria only. No relaxation is given out of the criteria, so to get the best
candidates.
POINT 10 :
80
CHAPTER 7
CONCLUSIONS & SUGGESTIONS
7.1 CONCLUSION:
The employees are of the view for good and healthy sign of Panipat
Refinery can survive the future challenges by hiring of the multi skilled and
career expected personnel through Stress Level and Psychometrics Test.
But, they are of the opinion that it will be better if all the process of
recruitment & selection, i.e., written test, trade test, & interview can be
done on the same day. Most of the employees have responded that at
Panipat Refinery selection should be through campus interview and
Internet.
81
7.2 SUGGESTIONS :
82
manpower is concerned, should attract Skills through Charming Selection
Procedures like Attractive Advertisement for vacancies, Effective Induction
Programmes. Therefore, Panipat Refinery should adopt advanced criteria
like Internet / on-line methods, Pay Package Systems, Abroad Training
Programmes, Flexible working hourse etc.
The above said suggestions will definitely meet the challenges of Selection
Procedure at Panipat Refinery as per Modern Scenerio
83
CHAPTER 8
FUTURE RESEARCH
84
CHAPTER 9
LIMITATIONS
But all the efforts have been made in collecting all the relevant information
for the project.
85
BIBLIOGRAPHY
BOOKS CONSULTED :
INTERNET :
86
ANNEXURE - II
QUESTIONNAIRE
Both
Both
Yes No
Yes No
Yes No
87
Q. 6 Is internal hiring helps in motivating the employees?
Yes No
Yes No
Yes No
Yes No
Education Experience
Yes No
Both
88
Q.13 Does the company propagate ideas like “Come Grow
with us”, “learning environment”?
Yes No
Training Motivation
89
90