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PROJECT REPORT

ON

“A Study on Effectiveness of Recruitment & Selection


Practices”
With reference to Panipat Refinery, Indian Oil Corporation Limited (IOCL)

Submitted By:

ANIL KUMAR KATARIA


Enrolment No. 071856537

Master of Business Administration

SCHOOL OF MANAGEMENT STUDIES


INDIRA GANDHI NATIONAL OPEN UNIVIERSITY
NEW DELHI - 110068

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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

a part of fulfillment of the requirement of Master of Business Administration of IGNOU,

New Delhi is an original one and has not been submitted earlier either to this University

or to any other Institution.

( ANIL KUMAR KATARIA ) ( P.N. JHA )


Enrollment No : 071856537 SUPERVISOR
Dy. Manager ( Employee Relations )
Indian Oil Corporation Limited
Human Resource Department
Panipat Refinery, Panipat

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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.

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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.

( ANIL KUMAR KATARIA )


Enrolment No : 071856537

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TABLE OF CONTENTS
SYNOPSIS APPROVAL I
BIO-DATA OF GUIDE II

COPY OF SYNOPSIS III

ORIGINALITY CERTIFICATE 2

PREFACE 3

ACKNOWLEDGEMENT 4

TABLE OF CONTENTS 5-7

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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

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TABLE OF CONTENTS

CHAPTER TITLE PAGE


5 RESEARCH METHODOLOGY 52-59
5.1 SOURCES OF DATA COLLECTION 52
5.2 DATA SOURCES 52
5.3 DATA COLLECTION METHODS 53
5.4 SURVEY PROCESS 53-59
6 ANALYSIS 60-80
6.1 TOOLS & TECHNIQUES OF ANALYSIS 60-76
6.2 DISCUSSION POINTS ANALYSIS 77-80
7 CONCLUSIONS & SUGGESTIONS 81-83
8 FUTHER RESEARCH 84
9 LIMITATIONS 85
BIBLIOGRAPHY 86
ANNEXURE-II 87-89

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CHAPTER 1
ORGANIZATION PROFILE

1.1 A BRIEF - INDIAN OIL CORPORATION LIMITED

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).

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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

In petrochemicals, Indian Oil is envisaging an investment of Rs. 20,000 crore (US$ 4


billion) by the year 2011-12. Through the world’s largest single-train Linear Alkyl
Benzene (LAB) plant with an annual capacity of 1,20,000 tonnes set up at its Gujarat
Refinery, the Corporation has already captured a significant market share of LAB in
India, besides exporting the product to Indonesia, Turkey, Thailand, Vietnam, Norway
and Oman.

A world-scale Paraxylene/Purified Terephthalic Acid plant (annual capacities: PX -


3,63,000 tonnes, PTA – 5,53,000 tonnes) for polyester intermediates is already in
operation at Panipat, while a Naphtha Cracker with a capacity of 800,000 tonnes of
ethylene per annum, 6,00,000 TPA of Propylene, besides an annual production of

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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.

A grassroots refinery at Paradip is proposed to be completed by the year 2011-12,


subsequently followed by the setting up of an integrated petrochemical plants with an
estimated investment of Rs 12,000 crore (US$ 2.5 billion) which will further strengthen
the Corporation’s presence in the sector

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

♦ To achieve international standards of excellence in all aspects of energy and


diversified business with focus on customer delight through value of products
and services, and cost reduction.
♦ To maximize creation of wealth, value and satisfaction for the stakeholders.

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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.

OBJECTIVES OF THE COMPANY

♦ To serve the national interests in oil and related sectors in accordance and
consistent with Government policies.

♦ To ensure maintenance of continuous and smooth supplies of petroleum


products by way of crude oil refining, transportation and marketing activities
and to provide appropriate assistance to consumers to conserve and use
petroleum products efficiently.

♦ To enhance the country's self-sufficiency in crude oil refining and build


expertise in laying of crude oil and petroleum product pipelines.

♦ To further enhance marketing infrastructure and reseller network for providing


assured service to customers throughout the country.

♦ To create a strong research & development base in refinery processes,


product formulations, pipeline transportation and alternative fuels with a view
to minimizing/eliminating imports and to have next generation products.

♦ To maximize utilization of the existing facilities for improving efficiency and


increasing productivity.

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♦ 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.

♦ To achieve higher growth through mergers, acquisitions, integration and


diversification by harnessing new business opportunities in oil exploration &
production, petrochemicals, natural gas and downstream opportunities
overseas.

OBLIGATIONS

♦ Towards customers and dealers

To provide prompt, courteous and efficient service and quality products at


competitive prices.

♦ Towards suppliers
To ensure prompt dealings with integrity, impartiality and courtesy and
promote ancillary industries.

♦ Towards employees

To develop their capabilities and facilitate their advancement through


appropriate training and career planning.

♦ Expeditious redressal of grievances


To have fair dealings with recognised representatives of employees in
pursuance of healthy industrial relations practices and sound personnel
policies.

♦ Towards community
To develop techno-economically viable and environment friendly products for
the benefits of the people.

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To encourage progressive indigenous manufacture of products and materials
so as to substitute imports.

To ensure safety in operations and highest standards of environment


protection in its manufacturing plants and townships by taking suitable and
effective measures.

♦ Towards defence services

To maintain adequate supplies to Defence Services during normal and


emergency situations as per their requirement at different locations.

FINANCIAL STATUS

♦ To ensure adequate return on the capital employed and maintain a reasonable


annual dividend on equity capital.

♦ To ensure maximum economy in expenditure.

♦ To manage and operate all facilities in an efficient manner so as to generate


adequate internal resources to meet revenue cost and requirements for
project investment, without budgetary support.

♦ To develop long-term corporate plans to provide for adequate growth of the


Corporation’s business.

♦ To endeavor to reduce the cost of production of petroleum products by means


of systematic cost control measures and thereby sustain market leadership
through cost competitiveness.

♦ 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.

PANIPAT REFINERY EXPANSION (PRE)

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.

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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.

SALIENT FEATURES OF EXPANSION UNITS

The expansion of the refinery has been done for doubling the crude processing capacity
from 6 MMT/yr to 12 MMT/yr.

♦ Total facilities are located inside the existing refinery complex.


♦ The expansion refinery has been designed to process 100% high sulphur
crude.
♦ The total effluent generated will be reused inside the refinery including green
belt and no trade effluent will be discharged to any outside water body.
♦ Very high efficiency (99.9%) Sulphur Recovery has been installed to reduce
SO2 emissions.
♦ To enhance efficiency of power generation and to reduce SO2 emission,
Naphtha fired Gas Turbines have been installed in place of conventional
Steam Turbo Generators.
♦ SO2 emission from the refinery will be restricted to the stipulated limit of 1000
kg/hr by fuel management.

NAPHTHA CRACKER COMPLEX (On going Project)

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.

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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.

COMMUNITY DEVELOPMENT PROGRAMMES

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 CORPORATION LIMITED

Indian Oil has its Head Office as well as Corporate Office at New Delhi. The
registered office of Corporation is in Mumbai.

The Corporation is managed by Board of Directors appointed by the President of


India. Besides the Chairman, the board has the following whole time Directors :

1. Director (Refineries)
2. Director ( Pipelines)
3. Director (Marketing)
4. Director (Finance)
5. Director (HR)
6. Director (R & D)
7. Director(P&BD)

The working of Corporation's five Divisions, namely (i)Refineries Division,


(ii) Marketing Division iii) Pipelines Division iv) R&D Centre and (iv) Assam Oil
Division are co-coordinated by a full-time Chairman. These four Divisions are
headed by Director (Refineries), Director (Marketing), Director ( Pipelines) and
Director (R&D) respectively. Director (Refineries) is also the Director In charge of
Assam Oil Division.

The Corporation is broadly divided into five divisions namely, Refineries,


Pipelines, Marketing Division, Research & Development and Assam Oil Division.
It also has a wholly owned subsidiary i.e. Indian Oil Blending Limited.
Organizational set-up of IOCL and its Refineries situated all over India can be
seen as under:

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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

2.1 THEORETICAL CONCEPTS

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.

Although it can be quite expensive, organizations have not always viewed


recruitment as systematically as other HR functions such as selection. During the
coming years, however the importance of recruitment will increase for many
organization's for at least two reasons:

♦ A majority of companies think that they will face shortage of employees who
posses the necessary skills for the jobs.

♦ The downsizing and cost saving measures undertaken by many companies in


recent years have left recruitment budgets much smaller than before.

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

External Environmental Influences Internal Environmental Influences

• Govt. Regulations & Laws • Strategy


• The Union • Goals
• Economic Conditions :domestic • Organizational Culture
& International • Nature of the task
• Composition Of labor force • Work group
• Location of the Organization • Leader’s style & experience

HUMAN RESOURCE PROCESSES

Acquiring Human Rewarding Human Developing Human Protecting and


Resources Resources Resources Evaluating

• HR planning • Performance • Orientation & • Safety, health


Evaluation Training & wellness
• Job Analysis
& design • Compensation • Development • Evaluation

• Recruitment • Benefits & • Career


& Selection Services Planning

DESIRABLE END RESULTS

Socially responsible & Competitive, high quality Competitive,


high
Ethical practices Products Quality
services
FIGURE 2.1: DIAGNOSTIC MODEL

The above figure 2.1 describes that recruitment practices of any organization are
influenced by the internal environmental as well as external environmental factors.

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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.

2.3.1 Organization's View of Recruiting

Several aspects affect recruiting from organization's viewpoint: the recruiting


requirements set, organizational policies and procedures, and the organizational
image.

2.3.2 Recruiting Requirements Set

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.

2.3.3 Organizational Policies & Practices

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.

2.3.5 Potential Employees View of Recruiting

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.

2.3.6 Preferences of Recruits for Organization & Jobs

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.

2.3.7 Job Search & Finding a Job

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
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a particular job offer. The assessment is similar to what organizational recruiters
will be doing, only from the perspective of the applicant.

2.4 METHODS OF RECRUITING

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.

2.5 INTERNAL Vs EXTERNAL RECRUITING METHODS

Internal recruiting methods include posting position openings, distributing memos


within the organization and searching organizational databases for a match
between the skills required to perform the job and the skills held by the current
employees. This method of recruiting looks to internal sources to fill positions and
encourages promotions from within. External recruiting methods include
advertising position. Whether managers choose internal or external-recruiting
methods depends on the degree to which organization's strategy encourages
promotions and transfers from within the organization. Recruiting from within can
lead to job satisfaction and motivation if employees see new career opportunities
available. In addition filling positions with existing employees ensures to large
extent that these employees are socialized as to the organization's culture and
personality. However problems can arise if the internal promotion system is not
viewed as fair.

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.

24
2.6 INTERNAL RECRUITING METHOD

2.6.1 Job Posting

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.

Although posting of jobs can be an efficient method of recruiting, numbers of


problems have been associated. Example it can lead to personal bias and stiff
competition.

2.6.2 Skills Inventory

Another recruiting method is the use of skill inventories. Essentially a skills


inventory includes a list of employee names, their education, training, present
position, work experience, relevant job skills and abilities and other qualifications.
The organization can search through the company skill inventory to identify
potential candidates for the position opening.

2.7 EXTERNAL RECRUITING METHOD

2.7.1 School & College Recruiting

Recruiting at high school or vocational schools is often a strategic approach


adopted by organizations with position openings at the entry level or internal
training programs. Recruiting at the college level serves as a major source for
acquiring managerial, professional and technical skills.

In college recruiting the organization sends an employee usually called a


recruiter, to a campus interview candidates and describes the organization to
them. Coinciding with the visit, brochures and other literature about the
organization are often distributed. The organization also runs advertisements to
attract the candidates.
25
Preliminary interview with employers is done. Students are given detailed
influence about the job and the profile. Salaries are negotiated. The expenses
are borne by the organization.

2.7.2 Advertising

Advertising job openings in newspapers, magazines, newsletters and other media


sources is a relatively inexpensive recruiting mechanism. Advertising is useful for
filling open position quickly. Advertising usually does not target a specific
audience. Specified defined advertisements will attract qualified applicants,
dissuade unqualified ones from applying and making the recruitment process
more efficient.

2.7.3 Private Employment Agencies

Private employment agencies vary considerably in size and effectiveness as good


sources of employee and must be chosen carefully by employers and job seeking
alike. A preliminary interview is conducted for the applicants. Unfortunately some
agencies are more concerned with placing employees quickly than in effecting a
good match between the employee and the organization. The discrepancy can
be reduced if the HR managers give detailed and specific requirements.

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.

2.8 UTILIZING RECRUITING RESOURCES

Companies frequently use a variety of internal and external recruiting strategies to


locate and hire their workers. Although one technique may work well for some

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.

By integrating both internal and external recruiting techniques, a company can


develop an overall recruiting plan that is specifically tailored to support its overall
strategy and result in selection of highly qualified applicants.

2.8.1 Re-recruitment Strategies

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.

2.8.2 Career Development Opportunities

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:

♦ Immediate involvement in the essential work of the firm.


♦ The ability to apply newly learned knowledge and skills.
♦ The opportunity to understand the big picture of the firm.
♦ Rapid career development.
♦ Rapid salary advancement.
♦ The opportunity to learn new skills.

Companies are responding to these needs by offering a variety of programs for


new

27
2.9 EVALUATING THE RECRUITING METHODS

Given the importance of recruiting to the organization the method used in


recruiting should be evaluated periodically. One of the most important reasons to
evaluate recruiting method is to determine the cost versus benefits of various
methods. When recruiting method does not attract enough applicants many
organizations' respond by raising the salaries. Although some job applicants may
be enticed by money, this may not be a cost-effective method of recruiting.
Further employees within the organization may perceive inequity if new
employees are brought in at a similar or even higher salary.

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

Selection is the process of choosing individuals who have the qualifications to


perform a particular job well. Organization differs as to the complexity of their
selection systems. Some Organizations make a strategic decision to fill positions
quickly and inexpensively by scanning application forms and hiring individuals
based on this information alone. Other organization's however makes a strategic
decision to choose the best person possible by having an elaborate and
sometimes costly selection system. These systems may require potential
employees to fill out application forms and provide information for a background
check, take a number of job related tests, and perform well through a series of
interviews. Most organization's have more than one selection process.

3.1.1 Application Blanks and Resumes

The initial screening of potential employees is usually done by examining


resumes and / or having applicants fill out an application blank. Items that should
be requested on an application include general biographical information. Much of
information gathered on application blanks is objective so that the human
resources manager can verify it. Verification of information on an application is
becoming increasingly important to avoid claims of negligent hiring.

Resumes are often used instead of application blanks. Job applicants develop
their own resumes, which should include essentially standard information.

3.2 TYPES OF SELECTION TESTS

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.

3.2.2 Work Sample

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.

3.2.3 Trainability Test

For jobs in which training is necessary due to

♦ The skills level of the job applicants

♦ Changing nature of the job, trainability tests are useful.


Essentially the goal is to determine the trainability of the candidate. In the first
step of the process, the trainer demonstrates how to perform a particular task.
Then the job applicants are asked to perform the task while the trainer helps to
coach him or her through the process several times. Finally the candidate
monitors the performance, recording any errors, to determine the overall
trainability of the job applicant.

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

Most organization's, regardless of size, use interviewing as a selection method.


Interestingly, interviews have been criticized for being unreliable sources of
information due to perceptual and judgment errors on the part of the interviewer.
Example interviewers often form a first impression of the job applicant based on
the influence obtained on the application blank or the first two minutes of the
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.

Interviews can be classified into three general categories: structured, semi


structured and unstructured.

3.3.1 Structured

When conducting a structured interview, the interviewer asks questions from a


prepared list and does not deviate from it except for some follow up questions.
During the interview, the interviewer records his or her thoughts and reactions on
a standard organizational form. When different interviewer reaches the same or
similar conclusion about a given candidate, the interpreter reliability is high.
Unfortunately this type of interview is very restricted.

31
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

3.3.3 Unstructured Interview

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.

3.4 MANAGERIAL SELECTION DEVICES

Selection devices for managers can differ from non-managerial employee


selection. Assessment centers were developed to tap these numerous
managerial skills by collecting work sample information. An assessment center is
not a place but a process. In this process trained professional evaluators, called
assessors, observe and record and evaluate how a candidate performs in
simulated job situations.

Although the validity of assessment center tends to be high, some problems


recently have been identified with this selection device.

32
CHAPTER 4

POLICY AND ELIGIBITY CRITERIA OF RECRUITMENT


& SELECTION – PANIPAT REFINERY

4.1 INDUCTION LEVEL & CRITERIA

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).

4.2 ENGAGEMENT OF APPRENTICES

In compliance with the provisions of Apprenticeship Act, 1961, Apprentices are


engaged in specified discipline. The academic qualification, age limit & other
eligibility criteria are required for engagement as apprentices. Management at its
absolute discretion, subject to availability of vacancy may consider candidates
with Diploma in Engg. who have successfully undergone one year apprenticeship
training and with B.Sc (PCM) qualification, who have successfully undergone 18
months’ apprenticeship training, for engagement as Trainee or for selection in the
regular scale of pay in Grade 'IV' in the relevant discipline for a period of one year.
However, subject to availability of vacancy, candidates with Matric & ITI
qualification who have undergone one-year apprenticeship training are
considered only for engagement as Trainees in the relevant discipline for a period
of two years. During the training period, the above trainees are paid a
consolidated fixed monthly stipend as per rules of the Corporation. After
successful completion of training period, the trainees are considered for selection
in regular scale of pay in Grade IV.

33
4.3 IDENTIFICATION OF VACANCIES

The vacancies proposed to be filled in different departments at induction level are


worked out taking into account the in-position strength of workmen in different
grades in the respective discipline/department.

4.4 RESERVATION POSITION

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.

4.5 APPROVAL FOR FILLING-UP VACANCIES

The concerned department advises HR department to initiate recruitment action


for the requisite number of vacancies. Based on this requisition, HR department
obtains approval of Unit Head for filling the positions taking into consideration the
reservation positions.

4.6 NOTIFICATION / ADVERTISEMENT

HR department, after obtaining Unit Head’s approval, prepare notification /


advertisement under the compulsory notification Act 1961, indicating the number
of vacancies as well as the positions reserved for SC, OBC, PH & Ex-
Servicemen. The vacancies are notified to State Employment Exchange,
Panchkula, and also in the local press for advertisement.

Apart from notification of vacancies to State Employment Exchange, Panchkula,


copy of press advertisement is sent to Employment Exchange, Panipat, and
authorised associations of SC/STs, PH & Ex-servicemen.

34
4.7 RECEIPT OF APPLICATIONS & PROCESSING

List of candidates sponsored by the State Employment Exchange, Panchkula &


applications received against the press advertisement are scrutinised by HR
department in accordance with eligibility criteria prescribed in the notification /
advertisement. All applications received in response to the advertisement, up to
the last date (mentioned in the advertisement for receipt of applications) are
registered and record preserved for future reference. Applications received after
the last date are not entertained. All applications received up to the last date are
stamped bearing the date of receipt and serially numbered.

4.8 FINALISING DATE, TIME & VENUE

HR Department finalises the date, time & venue for conducting written test/trade
test & interview in consultation with the concerned HODs.

4.9 CONSTITUTION OF SELECTION COMMITTEE

HR department initiates the proposal-indicating number of candidates to call for


written test / trade test & interview, date & venue for constituting a Selection
Committee consisting of following representatives and obtain approval of Unit
Head:
♦ HOD of the concerned department
♦ Representative of HR department
♦ Representative of Minority Community
♦ Representative of Reserved Community
♦ State Govt. representative
♦ Women Representative (where applicable)

Members of Selection Committee, once approved by name, by the Unit Head


doesn't sub-delegate their responsibilities to any other officer without prior
approval of Unit Head. Only the nominated officers are present during the
interview process.

35
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.

4.11 NOMINATION OF INVIGILATORS-CUM-EVALUATORS

Depending upon number of candidates, list of adequate number of invigilators for


conducting invigilation during written test and evaluation of test papers is
prepared separately by HR department under approval of the Chairman of the
Selection Committee. These officers conduct the invigilation during written test
and conduct the evaluation of test answer papers.

4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST/TRADE TEST/INTERVIEW

Based on approval, call letters for written test/trade test/interview at least 21 days
in advance are sent to eligible candidates.

4.13 COMMUNICATION TO SELECTION COMMITTEE REGARDING WRITTEN


TEST/ TRADE TEST/INTERVIEW

HR department communicates date, time & venue for conducting written test &
interview to State Government Representative and all the members of the
Selection Committee.

4.14 WRITTEN TEST

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.

A certificate indicating that “PACKETS BROUGHT TO THE TEST CENTRE


FOUND SEALED AND OPENED IN MY PRESENCE” is duly signed by the
Examination superintendent and kept on record. The unopened packets/unused
question papers are handed over to HR department after the test.

4.15 TRADE TEST / SKILL TEST

For recruitment of certain specified categories of workmen, trade test is


conducted in addition to the written test. The modalities of trade test is decided &
conducted by members of Selection Committee. The performance of the
candidates is also evaluated by the members of the selection committee and
results are displayed on the same day.

For Stenographer-cum-Junior Office Assistant-IV, the skill test (shorthand &


typing) is conducted either by engaging some professional agency or by Panipat
Refinery.

4.16 INTERVIEW

The HR Deptt. after obtaining approval of Unit Head, constitutes Selection


Committee and conducts the interview. Out of total marks allocated, 15% marks
are allocated for interview. For evaluation the candidate, the following
parameters are assessed by the interview committee:

 Job knowledge
 Aptitude
 Personality

37
4.17 SELECTION CRITERIA

The overall performance of candidates is assessed by the selection committee


on the basis of marks obtained by them in written test / trade test & interview.

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.

4.18 EVALUATION OF ANSWER PAPERS

Only the authorised officers evaluate answer papers of written test on the same
day (i.e., the day of holding the written test).

The Examination Superintendent ensures cross checking of 100% answer papers


by the same set of evaluators. This is done in consultation with the DGM of the
department concerned who is nominated to act as Chairman in the Selection
Committee. In case of any conflicting evaluations, the Examination
Superintendent himself evaluates the answer paper and his decision is final. The
Examination Superintendent is required to submit a certificate to the Selection
Committee that 100% of the answer papers are checked and cross-checked.

The marks sheet for the marks obtained in the written test are prepared and the
Examination Superintendent countersigns the same.

4.19 CRITERIA FOR CALLING CANDIDATES FOR INTERVIEW

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.

Depending upon number of candidates and availability of time, candidates


qualified for interview are called for interview either on same day or next day.

4.20 MINUTES

The Selection Committee members make individual marking on performance of


the candidates during the interview. The average of the marking is tabulated to
finalise the selection and minutes is prepared of the Selection Committee. This is
done immediately after completion of the interview and each member signs the
minutes on the same day. The HR Deptt. representative in the Selection
Committee ensures the approval of the Unit Head on the minutes same day. The
Selection Committee may also ensure that the number of candidates
recommended for appointment does not normally exceed 1:3 unless approved in
advance by the Unit Head.

Candidates under SABF (Superannuation Benefit Fund Scheme) having basic


requisite academic qualification but not having required experience may be
engaged as trainees for a period of one year. During the period of training, the
trainees are paid a consolidated fixed monthly stipend as per rules of the
Corporation. After successful completion of training period, these trainees may
be considered for selection in regular scale of pay in Grade ‘IV’.
[[

4.21 COMMUNICATION TO SELECTED CANDIDATES / ISSUE OF OFFER OF


APPOINTMENT

After approval of the Unit Head on the recommendations of the Selection


Committee, the selected candidates are advised in writing to report to Panipat
Refinery Township Hospital for medical check-up. However, formal appointment
letters are sent to selected candidates in order of merit by Registered post.
Normally, the candidates are expected to join within 30 days of the issue of the
appointment letter.

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.

4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT

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.

4.23 CHARACTER & ANTECEDENT / CASTE VERIFICATION

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.

4.24 REQUEST FOR EXTENSION OF JOINING TIME

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.

4.25 REPORTING FOR JOINING

On reporting for duty, HR Deptt. verify and complete induction formalities. After
completing induction formalities, the candidate introduced to his concerned
departmental head.

4.26 ELIGIBILITY CRITERIA

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

TABLE 4.1 : ELIGIBILITY CRITERIA FOR MECH. MAINT. DEPTT.


DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE (Excluding
Apprenticeship & Training)
MECHANICAL Junior 3 Years Diploma in Minimum 18 years For Diploma Holders : 02 years’
MAINTENANCE Engineering Mech.Engineering Maximum : experience in maintenance of rotary
Assistant - IV equipments such as compressors, Gas/
(Fitter-cum- OR General - 32 years steam turbines, Pumps, Extruder and
Rigger) SC/ST - 37 years stationary equipments such as Boilers,
Matric with ITI in OBC - 35 years Heat Exchangers, Columns Vessels,
Fitter Trade EXSM - relaxation Piping, Valves and tanks etc. in a
as per the Govt. petroleum / Petrochemical / Fertilizer
instructions industry and large thermal power plants
For ITI Holders : 05 years’ experience in
maintenance of rotary equipments such as
compressors, Gas/ steam turbines, Pumps,
Extruder and stationary equipments such
as Boilers, Heat Exchangers, Columns
Vessels, Piping, Valves and tanks etc. in a
40
petroleum / Petrochemical / Fertilizer
industry and large thermal power plants
MECHANICAL Junior Fresh Diploma in Minimum 18 years
MAINTENANCE Engineering Mech. Engineering Maximum : -NIL-
Assistant - IV General - 25 years
- Trainee* SC - 30 years
Stipned : OBC - 28 years
EXSM - relaxation
Rs. 11,000/-* as per the Govt.
per month instructions
Note : Presently, in Mechanical Maintenance Department, only JEA-IV (Fitter-cum-Rigger) are engaged
* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.
41
TABLE 4.2 : ELIGIBILITY CRITERIA FOR INSTRUMENTATION DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE


INSTRUME Junior Three years Minimum 18 years For Diploma Holders : 02 Years
NTA-TION Engineering Diploma in Industrial Maximum : experience in maintenance of modern
Assistant Electronics/ instrumentation control systems like DCS,
(Instrumentati Instrumentation General - 32 years PLC with electronic field instrumentation,
on) SC - 37 years UPS, DC systems, loop configuration, on
ITI in OBC - 35 years line analyzers, condition monitoring,
Instrumentation or EXSM - relaxation cabling, earthings etc. in a modern
Electronics as per the Govt. Petroleum/ Petrochemical/ Fertilizer
instructions industry. Candidates conversant with
installation, testing and commissioning of
instrumentation control systems in modern
petroleum and petrochemical industries will
have an added advantages.
For ITI Holders : 03 Years experience in
maintenance of Instrumentation of a
Refinery/ Petro chemical/ Fertilizer/ DCS
manufacturing/ power plant/ or such other
industry of high repute.
INSTRUME Junior Three years Minimum 18 years
NTA-TION Engineering Diploma in Industrial Maximum : - NIL-
Assistant - IV Electronics/
(Instrumentati Instrumentation General - 25 years
on) – Trainee* SC - 30 years
OBC - 28 years
Stipned : EXSM - relaxation as
Rs. 11,000/- per the Govt.
per month * instructions.

* 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.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

PRODUCTION Junior Essential : Minimum 18 years 02 years experience (in rotating


Engineering 3 Yrs Diploma in Chemical / Maximum : shift) in operation of Pump House,
Assistant-IV Petrochemical Engineering. OR Fire Heaters, Compressor,
(Production) BSc (PCM) with 60% marks for General - 32 years Distillation Column, Reactor, Heat-
General & OBC and 55% marks SC - 37 years Exchanger etc. in a Petroleum
for SC/ST category candidates. OBC - 35 years Refinery, Petro-chemicals/
Desirable : EXSM - relaxation Fertilizer/ Heavy Chemicals/ Gas
Knowledge of Computer based as per the Govt. Processing Industry. Knowledge
systems instructions of safety aspects of handling
Petroleum, Petro Chemical
products is essential.

PRODUCTION Junior Essential : Minimum 18 years


Engineering 3 Yrs Diploma in Chemical/ Maximum : - NIL -
Assistant-IV Petrochemical Engineering with
(Production) minimum 50% marks (relaxed to General - 25 years
– Trainee * pass class for SC/ST SC - 30 years
candidates) OR B.Sc (PCM) OBC - 28 years
with 60% marks for General & EXSM - relaxation
Stipned : OBC and 55% marks for SC/ST as per the Govt.
Rs. 11,000/- category candidates. instructions
per month* Desirable :
Knowledge of Computer based
systems

* 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.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

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.

Note : Trainees are not engaged in Fire & Safety Department

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.

QUALITY Junior QC Essential : Minimum 18 years


CONTROL Analyst – IV Diploma in Maximum : - NIL -
Electrical Engg. General - 25 years
– Trainee * SC - 30 years
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.
46
TABLE 4.7 : ELIGIBILITY CRITERIA FOR FINANCE DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

FINANCE JR. ACCOUNTS Essential : Minimum 18 years Desirable :


CLERK - IV Commerce Graduate with not Maximum : 02 years working experience in
less than 50% marks in Accounts / Purchase / Taxation
aggregate. General - 32 years in a company of repute
SC - 37 years
Desirable : OBC - 35 years Working knowledge in Computer
Preference will be given to PH - 42 years Applications will be added
candidates having Diploma in EXSM - relaxation as advantage.
Computer Application per the Govt.
(Equivalent to DOE ACC “A instructions
level).

Note : Trainees are not engaged in Finance Department

47
TABLE 4.8 : ELIGIBILITY CRITERIA FOR HR DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

HUMAN Stenographer cum Essential : Minimum 18 years Desirable :


RESOURCE Junior Office Graduate in any discipline with Maximum : 02 years experience of office
Assistant-IV not less than 50% marks in working including clerical jobs or
aggregate. In addition – General - 32 years secretarial assistance with the
1. Minimum shorthand/typing SC - 37 years use of PC preferably in a
speed in English @ 100/40 OBC - 35 years company of repute. Proficiency
wpm (80/35 wpm for PH - 42 years in Operation of Personal
SC/ST/OBC & PH EXSM - relaxation Computer & Competency in MS
candidates). as per the Govt. Office
2. Hindi shorthand/typing instructions
speed @ 80/30 wpm (60/25
wpm for SC/ST/OBC & PH
candidates). #

# In case the candidate fails


in the Hindi Proficiency Test
and is selected on the overall
performance, he/she will be
appointed provisionally subject
to achieving the required
proficiency during the period of
probation, failing which his/her
services are liable to be
terminated.

Note : Trainees are not engaged in Human Resource Department

48
TABLE 4.9 : ELIGIBILITY CRITERIA MATERIALS DEPTT.

DEPARTMENT DESG/GRADE QUALIFICATION AGE LIMIT EXPERIENCE

MATERIALS Junior Materials Essential : Minimum 18 years Desirable :


Assistant-IV Three years full time Regular Maximum : 02 years experience in
Diploma in Mechanical Operation & Maintenance of an
Engineering or ElectricalGeneral - 32 years industry or of handling various
Engineering with minimum 50% SC - 37 years types of materials used in an
marks in aggregate OBC - 35 years industry of repute Office
PH - 42 years
Desirable : EXSM - relaxation
Diploma in Materials Management as per the Govt.
in addition to the above instructions
qualification

Note : Trainees are not engaged in Materials Department

49
TABLE 4.10 : ELIGIBILITY CRITERIA FOR APPRINTICE

DEPARTMENT DISCIPLINE QUALIFICATION AGE LIMIT PERIOD OF *STIPEND


TRAINING Per month
PRODUCTION Apprentice Diploma in Chemical 12 months Rs.1750/-
(Chemical) Engg. with 50 marks. Minimum : 18 years (for diploma) (for diploma)
& Maximum –
OR
Gen . - 28 years Rs.1300/- for one year
B.Sc. with Physics, SC - 33 years 18 Months & Rs.1400/- for
Chemistry & Maths with OBC - 31 years (for B.Sc) remaining six months
50 % marks (for B.Sc.)
MAINTENANCE Apprentice Diploma in Mechanical Minimum : 18 years
(Mechanical) Engg. & Maximum – 12 months Rs.1750/-

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

MAINTENANCE Apprentice Matric + ITI with 50% Minimum : 18 years


(Mechanical- marks & Maximum – 12 months Rs.1500/-
Machinist)
Gen . - 28 years
SC - 33 years
OBC - 31 years
* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.
50
TABLE 4.10 : ELIGIBILITY CRITERIA FOR APPRINTICE

DEPARTMENT DISCIPLINE QUALIFICATION AGE LIMIT PERIOD OF *STIPEND


TRAINING Per month
ELECTRICAL Apprentice Diploma in Electrical Minimum : 18 years 12 months Rs.1750/-
(Electrical) Engg. & Maximum –

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

Note : Relaxation in experience for SC candidates in Grade -IV


* The above amount of monthly stipend may be revised from time-to-time as per the Hqrs’ guidelines.

51
CHAPTER 5
RESEARCH METHODOLOGY

In order to study the effectiveness of the existing system of Recruitment &


Selection Practices at Panipat Refinery in the light of emerging competitive
scenario, the techniques of date collection have been applied:

5.1 RESEARCH DESIGN / NATURE OF DATA

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.

5.2 DATA SOURCES

(a) Primary Sources :


The primary data is obtained on wide scale ranging from pre-designed
formats to open ended interviews. The primary means :

♦ Questionnaire is administered to the executives in HR Department of


Panipat Refinery.

♦ Discussions are held with employees in order to obtain their views on


the recruitment strategies followed by Panipat Refinery.

(b) Secondary Sources :

Secondary data is obtained from :-


♦ Human Resource Department of Panipat Refinery.

♦ Resrouces through Local Intranet of Panipat Refinery

♦ 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.

5.4 SURVEY PROCESS

5.4.1 Survey through designed & tested questionnaire

A questionnaire was designed and tested on sample of 34 (Thirty four)


executives of HR and improved feedback was given. The questionnaire
(Shown in Annexure) was given to 34 Nos. of executives of HR i.e., 85%
of total number of executives of HR Deptt. of Panipat Refinery. The
sample consisted of executives of HR in Grade A to Grade G. They were
requested to give their objective opinion on Effectiveness of Recruitment &
Selection Practices at Panipat Refinery on their experience of HR deptt.

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:

Table No. 5.0 : Detail of Respondents Grade-Wise


Grade Total Strength No. of Sample Total Respondents
G 1 1 1
F 3 2 2
E 3 3 2
D 6 6 5
C 8 7 6
B 9 7 6
A 10 8 8
Total - 40 34 30
There are 10 (Ten) grades in executive category starting from Grade - A to
Grade - J in IOCL. However, at Panipat Refinery there are only 07 (Seven)
grades starting from Grade-A to Grade-G in HR Deptt.

53
Table No. 5.1 : Age Profile of the Respondents

Age No. %age


Below 30 years 3 10
31-35 years 3 10
Above 36 years 24 80
Total 30 100

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%

Below 30 31-35 Above 36 Yrs.

Figure: 5.1 : AGE PROFILE %age OF RESPONDENTS

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

Qualification Number %age


Post-Graduate or Post Graduate Diploma 18 60
(PGDM)
MBA 12 40
Total 30 100

Figure: 5.2 : EDUCATIONAL BACKGROUND %age OF RESPONDENTS

0%

40%

60%

Post Graduate or PGDM MBA

The respondents of questionnaire are having varying educational


background. 12 numbers (40%) respondents are MBA holders and
followed by Post-Graduate or Post-Graduate Diploma in Management
which number are 18 numbers (60%).

55
Table No. 5.3 : Respondent’s Work Experience in IOCL

Year Total %age


Up to 5 years 3 10
6 – 10 years 3 10
11 – 15 years 6 20
Above 16 years 18 60
Total 30 100

Figure: 5.3 : WORKS EXPERIENCE %age OF RESPONDENTS

10%
10%

60% 20%

Upto 5 Yrs. 6-10 Yrs. 11-15 Yrs. Above 16

Maximum respondents i.e. 18 Nos. (60%) are having work experience of


above 16 Years, followed by 6 Nos. (20%) having work experience of 11-
15 Years. Balance 3 Nos. (10%) and 3 Nos. (10%) have work experience
of 6-10 Years and up to 5 Years respectively.

5.4.2 Survey through Discussion with Employees (non- executive)

Discussion points were designed and tested with non-executives of


Panipat Refinery and improved based on their feedback. The discussion
points (Shown at pages No. 77 to 80) were described to 40 Nos. of non-
executives out of total 957 non-executives of Panipat Refinery. There are
five grades of non-executives of Panipat Refinery as Grade IV to Grade
VIII (Details in Table No. 5.5). The total 40 Nos. selected interviewees
were selected from non-executives of Grade-IV to Grade-VIII i.e. 12, 08,
06, 08, 06 Nos. respectively. They were requested to give their time for
discussion about the “A Study on Effectiveness of Recruitment &

56
Selection Practices” with reference to Panipat Refinery, Indian Oil
Corporation Limited (IOCL)” on their experience of Panipat Refinery.

Table : 5.0(1) : Detail of Interviewees Grade-Wise

Grade Total Strength Total Interviewees


VIII 70 06
VII 140 08
VI 49 06
V 138 08
IV 560 12
Total - 957 40

Table : 5.4 : Detail of Interviewees Age Wise

Age Interviewees %age


Below 25 years 10 25
26-30 years 14 35
Above 31 years 16 40
Total 40 100

Figure:5.4 : AGE%age OF INERVIEWEES

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

Qualification Interviewees %age


ITI or Equivalent 4 10
Diploma 12 30
Graduate/ Post graduate 10 25
Bachelor degree of Engg. 14 35
Total 40 100

Fig u re:5.5 :EDUCATIONALBACKGROUND%ag eOF INERVIEWEES

10%
35%

30%

25%

ITI OR Equivalent DIPLOMA Graduate/Post graduate Bachelor Degree of Engg.

The interviewees are having varying educational background. The largest


number 14 (35%) interviewees are Engg. degree holders followed by
Diploma holders which number is 12 (30%). Balance are Graduate/ Post
graduate 10 (25%) and ITI or equivalent 4 (10%).

58
Table : 5.6 : Interviewee’s Work Experience in IOCL

Years Interviewees %age


Upto 5 years 6 15
6 – 10 years 22 55
Above 11 years 12 30
Total - 40 100

Figure: 5.6 : WORKS EXPERIENCE %age OF INERVIEWEES

15%
30%

55%

Upto 5 Yrs. 6-10 Yrs. Above 11 Yrs.

Maximum interviewees 22 Nos. (55%) are having work experience of 6-10


years followed by 12 Nos. (30%) having work experience of above 11
years. Balance 6 (15%) have work experience of upto 5 years.

59
CHAPTER - 6
ANALYSIS

6.1 TOOLS AND TECHNIQUES OF ANALYSIS

Simple statistical techniques have been used in the present study to


analyze and interpret the data collected from the field.

Following instruments have been used to collect the data.

♦ Questionnaires

♦ E-mail contacts

♦ Local Intranet of Panipat Refinery

60
6.1.1 QUESTIONNAIRE ANALYSIS:
Details of questionnaire analysis as given below:

Ques. No. 1

Which method of Recruitment & Selection Practices are most


suitable at Panipat Refinery?

Table No. 6.1 : Response Details of Ques. 1


Options Response %age
Direct Recruitment 21 70
Employment Exchange 3 10
Both 6 20
Total - 30 100

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?

Table No. 6.2 : Response Details of Ques. 2

Options Response %age


Direct Recruitment 24 80
Employment Exchange 3 10
Both 3 10
Total - 30 100

Figure: 6.2 : Response %ageof Ques. 2

90 80
80
70
60
50
40
30 24
20 10 10
10 3 3
0
Direct Employment Exchange Both

Total %age

In the second question, 80% respondents are in favour of the Direct


recruitment & selection practices with regards to best result at Panipat
Refinery. However, 10% respondents are in favour of both the system
i.e. Direct as well as Employment Exchange and balance 10% is in favour
of Employment Exchange.

62
Ques. No. 3:

Are you satisfied with the present Recruitment & Selection Practices
of Panipat Refinery?

Table No. 6.3 : Response Details of Ques. 3

Options Response %age


Yes 27 90
No 3 10
Total - 30 100

Figure: 6.3 : Response %age of Ques. 3

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:

Do you think, there has been a change in Recruitment & Selection


Practices over the years in Panipat Refinery?

Table No. 6.4 : Response Details of Ques. 4

Options Response %age


Yes 3 10
No 27 90
Total - 30 100

Figure: 6.4 : Response %age of Ques. 4

100
90
90
80
70
60
50
40
30 27
20
10
10 3
0
Yes No

Total %age

In response to the above question, 90% respondents are of the opinion


that there is no change in recruitment & selection practices of Panipat
Refinery over the years. However, 10% respondents have expressed
their opinion about the changes in present recruitment & selection
procedures.

64
Ques. No. 5:

Do you think the Direct Recruitment & Selection Practices is quite


long process?

Table No. 6.5 : Response Details of Ques. 5

Options Response %age


Yes 24 80
No 6 20
Total - 30 100

Figure: 6.5 : Response %age of Ques. 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:

Is internal hiring helps in motivating the employees?

Table No. 6.6 : Response Details of Ques. 6

Options Response %age


Yes 24 80
No 6 20
Total - 30 100

Figure:6.6 : Response %age of Ques. 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:

Do you think Panipat Refinery's Recruitment & Selection Practices is


quite rigid in terms of eligibility criteria?

Table No. 6.7 : Response Details of Ques. 7

Options Response %age


Yes 27 90
No 3 10
Total - 30 100

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:

In selection process, do you think innovative techniques (like stress


level test, psychometrics Test) should be adopted.

Table No. 6.8 : Response Details of Ques. 8

Options Response %age


Yes 27 90
No 3 10
Total - 30 100

Figure: 6.8 : Response %ageof Ques. 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:

Has Government interference in deciding the quotas for SC/ST/OBC/


PH/EXSM affected the Manpower Planning?

Table No. 6.9 : Response Details of Ques. 9


Options Response %age
Yes 24 80
No 6 20
Total - 30 100

Figure: 6. 9 : Response %age of Que s. 9

90 80
80
70
60
50
40
30 24
20
20
6
10
0
Yes No

Total %age

In response, 80% respondents agreed to the above question. However,


20% executives have not agreed to the above opinion.

69
Ques. No. 10:

On what factors the candidate is assessed fit for a job?

Table No. 6.10 : Response Details of Ques. 10

Options Response %age


Education 3 10
Experience 3 10
Career Expectation 3 10
All the above 21 70
Total - 30 100

80 Figure: 6.10 : Respo


nse%ageof Q
ues. 10
70
70
60
50

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% respondents have expressed their opinion that a candidate should be


treated fit who have deserved all the three criteria for a job i.e. education,
experience and career expectation. Out of above, 10% respondents feel that
career expectation should be the best. Also, 10% respondents are in favour of
experience & rest 10% are in favour of education.

70
Ques. No. 11:

Does the company undertake subjective assessments of personality


and communication ability?

Table No. 6.11 : Response Details of Ques. 11

Options Response %age


Yes 21 70
No 9 30
Total - 30 100

Figure: 6.11 : Response %ageof Ques. 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?

Table No. 6.12 : Response Details of Ques. 12

Options Response %age


Organizational Image 21 70
Relations with unions 3 10

Both 6 20
Total - 30 100

Figure: 6.12 : Response %age of Ques. 12

80
70
70
60
50
40
30
21 20
20
10
10 6
3
0
Organisational Image Relation with unions Both

Total %age

In the above question, 70% respondents gave their opinion that


Organizational Image affects the recruitment & selection practices at
Panipat Refinery. However, 20% respondents feel that the both
organizational image and relation with unions affects the recruitment &
selection practices and balance 10% feel that relation with unions affect
the recruitment & selection practices.

72
Ques. No. 13:

Does the company propagate ideas like “Come Grow with us” &
“Learning environment”?

Table No. 6.13 : Response Details of Ques. 13

Options Response %age


Yes 27 90
No 3 10
Total - 30 100

Figure: 6.13 : Response %age of Ques. 13

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:

How important is job definition in the Recruitment & Selection


Practices?

Table No. 6.14 : Response Details of Ques. 14

Options Response %age


Most Important 24 80
Least Important 6 20
Total - 30 100

Fig ure: 6.1 4 : Res ponse %age of Ques. 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:

What techniques are used to gauge the capability & aptitude of


candidates?

Table No. 6.15 : Response Details of Ques. 15

Options Response %age


Written Test 6 20
Trade Test 3 10
Interview 6 20
All the above 15 50
Total - 30 100

Figure: 6.15 : Response %age of Ques. 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.

Ques. No. 16:

75
What measures are adopted for “career development” within and
outside the organization?

Table No. 6.16 : Response Details of Ques. 16

Options Response %age


Training 9 30
Motivation 3 10
Higher responsibility 3 10
All the above 15 50
Total - 30 100

Figure: 6.16 :Re sponse %age of Que s. 16

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

In response to the above question, 50% respondents expressed their


opinion in favour of all the above i.e. training, motivation and higher
responsibility. However, 30% are in favour of training, 10% in favour of
higher responsibility and balance 10% are in favour of motivation.

6.2 DISCUSSION POINTS ANALYSIS

Result of discussion point with non-executives is given below:

76
The results of the semi-structured interviews with the non-executives of
Panipat Refinery have been summarized below:

POINT 1 :

Do you feel that the Recruitment & Selection Practices at Panipat


Refinery is one of the best procedures?

Various opinions on the above have been expressed by the interviewees


they have expressed that the present practices for recruiting & selecting
practices at Panipat Refinery is one of the best procedures.

POINT 2 :

Do you feel that Recruitment & Selection Practices presently being


followed at Panipat Refinery should be modified?

Some of the interviewees are satisfied with present practices being


followed at Panipat Refinery. However, some expressed their suggestion
as under:

(a) Preparation of question paper on same day of interview / test by


board.
(b) The written test, double checking / screening by the different
examiners of the answer sheet and interview should be
complete on same day.
(c) The publishing of result and offer to suitable candidate should
be given on the same day to avoid the political/other influence.

77
POINT 3 :

Do you feel any political influence in Recruitment & Selection


Practices at Panipat Refinery?

The interviewees denied the political influence in recruitment & selection


practices at Panipat Refinery. However, they expressed their opinion that
some delay in finalizing the selection procedure has occurred due to
political influence. Therefore, Panipat Refinery should adopt one-day
recruitment & selection criteria.

POINT 4 :

Do you feel that the Recruitment & Selection Practices at Panipat


Refinery should be adopted through Campus Interview like officers?

The maximum interviewees are in favour of campus interview for the


reason mentioned blow:

(a) Lot of time can be saved in selecting the candidates through


campus interview.
(b) Adopting the campus interview can save a lot of recruitment &
selection cost.
(c) Good candidate can be selected through campus interview.
(d) At minimum cost & time, the board has lot of the options to
select the best candidate.

78
POINT 5 :

What should be the changes in Recruitment & Selection Practices at


Panipat Refinery so that the multi-skilled personnel could be
recruited to compete the future challenges of Indian Oil in every
sphere of the activities?

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 :

What techniques are used to gauge the capabilities and aptitudes of


candidates?
The maximum interviewees have expressed their faith in Written Test,
Trade Test and Interview. However, some of them pleaded for Group
Discussions and Group Tasks.

POINT 7 :

How do you tailor the manpower plan at Panipat Refinery?


Some of the interviewees have expressed their opinion that manpower
planning at Panipat Refinery should be made as per the following criteria:

(a) The total business volume.


(b) Round the clock working environment.
(c) Infrastructure and latest technology.
(d) Superannuating profile.
(e) Future Diversification Planning of the organization.

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POINT 8 :

According to you at which levels interviewing panel is formed and


what is the basis for choosing the panel?

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:

(a) Concerned HOD


(b) Representative of HR Deptt.
(c) Representative of Minority Community & SC/ST
(d) Women Representative

POINT 9 :

How are resumes screened and filtered?

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 :

Do you think the environmental factors have affected the recruitment


& selection at Panipat Refinery?

The interviewees are of the opinion that there is no effect of environment


in recruitment & selection procedure at Panipat Refinery because Indian
Oil is good paymaster. Hence, there is no problem in inducted quality
force. Quality personnel are attracting towards Indian Oil since it has
good infrastructure, environment, pay packets, fringe benefits etc.

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CHAPTER 7
CONCLUSIONS & SUGGESTIONS

7.1 CONCLUSION:

The responses received from employees were analyzed properly and it is


concluded that the direct method of recruitment and selection is to meet
suitable and gives the best results. However, it has also been opined that
this method is time-consuming. Satisfaction level of employees is high
about the present practice of recruitment & selection of Panipat Refinery
and they want continuance of the same practice in future. It has been
expressed that eligibility criteria are very rigid, but for such dispute-prone
activity of recruitment & selection, rigidity of norms are necessary.

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.

Therefore, based on the response received from the employees, we reach


to the conclusions that the recruitment and selection practices of Panipat
Refinery are quite satisfactory and effective in identifying & inducting
quality workforce, yet the following suggestions, if implemented, can make
the recruitment & selection process more effective at Panipat Refinery and
even at the entire industry level. These suggestions are given to promote
changes as per the modern scenario :-

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7.2 SUGGESTIONS :

♦ Implementation of the Presidential Directives is one of the bottlenecks in


inducting quality workforce.

♦ Psychometric Test, Stress Level Test should be introduced.

♦ At times, we get applications of candidates having more than required


qualification for some specified post, & we can't short list the candidate for
that specified post because of laid down eligibility criteria, some relaxation
should be made & such candidates having potential can be inducted at
mid level such as Grade VI to VIII.

♦ Internal selection of employees for higher post should be encouraged.

♦ Recruitment & Selection through On-line Interview / Test should be


encouraged.

♦ Campus interviews should be extended to the Recruitment of Non-Officer


Category in order to get best candidates at minimum cost & time.

♦ Persons having Multi-skills (such Technical / Professional Qualifications)


should be given preference at the time of Recruitment through internal
policy of the Organization.

Finally, in the highlights of the above study, it is suggested that as Panipat


Refinery being a Strategic Business Unit (SBU) has to compete with other
Private Sector Undertakings as far as Recruitment and Selection of

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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

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CHAPTER 8
FUTURE RESEARCH

♦ All Refineries of Indian Oil Corporation Limited (IOCL) can be taken as


a universe for further study in future.

♦ Each division of Indian Oil Corporation Limited (IOCL) separately can


be taken as a universe for further study.

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CHAPTER 9

LIMITATIONS

The limitations that were faced are as follows:-

♦ As there are 5 divisions of IOCL – Refineries Division, Marketing


Division, Pipelines Division, Research & Development and Assam
Oil Division, this study at Panipat Refinery involves the study of
only one Refinery under Refineries Division and due to time
constraint the study has not been extended to other divisions of
Indian Oil Corporation Limited (IOCL).

♦ There may be bias attached with the responses because of


personal experience. Hence the inputs might vary greatly amongst
them due to the difference in level of authority and experience and
also personal bias.

But all the efforts have been made in collecting all the relevant information
for the project.

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BIBLIOGRAPHY

MANUALS / REPORTS / FINDINGS :

♦ IOCL Annual Report (2008-2009)


♦ IOCL HR Manual.
♦ Findings of the BT - MBL - RCG qualitative survey, 1996, "the
Business Today - Experimental Guide To Recruitment" Business
Today, Jan 7-21

BOOKS CONSULTED :

♦ IGNOU Study Material

♦ Robins, D (1998) : HUMAN RESOURCE MANAGEMENT.


Prentice Hall, New York.
♦ John M Ivancevich : HUMAN RESIRCE MANGEMENT, Irvin
Chicago, London

♦ J.M.Rao, 1998, "Scouting for Talent " , Human Capital

♦ Raymond A.Noe, John R. Hollenbeck, Bary Gerhart, Patrick M


Wright : HUMAN RESORCE MANAGEMENT "

♦ Wendell L.French, 1994 : HUMAN RESORCE MANAGEMENT

INTERNET :

♦ Google Search Engine, www.google.com


♦ Web based dictionary, www.wikipedia.com
♦ Local Intranet of Panipat Refinery

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ANNEXURE - II
QUESTIONNAIRE

Guideline for filling the questionnaire:

- Please mark an √ against the box which most appropriately reflects


your view:

Q.1 Which methods of Recruitment & Selection Practices


are most suitable at Panipat Refinery?

 Direct Recruitment  Employment Exchange

 Both

Q.2 What kind of a Recruitment & Selection Practices gives


the best results according to you at Panipat Refinery?

 Direct Recruitment  Employment Exchange

 Both

Q.3 Are you satisfied with the present Recruitment &


Selection Practices of Panipat Refinery?

 Yes  No

Q.4 Do you think, there has been a change in Recruitment &


Selection over the years in Panipat Refinery?

 Yes  No

Q.5 Do you think the direct Recruitment & Selection


Practices is quite long process?

 Yes  No

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Q. 6 Is internal hiring helps in motivating the employees?

 Yes  No

Q.7 Do you think Panipat Refinery's Recruitment &


Selection Practices is quite rigid in terms of eligibility
criteria?

 Yes  No

Q. 8 In selection process, do you think innovative techniques


(like stress level test, psychometric Test) should be
adopted.

 Yes  No

Q.9 Has Government interference in deciding the quotas for


SC/ST/OBC/PH/EXSM affected the manpower planning?

 Yes  No

Q.10 On what factors the candidate is assessed fit for a job?

 Education  Experience

 Career Expectation  All the above

Q. 11 Does the company undertake subjective assessments of


personality and communication ability?

 Yes  No

Q.12 What are the organizational factors, which affect the


Recruitment & Selection Practices at Panipat Refinery?

 Organisational Image  Relations with unions

 Both

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Q.13 Does the company propagate ideas like “Come Grow
with us”, “learning environment”?

 Yes  No

Q.14 How important is job definition in the Recruitment &


Selection Practices?

 Most Important  Least Important

Q.15 What techniques are used to gauge the capability &


aptitude of candidates?

 Written Test  Trade Test

 Interview  All the above

Q.16 What measures are adopted for “career development”


within and outside the organization?

 Training  Motivation

 Higher responsibility  All the above

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