A PROJECT STUDY REPORT On Training Undertaken at Company Name (Chambal Fertilizer Chemical Ltd.

A Study On Process Of Recruitment In CFCL Being submitted in partial fulfillment of the two year Full time course in MBA Session: 200911

Titled

Submitted By: Submitted To:Anushree Tiwari Ms. Neha Sharma MBA Part III Apex Institute of Management & Science, Jaipur (Approved by AICTE, New Delhi & Affiliated to Rajasthan Technical University, Kota) (2009-2011)
1

Table of Content

TABLE OF CONTENT 1).Topic 2).Preface 3).Acknowledgement 4).Executive Summary 5).Introduction 2

PAGE NO. 1 5-6 7-8 9-10 11-12

6).An Overview of Fertilizer Industry a. Company Profile b. Product Of The Company c. Corporate Social Responsibility 7).Research Methodology a. Data sources b. Title of the study c. Duration of the study d. Sample size & method of selecting sample e. Organizational guide f. Area of study g. Objectives of the study h. Limitation of the study 8). Topic Analysis a).Recruitment: The Concept b). Recruitment process c). Recruitment Methods d).Outsourcing recruitment process e).Managing recruitment 9). Analysis & Interpretations 10). SWOT Analysis 11). Inferences 12). Conclusion 13). Appendix 14). Bibliography

13-17

18-21

22-48

49-54 55-57 58-59 60-61 62-64 65-66

Preface

PREFACE
As a student of Post Graduate Program in Human Resource I was obviously seeking an opportunity to do a project in this regard and I got opportunity in the Chambal Fertilizers and chemical limited located at Gadepan where I was assigned this project. I really found this project very challenging and interesting when I conducted it. In the beginning of my training in Chambal Fertilizers and Chemicals Limited, I was handed over the company history profiles with the help of which I got complete overview of the companys history, various subsidiary companies various HR policies etc. After I was allotted a training schedule which comprised of 45 days overview program of Recruitment. This exercise not only gave me an insight in to the general functioning & practical problems handled by different departments , but I also got chance to build report with the employees which did help me during the course of my project execution. The department which I covered was HR. After this program, I was allotted a project and from thereon I started my research project activities, beginning with deciding about the project objectives, planning about how to complete project.

Acknowledgement
6

Acknowledgement
I hereby take this opportunity to extend my earnest obligation, gratitude & indebtedness to all who helped me in one or the other way in the successful completion of this project. My thanks go to Mr. Vishal Mathur (DGM-HR), Mr. AK Saxena (Manager-HR) who allowed me to carry out this study at CFCL. I shall be failing in my duty if I do not express thanks to my project coordinator esteemed Mr.Kaushik Kumar who really took a lot of pains and gave me his valuable guidance and constant encouragement on the basis of which I could carry it out very confidently. I extend my sincere thanks to all the employees of CFCL, Gadepan for their kind cooperation of the various functional department of CFCL for providing me general insight knowledge about their respective departments. . I also extend my grateful thanks to MS. Neha Sharma (faculty member, AIMS) for his constructive criticism and guidance. Last but not least, my loving gratitude to my parents, who helped me in many ways in completion of this Endeavour. Thanks to all once again.

ANUSHREE TIWARI

Executive Summary

EXECUTIVE SUMMARY
Chambal Fertilizer and chemical Limited is the Indias largest producer of Urea in the private sector. It is the flagship company of the 5000 crore professionally managed Zuari Chambal combine. It has diversified interest in the area of fertilizer, phosphoric acid, Agri Input & seeds, Agri Biotechnology and shipping. Being a student PGP (HR) it was great pleasure for me there I was assigned the most relevant title, as regarded summer training i.e. Recruitment and Selection process at CFCL Before Understanding the work of recruitment and selection , firstly I have to understand that what is the HR department, the Role of the HR department and why it is so important for any organization. So At first the work is given to me is a little introduction of each part of the HR department like Recruitment. Recruitment, as a human resource management function, is one of the activities that impact most critically on the performance of an organization. While it is understood and accepted that poor recruitment decisions continue to affect organizational performance and limit goal achievement. This report discusses some of the strategies that organizations can and do employ to ensure the existence of the best possible pool of qualified applicants from which they can fill vacancies as and when required. This exercise gives me an insight in the general functioning & practical problem handled by difference department. At last I complete my project under supervision of my guide Mr.Koushik Kumar. I am very thankful to my guide for giving me this opportunity.

10

Introduction

11

INTRODUCTION
India is the third producer and consumer of fertilizer placed USA and China. India being Agro based economy is fifth largest in the world due to its fertilizer Industries. These fertilizer Industries play a vital role bringing prosperity to the country. The Indian fertilizer industry with a capacity of 121 lakh MT of nitrogen and 56 lakh MT of phosphate nutrient is one of the largest in the world and has over the years, played a significant role in the development of agriculture in the country. Fertilizer consumption in India is among the highest in the world, though we rank low in comparison to most of developing and some of developed countries in terms of intensity of consumption. Fertilizer consumption in India has been stagnant in the last few years. But, with increased focus of the government towards agricultural growth, consumption levels are expected to pick up. Successful implementation of government programmes like the Bharath Nirman programme etc. which aims at an additional 10 million hectares under irrigation could help increase fertilizer consumption in the long run. This is small introduction about fertilizer Industry. The project is given to me is Recruitment and Selection Process in CFCL. Recruitment and Selection is the part of Human resource which is the strongest part of any organization. Recruitment is the process of identifying and attracting potential candidates from within andoutside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process.This includes collecting, measuring, and evaluating information about candidates qualifications for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs.

12

AN Overview of Fertilizer Industry

13

AN OVERVIEW OF FERTILIZER INDUSTRY

Agriculture the backbone of Indian Economy still holds its relative importance for more than a billion peoples. The Government Of India from time to time has taken considerable steps for the upliftment of Agriculture Sector. India is third largest producer and consumer of fertilizer, placed after USA and China. India being an agro-based economy is the fifth largest due to its fertilizer Industries. These industries plat vital role in bringing prosperity to the country. Agriculture Industry is the only one, in India, that has acknowledged conformity to global standards of performance.

COMPANY PROFILE

Chambal Fertilizers and Chemicals Limited (CFCL)

Location Corporate office: International trade Tower, 3rd Floor. Block F 14

Nehru Place New Delhi -110019 Registered office: Regional Offices: Gadepan, District Kota, Rajastahn-325208 UTTAR PRADESH: PUNJAB: HARYANA: RAJASTHAN: GUJARAT: MADHYA PRADESH: 1. Agra 1.Hissar 1. Jaipur 1. Ahmedabad 1. Bhopal 2. Lucknow 2. Karnal 2. Udaipur

1. Chandigarh

Agriculture Development Laboratories :

Agra & Sri Ganganagar

Products of the company

The company is in the business of producing high quality urea. Its product has earned n inevitable reputation within a short span of time its brand name Uttam Veer is fast gaining among farmer community throughout the country. The product mix of CFCL is having four products line as bellowFERTILIZERS PLANT PROTECTION CHEMICAL BIOFERTILIZERS SEEDS

Uttam Veer Urea soybean Uttam DAP sunflower Single Super sorghum

Insecticides:

Uttam phos

Uttam Uttam

Monoveer

Uttam

15

Phosphate maize

Endoveer Cyperveer

Uttam Uttam

sudan Grass Aceveer Quinaveer Uttam Neem Weedicides Butaveer Isoveer

SEEDS - Wheat, Paddy, Mustered, Soya been, Cotton

CORPORATE SOCIAL RESPONSIBILITY Uttam Bandhan

To establish a closer brand and to provide personalized services to farmers, Chambal has started the 'Uttam Bandhan' program, a community welfare initiative. Crop and product demonstrations, field demonstrations and farmer meets are conducted. Farmers are given ongoing training on specialized services that vary from crop diversification, Animal Health Care, need for balanced inputs and use of bio-fertilizers. Soil & water sampling and testing are also conducted for free. Clinics' set up by the Company and at Agriculture Universities, Agriculture Research Stations and Krishi Vigyan Kendras. Chambal has set up 'Hello Uttam' Call Centres where agriculture experts respond to farmer queries on the phone.

Chambals commitment towards environment has been paramount

Even before the plants were put up, it took on tree plantation around the proposed site. A number of roads around the plant have been lined with trees. It has created a green cover on what was a rocky wasteland and where the Gadepan complex stands today. Within the campus it has created a forest area. In the village schools it takes up a

16

number of programmes to bring awareness on environmental issues. It supports environmental groups and government initiatives for a cleaner atmosphere.

Uttam Krishi Sewaks

In the Uttam Bandhan programme the crucial link between the Company and the farmer is the Uttam Krishi Sewaks. About 300 educated, unemployed youth from a rural background have been trained as Uttam Krishi Sewaks to provide best practices in agriculture and specialized services to farmers. They are self-employed and earn from commission on the sale of specialized products. Uttam Krishi Sewaks try and ensure that the farmers follow agricultural best practices. Through proper training, demonstrations, expert opinion, quality inputs and non-farm income, the Uttam Bandhan farmer has been a gainer in terms of not just increase in income but also quality of life.

Dissemination of Information
Crop and product demonstrations, field demonstrations and farmer meets are conducted regularly to educate farmers on latest farm practices. Farmers are given training on specialized services that vary from cultivation of medicinal and horticulture crops, vermi-culture and the use of bio-fertilisers. A dedicated farmer website uttamkrishi.com, farmer helpline- Hello Uttam and mailers such as Chambal ki Chitthi are important channels to share information with farmers. Chambal also actively partners Government Departments, Agriculture Universities, Agriculture Research Stations and Krishi Vigyan Kendras under Public Private Partnership to serve the farmers.

17

Research Methodology

RESEARCH METHODOLOGY:
It is my pleasure that I got the opportunity to work in the CFCL as a management trainee for a period of 45days and get to learn the operations of the organization and 18

there systematic & sequential processing. CFCL has witness a meteoric rise right from its inception and has enlisted itself among top fertilizer companies of the country. Research methodology is a systematic process, where collection, analysis and the interpretation of the data so collected from the survey must be interpreted.

DATA SOURCES:
Primary data Secondary data

PRIMARY DATA;
Profile of data collection as under: a. Sample profile: company employees which includes supervisors and workmen. b. Sample size: 100 employee

SECONDARY DATA;
a. company record b. industrial directory

TITLE OF THE STUDY:

A STUDY ON RECRUITMENT PROCESS IN CFCL

DURATION OF THE STUDY:

45 Days

SAMPLE SIZE AND METHOD OF SELECTING SAMPLE:

SAMPLING
19

SAMPLE: - A sample is a part of the total population. It can be an individual element

or a group of elements selected from the population. Although it is a subset, it is representative of the population and suitable for research in term of cost, convenience and time. The sample group can be selected based on a probability or a non-probability approach. A sample usually consists of various units of the population. The size of sample is sample is represented by n. SAMPLE SIZE: For this management thesis I have taken sample size n as 100. Sampling is the act, process, or technique of selecting a representative part of a population for the purpose of determining the characteristics of the whole population. In other words, the process of selecting a sample from a population Using special technique is called sampling.

ORGANIZATIONAL GUIDE:

Mr. A.K. SAXENA (HR Manager)

AREA OF STUDY: OBJECTIVES OF THE PROJECT REPORT

GADEPAN (Rajasthan)

The main objectives for doing this project are as follows: 1) To acquire practical and theoretical knowledge about how the different department doing work together, why the HR department is important and how an organization is going on. 2) To acquire practical and theoretical knowledge about recruitment & selection in an organization. 3) Last but not the least the overall view of HR department.

20

LIMITATIONS OF THE STUDY

This project is limited to one plant of CFCL, which is based in GADEPAN(raj.). Some data was confidential and not disclosed as per the companys policy. Time limitation was the major factor for the study.

21

Topic Analysis

RECRUITMENT THE CONCEPT

Acquiring and retaining high-quality talent is critical to an organisations success. As the job market becomes increasingly competitive and the available skills grow more diverse, recruiters need to be more selective in their choices, since poor recruiting decisions can produce long-term negative effects, among them high training and development costs to minimise the incidence of poor performance and high turnover which, in turn, impact staff morale, the production of high quality goods and services and the retention of organisational memory. At worst, the organisation can fail to achieve its objectives thereby losing its competitive edge and its share of the market. Traditionally, Public Service organisations have had little need to worry about market share and increasing competition since they operate in a monopolistic environment. But 22

in recent time, the emphasis on New Public Management/ Public Sector Management approaches has forced public organisations to pay closer attention to their service delivery as consumers have begun to expect and demand more for their tax dollars. No longer are citizens content to grumble about poorly-produced goods and services and the under-qualified, untrained employees who provide them. As societies become more critical and litigious, public service organisations must seek all possible avenues for improving their output and providing the satisfaction their clients require and deserve. The provision of high-quality goods and services begins with the recruitment process. Recruitment is described as the set of activities and processes used to legally obtain a sufficient number of qualified people at the right place and time so that the people and the organisation can select each other in their own best short and long term interests.1 In other words, the recruitment process provides the organisation with a pool of potentially qualified job candidates from which judicious selection can be made to fill vacancies.Successful recruitment begins with proper employment planning and forecasting. In this phase of the staffing process, an organisation formulates plans to fill or eliminate future job openings based on an analysis of future needs, the talent available within and outside of the organisation, and the current and anticipated resources that can be expended to attract and retain such talent. Also related to the success of a recruitment process are the strategies an organisation is prepared to employ in order to identify and select the best candidates for its developing pool of human resources. Organisations seeking recruits for base-level entry positions often require minimum qualifications and experience. These applicants are usually recent high school or university/ technical college graduates many of whom have not yet made clear decisions about future careers or are contemplating engaging in advanced academic activity. At the middle levels, senior administrative, technical and junior executive positions are often filled internally. The push for scarce, high-quality talent, often recruited from external sources, has usually been at the senior executive levels. Most organisations utilize both mechanisms to effect recruitment to all levels. 23

PURPOSE & IMPORTANCE OF RECRUITMENT

24

The Purpose and Importance of Recruitment are given below: Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates for the organisation. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited & selected will leave the organization only after short period of time. Meet the organizations legal & social obligations regarding the composition of its workforce. Increase organization & individual effectiveness of various recruiting techniques & sources for all types of job candidates.

FACTORS AFFECTING RECRUITMENT The recruitment function of the organization is affected & governed by a mix of various internal & external forces. The internal forces or factors are the factors that can 25

be controlled by the organization. The external factors are those factors which cannot be controlled by the organization. The internal & external forces affecting recruitment function of an organization are:

FACTORS AFFECTING RECRUITMENT

THE RECRUITMENT PROCESS

26

Successful recruitment involves the several processes of: 1. development of a policy on recruitment and retention and the systems that give life to the policy; 2. needs assessment to determine the current and future human resource requirements of the organisation. If the activity is to be effective, the human resource requirements for each job category and functional division/unit of the organisation must be assessed and a priority assigned; 3. identification, within and outside the organisation, of the potential human resource pool and the likely competition for the knowledge and skills resident within it; 4. job analysis and job evaluation to identify the individual aspects of each job and calculate its relative worth; 5. assessment of qualifications profiles, drawn from job descriptions that identify responsibilities and required skills, abilities, knowledge and experience; 6. determination of the organizations ability to pay salaries and benefits within a defined period; 7. identification and documentation of the actual process of recruitment and selection to ensure equity and adherence to equal opportunity and other laws. Documenting the organizations policy on recruitment, the criteria to be utilized, and all the steps in the recruiting process is as necessary in the seemingly informal setting of in house selection as it is when selection is made from external sources. Documentation satisfies the requirement of procedural transparency and leaves a trail that can easily be followed for audit and other purposes. Of special importance is documentation that is in conformity with Freedom of Information legislation (where such legislation exists), such as: criteria and procedures for the initial screening of applicants; criteria for generating long and short lists; criteria and procedures for the selection of interview panels; interview questions; interview scores and panelists comments; results of tests (where administered); results of reference checks. 27

RECRUITMENT PROCESS

RECRUIMENT METHODS
Recruitment may be conducted internally through the promotion and transfer of existing personnel or through referrals, by current staff members, of friends and family members. 28

Where internal recruitment is the chosen method of filling vacancies, job openings can be advertised by job posting, that is, a strategy of placing notices on manual and electronic bulletin boards, in company newsletters and through office memoranda. Referrals are usually word-of-mouth advertisements that are a low-cost-per-hire way of recruiting. Internal recruitment does not always produce the number or quality of personnel needed; in such an instance, the organisation needs to recruit from external sources, either by encouraging walk-in applicants; advertising vacancies in newspapers, magazines and journals, and the visual and/or audio media; using employment agencies to head hunt;advertising on-line via the Internet; or through job fairs and the use of college recruitment.

POSTING VACANCIES
As indicated earlier, job posting refers to the practice of publishing an open job to employees (often by literally posting it on bulletin boards) and listing its attributes, such as criteria of knowledge, qualification, skill and experience. The purpose of posting vacancies is to bring to the attention of all interested persons (inside or out of the organisation) the jobs that are to be filled. Before posting a vacancy, management needs to decide whether: it intends to retain the job in its present form and with its present title, remuneration and status; selected attributes of the job, for example, skill or experience, will change; there are sufficient qualified, potential applicants serving in other positions within the organisation who may be potential candidates for that job; the existing organisational policy on recruitment is still applicable (for example, whether referrals, by staff members, of friends and family are still an acceptable way of filling vacancies); 29

 the organisations stands to benefit more, in the long-term, from recruiting applicants from external sources.

RECRUITING FROM INTERNAL SOURCES

There are sound reasons for recruiting from sources within the organisation: The ability of the recruit is known so it is easy to assess potential for the next level. By contrast, assessments of external recruits are based on less reliable sources, such as references, and relatively brief encounters, such as interviews. Insiders know the organisation, its strengths and weaknesses, its culture and, most of all, its people. Promotions from within build motivation and a sense of commitment to the organisation. Skilled and ambitious employees are more likely to become involved in developmental activities if they believe that these activities will lead to promotion. Internal recruitment is cheaper and quicker than advertising in various media and interviewing outsiders. Time spent in training and socialisation is also reduced. At the same time, several disadvantages exist: Sometimes it is difficult to find the right candidate within and the organisation may settle for an employee who possesses a less than ideal mix of competencies. If the vacancies are being caused by rapid expansion of the organisation there may be an insufficient supply of qualified individuals above the entry level. This may result in people being promoted before they are ready, or not being allowed to stay in a position long enough to learn how to do the job well. 30

 Infighting, inbreeding, and a shortage of varied perspectives and interests may reduce organisational flexibility and growth, and resistance to change by those who have an interest in maintaining the status quo may present long term problems.

RECRUITING FROM EXTERNAL SOURCES

External recruiting methods can be grouped into two classes: informal and formal. Informal recruiting methods tap a smaller market than formal methods. These methods may include rehiring former employees and choosing from among those walk-in applicants whose unsolicited rsums had been retained on file. The use of referrals also constitutes an informal hiring method. Because they are relatively inexpensive to use and can be implemented quickly, informal recruiting methods are commonly used for hiring clerical and other base-level recruits who are more likely than other groups to have submitted unsolicited applications. Former students who participated in internship programmes may also be easily and cheaply accessed. Formal methods of external recruiting entail searching the labour market more widely for candidates with no previous connection to the organisation. These methods have traditionally included newspaper/magazine/journal advertising, the use of employment agencies and executive search firms, and college recruitment. More often, now, job/career fairs and e-Recruiting are reaching the job seeker market. Of course, it is possible to for an organisation to reduce the risks and high costs of recruitment by maintaining a small cadre of full-time, permanent employees and meeting an unexpected and temporary need for staff through the use of ad hoc and short-term contract workers who come to the position already trained. It is frequently said that the best jobs are not advertised; their availability is communicated by word of mouth. Networking, therefore, continues to be a viable 31

mechanism for recruiting, especially at the senior management level in certain industries.In many instances, networking is a strategy used by the recruitment firms/employment agencies.

ON-LINE APPLICATIONS/RECRUITING ON THE INTERNET

Using the Internet is faster and cheaper than many traditional methods of recruiting. Jobs can be posted on Internet sites for a modest amount (less than in the print media), remain there for periods of thirty or sixty days or more - at no additional cost - and are available twenty-four hours a day. Candidates can view detailed information about the job and the organisation and then respond electronically. Most homes and workplaces are now using computerised equipment for communication; the Internet is rapidly becoming the method of choice for accessing and sharing information. First-time job seekers are now more likely to search websites for job postings than to peruse newspapers, magazines and journals. The prevalence of advertising has made it easier. The Internet speeds up the hiring process in three basis stages: Faster posting of jobs o The wait for a suitable date and a prominent place in the print media is eliminated. The time lag that exists between the submission of information to the media house and its appearance in print disappears. On the internet, the advertisement appears immediately and can be kept alive for as long as the recruiter requires it. Faster applicant response Faster processing of rsums Companies that are likely to advertise on-line usually have a website that allows potential candidates to learn about the company before deciding whether to apply, thus 32

lowering the incidence time-wasting through the submission of unsuitable applications. The website can be used as a tool to encourage potential job seekers to build an interest in joining the organization. Internet Recruiting Power: Opportunities and Effectiveness. CareerJournal.com. Taken from Job websites offer unlimited space which can be used, by management, to sell the organization. The site can then be used, not only to post vacancies, but also to publicise the organisation. That will allow candidates to become more familiar with the company, know what skills the company is looking for and get to know about its culture. Most importantly, the system will provide a proper path to securing quick responses to job openings. On-line recruiting facilitates the decentralisation of the hiring function by making it possible for other groups in the organisation to take responsibility for part of the function. Internet recruiting is not all positive, though; there are drawbacks for unwary users: Some applicants still place great value on face-to-face interactions in the hiring process. Such applicants are likely to ignore jobs posted, impersonally, on-line. Companies are overwhelmed by the volume of rsums posted on the Internet. This can, in fact, lengthen the short-listing process. If the screening process is not well done, the quantity of applications/rsums logged-on may be more of a hindrance to the process that an aid to selection. Job seekers who demand confidentiality in the recruitment process may be reluctant to use the Internet as a job search mechanism. For effectiveness in the use of the strategy of e-Recruiting, companies are advised to: use specialised Job Sites that cater to specific industries; thoroughly assess the service level provided by Job Sites to ensure that they maintain the level they claim to provide; enhance the Corporate Web Site as a tool to encourage potential job seekers to 33

become interested in joining the company; take advantage of the fact that Internet job advertisements have no space limitations so recruiters can use longer job descriptions to fully describe the company, job requirements and working conditions offered; use valid Search Engines that will sort candidates effectively, but will not discriminate against any persons or groups; create attention-grabbing newspaper advertisements that prompt people to visit the companys website. They will then see all vacancies that are advertised; encourage employees to e-mail job advertisements to friends; design and implement a successful e-Recruitment strategy.

COLLEGE RECRUITMENT
College recruiting sending an employers representatives to college campuses to prescreen applicants and create an applicant pool from that colleges graduating class is an important source of management trainees, promotable [entry-level] candidates, and professional and technical employees. To get the best out of this hiring strategy, the organisation and its career opportunities must be made to stand out. Human resource professionals are aware that few college students and potential graduates know where their careers will take them over the next fifteen to twenty years. Therefore many of the criteria used by students to select the first job may be quite arbitrary. The organisation that will succeed, then, is one can show how the work it offers meets students needs for skill enhancement, rewarding opportunities, personal satisfaction, flexibility and compensation. Two major advantages of this strategy are the cost (which is higher than word-of-mouth recruiting but lower than advertising in the media or using an employment agency), and 34

the convenience (since many candidates can be interviewed in a short time in the same location with space and administrative support provided by the college itself). Unfortunately, suitable candidates become available only at certain times of the year, which may not always suit the needs of the hiring organisation. Another major disadvantage of college recruiting is the lack of experience and the inflated expectations of new graduates and the cost of hiring graduates for entry-level positions that may not require a college degree. College recruitment also offers opportunities for internships. These programmes may provide the organisations with quality employees at low cost per hire. Some interns are hired at low cost (perhaps minimum wage) and are offered work experience. Interns are able to hone business skills, check out potential employers, and learn more about employers likes and dislikes before making final career choices. Some of the better interns are recruited after graduation. College recruitment is relatively expensive and time consuming for the recruiting company. The process involves screening the candidate, that is, determining whether he/she is worthy of further consideration and marketing the company as a preferred place of employment. An alternate strategy for college recruitment is the career planning workshop. These activities are usually (but not exclusively) associated with adolescent school leavers. They do not immediately produce ready candidates for the job market but provide the opportunity for an organisation to present itself as an employer worthy of consideration. Co-ordinators of career planning workshops co-opt professionals and organisations to present career options to potential school leavers in a controlled setting so as to lay out the range of possibilities to young job seekers. Career planning workshops are used mainly as information-giving tools which the school leaver can use to make informed career choices. Some organisations use the workshops as a base for internships. Recruiters may not be employees of the company, but paid professionals who have been trained to perform the function.

35

JOB FAIRS
The concept of a job fair is to bring those interested in finding a job into those companies who are searching for applicants. Job fairs are open fora at which employers can exhibit the best their companies have to offer so that job seekers can make informed choices. They are considered one of the most effective ways for job seekers to land jobs. At the job fair, employers have a large pool of candidates on which to draw, while job seekers have the opportunity to shop around for dozens sometimes hundreds of employers, all in one place. Notwithstanding the fact that the atmosphere at the fair is more relaxed than at an interview, employers are still on the look out for qualified, potential employees who have interest, dedication and initiative.

MAINTAINING EQUITY IN THE RECRUITMENT PROCESS

It is often difficult to ensure and maintain fairness/equity in the recruitment process although, in every jurisdiction, there are laws that protect individuals and vulnerable groups from the negative impact of discriminatory practices. Where necessary, systems, detailed procedures and processes exist or must be established to minimise discrimination. The usual format of job fairs is to have several companies set up information stations at an expo, with at least one representative of the company present to provide information. The fairs usually have a common theme or are specific to a certain field or area of interest. Interested individuals browse through the information provided by each company and then decide which company, if any, they would like to apply to. They have the opportunity to talk with a current employee of specific companies to learn more about the employment experience. Each country designates/identifies a group or groups for special notice; women, visible 36

minorities and the disabled are usual targets. The Government of Canada, in articulating its Employment Equity Act and Regulations, identified four designated groups as employment equity targets: women, Aboriginal people, members of visible minority groups, persons with disabilities. In the legislation, managers responsibilities for employment equity are stated as: Ensuring effective overall performance and continuous progress of the employment equity goals within the operation; Achieving, fostering and maintaining a representative workforce; Showing leadership in employment equity and demonstrating commitment to it by ensuring that discrimination and stereotyping are not tolerated; and Informing and educating employees in the organisation about employment equity and diversity.

OUTSOURCING RECRUITMENT
OUTSOURCING RECRUITMENT is the human resource (HR) process is the latest practice being followed by middle & large sized organizations. It is being witnessed across all the industries. In India, the HR processes are being outsourced from nearly a decade now. Outsourcing industry is growing at high rate. HUMAN RESOURCE OUTSOURCING refers to the process in which an organisation uses the expert services of a third party ( generally professional consultants) to take care of its HR functions while HR management can focus on the strategic dimension of their function. The functions that are typically outsourced are the functions that need expertise, relevant experience, knowledge & best methods & practices. This has given rise to outsourcing the various HR functions of an organisation. HR Consultancies such as Ma Foi and Planman Consulting provide such services through expert professional consultants. Human resources business process outsourcing (HR BPO) is a major component of the worldwide BPO market. 37

Performance management outsourcing involves all the performance monitoring, measurement, management being outsourced from a third party or an external organisation. Many organizations have started outsourcing its recruitment process i.e. transferring all or some part of its recruitment process to an external consultant providing the recruitment services. It is commonly known as RPO i.e. recruitment process outsourcing. More and more medium and large sized organizations are outsourcing their recruitment process right from the entry level jobs to the C-level jobs. The present value of the recruitment process outsourcing industry (RPO) in India is estimated to be $2.5 billion and it is expected to grow at the annual rate of 30-40 per cent for the next couple of years. According to a recent survey, only 8-10 per cent of the Indian companies are complete recruitment processes. However, the number of companies outsourcing their recruitment processes is increasing at a very fast rate and so is the percentage of their total recruitment processes being outsourced. Outsourcing organizations strive for providing cost saving benefits to their clients. One of the major advantages to organizations, who outsource their recruitment process, is that it helps to save up to as much as 40 per cent of their recruitment costs. With the experience, expertise and the economies of scale of the third party, organizations are able to improve the quality of the recruits and the speed of the whole process. Also, outsourcing enables the human resource professionals of organizations to focus on the core and other HR and strategic issues. Outsourcing also gives a structured approach to the whole process of recruitment, with the ultimate power of decision making of recruiting with the organisation itself. The portion of the recruitment cycle that is outsourced range from preparing job descriptions to arranging interviews, the activities that consume almost 70 per cent of the time of the whole recruitment process. Outsourcing the recruitment processes for a sector like BPO, which faces an attrition of almost 50-60 per cent, can help the companies in BPO sector to save costs tremendously and focus on other issues like retention. The job seekers are also availing the services of the third parties (consultants) for accessing the latest job opportunities. 38

In India, the trend of outsourcing recruitment is also catching up fast. For example: Vodafone outsources its recruitment activities to Alexander Mann Solutions (RPO service provider). Wipro has outsourced its recruitment process to MeritTrac. Yes bank is also known to outsource 50 per cent of its recruitment processes.

ADVANTAGES OF OUTSOURCING RECRUITMENT

Traditionally, recruitment is seen as the cost incurring process in an organization. HR outsoucing helps the HR professionals of the organization to concentrate on the strategic functions of & processes of human resource management rather than wasting their efforts, time & money on the routine work.Outsourcing the recruitment process helps to cut the recruitment costs to 20% and also provide economies of scale to the large sized organizatons.

The major advantages of outsourcing recruitment performance management are:

39

Outsourcing is beneficial for both the corporate organisations that use the outsourcing services as well as the consultancies that provide the service to the corporates. Apart from increasing their revenues, outsourcing Process provides business opportunities to the service providers, enhancing the skill set of the service providers and exposure to the different corporate experiences thereby increasing their expertise. The advantages accruing to the corporate are: turning the management's focus to strategic level processes of HRM accessibility to the expertise of the service providers freedom from red tape and adhering to strict rules and regulations optimal resource utilisation structured and fair performance management. a satisfied and, hence, highly productive employees value creation, operational flexibility and competitive advantage 40

Therefore outsourcing helps both the organisations and the consultancies to grow and perform better.

41

OUTSOURCING PROCESS

MANAGING RECRUITMENT
ROI ON RECRUITMENT
Before making any investment, every organisation would want to evaluate the investment by answering the following questions in quantifiable terms: What are the costs and the corresponding and related risks on the

investment? What are the expected returns of the investment? What is the expected pay-back period of the investment? An organisation makes a tremendous amount of investment in its recruitment processes. A lot of resources like time and money are spent on recruitment processes of an organisation. But assessing or quantifying the returns on the recruitment process, or, calculating the return on investment (ROI) on recruitment is a complicated task for an organisation. Indeed, it is difficult to judge the success of their recruitment processes. Instead, recruitment is one activity that continues in an organisation without anyone ever realizing its worth or measuring its impact on the organisations business. According to a survey, 38 % of organisations do not prepare or produce any kind of documents or reports on their The recruitment processes, and there is no accountability of the HR department for the costs incurred and the opportunities missed. With the increasing strategic focus on the human resources, more and more 42

organisations are adopting one or the other way for calculating the ROI on its recruitments. Many organisations are examining their HR functions and processes and are trying to quantify their results and returns. A recruitment professional or manager can calculate and maximize the return on investments on its organisations recruitment by Clear definition of the results to be achieved from recruitment. Developing methods and ways measuring the results like the time to hire, cost-Per-Hire and effectiveness of the recruitment source etc. Estimating the costs associated with the recruitment project Estimating the tangible and intangible benefits to the organization including the payback period of the recruitments. Providing and ensuring proper training and development of the recruitment professionals.

Assessing the ROI on recruitments can assist an organisation to strengthen its HR processes, improving its recruitment function and to build a strategic human resource advantage for the organisation.

HR CHALLENGE IN RECRUITMENT
Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, marketing skills ( as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organization.The HR professionals handling the recruitment function of the organization are constantly facing new CHALLENGES IN RECRUITMENT. The biggest HR CHALLENGE IN RECRUITMENT for such professionals is to source or recruit the best people or 43

potential candidate for the organisation. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competetion in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum. HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face and conquer various challenges to find the best candidates for their organisations. The major challenges faced by the HR in recruitment are: Adaptability to globalization The HR professionals are expected and required to keep in tune with the changing times, i.e. the changes taking place across the globe. HR should maintain the timeliness of the process Lack of motivation Recruitment is considered to be a thankless job. Even if the organisation is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. Process analysis The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. Strategic prioritization The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals.

44

RECRUITMENT STRATEGIES
should cover the following elements:

For formulating an effective and successful recruitment strategy, the strategy

RECRUITMENT us the most crucial roles of the human resource professional. The level of performance of & organisation depends on the effectiveness of its recruitment function.Organisations have devloped and follow recruitment strategies to hire the best talent for their organisation & to uilize their resources optimally.A successful recruitment strategy should be well planned & practical to attract more & good talent to apply in the organisation. 1. Identifying and prioritizing jobs recruitment keep arising at various levels in every organisation; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2. Candidates to target The recruitment process can be effective only if the organisation completely understands the requirements of the type of candidates that are required and will be beneficial for the organisation. This covers the following parameters as well: Performance level required: Different strategies are required for focusing on hiring high performers and average performers. Experience level required: the strategy should be clear as to what is the experience level required by the organisation. The candidates experience can range from being a fresher to experienced senior 45

professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc.

3. Sources of recruitment The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while interviewing and selecting a candidate. 5. How to evaluate the candidates The various parameters and the ways to judge them i.e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

RECRUITMENT MANAGEMENT SYSTEM

RECRUITMENT MANAGEMENT SYSTEM is the comprehensive tool to manage the recruitment processes of an organisation.It is one of the technological tools facilitated by the information management system to the HR of organisations.Just like performance management,payroll & other system.Recruitment management system helps to contour the recruitment processes & effectively managing the ROI on recruitment.

46

The features, functions and major benefits of the recruitment management system are explained below: Structure and systematically organize the entire recruitment processes. Recruitment management system facilitates faster, unbiased, accurate and reliable processing of applications from various applications. Helps to reduce the time-per-hire and cost-per-hire. Recruitment management system helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process. Recruitment management system maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes. Recruitment management system provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker. Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI. Recruitment management system helps to communicate and create healthy relationships with the candidates through the entire recruitment process. The Recruitment Management System (RMS) is an innovative information system tool which helps to sane the time and costs of the recruiters and improving the recruitment processes.

47

Analysis & interpretations

ANALYSIS AND INTERPRETATION

48

1. Reason for Joining this organization:Categories No. of person% Culture 5 company reputation 90 working Environment 40 pay scale 80 any other 20

INTERPETATION:-IN CFCL employee are joining the company many reason like:
culture, working environment, company reputation, pay scale& any other reason. The main reason of joining the organization is company reputation. 2. Percentage of employees leaving the organization (In the Year )

% of leaving employee NO. of person%

0-5% 35

5-10% 20

10-15% 15

15-20% 28

above 20% 2

INTERPRETATION: In CFCL employee leaving the organization are placed at different position. In every year employee leaving the organization in different percentage. 3. Percentage of employees joining the organization (In the Year):% of joining employee NO. of person% 0-5% 30 5-10% 35 10-15% 20 Above 15% 15

INTERPRETATION: 49

In CFCL employee join the organization at different levels. In every year employee joining the organization in different percentage.

4. Satisfied with training

Position No. of person%

Yes 95%

No 5%

programs in this Organization:-

INTERPRETATION:
95% employees are satisfied with training programmes in this company. 5% employee is not satisfied. So in this company have better training programmes. Position No. of person% Yes 90% No 10%

5. Satisfied with the recruitment process:-

INTERPRETATION: 90% employees are satisfied with recruitment process in this company. 10% employees are not satisfied. So in this recruitment process is better.

6. Recruitment can be done through:-

50

Categories No of person%

Online recruitment Job fair 75% 15%

Campus selection 2%

Any promotions other 10% 5%

All Above 40%

INTERPRETATION: The recruitment involves different method like campus selection, job fair, online recruitment, promotions etc in different promotion. Position No. of person%

7. Satisfied
Yes 90% No 10%

with

Development Activities in this Organization:-

51

SWOT Analysis

52

SWOT ANALYSIS

A detailed performance analysis sets the stage for conducting a SWOT analysis. SWOT analysis is an abbreviation for strength, weakness; opportunities, and threats, SWOT analysis is an important tool for auditing the overall strategic positions of a business and its environment. Once key strategic issues have been identified, they feed into business objectives, particularly marketing objectives. SWOT analysis can be used in conjunction with other tools for audit and analysis. Strength and weakness are internal factors. Strength could be a firms specialist marketing expertise. A weakness could be the lack of a new product. Opportunities and threats are external factors. An opportunity could be a developing distribution channel such as the internet, or changing consumer lifestyle that potentially increase demand for a companys products. A threat could be a new competitor in an important existing market or a technological change that makes existing products potentially obsolete. The external factor, environment be it the macro environment, customer or competitor groups, is contently in a state of flux. A change by itself is neither an opportunity nor a threat. It only becomes so, in relation to an organization strength or weakness. What may represent an opportunity for a particular firm. May infact pose a serious threat to the survival of yet another firm in the industry. For instance deregulation of the telecom industry was an opportunity for private sector firms, which had the monetary and managerial resources to leverage this opportunity. Existing public sector units saw this threat, as it meant the end of their protected monopolies. SWOT analysis can be very subjective--- two people rarely come-up with the same version of a SWOT analysis even when given the same information about the same 53

business and its environment. Accordingly, SWOT analysis is best used as a guide and not a prescription. Adding and weighing criteria to each factor increase the validity of the analysis.

AREAS TO CONSIDER:Strength:Technical skills, strong brands, distribution channels, customer loyalty, high customer retention, scale, organization work culture, employee satisfaction and retention.

Weakness:Absence of skills critical to the industry, weak access to distribution channels, low customer retention are just some of them.

Strength includes:

Cost advantages. Financial resources. Customers loyalty. Market position

Weakness includes:

Narrow product line. Lack of management depth / skills. High cost operation due to high labor cost.

Opportunities includes:

Enter in new market. Introduce a new capability. Acquire firm/company with needed technology. Shifting the budget tastes or preferences. Entry of new rivals or competitors. Unfavorable government policies.

Threats include:-

54

Inferences

INFERENCE
55

As the analysis shows that the company is having capabilities to complete on the basis of technology available, qualified manpower. They have good market potential and resources in their hand also. SWOT analysis helps the company to evaluate itself on the present grounds and gives them an idea for future prospects by removing their weakness and strengthening their opportunities. SWOT analysis is very essential for any type of organization, it helps knowing the competitive situations regarding the relevant product of the concern. At last we can say that SWOT analysis is very useful in getting the desired objectives of any concern and surviving the competitive market.

56

Conclusion

CONCLUSION
57

CFCL is a multinational company where all the employees of the organization are very well aware about the training program occurring in the organization. At the outset, I would like to mention that the topic allotted to me is very interesting. the various procedures adopted by the organization for taking up this initiative, made me to accept this assignment day by day I developed lot of interest & the understanding became clearing. I worked seriously on the subject. The response from different category of employees appeared to be very genuine these people were very open a transparent, while expressing their views. To the interest of the employees for making a recruitment program effective we have to put to me interesting things with the recruitment program to that they can learn from it. In CFCL, recruitment is done through different methods-job fair, online recruitment, campus selection etc.But mainly emphasis is given on online selection. Employees of CFCL are satisfied with recruitment process. Employees of CFCL are also satisfied with companys policies.CFCL provides satisfactory training programmes to its employee for enhancing their knowledge and skills.

58

Appendix

APPENDIX

QUESTIONNAIRE:
59

Name of the person: Age: Sex: Designation:

1. What are the criteria of employees joining this organization? Culture Company reputation Working environment Pay scale Any other : : : : :

2. Percentage of employees leaving the organization (in a year )? 0-5% 5-10% 10-15% 15-20% Above 20% : : : : :

3. Percentage of employees joining the organization (in a year )? 0-5% 5-10% 10-15% 15-20% Above 20% : : : : :

4. Different methods by which company perform recruitment Job fair Campus recruitment Online recruitment Promotion Any other All above : : : : : : 60

5. Are employees satisfied with the company recruitment process? Yes : No :

6. Are the employees satisfied with the training programmes in the organization? Yes No : :

7. Are the employees satisfied with the development activities in the organization? Yes No : :

61

Bibliography

BIBLIOGRAPHY
BOOKS
Bernardian, H. John and Joyee A. Russell, Human Resource Management, McGraw Hill,Newyork,2003. Bolar, Malti, Performance Appraisal, Vikas Publication House, New Delhi,2001. 62

Carrel and Michael R. , Personnel- Management of Human Resources, Charles Publishing House,London,1998 French, W. Alan, Recruitment & Selection, Houghten Miffin,Boston,1999 Graham, H.T. and R. Benet ,Human Resource Management,Pitman,London,1995. Harris, O. Jeff, Managing People in Organization, John Wiley & Sons, Newyork, 2001. Robbins, Stephen P. ,Management Of Human Resources, Prentice Hall Inc. , New Jersy,1978. Storey, Human Resource Management, Thompson Learning, New Delhi,2001. Wreather and Davis, Human Resource Management, Prentice Hall, New Jeersy,2000. Kothari, C.R., Research Methodology, New Delhi, Vikas Publishing House, 1999.

WEBSITES
www.cfcl.co.in http://en.wikipedia.org/wiki/recruitment process

63