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Submitted by
T T VASU KUMAR
(H.T.No.20854100051)
CERTIFICATE
This is to certify that the project entitled RECRUITMENT AND SELECTION with reference
to COROMANDEL FERTILIZERS LIMITED, VISAKHAPATNAM is the bonafide work done by
Mrs. T T VASU KUMAR with Regd.no:2085410051 during the period 2008-10 in partial fulfillment of the
requirement for the award of the Degree of MASTER OF BUSINESS ADMINISTRATION in Aditya
institute of P.G studies affiliated to Andhra University is a record of benefited work carried out by under my
guidance and supervision.
Project Guide
External Guide
DECLARATION
SELECTION
with
reference
COROMANDEL
FERTILIZERS
Date:
Place
(T T VASU KUMAR)
:
ACKNOWLEDGEMENT
CONTENTS
CHAPTER I
INTRODUCTION
I.1
1.2
I.3
Methodology
I.4
Limitations
CHAPTER II
Page no
1-4
5-10
INDUSTRY PROFILE
CHAPTER III
11-35
COMPANY PROFILE
CHAPTER IV
36-71
CHAPTER V
72-81
CHAPTER VI
6.1
FINDINGS
6.2
SUGGESTIONS
6.3
CONCLUSION
CHAPTER VII
7.1
BIBLIOGRAPHY
7.2
QUESTIONNAIRE
82-84
CHAPTER 1
Introduction
METHODOLOGY
The data for the present study is collected from primary and secondary sources.
They are
1.
Primary Sources:
Data is collected by personal discussions with senior officer-management
development and training manager and also contacts with various staff members of the
personnel department.
2.
Secondary Sources:
The information regarding the study is also collected from various reports and
LIMITATIONS OF STUDY
As the managers of the organization are busy with their work schedule it was difficult
to collect detailed data.
Time was the major constraint as the mentioned period was not enough to collect the
data in detail.
Survey was done only with the sample size of 50 as the employees of the company
work in shifts and as they are busy with their schedule.
CHAPTER 2
Industry Profile
INTRODUCTION OF FERTILISERS:
Fertiliser is a substance that contains nutrients that are added to soil and are
essential for plant growth. They are the food materials for the plants. Crop plants require
minerals for their proper growth and high yield. They obtain their nutrition from the soil
but after taking the crops for several years they get exhausted. They are replaced by adding
the fertilisers to the soil.
Fertilisers are available in two kinds:
Organic fertilisers
Mineral fertilisers
Organic fertilisers come from decayed plant or animal matter and produce mineral
fertiliser from certain mineral of synthetic substance. Mineral fertilisers are most widely
used fertiliser. They supply three main elements like nitrogen, phosphorous and potash.
The mineral and organic matters are added to the fields in order to obtain more and steady
yields.
Some fertilisers are made from organic waste such as manure or sewage. Others are
manufactured from certain minerals or are produced as synthetic compounds in factories.
People have used fertilisers for thousands of years even though at one time they did not
know why it was beneficial for plants. Long before they gained an understanding of plant
nutrition. People noticed that animal droppings, wood ashes and certain minerals helped
plants thrive.
During 1800 and in early 1900 scientists identified the chemical elements that are
essential for plant nutrition. Today farmers throughout the world are using billions of
dollars worth of fertilisers yearly. Increased production resulting from the use of fertiliser
probably accounts for about a fourth of all crop production without fertiliser greater
amount of land and labour would be needed to produce the same quantity of food and
fibre.
FERTILISER INDUSTRY:
About 95% of fertilisers produced in the world are used on farm crops. United
States is one of the world's leading producers of fertilisers. Other leading fertiliser
producers include Canada, China, France and India.
The first fertiliser industry in India was established in Ranipet, Tamilnadu by EID
Parry Limited in 1906 to produce super phosphate from the acidulation of crushed bones
with an annual capacity of 6400 tonnes.
Every year large amounts of fertiliser must be produced to meet the world's
growing need for food. The fertiliser industry tries to match its production with this need.
If it does not do so, severe food shortages might result.
After the Second World War there was an acute shortage of food and so importance
was given to increase the production of food grains in the country. In this process the need
for fertilisers as an essential input was realised and as a result government of India started
fertiliser plant in Sindri in 1951. India is the fourth largest producer of nitrogenous
fertiliser and ranked eighth in phosphoric fertiliser in the world.
Thus with the importance given to fertilisers in Indian agriculture coromandel
fertilisers limited was incorporated in the year 1964 as a private sector jointly promoted by
M/s. International Minerals & Chemical Corporation USA and Chevron Chemical
Company and EID Parry India Limited but now Coromandel fertilisers limited became a
part of Chennai based Murugappa Group
The Indian economic growth largely depends an agriculture health of the fertilizer
industry indicates the trends of economic upturn and or recession.
To make adequate quality of fertilizers available to farmers in time, govt. also gave
freight subsidy, which covered the movement of fertilizers to the blockhead
quarters.
Due to ample mishandling, political interference, govt gave up all these plants and
gave permissions for decontrol of phosphate and potassium fertilizers from august
25, 1992 and adore subsidies on indigenous phosphate fertilizers.
LEGAL IMPLICATIONS
In order to enforce discipline among fertilizer manufactures govt. introduced
number of legislative for supply of standard fertilizers to the ultimate consumers.
CHAPTER 3
company Profile
CORPORATE VISION:
To be one of the leaders in fertiliser industry with an all India presence it has to go
through:
High quality products and brand image
Modern, cost effective and energy efficient manufacturing facility
Profitable operations
High level of satisfaction to stake holders
Adhere:
Ethical norms in all dealings with shareholders, employees, customers, suppliers,
financial institutions and government.
Provide:
Value for money to customers through quality products and services.
Treat:
Our people with respect and concern provide opportunities to learn, contribute and
advance, recognize and reward initiative, innovativeness and creativity.
Maintain:
An organisational climate conducive to trust, open communication and team spirit a
style of operation, benefiting our size, but reflecting moderation and humility.
Manage:
Environment effectively for harnessing opportunities.
Discharge:
Responsibilities to various sections of society and preserve environment.
Vice President
(IR & PA)
Vice President
(FINANCE)
Vice President
General Manager
(PROJECT)
General Manager
(PLANT)
(MARKETING)
Chief
Manager
DGM
DGM
Engineer
(TSD)
(COMMERCIAL)
(OPERATIONS)
DGM
Manager
DGM
(ELECTRICAL)
(INSTRUMENTATION)
(PROJECTS)
FUNCTIONS
The Vice President - Manufacturing is overall in charge of the plant with a
workforce of around 175 officers and 425 technicians.
The vice president finance is in charge of overall fund management, internal audit
and secretarial functions. A work force or around 30 Executives and 35 Officers are under
his control.
The Sr. Vice President marketing is in charge of overall marketing of CFL finished
products as well as the by-products like gypsum, fluorine etc.
The functions of other executives are:
1.
GENERAL MANAGER-OPERATIONS:
General Manager - Operations is responsible for smooth running of all process
plants including bagging operations. One AGM & other process plant Heads will directly
reports to him.
2.
AGM OPERATIONS:
Asst. General Manager of operations is responsible for efficient running of Bagging
3.
SR.MANAGER-ACCOUNTS:
Sr. Manager of accounts is responsible in maintaining statutory accounts and other
4.
AGM-IT:
Asst. General Manager of IT is responsible in building skill gap of all the human
resources of the organisation by requisite training and development. 3 officers assist him
and 2 workmen who execute all HR philosophies and administer officers wage
administration.
5.
activities, raw material purchases and maintenance of stores at an optimum level. 5 officers
and 20 assistants who look after the effective distribution of finished products and byproducts assist him.
6.
AGM - MAINTENANCE:
Asst. General Manager Maintenance is responsible for preventive maintenance of
plant and machinery and buildings. He looks after the timely executives of all the capital
projects at the plant. 30 officers and 165 technicians assist him.
7.
assistants. He is also responsible for execution of all welfare measures and for security
arrangement of plant and machinery. 8 officers and 40 workmen assist him.
8.
ENVIRONMENT:
AGM- safety, health and environment is responsible for identification of hazardous
areas and in suggesting remedial safety measures and its effective compliance. He also
arranges medical checkups etc. 4 officers and 3 assistants assist him.
The employees of the organisation are divided into three grades. They are:
1.
Technical:
The technical employees are again sub divided into highly skilled, semi skilled and
unskilled people. The labours come under unskilled workmen. Technical staff is graded
into SI to S7 ranks.
2.
Clerical:
The clerical staffs are graded into C1 to C3 ranks where C1 grade is for assistant,
C2 for junior assistant and C3 for senior assistant. The clerical staffs mainly look after the
office work.
3.
Managerial:
The management staffs are graded into CF1 to CF3 and from MG3 to MG10 grades.
Thus according to the ranks the employees of Coromandel fertilisers limited are
graded and the company runs round the clock. The employees work in shift timings. The
timings of the three shifts are:
0700hrsto 1500hrs
1500hrsto2300hrs
2300 hrs to 0700 hrs
The general shift is from 0800 hrs to 1630 hrs. Thus the employees working under
all the shift timings receive all the welfare facilities like canteen, transport, drinking water
etc.
LOCATION
The plant is situated in 500 acres of site about 5 kms from the harbour. The site is
located on the east coast of Vizag and has been leased from Visakhapatnam port trust for a
period of 50 years with renewal options, at the port; CFL operates its own bulk freight raw
material unloading berth, which is an added advantage as they import many for CFL
Company. The plant uses a lot of seawater in the process for cooling purpose Vizag being a
seacoast provides the facility. CFL is serving the farming community of India for the past 3
decades by producing around 1 million tonnes of complex fertilisers per annum and
catering to the needs of agricultural society.
Plants:
1.
rated capacity of 1200 million tonnes per day. Sulphur is the raw material, which is
imported from abroad from countries like USA, Japan and Gulf.
2.
manufacturing of cement. It has a rated capacity of 400 million tonnes per day. Rock
phosphate a mineral is imported from foreign countries such as USA, Africa and Australia
and is still looking for other sources. Rock phosphate and sulphuric acid are reacted to give
phosphoric acid and gypsum. Filtering separates gypsum and it is a by-product, which is a
good source of income by sales.
3.
Ammonia and phosphoric acid are reacted in a reactor to form ammonium phosphate and
urea is added to this mixture. The urea prill is coated with ammonia phosphate to form the
urea ammonia phosphate, which is a fertiliser.
Strengths of CFL
CFL was promoted originally by two internationally renowned US multinationals
dealing in fertilisers and petro chemicals.
Good manpower productivity and industrial relations.
Low capital cost hence cost of production is low.
Excellent maintenance practices and timely planned replacement decreasing down
time in plant.
Reliable supply of raw materials, long time contract with suppliers for supply of
raw materials.
Well located in respect of raw materials and market.
Own berthing facilities for handling imported rock phosphate and sulphur in
shiploads; these facilities can be offered to outsiders by giving scope for income
generation to the company.
Adequate storage at factory.
Company enjoys a good brand image and value.
Good revenue from the by-products such as gypsum, fluorine etc.
Principles of CFL
To propagate and adhere the group values and beliefs.
To achieve cost effective operations through profitable funds management and
efficient financial control.
To create cost and quality consciousness at all levels.
To increase levels of employee motivation, commitment and sense of belonging.
To strictly adhere to all statutory norms on environmental protection, pollution
control and ensure total safety to employees and neighbourhood.
To use information technology as a strategic tool for management.
Achievements
Coromandel fertilisers limited a reputed fertiliser company in India stood first in
achieving the following:
1. First in India achieved to commercially manufacture high analysis complex
fertiliser, which is urea ammonium phosphate 28:28:0 with high nitrogen and
phosphate content in 1:1 ratio.
2. First in India achieved to install a large sulphuric acid plant based on DCDA
technology to control sulphur dioxide emission.
3. First in India achieved successfully to implement total recycling of seawater for its
5. Awards
Coromandel fertilizers limited won many national and international awards in the
areas of production, safety and environment.
For the years 1994-95 CFL won an award from fertiliser association of India (FAI)
for "best overall performance" among all Indian fertiliser companies.
For the year 1995-96 CFL won 2 awards from FAI for "best performance of
phosphoric acid plant and best environment protection" among phosphoric
fertiliser plants.
For the years 1996-97 and 1997-98 CFL won best performance of an operation
phosphoric acid plant.
CFL secured first prize for safety among 162 fertiliser companies in the
international fertiliser industries sectional context in the year 1992.
CFL won "best industrial relations award" from AP Productivity council in
1995.
CFL also secured "national safety award" in the year 1999 from British safety
council.
Functional Areas
Coromandel Fertilisers limited comprises of four functional areas. They are:
1. Manufacturing and production
2. Marketing
3. Finance
4. Human Resources
1.
The plant has planned to undertake manufacturing of single super phosphate with
estimated production volume of 0.7 lakh tonnes per annum. The basic raw materials used
for manufacturing are phosphoric acid, urea and ammonia. They buy naphtha to make
ammonia from HPCL. Rock phosphate is imported from USA and Sulphur is imported
from USA and gulf countries.
PRODUCTS
CFL sells its product under the brand name "GROMOR".
1. Gromor (28:28:0) urea ammonium phosphate is one of the best products of CFL. It has
a unique granule configuration Urea Prill Coated with ammonium Phosphate, which
ensures nitrogen availability to the crop over a longer duration of time.
2. Gromor (14:35:14) ammonium phosphate potash, Npk is a scientific fertiliser with the
highest nutrient content of 63% among NPK complex available in India.
3. Gromor (20:20:0) and parampos (16:20:0) ammonium phosphate sulphate gives 15%
sulphur for the soil apart from their ammonia and phosphate content.
The products of coromandel fertilisers limited are sold in Andhra Pradesh, Orissa,
west Bengal and Madhya Pradesh.
Power:
. Since the plant functions continuously the company consumes 24 mg watts of
electric power each day. It has its own source of generating power through its two thermal
power stations and one diesel power, which altogether produces 7.5 mg watts; rest is taken
from APSEB, the state electricity board
2.
Marketing:
Relating to the field of marketing the objectives are:
Explore new markets and crop areas
Minimum distribution cost and lead time
Provide meaningful information to management in time.
Ensure quality and timely positioning of products as per market needs.
The major products of CFL are complex fertilisers marketed in the trade in brand
name of "GROMOR" where most of the trade is done through railways. Its marketing
centres are mainly Andhra Pradesh, Orissa and West Bengal. In Andhra Pradesh the
secunderabad branch concentrates on marketing. The raw materials like rock phosphate
and sulphur, which are useful for the production, are imported from US and Gulf.
The best product of CFL is GROMOR 28:28:0 which is urea ammonium phosphate
is marked in 50kg bags and stored in a tank area known as tank bund area. They have a
canal from sea to salt water, which is used for cooling purposes.
Quality Policy:
CFL is committed in supplying phosphoric fertilisers and related products, which
satisfy the requirements of customers and comply with applicable edifications.
Further it is committed to continual improvement of quality management systems
and processes with the objectives of improving the product quality. They strive to
achieve the quality objectives and customer satisfaction by
Developing, implementing and maintaining quality management systems to
international standards.
Imparting requisite knowledge, skills and competency to employees and
Ensuring employees participation in continuous improvement measures.
Non-Fertiliser Activities:
Sale of intermediate such as sulphuric acid, phosphoric acid.
Sale of fertiliser raw material such as sulphur, rock phosphate, potash etc.
Sale of by-products like gypsum and fluorine.
3.
Finance:
Coromandel Fertilisers Limited laid its foundation stone in 1964 with an investment
of 50 crores and leading presently with a turnover of about 613 crores and yields 10%
growth rate on turnover and 27-30% of returns per year and spends around 20 to 30 lakhs
per month as salaries to the employees.
The main objectives of finance department are:
Effective funds and foreign exchange management
Controls cost including reduction in interest cost
Tax planning
As per the balance sheet stated on 3 1 st March 2001 the fixed assets of the
company cost around 250 crores and has gained a net profit of around 46.87 crores for the
year 1998-99. Except for a couple of years CFL is being continuously a profit based
company. The company is of vital importance to the economy as it supplies fertilisers to
agriculture, which is the backbone of the Indian economy. Thus the company's emphasis
has been on extension and development involving constant updating of improved
agricultural practices. These activities have helped Gromor to establish itself as a leader
and pioneer beard. It is titled as the farness friend.
Fixed assets:
Fixed assets are shown at cost or calculation less depreciation cost comprises the
purchase price and other attributable expense. Fixed assets other than lease hold/
improvements, offi8ce equipment furniture fitting certain vehicles and roads had been
revalued as on 31st March 1991, based on a valuation by an approved value. The indices, if
any used or not stated in the valuation.
Depreciation on assets:
Depreciation has been provided on straight- line method. Depreciation on all
(except those revalued and certain and vehicle and equipment) has been provided over the
useful lives of the assets derived from the prescribed in schedule. Certain vehicles and
equipments are Depreciation at 2.5% or 20 per annum.
I.
Transaction made during the year in foreign currency is recorded at the exchange rate
prevailing at the time of transaction. Assets and liabilities related to foreign currency
transactions remaining unsettle at the year end are translated at contract rates, when
covered by foreign exchange transaction other than those relating to fixed assets are
recognized in the profit and loss account gain /loss on transactions of long term liabilities
incurred to acquire fixed assets is treated as an adjustment to carrying cost of fixed assets.
II.
Investment:
Investments are valued at cost of acquisition and related expenses.
III.
Specific debits and advances identified as irrecoverable and doubtful are written off
or provided for respectively
IV.
Retirement benefits:
Retirement benefits to employees are provided for means of provident fund,
superannuating, gratuity and leave encashment. The gratuity and leave encashment liability
is determined based on an actuarial valuation as on the balance sheet date. Compensation
payable under voluntary retirement scheme is charged to profit and loss account in the year
in which liability is incurred.
V.
Revenue recognition:
Sale of goods is recognized at the point dispatch to customers. Sales exclude
amount recovered duty and sales tax.
Dividend income from investment is accounted for when declared.
Subsidies; credited for govt. subsides has been taken on bases of actual sales made
by the company.
Human resources:
o Organization restructure through re-skill in and re-development
o Training in core competency areas
o
The various activities of the personal department include the payment of salary and
wages of provision of welfare measures training and development of the company, fire
fighting, industrial relation etc.
Industrial relations:
Coromandel enjoyed an excellent track record in industrial relations since
inception. This is largely due to progressive policies pursued by the company with regard
to labour management. The approach has been not to a step further in the interests of the
employee well being medical and accident insurance scheme. Medical claim with
insurance company, benevolent funds subsidized transport, heavily subsidized cafeteria,
uniforms, house building loans are same of benefits enjoyed by the employer. A number of
joint forms like works committee. Safety committee and canteen management etc., and
provided opportunity for effective resolution of day-to-day problems on a continuous basis.
CHAPTER 4
Theoretical fame
work
According to Flippo:
Human resource management is the planning, organizing, directing and
controlling of the procurement, development, compensation, integration, maintenance and
reproduction of human resources to the end that individual, organizational and societal
objectives are accomplished.
(2)
(3)
(4)
(5)
(6)
(7)
(8)
(9)
Principle of participation
(10)
(11)
(12)
Principle of participation
(13)
Organisational significance:
Attracting and retaining the required talent through effective human resource
planning, recruitment, selection, placement, orientation, compensation and
promotion policies.
Developing the necessary skills and right attitudes among the employees through
training, development, and performance appraisal, etc.
Securing willing co-operation of employees through motivation, participation,
grievance handling, etc.
Utilising effectively the available human resources.
Ensuring that the organization will have in future a team of competent and
dedicated employees.
II.
Professional significance:
Developing people on continuous basis to meet the challenges of their jobs.
Maintaining the dignity of personnel at the work place.
Providing proper physical and social environment at the work place to utilize the
capabilities of the people effectively.
Providing environment and incentives for developing and utilizing creativity.
III.
Social significance:
Maintaining balance between jobs and job-seekers in terms of job requirements and
job-seekers abilities and attitudes.
Providing
most
productive
employment
from
which
socio-psychological
IV.
National significance:
Increase in the size and complexity of organizations.
Rapid technological developments like automation, and computerization
etc.
Rise of professional and knowledgeable workers.
Increasing proportion of women in the workforce.
HUMAN RESOURCES
From the national point of view:
Human resources are knowledge, skills, creative abilities, talents and attitudes
obtained in the population.
According to Jucius:
Human resources refer to a whole consisting of inter-related, interdependent, and
interacting physiological, psychological, sociological and ethical components.
RECRUITMENT
Definition:
Recruitment is the process of finding and attracting capable applicants for
employment, wherein the entire process begins when new recruits are sought and ends
when their applications are submitted, resulting in a pool of applicants from which new
employees are selected.
In general recruitment is the process of searching for and obtaining applicants for
jobs, among whom the right people are selected.
Importance of Recruitment:
1. Determine the present and futuristic requirements of an organization with regard to
the personnel-planning and job-analysis activities.
2. Enhance and increase the hob applicant pool at minimum cost.
3. Increase the success rate of selection process by reducing the number of under
qualified, overqualified, or unfit job applicants.
4. To ensure that the probability of turnover rate is the lowest.
5. Meet the organizations legal and social obligations regarding the composition of its
work force.
6. Begin identifying and preparing the potential job applicants who will be the
appropriate candidates.
7. Increase the organizational and individual effectiveness in both short term as well
as long term.
8. Evaluate the effectiveness of various recruiting techniques and sources for all
Types of job applicants.
1.
External Factors
Following are the factors Supply & Demand of the specific skill set in the labour Market.
Unemployment Rate
Labour Market conditions.
Political and Legal considerations
2.
Internal factors:
Following are the factors Recruitment policy of the company.
Temporary and Part-time Employees.
Local Citizens.
Size of the Organization.
Cost of Organization.
TYPES OF RECRUTIMENT
Generally, there are two types of recruitment namely Internal Recruitment.
External Recruitment.
1.
Internal Recruitment:
Internal Recruitment sees applicants for job positions, from those who are currently
2.
External Recruitment:
External Recruitment is done through sources external to the organization like1) Advertisements
2) Employment Exchanges.
3) Campus interviews
4) Walk-ins/Write-ins/Talk-ins.
5) Consultants.
6) Acquisitions and Mergers.
7) Competitors.
RECRUITMENT PROCESS
The recruitment process comprises of the following stages, namely1) Planning
2) Strategy Development.
3) Searching.
4) Screening
5) Evaluation and Control.
1.
PLANNING:
Recruitment Planning involves the translation of likely job vacancies and
information about the nature of these jobs into specific categories specifying(i)
Number
(ii)
clearly understand it on the next page. Now coming to the type of contact i.e. the type of
people who need to be informed about the job openings, which basically depends on the
tasks and responsibilities involved and the qualifications and experience expected. These
details can be obtained through job description and job specification.
2.
STRATEGY DEVELOPMENT:
Under this we have the following1) Decision on recruitment employees.
2) Technological Sophistication.
3) Geographic Distribution of Labour Market.
4) Sources of Recruitment.
3.
SEARHING:
Once the recruitment plan and strategy are worked out, we can start with the search
Source Activation
II.
Selling.
4.
SCREENING:
Screening can be viewed as the first step in the selection process. The selection
process will begin after the applications have been scrutinized and short-listed. All the
applications received are screened and only eligible applicants are called for an interview.
The high level management or the employees of the HR department conduct interview
usually. But is should be noted that the screening would extend only up to screening the
applications, upon its completion followed by the selection.
5.
control the various costs incurred during the process. Some of the cost incurred are Salaries for the recruiters.
The time spent by the Management and Professional for various activities like- job
description, job specification, advertisements etc.
The cost of advertisements and other recruitment methods.
Recruitment overheads and administrative expenses.
Cost of producing supporting literature.
When the vacancies are unfilled, there is cost of overtime and outsourcing.
Others.
SELECTION
Definition:
Selection is the process of differentiating between applicants in order to identify
and also hire those with a greater likelihood of success in a job.
In other words, Selection is the process of picking individuals out of the entire pool
of job applicants with requisite qualifications and competence to fill jobs in an
organization.
ROLE OF SELECTION
The selection process plays a crucial role in organizational effectiveness in the
following ways-
WORK PERFORMANCE
The work performance differs from individual to individual, as it basically depends
on individuals. The best way to improve the work performance is to hire people with the
competence and the willingness to work.
In appropriate selection processes my effect individual employee morale, demotivate and demoralize them. Also causing increase into the turnover i.e. attrition rate
COST CONTROL
The cost incurred in recruiting and hiring personnel speaks volumes about the
selection process. There re different types of costs incurred by the company like-
SELECTION PROCESS
Selection is a long process starting with the preliminary interview of the candidate
and finally ending with the employment contract. The general selection process consists of
the following stages.
Preliminary Interview
Selection Tests
Employment Interview.
Selection Decision.
Physical Examination.
Job Offer.
1.
Employment Contract
PRELIMINARY INTERVIEW:
All the resumes that are received from the job seekers are scrutinized so as to
eliminate unqualified applicants. This process helps the HR specialists to eliminate the
unqualified applications and misfits based on the information provided. This interview also
helps reject the misfits based on the information not provided in the application.
2.
SELECTION TESTS:
Candidates who clear the preliminary interview come for the screening tests. There
are different types of tests like- Ability tests, Aptitude Tests, Personality tests, interests etc.
These tests are used to determine the person's potentiality, assess the personality (i.e. Selfsufficiency, Sociability, Introversion, extroversion, Locus of control and self-confidence),
assess individual's achievement and motivational levels etc.
EMPLOYMENT INTERVIEWS:
Interviews are in-depth conversation conducted to evaluate the applicant's
4.
SELECTION DECESSION:
The final decision is made from the pool of candidates who pass the tests,
interviews and reference checks. The HR manager plays a crucial role in the selection
decision. The views of the HR manager are considered as he/she will be finally responsible
for the performance of the new employee.
5.
references for the purpose if verifying information and gaining more information about the
applicant. Previous employers, professors neighbours, friends and well known people can
be considered as references.
6.
PHYSICAL EXAMINATION:
After selection, a candidate has to go through the physical examination so as to be
declared fit for the job. The physical examination is done to To detect if the individual carries any infectious disease.
To check for the candidates physical fit to perform the current job.
The results might be used as a basis to differentiate between successful and less
successful employees.
7.
JOB OFFER:
The selected candidates are given the job offer, which is made through the
appointment letter. The appointee is given sufficient time to report on duty. In case the
appointee is already serving elsewhere then he/she is required to obtain a relieving
certificate from the previous employer.
8.
CONTRACTS OF EMPLOYMENT:
After the job offer has been made and candidates accept the offer, certain
documents need to be executed by the employer and the candidate. The contract of
employment consists of Job Title
Duties, roles and responsibilities to be performed. The phrase of declaration is
somewhat like-The employee will perform such duties and will be responsible to
such a person, as the company may direct from time to time.
Date of joining i.e. the date on which the continuous employment starts.
Rate of pay, allowances, overtime, shift rates & methods of payments
Hours of work, overtime and shift arrangements.
Holiday arrangements:
Personnel bio-data.
Background check sheet.
Medical insurance.
Stage
What is involved?
Response to vacancy
Permission to recruit/replace?
Exit interviews?
Job analysis
Define target groups - where are they and what will attract them to
apply?
Employment terms
opportunities
Process applications
Decide
on/organize
recruitment
programme.
Who,
when
Organize
candidate
accommodation,
Cook's
briefing/training
and
tour
and
Finalize
selector
interviewer
preparation/strategy
Evaluate effectiveness of
Concept of Recruitment
Coromandel Fertilisers Limited gives importance to human resources and it lays
emphasis on human safety and welfare. Presently the company comprises of about 600
employees among which about 425 employees are non managerial and about 175
employees are managerial.
Objectives:
The main objectives of personnel department in CFL are:
Organisational restructure through re-skilling and re-deployment
Training in core competency areas
Employee cost reduction through manpower rationalisation and optimum utilisation.
1.
This department deals with the matters pertaining to managerial staff and is headed
by Asst.General Manager & Regional Head HR who looks after the matters like
recruitment, career planning, training and development, performance appraisal and smooth
administration of remuneration and policies of all categories of employees of
Visakhapatnam Plant as well as Marketing Branches of in the States i.e., Andhra Pradesh,
Assam, West Bengal, Orissa, Madhya Pradesh, and Chhattisgarh.
A total of 40 non-managerial staff is working in this Department. Vice president in
consultation with HRD and ERD reviews carefully and finalises the manpower planning.
HR Policy:
This human resource policy was drafted in the year 2000 in May and it is
considered to be the corporate commitment.
To create and nurture an organisation culture committed to multi disciplined teamwork
in order to meet the customers needs with high quality products and services.
To facilitate and provide an environment congenial for continual learning aimed at
increasing proactivity, creativity and adaptability.
To devise and sustain an appraisal and reward system which is based on performance
and merit.
Recruitment:
The company has a policy that the new employee should be carefully chosen as he
has to handle the job not only for his ability but also for his suitability of future
advancement. The requirements of the job shall be the determining factor in the selection
and placement of the applicants and employees who satisfy the required qualifications and
requirements of the job shall be preferred.
The main manpower sources of the organisation are:
Resumes or the applications received in personal or by mail.
Local employment exchange.
Advertisements in local press.
Direct interviews from colleges, universities and polytechnic colleges.
CFL also complies with the statutory requirement of informing employment
exchange vide form ER-1 under the Employment Exchange Act 1959.
Selection:
The received applications will be reviewed by the ERD and HRD in consultation
with the concerned head of the department and suitable applicants will be invited to meet
the preliminary evaluation panel at employee relations department or the human resource
department.
The process of selection at CFL is done as follows:
Conducting written examination and its critical evaluation
Personal interview by the selection panel and its appraisal
Appointment order will be issued to the candidate and it contains the placement,
commencement of service, remuneration, benefits, compensation review, age of
retirement, notice of termination etc. Thus when the person is selected for a
particular job he is sent for training to know the work correctly so that he performs
the job effectively.
Performance Appraisal:
When an employees performance is excellent it is the result of a number of
circumstances that work together to make his excellence possible. The level of
performance of an employee is influenced by six factors. They are:
Aptitude
Degree of effort
Level of skill
Motivation
Other factors
Welfare Facilities:
Management makes the welfare policies at the plant and the welfare programmes
are executed to the workers through their union. The union nominates its members and
negotiates about modalities of execution of welfare programmes. The following are some
of the welfare facilities provided to the employees.
1.
Drinking Water:
Drinking water facilities is provided to the employees in and around the plant.
There are about 20 drinking water points at suitable places for supply of wholesome cool
drinking water.
2. Canteen:
Canteen facility is also provided and in each shift at a time 60 to 70 persons can be
accommodated. Mobile and non-mobile canteen services are provided round the clock.
Every month company spends 4.5 lakhs approximately on canteen and the food is ordered
on subsidised rates.
3.
Recreational facilities:
Recreational facilities at CFL are organized through two clubs, which are
coromandel recreation centre for non-managerial staff, and coromandel club for managerial
staff. The clubs organize various cultural and entertainment programmes for recreation of
its members and their member. The subscriptions of the clubs are Rs.5/- for CRC and Rs.
40/- for CC per month.
4.
Transport:
CFL provides subsidised home transport to the employees. Rs.15/- is recovered by
the management per month from the employees salary. Company operates almost 6 routes
of Vizag in all the shift timings.
5.
First aid:
CFL provides first aid and medical facilities to the employees. 30 first aid boxes are
company spends nearly Rs. 40 lakhs per year for providing safety measures. CFL adopted
a policy of safety to take precedence over expediency of jobs. The following is the
safety policy at CFL.
Safety policy:
It is the policy of the company to achieve high standards for professional safety and
create healthy work environment for its employees, contractors and neighbouring
communities. It is the obligation of every employee to
KNOW safety rules:
FOLLOW safety procedure;
WARN others of unsafe conditions;
REACT positively to emergency property;
PERFORM his or her task to ensure total property.
Management has the responsibility to conduct its activities in a manner to ensure
the above objectives and maintain a safe and healthy work environment. The company had
formed a separate department for safety, health and environment and is named as SHE
department.
CFL has also exhibited a keen concern towards the control of environmental
pollution. The total money spent on pollution control related to equipment till recent times
amount to 28 crores approximately. Nearly 60,000 trees have been planted so far covering
an area of 20 lakhs approximately.
Environment policy:
It is committed to optimising the interests of the stakeholders in our business while
simultaneously protecting the environment by prevention of pollution and by
Establishing and maintaining an environmental management system in compliance
with good business practices and legislative requirements.
Achieving a high degree of efficiency in consumption of inputs and energy.
Reducing dust emission into atmosphere.
Conserving resources through minimised waste generation and through promoting
recovery recycle and reuse.
Creating employee awareness for making environmental protection an integral part
of work culture and
Continually improving our environmental performance.
Thus the company provides safety and environmental factors to the employees and
it also maintains good relations with the workers hence there is no union problem in the
company. CFL has only one trade union, which is CITU, and it has no political
interference but the leader of the union is a political party member who is an outsider and
others are the employees of the company. 90% of the non-managerial staff are the
members of the union.
Thus CFL has cordinal relations with the employees and thus the personnel
department of the company looks after the well being of the employees.
CHAPTER 5
Analysis
Interpretation
&
media
direct
campus
Word of
mouth
No
24
30
14
Yes
26
20
45
36
INTERPRETATION:
Among all the media sources existing the campus as a source of recruitment
was most known to the respondents, while the least known source was Direct.,
Yes
No
Total
32
18
50
INTERPRETATION:
The majority of the respondents were aware of the company- Coromandel
Fertilizers Limited, during the recruitment process.
Frequency
MEDIA
DIRECT
CAMPUS
WOM
Total
10
8
20
12
50
INTERPRETATION:
The major part of the respondents came to know about the current position through
campus, while horizontal ruler very small part was through direct.
Good
Neutral
Bad
Extremely bad
Total
INTERPRETATION:
Frequency
19
18
11
2
50
The respondents have rated their first interaction with the company to be very good.
Very important
Important
Neutral(some what important)
Less important
Total
Frequency
12
19
14
5
50
INTERPRETATION:
The written test is considered to be very cerucial for a good selection process by 19
6. Tick the most appropriate level in terms of the criteria mentioned below in
the table?
Analytical test
Technical test
English test
Easy
OK(Somewhat easy)
13
18
8
22
14
22
Tough
Total
19
50
20
50
14
50
INTERPRETATION:
Analytical test was rated to be tough, while Technical test & English test was rated
to be OK i.e. Some what easy.
7. Do you think the following sections of the test booklet are the right device (s) for
measuring the skill set and an effective device for selection?
YES
NO
Analytical test
27
23
Technical test
39
11
English test
38
12
INTERPRETATION:
The majority of the respondents think that the different sections of the test booklet
are the right device (s) for measuring the skill set & an effective device for selection.
Very important
Important
Some what important
Less important
Un- important
Very important
Frequency
5
22
11
10
2
50
INTERPRETATION:
GD was considered to be important and crucial for a good selection process.
Frequency
Very important
20
Important
22
important)
Less important
Total
50
INTERPRETATION:
Interview was considered to be important and crucial for a good selection process.
Frequency
Excellent
15
Very Good
21
Good
Average
Needs Improvement
Total
50
INTERPRETATION:
The respondents have rated their post recruitment experience to be very good.
CHAPTER 6
Findings,
Suggestions
and Conclusions
FINDINGS
The information collected from the sample size of 50 respondents the following
findings are ascertained from the above analysis & interpretation
Most of the respondents have completed 10-35 years of service in the organisation
and are post graduates and have good educational background.
Majority of the respondents are assistant mangers, Sr. officers and Dy. Managers.
Majority of the respondents are satisfied with the recruitment programmes
conducted.
All the respondents felt that there is an improvement in the work area after
completion of recruitment
All the respondents agreed to the fact that improves their skill & knowledge
recruitment and also supports their future personal requirements.
SUGGESTIONS
Corromandel fertilizers can conduct campus interviews to get potential candidates to
the organization.
Depending upon the job description corromandel can take graduates.
Corromandel can motivate internal employees with promotions and good
increments.
Corromandel can recruit and select fresh candidates depending upon their skills and
knowledge. So that they can get chance to prove them.
Some online methods should be adopted to satisfaction of the employees regarding
existing recruitment and selection process.
CONCLUSIONS
Most of the respondents recommended more number of recruitment programmers
which would be helpful in their work area and which improves their efficiency.
All the respondents feel that the environment in the recruitment programme is
suitable to them.
All the respondents feel that the centres at CFL are fully equipped and competent
to undertake the recruitment programmers.
Most of the respondents feel that the duration of the recruitment programme is
sufficient to serve their purpose.`
All the respondents are particular of the recruitment given, so no one has failed to
attend the recruitment programme.
CHAPTER 7
BIBLIOGRAPHY
QUESTIONNAIRE
BIBLIOGRAPHY
Source of Data:
Title of the Book
Author
L.M. Prasad
P. Subba Rao
K. Aswathappa
www.cfl.com
QUESTIONNAIRE
1.
Media
Direct
Campus
Word Of Mouth
2.
Yes
No
3.
Media
Direct
Campus
Word of mouth
4.
o
Good
Okay
Bad
Extremely bad
5.
6.
Very important
Important
Less important
Tick the most appropriate level in terms of the criteria mentioned below in the table?
Analytical test
Easy
OK (Somewhat easy)
Tough
Total
Technical test
English test
7.
Do you think the following sections of the test booklet are the right device (s)
for assuring the skill set and an effective device for selection?
Analytical test
Technical test
English test
YES
NO
8.
9.
10.
Please
Mark
Excellent
Very Good
Good
Tick
Average
Needs Improvement
Total
11.