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Report on
Recruitment and
Selection of
Executive Trainee
PANJAB UNIVERSITY
DECLARATION
I further declare that the information presented in this project is true and original
to the best of my knowledge
Warm Regards
Sandeep Koul
M.B.A-HR
U.B.S Chandigarh
TABLE OF CONTENT
A. Abstract
B. About Vardhman
C. About ET Scheme
I. Recruitment and Selection of ETs
II. Philosophy of the ET Scheme
III. Some Important Considerations
D. The ET Process
I. The Pre Recruitment Stage
1. Approval to fill Vacant Posts
2. Job Criteria
3. Departmental Profile from the Head of
Department
4. Selection Panel
5. Composition and Briefing of Selection
Committee
6. Composition of the Selection Committee
7. Determining the Recruitment Strategy
8. Determining the Selection Strategy
9. Finalization of the Examination Centre
II. The Recruitment Stage
1. Identification of Vacancy
2. Drafting of Advertisement
3. Placement of the Advertisement
4. Screening of Applications
5. Receipt of the Curriculum Vitae
6. Region-wise and Qualification-wise
Summary of CVs Received
7. Filing of CVs
8. Entry of Data into Excel Sheets
9. Creation of Soft Copies of Resume
10. Assignment of Roll Numbers
Appendix
1. Activity Chart for ET Process
2. Advertisement for Recruitment of ETs
3. Format of e-mail to get the incomplete information
4. Sample roll number for ET process
5. Format for e-mail regarding change of centre
6. Undertaking
7. Call letters for 2nd and 3rd phase
A. Abstract
The Executive Trainee (ET) Scheme of Vardhman is the outcome of the
farsightedness of its Chairman, Mr S.P. Oswal. It is aimed at creating a dedicated cadre of
business leaders through multifunctional exposure and opportunities for growth in
Vardhman. This scheme was started in 1979 with the aim to provide employment to the
youth of Punjab. It was the time when Punjab was under the cover of terrorism. The
scheme aims at hiring fresh graduates and post graduates and training them for
managerial positions. As a student of MBA, it has been a learning experience to spend
eight weeks of my summer training assisting in the process of Recruitment and Selection
of Executive Trainees. It involved crucial tasks like inviting applications through email,
post and job portals. This was followed by screening of application forms, preparing list
of candidates selected for written test, administration of written test and preparation of
data base of CVs. The data base was prepared both area-wise and qualification-wise.
Analysis was also done to gauge the effectiveness of various media of advertisement and
their response rates. The entire process was a mammoth task involving attention to detail
and plenty scope for error. Certain contingency plans were also put in place so that the
process continued without hindrance. The process gave due attention to equity and
fairness considerations. At the completion of training each summer trainee gave a
presentation. The main focus of presentation was to provide the suggestions and
recommendations regarding the project. There were few limitations and constraints in the
process. These have been adequately highlighted and suggestions for improvement have
been enlisted in the report. The important areas of improvement that have been
highlighted concern the drafting and placement of advertisement, format for application
form, screening of applications and maintenance of database of CVs, both in the hard and
soft format. The recruitment and selection process was a very comprehensive exercise
providing ample opportunity for learning. It helped me learn the balance between the
teachings of theory and the realities of practice. The opportunities for learning and
growth provided by Vardhman are appreciable.
B. ABOUT VARDHMAN
HISTORY
In the year 1999 the Group has added yet another feather to its cap with the
setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint
venture in Acrylic Fibre production undertaken with Marubeni and Exlan
of Japan. The company also has a strong presence in the markets of Japan,
Hong Kong, Korea, UK and EU in addition to the domestic market.
Adherence to systems and a true dedication to quality has resulted in
obtaining the coveted ISO 9002/ ISO 14002 quality award which is the
first in Textile industry in India and yet another laurel to its credit.
MISSION
Vardhman aims to be world class textile organization producing diverse range
of products for the global textile market. Vardhman seeks to achieve customer
delight through excellence in manufacturing and customer service based on
creative combination of state-of-the-art technology and human
resources. Vardhman is committed to be responsible corporate citizen.
The Group portfolio includes manu11facturing and marketing of Yarns, Fabrics, Sewing
Threads, Fiber and Alloy Steel.
Various unit locations of Vardhman Group are as follows:
ST Steel
Y Yarn
C Cotton Yarn
F Fabric
COMPANY’S PHILOSOPHY
Faith in bright future of Indian textiles and hence continued expansion in areas
“which we know the best”
World class manufacturing facilities with most modern R&D and process
technology.
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o Largest Spinning capacity in India - over half a million spindles.
ACHIVEMENTS
It's an overwhelming feeling when the efforts and hard work put in are
recognized and felicitated. A feeling that galvanizes the Group into believing
in more, in itself and reaffirming its commitment to offer products that invoke
trust and reliability.
Back home, the Vardhman Group became India's first textile company to be
awarded ICO9002/ ISO 14002 Certification. It is the largest producer and
exporter of yarns and Grey woven fabrics from India. Vardhman is also the
largest producer of tyercord yarns and the second largest producer of sewing
threads in India. The Vardhman Group vision of excellence is matched by a
dedication and sincerity to be the best and excel in every industry it has a
presence.
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CORPORATE SOCIAL RESPONSIBILITY
• A Vardhman initiative to improve the yield of cotton in Punjab in 2001 when the
State had suffered a shock of crop devastation and area under cotton cultivation
was dwindling, led to the experiment to adopt villages and see whether concerted
efforts in bringing knowledge to farmers could improve the yield of cotton. The
experiment was successful as it improved the yield of cotton to 873 kg/hectare in
2005 in adopted villages where the average yield of cotton in the State of Punjab
was 587 kg/hectare (world average - 700 kg/hectare). It found mention in the
President's broadcast on Technology Day (11/05/04) as a 'technological event
which has the potential to penetrate into our everyday lives'. The Village Adoption
Programme also found mention in the President's address to the nation on the eve
of India's 56th Republic day. The President of India was gracious to bless one of
the participating Villages -'Gehri Buttar' (District - Bathinda) by his presence on
December 10th 2005.
• Vardhman is actively engaged in the activities of Nimbua Greenfield Punjab
Limited (www.ngpl.co.in) formed by a consortium of Industries of Punjab for
developing a common facility for storage, treatment and disposal of hazardous
wastes generated by the Industry with a Government of India grant.
www.ngpl.co.in)
NEW VENTURE
Fibre2fashion spoke to a senior company official at Nisshinbo Textile Inc in Japan, who
confirmed the news of the joint venture with the Vardhman Group. The JV will install
250 stitching machines and will have an output of 1.2 million shirts per annum, which
will be gradually increased to 1.8 million units per year.
INTRODUCTION
Vardhman group has been expanding since the last ten years. It is expecting
potential expansion in the near future. This would mean need for more manpower, with the
right skill and aptitude, for the achievement of the organization’s objectives. At Vardhman,
the employees are broadly categorized into four levels – Staff or S Level, Officer or O
Level, Executive or E Level and the Manager or M level. These levels are further sub
divided into four levels, for example, O level consists of O1, O2, O3 and O4 levels. The
ET Scheme or the Executive Trainee Scheme is designed to recruit employees at the E
level of employment. The ET Scheme of Vardhman is an outcome of the keen vision of
the chairman of the Vardhman Group, Mr. S.P. Oswal. The ET Scheme was first launched
in the year 1979. The origin of this scheme may be viewed in the backdrop of the terrorism
in Punjab. Due to terrorism, there was a dearth of qualified managers in the Punjab area.
Some suggested moving the unit to more hospitable locations. However, Mr Oswal had
different ideas. He came up with the idea of recruiting fresh graduates and training them to
take up managerial positions. That’s how ET Scheme came into being. This scheme acted
as a doubled edged sword. It helped in reducing the unemployment in Punjab and also
took care of the scarcity of manpower in the Organization. Vardhman’s decision to recruit
the graduates and groom their skills proved to be very fruitful. Within a decade, ET
Scheme turned into a mass recruitment scheme. Since then, Vardhman has been recruiting
a large number of young candidates from all over Northern India and Central India into its
Executive cadres.
Philosophy of ET Scheme
The ET scheme aims at recruiting fresh graduates and training them on the job
for managerial positions. The purpose is to recruit suitably talented candidates. During the
terrorism-phase in Punjab, this scheme helped tide over the scarcity of trained managers
and the unemployment problem. In the present context, Vardhman prefers to hire fresh
graduates over management graduates at the E Level. MBAs have higher expectations and
exhibit jump organizations sooner. Vardhman believes it is better to hire suitably talented
candidates who are trainable and can be trained to act in managerial positions. Experience
has shown that candidates hired and trained in this manner have higher job satisfaction and
lower attrition rates.
The ET Scheme is open to both eligible candidates employed within Vardhman as
well as outside candidates. If suitable talent is present within the organization, it is given
due consideration. This also bodes well for the development and satisfaction of the
employees.
All the employees associated with the Recruitment and Selection of ETs, are trained for
the job. It is ensured that they have some basic training and expertise on the job at hand.
Ultimately, it is the responsibility of the management to ensure that the right procedures
and practices were adopted.
The Recruitment and Selection procedure takes into account Fair Treatment and
Equity Considerations
The entire process of Recruitment and Selection of ETs is conducted in a timely,
responsive, professional manner and in complete compliance with the current
employment legislation.
Throughout the ET Process, the candidates are treated equitably and efficiently,
with respect and courtesy, to ensure that the candidate’s experience is positive,
irrespective of the outcome.
Vardhman strives to adopt and implement the best practices in Recruitment and
Selection. Vardhman also keeps an eye on balancing the adoption of best practices with
cost effectiveness. It is open to new ideas and approaches and looks forward to evolve its
current practices.
The Recruitment and Selection policy outlines the process that needs to be
followed once a post becomes vacant till the time an appointment is made. This includes
pre-recruitment activities, recruitment, selection and approval of the recommended
appointment.
The process of Recruitment and Selection is time-consuming and often lengthy. The need
to rush this process (because the work of the division/department should not suffer for
lack of staff) must be balanced with the importance of making a sound decision (choosing
a person who in the long-term will make a contribution to the organization).
Ensuring an efficient process requires the commitment from Heads of
Departments/Divisions/Units/ Sections (hereafter referred to as HODs) as well as from
the staff of the Human Resources Division. HODs need to ensure that complete
documentation is provided in a timely manner whilst the Human Resources Division
needs to work within the time-frames prescribed by this policy.
It must however be recognised that sometimes working within these time-frames
is impacted upon by factors outside the control of the Recruitment and Selection Section.
For example media deadlines for placing of advertisements and availability of candidates
to be interviewed must be considered.
The Recruitment and Selection Section strives to ensure that vacant posts are
filled as quickly as possible. As and when required, the department is provided with
temporary assistance until such time as the post is filled.
D.THE ET PROCESS
Job Criteria
The Job Profile is the source document which is submitted to the Selection
Committee. This Committee does not have the authority to make any amendments to
this document. All job profiles must be completed on the prescribed form and must
reflect the criteria/competencies (knowledge, skills and personal characteristics) required
for the vacant post ensuring that qualifications and/or work experience required do not
exceed the inherent job requirements. This information will usually be available from the
Employee Administration Manager but may need to be updated with any changes in
grading or job responsibilities. The HOD or Section Manager is required to confirm or
provide information on the competencies required of job incumbents for effective
performance.
The Employee Administration Manager must ensure that the job criteria used are
consistent with similar jobs and the HOD or Section Manager should be advised against
selecting criteria that result in unfair discrimination. According to the Employment
Equity Act, unfair discrimination takes place when criteria used are (a) not linked to the
inherent requirements of the post in question or are unrealistic in relation to job demands;
or (b) arbitrary and not rational including criteria such as race, ethnicity, gender, age,
marital status, or sexual orientation. Any criteria based on the inherent requirements of
the particular post or that seek to achieve the advancement of groups designated for
Affirmative Action (Women, Disabled, Socially/Economically Underprivileged Sections
of Society) do not constitute unfair discrimination.
Job Description
In addition to providing the Job Profile, the HOD or Section Manager may also
provide the Employment Administration Manager with more details relating to the
Department/Division, if desired. This information allows applicants to understand more
about the relevant Department within the context of the Organization.
Selection Panel
The selection panel has a dual role in the Recruitment and Selection process. On
one hand, it is responsible for interviewing and selecting the on the other hand, it is the
face of the organization for the candidates. Keeping this in mind and to secure parity and
some protection for the organization, wherever possible and reasonable, selection panels
should consist of both men and women from within the organization.
Two centers for examination were finalized- Ludhiana for the northern region and
Bhopal for the MP region. The centers are decided by top management as a part of the
Recruitment and Selection Strategy. The finalization was done even before the ad was
placed in the newspapers. The choice of centers was natural. Ludhiana is the Corporate
HQ and most units in MP are near Bhopal. Both are renowned cities and have well
connected bus and railway systems. The choice of venue is also important. It should be
well known place, not far from Bus-Stands and Railway Station and easy to reach.
Recruitment is the process of ensuring that suitable applications are received for a
vacancy, and can only commence once the documentation has been received.
Identification of Vacancy
The corporate HR Department sent intimation to all the units requesting the
number of ETs required by each unit along with desired skills and qualification.
Based on the information received from the various units, total number of ET
requirement is determined.
Drafting of Advertisement
The strategy for recruitment and selection of ETs is decided at the top
management level.
Once the strategy is in place, the advertisement is drafted by the Recruitment and
Selection Department.
The advert will include all the critical job information and competencies. The
closing date for applications is placed in all advertisements and interested parties will
normally be given the following time in which to submit their applications:
For internal advertisements: 1 week
For posts advertised locally: 2 weeks
For posts advertised nationally: 3 weeks
Internal advertising of vacant posts will occur through circulars to relevant
departments and divisions may also be posted on the HR Division’s web page as well as
on the notice board outside the Recruitment and Selection Section. Employees would be
advised to monitor the Recruitment and Selection web page and notice board regularly.
In the event that there is only one potentially suitable candidate who the Selection
Committee may interview, the post will not be advertised.
Recognizing the need to reach members from designated groups, external
advertising of vacant posts attempts to reach as wide an audience as possible within the
budgetary constraints. Media with wide readership patterns is used. Where appropriate
and depending on the level of the post and budgetary constraints, the Internet and
specialist publications are considered.
Advertisement should be based on the job specification and should identify
various essential criteria associated with the vacancy. In normal circumstances posts
should be advertised both internally and externally thereby allowing career development
opportunities for existing staff, fulfillment of equal-opportunity requirements and
enhancement of the diversity of workforce. Advertisement should be drafted using the
standard Organizational template which can be found on the Human Resources
Directorate website or is available with the local Human Resources team.
There may be occasions when it is appropriate to make an exception – for
example when specific staff persons are named on a research grant- in such an event
approval should be sought from the local Human Resources team. However, the staff
persons would still be required to go through a selection process to ensure that they meet
all the essential criteria for the position.
Under certain circumstances, it may be more effective to use a recruitment agency
than to advertise externally. Approval to do so should be sought from the local Human
Resources team. However, this does not eliminate the need to advertise the position
internally.
Particulars that provide background information pertinent to the job should be
made available by using the proforma which can be found on the Human Resources
Directorate website. This information should be provided to applicants upon enquiry.
All external job advertisements are published on Vardhman’s official website and
on www.Naukri.com.
Staff members who have been acting-up in a position that subsequently becomes
vacant will have to apply for the position when it is advertised. In such cases the position
is likely to be advertised on an internal basis only.
The advertisement covered the following areas:
1. Purpose of the ET Scheme
2. Eligibility Criteria
3. Selection Procedure
4. Centre for Examination
5. Emoluments
6. Undertaking to serve for three years
7. Required Documents and Photographs
8. Last Date of Application
9. Address for Correspondence
10. Alternative to apply through Email
11. Information about Vardhman’s website
A copy of the Advertisement has been attached along with for reference.
Following was the response from the Ad and the Job Portal:
Number of Eligible
Method Response Rate %
Responses Candidates
Advertisement-
8000 approx. 711 8.88%
Email/Post
Job Portal-
6000 approx. 159 2.65%
Naukri.com
Observations
Response rate from the advertisement – post and email, was the best.
Limitations with Email: There was a lot of duplication. Sometimes a single candidate sent
several emails with same resume. At other times, a single email contained several resume
belonging to different candidates.
Response rate through the post was very less, only 2000 resumes approx.
However, the resumes through post were all reliable and well- documented.
Response rate through the job portal was also disappointing. Most of the resumes
were incomplete. Anybody and everybody had applied. Job Portal was high on response
but low on relevance. Calls had to be made to the candidates to get the complete
information. This was an expensive and time consuming exercise.
Screening of Applications
The applications/resumes kept pouring in throughout April, May and even after
the last date was over. Screening of these applications was done mainly by summer
trainees.
The organization provided the trainees with the following resources to facilitate
the screening process: One Computer with internet connection, One Printer, One Phone
Line and Filing facility. Since the resources provided were limited we decided to use our
laptops for preparing the databank.
The applications were screened on the basis of the criteria listed below. For a
candidate to be eligible, he/she should fulfill the following conditions:
1. Born after 01.09.1984.
2. 1st Division in 10th and 12th.
3. Aggregate 1st Division in Graduation and Post Graduation.
4. Qualification as prescribed in the Advertisement.
The candidates who were rejected were also divided into three categories, as per the
business requirement:
1. LR- Ludhiana Area Rejects
2. BR- Bhopal Area Rejects
3. LCR- Ludhiana City Rejects
A total 873 candidates had qualifies for the written test. The breakup of these 436
responses is given below.
Details of CVs relevant received from the Northern Region
Qualification No. of eligible Through Adv. Through job portals
candidates e-mail/post
Graduation (Complete) 115 109 6
Graduation (Result Awaited) 58 55 3
Post Graduation (Complete) 22 20 2
Post Graduation (Result 20 18 2
Awaited)
MBA (Complete) 111 53 58
MBA (Result Awaited) 415 360 55
Total 741 615 126
In Totality
Number Of Applications Received Through Various Sources
By Post 2000
Through E-Mail 6000
Through Naukri.Com 6000
Total 14000
Filing of CVs
The data related to eligible candidates was entered into an Excel Sheet. It was
called the Master File. The Master File contained 12 sheets each corresponding to the 12
categories as discussed before: LG, LGA, LPG, LPGA, LM, LMA and BG, BGA, BPG,
BPGA, BM, BMA.
The format of the Excel Sheet has been attached along with for reference.
Purpose
The idea behind entering data into excel sheets was to have a soft copy of the data
for reference purposes. Also the excel sheets can be used for further information
processing.
CAUTION: It is must to have a backup of the Master File on another computer.
The soft copies of CVs received during the ET Process were organized
Qualification-wise and Place-wise and saved on a computer. This exercise was done both
for selected and rejected CVs.
Purpose
The purpose of organizing the CVs was to:
1. Ensure availability of a Data Base of CVs
2. Facilitate selection of CVs for future vacancies.
3. A folder was created on the Computer. The CVs were placed in it in the following
5 categories:
Purpose
Seating Plan
Separate seating plans were made for Ludhiana and Bhopal centers. The seating
plan for Bhopal was not made at the corporate office Ludhiana, as the number of
candidates appearing at the Bhopal test center was less.
At the Ludhiana centre: were total 12 rooms available at a local Government College,
which was chosen as the centre.
The seating capacity of each room was noted. Based on the seating capacity, roll
numbers were assigned to each room. A separate room was earmarked for Management
Candidates as they had to appear in an extra exam.
The response rate for the ET process was high, but based on the past experience
not more than 60% candidates put up on the day of examination. So we allotted more
number of candidates in each room, for example, in a room with a sitting capacity of 60
candidates we allotted 70-75 candidates.
Preparatory Meeting
Examination Scheme
To assess the suitability of the candidates, the written test comprised of the following
sections-
Section Time
General English 40 minutes
General Knowledge 40 minutes
Quantitative Aptitude 45 minutes
General Management 40 minutes
On reaching the venue of the examination, the staff undertook the following activities:
1. Seating plan was pasted outside every room.
2. Verification file was handed to the invigilators.
3. All the invigilators gathered in a single room to set their watches and to collect
stationary.
4. Candidates arrived and took their respective seats in their respective rooms.
5. Invigilators counted the number of candidates present and wrote it on the black
board.
6. Documents/Certificates were collected and an undertaking was taken from those
who did not get the documents.
7. Photographs were also collected from those candidates who had not submitted
two photos on time.
8. Attendance was taken on the Verification File and the Admission Letters were
also collected from the candidates.
9. Instructions were read out to the Candidates.
10. The timings for the four papers were written on the black board.
11. Question Papers were distributed and the seals had to be opened only after the bell
rang.
12. At the end of the written exam, the candidates gathered in a seminar hall for a
presentation by Vardhman.
Due to the prescribed duration of the Summer Training project and incumbent
limitations on time, it was unfortunate that I was able to join the ET Recruitment and
Selection Process only after it began and had to depart before the second and third phase
(i.e., psychological test, group discussion and interviews) of ET process. However, I did
get an opportunity to learn from my project guides about the remaining stages in the
Recruitment and Selection Process. A brief overview of the remaining stages is given
below.
E. Preparation of result
The 2nd and 3rd phase of the process starts with preparation of the result of the written
test that was conducted on 28th june 2009.
First step in this process was to prepare transparency of the same font size and of the
same size as the answer sheet was. There were two transparencies to count the correct
answers and other one to count the wrong answers. After calculating the scores of the
candidates, finally cut off limit was decided to short list the candidates for the 2nd and 3rd
phase. 94 candidates out of 873 were shot listed for the 2nd and 3rd phase of the ET
process. Candidates were informed about the same through e-mail, and through post.
Candidates belonging to far off places were informed on phone so that in case of postal
delay or the candidate do not check his e-mail can make his/her travel plans well in time.
F. REFERENCE CHECKS
In the case of internal candidates, the Committee reserves the right to contact current
Managers as well as to consult the personal files of relevant candidates. This information
will be available to members of the Selection Committee before the interview so that any
problems arising due to previous employers/current Manager can be addressed with the
applicant who then gets an opportunity to address the concerns.
Once the merit list is prepared, the call letters are sent out to the candidates who
qualify for the second round. Before mailing out the call-letters, the mailing addresses of
all the qualified candidates are cross checked. The call letter invites the qualified
candidates both for Round 2 and Round 3. Round 2 covers the Group Discussion and
psychological test whereas Round 3 covers the Personal Interview. Both these rounds are
crucial to the final outcome and hence are handled internally by Vardhman.
As far as personal interviews are concerned, practices and procedures are well
documented. These are briefly explained below.
Successful applicants are invited for the interview within 3 weeks from the
interview date.
References will be requested from the candidates invited for an interview,
provided they have indicated that Vardhman can contact their references prior to
interview.
Qualified candidates are sent an interview invitation letter along with a employee
form and information on documents to be carried to the interview. Also the selected
candidates for the second and third phase were informed about their selection through e-
mail’s. Candidates belonging to far of places were informed on phone so that they can
make their travel arrangements for the same.
Interview dates were scheduled such that candidates arriving from far off places
could complete both the phases in one day. But in case candidate is made to stay
overnight, the arrangement for the same was made at Vardhman Training and
Development Center.
Assessments
Candidates may be asked to complete an occupational assessment as part of the
interview process. This is just one part of the interview process and should not discourage
candidates from attending the interview.
The assessments are specially selected so they are relevant to the vacancy applied
for and will give an indication of the strengths and weaknesses of the candidate in
relation to some of the duties detailed in the job description. The assessments are not
dependent on the educational experience. The assessments remain confidential at all
times
The selection decision is taken immediately after all the interviews have been
conducted. Alternatively, another meeting can be called for this purpose. The decision on
whom to appoint involves:
1. Looking at and discussing all the evidence collected (from interviews, reference
checks and other selection techniques) for each criteria for each candidate.
2. Recording in writing the reasons why any persons interviewed were not
recommended for appointment.
3. Making the final decision on whom to recommend for appointment and where
appropriate, recommending a second choice.
4. Report by the psychologist regarding the candidate is given due consideration
before making the final decision.
In addition, consistent with the Organization’s Employment Equity Policy, the
following must be considered:
Consideration must be given to the potential of the applicants from designated groups
to meet the job requirements. In case it is difficult to differentiate between candidates in
trying to determine the best candidate, preference will be given to the member of the
designated group.
If no suitable applications are received for a post, the Selection Committee gives a
serious consideration to postponing its recommendation until the Search Committee has
had a further opportunity to scan the field for suitable candidates. Alternatively, the
decision to re-advertise at a later stage may be taken.
Once the Selection Committee’s recommendations have been approved, the Vice
President of Human Resource Department or his/her delegated person shall make an offer
of appointment to the candidate/s. Members of the Selection Committee or senior
management may be consulted However, the Selection Committee does not determine the
cash salary component of the remuneration package.
All candidates are advised of the outcome of their applications as soon as possible
after the interviews. The Chairperson, in consultation with the Recruitment & Selection
Section, is required to give a written feedback to candidates, should they contest the
process and decision taken. Where internal candidates claim that the policy has not been
correctly implemented, such candidates are to be advised to follow the Organization’s
Grievance procedure. Applicants who are not short-listed should be given feedback on
request, making it clear why they were unsuccessful. If requested, the Panel Chairperson
should provide feedback to unsuccessful short-listed candidates.
K. Record Keeping
Consistent with its commitment to transparency and the right of the applicant to
written feedback, the Vardhman documents the criteria used within each selection process
and the decisions taken about each candidate relative to these criteria. Furthermore,
Vardhman is open to review the impact of equity considerations on decisions in the
recruitment and selection process.
The following records are maintained:
Recruitment procedure: Advertisement, the media used and the target group (external
and/or internal)
Selection procedure: Criteria, Process including interview questions asked, Evaluations
of individual candidates and the Decisions taken including why applicants were not
successful
The opinion of the Selection Committee as to the fairness of the process
Any other relevant equity statistics
These records are kept for at least 12 months.
L. Support Structures
The Human Resource Department recognises that it needs to fulfil the following
roles within the recruitment and selection process:
Handling all the administrative work associated with the procedure and appointments
providing HODs, Section Managers and Selection Committees with assistance in
executing their recruitment and selection responsibilities effectively. In this regard,
hands-on assistance is offered. Training courses, archival/support material and
documentation will be available as to inform Selection Committee members of the
process.
Active participation on the Selection Committees with full voting rights.
Dealing with any complaints/grievances alleging discrimination.
Evaluating the recruitment and selection process and ensuring that the process keeps up
to date with legal and organization requirements as well as technological advances and
ensuring adherence to relevant policy requirements.
Equity Considerations
In order to ensure fairness and accountability and to fulfil the requirements of the
Organization’s Employment Equity Policy and Supporting Protocol for Appointments,
the following must be taken into account:
Prescribed competencies for the post must be applied consistently throughout the
recruitment and selection process- for example all applicants must be asked the same core
questions in an interview. This will ensure that all the candidates have been judges on the
basis of the same criteria.
All applicants must be assessed using the same techniques.
The committee must be able to substantiate/explain why a candidate was unsuccessful
relative to the identified competencies.
Selection Committees must select candidates who they believe will make the best
contribution to the Organization.
In understanding what is meant by best contribution, the Organization advocates
that appointments will be based on contextual considerations. Vardhman recognizes that
the notions of merit and best person for a job are not independent of context. Therefore,
in making an appointment, the selection committee must consider these contextual
considerations (i.e. the needs and status of the department in which the vacant post is
situated)
Some of the contextual considerations are:
Need for specialised qualifications and/or skills
Need for “fresh minds” from outside
Need to balance the composition of staff in terms of qualification, experience, seniority
and role models
Stability of the department/staff and the ability to support an individual appointed on
potential rather than proven merit
Negative or positive resource implications of employing certain candidates and in the
case of negative implications, the Organization’s ability to meet the necessary resource
requirements
Need to create a supportive environment for all employees, irrespective of their
background.
Also of importance is that in ensuring diversity amongst the ET’s and that adequate and
acceptable role models are present within the Organization, the institution must consider
the employment of nationals as well as foreign nationals. Given the Vardhman’s Vision to
be “an outstanding Nationally as well as Internationally-recognized Textile Industry
which proudly affirms its Own identity”, there is a need to balance the employment of
Indian citizens with the need to seek good applicants freely and to appoint the person
who will make the best contribution to each particular vacancy. It is only being appointed
in the context of international competition that Organization and its staff will realize the
Vardhman’s Vision. The Vardhman will however, seek to appoint as many Indian citizens
as possible to its academic and support staff.
N. RECOMMENDATIONS
The candidates must be asked to mention their Name and DoB at the back of the
photographs.
Use of same application form by the candidates will ensure complete information is
available to screen out the ineligible candidates and select the eligible ones. In the
absence of such a provision, infinite numbers of different resume are received with
incomplete information. This is followed by calls to the candidates to get complete
information. A single application form will reduce the number of man-hours and
expenditure on the calls. A copy of a desirable application form has been attached for
reference.
A carefully drafted advertisement in the newspapers will fetch greater number of relevant
responses.
The ad was placed in the month of April/May. This is the time when students are
generally too busy with their exams to read newspapers. Probably, an ad in the month of
Jan/Feb/Mar would be too early. One way to deal with this problem is that a circular may
be sent to the colleges in Feb/Mar informing about the ET Recruitment and the
forthcoming ET-Advertisement in the Newspapers. This would increase the number of
responses, as the students would have ample time to respond.
SCREENING OF THE APPLICATIONS
Suggestions
Use of a single predetermined format for resumes would greatly facilitate and streamline
the screening process.
Provision of a second computer is critical for preparing comprehensive database of
selected and rejected candidates.
Direct calling facility should be provided so that calls to the candidates can be made
quickly and faster disposal of incomplete CV’s.
“Far-away” areas should be clearly defined so as to avoid confusion.
Also, it would be worthwhile to clarify which cities fall in Northern and MP areas. For
examples some cities in UP and Rajasthan are closer to MP. Whereas some other cities of
UP and Rajasthan are close to Ludhiana.
FILING OF CVs
Suggestions
Suggestions
Not more than two people should handle the excel sheets. It reduces the confusion and
errors.
Information about the rejected candidates should also be entered into the excel sheets.
The format for the rejected-excel-sheets should be the same as accepted-excel-sheets.
However, an extra column should be added, with the caption: Reason for Rejection. The
reasons should be classified as: %, CTC, Age, Qualification, Far-Away.
Excel sheet format used for this purpose should be as we can do without the information
like mode of qualification. And the information regarding present CTC, and experience
should be added.
Suggestions
Vardhman’s ET Scheme for the recruitment and selection of Executive Trainees is the
result of the farsightedness of its Chairman Mr S.P. Oswal. This scheme not only is an
organizationally and economically sound way of acquiring the requisite talent pool but
also a golden opportunity for those candidates who could not pursue expensive and
arduous management courses. They can get the chance of working in an esteemed
organization like Vardhman and honing their managerial skills. The 8 weeks of summer
training I completed at Vardhman, as an MBA student, has taught me the intricacies of an
actual process of Recruitment and Selection. It was enlightening to learn to balance the
teachings of theory and the realities of practice. The process was very streamlined and
organized. It required a lot of planning, co ordination and reviewing. It was a
comprehensive exercise touching important aspects like strategy-formulation,
advertizing, screening of resumes strict adherence to eligibility criteria, preparation of
final lists, both hard and soft copies, issuance of roll numbers, preparation for the
selection tests and many other activities. At every stage, efforts were made to ensure strict
adherence to equity and fairness considerations. Out of about 14000 total responses, 873
candidates were shotlisted for the written test. This was a mammoth task involving
attention to detail and plenty scope for error. Certain contingency plans were also put in
place so that the process continues without hindrance. The support and encouragement
from the management kept us going. I remain grateful to Vardhman for this opportunity it
gave me. It has immensely added to my learning and experience.
APPENDEX
ACTIVITY DATE
The emoluments on cost to company basis for Graduates and Post Graduates
range between Rs. 1.60 lacs to Rs. 1.78 lacs per annum.
Interested candidates may apply latest by Saturday, May 23, 2009 with a
detailed bio-data (mentioning %age marks obtained in each class - 10th
onwards) and two latest passport size photographs to:
HRD and Personnel Head
Thank you for showing interest in our organization. While scrutinizing your CV some of the
important information was found missing.
• Date of Birth
• Father’s name
• Address (city, state, pin code)
• Percentage of marks (post graduation, graduation, Higher Secondary, Secondary
school )
• Year of passing
• Stream
• Mode (regular or correspondence)
• E-mail id., contact no.
You are requested to kindly resend your updated CV positively by 23rd of may'09, with the
Reference No. mentioned above.
Warm regards,
Corporate HR Department
Vardhman Group.
4. Sample Roll Number For The ET Process
Dear Candidate,
This has reference to your application for the post of EXECUTIVE TRAINEE
with our organization. You have been shortlisted for a written test, which will be held as
per the following schedule:
Ferozepur Road
th
Date of Written Test: SUNDAY, 28 June 2009.
Things to Remember
1. You shall report at above examination center latest by 12:00 Noon for Registration in
the Room Number mentioned above at the top right corner.
2. Final year result awaited candidates will be allowed to appear in the test subject to
their finally obtaining a minimum of 60% marks. They will be required to bring an
attested photocopy of the certificate giving detailed mark sheet at the time of
examination.
3. In case your photograph is not pasted above then you will be required to carry two-
passport size photographs, failing which you will not be allowed to appear in the
examination.
4. You are required to send the attested photocopies of all the detailed marks sheet of
10th, 12th and Graduation / Post – Graduation for submission mentioning your Roll
No. (as allotted on top) on the mark sheets before 22nd June, 09 positively failing
which the company reserves the right to withdraw the call letter. ( Please ignore if
already sent)
5. Use of calculators, mobile phones, any electronic gadgets is strictly prohibited inside
the Examination Hall.
6. You are requested to carry along with you Pen, Pencils, Eraser and related stationery.
The center will not provide any stationery. (only pen to be used for attempting the
test).
7. No TA/DA etc shall be given to any candidate for taking the examination.
8. The result of the written test can be seen at our website www.vardhman.in within two
weeks from the date of examination.
9. Please note that the selected candidates will be required to submit an
undertaking for serving the company for atleast three years.
MAHESH ARORA
HEAD–HR
5. Format for Email regarding Change of Centre
Dear Candidate
This is in reference to your application for the position of ET at Vardhman.
As per your request, yor Examination Centre has been changed from Bhopal To
Ludhiana.
Your New Roll No is: .............
Please find attached the soft copy of the Admission Letter. You must carry the print-out of
Admission Letter to the ET Exam centre, with a passport size photograph pasted on the
Admission Letter.
The Examination Centre and Exam Timings are mentioned therein.
Thanks & Regards
Recruitment Support Team
Vardhman
Ajay Aggarwal
Corporate -- HR
Vardhman Group
UNDERTAKING
Trainee Scheme, 2009 of Vardhman Group hereby certify that the result of
_______________________________ examination taken by me in the year 2009 from
understand and agree that my candidature in the Executive Trainee Scheme, 2009 will
Name : Signatures :
Roll No :
Qualification :
<State>
For the candidates who have their Phase – II and Phase – III of the selection process on
successive dates, overnight stay arrangements have been made in Vardhman Training
Centre at Ludhiana.
The selected candidates will be required to submit an undertaking for serving the
company for at least three years.
If selected, you will be required to join duties tentatively on 3 rd August 2009 at any of our
units / offices located in Punjab, HP, MP or any other location in India.
In case of any query you may contact Mr. Ajay Aggarwal – 9216300345 or Ms. Noor -
9216566553
Mahesh Arora
Head HR