ADANI WILMAR LIMITED

RECRUITMENT STRATEGY & SELECTION PROCESS AT

ADANI WILMAR LIMITED

Recruitment is the process of searching for prospective employees and encouraging them
to apply for jobs in an organization. It is a process to discover the source of manpower to
meet requirement of the staffing schedule.

Recruitment At AWL
Objective
To select the right person for the right job at the right time.

Determination Of Vacancies

Consider The Source

Preparing And Publishing The Information

The three levels of organization

TOP
LEVE
LLL

MIDDLE LEVEL

LOWER LEVEL

TOP LEVEL
For recruitment of top level positions AWL prefers;
• Executive search agencies/Consultants
• Internal Sources

MIDDLE LEVEL
For recruitment of middle level positions AWL prefers ;
• Employee referrals
• Campus recruitment

LOWER LEVEL
For recruitment of lower level positions AWL prefers;
• Public employment exchanges
• Labour contractors
At AWL the new recruit is kept on probation for a period of six months and the trainees
for a training period of 1 year. During the probation/training period the performance has
to be duly appraised, performance counseling has to be imparted and only on successful
completion of training period the employee is confirmed in the services of company.

Selection Process

1. Initial screening interview

2. Completion of the application form

3. Employment tests

4. Comprehensive interview

5. Background investigation

6. Conditional job offer

7. Medical/physical exam

8. Permanent job offer

Training and Development Process

Training is the most important function that directly contributes to the development of
human resources. The company believes that if human resources have to be developed,
the organizations should create conditions in which people acquire new knowledge and
skills and develop healthy patterns of behavior and styles.
Training like any other activity in the organization, is meant to help in the achievement of
the organizational goals. The organization evaluates the various inputs in terms of cost-
benefit ratio. It is also necessary for the HRD department to increasingly develop
evaluation systems in cost-benefit terms. It is necessary to collect statistics to show how
training is helpful in improving productivity and reducing wastage etc.
Purpose Of Training

• To impart to new employees the knowledge and skills they need for an intelligent
performance of their tasks
• To assist employees to perform their tasks more efficiently
• To lowerthe turnover and absenteeism and increasing the job satisfaction since the
training can improve the employees self esteem
• To prepare employees for promotion to positions which require added skills and
knowledge
• To bridge the gap between existing performance and potential performance
• To lower the cost of waste and equipment maintenance.
• To improve the quality of output

Procedure of Training At AWL

The training needs identified for various grades of staff and managers are taken care
of by either of following;
• In house training programmes.
• Sponsoring employees to training programmes organized by various institutes.

Evaluation Of Training
At AWL they have a three phases to evaluate the training;

Before the Implementation Phase

• Will the selected training and development methods really result in the
employee's learning the knowledge and skills needed to perform the task or carry
out the role? Have other employee's used the methods and been successful?
• Consider applying the methods to a highly skilled employee. Ask the employee of
their impressions of the methods.
• Do the methods conform to the employee's preferences and learning styles? Have
the employee briefly review the methods, e.g., documentation, overheads, etc.
Does the employee experience any difficulties understanding the methods?

During Implementation of Training

• Ask the employee how they're doing. Do they understand what's being said?
• Periodically conduct a short test, e.g., have the employee explain the main points
of what was just described to him, e.g., in the lecture.
 • Is the employee enthusiastically taking part in the activities? Is he or she coming
late and leaving early. It's surprising how often learners will leave a course or
workshop and immediately complain that it was a complete waste of their time.
Ask the employee to rate the activities from 1 to 5, with 5 being the highest rating.
If the employee gives a rating of anything less than 5, have the employee describe
what could be done to get a 5.

After Completion of the Training

• Give him or her a test before and after the training and development, and compare
the results?
• Interview him or her before and after, and compare results?
• Watch him or her perform the task or conduct the role?
• Assign an expert evaluator from inside or outside the organization to evaluate the
learner's knowledge and skills?

Performance Appraisal at AWL

Performance criteria for executives

1. For Top Managers
• Return on capital employed
• Contribution to community development
• Degree of upward communication from middle-level executives
• Degree of growth and expansion of enterprise.

2. For Middle Level Managers

• Departmental performance
• Coordination among employees
• Degree of upward communication from supervisors
• Degree of clarity about corporate goals and policies

3. For supervisors
• Quality and quantity of output in a given period
• Labor cost per unit of output in a given period
• Material cost per unit in a given period
• Rate of absenteeism and turnover of employees
• No of accidents in a given period.
Performance Appraisal Methods
• Individual Evaluation Methods
• Confidential report
• Essay evaluation
• Critical incidents
• Checklists
• Graphic rating scale
• Behaviorally anchored rating scale
• MBO

Critical Incident method

Ex: A fire, sudden breakdown, accident

Workers Reaction Scale

A Informed the supervisor immediately 5

B Become anxious on loss of output 4
C Tried to repair the machine 3
D Complained for poor maintenance 2
E Was happy to forced test 1

Checklist method
•Simple checklist method
•Weighted checklist method
•Forced choice method

Simple checklist method:

Is employee regular Y/N

Is employee respected by subordinate Y/N
Is employee helpful Y/N
Does he follow instruction Y/N
Does he keep the equipment in order Y/N
Weighted checklist method

Weights Performance Rating

(scale 1 to 5 )
Regularity 0.5
Loyalty 1.5
Willing to help 1.5
Quality of work 1.5
Relationship 2.0

Forced choice method

Criteria Rating

1.Regularity on the job Most Least

• Always regular
• Inform in advance for delay
• Never regular
• Remain absent
• Neither regular nor irregular

BARS( behaviorally Anchored rating scale)

Step 1. Identify critical incidents

Step 2. Select performance dimension
Step 3. Retranslate the incidents
Step 4. Assign scales to incidents
Step 5. Develop final instrument

MBO Process
• Set organizational goals
• Defining performance target
• Performance review
• Feedback
Paired comparison method

A B C D E Final Rank
A - - - + + 3
B + - - + + 2
C + + - + + 1
D - - - - + 4
E - - - - - 5

No of Positive evaluation
Total no. of evaluation * 100 = employee superior evaluation

Career Development

1. In-house career development center (CDC). At Adani they believe that a CDC can
boost workplace morale by honing employees' skill sets to improve performance in their
current positions and prepare them for their next move within the company. They believe
that it also provides an opportunity for company to strengthen skills that support its key
business objectives.

They have, set aside a big office for employees to visit on their own time (lunch, breaks,
or after hours). Their CDC includes:

• Individual work-study spaces (like library carrels).

• Targeted communication to introduce the CDC, such as open houses and tours to
familiarize employees with the CDC's resources.
• An on-site manager to answer questions (the HR staff could rotate shifts for this
responsibility).

They Continuously update the CDC's resources based on employees feedback, career
development plans, and the skills that organization needs to develop in employees for its
long-term business strategy.

2. Give employees opportunities to branch out. They allow their employees to work
outside of their areas of expertise, by serving on cross-functional teams or completing
short-term assignments in other areas. They make a point of knowing what their
employees professional interests and aspirations are and how they intersect with the
organization's projected growth areas and HR needs. They identify employees with
significant potential, and create experiences (springboard roles) that will help prepare
them for future advancement.
3. Create two possible career tracks for star performers. They offer both a managerial
and a technical career track to reward strong employees. The common wisdom in most
organizations is to give top performers increased responsibility and more people to
oversee -- a management career track. Some people, however, do not enjoy or excel at
managing others. Making managerial roles the only advancement opportunities may
actually discourage top performers or set them up for failure.

So they include a technical advancement track, one that involves more responsibilities
and pay but not more employees to manage to encourage continued motivation in their
more autonomous star performers.

4. Hire from within when possible. They have a recruiting process that allows current
employees to compete for openings offered to external candidates. They hold their
internal applicants to the same high standards they expect from outside candidates, but
give them opportunities equal to those for outside candidates.

5. Hold managers accountable for employee career development. They include

employee development in their managers performance evaluations and compensation
decisions. They know that things outside of formal performance objectives can go
unnoticed among the more immediate responsibilities.