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Evolution of HRM
Earlier references: In western countries HRM had its primitive beginning in 1930s. Not much
thought was given on this subject in particular and no written records or documents interesting to
note HRM concepts was available, in ancient philosophies of Greek, Indian and Chinese. This is
not to suggest that industrial establishment and factories system, as it is known today, existed in
ancient Greece, India or china. The philosophy of managing human being, as a concept was
found developed in ancient literatures in general and in Indian philosophy in particular.
Personnel functions: Till 1930s, it was not felt necessary to have a separate discipline of
management called Personnel management. In fact, this job was assigned as part of the factory
manager. Adam Smiths concept of factory was that it consists of three resources, land, labour
and capital. This factory manager is expected to procure,
Process and peddle labour as one of the resources. The first time when such a specialist
person was used; it was to maintain a buffer between employer and employee to meet the
legitimate need of employees. However, it is the employer who decided what is legitimate
need of employees. In fact, the specialist person was more needed to prevent unionization
of employees. This was the case before 1930-s all over the world.
Environmental Influences on HRM: Since 1930s, certain developments took place, which
greatly contributed, to the evolution and growth of Human Resources Management (HRM).
These developments are given below:
Scientific Management
Labour Movements
Government Regulations.
Need for the Study :
Shortage of skills.
Skills and knowledge people are always on short supply. Alternatively they are too costly to hire
from outside. The best alternative is to improve skill and knowledge of existing employees.
Technological Obsolescence.
Growth of technology takes places very fast. This will render current technology obsolete in the
future. There is a great need to upgrade technology. This needs suitable training.
Personal Obsolescence.
At the time recruitment employees possess a certain of knowledge and skill. As time passes
knowledge becomes obsolete, unless it is updated by proper training. This happens because of
changes taking place in product technology, production methods, procurement of better
machines, setting up of modern production lines, introduction of modern method of supervision
and information processing through MIS and EDO..
Organization Obsolescence.
Modern management has introduced a number of innovative steps in functions of management
like planning, organizing, controlling, coordinating and directing. Organization which is
impervious to such changes is bound to fail and become obsolete
Upgrading Ability of Threshold workers.
Public policy provides reservation to disadvantaged sections of the society like handicapped,
minorities and dependents of deceased workers etc. All these are threshold workers having less
than minimum prescribed level of knowledge and skill. They require extensive training to bring
them up to the minimum level of performance standard
Coercive training by government.
In order to provide better employability chances of unemployed youth, certain governments
taken initiative to mobilize resources available at pubic/government and private sectors to
outside candidates. One such example is the Apprentice Training conducted by govt. of India.
A part of expenditure incurred for this by private sectors are reimbursed by government.
Human capital
The latest thinking is to treat employees as human capital. The expenditure involved is training
and developments are now being considered as an investment.
Scope of Human Resource Management
The Scope of HRM is in deed fast. All major activities in the working life of worker from
time of his entry in an organization until he / she leaves, come under the preview of HRM.
Specifically, the activities included are Human Resource planning, Job analysis and design,
Recruitment, Selection, Orientation and placement, Training and development, Performance
appraisal and Job evaluation, employee and executive remuneration and communication,
employee welfare, safety and health, industrial relations and the like.
HRM is becoming a specialized branch giving rise to a number of specialized areas like :
Staffing
Welfare and Safety
Wages and Salary Administration
Training and Development
Labour Relations
Objectives of the HRM are to secure the following: 1. Industrial peace: This is secured by excellent union management relations, healthy interpersonal relationships, and promoting participative management style and good industrial and
labour relations.
2. Achieve High Productivity: The underlying objective brings to increase the quantity or
volume of the product or service for a given input, productivity improvement programme is
very significant in a competitive environment.
3. Better quality of working life of employees: This involves both intrinsic and extrinsic factors
connected with work.
4. Obtain and sustain competitive advantage through empowerment : continuous improvement
and innovative steps being the two essential ingredients to achieve and sustain competitive
advantage, todays industries
are knowledge based and skill intensive.
5. Cordial relationship between the employer and employees.
6. Personnel research functions.
INTRODUCTION
Human resource is an important corporate asset and the overall performance of company
depends on the way it is put to use. In order to realize company objectives, it is essential to
recruit people with requisite skills, qualification and experience. While doing so we need to keep
present and future requirements of company in mind.
Successful recruitment methods include a thorough analysis of the job and the labour market
conditions. Recruitment is almost central to any management process and failure in recruitment
can create difficulties for any company including an adverse effect on its profitability and
inappropriate levels of staffing or skills. Inadequate recruitment can lead to labour shortages, or
problems in management decision making.
Recruitment is however not just a simple selection process but also requires management
decision making and extensive planning to employ the most suitable manpower. Competition
among business organisations for recruiting the best potential has increased focus on innovation,
and management decision making and the selectors aim to recruit only the best candidates who
would suit the corporate culture, ethics and climate specific to the organisation.
The process of recruitment does not however end with application and selection of the right
people but involves maintaining and retaining the employees chosen. Despite a well drawn plan
on recruitment and selection and involvement of qualified management team, recruitment
processes followed by companies can face significant obstacles in implementation. Theories of
HRM may provide insights on the best approaches to recruitment although companies will have
to use their in house management skills to apply generic theories within specific organizational
contexts.
RECRUITMENT
Recruitment is defined as, a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin
B. Flippo defined recruitment as the process of searching for prospective employees and
stimulating them to apply for jobs in the organization. In simple words recruitment can be
defined as a linking function-joining together those with jobs to fill and those seeking jobs.
INTERNAL FACTORS
Recruiting policy
Temporary and part-time employees
Recruitment of local citizens
Engagement of the company in HRP
Companys size
2)
Cost of recruitment
Companys growth and expansion
EXTERNAL FACTORS
Supply and Demand factors
Unemployment Rate
Labour-market conditions
Political and legal considerations
Social factors
Economic factors
Technological factors
Policies: Recruitment policy of any organization is derived from the personnel policy of the
same organization. However, recruitment policy by itself should take into consideration the
governments reservation policy, policy regarding sons of soil, etc., personnel policies of other
organizations regarding merit, internal sources, social responsibility in absorbing minority
sections, women, etc.
INDUCEMENTS TO RECRUITMENT
Organisational inducements are all the positive features and benefits offered by an
organization that serves to attract job applicants to the organisation. Three inducements need
specific mention here, they are: Compensation: Starting salaries, frequency of pay increases, incentives and fringe
benefits can all serve as inducements to potential employees
Career Opportunities: These help the present employees to grow personally and
professionally and also attract good people to the organization. The feeling that the
company takes care of employee career aspirations serves as a powerful inducements to
potential employees.
Image or Reputation: Factors that affect an organisations reputation include its general
treatment of employees, the nature and quality of its products and services and its
participation in worthwhile social endeavors.
CONSTRAINTS
Poor image: If the image of the firm is perceived to be low( due to factors like operation
in the declining industry, poor quality products, nepotism etc), the likelihood of attracting
large number of qualified applicants is reduced.
Unattractive jobs: if the job to be filled is not very attractive, most prospective candidates
may turn indifferent and may not even apply. this is specially true of job that is boring,
anxiety producing, devoid of career growth opportunities and generally not reward
performance in a proper way( eg jobs in post office and railways).
Government policy: Government policies often come in the way of recruitment as per the
rules of company or on the basis of merit and seniority. Policies like reservations
(scheduled castes, scheduled tribe etc) have to be observed.
Conservative internal policies: Firms which go for internal recruitments or where labour
unions are very active, face hindrances in recruitment and selection planning.
SOURCES OF RECRUITMENT
The sources of recruitment may be broadly divided into two categories: internal sources and
external sources. Both have their own merits and demerits.
Internal Sources:Persons who are already working in an organization constitute the internal sources. Retrenched
employees, retired employees, dependents of deceased employees may also constitute the
internal sources. Whenever any vacancy arises, someone from within the organization is
upgraded, transferred, promoted or even demoted.
External Sources
External sources lie outside an organization. Here the organization can have the services of: (a)
Employees working in other organizations; (b) Jobs aspirants registered with employment
exchanges; (c) Students from reputed educational institutions; (d) Candidates referred by unions,
friends, relatives and existing employees; (e) Candidates forwarded by search firms and
contractors; (f) Candidates responding to the advertisements, issued by the organization; and (g)
Unsolicited applications/ walk-ins.
Merits and Demerits of Recruiting people from within
Merits
Demerits
1) Economical: The cost of recruiting
internal candidates is minimal. No
expenses are incurred on advertising.
1)
2)
3)
4)
The merits and demerits of recruiting candidates from outside an organization may be
stated thus:
Demerits
Expenses: Hiring costs could go up
substantially. Tapping multifarious sources
of recruitment is not an easy task either.
Time consuming: It takes time to
advertise, screen, to test and test and to
select suitable employees. Where suitable
ones are not available, the process has to be
repeated.
De-motivating: Existing employees who
have put in considerable service may resist
the process of filling up vacancies from
outside. The feeling that their services have
not been recognized by the organization,
forces then to work with less enthusiasm
and motivation.
Uncertainty: There is no guarantee that the
organization, ultimately will be able to hire
the services of suitable candidates. It may
end up hiring someone who does not fit
and who may not be able to adjust in the
new setup.
METHODS OF RECRUITMENT
Internal Methods:
1. Promotions and Transfers
This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job
class of increased responsibility or complexity of duties and in a higher salary range.
2. Job Posting
Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It is also known as Job bidding. It helps the qualified
employees working in the organization to scale new heights, instead of looking for better
perspectives outside. It also helps organization to retain its experienced and promising
employees.
3. Employee Referrals
It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that it takes one to know one. Benefits of this method are as follows:
Quality Candidates
Cost savings
External Methods:
External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.
Public and private employment agencies: Public and private employment agencies
are established to match job openings with listings of job applicants. These agencies
also classify and screen applicants. Most agencies administer work-sample tests, such
as typing exams, to applicants.
Gate Hiring and Contractors: The concept of gate hiring is to select people who
approach on their own for employment in the organization. This happens mostly in
the case of unskilled and semi-skilled workers. Gate hiring is quite useful and
convenient method at the initial stage of the organization when large number of such
people may be required by the organization
E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:
a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general
in nature.
Time-lapse data: They show the time lag between the dates of requisition for manpower
supply from a department to the actual date of filling the vacancies in that department.
For example, a company's past experience may indicate that the average number of days
from application to interview is 10, from interview to offer is 7, from offer to acceptance
is 10 and from acceptance to report for work is 15. Therefore, if the company starts the
recruitment and selection process now, it would require 42 days before the new employee
joins its ranks. Armed with this information, the length of the time needed for alternative
sources of recruitment can be ascertained - before pinning hopes on a particular source
that meets the recruitment objectives of the company.
Yield ratios: These ratios indicate the number of leads/ contacts needed to generate a
given number of hires at a point at time. For example, if a company needs 10
management trainees in the next six months, it has to monitor past yield ratios in order to
find out the number of candidates to be contacted for this purpose. On the basis of past
experience, to continue the same example, the company finds that to hire 10 trainees, it
has to extend 20 offers. If the interview-to-offer ratio is 3:2, then 30 interviews must be
conducted. If the invitees to interview ratio is 4:3 then, as many as 40 candidates must be
invited. Lastly, if contacts or leads needed to identify suitable trainees to invite are in 5:1
ratio, then 200 contacts are made
Surveys and studies: Surveys may also be conducted to find out the suitability of a
particular source for certain positions. For example', as pointed out previously, employee
referral has emerged as a popular way of hiring people in the Information Technology
industry in recent times in India. Correlation studies could also be carried out to find out
the relationship between different sources of recruitment and factors of success on the
job. In addition to these, data on employee turnover, grievances, and disciplinary action
would also throw light on the relative strengths of a particular source of recruitment for
different organizational positions. Before finally identifying the sources of recruitment,
the human resource managers must also look into the cost or hiring a candidate. The cost
per hire can be found out by dividing the recruitment cost by the number of candidates
hired
SELECTION
Introduction
The size of the labour market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of aspirants
are likely to respond to the recruiting efforts of the company. Through the process of recruitment
the company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.
Definition
To select means to choose. Selection is the process of picking individuals who have
relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the
individual who can most successfully perform the job from the pool of qualified candidates.
Purpose
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be successful,
if hired. To meet this goal, the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the
profile of candidates. The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process. How well an employee is matched to a
job is very important because it is directly affects the amount and quality of employees work.
Any mismatch in this regard can cost an organisation a great deal of money, time and trouble,
especially, in terms of training and operating costs. In course of time, the employee may find the
job distasteful and leave in frustration. He may even circulate negative information about the
company, causing incalculable harm to the company in the long run. Effective election, therefore,
demands constant monitoring of the fit between people the job.
The Process
Selection is usually a series of hurdles or steps. Each one must be successfully cleared
before the applicant proceeds to the next one. The time and emphasis place on each step will
definitely vary from one organisation to another and indeed, from job to job within the same
organisation. The sequence of steps may also vary from job to job and organisation to
organisation. For example some organisations may give more importance to testing while others
give more emphasis to interviews and reference checks. Similarly a single brief selection
interview might be enough for applicants for lower level positions, while applicants for
managerial jobs might be interviewed by a number of people.
1. Reception
A company is known by the people it employs. In order to attract people with talents, skills and
experience a company has to create a favourable impression on the applicants right from the
stage of reception. Whoever meets the applicant initially should be tactful and able to extend
help in a friendly and courteous way. Employment possibilities must be presented honestly and
clearly. If no jobs are available at that point of time, the applicant may be asked to call back the
personnel department after some time.
2. Screening Interview
A preliminary interview is generally planned by large organisations to cut the cost of
selection by allowing only eligible candidates to go through the further stages in selection. A
junior executive from the Personnel Department may elicit responses from the applicants on
important items determining the suitability of an applicant for a job such as age, education,
experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often
called helps the department screen out obvious misfits. If the department finds the candidate
suitable, a prescribed application form is given to the applicants to fill and submit.
3.Application Blank
Application blank or form is one of the most common methods used to collect
information on the various aspects of the applicants academic, social, demographic, work related
background and references. It is a brief history sheet of employees background.
Usefulness of Application Blank or Form
Application blank is highly useful selection tool, in that way it serves three important
purposes:
1. It introduces the candidate to the company in a formal way.
2. It helps the company to have a cross-comparison of the applicants; the company can
screen and reject candidates if they fail to meet the eligibility criteria at this stage itself.
3. It can serve as a basis to initiate a dialogue in the interview.
4.Selection Testing
Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait.
A test is a standardized, objective measure of a persons behaviour, performance or attitude. It is
standardised because the way the tests is carried out, the environment in which the test is
administered and the way the individual scores are calculated- are uniformly applied. It is
objective in that it tries to measure individual differences in a scientific way giving very little
room for individual bias and interpretation. Some of them are
1. Intelligence Tests: These are mental ability tests. They measure the incumbents learning
ability and the ability to understand instructions and make judgements. The basic objective of
such test is to pick up employees who are alert and quick at learning things so that they can
be offered adequate training to improve their skills for the benefit of the organization.
2. Aptitude Test: Aptitude test measure an individuals potential to learn certain skills- clerical,
mechanical, mathematical, etc. These tests indicate whether or not an individual has the
capabilities to learn a given job quickly and efficiently. In order to recruit efficient office
staff, aptitude tests are necessary
3. Personality Test: The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria has been the subject of
much discussion. Researchers have also questioned whether applicants answer all the items
truthfully or whether they try to respond in a socially desirable manner. Regardless of these
objections, many people still consider personality as an important component of job success.
4. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and
problems an employee faces while at work.
5. Graphology Test: Graphology involves using a trained evaluator to examine the lines,
loops, hooks, stokes, curves and flourishes in a persons handwriting to assess the persons
personality and emotional make-up.
Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests
subject answers a series of questions. It records fluctuations in respiration, blood pressure and
perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to
whether the subjects response was truthful or deceptive by examining
TEST AS SELECTION TOOL:
Tests are useful selection devices in that they uncover qualifications and talents that cant
be detected otherwise. They can be used to predict how well one would perform if one is hired,
why one behaves the way one does, what situational factors influence employee productivity, etc.
Tests also provide unbiased information that can be put to scientific and statistical analysis.
However, tests suffer from sizeable errors of estimate. Most psychological tests also have
one common weakness, that is, we cant use scales which have a known zero point and equal
intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be
able to answer question properly. This does not mean that the person is totally lacking in
intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot be
called twice as intelligent as the one who was able to answer only 5.
SELECTION INTERVIEW:
Interview is the oral examination of candidates for employment. This is the most essential step
in the selection process. In this step the interviewer matches the information obtained about the
candidates through various means to the job requirements and to the information obtained
through his own observations during the interview. Interview gives the recruiter an opportunity
To size up the candidate personally;
To ask question that are not covered in the tests;
To make judgments on candidates enthusiasm and intelligence;
To assess subjective aspects of the candidate facial expressions, appearance,
nervousness and so forth;
To give facts to the candidates regarding the company, its policies, etc. and promote
goodwill towards the company.
1.RECEPTION:
The candidate should be properly received and led into the interview room. Start the interview on
time.
2.INFORMATION EXCHANGE:
State the purpose of the interview, how the qualifications are going to be matched with
skills needed to handle the job.
Begin with open-ended questions where the candidate gets enough freedom to express
himself.
Focus on the applicants education, training, work experience, etc. Find unexplained gaps
in applicants past work or college record and elicit facts that are not mentioned in the
resume.
3.EVALUATION:
Evaluation is done on basis of answers and justification given by the applicant in the interview.
4. PHYSICAL AND MEDICAL EXAMINATION:
After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is often contingent upon the candidate being declared fit after
the physical examination.
5.REFERENCE CHECKS: Once the interview and medical examination of the candidate is
over, the personnel department will engage in checking references. Candidates are required to
give the names of 2 or 3 references in their application forms. These references may be from the
individuals who are familiar with the candidates academic achievements or from the applicants
previous employer, who is well versed with the applicants job performance and sometimes from
the co-workers.
HIRING DECISION:
The line manager has to make the final decision now whether to select or reject a candidate
after soliciting the required information through different techniques discussed earlier. The line
manager has to take adequate care in taking the final decision because of economic, behavioral
and social implications of the selection decisions. A careless decision of rejecting a candidate
would impair the morale of the people and they suspect the selection procedure and the very
basis of selection in a particular organization.
A true understanding between line managers and personnel managers should be
established so as to facilitate good selection decisions. After taking the final decision, the
organization has to intimate this decision to the successful as well as unsuccessful candidates.
The organization sends the appointment order to the successful candidates either immediately or
after sometime depending upon its time schedule.
Interviewing Mistakes:
May have been influenced by cultural noise, snap judgments, halo effect, stereotyping, first
impression etc.
Periodically evaluating the effectiveness of your recruitment strategy, such as the type of
sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis
can be done in terms of the number of applicants referred, interviewed, selected, and
hired. Comparing the effectiveness of applicants hired from various sources in terms of
job performance and absenteeism is also helpful. One could also examine the retention
rates of workers who were hired from different sources
COMPANY PROFILE
Nagarjuna Fertilizers and Chemicals Limited:
The Company in terms of the Composite Scheme of Arrangement and Amalgamation of
Nagarjuna Fertilizers and Chemicals Limited, Kakinada Fertilizers and Chemicals Limited,
Ikisan Limited and Nagarjuna Oil Refinery Limited has merged into Kakinada Fertilizers
Limited, its wholly owned subsidiary with Registered Office at A/612, Dalamal Tower, 211,
Nariman point, Mumbai-400021.
Accordingly the name of the Company is now Kakinada Fertilizers Limited with effect from
August 1, 2011.
Ikisan Limited a Company involved in agri informatics, information techology, education
services and micro irrigation has also merged into Kakiinada Fertilizers Limited. Website :
www.ikisan.com
The flagship company of the Nagarjuna Group, Nagarjuna Fertilizers and Chemicals Limited is a
leading manufacturer and supplier of plant nutrients in India. Commencing operations in 198687, today our asset base is around Rs. 21 billion. We have the distinction of being the single
largest private sector investment in Southern India. An ISO 9001:2000 certified company, our
operational profits are one of the highest in the industry. We assume market leadership in the
markets we operate.
In terms of the Composite Scheme, the name of the Company has been changed to Nagajuna
Fertilizers and Chemicals Limited w.e.f. August 19 2011.
Our broad portfolio of products and services include:
* Nutrition solutions:
Macro and Micro fertilizers and Farm Management services
* Micro Irrigation solutions
We offer our expertise for the management of chemical process plants, which include Specialist
Services and Total Project Management.
Our operations and offerings have been aligned into three strategic business units:
* Straight Nutrition Business
* Nutrition Solutions Business
* Nagarjuna Management Services
To survive, grow and attain leadership position in our areas of operation it is essential for us to
identify and capitalise on emerging opportunities.
Preparing for the future, proactively, we are addressing the most important aspects of our
organisation:
Strategy Having a long term vision for the company
Structure To facilitate achieve our strategy
People Aligning related policies with Strategy and Structure. In turn to build the right
capability, attitude and behaviour in employees.
Process To enable employees to work more efficiently and effectively, to have the best in class
internal business processes.
Our endeavour is to unlock the full potential of our people by transforming into a performance
driven organisation that attracts the best talent, nurtures a more productive and results-focused
workforce and implements initiatives, which align people strategies with organisational
objectives.
The key action areas in this road map are:
Facilitating creation of a performance based culture with clear linkages to rewards and
careers.
To create sound procedure to appoint employees within the stipulations of the approved
policy.
To recruit, select and place competent and suitably skilled people who will contribute to
the achievement of the NFCLs strategic and operational requirements.
To attract talented and motivated people who will achieve and contribute to the NFCLs
continued business success while enjoying long term carrier success.
To recruit and select employees, but also to ensure the full utilization and continued
development of human resources.
To ensure that all recruitment activities are handled according to best practice and
professional guidelines.
Whenever there is a job opening in the organization, it would be posted internally for the
associates to apply.
The applications will be short-listed based on the competency required for the position.
The process of inviting and screening resumes of external candidates would also be
carried out parallel to it.
The internal candidates would be screened first for the particular opening, in case no
internal candidate is found suitable for the particular position, the screened resumes of
the external candidates would be used for the recruitment process.
There is no predefined time limit for which the internal vacancy would be posted; the
duration for which the vacancy would be posted would depend on the nature and
criticality of the job.
This policy is applicable to all the full time associates of the company who have
completed one year of service in the organization.
All the job opportunities with the required job and skill profile will be posted on the
notice boards.
The associates have to forward the CVs of the referral to the recruitment in-charge in
the HPD department of his perusal.
Even if there are no opportunities available, associates can send in referrals, which will
be kept in the recruitment database.
The candidate will be contacted directly if considered appropriate for the position.
HPD/P&A will however not be able to provide the associate a status update, and will
also not be able to share information of the interview details with the refereeing
associate.
30% of the reward money will be paid soon after the candidate joins the organization.
In case the candidate leaves the organization before 6 months of his joining, the same
will be removed from the referring associate.
Balance 70% of the amount will be given after the 1st performance review of the
candidate is over and on candidate getting at least GOOD or equivalent rating in the
review.
3) Recruitment agency:
The company is having written agreements with some of the agencies for manpower
recruitment.
Details of the position required, will be intimated to the agency through email/phone by
the HPD.
Based on the required, the agency will send the suitable profiles to HPD.
The agency must guarantee the candidate for at least 3 months, if within 3 months the
candidate resigns the agency must provide alternate source with free of cost.
4) Advertising :
Vacancy advertisement will be given in the reputed national news papers, based on the type of
the vacancy. Generally this method will be used only to recruit the senior management cadre.
5) Relatives of associates:
Relatives of associates can work in the organization, the associate needs to declare in case of
referring a relative for a particular job position.
6) Re-joining of ex-employees:
In general the organization does not encourage joining of ex-employees who have voluntarily left
the organization left the organizations to join back. However, in case an associate possesses
exceptional skills and if the organization feels that by joining, the associate would be adding
tremendous value to the organization, the organization may consider the associate for the
required position upon approval of the VC & MD.
Step 2:
Once the short-list is completed it will be return to HPD. HPD will inimate all the shortlist candidate by phone or email advising them of their interview date, venue, time etc.
Step 3:
The company is having a full-fledged Talent Engagement Form which should be filled
by all the candidates at the time of interview. This form contains all the details of the
candidate i.e. his/ her family background, qualification, experience details, references,
salary particulars etc.
The short-listed candidates will go through a selection process consists of all/ one
combination of the following based on the need.
Written-test
Interview
Interview panel will consist of:
Functional experts from within/outside the organization
Department/ division head
Representative from HPD/ P & A
Step 4:
After 1st round interview, the interview panel short lists the candidates (if the no. Of
candidates attended are high compare to the available positions) for the final round
interview.
Step 5:
HPD will conduct the referral verification of the selected candidate by consulting the
references given by the candidate at the time of the interview. If any complaints received
against the candidate during referral verification, that candidate will be deleted from teh
selected list. If the candidate found good in referral verification also, offer will be sent to
the candidate.
Offer Letters will be sent to the selected candidates by HPD. After getting the letter the
candidate has to confirm his joining and accordingly confirmation must be sent to the
HPD.
Step 6 (on the day of joining)
On the day of joining the candidates will be sent for Medical checkup, based on the cadre
they have selected.
The candidate must submit the following documents to HPD. HPD will verify these
documents and will be filed in the individual fie of the candidate.
Original education certificate along with one photocopy set for file copy( the original
certificates will be return immediately to the associates after verification)
Step 7:
Orientation:
To understand whos who in the organization, functions of various departments and the work
culture and induction programme will be arrange to the new recruitee. The induction
programme of the new employee will be circulated to all the concerned departments. The main
purpose of this program is to get:
Knowledge about the organization ( history and present, vision and values)
Knowledge about his/her job( roles and responsibility)
Knowledge about relevant people
Knowledge about policies, systems and practices of the organization.
Step 8:
Commencement of service:
Service of an associate will start from the day he/she reports to the duty in terms of appointment
letter.
Associate who are joined below General Manager level has to be under probationary for 6
months from the date of joining. After successful completion of the probationary period based on
the recommendation of the concerned HOD, associates will be taken in permanent roles.
Fitment of Trainees:
The company recruits various categories of trainees from different educational backgrounds for
pre- defined training period. The company shall have no obligation to regularize the trainee in
the regular roles of the company after completion of the training period. The performance/
progress of the trainee will be evaluated every 3 months during his/ her training.
Other HR policies of the company:
The company is having other HR policies which are formulated for the benefit its associates as
well as the company.
Work life policy: This policy explains the associates working days, time, attendance, dress code,
personnel data, and facilities to the employees at work place.
Working days: All days except 2nd and 4th Saturday, weekly holiday
Working timing:
Types of shifts
General
Ashifts
Bshifts
Cshifts
Corporate
office
Hyderabad
9:00a.m.5:30p.m.
Liaison
and F9:00a.m.marketing
5:30p.m.
field office
ertilizers
Chemicals
Limited
6:00a.m.2:00p.m
2:00p.m.10:00p.m
10:00p.m.-6:00a.m
&
Benefits:
Employees PF and pension schemes
Group insurance scheme in lien of EDLT
Days
Casual leaves
7 days
Sick leaves
11 days
Annual leaves
21 days
Birthday leaves
days
Maternity leaves
Paternity leaves
Family planning leaves
Days
NEED GENERATION
DESIGN
DELIVERY
EVALUTION
Internal program
External program/seminars/long
term courses
E-learning
Post program
Pre and Post program
On the job
Return on investment
Separation
Resignation is a voluntary separation initiated by associate if he/she is desirous leaving the
service of the organization. All associates are required to give a notice in writing if they wish to
discontinue their employment relationship with the organization. Process, notice period cadre
wise, retirement, termination, death benevolent assistance, final settlement.
Retirement 58 years
Post facilities after retirement are- hospitalization scheme, pension etc
Death benevolent assistance funeral expense i.e. Rs. 3500/Discrimination and harassment policy: Through grievance resolution committee
Technology used: Applicability to information Technology infrastructure available at work
location.
Ease of work
Optimization of performance
Ease of maintenance
DATA ANALYSIS
Observation made during the study and analysis of the company policy
The company is having all over India branches/area offices. Initial interviews will be
conducted at the area office by the concerned area manager. As the HR Department is
located in the corporate office so all the final interviews & selection will be done at its
corporate office i.e. in Hyderabad.
The company is recruiting its manpower through consultancy also. The consultancy will
be selected based on the process used by them before sending the candidate to the
company.
The company is tie up with job portal Naukari.com also. This is helpful for the process
of recruitment in collection of resumes.
The candidate will be selected based on the communication and their presentation at the
time of interview. Subject knowledge is also essential based on type of the vacancy.
The time lag between recruitment and placing will be done within one month.
The company will pay the applicants expenses for attending the interview, based on the
grade.
Rejected candidates will be intimated and their profile will be kept in data bank for a
period of 6 month.
1) The recruitment and selection process of company meets the current legal
requirements.
Strongly Agree
Agree
14%
4% 4% 20%
no opinion
disagree
strongly disagree
59%
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
10
30
7
2
2
Percentage
19%
59%
14%
4%
4%
Interpretation:
Near about 20% of the respondents are strongly agree with the statement that recruitment and
selection process of company meets the current legal requirements, and 60% are agree only so,
total 80% of the respondent are in favor that the process of recruitment & selection meets the
current legal requirement.
Observation:
The process of recruitment & selection which is followed by the company is helpful to meet the
companys manpower requirement.
10%
4% 2%
25%
Strongly Agree
Agree
no opinion
59%
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
13
30
5
2
1
Percentage
25%
59%
10%
4%
2%
Interpretation:
The question was raised to know that employees are aware about the companys recruitment &
selection policy or not. Near about 85% are agreed that the recruitment & selection policy is
clearly stated and only 8% are disagree.
Observation:
So the recruitment & selection policy of company is clearly stated but it requires little bit change.
But the company policy should be updated time to time.
3)
4% 2%
22%
35%
Strongly Agree
Agree
no opinion
37%
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
18
19
11
2
1
Percentage
35%
37%
22%
4%
2%
Interpretation:
As per the respondent response near about 70% are agree with the statement that internal source
is better for company, 22% having no response and 6% are disagree with the statement.
Observation:
After analysis it is better to get the manpower by internal source as they are aware about that
candidate skill and behavior but sometimes company will not get right candidate.
18%
4%
30%
Strongly Agree
Agree
40%
8%
no opinion
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
2
15
4
20
9
Percentage
4%
30%
8%
40%
18%
Interpretation:
Near about 55% are disagree with the statement that external source is better for companys
recruitment process and about 34% are in favor of this statement.
Observation:
From this question respondent are satisfied with the internal source but some are not satisfied
and they preferred external source.
12%
43%
10%
10%
Strongly Agree
Agree
25%
no opinion
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
5
5
13
22
6
Percentage
10%
10%
25%
43%
12%
Interpretation:
Near about 60% are disagree with this statement, means they are not feeling scarcity of
manpower and Only 20% are agree with this statement.
Observation:
This shows that HR department fulfills all the requirements of human resource in the
organization as soon as required. But as some are disagree with this statement means the
recruitment process needs change.
6) I feel that the right job is being performed by the deserved person at my
working environment.
14%
8%
18%
Strongly Agree
Agree
18%
43%
no opinion
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
9
22
9
7
4
Percentage
17%
43%
18%
14%
8%
Interpretation:
It is very important for any organization to recruit skilled manpower, to achieve its business
target. The question was raised to know the opinion that right job is performed by right person.
So 60 % are agree and near about 20% are disagree.
Observation:
This shows company is recruiting right candidate for right job but some respondent are disagree
so selection process need improvement and proper verification of recruitee.
10%
8% 2%
39%
Strongly Agree
Agree
no opinion
41%
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
1
20
21
5
4
Percentage
2%
39%
41%
10%
8%
Interpretation:
Nearly 45% are agree with this statement and 20% are disagree but surprisingly 40% gave no
opinion this means they are not aware about other competencies,
Observation:
This interpret ate that companys recruitment process is helpful in getting right candidate for
right job but as per of the some respondent dissatisfaction the recruitment should be more filter.
8) To what extent you are satisfied with the external source (job portals) for
recruitment process.
2% 7%
9%
33%
Strongly Agree
Agree
no opinion
49%
disagree
strongly disagree
Response Pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
3
4
22
15
1
percentage
7%
9%
49%
33%
2%
Interpretation:
some respondent are satisfied with the external source of recruitment ,It is observed that most of
the candidates are recruited through Reference or other internal source and about 50% have no
opinion the external sources like job portals, consultancies.
9) To what extent you are satisfied with the employees reference for
recruitment process.
14%
20%
Strongly Agree
22%
Agree
4%
40%
no opinion
disagree
strongly disagree
Response pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
10
20
2
11
7
percentage
20%
40%
4%
22%
14%
Interpretation:
60% of respondent are in favor of the statement that they are satisfied with the employees
referral, this helps in getting known candidates as company knows the skill and behavior of the
recruitee. But near about 35% are disagree with the statement so, recruitment process need good
external sources for recruitment process.
10)
To what extent the selection procedure followed for your recruitment is
suitable to your job.
8%
28%
20%
Strongly Agree
Agree
4%
no opinion
disagree
40%
strongly disagree
Response pattern
Strongly Agree
Agree
no opinion
disagree
strongly disagree
Remark
14
20
2
10
4
percentage
28%
40%
4%
20%
8%
Interpretation:
Near about 70% of the candidates are satisfied with the selection procedure and this shows right
person is in right job but near about 30 % are not satisfied so this shows that selection process
also needs some changes.