“GAP ASSESSMENT OF RECRUITMENT OF OUTSOURCE EMPLOYEES

WITH SPECIAL REFERENCE TO TCL(TATA CHEMICALS LIMITED)”

TATA CHEMICALS LIMITED

Tata Chemicals Limited is India's leading manufacturer of inorganic chemicals. It also

manufactures fertilizers and food additives. Incorporated in 1939, the company has an annual
turnover of over Rs 4,000 crore and is part of the Rs 89,892-crore ($22 billion) Tata Group,
India's foremost business conglomerate.

TCL operates the largest and most integrated inorganic chemicals complex in India, at Mithapur
in Gujarat, a state in western India. A pioneer and market leader in the branded, iodised salt
segment, the company manufactures salt that has a purity percentage of 99.8 per cent, the
highest in the country. It is also among the largest producers of synthetic soda ash in the world.

The company's state-of-the-art fertiliser complex at Babrala in Uttar Pradesh, a state in northern India,
has a remarkable record in energy efficiency.

TCL's phosphatic fertiliser complex at Haldia in West Bengal is currently the only manufacturing
unit for DAP/NPK complexes in West Bengal. The Haldia plant has production volumes
exceeding 1.2 million tonnes per annum. The fertilisers, sold under the brand name 'Paras',
lead the market in West Bengal, Bihar and Jharkhand.

GAP ASSESSMENT:
Gap Assessment is the difference between the ability of existing systems to meet operational
requirements and of what’s expected of it. Gap assessment is done to know the gap where you
are and where you want to be and identify the reasons causing the gap and taking appropriate
steps to reduce it.

REASONS CAUSING THE GAP

• Faulty recruitment procedure.
• Shortage of required trained knowledge professionals.
• Rapid changes in technology and system.
• Inability to connect capability requirement to the business goals.
• Lack of Operational ability.

HOW CAN WE SPOT THESE GAPS?

Following are some common ways by which we GAP can be spotted:
• Formal or Informal discussion with leaders or peers.
• Informal talks with colleagues.
• Competency Mapping which consist of Interviews, Questionnaires, Group feedback
and analyzing recruitment strategies.

HOW TO FILL THESE GAPS?

Once these gaps have been identified, they can be filled by:
 Moving to technologies which are recent and
• Obtaining appropriate capabilities.

HOW TO AVOID THESE GAPS?

GAPS can be avoided by incorporating an integrated strategic planning process and a smart
decision making process that implements the outcome of the planning process. For this we
need to;
• Constantly define employee needs.
• Constantly review and evaluate solutions and people capabilities.
• It is pivotal for an organization to keep pace with the best solutions.

HOW WILL GAP ASSESSMENT HELP IN BUSINESS?

Gap assessment helps in business by following ways:

• Improves the productivity and efficiency of your employees.

• Ensures target achievement.
• Facilitates easy adaptability to change.
• Concentrates on individual employee performance improvement and team performance
improvement.
• An overall corporate performance improvement will result.

Recruitment Process Outsourcing

Recruitment Process Outsourcing (RPO) is a form of business process outsourcing (BPO)
where an employer outsource or transfers all or part of its recruitment activities to an external
service provider.

RPO may involve the outsourcing of all or just part of recruitment functions and process. The
external service provider may serve as a virtual recruiting department by providing a complete
package of skills, tools, technologies and activities. The RPO service provider is "the" source
for in-scope recruitment activity.

BENEFITS:
• RPO's promoters claim that the solution offers improvement in quality, cost, service and
speed.
• RPO providers claim that economies of scale enable them to offer recruitment processes
at lower cost while economies of scope allow them to operate as high-quality, specialists.
Economies of scale and scope are said to arise from a larger staff of recruiters,
databases of candidate resumes, and investment in recruitment tools and networks.
• Ensure usage of best practice processes and technologies.
• RPO provides better employee services, leading to improved Employee satisfaction and
consequently retention.
 • Manage transformations or change easily in case of a spin-offs or acquisitions, with the
additional and ready resources offered by third party providers.

RPO solutions are also claimed to change fixed investment costs into variable costs that vary
with fluctuation in recruitment activity. Companies may pay by transaction rather than by staff
member, thus avoiding under-utilization or sacking recruitment staff when activity is low.

RPO aims at taking the burden out of the head-hunting business of the corporate sector,
particularly at a time when the dearth of talents is estimated by half a million in the coming
years, RPO comes with lots of prospects. New and varied opportunity like retailing etc. has
opened fresh horizon for RPO to play a major role to bridge this gap between demand and
supply. This will increase RPO service provider’s role in India.

There is an intense war for talent. The hiring estimation for India is growing at an alarming
state, and the clients are demanding higher quality candidates with increased efficiency. The
RPO theory has been proved in the Western countries, however in India, the sector is currently
at its infancy stage. Only few RPO firms currently cater to the needs of various domestic as well
as multi-nationals in hiring employees for them.

RPO is primarily being practiced in two models - one is pure sourcing and providing support
services to on-shore based recruiters to enhance their productivity and effectiveness. Second
one- is a full cycle recruiting from sourcing, screening and on-boarding for both temporary
contract as well as permanent positions. This is to reduce the overall cost of recruiting process
and to improve competence at the same time.

The industry is expected to grow at around 30 to 35 percent in the next five years. It is
estimated that within the Indian market, the total annual spend on recruitment Rs. 700 crore.
This can supposedly be considered the potential size of the RPO business in India. With the
shortage of qualified talents and growing attrition rate, companies are forced to outsource the
entire recruitment process, ranging from needs assessment to screening, and interviewing
candidates. The growing pressure to fill in vacancies every now and then, 80 percent of the HR
personnel fail to concentrate on the real HR activities, including training, staffing needs,
ensuring performance. So when it comes to RPO that takes care of the entire recruitment
process and saves time and cost of companies, it’s a welcome move.

EXISTING RECRUITMENT PROCEDURE OF CNB FOR TEMPORARY

OUTSOURCED EMPLOYEES

The existing recruitment procedure of CNB (Crop Nutrition Business) mainly consists of three
steps:
 1) Written Test
2) Group Discussions
3) Personnel Interview

1) Written Test: Written test is the first step of the recruitment process. 50% of weightage
is given to this step. In written test,

• There are hundred (100) questions. In which

a) 60 questions are related to the Subject.

b) 20 questions are related to the General Knowledge (G.K.).

c) 20 questions are related to Current Affairs.

• It is necessary to attempt all the questions.

2) The Group Discussions: G.D. is the second most important step used in recruitment
process. It consists of 25% of weight age. In group discussion there are four rounds
which are as follows:

a) Introduction of each candidates individually.

b) Every individual is allowed to speak on the given topic for 1minute.

c) In third round there is a group discussion between the candidates for 1

minute.

• The maximum time given to this step is 5 minutes and cannot be exceed more
than that.

• Under this step, two topics are given to each group from which one topic should
be selected by each group as per their choice.

3. Personnel Interview: Personnel Interview is the last step for the recruitment of outsources
employees. Only those candidates are selected for personnel interview that will clear the
screening. 25% wieghtage is given to step. This step takes 5-7 minutes to be completed. Under
this step, the subjective Knowledge of the individual has been tested. If the candidate clears the
personnel interview he will be selected for the job.

SCREENING

Screening should be done at two stages, firstly it should be done after written test and group
discussion and secondly after personnel interview.

• Under first stage the numbers of marks obtained by each individual in written test and
group discussion have been added. If the average marks of the candidates come out
to 50% then they are being selected for the personnel interview and others were
rejected.
 • Second screening is being done during personnel interview, those candidates who
have not clear the personnel interview should be screen out and those who clear it
are finally selected for the job.

Recruitment
Process

Written Group Personal

Test Discussion Interview

Dig. Schematic Presentation of Existing Recruitment Process

OBJECTIVE

 The objective of this study is “To identify the gap between employer expectation and

employee expectation towards existing recruitment process for outsourced employees

and then develop the new recruitment process for crop nutrition business on the

following parameters.”

 The fundamental objective of corporate governance policies is to promote corporate

fairness, transparency, accountability and responsiveness.

 The main objective of the scheme is to insulate farmers from fluctuations in fertiliser

costs.

 It is uniquely positioned to achieve this objective — thanks to the skill and dedication of

its people, the excellence of its production facilities, and the technical and technological

expertise it has nurtured.

RESEARCH METHODOLOGY
For the purpose of the study primary data was collected with the help of structured schedule,

which based on following parameters:

1. Which part of recruitment process most appreciated by employees?

2. Which part of written test is most appreciated by the employees?

3. Which type of questions should be more prefer by employees?

4. How much time required by the employees for written test?

5. How much time needed by the employees for Group Discussion?

6. What should be the topic of G.D. according to employees?

7. How many topics should be there for Group Discussion according to employees?

(copy of the schedule enclosed in Annexure). Employees (30) were contacted personally. First

rapport was established with them and then they were requested to response the interview

schedule. Total 30 employees were contacted.

N = No. Sample size (30)

Kind of Data: Primary and Secondary

Tools for Data Generation: Interview schedule

Procedure: Rapport was established and then was requested to response the interview

schedule.

Tools used for Data analysis: Descriptive Statistics.