internship project rreport on recruitment and selection in steel authority of india limited
DESCRIPTION
Internship Project made by me on topic RECRUITMENT and SELECTION in STEEL AUTHORITY OF INDIA LIMITED.TRANSCRIPT
1 A PROJECT REPORT
ON
RECRUITMENT AND SELECTION
INSTEEL AUTHORITY OF INDIA LIMITED
Submitted in partial fulfilment of the requirement of
Bachelor of Business Administration,
Guru Gobind Singh Indraprastha University
Delhi
Submitted by:
Arham ShamsiEnrolment No.-10521401709
Jaggannath International Management School
Vasant Kunj
2
ACKNOWLEDGEMENT
The present work is an effort to throw some light on Recruitment and Selection
procedure in STEEL AUTHORITY OF INDIA LIMITED.
With deep sense of gratitude I acknowledged the encouragement and guidance
received by my Project Guide Mr. Pawan Kumar, in his valuable guidance. He has
been a constant guiding force and source of illumination for me. He was very
generous in giving me this opportunity to work under shape. I would like to thank
him for his valuable advice and guidance.
I Would also like to thank Mrs Shruti Minocha without her guidance, supervision,
assistance, inspiration and cooperation the work would not have been possible to
come to the present shape.
Further I would thank all the staff members of HR division who have been very
courteous in providing all other information about company and its product.
I am also thankful to all the respondents who spared their valuable time for filling
up the questionnaire and helped me out with this project.
I convey my heartful affection to all those people who helped and supported me during course, for completion of my Project Report.
3
DECLARATION
The summer training project on “A Study on Recruitment and selection in SAIL” under the
guidance of “Mr. PAWAN KUMAR ,AGM(Pres-Recuitment) is the original work done by
me. This is the property of the institute and use of this report without prior permission of
the institute will be considered illegal and actionable.
Signature:
[Mr. PAWAN KUMAR]
AGM (Pres- Recruitment)
4
Table of contents
Chapter 1
Company profile
INTRODUCTION
BACKGROUND OF THE COMPANY
Chapter 2
Literature Review
CONCEPT – RECRUITMENT
RECRUITMENT NEEDS
SIGNIFICANCE OF RECRUITMENT
RECRUITMENT PROCESS
RECRUITMENT SOURCES
A. INTERNAL
B. EXTERNAL
ADVANTAGES AND DISADVANTAGES OF
5
RECRUITMENT SOURCES
FACTORS AFFECTING RECRUITMENT
RECENT TRENDS IN RECRUITMENT
CONCEPT SELECTION
OUTCOMES OF SELECTION DECISIONS
SELECTION PROCESS
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
HRD AT SAIL
RECRUITMENT POLICY
RECRUITMENT STRATEGY
RECRUITMENT SOURCES OF SAIL
SKILLS SET RECRUITMENT
RECRUITMENT FOR MANAGERIAL POSITION
RECRUITMENT FOR SENIOR AND JUNIOR LEVEL POSITION
RECRUITMENT CYCLE TIME
SELECTION PROCESS IN SAIL
PURPOSE OF RESEARCH STUDY
ANALYSIS AND INTERPRETATION OF DATA
FINDINGS
8
PREFACESteel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defence industries and for sale in export markets. SAIL is also among the five Maharatnas of the country's Central Public Sector Enterprises.
SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanised sheets, electrical sheets, structurals, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at five integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite mines. The company has the distinction of being India’s second largest producer of iron ore and of having the country’s second largest mines network. This gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steel making.
SAIL's wide range of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organisation (CMO) that transacts business through its network of 37 Branch Sales Offices spread across the four regions, 25 Departmental Warehouses, 42 Consignment Agents and 27 Customer Contact Offices. CMO’s domestic marketing effort is supplemented by its ever widening network of rural dealers who meet the demands of the smallest customers in the remotest corners of the country. With the total number of dealers over 2000 , SAIL's wide marketing spread ensures availability of quality steel in virtually all the districts of the country.
SAIL's International Trade Division ( ITD), in New Delhi- an ISO 9001:2000 accredited unit of CMO, undertakes exports of Mild Steel products and Pig Iron from SAIL’s five integrated steel plants.
With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide.
9
INTRODUCTION
Steel Authority of India Ltd. a Navaratna public sector undertaking of GOI , is the leading steel making company in India and ranked world ‘s seventeenth largest steel producer in 2005. During 2005-2006 , SAIL (ISP & special steels plants) produced 13.47 million tonnes of crude steel, accounting for about 31.5% of total domestic crude steel production. With 12.05 million tonnes of saleable steel production ,SAIL has 23%market share (mild steel).
Incorporated in 1973, steel authority of india (SAIL) is the largest integrated steel producer in India with multi - locational facilities of production. It manages and operates four integrated steel plants at bhilia (chattisgarh) ; bokaro (Jharkhand); Durgapur (west Bengal); rourkila (Orissa) and IISCO (west Bengal). It also has three units making stainless and alloy steel at Durgapur (west Bengal); salem (tamil nadu) and bhadravati (Karnataka). Sail operates nine iron ore, five limestone , three dolomite and three coal mines. Besides , it also has a subsidiary MEL, (Chanderpur) which is in the process of being merged with SAIL. SAIL has also procured six joint venture companies in different areas from power plants to e-commerce.
Sail manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils , galvanized sheets, electrical sheets, structural , railway products, plates , bars and rods , stainless steel and other alloy steel. Sail produces iron and steel at four integrated plants and three special steel plants , located principally in the eastern and central regions of india and
10
situated close to domestic sources of raw materials, including the Company’s iron ore, limestone and dolomite mines.
SAIL’s wide range of long and flat steel products is much in demand in the domestic as well as international market. This vital responsibility is carried out by SAIL’s own Central Marketing Organisation(CMO) and International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India.
SAIL has a well equipped Research and Development Centre for Iron and Steel(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house centre for Engineering and Technology(CET), Management Training Institute(MTI) and Safety Organisation at Ranchi. Our captive mines are under the control of the Raw Materials Division in Calcutta. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all our plants and major units are ISO certified.
11
Major Plants and Units of SAIL
Integrated Steel Plants
Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal
Special Steel Plants
Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka
Subsidiary
Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
12
Joint Ventures
NTPC SAIL Power Company Pvt. Limited (NSPCL): A 50:50 joint venture between Steel Authority of India Ltd (SAIL) and National Thermal Power Corporation Ltd (NTPC Ltd); manages SAIL’s captive power plants at Rourkela, Durgapur and Bhilai with a combined capacity of 814 megawatts (MW).
Bokaro Power Supply Company Pvt. Limited (BPSCL) : This 50:50 joint venture between SAIL and the Damodar Valley Corporation (DVC) is managing the 302-MW power generating station and 660 tonnes per hour steam generation facilities at Bokaro Steel Plant.
Mjunction Services Limited: A 50:50 joint venture between SAIL and Tata Steel; promotes e-commerce activities in steel and related areas. Its newly added services include e-assets sales, events & conferences, coal sales & logistics, publications, etc.
SAIL-Bansal Service Centre Limited: A joint venture with BMW Industries Ltd. on 40:60 basis for a service centre at Bokaro with the objective of adding value to steel.
Bhilai JP Cement Limited : A joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.2 million tonne (MT) slag-based cement plant at Bhilai.
Bokaro JP Cement Limited : Another joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.1 MT slag-based cement plant at Bokaro.
13
SAIL & MOIL Ferro Alloys (Pvt.) Limited : A joint venture company with Manganese Ore (India) Ltd on 50:50 basis to produce ferro-manganese and silico-manganese required in production of steel.
S & T Mining Company Pvt. Limited: A 50:50 joint venture company with Tata Steel for joint acquisition & development of mineral deposits; carrying out mining of minerals including exploration, development, mining and beneficiation of identified coking coal blocks.
International Coal Ventures Private Limited : A joint venture company/SPV promoted by five central PSUs, viz. SAIL, CIL, RINL, NMDC and NTPC (with respectively 28.7%, 28.7%, 14.3%, 14.3% and 14.3% shareholding) aiming to acquire stake in coal mines/blocks/companies overseas for securing coking and thermal coal supplies.
SAIL SCI Shipping Pvt. Limited : A 50:50 joint venture with Shipping Corporation of India for provision of various shipping and related services to SAIL for importing of coking coal and other bulk materials and other shipping-related business.
SAIL RITES Bengal Wagon Industry Pvt. Limited : A 50:50 joint venture with RITES to manufacture, sell, market, distribute and export railway wagons, including high-end specialised wagons, wagon prototypes, fabricated components/parts of railway vehicles, rehabilitation of industrial locomotives, etc., for the domestic market.
SAIL SCL Limited : A 50:50 JV with Government of Kerala where SAIL has management control to revive the existing facilities at Steel Complex Ltd, Calicut and also to set up, develop and manage a TMT rolling mill of 65,000 MT capacity along with balancing facilities and auxilliaries.
14
BACKGROUND OF THE COMPANY
The Precursor
SAIL traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialisaton of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January 19, 1954.
Expanding Horizon (1959-1973)
Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956, and ultimately to Ranchi in December 1959.
The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro.The second phase of Bhilai Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.
Holding Company
The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing industry. The policy statement was presented to the Parliament on December 2, 1972. On this basis the concept of creating a holding company to manage inputs and outputs under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, was made responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was restructured as an operating company.
Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial development of the country. Besides, it has immensely contributed to the development of technical and managerial expertise.
15
Shareholding Pattern Of SAIL
SHAREHOLDING PATTERN ( % of Equity)
SHARE HOLDING PATTERNAS ON 31ST MARCH ' 2009
Category of Shareholders No. of EquityShares Held
No. ofHolders
Amount(Rs. in Crs)
Percentage(%) holding
GOI 3,544,690,282 1 3544.69 85.82Financial Institutions & Banks 282,567,661 89 282.57 6.84
Mutual Funds 31,391,984 77 31.39 0.76FII's 155,491,955 244 155.49 3.76GDR 643,345 2 0.64 0.02
Companies/ Trusts 28,718,088 3,563 28.72 0.70Individuals * 86,897,230 354,606 86.90 2.10
* Incl. Employees and NRI'sTotal 4,130,400,545 358,582 4,130 100
16
SWOT Analysis of The IndustryThe strengths, weakness, opportunities and threats for the Indian steel industry have been tabulated below. The national steel policy lays down the broad roadmap to deal with all of them.
STRENGTHS
Availability of abondon Iron Ore
Abondance of quality manpower
Mature production base
High maintenance of plants
WEAKNESS
Unscientific mining
Low productivity
Low R&D Investment
Inadequate infrastructures
High cost of debt
OPPORTUNITIES
Unexplored rural market
Growing domestic demand
Exports
THREATS
China Becoming Net Exporter
Protectionism in the West
Dumping by competitors
17
Corporate plan 2012
Corporate plan 2012 provides directional guidelines and sets operational and financial objectives. As harmonizing the functional and operational goal is essential for attaining the strategic objectives set in plan, it is incumbent upon SAIL to capitalize on emerging opportunities and improve further its responsibility and market position by building a truly competitive organisation at a global level. It is designed as a two stage process- stage I with a perspective from present i.e.(2004-2007) and stage -2 covering the subsequent period up to 2011-2012.
In the two phase process the phase-1up to 2006-2007, the emphasis will be on exploiting existing production potential. A list of “priority schemes” has already been identified for completion by 2006-2007. These are broadly in nature of de-bottlenecking, replacement/revamping schemes, and balancing facilities, viz – rebuilding of COBs at RSP,BSP, and BSL; reconstruction of Blast Furnaces at RSP and BSP; installation of CDI in all steel plants; installation of new casters at BSP & DSP etc. The total expenditure during this phase will be around Rs.4300 crore. The major expansion plans of introducing new Blast Furnance at RSP, new SMS at BSP and a new mills at all the ISPs will be taken up in the phase-II of the Corporate Plan.
18
The envisaged growth in volumes are planned to be achieved by-
Realization of full potential of existing assets
De-bottlenecking
Linked facilities for value addition
Capacity enhanced in growth segments
The key strategic goals for SAIL defined in Corporate Plan 2012 are:
To continue in the business of steel and steel related activities.
To enhance market share in growth segments.
To improve profits by cost reduction (raw materials, salary and wages, energy, and financial charges) and high value added products.
To achieve excellence in quality across the value chain.
To secure availability of key raw materials, and alleviate infrastructure bottlenecks which may constraint long term growth.
To build customer centric-processes, systems, structure and procedures.
Determine Recruitment and Selection needsHumanResource Planning
Job Analysis
HR Planning is the process (including forecasting, developing and controlling) by which a firm ensures that it has the right number of people and the right kind of people at the right time doing work for which they are economically most useful.Job analysis may be understood as a process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification.
20
CONCEPT – RECRUITMENT
RECRUITMENT–Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.
Recruitment is an important part of an organization’s human resource planning and
their competitive strength. HRP helps determine the number and type of people an
organization needs. Job Analysis and Job Design specify the tasks and duties of jobs
and the qualifications expected from prospective jobholders.
Recruitment is a process of finding and attracting capable applicants for employment. The
process begins when new recruits are sought and ends when their applications are submitted.
The result is a pool of applications from which new employees are selected.
21
Job Description: Job description is a simple, concisely written statement explaining the contents and essential needs of a job and a summary of the duties to be performed. It gives a precise picture of features of each job in terms of task contents and occupational requirements.
Job Specification : Job specification is a statement of the minimum acceptable
human qualities necessary to perform a job satisfactorily. It translate the job
description into terms of the human qualifications which are required for a
successful performance of a job.
FEATURES
Recruitment is a process or a series of activities rather than a single act or event.
Recruitment is a linking activity as it brings together those with jobs (Recruiter) and those seeking jobs (prospective employees).
Recruitment is a positive function as it seeks to develop a pool of eligible persons from which most suitable ones can be selected.
Recruitment is an important function as it makes it possible to acquire the number and type of persons necessary for continued function of the organization.
Recruitment is a pervasive function.
Recruitment is a two way process-recruiter chooses whom to recruit, prospective employee chooses where to apply
Recruitment is a complex job as many factors affect it, e.g. image of the organization, nature of jobs offered, organizational policies etc.
22
RECRUITMENT NEEDS ARE OF THREE TYPES
Planned:
i.e. the needs arising from changes in organization and retirement policy.
Anticipated:
Anticipated needs are those movements in personnel, which an organization
can predict by studying trends in internal and external environment.
Unexpected:
Resignation, deaths, accidents, illness give rise to unexpected needs.
PURPOSE AND IMPORTANCE OF RECRUITMENT
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for
the organization.
Determine present and future requirements of the organization in conjunction
with its personnel planning and job analysis activities.
Recruitment is the process which links the employers with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of
visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will
leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition
of its workforce.
Begin identifying and preparing potential job applicants who will be
appropriate candidates.
Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants.
PersonnelPlanning
JobAnalysis
EmployeeRequisition
Searching Activation “Selling” - Message - Media
Recruitment Planning - Numbers - Types
Strategy Development - Where - How - When
JobVacancies
ApplicantPopulation
ApplicantPool
Potential Hires
Evaluation And Control
Screening
To Selection
23
RECRUITMENT PROCESS
Recruitment process involves a systematic procedure from sourcing the candidates
to arranging and conducting the interviews and requires many resources and time.
A general recruitment process is as follows:
1) Identify vacancy
2) Prepare job description and person specification
3) Advertising the vacancy
4) Managing the response
5) Short-listing
6) Arrange interviews
7) Conducting interview and decision making
Recruitment Process
RECRUITMENT
Internal Factors
Recruitment PolicyHRP
Size of the firmCost
Growth and Expansion
External Factors
Supply and demandUnemployment rate
Labor marketPolitical- Social
Image
Internal Sources
TransfersPromotionsUpgradingDemotion
Retired EmployeesRetrenched Employees
Dependents and relatives of deceased employees
External Sources
Press AdvertisementEducational Institutes
Placement Agencies / OutsourcingEmployment Exchanges
Labor ContractorsUnsolicited applications
Employee ReferralsRecruitment at factory gate
SOURCES OF RECRUITMENT
24
FACTORS AFFECTING RECRUITMENT
Recruitment is naturally subject to influence of several factors. These include
external as well internal forces.
SOURCES OF RECRUITMENT
Every organization has the option of choosing the candidates for its recruitment
processes from TWO kinds of sources: internal and external sources.
The sources within the organization itself to fill a position are known as the
INTERNAL SOURCES of recruitment.
Recruitment candidates from all the other sources are known as the EXTERNAL
SOURCES of recruitment.
25
COMPARATIVE ADVANTAGES AND DISADVANTAGES OF RECRUITMENT SOURCES
Advantages Disadvantages
INTERNAL RECRUITMENT
1.
It is less costly.It perpetuates the old concept of doing things.
2.
Candidates are already oriented towards organization.
It abets raiding.
3.
Organizations have better knowledge about the internal candidates.
Candidate’s current work may be affected.
4.
Enhancement of employee morale and motivation.
Politics play greater role.
5.
Good performance is rewarded. Morale problem for those not promoted.
EXTERNAL RECRUITMENT
1.
Benefits of new skills, new talents and new experiences to organizations.
Better morale and motivation associated with internal recruiting is denied to the organization.
2.
Compliance with reservation policy becomes easy.
It is costly.
3.
Scope for resentment, jealousies and heartburn are avoided.
Chances of creeping in false positive and false negative errors.
4.
It could help in injection of fresh blood.Adjustment of new employees to the organizational culture takes longer time.
26
RECENT TRENDS IN RECRUITMENT
The following trends are being seen in recruitment:
Outsourcing
In India, the HR processes are being outsourced from more than a decade now. A
company may draw required personnel from outsourcing firms. The outsourcing
firms help the organization by the initial screening of the candidates according to
the needs of the organization and creating a suitable pool of talent for the final
selection by the organization. Outsourcing firms develop their human resource
pool by employing people for them and make available personnel to various
companies as per their needs. In turn, the outsourcing firms or the intermediaries
charge the organizations for their services.
Poaching / Raiding
“Buying talent” (rather than developing it) is the latest mantra being followed by
the organizations today. Poaching means employing a competent and experienced
person already working with another reputed company in the same or different
industry; the organization might be a competitor in the industry.
E-Recruitment
Many big organizations use Internet as a source of recruitment. E- recruitment is
the use of technology to assist the recruitment process. They advertise job
vacancies through worldwide web. The job seekers send their applications or
curriculum vitae i.e. CV through e mail using the Internet.
27
CONCEPT - SELECTION
Once the recruiting effort has developed a pool of candidates, the next step in the
HRM process is to determine who is best qualified for the job. This step is called
the selection process. The enterprise decides whether to make a job offer and how
attractive the offer should be. The job candidate decides whether the enterprise
and the job offer fit his or her needs and personal goals. The process also seeks to
predict which applicants will be successful if hired. Success, in this case, means
performing well on the criteria the enterprise uses to evaluate employees.
OUTCOMES OF THE SELECTION DECISION
Correct Selection Decisions are those where the candidate was predicted to be
successful in advance and prove to be successful on the job. At times the applicant
is predicted to be unsuccessful and, as expected, performs unsatisfactorily after
getting selected. While in the first case, the worker is successfully accepted; in the
later the worker is successfully rejected.
It is the process of differentiating between applicants in order to identify and hire
those with a greater likelihood of success in a job.Jo
b Pe
rfor
man
ce
Selection Decision
Accept Reject
Succ
essf
ul
Correct Decision Reject Error
Uns
ucce
ssfu
l
Accept Error Correct Decision
28
Errors arise when we reject a candidate who would have performed successfully on
the job. This is termed as reject error. In certain situations a worker is accepted
ultimately and performs unsatisfactorily. This is called accept error.
SELECTION PROCESS
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment.
SELECTION PROCESS
29
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
Difference between Recruitment and Selection
S.No. Recruitment Selection
1
Recruitment is the process of
searching the candidates for
employment and stimulating them to
apply for jobs in the organization.
Selection involves the series of steps
by which the candidates are screened
for choosing the most suitable persons
for vacant posts.
2
The basic purpose of recruitments is
to create a talent pool of candidates
to enable the selection of best
candidates for the organization, by
attracting more and more employees
to apply in the organization.
The basic purpose of selection process
is to choose the right candidate to fill
the various positions in the
organization.
3
Recruitment is a positive process i.e.
encouraging more and more
employees to apply.
Selection is a negative process as it
involves rejection of the unsuitable
candidates.
4
Recruitment is concerned with
tapping the sources of human
resources.
Selection is concerned with selecting
the most suitable candidate through
various interviews and tests.
5There is no contract of recruitment
established in recruitment.
Selection results in a contract of
service between the employer and the
selected employee.
30
HUMAN RESOURCE DEVELOPMENT
Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Adam Smith states, “The capacities of individuals depended on their access to education” . The same statement applies to organizations themselves, but it requires a much broader field to cover both areas.
Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.
ROLE OF HRD IN SAIL
FACILITATION
Nurturing the future
Strategic interventions for organisational growth
FUNCTIONAL
Identifying skill gap
Designing training interventions
Internal consultant
Management research, publication and documentation
Develop the HRD function
HR DEPARTMENT
Recruitment And
Selection
Training And
Development
MIS And Compensation E-Relations
31
HRD AT SAIL
STRUCTURE OF HR DEPARTMENT:
RECRUITMENT POLICY
Recruitment policy of SAIL consists of
Objectives
Scope
Sources of recruitment
Recruitment plan
Job specifications
Requisitions
Mode of selection
Selection committee
32
Final selection
RECRUITMENT STRATEGY
Recruitment strategies of the companies are:
At least 50% of the vacancies occurring during a year at induction level/grades are filled up through direct recruitment from external sources.
Recruitment of executives from external sources will be made through open advertisement in the press.
Higher managerial grades/positions such as ASSISTANT MANAGER, MANAGER, SENIOR MANAGER, AGM DGM GM DP AND EXECUTIVE MANAGER are done through Direct Recruitment.
Direct recruitment to the following will be centralised and done on all India level basis at the Corporate Office for the entire company including its Plants/Units .i.e.
ASST.GENERAL MANAGER, DYP.GENERAL MANAGER,GENERAL MANAGER ,EXECUTIVE MANAGER.
MANAGEMENT TRAINEES (TECHNICAL AND ADMN.)
JUNIOR MANAGER
RECRUITMENT SOURCES OF SAIL
33
INTERNAL SOURCES:-
1. PROMOTIONS:-Sail promotes the employees from one department to another with more benefits and greater responsibility based on efficiency and experience.
2. EMPLOYEE REFERRALS:- Sail has structured system where the current employees of the organization refer their friends and relatives for some position in the organization.
EXTERNAL SOURCES:-
1.PRESS ADVERTISEMENTS:- Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment.
2.E-RECRUITMENT:- Sail uses Internet as a source of recruitment. E- Recruitment is the use of technology to assist the recruitment process
SKILL SETS REQUIREMENT
As the organization grows the need for professionalism in the organization
increases and so does the pay package.
The requirements have changed in terms of:
Role
Profile
Traits
Even the HR department focus on two areas:
1. Strategic policies planning and implementation
2. Activities to make the work of the people in the organization interesting.
HR AND ADMIN
HR Head
HR and Admin Manager
Sr. HR Executive
Sr. Purchase Executive
HR Executive
Admin Executive
Managerial Positions
Sr. Level Positions
Jr. Level Positions
Store Executive
Front DeskExecutive
34
There is a personalized position created for each and every individual from the top
to the lowest level in the organization.
In SAIL HR Department can be categorized according to the personalized
positions :-
RECRUITMENTS FOR MANAGERIAL POSITIONS IN SAIL
35
Recruitment for managerial positions is done through interview & written test .
ELIGIBILITY:-
The educational qualification, experience etc
Their role in the organization in respect of their position, job responsibility, key
areas of performance.
The pay structure along with the various facilities offered by the company.
RECRUITMENTS FOR SENIOR AND JUNIOR LEVEL POSITIONS
Main sources of recruitment here are:
Newspaper Advertisements
Internal employee reference
Recruiting IT Management trainees
SELECTION PROCESS IN SAIL:-
SELECTION TESTS
This assist in determining how well an individual can perform tasks related of the job.
This assist in determining a person’s potential to learn in a given area.
This test is given to measure a prospective employee’s motivation to function in a particular working environment.
This test is used to measure an individual’s activity preferences.
This test reveals physical fitness of a candidate.
36
Initially HR specialists conduct the PRELIMINARY INTERVIEW to eliminate
unqualified job seekers based on the information supplied in their application
forms.
Then HR specialist conducts different types of SELECTION TESTS, depending on
the job to determine the applicant’s ability, aptitude and personality.
Ability Test
Aptitude Test
Personality Test
Interest Test
Medical Test
Then HR specialists conduct the EMPLOYMENT INTERVIEW.
TYPES OF EMPLOYMENT INTERVIEW
37
Candidate Interviewer
1 2
Candidate Interviewers Candidate Interviewers
2. Sequential Interview
1. One-to-one Interview
40
The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format. A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study.
The research methodology for the present study has been adopted to reflect
these realties and help reach the logical conclusion in an objective and scientific
manner.
The present study contemplated an Exploratory Research.
The appropriate research design formulated is detailed below.
RESEARCH DESIGN: Exploratory Research
A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational
pattern or framework of the project that stimulates what information is to be
collected from which source and by what procedure. On the basis of major purpose
of our investigation the EXPLORATORY RESEARCH was found to be most suitable.
This kind of research has the primary objective of development of insights into the
problem. It studies the main area where the problem lies and also tries to evaluate
some appropriate courses of action.
DATA COLLECTION SOURCES:
41
Primary data: The data that is collected first hand by someone specifically for the
purpose of facilitating the study is known as primary data. So in this research the
data is collected from respondents through QUESTIONNAIRE.
PRIMARY SOURCES
The data required for the study has been collected from-
QUESTIONNAIRE survey among the officials and employees of SAlL.
PERSONAL INTERVIEWS with the company representatives regarding
recruitment and selection practices in organization.
Advantages of the Primary data collection method
1 Primary data can be collected from a number of ways.
2Primary data is current and it can better give a realistic view to the researcher about the topic under consideration. It provides unbiased information.
3 It is relatively cheap and no prior arrangements are required.
Secondary data: Secondary data refer to information gathered by someone other
than the researcher conducting the current study. Such data can be internal or
external to the organization and accessed through the Internet or perusal of
recorded or published information.
42
Secondary sources of data provide a lot of information for research and problem
solving. Such data are as we have seen mostly qualitative in nature.
SECONDARY SOURCES:
The secondary data has been collected from:
Internet, websites
Organizational Reports
Case Studies
Business magazines
Books
Journals on e-learning Industry.
Advantages to the secondary data collection method
1 It saves time that would otherwise be spent collecting data.
2It provides a larger database (usually) than what would be possible to collect on ones own.
43
SAMPLING METHOD
Survey was done by QUESTIONNAIRE method.
SAMPLE AREA
Delhi
SAMPLE UNIT
Officials and employees of SAIL
45
1) Is there a well defined Recruitment Policy in your organization?
S.No. Options No.
1Strongly Agree 10
2Moderately Agree 9
3 Disagree 14 Can't Say 0
CONCLUSION
An organization must have a well-defined recruitment policy corresponding to the company and vacancy requirements. Existing employees can give a fair feedback on the suitability of the policy. 50% employees feel that the organization’s recruitment policy is stronge & well defined. And 45% employee feel that the organization recruitment policy is moderately agree . Majority of employees feels that policy is well defined which is a great morale victory on the part of management.
Q2) Principle of right man on the right job is strictly followed/a detailed job-
analysis is done prior recruitment?
S.No. Options No.
46
1 Strongly Agree 9
2Moderately Agree 10
3 Disagree 14 Can't Say 0
CONCLUSION
Job Analysis is the process of studying and collecting information relating to the
operations and responsibilities of a specific job. The immediate products of this
analysis are job descriptions and job specifications. Recruitment needs to be
preceded by job analysis. The objective of employee hiring is to match the right
people with the right jobs. The objective is too difficult to achieve without having
adequate job information.
Responding to detail job analysis prior recruitment, 45 % employees say that the
principle of right man on the right job is strictly followed prior to recruitment.
Job Analysis is useful for overall management of all personnel activities. In present
scenario company should focus on job analysis as around 5% employees believes
that detailed job analysis is not being done prior recruitment which in future
affects performance of new recruit.
Q3) Do you think the need for manpower planning is given due consideration in
your organization and the manpower requirement is identified well in advance?
S.No. Options No.1 Strongly Agree 4
2Moderately Agree 8
3 Disagree 24 Can't Say 1
47
CONCLUSION
Human Resource Planning is understood as the process of forecasting an
organization’s future demand for, and supply of, the right type of people in the
right number.
27% say that manpower planning is given due importance and manpower
requirement is identified in advance. 13% employees disagree. They think that no
due consideration is given to manpower planning in advance.
(Q4) Which internal source of recruitment is followed by the company and given
more priority?
S.No. Options No.
1Internal Promotion 11
2Employee Referral 0
3 Transfer 14 Job Posting 3
48
CONCLUSION
Internal Recruitment seeks applicants for positions from those who are currently employed. Responding to above asked question, 73% employees tell that company
prefers internal promotion as internal source of recruitments. And rest 20% say
that Job posting is preferred. Majority of employees actually thinks that internal
promotion is given priority and followed by company as internal source of
recruitment.
Q5) Which external source of recruitment is followed by the company and given
more priority?
S.No. Options No.
1 Advertisement 132 Online Job Portals 03 Consultancy 1
4Employment Exchange 1
49
CONCLUSION
External Sources of recruitment lie outside the organization
87% employees think that Advertisement source is given more priority and 7%
employees tell that consultancy is preferred .
50
Q6) Which source of recruitment is relied upon when immediate requirement
arises?
S.No. Options No.1 Internal 92 External 6
CONCLUSION
Every organization has the option of choosing the candidates for its recruitment
processes from two kinds of sources: internal and external sources.
Responding to recruitment source question, almost all the employees tell that
internal sources are relied upon when there is any immediate manpower
requirement in company.
Analysis clearly represents that 80% say that internal sources are better to be
opted for immediate opening in organization as company can have sufficient
knowledge about the candidate and it is less costly.
51
Q7) Do you think succession planning is done in advance in your organization?
CONCLUSION
Succession Planning is the process of identifying, developing, and tracking key
individuals so that they may eventually assume top-level positions.
In respond to Succession Planning question, almost 27% employees actually
believe that no succession planning is done in advance in organization.
Only 33% employees think that succession planning is done in advance.
S.No. Options No.1 Strongly Agree 5
2Moderately Agree 4
3 Disagree 44 Can't say 2
52
Q8) The sorting of candidate applications is done by some pre set criteria?
CONCLUSION
Majority of employees, 40% believe that there is some pre-set criteria according to
which sorting of candidate application is done. 7% feel that sorting is not done by
any pre set criteria. Rest 13% can’t say about it.
S.No. Options No.1 Strongly Agree 6
2Moderately Agree 6
3 Disagree 14 Can't say 2
53
Q9) Which are the parameters on which candidates are evaluated (give ratings out
of 10)?
CONCLUSION
Responding to this question, 22% weightage is given to experience first then
second most weighted parameter is skills then process knowledge and aptitude
and lastly attainments are considered.
Above analysis represents that employees believe that experience and skills are
mostly preferred parameter for evaluating candidates.
S.No. Options No.1 Intelligence 42 Aptitude 43 Skills 5
4Experienced 10
54
Q10) To identify the employee’s capabilities and aptitude, psychological testing is done. Do you think it is a useful technique?
CONCLUSION
Responding to this question, there is approximately same percentage of opposite
opinion of employees regarding psychological testing.
56% of employees believe that to identify employee’s capabilities and aptitude,
psychological testing is done and 6% think that no psychological testing is carried
out. 6% employees can’t give opinion on asked question.
Q11) What type of interview is taken while selection?
S.No. Options No.1 Strongly Agree 9
2Moderately Agree 5
3 Disagree 14 Can't say 1
55
CONCLUSION
The PATTERNED INTERVIEW format has, a structure to it. There is a set of pre-
determined questions that will be asked from each candidate for a position. The
STRESS INTERVIEW is the interview in which the interviewers try to 'discomfort' the
candidates in various ways and observe how they react to various difficult
situations. An IN-DEPTH INTERVIEW is a qualitative research technique that allows
person to person discussion. It can lead to increased insight into people's
thoughts, feelings, and behavior on important issues. This type of interview is
often unstructured.
Responding to the type of interview 53% employees think that patterned
interviews are generally taken. 33% employees have the opinion that depth
interviews are often used. Rest believes that stress or any other type of interview is
being taken.
S.No. Options No.1 Patterned 82 Stressed 23 Depth 54 Others 0
56
Q12) The view of the concerned department head is given special attention while
selecting the employee of the department?
CONCLUSION
Above analysis clearly shows that almost all the employees believe that the views
of concerned department head is given special attention while selecting the
employee of the department.
Only 40% employees agree for giving due consideration to concernd departmental
head opinion.
S.No. Options No.1 Strongly Agree 6
2Moderately Agree 8
3 Disagree 04 Can't say 1
57
Q13) Is the physical examination necessary after final interviews?
CONCLUSION
Most of the employees think that physical examination is necessary after final
interview.
27% employees feels that it is not so important and rest 60% employees feel that physical examination is important .
Q14) What is the weightage given to the following (out of 100%)?
S.No. Options No.1 Strongly Agree 9
2Moderately Agree 2
3 Disagree 44 Can't say 0
58
CONCLUSION
Responding to this question, maximum weightage is given to Written Test. Group
Discussion is given the least weightage among the three available options.
Q15) Is Induction as well as a training program conducted after joining of employees?
S.No. Options No.1 Written Test 55
2Group Discussion 15
3 Final Interview 30
59
CONCLUSION
Induction is planned introduction of employees to their jobs, their co-workers and
the organization.
Almost all the employees admit that induction as well as training program is
conducted after joining of employees. It is healthy sign for any organization.
7% employees tell that no orientation programme is conducted in company for
new joinees.
Q16) Do you think the present selection process is feasible for selecting the
employees?
S.No. Options No.1 Yes 142 No 1
60
CONCLUSION
Selection is a long process, commencing from the preliminary interview of the
applicants and ending with the contract of employment.
Responding to selection process, 7% employees think that the present selection
process is not feasible for selecting the employees. 40% employees believe that
there exists a feasible and adaptable selection procedure in company.
S.No. Options No.1 Strongly Agree 6
2Moderately Agree 8
3 Disagree 14 Can't say 0
62
FINDINGS
Internal Promotions and Job Portals are mostly used recruitment source.
Written test is given weightage during selection process.
To some extent company has pre set-criteria for sorting the candidate’s
applications.
Concerned departmental head is given special attention while selecting a
candidate of the department.
Employees are in the favor of physical examination and reference check after
selection of candidate.
Orientation is given to new joinee, still employees are in favor of its
improvement.
Present selection process need improvement in terms of its procedure, tests
and interview type.
64
As the sample size was small, hence conclusions cannot be generalized.
Unwillingness and inability of respondents to provide information.
Due to time constraint in-depth study could not be carried out.
As the strength of the company is big, it was not possible to draw sample
from each and every department.
66
RECOMMENDATIONS
After analyzing the collected data, the following recommendations were made
to improve the present recruitment and selection scenario in the organization.
First of all the management should review their recruitment policy and look for
the areas of improvement for ensuring the best hiring.
Management should structure and systematically organize the entire
recruitment processes.
Recruitment management system should facilitate faster, unbiased, accurate
and reliable processing of applications from various applications.
Recruitment management system should helps to reduce the time-per-hire and
cost-per-hire.
Recruitment management system should helps to incorporate and integrate
the various links like the application system on the official website of the company,
the unsolicited applications, outsourcing recruitment, the final decision making to
the main recruitment process.
Recruitment management system should maintain an automated active
database of the applicants facilitating the talent management and increasing the
efficiency of the recruitment processes.
67
Recruitment management system should provides and a flexible, automated
and interactive interface between the online application system, the recruitment
department of the company and the job seeker.
Management should offers tolls and support to enhance productivity, solutions
and optimizing the recruitment processes to ensure improved ROI.
Recruitment management system should helps to communicate and create
healthy relationships with the candidates through the entire recruitment process.
Management should follow a systematic process for HR Planning.
Present employee should be encouraged to refer their friends and relatives.
This source is usually one of the most effective methods of recruiting because many
qualified people are reached at a very low cost to the company. And referred
individuals are likely to be similar in type to those who are already working for the
company. Management can propose a scheme for EMPLOYEE REFERING.
Internal Promotions should be done on regular basis during specified time-
period.
All selection tests i.e. Ability tests, Aptitude tests, Personality tests, Interest
tests, written tests, should be given equal weightage during selection process.
Salary structure should be in match with company’s same level present
employee and market value.
68
Physical examination and reference check should be given due consideration
after selecting a candidate.
Induction should be properly done for selected candidate. The idea is to make
the new selected employee feel at home in the new environment.
Effectiveness of the selection process should evaluate on regular basis for
ensuring availability of competent and committed personnel. In order to do so, a
periodic audit can be done.
70
CONCLUSION
Every company looks for an employee, who can work effectively. They are in
search of a person who has the maximum skills required for the job. After
selecting the right person, the company’s main aim is to place that person at the
right job. The main strength of any company is its employees. Effective workers
are the best route to success. For this reason, company's strives to attract and
hire the best, and to provide the best place to work.
Some of the biggest and most constant challenges that plague organization is
people related because they don’t place more emphasis on getting the recruitment
process right. If they get the right person in the right job at the right time, bottom-
line and many other business benefits are immediate, tangible and significant. If
they get the wrong person in the wrong job, then productivity, culture and
retention rates can all take a hit in a big way.
Steel Authority Of Indias Limited has competent and committed workforce, still
there are scope for more improvements. To ensure that company recruits the right
people, it has to identify essential skills and behaviors that applicants should
demonstrate. For each position there should be a job description outlining typical
duties and responsibilities and a person specification defining personal skills and
competences. The emphasis should be on matching the needs of the company to
the needs of the applicants. This would minimize employee turnover and enhance
satisfaction.
It is important for the company to have a clear and concise recruitment policy in
place, which can be executed effectively to recruit the best talent pool for the
selection of the right candidate at the right place quickly. Creating a suitable
71
recruitment policy is the first step in the efficient hiring process. A clear and concise
recruitment policy helps ensure a sound recruitment process.
Management should structure and systematically organize the entire recruitment
processes. It should Offers tolls and support to enhance productivity, solutions and
optimizing the recruitment processes to ensure improved ROI. The Recruitment
Management System (RMS) should be such that it helps to save the time and costs
of the HR recruiters in company and improving the recruitment processes.
72
“BIBLIOGRAPHY”
BIBIOLOGRAPGY
BOOKS REFERRED
Human Resource and Personnel Management, K. Aswathappa,
Human Resource Management , Khanka
73
WEBSITES REFERRED
www.mbdalchemie.com
www.google.com
www.recruitment.naukrihub.com
www.citehr.com
www.hrmguide.co.uk
www.oneclickhr.com
www.wikipedia.com
OFFICIAL
SAIL employee information handbook