‘selection & recruitment ’

8/9/2019 Selection & Recruitment

1/95

SUMMER TRAINING REPORTOn

SELECTION & RECRUITMENT at

TRACO CABLE COMPANY, THIRUVALLA

Submitted in partial fulfillment of the requirements for the award of

2 year full-time PGDM programme at Accurate Business SchoolGreater !oida

Under the Gudan!e "#$ Su%tted %'$

SMITA SONA SHI(I M ABRAHAMR"))* N"$ +M -.-/

1


2/95

DECLARATION

I SHIJI M ABRAHAM hereby declare that the project report entitled

RECRUITMENT & SELECTION PROCESS AT TRACO CABLE COMPANY

Submitted in partial fulfillment of the requirements for the degree of PGDM to Accurate

business school Greater !oida is my original "or# and not submitted for the a"ard of any

other degree diploma fello"ship or any other similar title or pri$es% I "ould li#e to category

mention that all the information that ha&e been collected analy$ed and #no"n for the project

is entirely authentic possession of mine

S'I(I M A)*A'AM

Date+

,


3/95

ACKNOWLEDGEMENT

I "ould li#e to e-press my profound gratitude to my research guide Ms Smita sona ofPGDM department A../*A0 )/SI!SS S.'223 G*A0* !2IDA of her &aluable

guidance 4 encouragement in completing this "or#%

I e-press my sincere gratitude to the senior manager for granting permission to do the project

"or# at 0*A.2 .A)3 .2MPA!5%

At the outlet I besto" my sincere than#s to Mr% *%S S*!I6AS Manager P4A for the

guidance to achie&e the goal of selection 4 recruitment study%

I am grateful to Ms 3e#shmi !air officer P4A for gi&ing me her &aluable assistance at

e&ery stage of my study%

I shall e-press my deepest gratitude to the other member of company for immense help 4

cooperation%

0'I*/6A33A S'I(I%M%A)*A'AM

Date

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4/95


5/95

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INTRODUCTION

TRACO CABLE COMPANY

0*A.2 .A)3 .2MPA!5 a premier Berala go&t% company

.ommenced operation in year 1@=; manufacturing high quality electric cables 4 "ires

technical collaboration "ith MS Belsey ngineering .ompany 3td .anada% since 0raco has

been in the forefront in meeting the needs of public sector underta#ing in India li#e *ail"ays

lectricity board of &arious states in the country and others for AA.A.S* Po"er 4

signaling cable%

0he company has t"o manufacturing di&ision one is one is po"er cable di&ision and other is

telephone cable di&ision% 0he po"er cable di&ision commissioned in 1@=< has facilities for

manufactured P6. insulated armoured and unarmoured hea&y duty cable up to 11#& "ith

copperaluminium conductors% All these type of cables are used for electrical transmission

and distribution system%

0*A.2 has recei&ed an industrial license number .337;@E?F dated on !o&ember 1@?

from go&t of India under the industrial de&elopment act 1@


9/95

1.1 WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT

An organi$ation is nothing "ithout human resources% 8hat is I)M "ithout its employees

Same is in a hotel industry% It is totally based on managing people or manpo"er in an

efficient "ay%

8hen "e thin# about the million of organi$ation that pro&ide us "ith goods and

ser&ices any one of more of "hich "ill employ us during our lifetime often do "e

e-plicitly consider that these organi$ation depend on people to ma#e them operate It is only

under unusual circumstances such as "hen cler#s go on stri#e at our local supermar#et or

the teacherHs "al#out from our schools colleges or employees "or#ing in a hotel industry

that "e recogni$e the important role play in ma#ing organi$ation "or#%

0here are some :uestion "hich is listed do"n in order to #no" ho" important '*M is+

'o" did these people come to be employees in an organi$ation

'o" "ere they found and selected

8hy do they come to "or# on a regular basis

'o" do they #no" "hat to do on their jobs

'o" does management #no" if the employees are performing adequately If they are

not "hat can be done about it

8ill todayHs employees be prepared for the "or# the organi$ation "ill require of them in

ten t"enty thirty years

@


10/95

1.2 Mn!e"ent+ It is the process of efficiently getting acti&ities completed "ith and

through other people% 0he management process includes the planning organi$ing leading

and controlling acti&ities that ta#e place to accomplish objecti&es%

8ith reference to our definition Goals are the acti&ities completedJ% 3imited resources are

implied in efficientlyJ% People are those in through other peopleJ%

#$%stgoals are necessary because acti&ities must be directed to"ard some end% 0here is

a considerable truth in the obser&ation that if you donHt #no" "here you are going any

road "ill ta#e you thereJ% 0he established goals may not so e-plicit but "here there are

no goals there may be a need for a ne" managers or no need for managers at all%

Seon' there are limited sources% conomic resources are scarce thereforeK the manager

is responsible for their allocation% 0his requires not only that manager be effecti&e in

achie&ing goals that are established but they be efficient in relating output to input% 0hey

must see# a gi&en output "ith a lo"er input that is no" being used or for a gi&en input

stri&e for a greater output% It again depends ho" much the manager #no"s about his

capacity and ho" he designs his planning structure and ho" efficiently he gi&es a better

picture and utili$es it accordingly%

Managers then are concerned "ith the attainment of goals "hich ma#es them effecti&e and

"ith the best allocation of scarce resources "hich ma#es them efficient%

0he need for t"o or more people is third and last requisite for management% It is "ith and

through people that managers perform their "or#%

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Managers are those "ho "or# "ith and through other people allocating scarce resources to

achie&e goals%

1.(HRM AND ITS #UNCTIONS

'uman resource management is concerned "ith the peopleJ dimensions in management%

Since e&ery organi$ation is made up of people acquiring their ser&ices de&eloping their

s#ills moti&ating them to high le&els of performance and ensuring that they continue to

maintain their commitment to the organi$ation are essential to achie&ing organi$ational

goals%

0o loo# '*M more specifically "e suggest that it is a process consisting of four functions+

A)st$on* De+e,o-"ent* Mot$+t$on n' M$ntenne o/ H)"n

Reso)%e.

1.(.1 AC0UISITION #UNCTION

0he acquisition function being "ith planning% *elati&e to human resource requirements "e

ne" to #no" "here "e are gi&ing and ho" "e are gi&ing to get these% 0his includes the

estimating demands and supplies of labour% Acquisition also includes the recruitment

selection and sociali$ation of employees%

1.(.2 DEELOPMENT #UNCTION

It can be seen along three dimensions% 0he first is e"-,oee t%$n$n! "hich emphasi$es s#ill

de&elopment and the changing of attitudes among "or#ers% 0he second is "n!e"ent

'e+e,o-"ent "hich concerns itself primarily "ith #no"ledge acquisition and the

enhancement of an e-ecuti&eHs conceptual ability% 0he third is career'e+e,o-"ent "hich is

the continual effort to match longterm indi&idual and organi$ational needs% It also has a

major functionK it prepares the employees to adopt change at any point of time% Since the

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12/95

scenario of the mar#et changes day by day it is &ery important for an organi$ation to #eep his

employees ready to face the change and accordingly change in order to adapt the change in

order to sustain in this competiti&e mar#et scenario%

1.(.( MANAGEMENT #UNCTION

0he final function is maintenance% In contrast to the moti&ation function "hich attempts to

stimulate performance the maintenance function is concerned "ith pro&iding those "or#ing

conditions that employees belie&e are necessary in order to maintain their commitment to the

organi$ation%

1.(.3 MOTIATION #UNCTION

0he moti&ation function begins "ith the recognition that indi&iduals are unique and that

moti&ation techniques must reflect the needs of each indi&idual% 8ithin the moti&ation

function alienation job satisfaction performance appraisal beha&ioral and structural

techniques for stimulating "or#er performance the importance of lin#ing regards to

performance compensation and benefits administration and ho" to handle problem

employees are rene"ed%

In recent years more emphasis "as gi&en on manpo"er because of the change in the society

attitude of an indi&idual etc% etc% In a study ASID i%e% the AM*I.A! S2.I05 92*

0*AI!I!G A!D D632PM!0 recogni$ed nine are of '*M%

, 0raining and De&elopment

7 2rgani$ation and De&elopment

; 2rgani$ation(ob Design

< 'uman *esource Planning

= Selection and Staffing

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> Personnel *esearch and Information Systems

? .ompensation)enefits

@ mployee Assistance

1 /nion3abour *elations

0he outputs of this model are+

11 :uality of 8or# 3ife

1, Producti&ity

17 *eadiness to .hange

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HRM MODEL

T%$n$n! n'

De+e,o-"ent

9ocus is on identifying

and assessing

Un$on4,5o)%

Re,t$on

9ocus+ Assessinghealthy

unionorgani$ation

relationship%

2rgani$ation

De&elopment

9ocus + assessinghealthy inter

relationship as bell

as intra

E"-,oee

Ass$stne #o)s +

Pro&iding personal

problem sol&ingcanceling to

indi&idual

employees

:uality of "or#life

Producti&ity

*eadiness to

change

O%!n$6t$on4Jo5

Des$!n.

9ocus + definingho" tas#s authority

and system "ill be

organi$ed

Co"-enst$on n'Bene/$t

9ocus + Assessingcompensation and

benefits

H)"n Reso)%eP,nn$n! 7

Determining the

origins major '*Mneeds strategies and

policies

Pe%sonne,

%ese%8 n'

$n/o%"t$on

sste"s

9ocus + assuring apersonnel

information base

Se,et$on n' St//$n! 7

9ocus + Matching peopleand their career needs

and capabilities "ith

join and career path

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9rom the abo&e introduction about 'uman *esource management it has been pretty clear

that ho" important is human resource and its allocation% Again it depends on human resource

planning% So the ne-t question "hich arises is "hat is 'uman *esource Planning

1.3 HUMAN RESOURCE PLANNING

It is one of the most important and essential programme of 'uman *esource Management%

'uman *esource Planning is the process by "hich an organi$ation ensures that it has right

number of people right #ind of people at the right places at the right time capable of the

right places at the right time capable of effecti&ely and efficiently completing those tas#s

"hich "ill help the organi$ation to achie&e its o&erall objecti&es as "ell as goals% 'uman

*esource Planning then translation the organi$ationHs objecti&es and plans into the number

of "or#ers needed to meet those objecti&es% 8ithout clearcut planning estimation of

organi$ationHs human resource need is reduced to more guess"or#%

2f all the MSJ in management Ethe management of materials machines methods money

moti&e po"erF the most important is MJ for men or manpo"er% Manpo"er is a primary

resource "ithout "hich other resources li#e money machines materials can not be put to use%

&en in the age of computer and *obert it requires human resources to e-ecute it and plan

further impro&ement% It is the most &aluable asset of an organi$ation%

If people of poor caliber are hired nothing much can be accomplished and GrasismHs la"

"ill "or# the bad people "ill dri&e out the good car cause them to deteriorate%

2rgani$ation of men for managing a purpose is ageold e&en though this science of

management is yet in a de&eloping stage especially in de&eloping countries%

ffecti&e utili$ation of manpo"er resources is the #ey note of manpo"er management% &er

since the factory system production managers ha&e de&oted a great deal of time and effort to

the physical organi$ations of the industry% During the nineteenth .entury the a&erage

employer in their efforts to reduce costs centrali$ed their attention upon management of men

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16/95

and machines% Man management is basically concerned "ith ha&ing right type of people

a&ailable as and "hen required and impro&ing the performance of the e-isting people to

ma#e them more producti&e on their job%

*ecruitment forms the first stage in the process "hich continues "ith selection and ceases

"ith the placement of the candidates% It is the ne-t step in the procurement function the first

being the manpo"er planning% *ecruitment ma#es it possible to acquire the number and

types of people necessary to ensure the continued operation of the organi$ation% *ecruiting is

the disco&ering of potential applicants for actual or anticipated organi$ational &acancies% In

other "ords it is a lin#ing acti&ity bringing together those "ith jobs and those see#ing jobs%

ItHs purpose is to pa&e the "ay for the selection procedures by producing ideally the smallest

number of candidates "ho appear to be capable either of performing the required tas#s of the

job from the outset or of de&eloping the ability to do so "ithin a period of time acceptable to

the employing organi$ation% 0he smallest number of potentially suitable candidates can in

theory of course be any number% 0he main point that needs to be made about the recruitment

tas# is that the employing organi$ation should not "aste time and money e-amining the

credentials of people "hose qualification do not match the requirements of the job% A primary

tas# of the recruitment phase is to help "ould be applicants to decide "hether they are li#ely

to be suitable to fill the job &acancy% 0his is clearly in the interest of both the employing

organi$ation and the applicants%

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17/95

1.3.1 SCOPE O# THE STUDY 7

0he organi$ational study is conducted to ha&e practical #no"ledge about the &arious

functions4 acti&ities of an organi$ation% 0he study done in 0raco .able .ompany helped to

attain the aim of study%

1%;%, OBJECTIES O# STUDY

0he main objecti&es of organi$ational study are

aF 0o #no" the objecti&e 4 aims of the company%

bF 0o ascertain "hether the company is in profit or loss%

cF 0o #no" the acti&ities of the company%

dF0o #no" the duties 4 responsibilities of different officials in the

company%

eF 0o #no" more about products of the company%

fF 0o #no" more about customer relationship of the company%

gF 0o #no" about "elfare measures adopted by the company%

1.3.( SIGNI#ICANCE O# STUDY 7

0he academic curriculums pro&ide only an outline &ie" about theoretical aspect

of different type of companies %0he organi$ational study helps us to familiari$e "ith the

practical side of the organi$ational function% 0his study helps us to find real organi$ational

position apart from studies% 0o #no" the history of company%

1%;%; PURPOSE O# THE STUDY 7

0he objecti&e of the study is to analyses the actual recruitment process in 0*A.2 and to

e&aluate ho" far this process confirms to the purposes underlying the operational aspects of

the industry% 'o" far the process is accepted by it And "hat are the options of the family

members of the organi$ation 0he study on recruitment highlights the need of recruitment in

0*A.2 .A)3 .2MPA!5%

1>


18/95

1.3.9 LIMITATIONS7

1% 0he major limitation "as limited time period of study%

,% 0he time limit "as ;< days only%

7% 0he incon&enience of employees due to their busy schedule "as another major

obstacle%

;% 0he company "as not ready to gi&e "hole data because they need to maintain

secrecy of data "hich affected the study to great e-tent%


19/95

1.3.: METHODOLOGY 7

0he study is carried on in a proper planned and systematic manner% 0his methodology

includes

EiF 9amiliari$ation "ith the organi$ation%

EiiF 2bser&ation and collection of data%

EiiiF Analysis of data%

Ei&F .onclusion and suggestion based on analysis%

1.3.; HYPOTHESIS

0he organi$ation follo"s a systematic recruitment process "hich contributes to"ards

continuous flo" of production "ithout shortage or e-cess of labours%

1.3.< SAMPLING

0he study co&ers 1 e-ecuti&e , employees from different departments sections of

0*A.2 as sample in order to elicit rele&ant facts% Since it is not possible to approach each

and e&ery manpo"er of the organi$ation%

1.3.= UNIT O# STUDY7

An e-ecuti&e and a "or#er irrespecti&e of their position and placements in any of the

departments of the organi$ation is considered as unit of study%

1.3.1> SOURCES O# DATA COLLECTION7

0he primary as "ell as the secondary sources "as used for collection of data% In primary

source of data collection the inter&ie" schedule and questionnaire and opinion sur&ey "ere

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20/95

used and in secondary source of data collection rele&ant records boo#s diary and maga$ines

"ere used% 0hus the sources of data collection "ere as follo"s+

1.3.11 SOURCE O# DATA COLLECTION

PRIMARY SECONDARY

1% Inter&ie" schedule 1% Diary

,% :uestionnaire ,% )oo#s

7% 2pinion Sur&ey 7% 2ther records

;% Maga$ines

0he in&estigator used structural inter&ie" schedule questionnaire and opinion sur&ey for

collection of data from primary source% Inter&ie" schedules "ere used for "or#ers clerical

category and questionnaires "ere used for super&isory and e-ecuti&e cadre and opinion

sur&ey "as used to #no" the technology perceptions thoughts and reactions of the

e-ecuti&es employees"or#ers and trade union members of the organi$ation%

0he in&estigator used the secondary source li#e diary boo#s maga$ines and other rele&ant

records for collection of data to #no" about the industry as "ell as the respondents%

1.3.12 TABULATION* ANALYSIS AND INTERPRETATION7

After completion of data collection the editing of the responses go obtained "as done% 0his

edited data further codified and code boo# "as prepared% 2n the basis of these tables the

data "ere interpreted and analyses and conclusion "as dra"n%

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21/95

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22/95

TRACO CABLE COMPANY

0raco .able .ompany "as incorporated in year 1@=%0he total paid up is 1;@%, la#h of

"hich 1,>%1> la#h E?=%=LF are held by the go&t of Berala% 0his is go&t of Berala

underta#ing%

0he company has no" t"o manufacturing di&ision they are po"er cable 4 telephone cable

di&isions as first step to"ards di&ersification and e-pansion% 0raco commenced product of

paper insulated lead sheated polythene jac#eted copper telephone cables in 1@>; "ith

technical assistance from MS 'I!D/S0A! .A)3 30D% 0hese cables are used to

subscribe connection of telephones are generally laid underground in &ie" to enlarge

acti&ities%

0he po"er cable di&ision commissioned in1@=< has facilities for manufacture P6. insulated

armoured 4 unarmoured hea&y duty cables up to 11#& "ith copperaluminum conductors

P6. insulated "ires 4 fle-ible 4bare aluminum conductors%

It had recei&ed an industrial license no c#+7;@E?F dated ,@111@? from go&t of #erala

under I*DA in 1@


23/95

0he range consist of underground armoured 4 unarmoured jelly filled telephone cables Arial

cables 4 P6. cables besides AA. A.S* P28*.2!0*23 etc%

Superiority of 0raco .able .ompany in a result of better ho" combines "ith latest

sophisticated machinery 4 equipment employed in their manufacture% Gregarious quality

control is maintained at e&ery stage of manufacture "hich ensure only product better than

prescribed standard are allo"ed to go but to mar#et for quality 4 dependability%

2.1 OBJECTIE O# COMPANY

2bjecti&e of 0raco .able .ompany can be di&ide into t"o

Primary

Secondary

0he standard primary objecti&e of 0raco cable company as follo"s

.reate 4 distribute production or ser&ice

Profit for o"ner

Physic income

Pride in "or#

Security

*ecognition

Acceptance

0he secondary objecti&es are

conomy of operation in meeting primary objecti&e

,7


24/95

ffecti&eness of operation in meeting primary objecti&e

0he function of traco .able .ompany

Acceptance order from customer

Purchasing of ra" material

Manufacturing cables

Dispatching finished goods to customers

Departments of traco cable company

9inance department

Personal 4 Administrati&e department

'* department

:uality 4 Assurance department

Production 4 Maintenance department

Stores department

,;


25/95

2.2 #$,$t$es o/ T%o 5,e o"-n

0he plant comprise of total acre of 1?% It "as de&eloped by MS General cable%

0he po"er cable Di&ision commissioned in 1@=


26/95

ducation 4 training too% 0he collaboration of project ha&e underta#en to tracoHs

Personnel in production operation of machinery 4 equipment 4 in testing the

*a" materials 4 finished goods%

2.( PRODUCT PRO#ILE

Po"er cable "ith aluminium conductor

P6. insulated 4 sheated armoured unarmoured aluminum po"er cable

11&% Grade specification IS 1


27/95

energy conser&ation moment% All aluminium conductors mar#ed by

superior to A.S* are follo"s

'igh strength or "eight ratios ,1 to ,= L higher as compared to A.S*

reduction of tension is ,1 to ,7 L

'igh electrical conducti&ity conductor is =L 11L higher than A.S*

lo"er A. resistance 4 hence considerable decrease in line losses%

Great abrasion and creap resistance abrasion resistance of alloy is more

0han that of .G grade aluminium%

2.9 DEPARTMENT PRO#ILE

2.9.1 #INANCE

9inance manager is the head of finance dept %0he finance manager has

senior A. 4 system officers under him to assist in daily acti&ities%

9inance function is the most important of all business function% 0he need

2f money is continuous% 0he management should ha&e an idea of using

More profitability% It may easy to raise fund but it may difficult to repay

them the inflo" 4 outflo" of fund should be properly matched%

2.9.1.1 #UNCTIONS O# #INANCE DEPARTMENT

9inancial 4 budgetary control

Accounting of e-penditure on "or#

Dealing of budget estimated 4 financial statement

Payment of salary 4 other dues to employees

.osting of operation to facilitate cost control

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28/95

0he finance dept is responsible for #eeping of &arious financial A. of

company% It is headed by an officer "ho directly report to "or# manager%

0he clerical staff assist the officer requisitions for local purchase are

Passed to finance dept "hich pro&ide the finance thus dept does the

material requisition analysis%

2.9.1.2 SOURCE O# #UND

I!0*!A3 S2/*. A*

Share capital authori$ed capital of 1;>


29/95

'ouse rent allo"ance

8ashing allo"ance

arned lea&e encashment

Gross earning

DD/.0I2!

P9

*ent reco&ery

SI

GSI3

P3I

.anteen

Societies

2thers

AD6A!.S

School ad&ances

Salary allo"ances

6ehicle allo"ances

2ther allo"ances

0he o&erall monetary function of traco ltd are controlled 4 e-tinct by

9inance dept their dept efficiently deals "ith

8ages

P9

Sales ta-

S

.entral e-cise

.ash 4 ban# dealing

2.9.2 PERSONAL & ADMINISTRATION DEPARTMENT

In 0raco .able .ompany the personal 4 administration department ta#e

care of "hole man po"er employed in the company% An officer assist the

Manager%

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30/95

2.9.2.1 #UNCTIONS

839A* 9/!.0I2!

0he function of dept require pro&iding "elfare acti&ities such as

Subsidi$ed canteen facility uniform glo&es safety shoes transportation

9acility etc%

2.9.2.2 WAGES & SALARY ADMINISTRATION

0he "age system used in traco is time "age system% Punch card

method is used for time #eeping% 8or#ers are allo"ed to "or#

o&ertime "ith the prior consent from the respecti&e superior%

2.9.2.( PERSONAL #UNCTION

It include time #eeping 4 shift allocation of "or#ers %0he personal

dept does the allocation of shift timing% 0here are 7 shifts "ith 1

general shift% 0he general shift is from @am


31/95

2.9.2.9 INSURANCE SCHEME & ALLOWANCE

In the traco cable company there are different type of insurance 4 allo"ance%

0he main insurance scheme is SI Employees state insuranceF the other

insurance and national insurances medical claim accident claim etc%

,%


32/95

3abour are the needs of the company% 3abourers of traco .able .ompany play

an important role in production% .lassification of "or#ers in traco cable

company are

.AS/A3

.2!0*A.0

P*2)A0I2!*

P*MA!!0

S/)S0I0/0

0*AI!

0MP2*A*5

APP*!0I.S'IP

1F .AS/A3 82*B*K .asual "or#er is one "hose employee is of casual

nature% 0here are 1= casual "or#ers for loading 4 uploading the product%

,F .2!0*A.0 82*BMA!K

.ontract "or#man is one "ho is ta#en in the factory or office purely

on contract basis for not more than 7 years%

7F P*2)A0I2!*K

Probationer is one "ho is pro&isionally employed to fill a permanent

&acancy in past 4 "ho has not been confirmed in "riting%

;F P*MA!!0 82*BMA!K

7,


33/95

Is one "ho has been engaged on "or# of a permanent nature 4 "hose

appointment has been confirmed by an order in "riting by management%


34/95

0raining helps the employees of 0raco cable to familiari$e "ith the

production 4 other process of company%

,%


35/95

)F 26*0IM A3328A!.K

.ompany pro&ide rupees ; min to those employees "ho do o&ertime

.F .2!65A!. A3328A!.K

.ompany "ill ta#e ;L of employeeHs transportation charge

DF '*A

F A00!DA!. )2!/S

0he company pro&ide bonus to those employees "ho ha&e ,< days

attendance they "ill get 7 days salary as bonus%

839A* 9/!D

&ery employees shall be gi&en *s


36/95

*eporting

2.9.3 PRODUCTION DEPARTMENT

0he production dept is concerned "ith production 4A.S* 4 8eather

cables% 0he main ra" material used in production is aluminium

conductor @%


37/95

2.9.: 0UALITY ASSURANCE & CONTROL DEPARTMENT

.'.BI!G 29 *A8 MA0*IA3

:uality of aluminum should be analy$ed before entering into rod brea# do"n machine "ith

the help of brea#ing load machine 4 Bel&inHs bridge machine% :uality of steel is analy$ed

"ith the help of torshan testing 4 brea#ing load machine% 9inally quality dept should

analy$e quality of finished goods by diameter measurement for measuring lay strength they

fi- a carbon paper4 a paper of A.S* cables 4 dra" line%

2.9.; MARKETING DEPARTMENT

Mar#eting dept of 0raco cables 0hiru&alla is attached to its registered office

rna#ulum% 0raco has the monopoly mar#et in A.S* 4 "eather proof cables%

Mar#eting dept attend the requirement of all type of customers% 0he "holesale 4 retail

businesses are attend "ith indi&idual case in this department%

COMPETITORS

9I!23C .A)3 30D

D302! 30D

'I!D/S0A! 30D

7>


38/95

7?


39/95

CONCEPTUAL #RAME WORK O# RECRUITMENT PROCESS

'uman resource Management classically pertains to planningK recruitment selection

placement induction compensation maintenance de&elopment "elfare etc% of 'uman

*esources of any organi$ation to enable the organi$ation to meet its objecti&e "hile also

enabling the human resources to attain their indi&idual goals%

As is e&ident from the definition of the concept the entire theme re&ol&es centrally around

human resource and its role in enabling simultaneous satisfaction of indi&idual and

organi$ational goals% 0he immediate conclusion that follo"s from this is that the prime

mo&ers of the organi$ation are the indi&iduals% 0he process of bringing employees into the

folds of organi$ation is termed as recruitment and can be unambiguously treated as the

central pillar for foundation stone of the entire concept of human resource management%

It is easy to see "hy recruitment has accorded such a high position out of the &arious facets

of human resource management% 0he reason is simply that unless one has human resource in

the organi$ation "hom "ill the human resource managers manage or "hose energy "ill they

channeli$e producti&ely and usefully%

7@


40/95

Beeping this idea into mind these Projects is an attempt to study &arious options that are

a&ailable both theoretically as "ell as practically for an organi$ation to launch itself into the

tas# of recruitment%

0he entire report is di&ided into &arious subsections "hich appear in a chronology of e&ents

that are steps in the process%

(.1 DE#INITION

0he success of and organi$ation largely depends upon the 0eam of the s#illed and qualified

human resources "ho are chosen out of number of applicants for the job% It is the primary

duty of the '*D department to procure and maintain an adequate qualified "or#ing force of

&arious personnel necessary for manning the organi$ation%

Procurement function of personnel Department includes three major subfunctions EAF

*ecruitmentK E)F Selection+ and E.F Placement on the job%

*ecruitment is the positi&e process of employment% 0he process of *ecruitment is to identify

the prospecti&e employees attract encourage and stimulate them to apply for the job

Inter&ie" the eligible and select them for a particular job in the organi$ation%

*ecruitment is a process to disco&er the sources of manpo"er to meet the requirements of the

staffing schedule and to employ effecti&e measures for attracting selection of an efficient

"or#ing force%

(.2 OBJECTIES O# STUDY

;


41/95

0he objecti&e of organi$ational study are

1% 0o structure the *ecruitment policy of 0raco cable company for different categories ofemployees%

,% 0o analy$e the recruitment policy of the organi$ation%

7% 0o compare the *ecruitment policy "ith general policy%

(.( SCOPE O# RECRUITMENT

It e-tends to the "hole 2rgani$ation% It co&ers corporate office sites and "or#s appointments

all o&er India%

It co&ers "or#ers .lerical Staff 2fficers (r% Management Middle Management and Senior

Management cadres%

(.3 CATEGORICALLY CLASSI#ICATION O# EMPLOYEES O#

TRACO CABLE COMPANY

. A0G2*5 I All "or#men All Assistants EAccounts Stores 9ieldF cler# 0ypist.omputer 2perator%

.A0G2*5 II Accountant Store #eeper Super&isor up to the le&el of 2fficersDesigner P%A DP Programmer up to officer Admin% personnel

'*D officer%

.A0G2*5 III Management 0rainee Asst% ngineer ngineer Sr% ngineer Sr%Programmer Sr% 2fficer Asst% Manager Dy% Manager Manager Sr%

Manager 8or#s Superintendent%

.A0G2*5 I6 AGM DGM GM S*% G%M%

7%< 2*GA!ISA0I2! S0*/.0/* 29 0raco cableA brief introduction to D$+$s$on, 4 De-%t"ent,heads%

DIRECTOR OPERATIONS7

'e is the o&erall in charge of P4A '*D Systems 0:M and .ritical Issues%

GMPRODUCTION7

;1


42/95

'e is the o&erall in charge of "or#s% 'e is directly in&ol&ed in production planning% 'e

formulates &arious policies for betterment of the product% 'e issues guidelines to Production

Department and :uality .ontrol Department for implementation of the policies%

P#INANCE7

'e is directly in&ol&ed in finance matters and finance policy% 'e is also in&ol&ed "ith

personnel department for "ages compensation salaries and other financial benefits%

AGM PERSONNEL & ADMINISTRATION7

'e is the o&erall in charge of personnel Administration and Industrial *elations of the group

and also o&ersees the '*D acti&ities%

SR.MANAGERCORPORATE HRD7

'*D Department is responsible for better utili$ation of manpo"er through *ecruitmentHsSelections 0raining De&elopment *etention and 8elfare of the group% It is in&ol&ed in

policy formation and its implementation%

PMHD7

'e is the profit center head of the Material 'andling Di&ision% 'e is responsible for Design

and Projects -ecution%

PBUSINESS DEELOPMENT7

'e is the main source of )usiness Procurement to M'D%

SR.GENERAL MANAGER

'e is responsible for mar#eting Design stimation and Projects Management

;,


43/95

;7


44/95

*.*/I0M!0 P*2.D/* I! 0*A.2 .A)3 .2MPA!5

'uman resource is a most &aluable asset in the 2rgani$ation% Profitability of the

2rgani$ation depends on its utili$ation% If their utili$ation is done properly 2rgani$ation "ill

ma#e profit other"ise it "ill ma#e loss% If a good dancer appointed as a .hief -ecuti&e

2fficer of a .ompany he may not run the business% So right man should be procured at right

place in right time other"ise their proper utili$ation may not be done% 0o procure right man

at right place in right time some information regarding job and job doer is highly essential%

0his information is obtained through (ob Analysis (ob Descriptions (ob Specifications%

0*A.2 procure manpo"er in a &ery scientific manner% It gets information by use of these

important documents li#e (ob Analysis (ob Descriptions and (ob Specifications% 8ithout

these recruitment may be unsuccessful% )efore recruit a person all information regarding job

"or#ing conditions duties and responsibilities of job doer S#ills e-periences qualifications

of an employee to do the particular job is highly essential% 0o obtain the pertinent

information regarding job duties responsibilities "or#ing conditions s#ill efficiency

education and e-perience of the employee 0*A.2 gets the help of (ob analysis job

description and job specifications%

;;


45/95

;%1 APP3I.A0I2! 92*MA0S

JOB ANALYSIS #ORM O# TRACO.

(ob 0itle% Date

.ode !o 3ocation %%

Department Analyst%

*eason for the job Super&ised%% 8age or salary range

*elation to other jobs+ Promotion from%% Promotion to%%

(ob summary+

8or# performed+Major duties +%

2ther tas#s +

quipmentMachines used+%8or#ing .ondition

S#ill *equirements+

ducation+ EGrade or 5earF0raining +

(ob e-perience+ EaF0ype of e-perience%%

EbF 3ength of e-perienceSuper&ision+ EaF Positions super&ised%

EbF -tent of super&ision%%

(ob #no"ledge+ EaF General EbF 0echnical

EcF Special

*esponsibility+ EaF 9or product and material %

EbF 9or equipment and machineryEcF 9or "or# of others%

EdF 9or safety of others

Physical Demands + Physical effortsSurroundings

'a$ards

*esourcefulness

;


46/95

;=


47/95

JOB SPECI#ICATIONS #ORM O# TRACO

(ob 0itle + Drill 2perator Department

(ob .ode Date%%

RE0UIREMENTS

1% D/.A0I2! + Ability to read and understand production orders and to ma#e simple

calculations% Preferably 'igh School .ertificate%

,% 0*AI!I!G A!D CP*I!.+ !o special training required% *equires one month

e-perience to learn job duties and to attain acceptable degree of proficiency%

7% P'5.IA3 992*0+ !o special physical effort is required%

;% M!0A3 SBI33+ *equires reasoning to interpret instructions and dra"ings and

productions orders% Must be able to concentrate "hen operating%


48/95

INTERIEW SCHEDULE

Date+

6enue+

Position+

NAME O# THE CANDIDATE TIME REMARKS

INTERIEW CALL LETTER

Date Dear Sir

QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQJ

0his has reference to your application for the abo&e mentioned position in our organi$ation%

8e are pleased to in&ite you for a meeting "ith the undersigned

on%ata%m%p%m% please confirm this appointment%8e ha&e enclosed a blan# personal Data 9orm% Please fill this in and bring "ith you along

"ith your educational and e-perience certificates testimonials in original for the meeting%

!o 0ADA shall be admissible for attending this inter&ie"%

5ou "ill be reimbursed to and for train fare by 1st ,ndclass for attending this inter&ie"%

8e ta#e this opportunity to than# for the interest you ha&e sho"n in joining our organi$ation%

5ours sincerely

;?


49/95

9or TRACO CABLE COMPANY.

Authori$ed SignatoryPreliminary inter&ie" of the candidates is conducted by '*D based on Personal Data 9ormat

gi&en belo" filled up by the candidate "ith the help of technical person along "ith the Dept%

'ead%

;@


50/95

TRACO CABLE COMPANY.

Address+

PERSONAL DATA #ORM

P2SI0I2!APP3ID 92*

S2/*.

!ameQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQSurname 9irst !ame Middle !ame

Present AddressQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

QQQQQQQQQQQQQQQQQQQQQQQQQQQQPhoneQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

permanent Address

QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

QQQQQQQQQQQQQQQQQQQQQQQQQQPhoneQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

Date of )irth+ *eligion+ !ationality+

Marital Status+ Se-+ Date of Marriage+

3anguages Bno"n Spea# *ead 8rite

QQQQQQQQQQQQQQQQQ

QQQQQQQQQQQQQQQQQQ

9atherHs !ame

4 2ccupation

Spouse !ame+2ccupation

!o% of children+


51/95

E')t$on, 4 P%o/ess$on, 0),$/$t$on St%t ?$t8 Ltest De!%ee4 D$-,o"

Degree

Diploma

Institution

/ni&ersity)oard

5ears

9rom 0o

Main Subject Di&ision 4

L of mar#s

Publication 4

Membership

Special Interest'obbies

mployment *ecord+ EStarting from present to first oneF

Period9rom 0o

!ame ofmployer

Designation

!ature of DutiesPerformed

GrossSalary


52/95

Det$, o/ P%esent S,%

)asic '*A .on&eyance )onus 30A Medical Superan

nuation

P%9% 2thers

Salary -pected+

(oining 0ime *equired+

Are you ready "or# any "here in India+

*elati&es 4 Acquaintances in 0..

!ame Designation Department *elation

Any other information "hich you thin# should be ta#en into account "hile

considering your candidature

*eferences+ please gi&e name and address of t"o persons "ho #no"s you

professionally or under "hom you ha&e "or#ed%

!ame+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

!ature of

Acquaintance+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

Position+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

Address+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

0el %+ 2ff%+QQQQQQQQQQQQ *es%+QQQQQQQQQQQ2ff%+Q QQQQQQQQQQ *es%+QQQQQQQQQQQ


53/95

Declaration+

I hereby authori$ed &erification of all statements in the record and shall agree to

produce any documentary e&idence in proof of abo&e statements as desired by !P3% I

certify that all the abo&e statements are true and understand that misrepresentation or

mission of facts called for in this from "ill cause separation from the companyHs

ser&ices "ithout any notice or compensation%

DateQQQQQQQQQQQQQQQQ SignatureQQQQQQQQQQQ

#OR O##ICE USE ONLY

0est Performance

INITIAL INTERIEW NOTES

1% P*S2!A3I05

,% MA0/*I05

7% .2MM/!I.A0I2!;% S39.2!9ID!.


54/95

(oining Date+ Probation Period+

DA0 '2D '*DDP00%

9inal appro&al for Asst% Manager and abo&e is after final inter&ie" by the MD%

0ra&el -penses to outstation candidates are reimbursed as per the tra&elling rules e-isting inthe company in format gi&en belo"%

ACCOUNTS DEPARTMENT

OUTSTATION CANDIDATE

TRAEL E@PENSES REIMBURSEMENT

!AM 7

ADD*SS 7

I!0*6I8 DA0 7P2SI0I2! 7

DA0 P3A.E9*2M02F 9A* EAM2/!0 *S%F

TOTAL 7

DA0 7

SIG!A0/* 29 0' .A!DIDA0 '*D DPA*0M!0


55/95

After final selection 3etter of Intent is issued in the follo"ing format

LETTER O# INTENT

8ith reference to your application and the subsequent inter&ie"s you had "ith us "e are

pleased to offer you the position of QQQQQQQQQQQQQQJ in our organi$ation at mutually

agreed terms and conditions based at QQQQQQQQQQQQQQQ% 'o"e&er you are liable to be

transferred to any of our sites sister concerns associates companies at the sole discretion of

the management%

5ou "ill report for "or# on QQQQQQQQQQQQQatQQQQQQQQQQQQQQ failing "hich this offer "ill

stand automatically "ithdra"n% 0he detailed letter of appointment "ill be issued to you on

your joining%

Please submit the follo"ing documents at the time of joining+

1. 7 passport si$e photographs%

2. .opy of last appointment letter relie&ing letter 4 salary certificate%

(. Photocopies of educational and e-perience certificates%

Please sign you to our organi$ation and "ish you a successful career "ith us%

5ours sincerely9or TRACO CABLE COMPANY.

Authori$ed Signatory

;%, (2I!I!G 92*MA3I0IS

2n the joining detailed appointment letters are issued as per belo" mentioned le&els+

1 APP2I!0M!0 300* 3anguage for belo" Asst% Manager le&el is gi&en in the

follo"ing format %


56/95

BELOW ASSTT. MANAGER LEEL

Dated+

LETTER O# APPOINTMENT

Dear Mr% QQQQQQQQQQQQQQQQQQQQQQQQQQ

8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQQQQQQdated QQQQQQQQQQ "e are

pleased to appoint you as QQQQQQQQQQQQQQQQQQQQ on the follo"ing terms and conditions+

1F 2rdinarily your period of probation "ill be S$ "ont8s "hich could be further

e-tended for a period not e-ceeding three months and during probationary

periode-tended probationary period your ser&ices are liable to be terminated "ithout

any notice or "ithout assigning any reason or compensation in lieu thereof%

2 EMOLUMENTS7

AF you "ill be paid follo"ing emoluments+

)asic Salary + *s% QQQQQQQQQQ p%m%

'ouse *ent Allo"ance + *s% QQQQQQQQQQ p%m%

3ocal 0ra&elling -penses + *s% QQQQQQQQQQ p%m%

5ou shall also be entitled to benefits li#e )onus Gratuity P9 SI 4 3%0%. as per

rules of the company%

)F 9urther increment "ill be based on efficient satisfactory and loyal discharge of duties

and may be "ithheld in case the standard of "or# and conduct is found subnormal of

may be accelerated in case the same is adjudged to be commercial at the discretion of

the management%


57/95

7F 5our place of posting "ill be at our QQQQQQQQQQQQQQQQQsituated at

QQQQQQQQQQQQQQQQQQQQ% 'o"e&er you are liable to be transferred to any of our

sitesfactoryoffice at the discretion of the management%

3. During the period of your employment you shall not secure or try to secure any other

post and underta#e any course of study or "or# on part time basis "ithout the

pronouncement or the Management in "riting% 5ou "ill also not hold any office of profit

outside the company or engage yourself in any other trade or business either part time or

full time "hether for profit or gain or on honorary basis or other"ise engage in an

insurance agency or commission agency etc% "ithout the prior "ritten permission of the

management%

9. 5our hours of attendance shall be regulated to suit the duties entrusted to you from time

to time subject to the statutory pro&isions%

:. 5ou shall be go&erned by the rules and regulations of the company in force from time to

time that may be applicable to you%

;. In the e&ent of your confirmation in "riting in addition to the terms and conditions

mentioned in this letter e-cept para E1F+

aF 5ou "ill be liable to be retired on your reaching the age of


58/95

as and "hen considered necessary by a registered medical practitioner or by the

.ompanyHs medical officer%

bF 0he employment "ill be liable to be terminated on either by gi&ing one monthHs basic

salary in lieu thereof% 'o"e&er no notice "ould be necessary to be gi&en by the

organi$ation if in their opinion you are found guilty of any gross misconduct as

generally understood in employment particularly disobedience insubordination

insolence and acts sub&ersi&e of discipline habitual negligence of duties distrust

dishonesty or embe$$lement illegal stri#e habitual late attendance absence goslo"

etc%

. 5our date of joining the ser&ices in the organi$ation is

QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ


59/95

11. 0his letter is being offered to you in duplicate% In case the terms and conditions e-pressly

enumerated abo&e are acceptable to you please sign the duplicate copy of this letter in

to#en of your ha&ing read understood and accepted the terms and conditions mentioned

abo&e%

12. Please note that the court of jurisdiction shall be at ERNAKULAM.

8e "elcome you to our organi$ation and "ish you a successful career "ith us%

5ours sincerely

9or 0*A.2 .A)3 .2MPA!5

A/0'2*ISD SIG!A02*5

ACCEPTANCE

I ha&e clearly understood the terms and conditions mentioned in this letter of appointment

and I hereby accept the same%

!AM SIG!A0/* DA0


60/95

2 Appointment letter language for asst% Manager to manager is gi&en in the

follo"ing format%

#OR ASSISTANAT MANAGER TO MANAGER

Dear Mr%Date%%

APPOINTMENT LETTER

8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQ datedQQQQQQQQQQQQQQQQ

"e are pleased to appoint you in our organi$ation on the follo"ing terms and

conditions+

1F Designation + 5our position in the company "ill be

,F Date of (oining+ 5our date of joining the ser&ices in the organi$ation is

7F Probation Period+ 2rdinarily your period of probation "ill be Si- months

from the date of joining% Management may e-tend the probation perioddepending upon your performance% 2n successful completion of probation

you "ill be issued a confirmation letter%

During the probation period your ser&ices are liable to be terminated "ithoutassigning any specific reason "hatsoe&er "ithout gi&ing any notice% After

confirmation the notice period "ill be one month or one monthHs basic salary

on either side%

;F Salary Details+

5our )asic Salary "ill be *s% % p%m%

E*upees onlyF

In addition you "ill be entitled to 'ouse *ent Allo"ance of *s%

p%m%E*upees onlyF

5ou "ill entitle to reimbursement of 3ocal 0ra&elling -penses up to a

ma-imum limit of *s% p%m% E*upees% onlyF

5ou shall also be entitled to benefits li#e SIMedical *eimbursement 30.

)onus -gratia Gratuity 4 P9 as per rules of the company%

=


61/95


62/95

( Appointment letter language for sr% manager and abo&e is gi&en in the follo"ing format%

#OR SR. MANAGER AND ABOE

Dear Mr% % Date

APPOINTMENT LETTER

8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQQQQ dated QQQQQQQQQQQQQQ "e are

pleased to appoint you in our organi$ation on the follo"ing terms and conditions+

1F Designation + 5our position in the company "ill be

,F Date of (oining+ 5our date of joining the ser&ices in the organi$ation

is %%

7F Salary Details +5our )asic Salary "ill be *s% p%m%

E*upees onlyF

In addition you "ill be entitled to 'ouse *ent Allo"ance of *s%% p%m%E*upees onlyF

5ou "ill entitled to reimbursement of 3ocal 0ra&elling -penses up to a ma-imum

limit of *s% %% p%m% E*upees %%

onlyF

5ou shall also be entitled to benefits li#e -gratia Gratuity P9 etc% as per rules of the

company%

5ou "ill be entitled to reimbursement of Medical -penses for yourself and family

the total cost of "hich shall be a ma-imum of one monthRs basic salary in a year%

5ou "ill be entitled to reimbursement of 30. equi&alent to one monthHs basic salary

per completed year of ser&ice% 5our first entitlement for 30. "ill be on completion of

1, monthHs ser&ice "ith the .ompany%

=,


63/95


64/95

TRACO CABLE COMPANYTHIRUALLA

DA0+

'*D DPA*0M!0

JOINING REPORT

0his is to inform you that I ha&e joined the organi$ation as

2n in

Department% My present address is

0elephone !o%

And my Date of )irth is % Any change in my address "ill be intimated to

you%

!AM +

SIG!A0/*+

DA0+

;%7D2./M!0A0I2!

1% Indi&idual personal files are maintained%

,% .omputeri$ed Personal details are maintained%7% After separation also the personal files are maintained of e-employees%

;% Position "ise Data )an#s are maintained for future reference%


65/95

Internal sources of recruitment means promotion of employees from the lo"er ran# to the

upper ran#% Majority of companies ha&e established a policy of promotion from "ithin thatis &acancies other than at the lo"est le&el are filled up by promoting the personnel to the

higher ran#% Such practice leads the healthy progressi&e atmosphere and the cost of training

and the rage of labor turno&er%

0his source of recruitment is generally adopted to fill &acancies of middle and top personnel%

E@TERNAL SOURCES7

It is al"ays not possible to recruit the employees from "ithin especially &acancies at lo"erle&el or recruitment at the time of e-pansion of the firm or "here job specification cannot be

met by the present employees the employer has to go to e-ternal sources of manpo"er

supply% Amongst the most commonly used outside sources are as follo"s+

1. ADERTISEMENT7

Ad&ertisement in ne"spapers and journals is no" an e-ternal popular source of recruitingstaff% 9or all types of types of &acancies employers resort to ad&ertising but it is the most

suitable source for filling the &acancies of technical and senior personnel% All particulars

regarding the job and the qualifications of the perspecti&e candidate are gi&en in theirad&ertisement% .andidates processing the requisite qualification apply for the job%

2. TECHNICAL INSTITUTIONS7

.ampus inter&ie" is a &ery useful source of recruitment for a full range of jobs% 0he

employment managers of the enterprises maintain a close liaison "ith the /ni&ersity and0echnical institutions% 0his method is used for recruiting 2fficer Apprentices ngineers or

Management 0rainees% 0echnical Institutions empanel the promising young talents for

employment and refer their names to the prospecti&e employers as and "hen as#ed for%

7% EMPLOYMENT E@CHANGE7

mployment e-changes are regarded as good source of recruitment for uns#illed s#illed orsemis#illed operati&e jobs% 0he job see#ers get their names registered "ith employment

e-changes managed and operated by the .entral and State Go&ernment% 0he employers

notify the &acancies to be filled in by them to such e-changes and the e-changes refer the

names of prospecti&e candidates to them%

=


66/95

;% PRIATE AGENCIES7

Some pri&ate agencies are also doing a great ser&ice in recruiting technical and professionalpersonnel% 0hey pro&ide a nation"ide ser&ice in attempting to match the demand and supply

of personnel% Many pri&ate agencies tend to speciali$e supply of personnel% Many pri&ate

agencies tend to speciali$e in a particular type of jobs li#e Sales Mar#eting 0echnicalProfessional%

%UNSOLICITED APPLICATIONS7

An organi$ation of repute dra"s a steam of unsolicited applications at the companyHs office%0hese applications are screened and places in the rele&ant Data )an#s% 8hene&er needed to

locate suitable candidates for that particular s#ill these are used%

?% RECRUITMENT AT THE GATE7Sometimes direct recruitment of "or#ers is made at the gate of the factory or office%

Generally the number of &acancies nature of "or# and time of inter&ie" are notified by the

Personnel Department on the blac#board at the gate% Prospecti&e candidates attend theinter&ie" at the appointed time and get the appointment% 0his system of recruitment is

generally used to recruit the uns#illed "or#ers%

@% PART TIME EMPLOYEES7

Sometimes persons are employed to dispose of the hea&y seasonal "or# or the areas of "or#of temporary nature on part time basis% 0hese part time employees form a good source oflabours supply as and "hen &acancies occur% 6acancies are filled up among them if they

fulfill the requisite qualification to suit the jobs%

1% LEASING7

0he short term fluctuations in personnel needs may be stabili$ed through leasing of personnel

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for some specified period from other industries offices and units% 0his system of leasing has

been "ell adopted by the public sector organi$ations% 8ith the rapid gro"th of public sector

the acute shortage of managerial personnel particularly at higher le&els they borro" thepersonnel of requisite caliber from the Go&ernment Departments% At the end of their term

they are gi&en an option to choose either their parent ser&ices or the present organi$ations%

11%TRADE UNION7

In some companies trade unions also assist in recruiting the staff% 0his sense of cooperation

helps in de&eloping the better labor relations% 0his source of labor supply cannot be reliedupon on the ground that sometimes trade unions support a candidate "ho in not fit for the job

and is not acceptable to management% Such &ie" really "orsens the labor relations%

'o"e&er this method is not being adopted by out organi$ation%

3.3 SELECTION TEST

Psychological tests are essentially an objecti&e and standardi$ed measure of a sample ofbeha&ior% 2bjecti&e of this definition refers to the &alidity and reliability of measuring

instruments% It also means the job relatedness of the test%

KINDS O# TEST

.hapter 1 9ollo"ing tests are adopted for selection+

1% Achie&ement,% Aptitude

7% Interest

;% Personality% Inter&ie"

1. ACHIEEMENT TESTS

0his test measures a personHs potential in a gi&en area% 0his test measure the s#ill "hichin&ol&es performance of a sample operation requiring speciali$ed s#ill and belie&ed to be

satisfactorily ans"ered by those "ho ha&e some #no"ledge of the occupation and trade%

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,% APTITUDE TEST

0his measures ability and s#ills% Specific aptitude tests ha&e been designed for jobs thatrequire clerical mechanical and manual de-terity% Aptitude tests do not measure moti&ation%

Aptitude test is supplemented by interest and personality test%

7% INTEREST TESTS

0his test has been designed to disco&er a personHs area of interest and do identify the #ind of"or# that "ill satisfy him%

;% PERSONALITY TESTS

Personality tests assess indi&idualHs moti&ation predisposition and other pattern of beha&ior%

0he personality tests more often than the intelligence achie&ement or aptitude tests predict

performance success for jobs that require dealing "ith people% Dimensions of personality

such as interpersonal competence dominancesubmission ability to lead and ambition aremore suitably measured by the personality test%

9. INTELLIGENCE TEST

0his tests generally aptitude ones% 0he scores on intelligence tests are usually e-pressed as

Intelligence :uotient EI:F "hich are calculated by the follo"ing formula%

Mental Age

I: - 1Actual Age

:. LEADERLESS GROUP DISCUSSION

0he essential feature of this technique is that instead of the candidates being inter&ie"ed

separately they are brought together in group of si- to eight for informal discussion andabsol&ed and e&aluated by the selectors% 0he t"o #inds of group discussions are one "here

the group is gi&en a problem to discuss and the indi&idual member is free to choose his o"n

approach to sol&ing this problemK and t"o "here each indi&idual is allotted an initial

position and supplied "ith supporting information to defend his position%

0he ad&antage of this method is that the decision to hire a person can be made "ithin a &eryshort time and the selector can e&aluate the candidateHs personality or leadership qualities

&ery "ell%

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;. INTERIEW TECHNI0UES

0he inter&ie" technique consists of interaction bet"een inter&ie"er and inter&ie"ee

EapplicantF%9ollo"ing are the methods of inter&ie" technique+

1% PRELIMINARY INTERIEW

0hese inter&ie"s are preliminary screening of applicants to decide "hether a more detailed

inter&ie" "ill be "orth"hile% 0he applicant is gi&en job details during the inter&ie" to afford

him freedom to decide "hether the job "ill suit him% It is argued that preliminary inter&ie"sare unsatisfactory first because they might lead to the elimination of many desirable

candidates and second because inter&ie"s may not ha&e much e-perience in e&aluating

candidates% 0he only argument for this method is that it sa&es the companyHs time and money%

,% DEPTH INTERIEW

Depth inter&ie"s co&er the complete life history of the applicant and include such areas as

the candidates "or# e-perience academic qualifications health interests and hobbies% It is

an e-cellent method for e-ecuti&e selection performed by qualified personnel% It is ho"e&er%.ostly and time consuming%

7% OATTERNED INTERIEW

Patterned inter&ie"s are a combination of direct and indirect questioning of the applicant%

8hat is to be as#ed is already structured% 0he inter&ie"er has certain clues and guidelines to

areas "hich should be probed deeply% 0he inter&ie" also encourages the candidate to e-pressthe rele&ant information freely%

SELECTION METHODS

A &ariety of methods is used to personnel% 0he selection pattern is not common for all

organi$ations% It &aries from one to another depending on the situation and needs of the

organi$ation%

APPLICATION BLANK

0he application blan# is a highly inter&ie" in "hich the questions are standardi$e and

determined in ad&ance% It tests the applicantHs ability to "rite organi$e his thoughts and

present facts% A number of application blan#s gi&e the impression that if you ha&e seen oneyou ha&e them all% Despite the di&ersity all application blan#s essentially require three broad

categories of information%

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A% BIOGRAPHIC DATA

0his is concerned "ith such &ariables as age se- marital status and number of dependents%

0his also ha&e used items li#e the local address age pre&ious salary and age of children and

ha&e found no difference in long and short tenure employees%

)% EDUCATION AND PAST E@PERIENCE

0his is concerned "ith grade point a&erage di&ision and percentage of mar#s as

prerequisites for a job%

.% RE#ERENCES

*eferences are letters of recommendation "ritten by pre&ious employees or teachers% 0he

general format is a paragraph or so on the person% )esides inaccurate facts this can be

attributed to the refereeRH inability to assess and describe the applicant and his limited#no"ledge about him%

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>1


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DATA ANALYSIS INCLUDING OPINION SUREY O# E@ECUTIES

STA##4EMPLOYEE REGARDINDING RECRUTIMENT POLICY O#

TRACO

9.1 MANPOWER POSITION O# TRACO IN THE LAST 1> YEARS

5A* '%2

E.2*P0F

9A.02*5 9I3D 020A3

,1 ? , 1; ;1;

,, ?, , 1@ ;,=

,7 ?, ,, 1@ ;,?

,; ?1 1@? 11 ;71

,< ?1 1@< 1, ;;,= >< 1?= 11< ;17

,> >= 1@ 11? ;7@

,? >? 1@, 17 ;=;

,@ >= 1?? 17; ;=;

,1 > 1;, 1, 7?@

9rom the abo&e table it is sho"n that increase in recruitment of manpo"er is based on

a&ailability of Projects and di&ersification of business% At the saturation point of one business

it di&ersifies to another business "hich is highly required for a business house% 0here is a

little bit effect of nona&ailability of Projects and di&ersification of business on manpo"er

positions% In this "ay 0raco a&oids retrenchment and lay off and adjust the deficit and

surplus manpo"er "ithin the organi$ation%

>,


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,; ;71 1@ ;7?,

,? ;=; ,;,%,>


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It is clear from the abo&e table that "hen recruitment of manpo"er increases profitability of

the organi$ation decreases and "hen recruitment of manpo"er decreases profitability of the

organi$ation increases% So it is clearly understood that cost benefit analysis is not done

properly before recruitment or creation of a position in the organi$ation%

9.( YEARWISE E@ECUTIES FP AND MANAGERS AND NONE@ECUTIES

FSUPERISORS AND STA##S STRENGTH O# M4S. TRACO.

5A* C./0I6S !2!C./0I6S *A0I2

,71= 1


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9rom the perusal of the abo&e table it is found that the ratio of span of control of 0.. is

appro-imately 1+1 "hich is &ery good for an organi$ation in increase in the producti&ity for

better cost control% )ut it may not lead to proper super&ision and quality of "or#% 2ptimum

utili$ation of none-ecuti&es staff may not be achie&ed%


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>=


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S?ot An,s$s

STRENGTHS

So$, o""$t"ent

E//et$+e Mn!e"ent Un5$se' e$stene Co""$tte' Wo% #o%e

WEAKNESS L o/ -%o/ess$on,$s" Gene%t$on !- 5et?een t8e e"-,oees. T%ns-o%tt$on

OPPORTUNITIES D$+e%s$/$t$on o/ P%o')t. E-ns$on o/ #$,$t$es.

THREATS #,o)%$s8$n! ot8e% 5,es Co"-et$t$on /%o" ot8e% ,e'$n! o"-n$es.

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#INDINGS & SUGGESTIONS

#INDINGS

1% /nder recruitment Procedures *equisition System is incorrect because the replacement

does not require fresh appro&al unless it is in place of termination%

,% 0he data ban#s are not properly maintained%

7% 0he dead biodata are ne&er being destroyed%

;% Proper induction is not gi&en to all the employees% It reser&es to only a fe" le&els%


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SUGGESTIONS

1% 9resh requisition requires appro&al and not replacement%

,% 0he Data )an#s should be computeri$ed%

7% 0he dead .6s should be destroyed%

;% ach le&el of employee should be formally inducted and introduced to the Departmental

'ead% If not all le&els at least Asst% Manager and abo&e category of employees%

% .ost benefit analysis should be alone before creating a position or recruitment of

manpo"er%

?% *ecruitment process should be fully computeri$ed%

@% -ternal source should be gi&en equal importance "ith internal source% )y "hich ne"

brain "ill be inducted in the company "ith s#ill talent efficiency etc%

1% Manpo"er planning should be follo"ed before recruiting%

11% Proper inquiry should be done regarding pre&ious employment of a candidate before

recruitment to a&oid industrial disputes%

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CONCLUSION

Studying the recruitment procedures of 0*A.2 analy$ing the respondentHs ans"ers opinion

sur&ey and date analysis the researcher came to a conclusion that 0*A.2 is a gro"ing

.ompany% It has a separate personnel department "hich is entrusted "ith the tas# of carrying

out the &arious policies programmes li#e recruitment selection training etc% effecti&ely and

efficiently% 0he business of 0*A.2 is carried on in a &ery scientific manner% In the

saturation point of business it need not "aste the time to di&ersify into the business%

Management understands the business game &ery "ell% At the time of difficulty it ta#es

necessary action to sol&e the problem% !o" the personnel department of 0*A.2 is in

infancy stage% It al"ays try to moderni$e the department% It strongly belie&es in manpo"er

position of the organi$ation because it #no"s in the absence of TMH for man all TMsH li#e

money material machines methods and moti&ation are failure% It al"ays tries to de&elop the

human resources% In the absence of right man material money machines all things "ill not

be properly utili$ed% So it al"ays recruits manpo"er in a scientific manner%

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?7


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B$5,$o!%-8

Principles of Management by #oont$ oH Donel%

Principles and practice of Management by .%)% Gupta%

'uman *esource De&elopment by /%)% Singh

Principle and practice of Management by 3% M% Prasad%

Personnel Management by .%)% Mamoria%

Management of human *esource%

Dynamic of personnel administration by M%!% *udrabasa&araj%

Personal Management and industrial relation by *%S Da&ar%

8orld *esources by M%S #ar%

"""%traco cable%com

"""%domainQb%com

?;
http://www.traco/http://www.traco/


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ANNE@URE 1

0UESTIONNAIRE TO E@ECUTIES

1% aF !ame of the respondent +

bF Date of joining+

cF mployment !2+

dF Designation+

eF Department+

,% Details of the 2rgani$ation+

aF !ame +

bF Address+

cF !ature of Production+

dF 3ocationK

eF EiF Are the organi$ational acti&ities

.oncentrated any"here E5es!oF

EiiFIf yes then "here

fF 8hen started

gF Production figure of last 1 years

YEAR TARGET ACTUAL PRODUCTION

1@@@

,

,1

?


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,,

,7

,;

,

,?

hF .apital in&ested in the last 1 years+

5A* .API0A3 I!6S0D

1@@@

,

,1

,,

,7

,;

,

,?

iF EaF "or#force strength E1 yearsF

i% 1@@@ , ,1 ,, ,7 ,; ,< ,= ,> ,? /ns#illed

ii% Semis#illed

iii% S#illed

i&% 'ighly s#illed

EbF mployees strength E1 yearsF

?=


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Managerial !o% 1@@@ , ,1 ,, ,7 ,; ,< ,= ,> ,?

Super&ising !o%

.lerical !o%

2thers !o%

jF EaF 2rgani$ation .hart+

EbF Method of "age payment ELage of employee co&eredF

0ime rate

Piece rate

Any other method

E.F 9actors "hich influence "age determination for different categories of "or#ers%

EdF Method of "age determination

EiF .ollecti&e bargaining

EiiF 8age board

EiiiF Any other method

7% Are you satisfied in your job Satisfied!otSatisfied

iF Are you satisfied "ith the e-isting manpo"er position your department

ESatisfied!onSatisfiedF

iiF If not do you need more manpo"er in your department E5es!oF

iiiF Is it justified according to your "or#load E(ustified!ot (ustifiedF

i&F Bindly gi&e reasons for your ans"er in brief%

;% EiF 'o" do you ascertain the need of manpo"er in your department Mention thetechnique of manpo"er assessment%

EiiF8hether the planning period is long rangeMedium rangeShort range%

EiiiF8hether the process of recruitment is appro&ed by top management%


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EiF 0hrough e-ternal source

EiiF 0hrough internal source

EiiiF 2r the both

EbF Are you satisfied "ith the e-isting recruitment system of the organisation E5es!oF

EcF Bindly gi&e reasons foe your ans"er briefly%

=% 8hile recruiting the ne" personnel+

EaF Is there any job e&aluation or job analysis procedure adopted E5es!oF

EbF Is there rate of labours turn o&er e-actly calculated E5es!oF

EcF 8hat are the requisite sources to fill the &acancies

EiF 0hrough employment e-change

EiiF Ad&ertising through 0%6 *adio Maga$ines and other (ournals%

EiiiF 0hrough campus inter&ie"%

Ei&F 0hrough management consultancy%

E&F At factory gate from any reliable source

>% "hile the selection procedure is going on

EAFIs the inter&ie" conducted in a special roomE5es!oF

EbF 8hether the organi$ation conducts "ritten test&erbal testthe both

EcF 8hether the inter&ie"er are company menoutsider the both

?% After selecting the candidate

EiF Is the induction programme being conducted E5es!oF

EiiF Is proper placement offered to the candidateE5es!oF

@% Is performance appraisal conducted for recogni$ing the efficiency in the performance of

employees E5es!oF

1% EaF Is there any pro&ision for imparting training facilities to the employeesE5es!oF

c EbF 8hich type of training for imparting training facilities to the employeesE5es!oF

d EcF In present conte-t "hich type of training you considered as appropriate

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EdF Do you feel that training helps in recruitment policy E5es!oF

11% EaF Is there any promotion facility pro&ided to the employees in your organisation

E5es!oF

EbF If yes is it gi&en on the basis of fficiencySenioritythe both

1,% EaF 8hat are the "elfare amenities pro&ided in your organi$ation

.rUche 5es!o

.anteen 5es!o

*ecreation 5es!o

Medical 5es!o

.on&eyance 5es!o

9ree education for children 5es!o

bF Is there any moti&ational technique adopted by the companyE5es!oF

iF If yes "hether it is financial!onfinancialthe bothiiF 8hether it is job enrichmentjob enlargementthe both

iiiF If no #indly gi&e your option

17% EaF 'o" do your manage the shortage of manpo"er in your organi$ation

)y "ay of retrenchmentlay off the both!o one%

EbF 'o" do you manage the shortage of manpo"er in your organi$ation

*ecruiting casual "or#ersngaging o&ertime*ecruiting permanent "or#ersthe both

1;% Since the technology follo" by the organi$ation is not uptodate% It needs rationali$ation

is there any future plan to bring latest technological #no"ho" E5es!oF

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ANNE@URE II

OUESTIONNAIRE TO EMPLOYEE4WORKER

1% aF !ame of the respondent%

bF Designation+

cF Date of joining +

dF 0o#en no +

eF Department +

,% aF Are you a "or#man employee in the follo"ing category permanent

0emporary .asual%

bF Are you getting "ages in piece rate 0ime rate any other method

cF Is "ages fi-ed by "age )oard .ollecti&e bargaining any other method%

dF Are you feeling any "or# load in your job 5es!o%

eF If yes do you need e-tra hands 5es!o

7% aF 'o" do you ha&e recruited

0hrough a employment e-change through union Political pressure

through relati&es%

bF Do you li#e internal source of recruitment 5es!o%

e cF Do you feel that any e-tra manpo"er is needed for your organi$ation

f 5es!o

;% aF Is there any training facility for you 5es!o

g bF If yes is it on the job training loft the job training off the job training

h 5es!o%

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i

cF Do you feel that training is ine&itable for you 5es !o

% Are you getting any moti&ational facilities 9inancial !onfinancial 0he

l both%

1% 8hat types of facilities the company is e-tending for you

.reche 5es!o

.anteen 5es!o

*ecretion 5es!o

Medical 5es!o

.on&eyance 5es!o

9ree education for children 5es!o

,% 8hether the organisation pro&ides employment opportunity to the family members in

case of death of the "or#er employee%

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0UESTIONNAIRE CIRCULATED AMONG

2> EMPOLYEES4 WORKMEN7 5es !o% !o%

*esponse

1%Are you satisfied "ith the e-isting recruitment policy in

your organi$ation

,Do you feel "or# load in your department

7% Do you feel of your optimum utili$ation

;% Do you satisfied "ith your job

% Do you feel that training imported by your

organi$ation helps in impro&ing your performance

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cF )y lay off retrenchment

@L

@L

!il

!il

!il

@L

1L

1L

1L

9rom the response indicated abo&e it appears that the pre&ailing recruitment policy has

definite impact on the organi$ation% Most of the e-ecuti&es sho"ed positi&e response to

different questionnaires by &irtue of manpo"er planning they used proposed deletion of

manpo"er planning they used proposed deletion or addition of man in the organi$ation for a

planning period% 0he e-cess or shortages are being adjusted and hence misutilisation is mere

chance% 0he e-ecuti&es did not respond to the lay off and retrenchment for reduction in

a&ailable human resources% 9orm the questionnaires it appears that the managerial staff are

only interested for filling of the &acancies of higher post from out of the internal sources%

0his attitude "ill sei$e the professional approach of the organi$ation and may not able to

induct fresh brain% 9rom the ans"ers of most of the managers it is obser&ed that they "ant

entry of ne" managers should be a&oided and fresh recruitment shall be limited up to only

staff cadre and not abo&e that% 9rom the ans"ers of most of the e-ecuti&es it appears that cost

benefit analysis is not properly follo"ed by the organi$ation and job rotation also notfollo"ed properly in the organi$ation "hich ma#e an employee all rounder in all respects%

)y "hich in the absence of an employee the "or# "ill not discontinue%

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‘selection & recruitment ’

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