sip final report
TRANSCRIPT
A REPORTON
STUDY ON THE HR PRACTICES (JOB DESCRIPTION, RECRUITMENT, SELECTION AND COMPENSATION
MANAGEMENT) IN AN ORGANIZATION
ByS SWARNA HASINI
NAME OF THE ORGANIZATION: VIMTA LABS LTD. DATE OF SUBMISSION: 16- MAY-2009
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AUTHORISATION
A report submitted in partial fulfillment of the requirements of MBA Program of
ICFAI Business School.
SUBMITTED TO: SUBMITTED TO:
PROF. RADHA KRISHNA SHRI. P.V. RAO
(FACULTY GUIDE, IBS-HYDERABAD) (VP-HR, VIMTA LABS LTD.)
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ACKNOWLEDGEMENTS
I, S Swarna Hasini of ICFAI Business School, Hyderabad, would like to express my gratitude
towards my company guide Shri. P.V Rao who provided his valuable guidance and support
during the internship. My increased spectrum of knowledge in this field is the result of his
constant supervision and direction that has helped me to absorb relevant and high quality
information.
I would also like to thank my faculty guide Prof. Radha Krishna for his cooperative support
during the project. His much-needed support and knowledge assistance available was
indispensable.
This acknowledgement would remain incomplete if I do not express my gratitude for all those
people in VIMTA Labs Ltd. who have provided me all the necessary support in successful
completion of this study.
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EXECUTIVE SUMMARY
I, S Swarna Hasini of ICFAI Business School, Hyderabad had worked at VIMTA Labs Ltd. as a
summer intern for a period of 14 weeks. Vimta Labs Ltd. is India’s leading contract research and
testing organization. Established in 1984, it has an envious track record of serving several
market leaders across the globe. It has its headquarters located in Hyderabad.
As part of my internship, I worked on the study of HR Practices (Job Description,
Recruitment, Selection and Compensation Management) in an Organization as it would
help me in obtaining a detailed understanding of some of the HR practices followed in Vimta
Labs Ltd.
The report mainly includes a detailed study of the Job Description, the way Recruitment and
Selection process is carried out at Vimta Labs Ltd., a brief study of Compensation Management
followed by the organization. With respect to Job Description, the report emphasizes on what are
the important sections should a Job Description have and the significance of each and every
section. Then it covers various types of Recruitment processes which are followed by Vimta
Labs Ltd. and the relative impact of each and every process followed by the Selection process in
detail. The report also includes what are the operating principles which govern and guide the
Compensation and Benefits policies and practices at Vimta Labs Ltd.
Finally, in the findings section, after carrying out an analysis of all the types of Recruitment
methods followed by the organization, Internal Search has been identified to be a unique one
among the rest and has been found out to be the most productive recruitment process due to
various advantages it carries with. I had used various Statistical quantitative techniques such as
Regression Analysis, Correlation Analysis, and Trend Analysis for studying variations in the
firm’s employment levels over the last few years. I had also used Rank Correlation and Chi –
Square tests in the study. I had conducted a sample survey of employee needs by interviewing 30
employees and found out that rewarding and recognizing positive results is an important factor in
retaining employees.
After a detailed analysis, I would recommend that the organization carry out a Cost – Benefit –
Analysis for recruiting the best of the talent for different openings. The organization has to
concentrate on the two most vital benefits namely health care coverage and compensatory leave.
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TABLE OF CONTENTS
AUTHORISATION.....................................................................................1ACKNOWLEDGEMENTS............................................................................2EXECUTIVE SUMMARY.............................................................................31. INTRODUCTION...................................................................................6
1.1 Company Background.......................................................................................61.2 Purpose.............................................................................................................71.3 Objective of the study.......................................................................................81.4 Limitations of the study.....................................................................................81.5 Literature Review..............................................................................................8
2. JOB DESCRIPTION.............................................................................122.1 Steps to write an effective Job Description......................................................132.2 Job description at VIMTA..................................................................................132.2.1 Job Identification...........................................................................................142.2.2 Job Summary................................................................................................142.2.3 Responsibilities and Duties...........................................................................142.2.4 Standards of Performance and Working Conditions.....................................142.2.5 Job Specification...........................................................................................14
3. RECRUITMENT..................................................................................153.1 Recruitment Function......................................................................................153.2 Recruitment Purpose.......................................................................................163.3 Recruitment Policy..........................................................................................163.4 Recruitment Process.......................................................................................173.5 Recruitment Process at VIMTA........................................................................173.5.1 Freshers/Entry Level Recruitment Process...................................................193.5.2 Lateral/Experienced Professional Level Recruitment Process.......................193.5.2.1 Employee Referrals...................................................................................193.5.2.2 Print Media................................................................................................203.5.2.3 Web Media.................................................................................................203.5.2.4 Recruitment Agencies...............................................................................203.6 Internal Search................................................................................................21
4. SELECTION.......................................................................................22
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4.1 Deciding on the most appropriate selection methods.....................................224.2 Short-listing.....................................................................................................224.3 Effectiveness of different selection methods...................................................234.4 Mode of Selection at VIMTA.............................................................................244.4.1 Open Advertisements...................................................................................244.4.2 Selection through Manpower / Placement Agencies / Head Hunters............254.4.3 Internal Selections........................................................................................264.4.4 Selection Process.........................................................................................264.4.4.1 Typical Selection Decision Process............................................................274.4.4.2 Offer and Follow Up Process......................................................................274.4.4.3 Background & Reference Checks..............................................................274.4.4.4 On Boarding/Joining...................................................................................28
5. COMPENSATION MANAGEMENT..........................................................295.1 Compensation Structure..................................................................................29
6. FINDINGS.........................................................................................317. RECOMMENDATIONS.........................................................................478. REFERENCES....................................................................................499. ANNEXURE.......................................................................................50
9.1 Interview Assessment Sheet - 1......................................................................509.2 Interview Assessment Sheet - 2......................................................................519.3 Organization Structure....................................................................................529.4 Interview Questionnaire..................................................................................539.5 Sample Job Description...................................................................................55
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1. INTRODUCTION
1.1 Company Background
Vimta Labs Ltd. is India’s leading contract research and testing organization. Established in
1984, it has an envious track record of serving several market leaders across the globe. It has its
headquarters located in Hyderabad.
VIMTA is a team of 621 professionals comprising 466 scientists in various disciplines such as
Chemistry, Pharma, Medicine, Microbiology, Molecular biology and Informatics.
The services offered at Vimta Labs Ltd. include Advanced Molecular Biology, Food and
Agriculture, Drugs and Pharma, Water, Environmental Assessments, clinical Research,
Genomics Online Ordering to name a few.
Technology is one of the key drivers of VIMTA. VIMTA has a policy to protect itself from tech-
nological obsolescence so as to serve its customers efficiently. The technologies deployed at
VIMTA are current and leading edge, duly validated. VIMTA is equipped with leading edge
technologies with the help of IBM partnership. The solution provided is a scalable architecture
centering on IBM i550, DS 6800 and CISCO 6513. Operations are supported by Scientific Data
Management System (Waters SDMS version 7.0), Laboratory Information Management System
(Lab ware LIMS version 6.0), Domino Document Management System and Lotus Learning
Management Systems. The Life Sciences facility is supported by Siemens integrated building
management system to control/ operate all critical services.
Vimta also offers the following inspection services
Pre-shipment inspection services
Quantity inspection and sampling
Supervision of loading and dispatch operation
Container Stuffing and Sealing
Inspection during production
Procurement inspection Quality testing and analyses of product as per country’s specific standards/international
standards /contractual specifications
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Consignment Certification as per country’s specific standards contractual specifications
VIMTA assists the food industry commissions for nutritional labeling, food safety evaluations,
and trace analysis and shelf life studies. It has over 12 years of experience in providing preclini-
cal services to Pharma Company’s worldwide accordance with the guidelines prescribed by in-
ternational agencies.
Following are some of the services, which are VIMTA's core competency: Impact assessment studies as per the guidelines issued by Ministry of Environment
and Forest, Govt. of India and State Pollution Control Boards Carrying capacity studies Environment Management Systems as per ISO 14000 Environment Audits Site Liability Assessments and due diligence studies Risk Assessments (MCA/Hazen/Hazop) and disaster management studies Occupational health & industrial hygiene Rehabilitation & resettlement plans Solid waste management Environmental baseline studies covering the fields of ambient air, source emission,
water, soil, noise and ecology Offshore sampling and analysis of sediments & water for
physico-chemical and biological properties
VIMTA has been the first laboratory to be notified as standard environmental laboratory under
Environment Protection act 1986. Environmental Chemistry services include analysis of water,
wastewater, soil and solid waste for physico-chemical and biological properties as per national
(CPCB / MOEF) and international standards such as US EPA, APHA etc.
1.2 Purpose
The Project, which I had worked, is to study on the HR Practices (Job Description,
Recruitment, Selection and Compensation Management) in an Organization. This would
help me in obtaining a detailed understanding of some of the HR practices such as Job
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Description, Recruitment and Selection, Compensation and Benefits, followed in Vimta Labs
Ltd.
1.3 Objective of the study
As part of my project work, I would
Study the importance of Job description and what are the essential/vital factors that it
should comprise of so as to recruit the best of the talent
Study how the Recruitment and Selection processes are carried out at Vimta Labs Ltd.
and list out the salient features of the Recruitment and Selection processes implemented
in the organization
Give a brief idea of the Compensation and Benefits and whether it is at par within this in-
dustry
1.4 Limitations of the study
The data could be collected wherever possible within the scope of the study.
Due to the limited theoretical developments and empirical data available in the context,
some of the above explanations especially regarding the current attrition levels within the
organization can only be regarded as being intuitive as it may be against the organiza-
tion’s secrecy and fidelity of sharing such information.
1.5 Literature Review
1. Gaining Competitive Advantage through Human Resource Management Practices
By Randall S. Schuler and Ian C. Macmillan
1984
The author in this article suggests that human resource management practices are one of the
ways by which a company can gain competitive advantage in two major ways namely by helping
themselves and by helping others. So there appears to be a significant benefit from having HRM considerations represented in the strategy formulation stage rather than only in the implementation stage. Staffing and compensation are
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the ones that actually create the competitive advantage for the company. In addition, the author further emphasizes on selection of the most appropriate practices should be appropriate to the strategy and lead to behaviors that are supportive of the strategy. In addition to using their HRM practices on themselves, companies can also gain a competitive advantage through using their HRM practices on others. Specifically, companies can gain a competi-tive advantage by helping their suppliers, customers, or distributors with their practices.Source: http://www.rci.rutgers.edu/~schuler/mainpages/GainingCompAdvan-tageHRMpractices.pdf
2. Reward Management
By Duncan Brown and Charles Cotton
13th July 2005
The author in this article mainly stresses on three important factors namely the gap between evidence and practice, the importance of employee engagement and the importance of line management capability. Policies and practices are now designed to get discretionary effort from employees, and the rise of HR metrics should make it possible to find out which policies achieve this objective and which get in the way. The author says that employees experience HR policies through the way their manager interprets them, and the skill he or she brings to the task. The author says that managers need more training and support if they are to carry out their HR responsibilities, such as appraisal or recognition, effectively. The author finally
concludes that HR management practices are rarely based on academic evidence of what produces good organizational outcomes and what does not, and it’s just as unusual for practices to be evaluated for their effectiveness. Source:http://www.cipd.co.uk/NR/rdonlyres/1739EC20-9ECC-46FB-A241-2083B249A587/0/rewmansymprpt0705.pdf
3. Impact of People Management Practices on Business Performance
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By Malcolm G Patterson, Michael A West, Rebecca Lawthom and Stephen Nickell
1997
The authors in this article mainly stress on the importance of people man-agement practices in influencing company performance. But the two assump-tions of this position need to be carefully tested. These are that people are the most valuable resource of an organization, and that the management of peo-ple makes a difference to company performance. The authors say that the emphasis on HRM practices is one of the most neglected areas of managerial practice within organizations. Based on the study conducted, it was very much evident that if the managers wish to influence the performance of their companies, the most important factor/area that they need to emphasize is the management of people. Source:http://www.cipd.co.uk/NR/rdonlyres/75D39FB0-061E-4983-B681-FB1E0C43CB96/0/ImpactofPeoplMgmntinBusPerf.pdf
4. Job Descriptions – identifying purpose, not tasks
By Chanon Collins
2000
The author in this article says that the task of creating job descriptions is a tedious process, but if written correctly would greatly help in performance evaluations and job assessments. He further states that effective job descrip-tions should include the job title and illustrate its position in the organization structure. The article also provides us with the general pitfalls in poorly writ-ten job descriptions. The job descriptions, at a basic level, should serve as a guide for employees and they should be based on the manager’s expecta-tions and employee’s perceptions. A job description written without any input from the employee will not serve its true purpose. Finally, the author stresses the importance of effective job descriptions in such a way that they
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address areas of communication, organizational structure, position goals and objectives, and assessments used for evaluation.Source: http://www.apbcpa.com/articles/pdf/JobDescriptions.pdf
5. Employee Selection: Testing and Assessment
By Benn Dattner and Allison Dunn
2000The authors in this article give an overview of various tests namely cognitive abilities tests, personality and temperament tests and sales abilities tests. They also specify the steps that need to be followed in the development of a selection program and the major considerations such as appropriateness, usefulness, logistics, and user experience that must be adopted when test-ing. The article also lays emphasis on how to predict an employee’s career path based on critical thinking skills. It also specifies how to assess candi-date’s aptitudes and intelligence with the help of cognitive ability tests. The personality and temperament tests assist with selection through measure-ment of five primary management dimensions that frequently forecast man-agement potential and style. Finally, the employee screening questionnaire helps in predicting positive and counterproductive work behaviors of employ-ees.Source: http://www.dattnerconsulting.com/presentations/selecthandbook.pdf
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2. JOB DESCRIPTION
It is a written record of duties, responsibilities and requirement of a particular job. It is a
statement describing the job in such terms as its title, location, duties and working conditions. In
other words, it tells us "What to be done, how to be done, why, under what conditions”. It
defines the appropriate and authorized content of a job. Writing a Job description is one of the
basic elements of strategic human resource management. The various components involved in
writing a job description include job analysis, writing a job description, and job evaluation. All
theses elements are part of employment planning process that organizations can use to help
operate efficiently. Job descriptions are considered essential both for the employer and the
employee. Job descriptions are not only required for recruitment so that the applicant can
understand the role, but they are also necessary for all people in work. A job description defines
a person’s role and accountability. Without a job description it would not possible for a person to
properly commit to, or be held accountable for a role.
For the employer, written job descriptions help to clarify employer’s expectations, provide a
basis for measuring job performance, provides a structure and discipline to understand and
structure all jobs, ensuring that no areas are left uncovered and continuity of role parameter is
available. Job descriptions enable the organization to distinguish positions, delineate tasks and
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determine pay levels. Also the job descriptions make the organizations/employer to defend
against complaints regarding pay, performance, promotion and discrimination.
For the employee, a written job description provides clear description of role, preventing
arbitrary interpretation of role content and limit by employer/manager, provides objective
reference points for job appraisal, performance reviews, promotions and incentives. They also
help in formulation of skill set, identify the needs for further training, and provide factual view in
career planning and progression.
Most of job descriptions are created as a result of joint effort of several people including
supervisors, Head of Departments, managers, and HR people. The best job descriptions begin
with and conform to a clarified understanding of the structure and accountabilities envisioned by
the top management or the leadership. Well-written job descriptions also incorporate
competencies required to fulfill those accountabilities. It is important to recognize that Job
descriptions are not working manual. Instead the minute details of work should be available in
the operational manual, or in the credentials document, and could be referred to, in the job
description.
2.1 Steps to write an effective Job Description
Determine the major functions (The titles/groupings under which you include the duties)
Determine the percentage of these functions in relation to the total job
For each function, determine the duties, which are actions taken when performing the job
satisfactorily
Determine the frequency of each duty (i.e. daily, weekly, monthly)
Determine the requirements of the position (skills, knowledge & abilities). Tie them
directly to the duties (actions) to be performed in the job
Determine if there are any physical, environmental or special demands. If so, include
those on the back page of the job description form
Write the summary statement, providing the brief job overview. Determine the degree of
supervision and include this in the summary if applicable
2.2 Job description at VIMTA
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A Job description is a written statement of what the employee actually does, how he or she does
it, and what the job’s working conditions are. This information is then used to write a job
specification, which lists the knowledge, abilities, and skills required to perform the job
satisfactorily. A new employee should be able to ascertain the extent to which the job description
can help in understanding the job and its basic requirements. The employee, who is new to the
job and its tasks, responsibilities etc., can use his own experience with the job description and his
job to assess the validity and accuracy of the job description. An old and outdated job description
becomes redundant and irrelevant in an organizational context. It would be of no use for any of
the HR activities it is normally used for. Hence job descriptions have to be updated as and when
major changes take place in responsibilities, relationships or tasks.
At Vimta Labs Ltd., job descriptions contain sections that cover
Job identification
Job summary
Responsibilities and duties
Standards of performance and Working conditions
Job specifications
Inter-relationships
2.2.1 Job Identification
The job identification should include the title of the job and its code number.
2.2.2 Job Summary
The job summary should describe the general nature of the job, and includes only its major
functions or activities.
2.2.3 Responsibilities and Duties
This section traditionally presents a list of the job’s major responsibilities and duties. It should
also define the limits of the jobholder’s authority, including his or her decision-making authority,
direct supervision of other personnel, and budgetary limitations.
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2.2.4 Standards of Performance and Working Conditions
At Vimta Labs Ltd; job descriptions contain standards of performance section. This lists the
standards the employee is expected to achieve under each of the job description’s main duties.
2.2.5 Job Specification
A job specification is a written statement of the minimum acceptable qualifications, knowledge,
skills, traits, and physical and mental characteristics that an incumbent must possess to perform
the job successfully. These specifications play an important role in the selection of the candidates
for higher-level jobs in the organizational hierarchy.
3. RECRUITMENT
Recruitment is the development and maintenance of adequate manpower sources. It involves the
creation of a pool of available human resources from which the organization can draw when it
needs additional employees. Recruiting is the process of attracting applicants with certain skills,
abilities, and other personal characteristics to job vacancies in an organization. According to
Denerley and Plumblay, recruitment is concerned with both engaging the required number of
people, and measuring their quality. It is not only a matter of satisfying a company’s needs; it is
also an activity, which influences the shape of the company’s future. The need for recruitment
may arise out of
Vacancies due to promotion, transfer, termination, retirement, permanent disability, or
death;
Creation of vacancies due to business expansion, diversification, growth, and so on.
3.1 Recruitment Function
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The function of recruitment is to locate the sources of manpower to meet job requirements and
specification. Recruitment forms the first stage in the process, which continues with selection
and ceases with the placement of the candidate. Effective supply of varied categories of candi-
dates for filling the jobs will depend upon several factors such as the state of labor market, repu-
tation of the enterprise and allied factors. The internal factors include wage and salary policies,
the age composition of existing working force, promotion and retirement policies, turnover rates
and the kind of personnel required. External determinants of recruitment are cultural, economic
and legal factors. Recruitment has been regarded as the most important function of personnel ad-
ministration. Unless the right types of people are hired, even the best plans, organization charts
and control systems will be of no avail. A company cannot prosper, grow, or even survive with-
out adequate human resources. Need for trained manpower in recent years has created a pressure
on some organizations to establish an efficient recruitment function.
3.2 Recruitment Purpose
The general purpose of recruitment is to provide a pool of potentially qualified candidates to
meet organizational need. Its specific purposes are to:
Determine the present and future requirements of the organization in conjunction with the
personnel planning and job analysis activities
Increase the pool of job candidates with minimum cost
Help increase the success rate of the selection process by reducing the number of 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 organization’s legal and social obligations regarding the composition of its
workforce
Start identifying and preparing potential job applicants who will be appropriate candi-
dates
Increase organizational and individual effectiveness in the short and long term
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Evaluate the effectiveness of various recruiting techniques and sources for all types of job
applicants
3.3 Recruitment Policy
Recruitment policy may involve a commitment to broad principles such as filling vacancies with
the best-qualified individuals. It may embrace several issues such as extent of promotion from
within, attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women
employees, part-time employees, friends and relatives of present employees. It may also involve
the organization system to be developed for implementing recruitment programme and proce-
dures. A well considered and pre-planned recruitment policy, based on corporate goals, study of
environment and the corporate needs, may avoid hasty or ill-considered decisions and may go a
long way to man the organization with the right type of personnel.
A good recruitment policy must contain the following elements:
Organization’s objectives - both short term and long term
Identification of the recruitment needs
Preferred sources of recruitment
Criteria of selection and preferences
The cost of recruitment and financial implications of the same
A recruitment policy in its broadest sense involves a commitment by the employer to
a. Find the best qualified persons for each job
b. Retain the best and most promising of those hired
c. Offer promising opportunities for life-time working careers and
d. Provide programmes and facilities for personal growth on the job.
3.4 Recruitment Process
To be successful, the recruitment process must follow a number of steps. These are:
1. Defining the job
2. Establishing the person profile
3. Making the vacancy known
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4. Receiving and documenting applications
5. Designing and using the application form
6. Selecting
7. Notification and final checks
8. Induction
3.5 Recruitment Process at VIMTA
Recruitment is the process of getting the right kind of people to apply for the vacancies in an
organization. The aim of an effective recruitment program is to attract the best people for the job
and aid the recruiter by making a wide choice available. A good job description helps in
attracting the right kind of candidates for the job. The recruitment efforts and the costs involved
are generally in proportion to the criticality of the vacant position and the urgency of the need.
Recruitment, as a process, starts with the identification of the need for human resources and ends
with getting the prospective employees to apply for the vacancy available.
No
Yes
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Set Objective
Call the candidate for interview
Requisition from a particular Department
START
Maintenance of MIS by HR
Maintenance of MIS by HR
Negotiate with the HR department
Reject the candidate
Does the candidate accept the offer letter?
Does the candidate accept the offer letter?
No
Yes
3.5.1 Freshers/Entry Level Recruitment Process
All Entry-level requirements at Vimta Labs Ltd. are fulfilled through Campus and Off Campus
drives.
Campus
The term “Campus” typically relates to the Selection Process being conducted at a particular
accredited college or institute to recruit ELTPs (Entry Level Trainee Programmers) or MTs
(Management Trainees) at the Entry Level.
Off Campus
“Off Campus” refers to a need based recruitment drive that occurs due to the sudden demand of
resources. It basically focuses on the recruitment of science graduates and/or management
graduates at the Entry Level.
3.5.2 Lateral/Experienced Professional Level Recruitment Process
At Vimta Labs Ltd., all requirements for professionals having sufficient work experience (2 yrs
& above) are recruited directly from the market through the following sourcing mechanisms.
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Start new search for the vacant position
Carry out Back-ground checks
Notify the candidate about the Joining date and Induction Program
End of Recruitment
3.5.2.1 Employee Referrals
Employee referral scheme is an excellent means of locating potential employees to fill the
positions in the organization. Employee referrals form a very good source of recruitment,
especially for the lower and middle level management. VIMTA Labs Ltd. has introduced
employee referral scheme to encourage the employees to refer their friends, relatives, known
persons, etc. for possible employment at VIMTA. The employee, who referred, the selected
candidate will receive a monetary reward for his / her referral. This policy will be applicable for
experienced / qualified candidates such as Scientists, Engineers, Group Leaders, etc. If an
employee referral applicant is hired, company will give Rs 1000 to Rs.5000/- as referral bonus to
the referee, on completion of one year service (post training) of hired person. HR Department
will notify the vacancies on VIMTA intranet notice boards at all facilities. Employees who are
interested to refer the applicants may approach HR Department. The second advantage of the
referral system is that the candidate seeking employment has an insider’s view of the job as
he/she has gathered information from the employee and is more realistic in his/her expectations
from the company.
3.5.2.2 Print Media The important information that has to be furnished in an advertisement includes:
Nature of business and size of the organization
The nature of the job
Location or place of work
Tasks and responsibilities attached to the position
Reporting hierarchy and work culture
Emoluments, benefits and other facilities available
Requirements of the job in terms of qualification, knowledge, skills and experience
Last date to respond
Ways to respond – by e-mail, telephone or post
3.5.2.3 Web Media
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Job search and talent search have both benefited immensely with the onset of the internet era.
Communication has become much easier and faster. Many internet portals like jobsahead.com,
monsterindia.com and naukri.com cater extensively to the needs of Vimta Labs Ltd., which are
in search of suitable people and individuals who are in search of a suitable job. The company
today maintains its own website which gives information on vacancies in the organization to
visitors to the website. Interested candidates can contact the organization through the Internet
itself. All these have made recruitment easier and faster.
3.5.2.4 Recruitment Agencies
Private employment agencies do well in dynamic job markets, where companies scout
aggressively for talent, and potential candidates constantly look out for better jobs. Private
agencies provide a good meeting ground for both the parties and simplify the whole process of
recruitment. They perform many of the jobs traditionally done by the HR department of the
company. ‘Head Hunters’, a more specialized category of private agencies, cater mostly to top
management level recruitment needs. They handle ‘executive search’ for organizations and
usually charge high fees for their services.
3.6 Internal Search
The human resource inventory, an outcome of human resource planning forms the basis for
internal search at Vimta Labs Ltd. This along with the personal information of the individual
employee collected from his employee record provides valuable information for internal search.
The company mainly depends on its HRIS (Human Resource Information System), which is a
ready source for storing and retrieving information about their employees. It is the responsibility
of the HR department to ensure that the information about the vacancy reaches all the
prospective candidates in the organization. The management then evaluates all the applicants and
makes the final selection.
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4. SELECTION
4.1 Deciding on the most appropriate selection methods
A well-planned and structured interview process is an adequate way of helping you to select the
most appropriate candidate. However, it is more effective if used alongside other selection meth-
ods. Whichever selection methods are used, it is important to ensure that:
The methods chosen are appropriate to the job and will provide added value in assessing
the best candidate
The panel are clear as to how the method used relates back to the selection criteria and
how performance will be assessed
The selection process is clearly defined to all the candidates in advance and consistently
applied to all
4.2 Short-listing
Short-listing is the vital first stage in the selection process. Measuring how candidates match up
to your selection criteria at this stage is crucial to enable you to objectively assess which of the
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candidates you wish to consider further in the next part of the selection process, generally the in-
terview stage. Careful short-listing is particularly important when you have a large number of ap-
plicants. Ideally, everyone who is part of the selection panel should be involved in the short-list-
ing process either together or independently. However, if this is not practicable, at least two
members of the interview/final assessment panel should be involved. Some of the guidelines that need to be followed to help you use your selection criteria effectively
and fairly in the short-listing process:
Decide which of the selection criteria included in the further particulars you can practi-
cally use when reviewing the written applications. You may decide to focus on the essen-
tial criteria initially
It is useful to give each criterion a value and to weight it according to its importance.
Then you can score each candidate against each criterion and come up with an objective
rank order. A simple matrix can be useful for recording this process
If you use a criterion based on how well each candidate has completed their application
make sure the assessment is not based on arbitrary factors such as standard of hand-writ-
ing
Base your assessment on the evidence that the candidate has provided and try not to make
assumptions to 'fill in the gaps'. If they haven't demonstrated that they have a particular
skill or experience then don't assume they have
If you have a large number of applicants who appear to meet the essential criteria then
use your desirable criteria to try to identify those who are most suitable. You may wish
initially to draw up a 'long-list' of those who meet the essential criteria first and then iden-
tify those to call for interview from this group
4.3 Effectiveness of different selection methods
Research into the value of different selection methods has indicated wide variations in accuracy
and effectiveness as indicated below:
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Work-related tests 55%
Ability tests 54%
Assessment centres 68%
Structured interview s 63%
Figure 1: More Effective Selection Methods
Unstructured Interview s 15%
References 12%
Personality Tests 38%
Bio Data Analysis 38%
Figure 2: Less Effective Selection Methods
Some of the methods most commonly used alongside the structured interview are
Work-based tests
Presentations
Visits and meetings with the team
Telephone or video-conference interviews
Psychometric tests
Assessment centres
4.4 Mode of Selection at VIMTA
Page 24 of 60
Selection of manpower for new or replacement needs shall be through any of the following
modes:
4.4.1 Open Advertisements
Wherever the number of positions is large and spread across the country, open advertisements
inviting applications can be released. Head - Recruitment & Selection shall prepare the text of
the advertisement incorporating the position title, location where vacancies exist, competencies,
skill sets, age profile, and deadlines for submitting application and contact address for
forwarding the application. The text of the advertisement should be cleared with Head HR for all
positions. Estimated cost of advertisement shall be obtained from the advertising agency and
approval from Head – HR should be taken. Head – HR before release of the advertisement
should clear advertisement layout. It must be ensured that the advertisement appears in a
prominent space in the edition and date of insertion of ad should be well thought out. Responses
received should be screened for eligibility criteria by Manager- Recruitment & Selection and
send the summary of short listed candidates before calling interviews. Upon approval by Head-
Recruitment & Selection, Department Head will organize interviews.
4.4.2 Selection through Manpower / Placement Agencies / Head Hunters
Head Recruitment & Selection / Head – HR shall shortlist the Manpower consultants / Head –
hunters based on the following criteria
Network and image
Size and geographical spread of data base
Recruitment fees
References
Results
Head Recruitment & Selection / Head – HR or authorized representative by Head – HR shall
negotiate and finalize the terms for appointment of consultant. Based on the level and location of
position to be hired, issue letter of intent to the manpower consultancy / head – hunter furnishing
the following details:
Position title
Broad job responsibility of the position
Page 25 of 60
Required skills sets including academic, professional and technical qualifications
Time frame for joining
Indicative CTC
Experience profile
Age profile
On receipt of response, Head-Recruitment & Selection / Manager- Recruitment & Selection shall
shortlist the profiles and revert to the consultant for carrying out preliminary screening and
arranging interviews and carries out the interviewing process. He shall carry out Personal Profile
Analysis and complete interview formalities, revert to consultant on final shortlist and issue offer
and after the candidates join, arrange payment to the manpower consultant / head – hunters as
per agreed terms.
4.4.3 Internal Selections
Wherever the numbers of positions are small and the positions are required to be urgently filled
in, then internal movement will be considered. Internal identification of candidates for new or
replacement vacancies can be by the choice of departmental heads. Alternatively, in order to
choose from a higher number of candidates, an advertisement will be posted on the HR web site
based on request from departmental Heads. The concerned departmental head will forward a list
of possible candidates to HR for issuing transfer orders. Whenever the choice is through internal
advertisement, Department Head after receiving the applications consider the possible candidates
based on the following criteria and submit the following details to Head – HR.
Competencies required
Age profile
Compensation level and
Time frame for relieving the candidate
4.4.4 Selection Process
The selection process includes short-listing profiles received from various sources and
interviewing suitable candidates for open positions. This process is concerned with the
development of selection policy in terms of job requirement. This process includes development
of application bank, valid and reliable test, interview process, evaluation and selection of
personnel in terms of job requirements.
Page 26 of 60
The selection process typically consists of following steps:
1) Initial Screening
2) Written test, if any
3) Panel interview
4) Compensation issues
5) Reference check
6) Offer of employment
7) Medical examination
Each step represents a decision point and seeks to expand the organization’s knowledge about
the applicant’s background, ability and suitability for final selection. However, some steps may
be omitted based on the exigency. Finally, on the basis of the above steps, interview panel
members recommend suitable candidates for selection. When the approval is received, the
candidates are given Offer of appointment. 15 days time is given to the selected candidate for
accepting the offer. In case, the selected candidate does not accept the offer with in 15 days, the
offer will stand withdrawn automatically.
4.4.4.1 Typical Selection Decision Process
4.4.4.2 Offer and Follow Up Process
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1. Preliminary Screening
2. Written Test /Panel Interview
5. Selection Decision
6. Examination
4. Background and Reference Checks
3. Employment Tests
The management’s intention to offer an appointment to the selected candidate is presented via
the Offer Letter consisting of terms and conditions of employment, salary structure, location,
designation etc.
4.4.4.3 Background & Reference Checks
To ensure the educational, employment history and personal backgrounds of potential
Employees are thoroughly checked before they are hired into Vimta Labs. There are two main
reasons to conduct pre employment background investigations and/or reference checks – to
verify factual information provided by the applicant, and to uncover damaging information such
as criminal records etc.
4.4.4.4 On Boarding/Joining
This refers to the process through which a selected candidate is absorbed into the organization.
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5. COMPENSATION MANAGEMENT
Compensation encompasses the entire range of salaries and benefits, both current and deferred,
that employees receive out of their employment with Vimta Labs Ltd. In the Employment Cost
Index, compensation includes the employer's cost of salaries, plus the cost of providing
employee benefits. Total Compensation therefore, is a combination of Fixed Pay, Variable Pay
and Employee Benefits.
The golden rules of VIMTA:
Thrive on change
Encourage experimentation
Communicate success and failure
Facilitate team learning
Reward learning
Sense of caring
Shared vision
The operating principles, which govern and guide C&B policies and practices, are:
Integrity
Transparency
Innovation
Positive Attitude
Page 29 of 60
Discipline
Proactive Attitude
Empathy and
Teamwork
5.1 Compensation Structure
Compensation is based on Employees role and level. It consists of fixed and variable
components. Variable compensation could consist of cash or stock options or both.
Compensation is structured according to the local laws and the prevailing statutory guidelines of
the home and/or host country. Since the compensation management and the perceived fairness of
compensation management have a big influence on employee morale and satisfaction, job
evaluation assumes immense importance. Apart from job evaluation, the various factors that
determine the compensation system are the size and structure of the organization and the industry
in which it operates the position of the person and his importance to the organization, the
demand for particular skill sets in the industry, and above all, the profitability of the company.
The basic aim of compensation structure is to attract, retain & motivate the employees by
developing and maintaining competitive and equitable pay structure. Compensation structure
deals with the techniques and procedures for designing & maintaining, rewarding employees and
exercising control over pay budget and cash flow.
Cost to the Company (CTC) consists of the following components:
i. Basic pay - The basic pay has been the most stable and fixed component. This includes
DA component also. Company will fix the basic pay based on level of the employee.
ii. HRA (House Rent Allowance) – In order to give some relief to the employees on this
account, and as per the cost of living, the company fixed 30% of basic pay for level-6,
40% of basic pay for rest of all, as HRA.
iii. Conveyance – conveyance allowance is to commute between residence and place of
work.
iv. Out fit (dress allowance) – Where applicable
v. Professional Development – Books / Periodicals for self study
vi. Car Allowance – Where applicable
vii. Communication Allowance – For using Mobile / Residence telephone for official purpose
Page 30 of 60
viii. Medical
ix. Children Education Allowance
x. Special Pay – Rest of the amount other than the above allowances
xi. Company contribution for Provident Fund – 12% of Basic pay
xii. Company contribution for ESI – 4.75% of Gross pay
xiii. Bonus – Bonus: 8.33 to 20% on basic pay, as declared
xiv. Ex-gratia: As declared
6. FINDINGS
1. At Vimta Labs Ltd., out of all the recruitment processes, Internal Search clearly stands out of
the rest. This policy of developing employees from inside instead of searching for new talent
from outside has various advantages such as
It helps in maintaining good employee relations
The cost of recruitment is minimal
Time and resources are saved on the selection and induction processes
It boosts the morale of the employees as they feel important and valued
It encourages competent and ambitious individuals as their performance is
rewarded
The return on investment on the workforce is increased for the organization
If carefully planned and well executed, promoting from within can also act as a
training and development device for middle and top-level management.
There is complete information about the individual’s performance and his
credentials can be established.
VIMTA also relies on Employee referrals. The advantages of it are
It is less expensive and the Job openings can be filled more quickly
They can arrange interviews at short notice
Page 31 of 60
2. QUANTITATIVE ANALYSIS
In Regression Analysis, we shall develop an estimating equation – that is, a mathematical for-
mula that relates the known variables to the unknown variable. Then, after we have learned the
pattern of this relationship, we can apply correlation analysis to determine the degree to which
the variables are related.
Correlation Analysis is the statistical tool we can use to describe the degree to which one vari-
able is linearly related to another. Often, correlation analysis is used in conjunction with regres-
sion analysis to measure how well the regression line explains the variation of the dependent
variable; Y. Correlation can also be used by itself, however, to measure the degree of association
between two variables. The coefficient of determination is the primary way we can measure the
extent, or strength, of the association that exists between two variables, X and Y.
Trend Analysis means studying variations in the firm’s employment levels over the last few
years. We might compute the number of employees in the firm at the end of each of the last six
years. The purpose is to identify trends that might continue into the future. Trend analysis can
provide an initial estimate, but employment levels rarely depend just on the passage of time.
Other factors such as changes in sales volume and productivity also affect the staffing needs.
Period
(X)No: of Employees
(Y) Xy X^2Expected No: of Employees Y Y-E(Y) (Y-E(Y))^2 (Y-y)^2
1 75 75 1 73 2 4 1369 2 88 176 4 88.6 -0.6 0.36 576 3 101 303 9 104.2 -3.2 10.24 121 4 119 476 16 119.8 -0.8 0.64 49
Page 32 of 60
5 139 695 25 135.4 3.6 12.96 729 6 150 900 36 151 -1 1 1444Total 21 672 2625 91 29.2 4288
Table 1: Regression Analysis (No: of employees Vs Period)
In the above table, Periods 1, 2, 3, 4, 5 and 6 indicate the years 2003-04, 2004-05, 2005-06, 2006-07, 2007-08, and 2008-09 respectively. Period and Number of em-ployees in that particular year are the two variables used for forecasting the num-ber of employees required in the next four years i.e. 2009-10, 2010-11, 2011-12, and 2012-13.Mean X 3.5Mean y 112B (Slope Regression line) 15.6A (Intercept Regression line) 57.4Coefficient of Determination 0.9931903Coefficient of Correlation 0.99658933
Forecasting TableExpected No: of employees for Period 7 166.6Expected No: of employees for Period 8 182.2Expected No: of employees for Period 9 197.8Expected No: of employees for Period 10 213.4
Table 2: Trend Analysis
From the above table, the regression equation is given by the equation Y = a + bX
i.e., Y = 57.4 + 15.6X
From the forecasting table, we can predict the number of employees required for the next years
respectively. This information would be helpful to the HR manager in order to recruit the re-
quired minimum number of employees for that particular year.
Page 33 of 60
Scatter Diagram (Y)
020406080
100120140160
0 1 2 3 4 5 6 7
Time Period
No: o
f Em
ploy
ees
No: of Employees (Y)
Figure 3: Scatter Diagram
Period (X)No: of Employees
(Y)Expected Y
1 75 732 88 88.63 101 104.24 119 119.85 139 135.46 150 151
Table 3: Number of Employees Vs Expected Employees
Page 34 of 60
Figure 4: Graph showing relationship between actual requirements of the number of employ-
ees Vs Trend Line
Page 35 of 60
3. STATISTICAL TESTS
RANK CORRELATION:
This is a measure of the correlation that exists between the two sets of ranks, a measure of the
degree of association between the variables that we would not have been able to calculate other-
wise. We can compute a measure of association that is based on the ranks of the observations,
not the numerical values of the data. This measure is called the Spearman rank-correlation co-
efficient, in honor of the statistician who developed it in the early 1900s.
At VIMTA Labs Ltd., I had an opportunity to be part of one of the interviews. I wanted to find
out how closely both the interviewers would agree on the evaluation and whether is any bias in
the judgment. So, I had used Rank Correlation to test the results.
The company has two trained interviewers to recruit Scientists having more than 5 years of work
experience. Both of them ranked 11 prospective applicants in terms of their degree of potential
contribution to the company. The results are as follows:
Applicant Interviewer 1 Interviewer 2
1 4 5
2 7 4
3 9 7
4 1 3
5 2 1
6 10 11
7 3 2
8 5 10
9 6 8
10 8 6
11 11 9
Table 4: Interviewer’s Ratings of the Applicants
1 ← Best Rank
11 ← Worst Rank
Page 36 of 60
Aim: I would like to determine whether there is a significant positive correlation between the
two interviewer’s ratings.
Ho: ρs = 0 ← Null Hypothesis: There is no correlation between the interviewer’s rankings
H1: ρs = 0 ← Alternative Hypothesis: There is a correlation between the interviewer’s rankings
α = 0.05 ← Level of significance for testing these hypotheses
Applicant Interviewer 1 Interviewer 2 Difference between the Two Ranks Difference
Squared1 4 5 -1 12 7 4 3 93 9 7 2 44 1 3 -2 45 2 1 1 16 10 11 -1 17 3 2 1 18 5 10 -5 259 6 8 -2 410 8 6 2 411 11 9 2 4
Table 5: Computation of Rank correlation
Spearman Rank-correlation coefficient rs is given by
rs = 1 - [6∑difference squared/ n (n squared – 1)]
Where n = number of paired observations
= 1 - [6(58)/ 11 (121 – 1)]
= 1 - [348/ 11 (120]
= 1 - [348/ 1320]
= 1 – 0.2636
= 0.7364 ← Rank-correlation coefficient
Page 37 of 60
Inference 1:
A correlation coefficient of 0.7364 suggests a substantial positive association between the two
interviewer’s rankings.
For small values of n, (n <= 30), the distribution of rs is not normal, and unlike other small sam-
ple statistics, it is not appropriate to use the t distribution for testing hypotheses about the rank –
correlation coefficient.
Criteria for acceptance/rejection of the Null Hypothesis:
If tabulated value > critical value ← Reject the null hypothesis
If tabulated value < critical value ← Accept the null hypothesis
A two-tailed test is appropriate. The critical values for rs are found out to be +0.6091 and -
0.6091 respectively.
Inference 2:
As tabulated value > critical value, we would reject the null hypothesis of no correlation and
conclude that there is an association between the two interviewer’s rankings.
Page 38 of 60
4. CHI – SQUARE AS A TEST OF GOODNESS OF FIT:
Testing the Appropriateness of a Distribution
The Chi-square test can be used to decide whether a particular probability distribution, such as
the binomial, Poisson, or normal, is the appropriate distribution. It enables us to test whether
there is a significant difference between an observed frequency distribution and a theoretical fre-
quency distribution. In this manner, we can determine the goodness of fit of a theoretical distri-
bution (that is, how well it fits the distribution of data that we have actually observed).
Three different executives at Vimta Labs Ltd. at Hyderabad had interviewed 100 prospective
candidates for different openings. Each executive had given either a positive rating or a negative
rating. The interview results of the last 100 candidates are as follows:
Positive Ratings from
three different interviews
Number of candidates receiv-
ing each of these ratings
0 18
1 47
2 24
3 11
Total = 100
Table 6: Ratings received by the Candidates
Aim: To test whether the interview process can be approximated by a binomial distribution with
p = 0.40 that is, with a 40 percent chance of any candidate receiving a positive rating on any one
interview.
Ho: A binomial distribution with p = 0.40 is a good description of the interview process ← Null
Hypothesis
H1: A binomial distribution with p = 0.40 is a good description of the interview process ← Al-
ternative Hypothesis
α = 0.20 ← Level of significance for testing these hypothesesPositive Ratings from Binomial Probabilities of
Page 39 of 60
three different interviews these outcomes
0 0.2160
1 0.4320
2 0.2880
3 0.0640
Total = 1.0000
Table 7: Binomial Probabilities for the ratings from interviews
Binomial Probability Distribution
0
0.5
1
1.5
2
2.5
3
3.5
1 2 3 4
Probability
No:
of R
atin
gs
Figure 5: Probabilities Vs No: of Ratings
Positive Rat-ings from three different interviews
Observed Fre-quency of can-didates receiv-ing these rat-ings
Binomial Probabilities of these out-comes (1)
Number of candidates interviewed
(2)
Expected Frequency of candidates receiv-ing these ratings(3) = (1) * (2)
0 18 0.2160 100 21.6 1 47 0.4320 100 43.2 2 24 0.2880 100 28.8 3 11 0.0640 100 6.4 Total = 100 Total = 1.0000 Total = 100.0
Table 8: Computation of Expected Frequencies
Page 40 of 60
Observed FrequencyFo
Expected FrequencyFe
f0 - fe (f0 – fe)^2 (f0 – fe)^2/ fe
18 21.6 -3.6 12.96 0.600047 43.2 3.8 14.44 0.334324 28.8 -4.8 23.04 0.800011 6.4 4.6 21.16 3.3063 Total = 5.0406Table 9: Computation of Chi – Square Statistic
Tabulated value of Chi – Square statistic = ∑ {(f0 – fe) ^2/ fe} = 5.0406
Degrees of freedom = k – 1, where k is the no: of observed frequencies
= 3 – 1
= 2
Critical value of Chi – Square statistic = 4.642
Criteria for acceptance/rejection of the Null Hypothesis:
If tabulated value > critical value ← Reject the null hypothesis
If tabulated value < critical value ← Accept the null hypothesis
Inference:
As tabulated value > critical value, we would reject the null hypothesis and conclude that the bi-
nomial distribution with p = 0.40 fails to provide a good description of the observed frequencies
(interview process).
Page 41 of 60
5. SAMPLE SURVEY OF EMPLOYEE NEEDS
1. Indicate the level of importance of the following benefits to you and your family:
Low Importance High Importance
Health coverage -------------------- --------------------
Conveyance -------------------- --------------------
Paid maternity leave -------------------- --------------------
Dependent care assistance -------------------- --------------------
Insurance -------------------- --------------------
Compensatory leave -------------------- --------------------
2. Indicate any two benefits listed below that you feel can be enhanced by the company, and in-
clude a comment suggesting how:
Health care coverage
----------------------------------------------------------------------------------
Dependent care assistance ---------------------------------------------------------------------------------
Conveyance ---------------------------------------------------------------------------------
Maternity leave ---------------------------------------------------------------------------------
Compensatory leave ---------------------------------------------------------------------------------
3. If the company could spend additional money on benefits, rank in order of importance (1 =
most important; 7 = least important) which of the following benefits you suggest should be
funded:
------------------- Health care coverage
------------------- Conveyance
------------------- Dependent care assistance
------------------- Maternity leave
Page 42 of 60
------------------- Insurance
------------------- Compensatory leave
I have interviewed 30 employees in the organization. For this purpose, I have prepared the above
questionnaire. Based on their responses, I found out that Health care coverage and Compensatory
leave as the two most important benefits that the employees expected from the organization and
hence had the company concentrated on these benefits, the employees could be motivated to a
great extent which would in turn help in increasing their productivity.
Thus rewarding and recognizing positive results is an important factor in retaining employees.
However, we would be negligent if we did not state that there are other even more important fac-
tors creating a nurturing environment, one in which everyone seems to be pulling in the same di -
rection and in which peoples' contributions are valued, is even more important than reward and
recognition. The strongest relationships between the intention of people to stay and other at-
tributes include such items as pride in the employer, the employees' affinity for the type of work,
the leadership skills of management, trust, and teamwork. Thus, appropriate reward and recogni-
tion should be viewed as an important component in the creation of an overall positive environ-
ment in which both employees and employer can thrive.
Hierarchy of Need Theory
This survey has seen some amazing results where the company concentrates on the upper level
needs of the employees. It ignores the lower level aspects like food, shelter and clothing needs.
In the Hierarchy of Need Theory proposed by Maslow, it is apparent that the human beings can
be satisfied fully only after the basic needs are fulfilled first. He also explains how after one need
is satisfied an individual automatically shifts to a higher stage. That is why his propaganda is
called “The Hierarchy of Need Theory”.
The various stages are as follows:
SELF ACTUALIZATION
AESTHETICS
COGNITIVE NEEDS
SELF ESTEEM
SECURITY NEEDS
SOCIAL NEEDS
Page 43 of 60
PHYSIOLOGICAL NEEDS
In order to get a better understanding of the theory the various stages are as follows:
Stage 1 It talks about the basic needs of the employees like food shelter and clothing.
Stage 2 This indicates the need to live a comfortable life with a good social circle where he gets
to relax and have some fun.
Stage 3 This throws light on the security aspect that an employee is generally looking for like job
security
Stage 4 By now, he is talking about acquiring some name and fame in the society.
Stage 5 This is when the employees feel that there is a need for knowledge growth more than
anything else.
Stage 6 After having reached an intellectual stage, he starts wondering about the appearance of
the surroundings he is in and so on.
Stage 7 Here he has crossed the stage of all worldly pleasures and concentrates more on the
spiritual development side.
This theory has very explicitly been reflected in our organization. It is important to identify the
area of concern and act upon it as soon as possible.
Page 44 of 60
6. I have also interviewed 30 employees of managerial level asking them to rank the following
criteria on a 10 point scale in order of importance.
Criteria Rank
Performance ---------
Quality ---------
Team work ---------
Team player ---------
Attitude ---------
Initiative ---------
Relationship with coworkers ---------
Attendance ---------
General awareness ---------
Based on the responses, I found out that Performance is the most important criterion and General
Awareness to be the least important one.
Performance 29
Quality 14Team Work 3
Team Player 4
Attitude 9
Initiative 13
Relationship with Co-workers 7Attendance 19General Awareness 2
Table 10: Criteria for reward and recognition
Page 45 of 60
Performance29%
Quality14%
Team Work3%
Team Player4%
Attitude9%
Initiative13%
Relationship with coworkers
7%
Attendance19%
General awareness2%
Figure 6: Pie chart showing the employee’s preference for each criterion
Page 46 of 60
7. RECOMMENDATIONS
The recommended order of practice of recruitment at VIMTA Labs Ltd. is
a) Internal Search/Database
b) E-recruitment
c) Placement Agencies/consultants
d) Headhunters
e) Advertisements
As soon as a Scientist is recruited VIMTA Labs Ltd. can do a gap analysis so as to deter-
mine the skill sets available with the Scientist and the skill sets that he/she are required to
posses. After the completion of this analysis, preliminary training can be imparted to the
Scientist by the concerned department. This would provide more time to the project man-
agers to focus on their core activities.
VIMTA Labs Ltd. should carry out a thorough Cost – Benefit – Analysis for recruiting
the best of the talent for different openings. This would help in recruiting highly produc-
tive workforce.
I found out that Health care coverage and Compensatory leave as the two most important
benefits that the employees expected from the organization and hence had the company
concentrated on these benefits, the employees could be motivated to a great extent which
would in turn help in increasing their productivity.
VIMTA Labs Ltd. should use the following criteria to reward and recognize an individual
or to a team:
a) Outstanding performance
b) Team efforts and peer collaboration
c) Collaboration with other department
d) Assisting, training and mentoring coworkers
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e) On time Project completion
f) Consistent Higher Quality Output
g) Long term services
h) Maximizing department resources
Page 48 of 60
8. REFERENCES
Human Resource Management, Tenth Edition, Gary Dessler
Human Resource Management, ICFAI Centre for Management Research
Internal Project artifacts of Vimta Labs Ltd.
Aswathappa, Human Resources and Personnel Management, TATA McGraw Hill, 2003
Arora P.N. & Arora S., STATISTICS FOR MANAGEMENT, Edition 2003
STATISTICS FOR MANAGEMENT, Seventh Edition, Richard I. Levin and David S.
Rubin, Edition 2002
Page 49 of 60
9. ANNEXURE
9.1 Interview Assessment Sheet - 1(For Scientist / Engineer / Officer & below)
Name of the Applicant: Date:
Position: Experience:
1) VG = Very Good 2) G = Good 3) AV = Average 4) P = PoorACADEMIC UNIVERSITY /
INSTITUTECOURSE
DURATIONPERSONAL TRAITS VG G AV P
Under Graduation
Appearance & bearing
Graduation Presentation
Post Graduation
Communication
Others Initiative
PROFESSIONAL TRAITS VG G AV P Openness to suggestions
Quality of experience, if any Self confidence
Supervisory skills Responsibility seeking
Growth potential Adaptability to VIMTA
Current CTC: Expected CTC: Recommended CTC:
DECISION: Selected / Hold / Data bank / Rejected
NOTICE PERIOD:
Comments & Signature of the Interview panel members:
Page 50 of 60
9.2 Interview Assessment Sheet - 2(For Group Leader / Asst Manager & Above)
Name of the Applicant: Date:
Position: Experience:
1) VG = Very Good 2) G = Good 3) AV = Average 4) P = PoorFACTORS UNIVERSITY /
INSTITUTECOURSE
DURATIONPERSONAL TRAITS VG G AV P
Graduation Appearance & bearing
Presentation Post Graduation
CommunicationSelf confidence
Others Openness to suggestionsInitiative
PROFESSIONAL TRAITS
VG G AV P Leadership skills
Quality of experience Interpersonal skills
Managerial skills Responsibility seeking
Growth potential Adaptability to VIMTA
Extra curricular activities:
Project Management: Level A - Can lead a Unit Level B - Can lead a team independently
Level C - Can manage a project Level D - Can manage multiple projects
If short listed, suitable for:
POSITION – A POSITION – B POSITION – C POSITION – D
Current CTC: Expected CTC: Recommended CTC:
DECISION: Selected / Hold / Data bank / Rejected
NOTICE PERIOD:
Comments & Signature of the Interview panel members:
Page 51 of 60
9.3 Organization Structure
Category Designation
Top Management Managing DirectorDirector – Technical & COOExecutive Director – Fin & AdministrationDirector – QualityGeneral Manager - MIS
Level – 1 All Presidents
Level – 2 All Vice Presidents
Level – 3 Head – Regional Lab, ChennaiAll Associate Vice Presidents & Senior Managers
Level – 4 Managers
Level –5 All Group Leaders & Deputy Managers Branch Manager / Regional Sales ManagerClinical PharmacologistClinical Pathologist Clinical Microbiologist
Level – 6 All Assistant ManagersArea Sales ManagersScientists / EngineersOfficers / Sales staff
Level – 7 Technicians / Phlebotomists / Paramedics Lab Assistants / Field Staff / Drivers
Page 52 of 60
9.4 Interview Questionnaire
Job Interest
Name _______________________ Position applied for ___________________________
What do you think the job involves? ________________________________________________
Why do you want the job? ________________________________________________________
Why are you qualified for it? ______________________________________________________
What would your salary requirements be? ____________________________________________
What do you want to know about our company? ______________________________________
Why do you want to work for us? __________________________________________________
Current Work Status
Are you now employed? ___ Yes ___ No. If not, how long have you been unemployed? _______
Why are you unemployed? _______________________________________________________
If you are working, why are you applying for this position? ______________________________
When would you be available to start work with us? ___________________________________
Work Experience
Current or last employer __________________ Address ________________________________
Dates of employment: from _____________________ to _______________________________
Current or last job title ___________________________________________________________
What were your duties? __________________________________________________________
Have you held the same job throughout your employment with that company? ___ Yes ____ No.
If not, describe the various jobs you have had with that employer, how long you held each of
them, and the main duties of each. __________________________________________________
What was your starting salary? ____________________________________________________
What are you earning now? _______________________________________________________
Name of your last or current supervisor? _____________________________________________
Page 53 of 60
May we contact that company? _____ Yes _____ No
What did you like most about that job? ______________________________________________
What did you like least about it? ___________________________________________________
Why are thinking of leaving? ______________________________________________________
Why are you leaving right now? ___________________________________________________
Would you consider working there again? ___________________________________________
Educational Background
What education or training do you have that would help you in the job for which you have ap-
plied? ______________________________________________________________________
Describe any formal education you have had? ________________________________________
Off-Job Activities
What do you do in your off-hours? Please explain. _____________________________________
Personal
Would you be willing to relocate? _______ Yes _______ No
Are you willing to travel? _______ Yes _______ No
What is the maximum amount of time you would consider travelling? _____________________
Are you able to work overtime? ____________________________________________________
What about working on weekends? _________________________________________________
Self-Assessment
What do you feel are your strong points? ____________________________________________
______________________________________________________________________________
What do you feel are your weak points? ____________________________________________
______________________________________________________________________________
Page 54 of 60
9.5 Sample Job DescriptionVIMTA LABS LTD.
JOB DESCRIPTION: Job Title: Manager
Division / Department: Food Labs
Reports To: VP analytical
Inter-relations: AVP-BD, HOD-microbiology, Drugs, Residues, Manager-Biochemistry
Position Summary:
The Manager-Food and Water laboratory (analytical) maintains responsibilities for monitoring
and management of the Food and Water Department's operations, quality systems, and
administrative functions. Insures operational efficiency, quality, and cost effective management
of resources.
Review of Contracts, allocation of the samples, review of registration status, review of re-
sults and data and release of reports.
Perform non routine tests like trouble shooting during analysis, handling complaints and
responsible for timely delivery of the reports.
Ensure equipment qualification of analytical instruments used in the Department.
Prepare user-specification guidelines for analytical instruments and the equipment to be
procured for the Department's utility.
Ensure all equipments and instruments are maintained in calibrated status.
Monitoring and maintaining the analytical instruments used in the laboratory to avoid
misuse and also ensure there is downtime for instruments by preventive maintenance
measures.
Ensure implementation of applicable SOPs, Management system Procedures and Man-
agement
System documents in the Department.
Ensure all Departmental SOPs are current.
Ensure trace ability of operations, results and data.
Adherence to the Policies and Procedures of Equipments and ensure the staff maintains
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Date:
applicable regulations.
Increase throughput of the Department; optimize usage of critical consumables suitable
reference stands and equipment time.
Ensure analytical methods are developed and validated to meet the Contractual require-
ment of the client.
Identify training needs of Departmental Personnel, impart training, assess and monitor ef-
fectiveness of training conducted.
Team Building -Build congenial, stress free and motivated environment in the depart-
ment.
Business Development: Make business plans. Seek more jobs from clients. Expand cus-
tomer base. Upgrade laboratory scope as per market needs.
Identify critical aspects of study design and provide technical expertise into the planning
and execution of studies and interpretation of study data.
Design, implement and review activity reports to ensure operational excellence across the
Division.
Identify internal and external customers, and establish service standards in accordance
with VIMTA’s policies and customer requirements.
Evaluate departmental operations and take actions that are consistent with VIMTA’s
overall business policies and strategy.
Provide accurate and timely information to the Management regarding the quality and
compliance status of the operations.
Identify opportunities (including business opportunities) and areas for improvement
within the department.
Coordinate with other supporting departments for synergistic operations.
Bear responsibility for attainment of short term and long-term operational goals. Imple-
ment programs to ensure attainment of set targets.
Align personal and functional goals with VIMTA’s business objectives and measure per-
formance against objective standards.
Perform periodic staff evaluation. Provide mentoring and guidance to subordinates..
Guide staff on career prospects to ensure retention.
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KEY RESPONSIBILITIES:
Description Frequency %Time
Ensure Food and Water Laboratory operation functions that in-
cludes assign the samples to scientists, optimum allocation of
resources to the samples, verifying the analytical data with
LIMS and review the results.
Review and improve Food and Water division’s capabilities to
enhance compliance and quality operations. Review: (1) Provid-
ing technical assistance for the identified market and industry
requirements. (2) New method development and validation.
Review activity reports, environmental conditions reports, and
any quality indicator reports. Develop and implement plans to
improve operational quality and efficiency.
Facilitating the Business Development Department in building
and retaining the client, maintaining the customer relations by
answering to their queries and providing them with effective
suggestions.
Ensure applicable safety procedures are followed in the Depart-
ment.
Implement effective training programs for the staff and new re-
cruits. Provide training on topics of expertise towards staff de-
velopment.
Monitor for effective utilization of technologies by the depart-
ment– sometime, domdoc, quick place, lotus smart suite, etc.
On-going
On-going
On-going
On-going
On-going
On-going
40
15
10
20
10
05
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POSITION REQUIREMENTSMinimum:
Masters degree in analytical chemistry, food sciences or related sciences (PhD preferred).
At least 10 years of progressive experience in Food analysis-nutrition labeling of food,
Vitamins, Food additives, Heavy metals, Amino acids, at least 3 yrs experience in senior
position preferred.
Thorough knowledge of ISO17025 system, those are relevant to the scope of testing ser-
vices.
Thorough knowledge of PFA (Prevention of Food Adulteration Act) and BIS (Bureau of
Indian Standards)
Understanding the Codex requirement, an International Food standard, which ensures the
quality and safety of food, supply.
Experience with instruments like Chromatography, GC, HPLC, Mass Spectroscopy, and
AAS etc, which are helpful in analyzing the food samples.
Strong teamwork/interpersonal, communication, and project management skills. Capabil-
ity to manage multiple projects and shifting priorities as needed
Demonstrates attention to detail and organizational skills.
Skilled in contract initiation and negotiation.
Ability to adapt to new technologies. Proficient is use of Word, Excel, Power point or
similar applications.
Willingness to attend conferences, seminars, customer meetings.
Resourceful, inventive and results driven with a strong customer and quality focus.
Strong ability to coach and motivate people, manage conflicts, and to negotiate win-win
solutions in a matrix-oriented organization.
Ability to make timely decisions, evaluate risks and define and execute action plans.
ADDITIONAL INFORMATION
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Associate must have clearly demonstrated the above qualifications to be eligible for this
position.
Associate may be assigned other job functions in addition to the above listed key respon-
sibilities provided necessary experience; training and documentation are in place.
The preceding statements are intended to describe the general nature and level of work being
performed by people assigned to this job. They are not intended to be an exhaustive list of all re-
sponsibilities, duties, and skills required of personnel so classified.
Issued by:
President-Life Sciences Date
H.R. Department Date
Accepted by:
Date
s
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