TABLE OF CONTENTS
Acknowledgements List of tables List of illustrations Abbreviations Abstract Chapter I
: Introduction
1.1)
Need for the Study
1.2)
Objectives
1.3)
Limitations
1.4)
Material and Methodology
Chapter II : Industry profile
2.1)
Introduction
2.2)
Pre-Independence
2.3)
Post-Independence
2.4)
Industry Scenario
2.5)
Global Scenario
2.6)
Market Scenario
2.7)
Production Scenario
2.8)
Demand-availability Demand-availability Projection
2.9)
Pricing and Distribution
2.10) Major Steel and Related Companies
1
Chapter III : Company Profile
3.1)
Introduction
3.2)
Background
3.3)
Vision, Mission & Objectives
3.4)
Core Values
3.5)
Policies
3.6)
Marketing Networking
3.7)
Pollution control and Environmental Protection
3.8)
Achievements and Awards
3.9)
Hallmark of Vizag Steel
3.10) Statistical Statistical Information Chapter IV : Recruitment & selection process Chapter V : Empirical analysis
5.1)
Analysis of the Project
5.2)
Recruitment Policy
Chapter VI :QUESTIONARIES Chapter VII: Findings & Suggestions and Conclusions
7.1)
Findings
7.2)
Suggestions
7.3)
Conclusion
Appendix Bibliography Glossary
2
Chapter III : Company Profile
3.1)
Introduction
3.2)
Background
3.3)
Vision, Mission & Objectives
3.4)
Core Values
3.5)
Policies
3.6)
Marketing Networking
3.7)
Pollution control and Environmental Protection
3.8)
Achievements and Awards
3.9)
Hallmark of Vizag Steel
3.10) Statistical Statistical Information Chapter IV : Recruitment & selection process Chapter V : Empirical analysis
5.1)
Analysis of the Project
5.2)
Recruitment Policy
Chapter VI :QUESTIONARIES Chapter VII: Findings & Suggestions and Conclusions
7.1)
Findings
7.2)
Suggestions
7.3)
Conclusion
Appendix Bibliography Glossary
2
LIST OF TABLES
SL. No. 1 2
TITLE Response regarding job satisfaction level of employees Response regarding the length of working period of employees
PAGE NO 42 43
3
Responses of the employees on job profile
44
4
Responses of the employees on development
45
5
Responses of the employees on career focus
46
6 7
Responses of the employees on appropriate recognition Responses of the employees on overall job security
47 48
8
Resp ons es of the emp loy ees on wor work place ace
49
9
Response of employees to enhance the job satisfaction satisfaction
50
3
ABBREVIATIONS
ERA
Executive recruiters association
CV
Curriculum Vita
JCM
Job Characteristic Model
JDI
Job Descriptive Index
MSQ
Minnesota satisfaction questionnaire
JSS
Job satisfaction survey
IISI
International Iron and Steel Institute
VSP
Visakhapatnam Steel Plant
RINL
Rashtriya Ispat Nigam Limited
4
CHAPTER-I INTRODUCTION
5
The project is titled as “A study on recruitment and selection process ”.In the project the intern is required to study the impact of selection procedures on job satisfaction on different parameters.
Recruitment Recruitment refers to the process of finding possible candidates for a job or function, undertaken by recruiters. It may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Either way it may involve advertising, commonly in the recruitment section of a newspaper or in a newspaper dedicated to job adverts. Employment agencies will often advertise jobs in their windows. Posts can also be advertised at a job centre if they are targeting the unemployed. Suitability for a job is typically assessed by looking for skills, e.g. communication skills, typing skills, computer skills. Evidence for skills required for a job may be provided in the form of qualifications (educational or professional), experience in a job requiring the relevant skills or the testimony of references. Employment agencies may also give computerized tests to assess an individual's off hand knowledge of software packages or typing skills. At a more basic level written tests may be given to assess numeric and literacy. A candidate may also be assessed on the basis of an interview. Sometimes candidates will be requested to provide a résumé (also known as a CV) or to complete an application form to provide this evidence.
12 Elements of Recruitment Strategy 1. What are your primary goals? (Why hire?) 2. Prioritization of jobs 3. Performance level to target 4. Experience level to target 5. Category of candidate to target 6
6. When to begin searching for candidates 7. Where to look for candidates 8. Who does the recruiting? 9. Primary sourcing tools 10.What skills should you prioritize when selecting candidates? 11.How to assess candidates 12.Primary sales approach
Selection The aim of selection is to find a person who accepts the position and who gives satisfactory service and performance in the long term. The system approach starts from the position of well defined job and clearly analyzes person’s specifications. Selection is not just a question of interviewing, although it is most popular device in use. Selection is very much a process of deselecting, that is gradually eliminating candidates until finally one is left on the list for a vacancy. Some methods are more reliable then other but, to large extent. Selection is about trying to minimize risk and maximizing certainty of making of the right decision. Starting from the position where the recruitment process as produced a no of applicants, the important steps as follows: Short listing the candidates for the next stage. Setting up tests for the short listed candidate some times in the form of an
assessment. Interviewing the candidates and allowing the candidates to interview the
selectors. Choosing the successful candidates. Obtaining references. Offering the position, confirming in writing and gaining acceptance. Organizing the induction process. Evaluating the results.
7
Personality Tests A selection procedure measures the personality characteristics of applicants that are related to future job performance. Personality tests typically measure one or more of five personality dimensions: extroversion, emotional stability, agreeableness, conscientiousness, and openness to experience. The methods of a personnel selection include
Interviews
Personality tests
Biographical data
Cognitive ability tests
Work sample tests
Physical abilities tests
Self assessments
Assessment centers
1.1 NEED OF THE STUDY
To get an idea about the Recruitment and Selection Procedure held by Rashtriya Ispat Nigam Limited, Visakhapatnam Steel Plant, Visakhapatnam.
1.2 OBJECTIVES To study about the recruitment and selection process followed by RINL/VSP To Identified different methods in selection process To know the selection process of employees and its impact on job satisfaction To know the job satisfaction levels of the employees of recruited To know the recruitment policy followed by RINL/VSP.
8
1.3 LIMITATIONS Only the domestic market is the focus of this study. We have not studied the
international recruitment process here. Sample size is limited due to the limited period allocated for the survey The analysis is completely based on the information provided by the employees
and hence could be biased. Taking appointment of the respondents became a little difficult.
1.4 MATERIAL AND METHODOLOGY SETTING
Rashtriya Ispat Nigam Limited, Visakhapatnam Steel Plant, Visakhapatnam DURATION OF STUDY
The study takes nearly 8weeks from the period of 17-12-2007 to 09-02-2008. SAMPLE SIZE
The sample size was 150 SAMPLING TECHNIQUE
Simple Random Sampling
9
DATA COLLECTION PROCEDURE
The sources of recruitment are broadly divided into Internal Sources and Externals Sources. Internal Sources are the sources within organizational pursuits. The primary data is collected with direct interaction with candidates through questionnaire and personal interview. The questionnaire consists of closed ended and open-ended questions. Externals Sources are sources outside organizational pursuits.
Internal Sources Promotions Transfer Response of employees to notified vacancy
Externals Sources
Advertisements Employment Exchange Campus Recruitment Unsolicited applicant Labor Contracts Employee Referrals Field Trips
10
CHAPTER-II INDUSTRY PROFILE
11
2.1. INTRODUCTION
Steel is an alloy of iron usually containing less than 1% carbon is a versatile material with multitude of useful properties used most frequently in the automotive and construction industries. Steel can be cast into bars strips, sheets, nails, spikes, wire, rods or pipes as needed by the intended user. The consumption of steel is regarded as the index of industrialization and the economic maturity any country has attained. The development of steel industry in India should be viewed in conjunction with the type and system of government that had been ruling the country. The production of steel in significant quantity started after 1900. The growth of steel industry can be conveniently studied by dividing in the period into pre & post independence era (or before 1950& after 1950). The total installed capacity for in-got Steel production in during pre independence era was 1.5 millions tones /year, which has risen to about 8 million tones of ingot by the seventies. This is the result of the bold steps taken by the government to develop this sector.
2.2 PRE-INDEPENDENCE 1830
- Josiah, Marshall Health constructed the first manufacturing
plant
at port move in Madras presidency. 1874
- James Erskin founded the Bengal iron works.
1899
- Jamshedji Tata initiated the scheme for an integrated steel plant.
1906
- Formation of TISCO.
1911
- Tata iron & steel company started production.
1916
- TISICO was founded.
1940-45 - Formation of Mysore iron & steel limited, and Bhadravati in Karnataka
12
2.3 POST-INDPENDENCE 1951-56 - First Five Year Plan The Hindustan steel Ltd. was born on 19 th January, 1954 with the decision of setting up three steel plants each with one million tone input steel per year in at Rourkela, Bhili and Durgapur; TISCO stated its expansion program.
1956-61 - Second Five Year Plan
A bold decision was taken up to increase the ingot steel output India to 6 Million tones per year & production at Rourkela, Bhilai and Durgapur steel plant started.
1961-66 - Third Five Year Plan During the third five year plan the three steel plants under HSL; TISCO & HSCO were expanded as show. In January 1964 Bokaro steel plant came into existence.
1966-69
- Recession Period
The entire expansion program was actively executed during this period.
1969-74 - Fourth Five Year Plan
Licenses were given for setting up of many mini steel plants and re-rolling mills.
Govt. Of. India accepted setting up two more steel plants in south. One each at Visakhapatnam and Hospet (Karnataka).
SAIL was formed during this period on 24 th January, 1973. The total installed capacity from 6 integrated plants was 106 Mt.
13
1979
- Annual Plan
The erstwhile Soviet Union agreed to help in setting up the Visakhapatnam steel plant.
1980-85 - Sixth Five Year Plan
Work on Visakhapatnam steel plant was started with a big bang and top priority was accorded to start the plant.
Scheme for modernization of Bhilai steel plant, Rourkela, Durgapur, TISCO were initiated.
1985-91 - Seventh Five Year Plan Expansion work of Bhilai and Bokaro steel plants completed. Progress on Visakhapatnam steel plant picked up and rationalized concept
has been introduced to commission the plant with 3.0Mt liquid steel capacity by 1990.
1991-96 - Eight Five Year plan Visakhapatnam steel plant started its production modernization of other steel plants is also duly envisaged.
1997-2002 - Ninth Five Year Plan Visakhapatnam steel plant had foreseen a 7% growth during the entire plan period.
2002-2007 - Tenth Five Year Plan Steel industry registers the growth of 9.9 % Visakhapatnam steel plant high regime targets achieved the best of them.
14
2.4 INDUSTRY SCENARIO The Indian economy grew at 9.4% in 2006-07 on the back of a high growth base of 9% in 2005-2006 and achieved the fastest growth rate in 18 years, next only to the 10.5% clocked in 1988-89. Aided by the high growth along with a strengthening rupee in the forex market, the economy has graduated to a trillion dollar one, the 12 th such nation globally to reach this milestone. Indian’s rapid economic growth is being built on a frame of steel. Soaring demand by sectors like infrastructure, real estate and automobiles, at home and abroad, has put India’s steel industry on the world map. Mergers and take over like TATA-CORUS and Arcelor-Mittal led by the Indian steel companies or Indians have been dominating the global steel happenings. In India, finished steel production at 49 million tons, showed a remarkable growth of 10.8% in 2006-07. The International Iron and Steel Institute (IISI) ranked India as the seventh largest steel producer in the world with an overall production of about 40 million tons in 2006. During 2006, the global steel production stood at 1240 million tons, showing a robust growth of 8.8% over 2005. Steel use during the year grew by 8.5% to reach 1113 million tons. As per IISI forecast, there will be a growth of 5.6% in the global steel use in 2007 taking the total to 1,179 millions tons followed by 6.1% in 2008 to reach 1250 million tons. The global steel demand projections indicate that India will be o ne of the engines of the world steel industry in the future. The national steel policy, published by the ministry of steel in 2005, envisages production of 110 millions tons in Indian by 2020.
15
2.5 GLOBAL SCENARIO As per IISI In March’ 2005 world Crude steel out put was 928Mt when compared to march
2004 (872Mt), ∙The change in percentage was 6.5%. China remained the world largest crude steel producer in 2005 also (275Mt)
followed by Japan (96Mt) and USA (81Mt). India occupied 8th position (42Mt). USA remained the largest importer of semi finished and finished products in
2002 followed by China and Germany. Japan remained the largest exporter of semi finished and finished steel products
in 2002 followed by Russia and Ukraine. Other significant recent developments in the global steel scenario have been:
Under the auspices of the OECD (Organization For Economic Co-operation & Development) the negotiations among the major steel producing countries for a steel subsidy agreement (SSA) held in 2003 with the objective to agree on a complete negotiating test for the SSA by the Middle of 2004. It also set subsidies for the steel industry of a ceiling of 0.5% of the value of production to be used exclusively exclusively for Research & Development The global economy witnessed a gradual recovery from late 2003 on words.
China has become one of the major factors currently driving the world economy. As a result of these economic developments IISI has projected an increase by
6.2% or 5.3 Mt in 2004 in the global consumption of finished steel products. IISI has split the growth into two separate areas, china and the rest of the world (ROW). Steel consumption in china has been estimated to increase by 13.1% or 31Mt in 2004. USA has repealed the safeguard measures on import of steel as a result of a
ruling by a WTO dispute resolution panel, which held these measures to be illegal under the WTO regime. 16
2.6 MARKET SCENARIO The year 2004-05 was a remarkable one for the steel industry with the world crude steel production crossing the one billion mark for the first time in the history of the steel industry. The world GDP growth about 4% lends supports to the expectations the steel market is all set for strong revival after prolonged period of depression .The Indian economy economy also become become robust with with annual growth growth rates of 7-8 % this will provide a major boost the steel industry. With the nations focus on infrastructure development coupled with the growth in the manufacturing sector, the Indian steel industry all set for north ward movement. The draft national steel police envisage production of 60 Mt by 2012 and 110Mt by2020, and annual growth rate of 6-7%. All this should there fore augur well for the Indian steel industry.
2.7 PRODUCTION SCENARIO decontrolled in 1991&1992 respectively. Steel industry was de-licensed and decontrolled India is the 8
th
largest producer of steel in the world. w orld.
In 2003-04 finished steel production was 36.193Mt. Pig iron production in 2003-04 was 5.221Mt. Sponge iron production was 80.85 Mt during the year 2003-04 The annual growth rate of crude steel production in 2002-03was 8% and in 2003-
04 was 6%.
2.8 DEMAND-AVAILABILITY PROJECTION Demand-Availability of iron and steel in the country is projected by ministry of Demand-Availability steel annually. Gaps in availability are met mostly through imports. Interface with consumers by way of Steel Consumer Council exists, which is
conducted on regular basis.
17
Interface helps in redressing availability problems, complaints related to
quality. 2.9 PRICING & DISTRIBUTION
Price regulation of iron & steel was abolished on 16-01-1992. Distribution controls on iron& steel removed except 5 priority sectors, viz.
Defense, Railways, Small Scale Industries Corporations, Exporters of Engineering Goods and North Eastern region. Allocation to priority sectors is made by Ministry of steel. Government has no control over prices of iron & steel. Open market prices are generally on rise. Price increases of late have taken place mostly in long products than flat
products.
2.10 MAJOR STEEL AND RELATED COMPANIES The global steel industry has witnessed several revolutionary changes during the last century. The changes have been in the realms of both technology & business strategy. The ultimate object of all these changes is to remain competitive and open global market. The Indian steel industry is growing very rigorously with the major producers like SAIL, RINL, TISCO, JVL and many others. Our steel industry has amply demonstrated its ability of adopt to the changing scenario and to survive in the global market that is becoming increasingly competitive. This has been possible to a large extent due to the adoption of innovative operating practices and modern technologies. Industrial Development in India has reached a high degree of self-reliance, and the steel industry occupies a primary place in the strategy for future development. At present the production of steel industry country is 34mT. The public sector steel 18
industry has been restructured to meet challenges and a separate fund has been established for modernization and future development of the industry. It is now being proposed that Indian steel industry should Gear up to achieve a production level of about 100 Mt by the year2000.
The following are some of the major steel and related companies in India: 1.
Bharat Refactories Limited.
2.
Hindustan Steel Works Construction Ltd.
3.
Jindal Steel and Power Ltd.
4.
Kudremukh Iron Ore Company Ltd.
5.
Manganese ore (India) Ltd.
6.
Metal Scrap Trade Corporation Ltd.
7.
Metallurgical and Engineering Consultants India Ltd.
8.
National Mineral Development Corporation (NMDC).
9.
Rashtriya Ispat Nigam Ltd.
10. Sponge Iron India Ltd. 11. Steel Authority India ltd. 12. Tata Iron Steel Company.
19
CHAPTER-III COMPANY PROFILE
20
3.1 INTRODUCTION Steel occupies the foremost place amongst the materials in use today and pervades all walks of life. All the key discoveries of the human genius, for instance, steam engine, railway, means of communication and connection, auto mobile, aero plane and computers, are in one way or other, fastened together with steel and with its sagacious and multifarious application.
Steel is versatile material with multitude of useful properties, making it indispensable for furthering and achieving continual growth of the economy-be it construction, manufacturing, infrastructure or consumables. The level of steel consumption has long been regarded as an index of industrialization and economic maturity attained by a country. Keeping in view the importance of steel, the following integrated steel plants with foreign collaborations were set up in the Public Sector in the post-independence era: STEEL PLANT
FOREIGN COLLABORATION
Durgapur steel plant
British
Bhilai steel plant
Erstwhile USSR
Bokaro steel plant
Erstwhile USSR
Rourkela steel plant
German
21
22
3.2 BACKGROUND To meet the growing domestic needs of steel, government of India decided to set up an integrated steel plant at Visakhapatnam. An agreement was signed with erstwhile USSR in 1979 for co-operation in setting up 3.4 mT integrated steel plant at Visakhapatnam. The foundation stone for the plant was laid by the then prime minister on 20th Jan ’1971. The project was estimated to cost Rs. 8,397.28 Cr. based on prices as on 4 th quarter of 1981. However, on completion of construction and commissioning of the whole plant in 1992, the cost escalated to around Rs.8, 500 Cr. Unlike other integrated steel plants in India, Visakhapatnam Steel Plant is one of the most modern steel plants in the country. The plant was dedicated to the nation on 1st August’ 1992 by the Prime Minister, Sri. P.V. NARASIMHA RAO. New technology, large scale computerization and automation etc., are incorporated in the plant. To operate the plant at international levels and attain such labor productivity, the organizational man power has been rationalized. The plant has a capacity of producing 3.0 mt of liquid steel and 2.656 mt of saleable steel.
VSP TECHNOLOGY: STATE-OF-THE-ART 7meter tall Coke Oven Batteries with coke dry quenching. Biggest Blast Furnaces in the country Bell less top charging system in Blast Furnace. 100% slag granulation at the BF cast house. Suppressed combustion – LD gas recovery system. 100% continuous casting of liquid steel. “Tempcore” and “Stelmor” cooling process in LMMM & WRM respectively. Extensive waste heat recovery systems. Comprehensive pollution control measures.
23
MAJOR SOURCES OF RAW MATERIALS Raw Material
Source
Iron ore lumps & fines
Bailadilla, M.P
BF Lime Stone
Jaggayyapeta, AP
SMS Lime Stone
Jaisalmer, Rajasthan
BF Dolomite
Dubai
SMS Dolomite
Madharam, AP
Manganese Ore
Chipurupalli, AP
Boiler Coal
Talcher, Orissa
Coking Coal
Australia
Water Supply
Yeluru canal, AP
Power Supply
Captive Power Plant
MAIN PRODUCTS OF VSP Steel Products
By-Products
Angles
Nut Coke, Granulated slag
Billets
Coke Dust, Lime Fines
Channels
Coal Tar, Ammonium Sulphate
Beams
Anthracene Oil
Squares
HP Naphthalene
Flats
Benzene
Rounds
Toulene
Re Bars
Zylene
Wire rods
Wash Oil 24
MAJOR UNITS
Department
Annual Capacity (‘000 T)
Units (3.0 MT Stage)
Coke Ovens
2,261
3 Batteries each of 67 ovens and 7 Mtrs. height
Sinter Plant
5,256
2 Sinter machines of 312 Sq. Mtr. grate area each
Blast Furnace
3,400
2 Furnaces of 3200 cu. Mtr. volume each
Steel Melt Shop
3,000
3 LD Converters each of 133 Cu. Mtr. Volume and six 4 strand bloom casters
LMMM
710
4 Stand finishing Mill
WRM
850
2 x 10 stand finishing mill
MMSM
850
6 Stand finishing Mill
3.3 VISION, MISSION & OBJECTIVES VISION
To be a continuously growing world-class company we shall: Harness our growth potential and sustain profitable growth. Deliver high quality and cost competitive products and be the first
choice of customers. To create an inspiring work environment to unleash the creative energy
of people. Achieve excellence in enterprise management. Be a respected corporate citizen, ensure clean and green environment
and develop vibrant communities around.
25
MISSION
To attain 16 million ton liquid steel capacity through technological upgradation, operational efficiency and expansion; to produce steel at international standards of cost of quality; and to meet the aspirations of the stakeholders
OBJECTIVES
Towards growth – Expand the plant capacity to7 MT by 2011-2012 with the mission to attain 10.0 MT capacities in two subsequent phases.
Towards profitability – Achieve net profits from 2002-2003 with special emphasis on enhancement of production of value added steels and cost reduction.
Towards employees – Make RINL the employer of choice. Upgrade the skills and efficiencies of employees through training and development and maintain high levels of motivation and satisfaction.
Towards customers – Promote branding of products for quality and customer preference through customer relations management
Towards suppliers – Develop a reliable and strong supplier base and ensure effective supply chain.
Towards quality – Promote quality movement in all functions of the company through quality management system.
Towards technology up gradation and productivity – Continuously upgrade the technology and practice benchmarking to achieve international efficiency levels. Adopt latest developments in information and communication technology
Towards knowledge management – Become a knowledge based and knowledge sharing company.
Towards safety, environment and society – Continue efforts towards safety of employees, conservation of environment and be a good corporate citizen.
26
3.4 CORE VALUES Commitment Customer satisfaction Continuous improvement Concern of environment Creativity and innovation
3.5 POLICIES QUALITY, ENVIORNMENT AND OCCUPATIONAL HEALTH & SAFETY POLICY
We, at Visakhapatnam steel plant, are committed to meet the needs and expectations of our customers and other interested parties, the occupational health and safety of our work force and to preserve the environment. To accomplish this, we will
Supply quality goods and services to customers’ delight.
Use resources efficiently and reduce waste & prevent pollution.
Achieve quality of the products by following systematic approach through planning, documented procedure and timely review of quality objectives.
Continuously improve the quality of all materials, processes and products.
Maintain an enabling environment which encourages team work and active involvement of all employees with their involvement.
Comply with all relevant legal, regulatory and other requirements applicable to Products, activities and processes in respect of Quality, Environment, Occupational health & safety and also ensure the same by contractors.
27
HR POLICY
We, at Visakhapatnam steel plant, believe that our employees are the most important resources. To realize the full potential of employees, the company is committed to:
Provide work environment that makes the employees committed and motivated for maximizing productivity.
Establish systems for maintaining transparency, fairness and equality in dealing with employees.
Empower employees accountability.
Encourage teamwork, creativity, innovativeness and high achievement orientation.
Provide growth and opportunities for developing skill and knowledge.
Ensure functioning of effective communication channels with employees.
for
enhancing
commitment,
responsibility
and
HRD POLICY
We, at Visakhapatnam steel plant, are committed to create an organizational culture which nurtures employee’s potential for the prosperity of the organization. To accomplish this, we will
Identify development needs of the employees on regular basis, provide the necessary training and continually evaluate and monitor the effectiveness of training so that the quality of training also upgraded.
Provide inputs to the employees for developing their attitude towards work and for matching their competencies with the organizational requirements.
Create an environment of learning and knowledge sharing by providing the means and facilities and also access to the relevant information and literature.
Facilitate the employees for continuous development of their knowledge base, skills, efficiency, innovativeness, self-expression and behavior so that they contribute positively with commitment for the growth and prosperity of the organization while maintaining a high level of motivation and satisfaction. 28
ENERGY POLICY
We, at Visakhapatnam steel plant, are committed to optimally utilize various forms of energy in a cost-effective manner to effect conservation of energy resources. To accomplish this, we will
Monitor closely and control consumption of various forms of energy through an effective Energy Management System.
Adopt appropriate energy conservation technologies.
Maximize the use of cheaper and easily available forms of energy.
CUSTOMER POLICY
VSP will endeavor to adopt a Customer-focused approach at all times with transparency.
VSP will strive to meet more than the Customer needs and expectations pertaining to Products, Quality, and Value for Money and Satisfaction.
VSP greatly values its relationship with Customers and would make efforts at strengthening these relations for mutual benefit. 3.6 MARKETING NETWORK
The products are being sold through 35 marketing centers all over the country with four stock yards at Mumbai, Kolkata, Chennai and Hyderabad. Consignment agents and consignment sales agents located at these centers provide t he infrastructure and channels for sale of the products. The exports are carried out by the export wing of marketing division with the help of different agencies. The company is recognized as “Star Trading House ” by the Director General of Foreign Trade, Ministry of Commerce, and Government of India. Regional Managers/Branch Managers and their teams provide the front line sales force for assessing the market situation and evolving suitable market strategies for meeting sales targets.
29
3.7 POLLUTION CONTROL AND ENVIRONMENTAL PROTECTION Generally, integrated steel plant is seen as a major contributor to environmental pollution as it discharges volumes of waste products. Elaborate measures have been adapted to combat air and water pollution in Visakhapatnam steel plant. In order to be eco-friendly, Visakhapatnam steel plant has planted more than 3.4 million trees in area of 35 square kilometers and incorporated various technologies at a cost of Rs.460 Cr. towards pollution control measures.
3.8 ACHIEVEMENTS AND AWARDS The efforts of VSP have been recognized in various forms. Some of the major awards received by VSP are in the area of energy conservation, environment protection, safety, Quality, Quality Circles, Rajbhasha, MOU, sports related awards and a number of awards at the individual level. Some of the important awards received by VSP are indicated below: ISO 9002 for SMS and all the downstream units – a unique distinction in the Indian steel industry.
“Indira Priyadarshini Vrikshmitra Award” for massive afforestation efforts given by Ministry of Environment & Forests during 1992-93.
“Nehru Memorial National Award” for Pollution Control in 1992-93 & 199394.
EEPC Export Excellence Award: 1994-95.
CII (Southern Region) Energy conservation Award: 1995-96.
Golden Peacock (1st Prize) “National Quality Award-96”IIM in the National Quality Competition 1996.
Steel Ministers Trophy for “Best Safety Performance – 1996”.
Selected for “World Quality Commitment Award- 1997” of J*BAN, Spain.
Gold star award for excellent performance in Productivity. 30
Udyog excellence gold medal award for excellence in Steel industry.
Excellence award for outstanding performance in Productivity Management, Quality and innovation.
Ispat Suraksha Puraskar (First Prize) for longest Accident free period – 199194.
Best Labor Management Award from Government of AP.
SCOPE Award for best turnaround for 2000-01.
“Environment Excellence Award” from Greentech Foundation for energy conservation in 2002.
“Best Enterprise Award, WIPS” from SCOPE, for 2001-02, besides.
“Best Enterprise Award” from SCOPE for surpassing MOU targets in 2003-04
ISTD Award for “Best HR Practices” – 2002
Prime Ministers Trophy for “Best Integrated Steel Plant” – 2002-03
“World Quality Commitment International Star Award” in the Gold category conferred by Business Initiative Directions, Paris
“Organizational Excellence Award” for 2003-04 conferred by INSSAN
RINL has been bestowed with several national accolades in the year 2005-06 significant among them being:
“National Energy Conservation Award” for the 7th time in succession.
“National Award for Excellence in Water Management”.
Viswakharma Rashtriya Puraskar Award ( 6 out of 32 at the national level)
FAPCCI best Industrial Productivity Award
INSAAN National Award for Organizational Excellence
Best CEO Award
31
3.9 HALLMARK OF VIZAG STEEL Today, VSP is moving forward with an aura of confidence and with pride amongst its employees who are determined to give their best for the company to enable it to reach new heights in organizational excellence. At the same time, no single advantage accruing from a knowledge society is found wanting by the neighborhood community with the growth & development of
a phenomenon called “VIZAG STEEL” existing so close to its proximity. The remarkable performance on production front coupled with prudent financial management has not only resulted in achieving significant net profits but also
helped RINL emerge as a “ NET POSITIVE COMPANY” in January, 2006 by wiping out all its accumulated losses during 2005-06.
32
3.10 STATISTICAL INFORMATION EXPANSION PLAN Capacity (MT) Product
Additional Facilities envisaged Present
Future
Hot Metal
4.00
6.50
New BF with 3800 Cum Capacity
Charge Sinter
5.26
8.50
New Sinter Plant of 400 Sq. Mtr. area
Liquid Steel
3.70
6.30
SMS-2 with Two 50 CuM Converters, Two 6 Std Billet Casters & One 6 std Round Caster
Saleable Steel
3.34
5.72
--
Wire Road
1.05
1.65
New WRM of 600,000T/Annum
Bars & Structural
1.95
3.40
New SBM of 750,000 T/Annum New SM of 700,000 T/Annum
-
0.30
Seamless Tube plant of 300,000 T/Annum
Seamless Pipes
PRODUCTION PERFORMANCE (‘000 Tonnes) Year
Hot Metal
Liquid Steel
Saleable Steel
Labor Productivity (Tonnes /Man-year)
1998-1999
2510
2225
2193
161
1999-2000
2943
2656
2382
192
2000-2001
3165
2909
2507
211
2001-2002
3485
3083
2757
228
2002-2003
3941
3356
3056
253
2003-2004
4055
3508
3169
262
2004-2005
3920
3560
3173
398
2005-2006
4153
3603
3237
414
33
2006-2007
4046
3,606
3,290
413
2007-2008
3913
3322
3074
389
COMMERCIAL PERFORMANCE (Rs. Crs.)
Year
Sales Turn Over
Domestic Sales
Exports
1999-2000
3,037
2,677
295
2000-2001
3,436
3,122
322
2001-2002
4,081
3,710
371
2002-2003
5,059
4,433
626
2003-2004
6,174
5,406
768
2004-2005
8,181
7,933
248
2005-2006
8,469
8,026
443
2006-2007
9126
8702
425
2007-2008
10433
9878
555
FINANCIAL PERFORMANCE (Rs. Crs.)
Year
Gross Margin
Cash Profit
Net Profit
1998-1999
15
- 346
-
1999-2000
252
-130
-562
2000-2001
504
153
-291
2001-2002
690
400
-75
2002-2003
1049
915
521
2003-2004
2073
2024
1547
2004-2005
3271
3260
2008
2005-2006
2383
2355
1251
2006-2007
2633
2584
1363
34
2007-2008
3515
3483
MAJOR DEPARTMENTS
Raw materials handling plant (RMHP)
Coke ovens & coal chemicals plant (CO&CVSP)
Sinter Plant (SP)
Parameters of sintering machines are Effective area
: 312 Sq.Mtrs
Sintering area
: 276 Sq.Mtrs
Sinter bed height
: 300 MM
Capacity
: 450 TPH each
No.of wind Boxes
: 26
35
1943
36
CHAPTER-IV RECRUITMENT & SELECTION PROCESS
37
INTRODUCTION According to Edwin B. Flippo ,
“Recruitment in the process of searching the
candidates for employment and stimulating them to apply for jobs in the
organization”. Recruitment is the activity that links the employers and the job seekers. A few definitions of recruitment are:
A process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected.
It is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force.
Recruitment of candidates in the function preceding the selection, which helps create a pool of prospective employees for the organization so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. Recruitment is a continuous for the future human resources needs even though specific vacancies do not exist. Usually, the recruitment process starts when a manager initiates an employee requisition for a specific Vacancy or an anticipated vacancy.
RECRUITMENT NEEDS ARE OF THREE TYPES
PLANNED
The needs arising form changes in organization and retirement policy.
ANTICIPATED
38
Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment.
UNEXPECTED
Resignation, deaths, accidents, illness give rise to unexpected.
Recruitment Vs Selection Both recruitment and selection are the two phases of the employment process. The differences between the two are: 1. Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization whereas selection involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organization, by attracting more and more employees to apply in the organization whereas the basic of selection process is to choose the right candidate to fill various positions in the organization. 3. Recruitment is a positive process i.e. encouraging more employees to apply whereas selection is a negative process as it involves rejection of the unsuitable candidates. 4. Recruitment is concerned with tapping the sources of human resources whereas selection is concerned with selecting the most suitable candidate through various interview and tests. 5.
There is no contract of recruitment established in recruitment whereas
selection results in contract of service between the employer and the selected employee.
Attract and encourage more and more candidates to apply in the organization.
Create a talent pool of candidates to enable the selection of best candidates for the organization. 39
Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
Recruitment in the process which links the employees with the employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
Meet the organizations legal and social obligations the composition of its workforce.
Begin identifying and preparing potential job applicants who be appropriate candidates.
Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.
Factors Affecting Recruitment The recruitment function of the organizations is affected and governed by na mix of various internal and external forces. The internal forces of factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:
40
FACTORS AFFECTING RECRUITMENT
EXTERNAL FACTORS
EXTERNAL FACTORS
Supply and demand
Recruitment policy
Labour market
Human
Image/Goodwill
resource
planning
Political-SocialLegal Environment
Unemployment rate
Size of the firm
Cost of recruitment
Growth and expansion
Competitors
Recruitment Policy of a Company In today’s rapidly changing business environment, a will defined recruitment policy is necessary for organizations to respond to its human resource requirement in time. Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment programme. It may involve organizational system to be developed for Implementing recruitment and procedures by filling up vacancies for implementing recruitment programmers with best qualified people.
41
COMPONENTS OF THE RECRUITMENT POLICY
The general recruitment policies and terms of the organization
Recruitment services of consultants
Recruitment of temporary employees.
Unique recruitment situations
The selection process
The job descriptions
The terms and conditions of the employment
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people.
Top ensure that every applicant and employee is equally with dignity and respect
Unbiased policy.
To aid encourage employees in realizing their full potential.
Transparent, task oriented and merit based selection.
Weightage during selection given to factors that suit organization needs.
Optimization of manpower oat the time of selection process.
Defining the competent authority to approve each selection.
Abides by relevant public policy legislation on hiring and employment relationship.
Integrates employee needs with the organizational needs.
FACTORS AFFECTING RECRUITMENT POLICY
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization. 42
Recruitment costs and financial implications
Recruitment Management System Recruitment management system is the comprehensive tool to manage the entire recruitment processes of an organization. It is one of the technological tools facilitated by the information management system to the HR of organizations. Just like performance management system helps to contour the recruitment processes and effectively managing the ROL on recruitment. The features, functions and major benefits of the recruitment management system are explained below: o
Structure and systematically organize the recruitment processes.
o
Recruitment management system facilitates faster, unbiased, accurate and reliable processing of applications from various applications.
o
Helps to reduce the time-per-hire and cost-per-hire.
o
Recruitment management system helps to incorporate and integrate the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision marking to the main recruitment process.
o
Recruitment management system maintains an automated active database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes.
o
Recruitment management system provides and a flexible, automated and interactive interface between the online application system, the recruitment department of the company and the job seeker.
o
Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI
o
Recruitment management system helps to communicate and create healthy relationship with the candidates through the entire recruitment process.
43
The recruitment management system (RMS) is an innovative information system tool which helps to sane time and costs of the recruiters and improving the recruitment processes.
Recruitment Strategies Recruitment of the most crucial roles of the human resource professionals. The level of performance of and organization depends on the effectiveness of its recruitment function. Organizations have developed to follow recruitment strategies to hire the best talent for their organization and to utilize their resources optimally. A successful recruitment strategy should be well planned and practical to attract more and good talent to apply in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following element: (1)
Identifying and prioritizing jobs requirements keep arising at various levels
in every origination: it is amount a never – ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action. To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. (2)
Candidates to target the recruitment process can be effective only if the
organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well: A.
performance level required: Different strategies are required for focusing on
hiring high performers and average performers. b.
Experience level required: the strategy should be clear as to what is the
experience level required by the organization. The candidate’s experience can range from being a fresher to experienced senior professionals.
44
C.
Category of the candidate: the strategy should
clearly define the target
candidate. He/She can be from the same industry, different industry, unemployed, top performers of the industry etc. (3)Sources of recruitment the strategy should define various sources (external and internal) or recruitment.Which are the sources to be used and focused for the recruitment purposes for various positions. Employee referrer is one of the most effective source of recruitment. (4) Trained recruiters the recruitment professionals conducting the interviews and the other recruitment activities should be well trained and experienced conducting the activities. They should also be aware of the major parameters and skills (e.g.: behavioral, technical, etc) to focus while interview and selecting a candidate. (5) How to evaluate the candidates the various parameters and the ways to judge them i.e the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, return tests, psychometric tests, etc.
HR Challenges in Recruitment Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organization, diplomacy, marketing skills (has to sell the position to the candidates) and wisdom to align the recruitment process for the benefit of the organization. The HR professional handling the recruitment function of the organization are constantly facing new challenges. The biggest challenge for such professionals is to source or recruite the best people or potential candidates for the organization. In the last few years, the job market has undergone some fundamental changes in terms of technology, sources of recruitment, competition in the market, etc. in an already saturated job market, where the practices like poaching and raiding or gaining momentum, HR professionals are constantly facing new challenges in one of their most important function recruitment they have to face and conquer various challenges to find the best candidates for the organizations. 45
The major challenges faced by the HR recruitment are:
Adaptability
to globalization –the HR professionals are expected and
required to keep in tune with the changing times, i.e. the changes taking place across the globe HR should maintain the timeline of the process
Lack of motivation – recruitment is considered to be a thankless job. Even if the organization is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers
Process analysis – the immediacy and speed of the recruitment process are the main concerns of the HR recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective
Strategic prioritization – the emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing tasks to meet the changes in the market has become a challenge for the recruitment professionals.
ORGANISATION ANALYSIS AND NEEDS ASSESMENT We meet together in order to gain a clear understanding of your company and your business – history, organization, development strategy, culture, management style, as well as the open position to be recruited for … This step is essential to enable us to jointly determine rules , Responsibilities, profiles and qualities of the successful candidate. When necessary, we also meet with / discuss with relevant managers and colleagues the candidate will work together with it. The better we understand the human and organizational context, the more efficient we will be in finding, evaluating and putting forward the right candidates. Throughout the recruitment assignment, we will keep you regularly updated through return and / or verbal reports, including O/s of identified candidates. 46
It is very important to have timely and concise feed back to enable us to refine our search even further; it is equally important that we are kept up to date with any few decisions or company changes that could have an impact upon ourselves for appropriate candidates.
SEARCH FOR CANDIDATES The two main search methods are (1)
Head hunting:-
a) We jointly establish a list of target companies within there is a high probability of finding the candidate profile to be recruited. This is followed by the identification of relevant candidates within each of these companies. B) We source candidates through our established network of contacts within the industry. Our specializations in the telephone and Internet sectors enables us to identify candidates in a quick and efficient manner. c) Advertising:Either through press ads or advertising on selected Internet sites. In each case, We will prepare the ad text, and propose a relevant media plan, both of which are submitted to your approval.
CANDIDATE INTERVIEWA AND EVALUATION Candidates who have passed our initial selection process are invited for to face indepth interviews with our consultants.
PRESENTATION
OF
SHORT
LISTED
CANDIDATES
a written assessment of each candidate that we fell has profile and experience to succeed in the position will be presented you.
The evaluation will take into account not only the suitability of the candidate’s experience and skills required for the job, but also his/her motivation and career aspirations, as well as his/her ability to integrate effectively into his/her future work team and your organization in general.
47
CANDIDATE INTERVIESW WITH THE CLUENT COMPANY Short-listed candidates are interviewed by relevant parties within your company involved in the decision – making process, should you require, we will be happy to organize these interviews; we contact the candidates for their feedback, and to reconfirm their motivations.
REFERENCE CHECKS Once you have taken your decision to hire a candidate, we will take references (whenever possible) from former employers or other preference. FOLLOWUP OF CABDIDATE INTERATION Following Your Decision to hire a candidate, we stay in regular contact with him/her until their start date. Throughout the probation period, we continue to in regular contact with both your selves and then newly hired candidate to ensure his/her successful integration. EXCLUSIVITY We work on an exclusive retainer Formal acceptance of our terms and a condition implies that the assignment is exclusive toes. Therefore any applications made direct to your company, including Those from internal application will be forwarded to us. These will be treated by our company on the same basis as all other applications.
GUARANTEE Clementine International commits to put at your disposal all necessary means to replace a candidate that leaves the company within his/her probation period, whatever the reasons for this departure.
This guarantee is applied only at our client’s request and on the condition that the position and profile initially defend remains unchanged.
Recruitment process How we recruit: We conform to a recruitment process that fairly evaluates all and that is managed with the aid of a sophisticated applicant tracking system. We believe our system 48
makes it easier for people to apple for vacancies and for our recruiters to process applications as quickly and as fairly as possible. All our vacancies are published on our careers website and occasionally in the press, allowing applicants to apply directly to FNB.FNB has relationships with a number of recruitment agencies that are able to present their candidates through special technology provided for them. Suitable candidates may also be sourced through relevant academic, professional and vocations institutions. As a rule, FNB careers will not consider applications for positions sent to us by fax, email or through the postal service
Searching for a position: On our Careers site, you will find search tools that you may use to search for positions that match your needs. All the available positions that match your search criteria are displayed in a table that highlights positions that needs to be filled urgently or that are nearing their advertisement expiry date. You may click on the position title to see the detailed position description. Applying for a position, if you see a vacancy that you are interested in please use our system to apply for the vacancy, simply follow the instructions displayed on the screed. We have tried to structure the application process is such a way that the entire application process should not take more than a few minutes of your time. You will normally be asked to complete a page with personal information, attach a CV and a covering. You may sometimes also be asked to complete a questionnaire specific to the position of your choice. Should you decide to supply any personal information that is not mandatory, this information will not be used to evaluate your application.
Selection and Interview:We will select candidates to interview against the stated criteria for each position. If you are not selected for an interview, we will inform you as soon as possible. In some cases we will ask if we may keep your details on our system. We will normally contact you by email or telephone to arrange an appointment for an interview. 49
When we invite you for interview, we will let you know what the format of the interview will be. If you are successful, you may be invited to attend a second interview, or some additional evaluation procedures, depending on the position as well as the requirements of the particular business unit.
Feedback:Our communication processes are automated, which means that there are no needs to contact out recruiters to check on the status of your application. Once you have applied for a position, our recruitment system will create a My page space on our Careers website which you may access at any time to check progress with your application. You will also receive emails fro0m us that will keep you up to date with the latest news about the position.
Offers:All our offers for employment are subject to satisfactory references (including credit, qualification and criminal checks) as well as a clearance from the South African banking register of employee dishonesty system (Reds) Index.
Changes:Our recruitment processes may change depending on the requirement of a particular business unit or vacant position. The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: o
Posts to be filled
o
Number of persons 50
o
Duties to be performed
o
Qualifications required
o
Preparing the job description and person specification.
o
Locating and developing the sources if required number and type of employees (Advertising etc)
o
Short-listing and identifying the prospective employee with required characteristics.
o
Arranging the interviews with the selected candidates.
o
Conducting the interview and decision marking
1
2
7 f
RECRUITMENT PROCESS
6
3
4
5 1.
Identify vacancy
2.
Prepare job description and person specification
3.
Advertising the vacancy
4.
Managing the response
5.
Arrange interviews
6.
Conducting interview and decision marking
51
The recruitment process is immediately followed by the selection i.e. the final interviews and the decision marking, conveying the decision and the appointment formalities.
Internet Recruitment / websites:Such sites have two main features: job boards and a resume/curriculum vitae (CV) database. Job boards allow member companies to post job vacancies. Alternatively, candidates can upload a resume to be included in searches by member companies. Candidates can upload a resume to be included in searches by member companies. Fees are charged for job postings and access to search resumes. Since the late 1990s, the recruitment website has evolved to encompass end-to-end recruitment. Website captures candidate details and then pools them in client accessed candidate management interfaces (also online). Key players in this sector provide erecruitment software and services to organizations of all sizes and within numerous industry sectors, who want to e-enable entirely ort partly their recruitment process in order to improve business performance. The online software provided by those who specialize in online recruitment helps organizations attract, test, recruit, employ and retain quality staff with a minimal amount of administration. Online recurrent websites can be very helpful to find candidates that ate very actively looking for work and post their resumes online, but
they will not attract the “passive” cand idates who might respond favorably to an opportunity that is resented to them through other means. Also, some candidates who are actively looking to change jobs are hesitant to put their resumes on the job boards, for fear that their current companies, co-workers, customers or other might see their resumes.
Job Search Engines:The emergence of vertical search engines, allow job-seekers to search across multiple website. Some of these new search engines index and list the advertisements of traditional job boards. These sites tend to aim for providing a 52
“one-stop shop” for job -seekers. However, there are many other job search engines which index pages solely from employers’ website, choosing to bypass traditional job boards entirely. These vertical search engines allow job-seekers to find new positions that may not be advertised on traditional job boards, and online recruitment websites.
SELECTION INTRODUCTION
Meaning and Definition After identifying the source of human resources, searching for prospective employees and stimulating them to apply for jobs in an organisation, the management has to perform the function of selecting the right employees at the right time .The oblivious guiding policy in section is the intention to choose the best qualified and suitable job candidate job for each unfilled job. The objective of the selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates.
Essentials of Selection Procedure The selection process can be successful if the following requirements are satisfied: 1. Some one should have the authority to select. This authority comes from the employment requisition, as developed by an analysis of the work load and work force. 2. There must be some standard of personnel with which a prospective employee may be compared, i.e. a comprehensive job description and job specification should be available beforehand. 3. There must be a sufficient number of applicants from whom the required number of employees may be selected.
Significance of selection process Selection of personnel to man to organisation is a crucial, complex and continue function. The ability of an organisation to attain its goals effectively and to develop in a dynamic environment largely depends upon the effectiveness of its selection 53
programme. If right personnel are selected, the remaining functions of personnel management become easier, the employee contribution and commitment will be at optimum level and employee relations will be consumption. If the right person is selected, he is a valuable asset to the organisation and is faulty selection is made. The employee will become a liability to the organisation.
Factors affecting selection decisions The goal of selection is to short out or eliminate those judged unqualified to meet the job and organisation requirements, where as the goal of recruitment is to create a large cool of persons available and willing to work. Thus, it is said that recruitment tends to be positive while selection tends to be some what negative. A number of factors affect the selection decisions of candidates. The important among them are: (i) Profile matching. (ii) Organizational and social environment. (iii) Successive hurdles. (iv)Multiple correlations. (i) Profile matching: Tentative decision regarding the selection of candidates (who are known) is taken in advance. The scores secured by these known candidates in various tests are taken as a standard to decide the success or failure of other candidates at each stage. Normally the decisions about the known candidates is taken at interview stage. Possible care is also taken to match the candidates’ bio data with the jobs specifications. (ii) Organisational and social environment: some candidates, who are eminently suitable for the job, may fail as successful employees due to varying organisation and social environment. Hence candidates specifications must match with not only job specifications but also with organisational social environmental requirements. (iii) Successive hurdles: In this method hurdles are created at every stage of selection process therefore, applicants must successfully pass each and every screening device in case of successive hurdles as shown in figure 5.1 54
(iv) Multiple correlations: Multiple correlations is based on the assumptions that a deficiency in one factor can be counter balanced by an excess amount of another. A candidate is routed through all the selection steps before a decision is made. The composite test score index is taken into accounting the selection tests. Hence, for broader line cases multiple correlation method is useful and for other successive hurdles method is useful. Selection Procedure There is no standard selection process that can be followed by all the companies in all the areas. Companies may follow different selection techniques or methods depending upon the size of company, nature of the business, kind and number of persons to be employed, government regulation to be followed etc. Thus, each company may follow anyone or the possible combinations of methods of selection in the order convenient or suitable to it. Following are the selection methods generally followed by the companies. Selection procedure employs several methods of collecting information about the candidate's qualifications, experience, physical and mental ability, nature and behavior, knowledge, aptitude and the like for judging whether a given applicant is or is not suitable for the job. Therefore, the selection procedure is not a single act but is essentially a series of methods or stages by which different types of information can be secured through various selection techniques. At each step, facts may come to light which are useful for comparison with the job requirement and employee specifications.
55
(1) Job Analysis. (2) Recruitment. (3) Application Form. (4) Written Examination. (5) Preliminary Interview. (6) Business Games. (7) Tests. (8) Final Interview. (9) Medical Examination (10) Reference Checks. (11) Line Manager’s Decision. (12) Employment.
Development Bases for Selection Job Analysis
Application / Resume /CV/ Bio-data
Human Resource Plan
Written Examination
Recruitment
Preliminary Interview Business Games Tests
Asses the Fit Between the Job and the candidate
Final Interview Medical Examination Line Manger’s Decision
Employment
56
RECRIUTMENT PROCESS AT VSP The internal communication system of VSP called “SAMALOCHANA” Which was conducted every month the it’s 32 Departments and every quarterly in 40 departments by which the manpower requirements of various departments are identified well in advance. In 1992 around 6000 employees are recruited keeping in view the requirement of 10 years but the strategically decisions of recruitment was so efficient that their was no any major requirement for recruitment for 20 years. The VSP has conducted a written test in this year March for the post of KALASIS, MANAGEMENT TRAINEES and TECHNICAL TRAONEES by way of advertisements in various Employment News and other job related papers. The VSP has a WEBSITE called WWW.VIZAGSTEELCOM in which all recruitment portals are kept. The details of the candidates applied and their related date was maintained in a confidential way.
57
RECRUITMENT AND SELECTION PROCESS 1. Approval from Man-Power for the recruitment of the vacancies. 2. Process is done in the following two ways. Internal source External source
3. As per presidential directives only categorized, i.e., Roster 4. Issue of notification, done in two ways:PUBLIC NOTIFICATION Publications done through advertising, i.e., Newspapers EMPLOYMENT EXCHANGE The vacancies are sent to employment exchange for the desired candidates. The list of finalized candidates is sent to the recruitment cell in the ratio 1:20. 5. Receipt of the application within the time limit as mentioned in the notification. 6. Scrutiny of the application and short-list of candidates is done. 7. Written test The test is conducted of 85 marks. These marks having qualified in the categorized way as in the following: CATEGORY
PERCENTAGE
General/OBC
50
SC/ST
40
8. Interview Test Interview is done by comprising of selection committee. The committee is appointed by the CMD of VSP. The selection comprising the member of:
Representative from indenting department
Representative from SC/ST/OBC.
Representative from Minority (other than Hindu).
Representative of personnel Department. 58
Lady Representative in the case of non-executive posts, i.e., Group-C And Grope-D posts.
9. Medical Examination The selected candidates from both written and interview are called for medial examination. If any reason the candidate fails in the test the next candidate in the list is eligible for the medical test. Since the test is validate for 1 year from the letter list candidate i.e., written and interview. 10. Issue of offer letter, i.e., the appointment letter for the job. 11. Induction and Training Program The candidates who got offer letters are eligible for induction and training in this process the candidate are posted in the following way: CARD Executives
Highly Skilled Un-Skilled
TRAINING PERIOD
EDUCATIONAL QUALIFICATION Management Graduate with 60% Trainee with 12 in General/OBC month 50% in SC/ST Senior Trainee Diploma with 18 months Engineering Trainee Khalasi Illiterate with 12 months
12. Place of posting
59
POSTED Junior Manager
Charge Man Khalasi
DIRECT RECRUITMENT In this process the VSP releases advertisements in various news papers regarding the post i.e. Executives & Non-Executives. Their vacancies and the criteria required.
Non-Executives:1) The candidates were called through employment exchange, and also the candidates who are posse ssing “R” card (land losers) or Displaced person Card. 2) The “R/DP” Card holders are those who loss the for VSP they were given age relaxation. 3) In VSP there are around 5000 employees are their who are “R/DP” Card holders. 4) The qualification is 10 th pass as Minimum. 5) The reservations are fallowed as per the Govt. Laws.
Written Test
Trade Test
Medical Test
Interview
Police Verification
Offer of Appointment to the candidates
Executives:For the executive posts the candidates are called throw employment exchange. The required qualification regarding Executives are as fallows:Technical:-M.Tech/B.Tech
or
Diploma
in
Technical
Field
Experiences) Non-Technical:- Graduation with 60% or M.B.A and additional. 60
(With/Without
Written Test
Medical Test
Trade Test
Interview
Police Verification
Offer of Appointment to the Candidates
INDIRECT RECRUITMENT The indirect recruitment was done by a circular to various departments of the VSP.
Research Methodology The study is directed to wards the currently followed recruitment practices in VSP and includes the opinions of the recruitment practices representing the sample Size. The general methods adopted in conducting the research are as fallows: o
Define the research problem.
o
Review the literature.
o
Formulate hypothesis.
o
Design research.
o
Collect data.
o
Analyze data.
o
Interpret the data.
o
Report the data.
61
RESEARCH DESIGN:Research design is the conceptual structure with in which research would be conducted. The function of the research design sis to provide the collection of relevant evidence with minimum expenditure of efforts, time and money. The suitable design is the one that minimizes bias and maximizes the reliability of the data collected and analyzed.
SAMPLE SIZE:A SAMPLE SIZE OF 100 is drawn the respondents belong to different departments of the company
COLLECTION OF DATA:The data is collected through primary and secondary sources.
PRIMARY SOURCES:The primary data is collected from the respondents belonging to different departments of the organization.
SAMPLE SIZE:SAMPLE TOOL:- Simple random sampling was administrated Questionnaire with consisted of open ended and close ended questions.
SECONDARY SOURCEY:-Secondary data is collected from the following sources.
Discussions and personal observations.
Organization report and files.
Journals and websites.
RESEARCH ANALYSIS:Research analysis is the computation of certain induces or measures along with searching patterns of relationship that exists among the data group.
62
Statistical tools such as percentages were used. The information gathered is represented in the form of tables so that the interpretation would be precise.
THE METHOD OF STUDY FOLLOWED IN THIS PROJECT (IN BRIEF) Sample Size
:
30
Data collection Method
:
Questionnaires, observations, Discussions and Organization reports.
Duration of the study
:
45 days.
Analysis
:
Through percentage method
As the requirement to fill anew position will arise the concerned HOD will look into the matter. He/she will take all particulars regarding the position and prepare a manpower from, which contains all the particulars regarding the position all the specicaytions are made and approved by the concerned HOD and that from is sent HR department. HRD will begin to fill up that position by considering all the specification. The particulars like the Position Experience Qualification Skill set Budget Time limit No. of positions Location With all the above particulars the requisition from will be prepared authorized by the HID. If the required position is at junior level or t middle level HOD authorization is enough, if the requirement is at top level along with the HOD the approval of the M.D of the organization is required. POSITION It states that for which position we are looking for the candidate.
63
EXPERIENCE The minimum and maximum no. of years of experience, required by the candidate for the position. QUALIFICATION The academic and other qualification the management is looking for in a candidate to fill the position. SKILL SET What are the specific skills that the candidate should possess in order to meet the requirements BUDGET What is the salary the company is willing to pay to the candidate who is to be hired TIME LIMIT The maximum time that can be taken to fill that particular position. NO. OF VACANCIES This specifies the total No. of positions to be filled. LOCATION If the company is having more than one branch then it should be made clear in which particular branch the candidate is required. When the requisition form reaches the H.R. department then the hunt suitable candidates begins. The H.R. team has to look in to the specification and then decide for the source of the candidate. Various sources of candidates are: Internal source Data bank Advertisement in mews paper H.R. net work Word of mouth Consultants Job sites Employee reference
64
INTERNAL SOURCE: When the requirements arise then the H.R team will check out from their records whether there is any candidate in the organization with the specified particulars. If any candidate is located with the appropriate profile then the candidate is given importance. DATA BANK A data bank is maintained by the H.R. team which contains the profiles of the candidate. These profiles will be maintained in an organized manner such that the retrieval of the profile will be easier. ADVERTISENTS IN NEWS PAPERS When the no. of vacancies is more in number the company will give an advertisement in news papers by mentioning all the particulars. Then the candidates with the suitable or relevant qualification will forward their resumes to the H.R. department. H.R.NERWORK The H.R. team will have its own network that can also be used in tracing the candidates. The H.R. personal of various of various organizations from this network. WORD OF MOUTH The H.R. team also uses the word as a tool for searching the candidates. H.R. team passes the information about the requirements in their own network and collect some profiles. They use these profiles and based on the requirement. CONSULTANTS Consultant is one of the expensive sources where the candidate will be registered with the consultant. When there are some vacancies the H.R team will approach consultants to forward the candidates with adequate qualities.
65
JOBSITES A jobsite provide space for companies to keep their articles, banners, advertisements and postings. Interested candidates may forward their profiles, when they get through the advertisements. EMPLOYEE REFERENCE: Employees may forward the candidates whom they know and fell that they are best in rendering their services. Then the HR decides the source (internally or externally) of the candidates. When the candidates from various sources, send their resumes to the company. The company follows the procedure as step wise. RESUME SCREENING: Many Candidates send their resumes when they come to know about the opportunities in the organization. HR personal will shortlist these resumes and select the resumes that will meet requirement. CALL TO THE CANDIDATE: The candidates who are short-listed will be informed about the interview and then they ate called to attend the interview. TECHIBICAL INTERVIEW: A panel technical people interview the candidate with is purely based on the technical skills of the candidate. If the panel is satisfied with the performance then the candidate is sent for next level of the interview. HOD INTERVIEW: The candidates who are selected I the HOD level will be now interviewed by the HR personal in aspects like attitude, objectives, and communication skills etc. FINAL INTERVIEW: HR people will take this interview and this will be the final round of interview. Here the panel discusses all the negotiations will be done, regarding the and benefits.
66
VARIOUS FROMS RELATED TO RECRUITMENT IN VSP Form of Certificate to be produced by a candidate belonging to Scheduled Caste or Schedules Tribe in support of his claim FORM OF CASTE CERTIFICATE Regn. No.______________________________________
Date. _____________________________
A. This is to certify that Shri./Smt./Kum._______________________________ son / daughter of
____________________________
District/Division
of
village/
______________________
town
of
the
_________________________ State/Union
in
Territory
________________________ Belongs to the ______________________ caste/tribe which is recognized as Scheduled Caste / Scheduled Tribe Under:
PleaseTickMark: 1. The Constitution (Scheduled Castes) Order, 1950 2. The Constitution (Scheduled Tribes) Order, 1950 3. The Constitution (Scheduled Castes) (Union Territories) order, 1951 4. The Constitution (Scheduled Tribes) (Union Territories) order, 1951 (As amended by the Schedules Castes and Schedules Tribes Lists (Modification) order, 1956, the Bombay Reorganization Act, 1960, the Punjab Reorganisation Act, 1966, the state of Himachal Pradesh Act, 1970, the North Eastern Areas (Reorganisation) Act,1971 and Scheduled Tribes Order (amendment) Act, 1976). 5. The Constitution (Jammu & Kashmir) Scheduled Castes Order, 1956. 6. The Constitution (Jammu & Kashmir) Scheduled Tribes Order, 1989. 7. The Constitution (Andaman & Nicobar Islands) Scheduled Tribes Order, 1959. 8. The Constitution (Dadra & Nagar Haveli) Scheduled Castes Order, 1962. 9. The Constitution (Dadra & Nagar Haveli) Scheduled Tribes Order, 1962. 10. The Constitution (Pondicherry) Scheduled Castes Order, 1964. 11. The Constitution Scheduled Tribes (Uttar Pradesh) order, 1967. 12. The Constitution (Goa, Daman & Diu) Scheduled Tribes Order, 1970. 13. The Constitution (Goa, Daman & Diu) Scheduled Tribes Order, 1970. 67
14. The Constitution (Nagaland) Scheduled Tribes Order, 1970. 15. The Constitution (Sikkim) Scheduled Castes Order, 1978. 16. The Constitution (Sikkim) Scheduled Tribes Order, 1978. 17. The Constitution (Jammu & Kashmir) Scheduled Tribes Order, 1989. 18. The Constitution (Scheduled Castes) Order (Amendment) Act, 1990. 19. The Constitution (Scheduled Castes) Order (Amendment) Act, 1991. 20. The Constitution (Scheduled Castes) Order Second (Amendment) Act, 1991.
B. Applicable in the case of Schedule Caste/ Schedule Tribe persons who have migrated from the state/U.T. of their origin (delete the paragraph if not applicable): This certificate is issued on the basis of the scheduled caste/scheduled tribe certificate issued to Shri./Smt./Kum. ______________________ Father / mother of Shri./Smt/Kum.
_______________________
of
village
/
town
___________________in
District/Division _________________ of the state/Union Territory_______________ who belong to the _________________caste/tribe which is recognized as schedule caste/Schedule tribe in the State/Union Territory _________________issued by the _______________(name
of
prescribed
authority)vide
order
no.______________
dated___________________ C. Shri./Smt./Kum.________________ and/or his / her family ordinarily reside(s) in village/town ___________of _____________District/Division of the state/ Union territory of _________________. Place: ________________
signature________________
State/Union territory__________
Name of Issuing Authority
Date: _________
Designation_____________
(With seal of office)
Note: 1. The term “ordinarily” used here will have the same meaning as in section 20 of the Representation of the People Act, 1950. 2. List of authorities empowered to issue schedule caste/schedule tribe certificates: 68
(i) District Magistrate / Additional Deputy Commissioner/Deputy Collector/Ist class Stipend
magistrate/Sub-Divisional
Magistrate/
Taluka
Magistrate/Executive
Magistrate (ii) Chief presidency magistrate/Additional chief presidency magistrate/Presidency Magistrate. (iii) Revenue officer not below the rank of Tehsildar. (iv)Sub-Divisional Officer at the area where the candidate and / or his family normally resides. 3. The caste certificate issued by an authority other than the stated above will not be accepted. FORM OF CERTIFICATE TO BE PRODUCED BY OTHER BACKWARD CLASSES APPLYING FOR APPOINTMENT TO POSTS UNDER GOVERNMENT OF INDIA AND CENTRAL GOVT. PUBLIC SECTOR UNDERTAKINGS Regn. No.___________
Date_________
A. This is to certify that Shri./Smt./Kum.______________________________ son / daughter
of_________________
of
village/town_________________in
District/
Division_____________of the State/Territory___________________belongs to
the
__________________ community which is recognized as a backward class under: Please tick mark:
(i)
Govt. of India, Ministry of Welfare Resolution No. 12011/68/93-BCC dated 10.09.1993, published in Gazette of India, Extraordinary-part 1,section1,and No.186 dated 13.09.1993.
(ii)
Govt. of India, Ministry of Welfare Resolution No. 12011/9/94-BCC dated 19.10.1994, published in Gazette of India, Extraordinary-part 1,section1,and No.163 dated 20.10.1994.
(iii)
Govt. of India, Ministry of Welfare Resolution No. 12011/7/95-BCC dated 24.05.1995 published in Gazette of India, Extraordinary-part 1,section1,and No.88 dated 25.05.1995.
69
(iv)
Govt. of India, Ministry of Welfare Resolution No. 12011/96/94-BCC dated 06.12.1996, published in Gazette of India, Extraordinary-part 1, section1,and No.210 dated 11.12.1996.
B. Applicable in the case OBC persons who have migrated from the state/U.T. of their origin (delete the paragraph if not applicable): This certificate is issued on the basis of the Other Backward Classes certificate issued to Shri./Smt./Kum. ______________________ Father / mother of Shri./Smt/Kum. _______________________
of
village
/
town
___________________in
District/Division
_________________ of the state/Union Territory_______________ who belong to the _________________caste which is recognized as a Backward Classes in the State/Union Territory
_________________issued
by
the
_______________(name
of
prescribed
authority)vide order no.______________ dated___________________
B. Shri./Smt./Kum.________________ and/or his / her family ordinarily reside(s) in village/town ___________of _____________District/Division of the state/ Union territory of _________________. C. This is also to certify that he/she does not belong to the persons/sections (Creamy Layer) mentioned in column 3 of the Scehduled to the govt. of India, Department of Personnel & Training O.M.No.36012/22/93-Estt.(SCT)dated 08.09.1993. Place: ________________ State/Union territory__________ Date:_________
signature________________ Name of Issuing Authority Designation____________ (With seal of office)
70
Note: 1. the term “ordinarily” used here will have the same meaning as in section 20 of the Representation of the People Act, 1950. 2. List of authorities empowered to issue schedule caste/schedule tribe certificates: (i) District Magistrate / Additional Deputy Commissioner/Deputy Collector/Ist class Stipendiary magistrate/Sub-Divisional Magistrate/ Taluka Magistrate/Executive Magistrate (ii) Chief presidency magistrate/Additional chief presidency magistrate/Presidency Magistrate. (iii) Revenue officer not below the rank of Tehsildar. (iv) Sub-Divisional Officer at the area where the candidate and / or his family normally resides. 3. The caste certificate issued by an authority other than the stated above will not be accepted.
NAME AND ADDRESS OF THE INSTITUTE/HOSPITAL Certificate No._____________
Date: ________________ DISABILITY CERTIFICATE Recent Photography of the candidate showing the disability duly attested duly attested by the Chairperson of the Medical Board
This is to certify that Shri./Smt./Kum.___________________ son/wife/ daughter of Shri________________ age____ sex____ identification mark(s)__________is suffering from permanent disability of following category:
71
A. Locomotors or cerebral palsy: (i) BL-Both legs affected but not arms (ii) BA-Both arms affected (a) impaired reach (b) Weakness or grip (iii) BLA- Both legs and arms are affected (iv)OL- One leg affected (right or left) (a) Impaired each (b)Weakness or grip (c)Ataxic (v) OA- One arm affected (right or left) (a) Impaired each (b)Weakness or grip (c)Ataxic (vi)BH- Stiff back and hips (cannot sit or stoop) (vii) MW- muscular weakness and limited physical endurance. B. Blindness or Low vision: (i) B-Blind (ii)PB- Partially blind C. Hearing impairment: (i) D-deaf (ii) PD-Partially deaf. (Delete the category which ever is not applicable) 2. This condition is progressive/ non-progressive/ likely to improve/ not likely to improve. Re –assessment of this case is not recommended/is recommended after a period of _______years ________months.* 3. Percentage of disability in his/ her case is __________percent.
72
4. Shri./Smt./Kum.__________________ meets the following physical requirements for discharge of his / her duties:(i) F-can perform work by manipulating with fingers
Yes/No
(ii) PP-can perform work by pulling and pushing
Yes/No
(iii) L- can perform work by lifting
Yes/No
(iv) KC- can perform work by kneeling and crouching
Yes/No
(v) B- can perform work by bending
Yes/No
(vi) S- can perform work by sitting
Yes/No
(vii) ST- can perform work by standing
Yes/No
(viii) W- can perform work by walking
Yes/No
(ix) SE- can perform work by seeing
Yes/No
(x) H- can perform work by hearing/speaking
Yes/No
(xi) RW- can perform work by reading and writing
Yes/No
(Dr____________________)
(Dr____________________)
MEMBER MEDICAL
MEMBER MEDICAL
BOARD
BOARD
(Dr____________________) CHAIRPERSON MEDICAL BOARD
Countersigned by the Medical Superintendent/CMO/Head of Hospital (With seal) *Strike out which is not applicable.
73
TO BE SUBMITTED BY CANDIDATES BELONGING TO SC/ST COMMUNITY ALONG WITH PHOTOCOPY OF THE CASTE CERTIFICATE a) Name:
b) B) Father’s Name: c) Caste Certificate No.: d) Date Of Issue: e) Name of the Issuing Authority: f) Place and address of issue of the Certificate: And Office seal and Phone number (if any):
Affix passport size photograph Certified by Gazetted Officer Across the photograph Date:
Signature of the candidate
74
TO BE SUBMITTED BY CANDIDATES BELONGING TO OBC COMMUNITY ALONG WITH PHOTOCOPY OF THE CASTE CERTIFICATE a) Name:
b) Father’s Name: c) Caste Certificate No.: d) Date of Issue: e) Name of the Issuing Authority: f) Place and address of issue of the Certificate: And Office seal and Phone number (if any):
Affix passport size photograph Certified by Gazetted Officer Across the photograph I_____________________________________________________ Sri____________________________________________ _______________________________________
Resident
District
son of
/
village
/
daughter town
/
city
_______________________________________state
hereby declare that I belong to the _________________community which is recognized as a Backward Classes by the Government of India for the purpose of reservation in services as per order contained in Department of Personnel & Training O.M.No.36012/22/93-Estt.(SCT)dated 08.09.1993. It is also declared that i does not belong to the persons/sections (Creamy Layer) mentioned in column 3 of the Schedule to the above referred office Memorandum dated 8.9.1993.
Date:
Signature of the candidate 75
VISAKHAPATNAM STEEL PLANT PERSONNEL DEPARTMENT RECRUITMENT SECTION Dt. 20.04.2009 It has been decided that to conduct re-test for the post of trainee Khalasi that had been advertised vide VSP Recruitment Advertisement No. 10/2008. Therefore the test held on 15 th march, 2009 for the post of Trainee Khalasi shall not be considered. All the candidates who appeared for the written test on 15th march, 2009 shall be issued with fresh admit card that shall be sent to them by post and they can as well download the same from the website www.vizagsteel.com in due course. The date of re-test will be announced shortly. The inconvenience is regretted.
76
VIZAG STEEL – YESTERDAY, TODAY, TOMMOROW Visakhapatnam Steel Plant is the only shore- based integrated steel plant, with a rated capacity of 3.4 Mt Hot Metal, 3.0 Mt Liquid Steel and 2.656 Mt saleable Steel.
YESTERDAY:The momentous decision to establish a Steel Plant at Visakhapatnam was announce in the parliament in 1970 by then Prime Minister, Smt. Indira Gandhi. The foundation stone for this massive project was laid in 1971. The detailed project report was prepared in 1977. Following this, the comprehensive revised details project report was prepared adopting latest technologies available. Distance raw material linkages couple with lack of captive mines for major raw materials, have resulted in high raw material costs too.
All these problems led VSP to its nadir point it’s reporting to BIFR. After that, the plant has exhibited dramatic turnaround and has been making profits continuously for the past 4 years.
TODAY:Presently the plant is operating at higher effectively levels surprising the rated capacities thus achieving 4.15 Mt Hot Metal, 3.6 Mt Liquid Steel and 3.2 Mt saleable Steel i.e. 122%, 120% & 122% of the respective rated capacities during 2005-2006.
Also, the prestigious Prime Minister’s Trophy award was bestowed on the Vizag Steel for the year 2002-2003.
77
TOMORROW:In line with the vision in National Steel Policy envisaging 110 Mt Steel by 2019-20, Vizag Steel is also planning to expand its capacity. Considering the buoyancy in domestic Steel market for long products, which is the product mix of
VSP and the high acceptance of VSP’s brand image in the market, an expansion plan has been proposed. The expansion plan of doubling the capacity of the plant has been cleared in a record time of 10 months and the entire Vizag Steel collective is totally geared up for completing the expansion in the stipulated 36 months.
78
CHAPTER-V EMPIRICAL ANALYSIS
79
6.1 ANALYSIS OF PROJECT My project titled “Study on Recruitment and Selection Process of employees in Visakhapatnam Steel Plant and its impact on job satisfaction”. For this project I prepared a questionnaire on job satisfaction. I took a sample size of 150 and collected the data where I personally met employees working at their respective department. I met some employees personally and interviewed them about their job satisfaction levels and their opinions to improve the job satisfaction. In my study I came to know that job satisfaction will come not only with monetary benefits it also involves personal benefits and most of the respondents said that now-a-days the recruitment and selection procedures followed by VSP are very beneficial to each and every employee who is recruited.
6.2 RECRUITMENT POLICY INDTRODUTION
RINL/VSP is one of the modern integrated steel plants in India with the stateof-the-art technology in steel making. To manage the given technology, operate the continuous process of production and carry our other critical functions like Marketing, Personnel, Finance etc, skilled, highly skilled personnel and competent professionals with excellent managerial capabilities are required to be inducted at right place and right time.
OBJECTIVES
1. To meet manpower requirements of the company in terms of the approved strength of manpower. 2. To fulfill the requirement of competent personnel in terms of requisite capabilities, skills, qualifications, aptitude, merit and suitability with a view to fulfill company’s objectives. 80
3. To attract, select and induct the best of the talents available keeping in view the functional requirements of the organization. 4. To provide suitable induction points for intake from external sources and thereby infuse fresh blood into the organization. 5. To ensure an objectives and reliable system of selection. 6. To have a dynamic and reasonably flexible recruitment policy in tune with market economy to enable induction of personnel in the quickest possible time to meet the operational requirements of the organization.
SCOPE
1. The policy shall over all recruitment of personnel made in the company in executives as well as non-executive cadre (expect appointments made by the Govt.) and shall apply to all units/branches of RINL.
2. The policy shall not cover engagement of advisers/consultant etc or adhoc appointments for temporary requirements.
SOURCE OF RECRUITMENT
There will be two sources of recruitment: Internal i.e. from within the company. External i.e. from open market through Employment Exchange, advertisement
in press/internet, recruitment through reputed placement/manpower agencies, other organizations and /or campus selection from Universities/Institutes and/or through direct negotiations.
INTERNAL CIRCULATIONS OF POSTS
Recruitment/Selection to posts from within the company may be done through internal circulations as under: 81
1. The posts intended to be filled through internal sources will be circulated in the Company giving the qualifications, age, experience etc.
2. Internal recruitment involving changes in grade will be processed by the respective Zonal Personnel I/c with the approval of Competent Authority. Such proposals will be routed through Manpower Cell of Personnel Department to ascertain the vacancy position, to assess the need to fill up such vacancies, roster points etc.
3. Internal selection will be done by conducting written test and/or interview by a duly constituted committee.
4. Transfer from one department to another in parallel grade with the company following the procedural of internal selection will not be treated as recruitment.
RECRUITMENT FROM EXTERNAL SOURCES
1. Recruitment from external sources will be resorted to for injection of fresh blood at the induction level(s)/grade(s). However, the company may, if required, induct direct recruits from external sources at other level(s)/grades(s) also to meet functional requirements of particulars skill/experience or for optimum utilization of its assets and/or infusion of modern system, skills & techniques of operation etc., necessary for efficient operation, technology up gradation or modernization. 2. At least, 662/3 % of vacancies occurring during the preceding year(s) at induction level(s)/grade(s) in E-0 grade will be filled up through Management Trainees (MTs). 3. Recruitment of executives from external sources will be made generally
4. through open advertisement in the press. However, recruitment of executives can also be done through campus interviews from approved institutions, Universities and/or reputed placement/manpower agencies and/or through 82
direct negotiation with individual(s) and/or circulation of posts to PSU(s) with prior approval of the Competent Authority. 5. Recruitment to the posts in non-executive cadre carrying scale of pay, maximum of which does not exceed Rs. 2500 per month (pre-revised) as indicated in the DPE OM No.2(48)/91-DPE(WC) dt.6.4.1992, will be done through the Employment Exchange. In addition to notifying the vacancies for such relevant categories to the Employment Exchange, the requisitioning authority may, keeping in view administrative/budgetary convinces, arrange for the publication of the recruitment notice for these categories in the Employment News or other newspapers and then consider the cases of all the candidates who have applied, provided they fulfill the specifications for the post advertised. In addition to above, such recruitment notices will be displayed on the office notice boards also for wider publicity (DPE 24(11)/96(GL010)/GM dt.2.11.1998). 6. In case of death or permanent total disablement of an employee due to accident arising out of and in course of employment, employment to one of his/her direct dependents will be provided subject on permanent medical unfitness, the concerned employee/dependent(s) will only be entitled to monthly payment benefits as per Employees’ Family Benefit Scheme. 7. To encourage and support sports and sportsmen, the Company may recruit sportsmen under “Sports quota” by following the procedure laid down in DPE guidelines/Government rules on the subject.
DEPARTMENTAL CANDIDATES
Employees of the Company will be eligible to apply against in the press, provided they fulfill the eligibility conditions as may be pr escribed from time to time.
83
INDUCTION LEVELS Executives
To manage executive positions in key performance areas of the company, direct recruits will be inducted in various disciplines/work areas from time to time depending on the requirements, in the following positions: I. Management Trainees in different disciplines. II. Junior Manager (F&A/Marketing/Personnel etc.) III. Junior Medical Officers. IV. Specialists in Medical department V. Experience Executives in suitable positions in different areas. VI. Such other posts as may be decided by CMD keeping in view the requirements of the organization. Non-Executives
In the non-executives cadre, induction of direct from external sources will be carried out of the following positions: I. Unskilled/Semi-skilled category: As Trainee Khalasi etc. and after successful completion of minimum one year training and fulfillment of other conditions, they will be appointed as regular employees in S-1 grade. II. Skilled category: As Junior Trainees and after successful completion of prescribed period of training they will be placed in S-3 grade. III. Highly skilled category: As Senior Trainees and after successful completion of prescribed period of training they will be placed in S-6 grade. IV. Ministerial category: As Secretarial Assistants (those possessing Graduation, with Typewriting and Shorthand qualification) in Sl-1 grade and as Junior Assistants (those possessing only graduation in S-3 grade. V. Para-medical staff and Store keeping staff etc. in suitable grades corresponding to the posts. VI. Experienced employees in suitable grades. 84
VII. Such other posts as may be decided by CMD keeping in view the requirements of the organization.
DELEGATION
Delegation of authority to recruit and/or appoint will be as per DOP.
JOB SPECIFICATIONS
1. Job specifications will stipulate the minimum eligibility condition for each job/post in terms terms of the following: Educational Qualifications Experience required, if any Age limit
Physical/Medical standards, if any Physical/Medical Any other requirements as may be deemed necessary.
2. Job specifications stipulated for each post may be subject to periodical review and updating keeping in view the changing needs of the organization. As and when required, a committee consisting of representatives from the Department(s) concerned, Personnel and other departments as deemed fit may be constituted by the Competent Authority. Changes suggested by the Committee with regard to the existing Job specifications will be subject to the approval of the Competent Authority.
REQUISITIONS
1. All requisitions/proposals for recruitment of personnel will be sent by the concerned Head of the Department to the Manpower Planning Cell (MPC) of Personnel Department.
85
2. MPC will scrutinize each proposal received from the Indenting Department keeping in view the approved manpower strength and the need to fill up the posts and obtain the approval of the competent authority and forward the same to the Recruitment Section for initiating further action, as required. r equired.
RESERVATION OF POSTS
1. Reservation of posts for OBCs, Scheduled Castes and Scheduled Tribes shall be provided in accordance with the Presidential Directives issued on the subject from time to time.
2. Reservation of posts for other categories such as Ex-serviceman, Physically Handicapped persons etc. will be provided as per rules.
RESPONSIBILITY
All activities pertaining to recruitment will be centrally coordinated and managed by Recruitment Section of Personnel Department at Headquarters. However, representative(s) of other departments(s), as deemed necessary may be associated at various stages of recruitment and/or selection of candidates. The services of specialized agencies may be taken, if required, for conducting written tests/job tests/group tasks/group discussions, etc as also for short listing of suitable candidates for selection.
SCREENING OF APPLICATIONS Applications
received
in
response
to
the
vacancies
circulated/notified/advertised etc. will be screened by the Recruitment section keeping in view the job specification prescribed for the post(s) in question and the candidates short listed for interview. As and when necessary, the indenting department may be consulted for screening and short listing of candidates. 86
If suitable candidates with the required job specifications are not available, or if
candidates are otherwise exceptionally qualified or experienced, but require relaxation in specifications like age, qualifications etc competent authority may relax the specifications prescribed as a one time measure in order to facilitate filling up of such post(s) in time, provided such provision for relaxation has been stipulated in notification/advertisement for the post. Any subsequent recruitment against such posts(s) will, however, is made strictly on the basis of the standard job specifications prescribed.
MODE OF SELECTION
1. Selection of candidates for appointment in the Company will be made on the basis of their merit and suitability as assessed through selection test(s). the selection test(s) will comprise of: I. Written test/job test/trade test or any combination thereof; and/or II. Group task/Group discussion/interview or both; and/or III. Any other test(s) as may be prescribed or as decided by the Competent Authority.
2. Wherever selection selection is made on the basis of a combination of a written test/trade test etc. and interview/group discussion etc. weightage of different segments administered, will be assigned as follows; Written test/ job test/trade test or any Other test as may be prescribed:
85
Group task/Group discussion/interview or A combination
15
87
3. A candidate is required to secure minimum qualifying marks of 50 % in each segment or such percentage as may be prescribed by the competent authority from time to time. Relaxation in respect of SC/ST/OBC, if any, will be provided as per Presidential Directives in each selection segment to qualify. Relaxation in qualifying marks will also be provided to DPs as per the existing policy.
4. Where the selection is solely based on interview, the weightage for interview will be 100%.
SELECTION COMMITTEE
1. In order to assess the suitability of the candidates for the post(s) in question, Selection committee(s) will be constituted by the competent authority.
2. As and when required, experts from outside the organization may also be included in the selection committee(s) to ensure proper evaluation of candidates.
FINAL SELECTION OF CANDIDATES
1. The selection committee will assess the comparative merit of each candidate in terms of his/her qualifications, experience, if any, and on the basis of performance in the selection test(s) and interview as per criteria laid down and come to a conclusion as to whether or not the candidate would measure up to the requirements of the job he/she is expected to perform. However, wherever marks are assigned, committee members will be required to give marks on the basis of criteria prescribed depending upon the relative performance of each candidate in the test/interview and keeping in view his/her suitability for the job in question. 88
2. Candidates found suitable will be empanelled in order of merit on the basis of following: a) Wherever marks are assigned, merit list of candidates who have secured minimum qualifying marks as at Para 12.3 will be prepared on the basis of aggregate marks secured by the candidates in the selection/test(s); and wherever selection is made for more than one discipline/stream, merit lists would be prepared discipline/stream wise. b) Wherever selection is made only on the basis of evaluation of the selection committee without assigning marks, merit lists of the candidates will be drawn up as recommended by the selection committee.
3. The select list so prepared will be subject to the approval of the competent authority and will remain valid for a period of one year from the date of such approval, which can be extended at the discretion of the competent authority.
ISSUE OF OFFERS
1. Appointment offers will be issued to the required number of candidates from the panel/merit list in order of merit in each discipline/stream with the approval of the competent authority.
2. All appointment offers will be centrally issued by the Recruitment Section of Personnel Department. The in-charge of Recruitment Section is authorized to issue offers of appointment for and on behalf of the Competent Authority.
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MEDICAL EXAMINATION
1. All appointments in the company will be subject to the selected candidates being found medically fir by the Company’s medical officer/board for the post(s) for which they have been selected. Where there is no company hospital, medical examination will be conducted by an approval Government Hospital/Medical Board.
2. Medical standards will be laid down for each category of job(s)/post(s), both executive as well as non-executive, keeping in view of the job requirements.
3. Medical standards prescribed for different jobs/posts will be subject to review from time to time depending on organizational needs. As and when necessary, the competent authority may constitute a committee of experts to review and suggest suitable changes in existing medical standards. Such changes will, however, be subject to approval of the competent authority.
DEPUTATIONISTS
Not withstanding anything contained in this policy and in exceptional cases, employees of other PSUs or Government may be appointed in the company on deputation basis for such periods as may be decided by the competent authority. Such deputations may be absorbed in suitable posts in the company, as may be decided by the competent authority.
INDUCTION/ORIENTATION
All newly appointed employees in the company will undergo suitable induction/orientation programs to be organized by the Training Department. Induction
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program will, among other things, aim at systematically introducing the new employees to the company, its philosophy, its major policies, technology, existing status, future plans etc. the induction program should clearly spell out the mutual expectations with emphasis on company’s objectives and goals.
POST SELECTION FOLLOW UP
The selected candidates on joining the company will be under probation for a period of twelve months or such other period as may be specified. The period of probation may be extended in suitable cases as provided in the Service Rules.
RULES AND PROCEDURES
The Chairman-cum-Managing Director, RINL/VSP, is authorized to frame and issue the rules, procedures, guidelines, instructions etc. under the policy, designate competent authorities to exercise powers under the policy and rules and give clarifications on issues arising out of the policy.
TENURE
1. Policies and rules framed hereunder will come into force from the date notified by Chairman-cum-Managing Director, RINL/VSP, and will remain in force for a period as decided by him.
2. The company, however, reserves the right to amend, modify, cancel or withdraw the policy or any part thereof at any time without notice.
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CHAPTER-VI Questionnaires
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A QUESTIONNAIRE ON RECRUITMENT AND SELECTION IN VISAKA STEEL PLANT, VISAKAPATNAM. PERSONAL PROFILE Name: Designation: Age: Qualification: 1. What is the source of Recruitment? a) Internal
b) External
c) Both
d) None
2. Will the Company permit you to leave the job better opportunities outside? a) Yes
b) No
c) In some cases
3. VISAKA STEEL PLANT whether the recruitment of vacancies done every year? a) Yes
b) No
c) None
4. By which technique you approached the VISAKA STEEL PLANT for employment? a) Employment exchange notification in news media b) Educational Institutions
c) All the above
5. VISAKA STEEL PLANT offers which type of recruitment for its employees? a) Temporarily basis employment
b) Permanent basis employment
c) Both 6. Are you satisfied with presents or you need any fresh recruitment? a) Yes
b) No
7. Is Recruitment is necessary for VISAKA STEEL PLANT? a) Yes
b) No
8. Was training will be given to the employees after they are recruited? a) Yes
b) No
9. Was recruitment will be done when the vacancies are recruited? a) Yes
b) No
10. Do you feel that recruitment plays an important role in VISAKA STEEL PLANT? 93
a) Yes
b) No
11. Would you believe that after recruitment the employee should be given correct placement? a) Yes
b) No
12. Give me your opinion if the placement is not good in an organization, it leads to less productivity or not? a) Yes
b) No
13. In VISAKA STEEL PLANT which type persons were recruited? a) Technical
b) Non-Technical
c) Both (a) & (b)
14. Does VISAKA STEEL PLANT needs Managers for the departments like HR, Finance, and Marketing? a) Yes
b) No
15. In VISAKA STEEL PLANT, are there any reserved posts for SC/ST/PHC? a) Yes
b) No
16. In VISAKA STEEL PLANT, what is the process of recruiting the persons in to the organization? a) Written test
b) Interview c) Technical test
d) All the above
17. Which persons will be recruited in VISAKA STEEL PLANT regarding their experience? a) Experience Candidates b) Fresher
c) Both
18. Which types of tests are conducted at the time of recruitment process in VISAKA STEEL PLANT? a) Physical test b) Written test c) Mental ability test d) Oral test e) All 19. Do you thing inductions necessary for newly appointed employee in VISAKA STEEL PLANT? a) Yes
b) No
20. What is your overall opinion about personal recruitment, Selection in VISAKA STEEL PLANT? a) Excellent
b) Good
c) Average 94
d) Poor
CHAPTER-VII FINDINGS & SUGGESTIONS
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7.1 FINDINGS 45.22% employees are satisfied with their jobs in the present organization. 31.33% employees are working more than 2 years and above. 40% of the employees are satisfied with their job profile 52.66% of the employees are very satisfied with the organization for providing
good development programs and career focus. 50and above employees are satisfied with their organization for providing good
PA and for providing good environment
7.2 SUGGESTIONS Perfect manpower consultants is lacking some basic infrastructure like proper
internet connection, manpower etc The organization should have minimum two systems connected to internet and one system should be used exclusively to down load the data from the Job Portal and the second one can be used for other purposes (like sending terms & conditions, receiving and sending mails etc). One system should be used for maintaining the database and records.
Perfect
manpower consultants should avoid dealing with low profile
requirements (like recruiting office assistants, front office executives or were the salary package is less than Rs 8000). Because time and energy (work force) used to fulfill the low profile requirement can be used in a better else were to generate more revenues.
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Though consultancy has already owned a good reputation, but it always need
some type of publicity as a reminder to the young stars approaching to the jobs. This might help in accumulating good data base.
7.3 CONCLUSION By the above study I would like to conclude that: The recruitment process in VSP is done through mailing services, newspaper
ads and references. The selection process in VSP is depends on the job profile of their requirement The selection procedures had an impact on job satisfaction of employees. The study also says that the satisfaction level of employees are different for
each employee and mostly this satisfaction levels are depends on good appraisal, official as well as personal benefits and career growth
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APPENDIX Name
:
Designation :
Qualification:
Company
:
1. How satisfied are you with your current job? a) Very Satisfied b) Satisfied c) Neutral d) Dissatisfied 2. How long have you been with the company? a) Below 6 months b) Above 6 months c) Above 1 year d) Above 2 years 3. How satisfied are you with the following? (Very Satisfied, Satisfied , Dissatisfied) a) Job profile b) Development c) Career focus 4. How satisfied are you with the following? (Very Satisfied, Satisfied , Dissatisfied) a) Appropriate recognition to your contribution b) With your overall job security c) With a company as a place to work 5. How do you enhance the job satisfaction? a) Coordination b) Technology c) Good recognition 98
BIBLIOGRAPHY
TEXT BOOKS
P. Subba Rao, “Essentials of HUMAN RESOURCE AND MANAGEMENT RELATIONS”, Himalaya Publications, Second edition and Revised print 2007.
David A. Decenzo, “PERSONNEL /HUMAN RESOURCE MANAGEMENT”
Tina
Agrell,
“RECRUITMENT
MANAGERS”
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TECHNIQUES
FOR
MODERN
WEBSITES
www.google.com
www.answers.com
http://en.wikipedia.org/wiki/
http://en.wikipedia.org/wiki/Vizag_Steel_Plant
http://www.vizagsteel.com/code/tenders/jobdocs/4682web-ad.pdf
www.jsb.ac.in/library/projects/htm
www.citehr.com
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