Recruitment process

Chapter 1. 2. INDEX Title Part-I Introduction Organizational Profile Introduction to project Part-II The Recruitment Process The recruitment process Identify the vacancy Communicate the vacancy the HRD Justification of the request by the HRD Placing the employee Part III Appendix Glossary of Terms Bibliography Page No.

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Part-I Introduction

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Chapter 1

Organization Profile
ABOUT US
Heranba Industries Limited is one of the leading agrochemical players in India. Success story of HERANBA finds its root in 1994, when technocrats, Mr. Sadashiv K Shetty & Mr. Raghuram K Shetty formed a company, with an objective of providing innovative products to farmers to maximise their farm output. Heranba believes in fast sustainable growth based on a strong foundation of values and ethics; striving for continual improvement for providing value added solutions to the end customers. Today, Heranba is one of the largest manufacturers of synthetic pyrethroids and its intermediates in India, with a wide network in India as well as in the world market with a phenomenal growth rate year after year. CHEMISTRY AT ITS BEST We have expertise on all the key chemical reactions on commercial scales. Presently engaged in the following process:

Ammonolysis Esterification Hydrolysis

EQUIPMENTS

Condensation Favorski Reaction Isomerisation

Cyanation Friedel Crafts Methoxylation

Cyclisation Halogenation Sulponation

Glasslined Reactor of capacities 2 KL- 10 KL

Agitated Nutch Filters Mild Steel Reactor 5 KL to 25 KL

Stainless Steel Reactor 4 KL to 15 KL

Sparkler Filters MS Tile lined Reactors 15 KL to 25 KL Fractionating columns Matching Utilities Spin Flash Dryer

Storage tanks of various capacities Rotatory Vaccum Dryers Fluid Bed Dryer

ENVIRONMENTAL CARE

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Heranba strongly believes that Environment protection is a key to sustainable development. And that is why it gives due importance to effluent treatment, hazardous waste management activities, health & safety. HIGHLIGHTS Adequate capacity of HCL and So2 Scrubbers Full fledged effluent treatment plant comprising Primary, Secondary and Tertiary treatments. Monitoring of workplace for Toxic gaseous emissions. Periodical stack analysis of boiler and scrubbers. Proper storage and disposal of hazardous waste.

SAFETY On site emergency plan is ready to tackle any unforeseen accident. Adequate nos. of Fire Extinguishers has been placed at proper places and fire hydrant system is installed. Also all suitable PPEs are available at the site for use of plant personnel. Vent breather valves, flame arrestors, lightening arresters are provided. Training is being imparted to workers / Staff for fire fighting, First Aid, safe handling of hazardous Chemicals. Work permit system has been strictly implemented to ensure safe working.

OUR SOCIAL RESPONSIBILITY

Heranba is a socially committed and is a socially responsible corporate citizen. The company believes in growth with a human face, and pursuing people-centred development. It also believes that exemplary achievements on the business points are not adequate in making a good corporate citizen; hence it attaches great importance to discharging its overall social responsibilities to the community and the society, it operates in. In fulfilment of this role as a responsible part of the society, Heranba has plans to undertake a host of activities in the social development areas. Realising the significant role of primary education - especially in rural areas in socio-economic development of the nation, Heranba plays its role by generously donating to the educational institutes to upgrade the infrastructure set-up to improve the quality of education. The company interacts with local NGOs and extends its support to implement the various social awareness and development programs. The company has organized several blood donation camps and various medical camps to create the awareness and to provide treatment to the people in need. Many more such social programs will follow as the company marches towards progress.

FACTORY DETAILS
Heranba has three fully integrated and modern manufacturing facilities with an In-house R&D facility for product development and improvisation. All 3

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facilities are in the industrial belt of "Vapi", which is a prime Industrial Township in Gujarat, at a distance of 180 km from Mumbai. These facilities offer a range of Crop Protection chemicals, Public Health and Animal Health solutions. Two of these facilities are producing various Technicals, of which one of the plant has got the status of Export Oriented Unit , while the third plant is purely for Formulated / Branded products. UNIT 1 This is the first manufacturing facility of Heranba with an installed capacity of 1320 MT of Cypermethric Acid Chloride per annum which is the basic intermediate used in the manufacture of technical grade synthetic pyrethroids like Cypermethrin, Deltamethrin, Alphacypermethrin and Permethrin. UNIT 2 (EXPORT ORIENTED UNIT) It is HERANBA'S new creation which has an installed capacity of 1320 MT of Cypermethric Acid Chloride per annum. This plant manufactures high quality derivatives of Cypermethric Acid Chloride as per customer's requirement. UNIT 3 (ISO 9001-2008 CERTIFIED FORMULATION UNIT) is Heranba's ISO 9001-2008 certified ultra modern formulation unit, meeting the requirement of the EC, SC and WP formulations to cater to the local Indian market as well as for export also offering toll manufacturing facility. Our manufacturing & packing facilities are: 1. Liquid Formulations 2. Liquid Packing 3. Powder Formulations of SP's & WDP's. 4. Powder Packing 5. Granular Formulation. 6. Granular Packing 7. Suspensions concentrate formulation.

Quality Control
All the units have fully equipped Quality Control laboratory to check the quality of Input materials, In-Process materials and finished goods.

R & D FACILITY
Heranba recognizes the requirement for the highest level of support in product research, development and registration. The company has a stateof-the-art R&D center and a pilot plant with sophisticated analytical equipment like HPLC, Gas chromatograph, UV spectro photometer & polarimeter. We have well qualified team of research personnel and scientists working for the continuous improvement of existing products and the development of new product.

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Chapter 2

Introduction to Project
2.1 PROJECT PROFILE Project Title Objective : Study of Recruitment Process : To study and learn the practical concept of Recruitment, in any organization : Heranba Industries Limited : Plot No A/2/2214/22/5, GIDC, Vapi, Gujarat, India Phone: 0260 - 5534510/ 5537965 : Name Enrol No. Sudhanshu Pandey 2066 Kaushal kapdia 2022 Ishita kansara 2014 Pooja Desai 2045 Ramesh Belaumkar 2096

Company Name Address Group Members

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Part II The Recruitment Process

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Chapter 3

Recruitment Process
Steps Involved in Recruitment Process are 1. Identifying the Vacancy [Head Of Department] 2. Communicating the Vacancy to the Human Resource Department [Head Of Department] 3. Justifying the request of the man power [Human Resource Department] 4. If request is justified a. Check the Internal sources if someone fits the position b. If not found the employee in the organization, go for External Sources. c. Froum External sources Collect the Application and Resumes forms of the applicants. d. Shortlist the Resume e. Call for the Interview f. Interview Line up Interview i. One-On-one Interview [By HOD] ii. Panel Interview [HRD, HOD] 5. 6. 7. 8. 9. Selecting the Employee Give offer letter Document Verification Appointment Date Employee Induction

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5. Identifying the Vacancy [Head Of Department]

Resign: When an employee resigns it creates the vacancy in the organization. Retire: When the employees get retired it creates vacant seats in the organization Growth: When the company is growing, the increase work in progress require more manpower, and hence creates the vacancy. Promotion: When an employee is promoted the vacancy generates for his previous post. Internal job posting: When the jobs r being rotated the vacancy may be generated.

6. Communicating the Vacancy to the Human Resource Department [Head Of Department]

The vacancy is communicated to the Human resource department by filling an employee requisition form. Sample of ERF.

7. Justifying the request of the man power [Human Resource Department] The Human Resource manager justifies the request by the manager, He checks whether there is need of the man power at that place or not

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8. If request is justified a. Check the Internal sources if someone fits the position

The Internal sources of recruitment are:1. Promotions : Promotion means to give a higher position, status, salary and responsibility to the employee. So, the vacancy can be filled by promoting a suitable candidate from the same organisation. 2. Transfers : Transfer means a change in the place of employment without any change in the position, status, salary and responsibility of the employee. So, the vacancy can be filled by transferring a suitable candidate from the same organisation. 3. Internal Advertisements : Here, the vacancy is advertised within the organisation. The existing employees are asked to apply for the vacancy. So, recruitment is done from within the organisation. 4. Retired Managers : Sometimes, retired managers may be recalled for a short period. This is done when the organisation cannot find a suitable candidate. 5. Recall from Long Leave : The organisation may recall a manager who has gone on a long leave. This is done when the organisation faces a problem which can only be solved by that particular manager. After he solves the problem, his leave is extended.
b. If not found the employee in the organization, go for External Sources.

External sources are:1. Management Consultants : Management consultants are used for selecting higher-level staff. They act as a representative of the employer. They make all the necessary arrangements for recruitment and selection. In return for their services, they take a service charge or commission. 2. Public Advertisements : The Personnel department of a company advertises the vacancy in newspapers, the internet, etc. This advertisement gives information about the company, the job and the required qualities of the candidate. It invites applications from suitable candidates. This source is the most popular source of recruitment. This is because it gives a very wide choice. However, it is very costly and time consuming.

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3. Campus Recruitment : The organisation conducts interviews in the campuses of Management institutes and Engineering Colleges. Final year students, who're soon to get graduate, are interviewed. Suitable candidates are selected by the organisation based on their academic record, communication skills, intelligence, etc. This source is used for recruiting qualified, trained but inexperienced candidates. 4. Recommendations : The organisation may also recruit candidates based on the recommendations received from existing managers or from sister companies. 5. Deputation Personnel : The organisation may also recruit candidates who are sent on deputation by the Government or Financial institutions or by holding or subsidiary companies.

c. Froum External sources Collect the Application and Resumes forms of the applicants. d. Shortlist the Resume After all the resumes are collected they are being reviewed for the resume that matches the requirement, all the resumes that matches the conditions and requirement are shortlisted. e. Call for the Interview Then the shortlisted employee are called for the Interview f. Interview Line up The HR departments schedules the interview and line it up in a structured manner. Interview iii. One-On-one Interview [By HOD] Initially One-on-One interwiew is taken by the head of department to check the technical skills and knowledge. The most common interview is the one to one. The interviewer with the interviewee. The One to One Job Interview is a test/conversation and both parties will end the conversation with an opinion. The interviewer: if the candidate is right for the job and the interviewee: if the organisation is right for him.

The interview starts when the interviewee meets the interviewer. We read a lot in body language signs & other non-verbal communication. The clothes you wear are also important.

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The interviewer is going to conduct an 'investigation' in order to see if you are fit for the job vacancy and whether you are better at the job than the other candidates. The interviewer will ask questions of a technical nature and of a general nature. General questions will analyze your problem solving abilities and your ability to socialize with the rest of the team. Always use previous achievements to back any facts you mention. Even if such achievements were at the school newspaper, employers under stand that school leavers have to start from some where.
iv. Panel Interview [HRD, HOD] Then the panel interview is conducted by the HR manager, HOD and other expert. Here the soft skills of employee are checked. This kind of interview is conducted by an interviewing panel that is made up of the supervisor and some members of the team. The interview panel can also consist of top level CEOs although this depends the kind of position you are applying for.

The panel interview is a way for the organisation to judge the communication level, interaction with a group and to assess the skill level of the candidate. You will be asked questions from all the panel members, sometimes the same question by different panel members. It is difficult to build the kind of connection with the interview panel as you can in a one on one interview. You can buy time by asking questions. You should always remain calm and composed during a panel interview. Take a breath and even count to five (in your head), if you see the situation getting out of hand.

10. Selecting the Employee 11. Give offer letter: Offer letter is given to the employee. 12. Document Verification: Documents and results are verified 13. Appointment Date 14. Employee Induction Induction training is a type of training given as an initial preparation upon taking up a post. To help new people get to work init worker. It often contains information dealing with the layout of the firm's operating facility, health and safety measures and security systems. An attempt may also be

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made to introduce the individual to key employees and give an impression of the culture of the organisation, it is a critical time for the employer to gain commitment from the employee, and the latter to understand the expectations, targets and so on. The induction provides a really good opportunity to socialise and brief the newcomer on the company's overall strategy, performance standards, etc. Induction training should, according to TPI-theory, include development of theoretical and practical skills, but also meet interaction needs that exist among the new employees[

Employee Pay
In this organization the salary of the employee is decided based upon His previous pay Qualification Experience Job role

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Part III Appendix

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Glossary of terms
Job analysis
If an employee leaves the College, it is likely that you will want to replace them. However, before getting approval to appoint and advertising the same post, you should take time to consider the role and decide if there are any changes required. Job analysis is the term given to this assessment of a role. Job analysis is a systematic procedure for obtaining detailed and objective information about the post, before it is advertised and filled, giving the opportunity to tailor it to what is currently required.

Job design
If you wish to create a new post, which is not replacing a leaver, or filling an established post, you will need to design the job. This involves considering the duties that the new post will cover, and the level these tasks will be (e.g. maintain, develop, manage, or assist etc.). You will need to decide how the post will fit in with the current organizational structure for your school/department/faculty, what the reporting lines will be, and if the post will be responsible for supervising or managing people in other posts.

Job titles
The job title should be an accurate reflection of the scope and nature of the role undertaken, including giving an indication of the seniority of the post. In view of this, and of the fact that job titles relate to other processes in the College, please give due consideration to the correct job title for the role. If you feel a current job title needs to be changed before being filled, and/or if you would like advice on selecting the most appropriate title, please contact your Human Resources Adviser.

Job descriptions
Once you have either analysed an existing role, or designed a new post, you will need to produce a job description. The job description should provide basic information about the role, including the title, whom the post reports to (job title of the postholder only, not their actual name), any other posts for which the job has responsibility, and the date it was created or updated. The main purpose of the role should come next, followed by a breakdown of the specific duties. Whilst the description should be comprehensive, it must be concise; there is no need for every minor task to be quoted. The working relationships that the postholder must maintain should be outlined to illustrate the communications aspects of the role (e.g. relationships with students, members of the public, trade unions etc.). Finally, the dimensions of the job may be noted where applicable (e.g. size of budget managed, number of students supervised, number direct line reports etc.). A good job description will enable candidates to apply effectively; it is a statement, which sets out:

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a. b. c. d.

the roles and functions of the faculty, school or department the general purpose of the job an outline of the duties involved a full description of the main responsibilities of the post

The more accurate and informative a job description is, the more likely it will be that the College will attract applicants who meet a school or department's needs. This often makes shortlisting and interviewing easier and less time-consuming for everyone involved. A well-written and laid out job description also helps to give potential applicants a positive first impression of the school or department and the College. Job descriptions should not contain any personalized information, such as the names of postholders as this can mean they become out of date very quickly. Job descriptions are working documents that will be used for other purposes following the selection process, such as for staff development discussions and job evaluation/promotions reviews.

Person specification
The person specification is one of the most important documents within the recruitment and selection process and so is an essential requirement for every post. The purpose of the Person Specification is to set out a list of the knowledge, skills, experience and level of qualifications that are required to carry out the role effectively, and should be developed from the job description. Consider the range and depth of duties to be undertaken, and assess what the postholder will need, under the headings above, to enable them to do the job. This specification then forms the objective criteria against which all candidates will be assessed throughout the selection process. These criteria must consist of the minimum standards considered essential for the effective performance of the job. Desirable criteria may be included, but these must be referred to only if candidates have met the essential criteria. Mention of selection tests, which form part of the recruitment process, should be made on the person specification form. The following key points will help you to develop your person specification:

identify the key duties from the job description translate the duties into the skills and knowledge required to do the job separate the essential skills from the desirable ones; specify as far as possible in precise job-related terms identify any specific knowledge requirements for the job or the requirement of some evidence of the ability to learn indicate qualifications and level of education required for the job, if relevant (remembering to state "or equivalent" to cover all types of qualifications) identify what experience is required to carry out the job. This should be realistic and appropriate to the role

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Reference to age, marital status or to dependents should not be included since these are unlawfully discriminatory. The main aim of the person specification is to set out the skills and abilities that a candidate would need in order to be able to carry out the role to a satisfactory standard. It is not a 'wish list'; setting the criteria too 'high' may result in a lack of suitable applicants. However, pitching them too low may mean you have a high volume of applicants who all meet your criteria. The job described and the level of skills/experience required must relate to an appropriate grade. Where necessary, the Human Resources Team will undertake job evaluation; any subsequent amendments to the job will have to be agreed before the post is advertised, to ensure the correct grade and salary.

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Bibilography

Books:
Human Resource Management, by Pravin Durai

References:
http://www.heranba.co.in http://www.cvtips.com http://en.wikipedia.org

THANK YOU

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