A REPORT ON

STUDY ON THE HR PRACTICES (JOB DESCRIPTION, RECRUITMENT, SELECTION AND COMPENSATION MANAGEMENT) IN AN ORGANIZATION

By S SWARNA HASINI

NAME OF THE ORGANIZATION: VIMTA LABS LTD. DATE OF SUBMISSION: 16- MAY-2009

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AUTHORISATION

A report submitted in partial fulfillment of the requirements of MBA Program of ICFAI Business School.

SUBMITTED TO: PROF. RADHA KRISHNA

(FACULTY GUIDE, IBS-HYDERABAD)

SUBMITTED TO: SHRI. P.V. RAO

(VP-HR, VIMTA LABS LTD.)

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ACKNOWLEDGEMENTS

I, S Swarna Hasini of ICFAI Business School, Hyderabad, would like to express my gratitude towards my company guide Shri. P.V Rao who provided his valuable guidance and support during the internship. My increased spectrum of knowledge in this field is the result of his constant supervision and direction that has helped me to absorb relevant and high quality information. I would also like to thank my faculty guide Prof. Radha Krishna for his cooperative support during the project. His much-needed support and knowledge assistance available was indispensable. This acknowledgement would remain incomplete if I do not express my gratitude for all those people in VIMTA Labs Ltd. who have provided me all the necessary support in successful completion of this study.

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EXECUTIVE SUMMARY
I, S Swarna Hasini of ICFAI Business School, Hyderabad had worked at VIMTA Labs Ltd. as a summer intern for a period of 14 weeks. Vimta Labs Ltd. is Indias leading contract research and testing organization. Established in 1984, it has an envious track record of serving several market leaders across the globe. It has its headquarters located in Hyderabad. As part of my internship, I worked on the study of HR Practices (Job Description, Recruitment, Selection and Compensation Management) in an Organization as it would help me in obtaining a detailed understanding of some of the HR practices followed in Vimta Labs Ltd. The report mainly includes a detailed study of the Job Description, the way Recruitment and Selection process is carried out at Vimta Labs Ltd., a brief study of Compensation Management followed by the organization. With respect to Job Description, the report emphasizes on what are the important sections should a Job Description have and the significance of each and every section. Then it covers various types of Recruitment processes which are followed by Vimta Labs Ltd. and the relative impact of each and every process followed by the Selection process in detail. The report also includes what are the operating principles which govern and guide the Compensation and Benefits policies and practices at Vimta Labs Ltd. Finally, in the findings section, after carrying out an analysis of all the types of Recruitment methods followed by the organization, Internal Search has been identified to be a unique one among the rest and has been found out to be the most productive recruitment process due to various advantages it carries with. I had used various Statistical quantitative techniques such as Regression Analysis, Correlation Analysis, and Trend Analysis for studying variations in the firms employment levels over the last few years. I had also used Rank Correlation and Chi Square tests in the study. I had conducted a sample survey of employee needs by interviewing 30 employees and found out that rewarding and recognizing positive results is an important factor in retaining employees. After a detailed analysis, I would recommend that the organization carry out a Cost Benefit Analysis for recruiting the best of the talent for different openings. The organization has to concentrate on the two most vital benefits namely health care coverage and compensatory leave. TABLE OF CONTENTS
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AUTHORISATION.......................................................................................2 ACKNOWLEDGEMENTS..............................................................................3 EXECUTIVE SUMMARY...............................................................................4 1. INTRODUCTION.....................................................................................7 1.1 Company Background........................................................................................7 1.2 Purpose..............................................................................................................8 1.3 Objective of the study........................................................................................9 1.4 Limitations of the study......................................................................................9 1.5 Literature Review ..............................................................................................9 2. JOB DESCRIPTION................................................................................13 2.1 Steps to write an effective Job Description.......................................................14 2.2 Job description at VIMTA...................................................................................14 2.2.1 Job Identification...........................................................................................15 2.2.2 Job Summary.................................................................................................15 2.2.3 Responsibilities and Duties............................................................................15 2.2.4 Standards of Performance and Working Conditions.......................................16 2.2.5 Job Specification............................................................................................16 3. RECRUITMENT ....................................................................................16 3.1 Recruitment Function.......................................................................................16 3.2 Recruitment Purpose........................................................................................17 3.3 Recruitment Policy...........................................................................................18 3.4 Recruitment Process........................................................................................18 3.5 Recruitment Process at VIMTA..........................................................................19 3.5.1 Freshers/Entry Level Recruitment Process.....................................................20 3.5.2 Lateral/Experienced Professional Level Recruitment Process.........................20 3.5.2.1 Employee Referrals ...................................................................................21 3.5.2.2 Print Media.................................................................................................21 3.5.2.3 Web Media ................................................................................................21 3.5.2.4 Recruitment Agencies ...............................................................................22 3.6 Internal Search.................................................................................................22 4. SELECTION .........................................................................................23

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4.1 Deciding on the most appropriate selection methods.......................................23 4.2 Short-listing......................................................................................................23 4.3 Effectiveness of different selection methods....................................................24 4.4 Mode of Selection at VIMTA..............................................................................25 4.4.1 Open Advertisements....................................................................................26 4.4.2 Selection through Manpower / Placement Agencies / Head Hunters...............26 4.4.3 Internal Selections.........................................................................................27 4.4.4 Selection Process..........................................................................................27 4.4.4.1 Typical Selection Decision Process.............................................................28 4.4.4.2 Offer and Follow Up Process.......................................................................29 4.4.4.3 Background & Reference Checks................................................................29 4.4.4.4 On Boarding/Joining....................................................................................29 5. COMPENSATION MANAGEMENT............................................................30 5.1 Compensation Structure...................................................................................31 6. FINDINGS............................................................................................32 7. RECOMMENDATIONS............................................................................48 8. REFERENCES.......................................................................................50 9. ANNEXURE..........................................................................................51 9.1 Interview Assessment Sheet - 1........................................................................51 9.2 Interview Assessment Sheet - 2........................................................................52 9.3 Organization Structure.....................................................................................53 9.4 Interview Questionnaire ..................................................................................54 9.5 Sample Job Description....................................................................................56

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1. INTRODUCTION
1.1 Company Background Vimta Labs Ltd. is Indias leading contract research and testing organization. Established in 1984, it has an envious track record of serving several market leaders across the globe. It has its headquarters located in Hyderabad. VIMTA is a team of 621 professionals comprising 466 scientists in various disciplines such as Chemistry, Pharma, Medicine, Microbiology, Molecular biology and Informatics. The services offered at Vimta Labs Ltd. include Advanced Molecular Biology, Food and Agriculture, Drugs and Pharma, Water, Environmental Assessments, clinical Research, Genomics Online Ordering to name a few. Technology is one of the key drivers of VIMTA. VIMTA has a policy to protect itself from technological obsolescence so as to serve its customers efficiently. The technologies deployed at VIMTA are current and leading edge, duly validated. VIMTA is equipped with leading edge technologies with the help of IBM partnership. The solution provided is a scalable architecture centering on IBM i550, DS 6800 and CISCO 6513. Operations are supported by Scientific Data Management System (Waters SDMS version 7.0), Laboratory Information Management System (Lab ware LIMS version 6.0), Domino Document Management System and Lotus Learning Management Systems. The Life Sciences facility is supported by Siemens integrated building management system to control/ operate all critical services. Vimta also offers the following inspection services Pre-shipment inspection services Quantity inspection and sampling Supervision of loading and dispatch operation Container Stuffing and Sealing Inspection during production Procurement inspection Quality testing and analyses of product as per countrys specific standards/international standards /contractual specifications
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 Consignment Certification as per countrys specific standards contractual specifications

VIMTA assists the food industry commissions for nutritional labeling, food safety evaluations, and trace analysis and shelf life studies. It has over 12 years of experience in providing preclinical services to Pharma Companys worldwide accordance with the guidelines prescribed by international agencies. Following are some of the services, which are VIMTA's core competency: Impact assessment studies as per the guidelines issued by Ministry of Environment and Forest, Govt. of India and State Pollution Control Boards Carrying capacity studies Environment Management Systems as per ISO 14000 Environment Audits Site Liability Assessments and due diligence studies Risk Assessments (MCA/Hazen/Hazop) and disaster management studies Occupational health & industrial hygiene Rehabilitation & resettlement plans Solid waste management Environmental baseline studies covering the fields of ambient air, source emission, water, soil, noise and ecology Offshore sampling and analysis of sediments & water for physico-chemical and biological properties VIMTA has been the first laboratory to be notified as standard environmental laboratory under Environment Protection act 1986. Environmental Chemistry services include analysis of water, wastewater, soil and solid waste for physico-chemical and biological properties as per national (CPCB / MOEF) and international standards such as US EPA, APHA etc. 1.2 Purpose The Project, which I had worked, is to study on the HR Practices (Job Description, Recruitment, Selection and Compensation Management) in an Organization. This would help

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me in obtaining a detailed understanding of some of the HR practices such as Job Description, Recruitment and Selection, Compensation and Benefits, followed in Vimta Labs Ltd. 1.3 Objective of the study As part of my project work, I would Study the importance of Job description and what are the essential/vital factors that it should comprise of so as to recruit the best of the talent Study how the Recruitment and Selection processes are carried out at Vimta Labs Ltd. and list out the salient features of the Recruitment and Selection processes implemented in the organization Give a brief idea of the Compensation and Benefits and whether it is at par within this industry 1.4 Limitations of the study The data could be collected wherever possible within the scope of the study. Due to the limited theoretical developments and empirical data available in the context, some of the above explanations especially regarding the current attrition levels within the organization can only be regarded as being intuitive as it may be against the organizations secrecy and fidelity of sharing such information. 1.5 Literature Review 1. Gaining Competitive Advantage through Human Resource Management Practices By Randall S. Schuler and Ian C. Macmillan 1984 The author in this article suggests that human resource management practices are one of the ways by which a company can gain competitive advantage in two major ways namely by helping themselves and by helping others. So there appears to be a significant benefit from having HRM considerations represented in the strategy formulation stage rather than only in the implementation stage. Staffing and compensation are the
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ones that actually create the competitive advantage for the company. In addition, the author further emphasizes on selection of the most appropriate practices should be appropriate to the strategy and lead to behaviors that are supportive of the strategy. In addition to using their HRM practices on themselves, companies can also gain a competitive advantage through using their HRM practices on others. Specifically, companies can gain a competitive advantage by helping their suppliers, customers, or distributors with their practices. Source: http://www.rci.rutgers.edu/~schuler/mainpages/GainingCompAdvantageHRMpractices.pdf 2. Reward Management By Duncan Brown and Charles Cotton 13th July 2005 The author in this article mainly stresses on three important factors namely the gap between evidence and practice, the importance of employee engagement and the importance of line management capability. Policies and practices are now designed to get discretionary effort from employees, and the rise of HR metrics should make it possible to find out which policies achieve this objective and which get in the way. The author says that employees experience HR policies through the way their manager interprets them, and the skill he or she brings to the task. The author says that managers need more training and support if they are to carry out their HR responsibilities, such as appraisal or recognition, effectively. The author finally concludes that HR management practices are rarely based on academic evidence of what produces good organizational outcomes and what does not, and its just as unusual for practices to be evaluated for their effectiveness. Source: http://www.cipd.co.uk/NR/rdonlyres/1739EC20-9ECC-46FB-A2412083B249A587/0/rewmansymprpt0705.pdf 3. Impact of People Management Practices on Business Performance

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By Malcolm G Patterson, Michael A West, Rebecca Lawthom and Stephen Nickell 1997 The authors in this article mainly stress on the importance of people management practices in influencing company performance. But the two assumptions of
this position need to be carefully tested. These are that people are the most valu-

able resource of an organization, and that the management of people makes a difference to company performance. The authors say that the emphasis on HRM practices is one of the most neglected areas of managerial practice within organizations. Based on the study conducted, it was very much evident that if the managers wish to influence the performance of their companies, the most important factor/area that they need to emphasize is the management of people. Source: http://www.cipd.co.uk/NR/rdonlyres/75D39FB0-061E-4983-B681FB1E0C43CB96/0/ImpactofPeoplMgmntinBusPerf.pdf 4. Job Descriptions identifying purpose, not tasks By Chanon Collins 2000 The author in this article says that the task of creating job descriptions is a tedious process, but if written correctly would greatly help in performance evaluations and job assessments. He further states that effective job descriptions should include the job title and illustrate its position in the organization structure. The article also provides us with the general pitfalls in poorly written job descriptions. The job descriptions, at a basic level, should serve as a guide for employees and they should be based on the managers expectations and employees perceptions. A job description written without any input from the employee will not serve its true purpose. Finally, the author stresses the importance of effective job descriptions in such a way that they address areas of

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communication, organizational structure, position goals and objectives, and assessments used for evaluation. Source: http://www.apbcpa.com/articles/pdf/JobDescriptions.pdf

5. Employee Selection: Testing and Assessment By Benn Dattner and Allison Dunn 2000 The authors in this article give an overview of various tests namely cognitive abilities tests, personality and temperament tests and sales abilities tests. They also specify the steps that need to be followed in the development of a selection program and the major considerations such as appropriateness, usefulness, logistics, and user experience that must be adopted when testing. The article also lays emphasis on how to predict an employees career path based on critical thinking skills. It also specifies how to assess candidates aptitudes and intelligence with the help of cognitive ability tests. The personality and temperament tests assist with selection through measurement of five primary management dimensions that frequently forecast management potential and style. Finally, the employee screening questionnaire helps in predicting positive and counterproductive work behaviors of employees. Source: http://www.dattnerconsulting.com/presentations/selecthandbook.pdf

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2. JOB DESCRIPTION
It is a written record of duties, responsibilities and requirement of a particular job. It is a statement describing the job in such terms as its title, location, duties and working conditions. In other words, it tells us "What to be done, how to be done, why, under what conditions. It defines the appropriate and authorized content of a job. Writing a Job description is one of the basic elements of strategic human resource management. The various components involved in writing a job description include job analysis, writing a job description, and job evaluation. All theses elements are part of employment planning process that organizations can use to help operate efficiently. Job descriptions are considered essential both for the employer and the employee. Job descriptions are not only required for recruitment so that the applicant can understand the role, but they are also necessary for all people in work. A job description defines a persons role and accountability. Without a job description it would not possible for a person to properly commit to, or be held accountable for a role. For the employer, written job descriptions help to clarify employers expectations, provide a basis for measuring job performance, provides a structure and discipline to understand and structure all jobs, ensuring that no areas are left uncovered and continuity of role parameter is available. Job descriptions enable the organization to distinguish positions, delineate tasks and determine pay

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levels. Also the job descriptions make the organizations/employer to defend against complaints regarding pay, performance, promotion and discrimination. For the employee, a written job description provides clear description of role, preventing arbitrary interpretation of role content and limit by employer/manager, provides objective reference points for job appraisal, performance reviews, promotions and incentives. They also help in formulation of skill set, identify the needs for further training, and provide factual view in career planning and progression. Most of job descriptions are created as a result of joint effort of several people including supervisors, Head of Departments, managers, and HR people. The best job descriptions begin with and conform to a clarified understanding of the structure and accountabilities envisioned by the top management or the leadership. Well-written job descriptions also incorporate competencies required to fulfill those accountabilities. It is important to recognize that Job descriptions are not working manual. Instead the minute details of work should be available in the operational manual, or in the credentials document, and could be referred to, in the job description. 2.1 Steps to write an effective Job Description Determine the major functions (The titles/groupings under which you include the duties) Determine the percentage of these functions in relation to the total job For each function, determine the duties, which are actions taken when performing the job satisfactorily Determine the frequency of each duty (i.e. daily, weekly, monthly) Determine the requirements of the position (skills, knowledge & abilities). Tie them directly to the duties (actions) to be performed in the job Determine if there are any physical, environmental or special demands. If so, include those on the back page of the job description form Write the summary statement, providing the brief job overview. Determine the degree of supervision and include this in the summary if applicable 2.2 Job description at VIMTA

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A Job description is a written statement of what the employee actually does, how he or she does it, and what the jobs working conditions are. This information is then used to write a job specification, which lists the knowledge, abilities, and skills required to perform the job satisfactorily. A new employee should be able to ascertain the extent to which the job description can help in understanding the job and its basic requirements. The employee, who is new to the job and its tasks, responsibilities etc., can use his own experience with the job description and his job to assess the validity and accuracy of the job description. An old and outdated job description becomes redundant and irrelevant in an organizational context. It would be of no use for any of the HR activities it is normally used for. Hence job descriptions have to be updated as and when major changes take place in responsibilities, relationships or tasks. At Vimta Labs Ltd., job descriptions contain sections that cover Job identification Job summary Responsibilities and duties Standards of performance and Working conditions Job specifications Inter-relationships 2.2.1 Job Identification The job identification should include the title of the job and its code number. 2.2.2 Job Summary The job summary should describe the general nature of the job, and includes only its major functions or activities. 2.2.3 Responsibilities and Duties This section traditionally presents a list of the jobs major responsibilities and duties. It should also define the limits of the jobholders authority, including his or her decision-making authority, direct supervision of other personnel, and budgetary limitations.

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2.2.4 Standards of Performance and Working Conditions At Vimta Labs Ltd; job descriptions contain standards of performance section. This lists the standards the employee is expected to achieve under each of the job descriptions main duties. 2.2.5 Job Specification A job specification is a written statement of the minimum acceptable qualifications, knowledge, skills, traits, and physical and mental characteristics that an incumbent must possess to perform the job successfully. These specifications play an important role in the selection of the candidates for higher-level jobs in the organizational hierarchy.

3. RECRUITMENT
Recruitment is the development and maintenance of adequate manpower sources. It involves the creation of a pool of available human resources from which the organization can draw when it needs additional employees. Recruiting is the process of attracting applicants with certain skills, abilities, and other personal characteristics to job vacancies in an organization. According to Denerley and Plumblay, recruitment is concerned with both engaging the required number of people, and measuring their quality. It is not only a matter of satisfying a companys needs; it is also an activity, which influences the shape of the companys future. The need for recruitment may arise out of Vacancies due to promotion, transfer, termination, retirement, permanent disability, or death; Creation of vacancies due to business expansion, diversification, growth, and so on. 3.1 Recruitment Function

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The function of recruitment is to locate the sources of manpower to meet job requirements and specification. Recruitment forms the first stage in the process, which continues with selection and ceases with the placement of the candidate. Effective supply of varied categories of candidates for filling the jobs will depend upon several factors such as the state of labor market, reputation of the enterprise and allied factors. The internal factors include wage and salary policies, the age composition of existing working force, promotion and retirement policies, turnover rates and the kind of personnel required. External determinants of recruitment are cultural, economic and legal factors. Recruitment has been regarded as the most important function of personnel administration. Unless the right types of people are hired, even the best plans, organization charts and control systems will be of no avail. A company cannot prosper, grow, or even survive without adequate human resources. Need for trained manpower in recent years has created a pressure on some organizations to establish an efficient recruitment function.

3.2 Recruitment Purpose The general purpose of recruitment is to provide a pool of potentially qualified candidates to meet organizational need. Its specific purposes are to: Determine the present and future requirements of the organization in conjunction with the personnel planning and job analysis activities Increase the pool of job candidates with minimum cost Help increase the success rate of the selection process by reducing the number of under qualified or overqualified job applicants Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time Meet the organizations legal and social obligations regarding the composition of its workforce Start identifying and preparing potential job applicants who will be appropriate candidates Increase organizational and individual effectiveness in the short and long term Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants
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3.3 Recruitment Policy Recruitment policy may involve a commitment to broad principles such as filling vacancies with the best-qualified individuals. It may embrace several issues such as extent of promotion from within, attitudes of enterprise in recruiting its old employees, handicaps, minority groups, women employees, part-time employees, friends and relatives of present employees. It may also involve the organization system to be developed for implementing recruitment programme and procedures. A well considered and pre-planned recruitment policy, based on corporate goals, study of environment and the corporate needs, may avoid hasty or ill-considered decisions and may go a long way to man the organization with the right type of personnel. A good recruitment policy must contain the following elements: Organizations objectives - both short term and long term Identification of the recruitment needs Preferred sources of recruitment Criteria of selection and preferences The cost of recruitment and financial implications of the same A recruitment policy in its broadest sense involves a commitment by the employer to a. Find the best qualified persons for each job b. Retain the best and most promising of those hired c. Offer promising opportunities for life-time working careers and d. Provide programmes and facilities for personal growth on the job. 3.4 Recruitment Process To be successful, the recruitment process must follow a number of steps. These are: 1. Defining the job 2. Establishing the person profile 3. Making the vacancy known 4. Receiving and documenting applications

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5. Designing and using the application form 6. Selecting 7. Notification and final checks 8. Induction 3.5 Recruitment Process at VIMTA Recruitment is the process of getting the right kind of people to apply for the vacancies in an organization. The aim of an effective recruitment program is to attract the best people for the job and aid the recruiter by making a wide choice available. A good job description helps in attracting the right kind of candidates for the job. The recruitment efforts and the costs involved are generally in proportion to the criticality of the vacant position and the urgency of the need. Recruitment, as a process, starts with the identification of the need for human resources and ends with getting the prospective employees to apply for the vacancy available. START Set Objective

Requisition from a particular Department

Maintenance of MIS by HR

Maintenance of MIS by HR

Call the candidate for interview

Does the candidate accept the offer letter? Yes Negotiate with the HR department

No Reject the candidate

Does the candidate accept the offer letter?

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No

Yes Carry out Back-ground checks

Start new search for the vacant position

Notify the candidate about the Joining date and Induction Program

End of Recruitment 3.5.1 Freshers/Entry Level Recruitment Process All Entry-level requirements at Vimta Labs Ltd. are fulfilled through Campus and Off Campus drives. Campus The term Campus typically relates to the Selection Process being conducted at a particular accredited college or institute to recruit ELTPs (Entry Level Trainee Programmers) or MTs (Management Trainees) at the Entry Level. Off Campus Off Campus refers to a need based recruitment drive that occurs due to the sudden demand of resources. It basically focuses on the recruitment of science graduates and/or management graduates at the Entry Level. 3.5.2 Lateral/Experienced Professional Level Recruitment Process At Vimta Labs Ltd., all requirements for professionals having sufficient work experience (2 yrs & above) are recruited directly from the market through the following sourcing mechanisms.

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3.5.2.1 Employee Referrals Employee referral scheme is an excellent means of locating potential employees to fill the positions in the organization. Employee referrals form a very good source of recruitment, especially for the lower and middle level management. VIMTA Labs Ltd. has introduced employee referral scheme to encourage the employees to refer their friends, relatives, known persons, etc. for possible employment at VIMTA. The employee, who referred, the selected candidate will receive a monetary reward for his / her referral. This policy will be applicable for experienced / qualified candidates such as Scientists, Engineers, Group Leaders, etc. If an employee referral applicant is hired, company will give Rs 1000 to Rs.5000/- as referral bonus to the referee, on completion of one year service (post training) of hired person. HR Department will notify the vacancies on VIMTA intranet notice boards at all facilities. Employees who are interested to refer the applicants may approach HR Department. The second advantage of the referral system is that the candidate seeking employment has an insiders view of the job as he/she has gathered information from the employee and is more realistic in his/her expectations from the company. 3.5.2.2 Print Media The important information that has to be furnished in an advertisement includes: Nature of business and size of the organization The nature of the job Location or place of work Tasks and responsibilities attached to the position Reporting hierarchy and work culture Emoluments, benefits and other facilities available Requirements of the job in terms of qualification, knowledge, skills and experience Last date to respond Ways to respond by e-mail, telephone or post 3.5.2.3 Web Media

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Job search and talent search have both benefited immensely with the onset of the internet era. Communication has become much easier and faster. Many internet portals like jobsahead.com, monsterindia.com and naukri.com cater extensively to the needs of Vimta Labs Ltd., which are in search of suitable people and individuals who are in search of a suitable job. The company today maintains its own website which gives information on vacancies in the organization to visitors to the website. Interested candidates can contact the organization through the Internet itself. All these have made recruitment easier and faster. 3.5.2.4 Recruitment Agencies Private employment agencies do well in dynamic job markets, where companies scout aggressively for talent, and potential candidates constantly look out for better jobs. Private agencies provide a good meeting ground for both the parties and simplify the whole process of recruitment. They perform many of the jobs traditionally done by the HR department of the company. Head Hunters, a more specialized category of private agencies, cater mostly to top management level recruitment needs. They handle executive search for organizations and usually charge high fees for their services. 3.6 Internal Search The human resource inventory, an outcome of human resource planning forms the basis for internal search at Vimta Labs Ltd. This along with the personal information of the individual employee collected from his employee record provides valuable information for internal search. The company mainly depends on its HRIS (Human Resource Information System), which is a ready source for storing and retrieving information about their employees. It is the responsibility of the HR department to ensure that the information about the vacancy reaches all the prospective candidates in the organization. The management then evaluates all the applicants and makes the final selection.

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4. SELECTION
4.1 Deciding on the most appropriate selection methods A well-planned and structured interview process is an adequate way of helping you to select the most appropriate candidate. However, it is more effective if used alongside other selection methods. Whichever selection methods are used, it is important to ensure that: The methods chosen are appropriate to the job and will provide added value in assessing the best candidate The panel are clear as to how the method used relates back to the selection criteria and how performance will be assessed The selection process is clearly defined to all the candidates in advance and consistently applied to all 4.2 Short-listing Short-listing is the vital first stage in the selection process. Measuring how candidates match up to your selection criteria at this stage is crucial to enable you to objectively assess which of the candiPage 23 of 60

dates you wish to consider further in the next part of the selection process, generally the interview stage. Careful short-listing is particularly important when you have a large number of applicants. Ideally, everyone who is part of the selection panel should be involved in the short-listing process either together or independently. However, if this is not practicable, at least two members of the interview/final assessment panel should be involved. Some of the guidelines that need to be followed to help you use your selection criteria effectively and fairly in the short-listing process: Decide which of the selection criteria included in the further particulars you can practically use when reviewing the written applications. You may decide to focus on the essential criteria initially It is useful to give each criterion a value and to weight it according to its importance. Then you can score each candidate against each criterion and come up with an objective rank order. A simple matrix can be useful for recording this process If you use a criterion based on how well each candidate has completed their application make sure the assessment is not based on arbitrary factors such as standard of hand-writing Base your assessment on the evidence that the candidate has provided and try not to make assumptions to 'fill in the gaps'. If they haven't demonstrated that they have a particular skill or experience then don't assume they have If you have a large number of applicants who appear to meet the essential criteria then use your desirable criteria to try to identify those who are most suitable. You may wish initially to draw up a 'long-list' of those who meet the essential criteria first and then identify those to call for interview from this group 4.3 Effectiveness of different selection methods Research into the value of different selection methods has indicated wide variations in accuracy and effectiveness as indicated below:

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Ability tests 54%

Assessment centres 68%

Work-related tests 55%

Structured interview s 63%

Figure 1: More Effective Selection Methods

References 12% Unstructured Interview s 15% Bio Data Analysis 38%

Personality Tests 38%

Figure 2: Less Effective Selection Methods Some of the methods most commonly used alongside the structured interview are Work-based tests Presentations Visits and meetings with the team Telephone or video-conference interviews Psychometric tests Assessment centres 4.4 Mode of Selection at VIMTA

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Selection of manpower for new or replacement needs shall be through any of the following modes: 4.4.1 Open Advertisements Wherever the number of positions is large and spread across the country, open advertisements inviting applications can be released. Head - Recruitment & Selection shall prepare the text of the advertisement incorporating the position title, location where vacancies exist, competencies, skill sets, age profile, and deadlines for submitting application and contact address for forwarding the application. The text of the advertisement should be cleared with Head HR for all positions. Estimated cost of advertisement shall be obtained from the advertising agency and approval from Head HR should be taken. Head HR before release of the advertisement should clear advertisement layout. It must be ensured that the advertisement appears in a prominent space in the edition and date of insertion of ad should be well thought out. Responses received should be screened for eligibility criteria by Manager- Recruitment & Selection and send the summary of short listed candidates before calling interviews. Upon approval by Head-Recruitment & Selection, Department Head will organize interviews. 4.4.2 Selection through Manpower / Placement Agencies / Head Hunters Head Recruitment & Selection / Head HR shall shortlist the Manpower consultants / Head hunters based on the following criteria Network and image Size and geographical spread of data base Recruitment fees References Results Head Recruitment & Selection / Head HR or authorized representative by Head HR shall negotiate and finalize the terms for appointment of consultant. Based on the level and location of position to be hired, issue letter of intent to the manpower consultancy / head hunter furnishing the following details: Position title Broad job responsibility of the position
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 Required skills sets including academic, professional and technical qualifications Time frame for joining Indicative CTC Experience profile Age profile On receipt of response, Head-Recruitment & Selection / Manager- Recruitment & Selection shall shortlist the profiles and revert to the consultant for carrying out preliminary screening and arranging interviews and carries out the interviewing process. He shall carry out Personal Profile Analysis and complete interview formalities, revert to consultant on final shortlist and issue offer and after the candidates join, arrange payment to the manpower consultant / head hunters as per agreed terms. 4.4.3 Internal Selections Wherever the numbers of positions are small and the positions are required to be urgently filled in, then internal movement will be considered. Internal identification of candidates for new or replacement vacancies can be by the choice of departmental heads. Alternatively, in order to choose from a higher number of candidates, an advertisement will be posted on the HR web site based on request from departmental Heads. The concerned departmental head will forward a list of possible candidates to HR for issuing transfer orders. Whenever the choice is through internal advertisement, Department Head after receiving the applications consider the possible candidates based on the following criteria and submit the following details to Head HR. Competencies required Age profile Compensation level and Time frame for relieving the candidate 4.4.4 Selection Process The selection process includes short-listing profiles received from various sources and interviewing suitable candidates for open positions. This process is concerned with the development of selection policy in terms of job requirement. This process includes development of

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application bank, valid and reliable test, interview process, evaluation and selection of personnel in terms of job requirements. The selection process typically consists of following steps: 1) Initial Screening 2) Written test, if any 3) Panel interview 4) Compensation issues 5) Reference check 6) Offer of employment 7) Medical examination Each step represents a decision point and seeks to expand the organizations knowledge about the applicants background, ability and suitability for final selection. However, some steps may be omitted based on the exigency. Finally, on the basis of the above steps, interview panel members recommend suitable candidates for selection. When the approval is received, the candidates are given Offer of appointment. 15 days time is given to the selected candidate for accepting the offer. In case, the selected candidate does not accept the offer with in 15 days, the offer will stand withdrawn automatically. 4.4.4.1 Typical Selection Decision Process
1. Preliminary Screening 2. Written Test /Panel Interview 3. Employment Tests 5. Selection Decision 4. Background and Reference Checks

6. Examination

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4.4.4.2 Offer and Follow Up Process The managements intention to offer an appointment to the selected candidate is presented via the Offer Letter consisting of terms and conditions of employment, salary structure, location, designation etc. 4.4.4.3 Background & Reference Checks To ensure the educational, employment history and personal backgrounds of potential Employees are thoroughly checked before they are hired into Vimta Labs. There are two main reasons to conduct pre employment background investigations and/or reference checks to verify factual information provided by the applicant, and to uncover damaging information such as criminal records etc. 4.4.4.4 On Boarding/Joining This refers to the process through which a selected candidate is absorbed into the organization.

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5. COMPENSATION MANAGEMENT
Compensation encompasses the entire range of salaries and benefits, both current and deferred, that employees receive out of their employment with Vimta Labs Ltd. In the Employment Cost Index, compensation includes the employer's cost of salaries, plus the cost of providing employee benefits. Total Compensation therefore, is a combination of Fixed Pay, Variable Pay and Employee Benefits. The golden rules of VIMTA: Thrive on change Encourage experimentation Communicate success and failure Facilitate team learning Reward learning Sense of caring Shared vision The operating principles, which govern and guide C&B policies and practices, are: Integrity Transparency

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 Innovation Positive Attitude Discipline Proactive Attitude Empathy and Teamwork 5.1 Compensation Structure Compensation is based on Employees role and level. It consists of fixed and variable components. Variable compensation could consist of cash or stock options or both. Compensation is structured according to the local laws and the prevailing statutory guidelines of the home and/or host country. Since the compensation management and the perceived fairness of compensation management have a big influence on employee morale and satisfaction, job evaluation assumes immense importance. Apart from job evaluation, the various factors that determine the compensation system are the size and structure of the organization and the industry in which it operates the position of the person and his importance to the organization, the demand for particular skill sets in the industry, and above all, the profitability of the company. The basic aim of compensation structure is to attract, retain & motivate the employees by developing and maintaining competitive and equitable pay structure. Compensation structure deals with the techniques and procedures for designing & maintaining, rewarding employees and exercising control over pay budget and cash flow. Cost to the Company (CTC) consists of the following components: i. ii. Basic pay - The basic pay has been the most stable and fixed component. This includes DA component also. Company will fix the basic pay based on level of the employee. HRA (House Rent Allowance) In order to give some relief to the employees on this account, and as per the cost of living, the company fixed 30% of basic pay for level-6, 40% of basic pay for rest of all, as HRA. iii. iv. v. Conveyance conveyance allowance is to commute between residence and place of work. Out fit (dress allowance) Where applicable Professional Development Books / Periodicals for self study

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vi. vii. viii. ix. x. xi. xii. xiii. xiv.

Car Allowance Where applicable Communication Allowance For using Mobile / Residence telephone for official purpose Medical Children Education Allowance Special Pay Rest of the amount other than the above allowances Company contribution for Provident Fund 12% of Basic pay Company contribution for ESI 4.75% of Gross pay Bonus Bonus: 8.33 to 20% on basic pay, as declared Ex-gratia: As declared

6. FINDINGS
1. At Vimta Labs Ltd., out of all the recruitment processes, Internal Search clearly stands out of the rest. This policy of developing employees from inside instead of searching for new talent from outside has various advantages such as It helps in maintaining good employee relations The cost of recruitment is minimal Time and resources are saved on the selection and induction processes It boosts the morale of the employees as they feel important and valued It encourages competent and ambitious individuals as their performance is rewarded The return on investment on the workforce is increased for the organization If carefully planned and well executed, promoting from within can also act as a training and development device for middle and top-level management. There is complete information about the individuals performance and his credentials can be established. VIMTA also relies on Employee referrals. The advantages of it are
It is less expensive and the Job openings can be filled more quickly They can arrange interviews at short notice

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2. QUANTITATIVE ANALYSIS In Regression Analysis, we shall develop an estimating equation that is, a mathematical formula that relates the known variables to the unknown variable. Then, after we have learned the pattern of this relationship, we can apply correlation analysis to determine the degree to which the variables are related. Correlation Analysis is the statistical tool we can use to describe the degree to which one variable is linearly related to another. Often, correlation analysis is used in conjunction with regression analysis to measure how well the regression line explains the variation of the dependent variable; Y. Correlation can also be used by itself, however, to measure the degree of association between two variables. The coefficient of determination is the primary way we can measure the extent, or strength, of the association that exists between two variables, X and Y. Trend Analysis means studying variations in the firms employment levels over the last few years. We might compute the number of employees in the firm at the end of each of the last six years. The purpose is to identify trends that might continue into the future. Trend analysis can provide an initial estimate, but employment levels rarely depend just on the passage of time. Other factors such as changes in sales volume and productivity also affect the staffing needs.
Period (X) No: of Employees (Y) Expected No: of Employees Y

Xy

X^ 2

YE(Y)

(YE(Y))^2

(Y-y)^2

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1 2 3 4 5 6 Total 21

75 88 101 119 139 150 672

75 176 303 476 695 900 262 5

1 4 9 16 25 36 91

73 88.6 104.2 119.8 135.4 151

2 -0.6 -3.2 -0.8 3.6 -1

4 0.36 10.24 0.64 12.96 1 29.2

1369 576 121 49 729 1444 4288

Table 1: Regression Analysis (No: of employees Vs Period) In the above table, Periods 1, 2, 3, 4, 5 and 6 indicate the years 2003-04, 2004-05, 2005-06, 200607, 2007-08, and 2008-09 respectively. Period and Number of employees in that particular year are the two variables used for forecasting the number of employees required in the next four years i.e. 2009-10, 2010-11, 2011-12, and 2012-13.
Mean X Mean y B (Slope Regression line) A (Intercept Regression line) Coefficient of Determination Coefficient of Correlation Forecasting Table Expected No: of employees for Period 7 Expected No: of employees for Period 8 Expected No: of employees for Period 9 Expected No: of employees for Period 10 3.5 112 15.6 57.4 0.993190 3 0.996589 33

166.6 182.2 197.8 213.4

Table 2: Trend Analysis From the above table, the regression equation is given by the equation Y = a + bX i.e., Y = 57.4 + 15.6X From the forecasting table, we can predict the number of employees required for the next years respectively. This information would be helpful to the HR manager in order to recruit the required minimum number of employees for that particular year.
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Scatter Diagram (Y)

160 140 120 100 80 60 40 20 0 0 1 2 3 4 5 6 7 Time Period

No: of Employees

No: of Employees (Y)

Figure 3: Scatter Diagram

Period (X) 1 2 3 4 5 6

No: of Employees (Y) 75 88 101 119 139 150

Expected Y 73 88.6 104.2 119.8 135.4 151

Table 3: Number of Employees Vs Expected Employees

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Figure 4: Graph showing relationship between actual requirements of the number of employees Vs Trend Line

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3. STATISTICAL TESTS RANK CORRELATION: This is a measure of the correlation that exists between the two sets of ranks, a measure of the degree of association between the variables that we would not have been able to calculate otherwise. We can compute a measure of association that is based on the ranks of the observations, not the numerical values of the data. This measure is called the Spearman rank-correlation coefficient, in honor of the statistician who developed it in the early 1900s. At VIMTA Labs Ltd., I had an opportunity to be part of one of the interviews. I wanted to find out how closely both the interviewers would agree on the evaluation and whether is any bias in the judgment. So, I had used Rank Correlation to test the results. The company has two trained interviewers to recruit Scientists having more than 5 years of work experience. Both of them ranked 11 prospective applicants in terms of their degree of potential contribution to the company. The results are as follows: Applicant Interviewer 1 Interviewer 2 1 4 5 2 7 4 3 9 7 4 1 3 5 2 1 6 10 11 7 3 2 8 5 10 9 6 8 10 8 6 11 11 9 Table 4: Interviewers Ratings of the Applicants 1 Best Rank 11 Worst Rank Aim: I would like to determine whether there is a significant positive correlation between the two interviewers ratings. Ho: s = 0 Null Hypothesis: There is no correlation between the interviewers rankings

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H1: s = 0 Alternative Hypothesis: There is a correlation between the interviewers rankings

= 0.05 Level of significance for testing these hypotheses

Applicant Interviewer 1 Interviewer 2 Difference between Difference the Two Ranks Squared -1 1 3 9 2 4 -2 4 1 1 -1 1 1 1 -5 25 -2 4 2 4 2 4

1 4 5 2 7 4 3 9 7 4 1 3 5 2 1 6 10 11 7 3 2 8 5 10 9 6 8 10 8 6 11 11 9 Table 5: Computation of Rank correlation

Spearman Rank-correlation coefficient rs is given by

rs = 1 - [6difference squared/ n (n squared 1)]

Where n = number of paired observations = 1 - [6(58)/ 11 (121 1)] = 1 - [348/ 11 (120] = 1 - [348/ 1320] = 1 0.2636 = 0.7364 Rank-correlation coefficient

Inference 1: A correlation coefficient of 0.7364 suggests a substantial positive association between the two interviewers rankings.

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For small values of n, (n <= 30), the distribution of rs is not normal, and unlike other small sample statistics, it is not appropriate to use the t distribution for testing hypotheses about the rank correlation coefficient. Criteria for acceptance/rejection of the Null Hypothesis: If tabulated value > critical value Reject the null hypothesis If tabulated value < critical value Accept the null hypothesis A two-tailed test is appropriate. The critical values for rs are found out to be +0.6091 and -0.6091 respectively. Inference 2: As tabulated value > critical value, we would reject the null hypothesis of no correlation and conclude that there is an association between the two interviewers rankings.

4. CHI SQUARE AS A TEST OF GOODNESS OF FIT: Testing the Appropriateness of a Distribution

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The Chi-square test can be used to decide whether a particular probability distribution, such as the binomial, Poisson, or normal, is the appropriate distribution. It enables us to test whether there is a significant difference between an observed frequency distribution and a theoretical frequency distribution. In this manner, we can determine the goodness of fit of a theoretical distribution (that is, how well it fits the distribution of data that we have actually observed). Three different executives at Vimta Labs Ltd. at Hyderabad had interviewed 100 prospective candidates for different openings. Each executive had given either a positive rating or a negative rating. The interview results of the last 100 candidates are as follows: Positive Ratings from Number of candidates receiv-

ing each of these ratings 18 47 24 11 Total = 100 Table 6: Ratings received by the Candidates Aim: To test whether the interview process can be approximated by a binomial distribution with p = 0.40 that is, with a 40 percent chance of any candidate receiving a positive rating on any one interview. Ho: A binomial distribution with p = 0.40 is a good description of the interview process Null Hypothesis H1: A binomial distribution with p = 0.40 is a good description of the interview process Alternative Hypothesis

three different interviews 0 1 2 3

= 0.20 Level of significance for testing these hypotheses

Positive Ratings from Binomial Probabilities of these outcomes 0.2160 0.4320 0.2880 0.0640 Total = 1.0000
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three different interviews 0 1 2 3

Table 7: Binomial Probabilities for the ratings from interviews

Binomial Probability Distribution

3.5 3 No: of Ratings 2.5 2 1.5 1 0.5 0 1 2 Probability 3 4

Figure 5: Probabilities Vs No: of Ratings Observed Fre- Binomial quency of can- Probabilities didates receiv- of these outing these rat- comes ings (1) 0 18 0.2160 1 47 0.4320 2 24 0.2880 3 11 0.0640 Total = 100 Total = 1.0000 Table 8: Computation of Expected Frequencies Observed Frequency Expected Frequency Positive Ratings from three different interviews Number of Expected Frequency candidates of candidates receivinterviewed ing these ratings (3) = (1) * (2) (2) 100 21.6 100 43.2 100 28.8 100 6.4 Total = 100.0

Fo
18 47 24 11

Fe
21.6 43.2 28.8 6.4

f0 - fe (f0 fe)^2 (f0 fe)^2/ fe

-3.6 3.8 -4.8 4.6 12.96 14.44 23.04 21.16 0.6000 0.3343 0.8000 3.3063 Total = 5.0406

Table 9: Computation of Chi Square Statistic

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Tabulated value of Chi Square statistic =

{(f f ) ^2/ f }
0 e e

= 5.0406 Degrees of freedom = k 1, where k is the no: of observed frequencies =31 =2 Critical value of Chi Square statistic = 4.642 Criteria for acceptance/rejection of the Null Hypothesis: If tabulated value > critical value Reject the null hypothesis If tabulated value < critical value Accept the null hypothesis Inference: As tabulated value > critical value, we would reject the null hypothesis and conclude that the binomial distribution with p = 0.40 fails to provide a good description of the observed frequencies (interview process).

5. SAMPLE SURVEY OF EMPLOYEE NEEDS 1. Indicate the level of importance of the following benefits to you and your family: Low Importance Health coverage Conveyance
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High Importance ---------------------------------------

---------------------------------------

Paid maternity leave Dependent care assistance Insurance Compensatory leave

-----------------------------------------------------------------------------

-----------------------------------------------------------------------------

2. Indicate any two benefits listed below that you feel can be enhanced by the company, and include a comment suggesting how: Health care coverage Dependent care assistance Conveyance Maternity leave Compensatory leave ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------

3. If the company could spend additional money on benefits, rank in order of importance (1 = most important; 7 = least important) which of the following benefits you suggest should be funded: ------------------------------------------------------------------------------------------------------------Health care coverage Conveyance Dependent care assistance Maternity leave Insurance Compensatory leave

I have interviewed 30 employees in the organization. For this purpose, I have prepared the above questionnaire. Based on their responses, I found out that Health care coverage and Compensatory leave as the two most important benefits that the employees expected from the organization and hence had the company concentrated on these benefits, the employees could be motivated to a great extent which would in turn help in increasing their productivity. Thus rewarding and recognizing positive results is an important factor in retaining employees. However, we would be negligent if we did not state that there are other even more important factors creating a nurturing environment, one in which everyone seems to be pulling in the same diPage 43 of 60

rection and in which peoples' contributions are valued, is even more important than reward and recognition. The strongest relationships between the intention of people to stay and other attributes include such items as pride in the employer, the employees' affinity for the type of work, the leadership skills of management, trust, and teamwork. Thus, appropriate reward and recognition should be viewed as an important component in the creation of an overall positive environment in which both employees and employer can thrive. Hierarchy of Need Theory This survey has seen some amazing results where the company concentrates on the upper level needs of the employees. It ignores the lower level aspects like food, shelter and clothing needs. In the Hierarchy of Need Theory proposed by Maslow, it is apparent that the human beings can be satisfied fully only after the basic needs are fulfilled first. He also explains how after one need is satisfied an individual automatically shifts to a higher stage. That is why his propaganda is called The Hierarchy of Need Theory. The various stages are as follows: SELF ACTUALIZATION AESTHETICS COGNITIVE NEEDS SELF ESTEEM SECURITY NEEDS SOCIAL NEEDS PHYSIOLOGICAL NEEDS In order to get a better understanding of the theory the various stages are as follows: Stage 1 It talks about the basic needs of the employees like food shelter and clothing. Stage 2 This indicates the need to live a comfortable life with a good social circle where he gets to relax and have some fun. Stage 3 This throws light on the security aspect that an employee is generally looking for like job security Stage 4 By now, he is talking about acquiring some name and fame in the society.

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Stage 5 This is when the employees feel that there is a need for knowledge growth more than anything else. Stage 6 After having reached an intellectual stage, he starts wondering about the appearance of the surroundings he is in and so on. Stage 7 Here he has crossed the stage of all worldly pleasures and concentrates more on the spiritual development side. This theory has very explicitly been reflected in our organization. It is important to identify the area of concern and act upon it as soon as possible.

6. I have also interviewed 30 employees of managerial level asking them to rank the following criteria on a 10 point scale in order of importance. Criteria Performance Quality Team work Team player Rank --------------------------------Page 45 of 60

Attitude Initiative Relationship with coworkers Attendance General awareness

-----------------------------------------

Based on the responses, I found out that Performance is the most important criterion and General Awareness to be the least important one. Performance Quality Team Work Team Player Attitude Initiative Relationship with Co-workers Attendance General Awareness 29 14 3 4 9 13 7 19 2

Table 10: Criteria for reward and recognition

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Attendance 19% Relationship with coworkers 7% Initiative 13%

General awareness 2%

Performance 29%

Attitude 9%

Quality 14% Team Work 3% Team Player 4%

Figure 6: Pie chart showing the employees preference for each criterion

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7. RECOMMENDATIONS
The recommended order of practice of recruitment at VIMTA Labs Ltd. is a) Internal Search/Database b) E-recruitment c) Placement Agencies/consultants d) Headhunters e) Advertisements As soon as a Scientist is recruited VIMTA Labs Ltd. can do a gap analysis so as to determine the skill sets available with the Scientist and the skill sets that he/she are required to posses. After the completion of this analysis, preliminary training can be imparted to the Scientist by the concerned department. This would provide more time to the project managers to focus on their core activities. VIMTA Labs Ltd. should carry out a thorough Cost Benefit Analysis for recruiting the best of the talent for different openings. This would help in recruiting highly productive workforce. I found out that Health care coverage and Compensatory leave as the two most important benefits that the employees expected from the organization and hence had the company concentrated on these benefits, the employees could be motivated to a great extent which would in turn help in increasing their productivity. VIMTA Labs Ltd. should use the following criteria to reward and recognize an individual or to a team: a) Outstanding performance b) Team efforts and peer collaboration c) Collaboration with other department d) Assisting, training and mentoring coworkers
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e) On time Project completion f) Consistent Higher Quality Output g) Long term services h) Maximizing department resources

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8. REFERENCES
Human Resource Management, Tenth Edition, Gary Dessler Human Resource Management, ICFAI Centre for Management Research Internal Project artifacts of Vimta Labs Ltd. Aswathappa, Human Resources and Personnel Management, TATA McGraw Hill, 2003
Arora P.N. & Arora S., STATISTICS FOR MANAGEMENT, Edition 2003 STATISTICS FOR MANAGEMENT, Seventh Edition, Richard I. Levin and David S.

Rubin, Edition 2002

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9. ANNEXURE
9.1 Interview Assessment Sheet - 1 (For Scientist / Engineer / Officer & below) Name of the Applicant: Position: Date: Experience:

1) VG = Very Good 2) G = Good 3) AV = Average 4) P = Poor ACADEMIC UNIVERSITY / COURSE PERSONAL TRAITS VG G INSTITUTE DURATION Under Appearance & bearing Graduation Graduation Post Graduation Others PROFESSIONAL TRAITS Quality of experience, if any Supervisory skills Growth potential VG G AV P Presentation Communication Initiative Openness to suggestions Self confidence Responsibility seeking Adaptability to VIMTA

AV

Current CTC:

Expected CTC:

Recommended CTC:

DECISION: Selected / Hold / Data bank / Rejected NOTICE PERIOD: Comments & Signature of the Interview panel members:

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9.2 Interview Assessment Sheet - 2 (For Group Leader / Asst Manager & Above) Name of the Applicant: Position: Date: Experience:

1) VG = Very Good 2) G = Good 3) AV = Average 4) P = Poor FACTORS UNIVERSITY / COURSE PERSONAL TRAITS VG G INSTITUTE DURATION Graduation Appearance & bearing Post Graduation Others PROFESSIONAL TRAITS Quality of experience Managerial skills Growth potential Extra curricular activities: Project Management: Level A - Can lead a Unit Level C - Can manage a project If short listed, suitable for: POSITION A Current CTC: POSITION B Expected CTC: POSITION C VG G AV P Presentation Communication Self confidence Openness to suggestions Initiative Leadership skills Interpersonal skills Responsibility seeking Adaptability to VIMTA

AV

Level B - Can lead a team independently Level D - Can manage multiple projects

POSITION D

Recommended CTC:

DECISION: Selected / Hold / Data bank / Rejected NOTICE PERIOD: Comments & Signature of the Interview panel members:

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9.3 Organization Structure Category Top Management

Designation Managing Director Director Technical & COO Executive Director Fin & Administration Director Quality General Manager - MIS All Presidents All Vice Presidents Head Regional Lab, Chennai All Associate Vice Presidents & Senior Managers Managers All Group Leaders & Deputy Managers Branch Manager / Regional Sales Manager Clinical Pharmacologist Clinical Pathologist Clinical Microbiologist All Assistant Managers Area Sales Managers Scientists / Engineers Officers / Sales staff Technicians / Phlebotomists / Paramedics Lab Assistants / Field Staff / Drivers

Level 1 Level 2 Level 3

Level 4 Level 5

Level 6

Level 7

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9.4 Interview Questionnaire Job Interest Name _______________________ Position applied for ___________________________

What do you think the job involves? ________________________________________________ Why do you want the job? ________________________________________________________ Why are you qualified for it? ______________________________________________________ What would your salary requirements be? ____________________________________________ What do you want to know about our company? ______________________________________ Why do you want to work for us? __________________________________________________ Current Work Status Are you now employed? ___ Yes ___ No. If not, how long have you been unemployed? _______ Why are you unemployed? _______________________________________________________ If you are working, why are you applying for this position? ______________________________ When would you be available to start work with us? ___________________________________ Work Experience Current or last employer __________________ Address ________________________________ Dates of employment: from _____________________ to _______________________________ Current or last job title ___________________________________________________________ What were your duties? __________________________________________________________ Have you held the same job throughout your employment with that company? ___ Yes ____ No. If not, describe the various jobs you have had with that employer, how long you held each of them, and the main duties of each. __________________________________________________ What was your starting salary? ____________________________________________________ What are you earning now? _______________________________________________________ Name of your last or current supervisor? _____________________________________________
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May we contact that company? _____ Yes _____ No What did you like most about that job? ______________________________________________ What did you like least about it? ___________________________________________________ Why are thinking of leaving? ______________________________________________________ Why are you leaving right now? ___________________________________________________ Would you consider working there again? ___________________________________________ Educational Background What education or training do you have that would help you in the job for which you have applied? ______________________________________________________________________ Describe any formal education you have had? ________________________________________ Off-Job Activities What do you do in your off-hours? Please explain. _____________________________________ Personal Would you be willing to relocate? _______ Yes _______ No Are you willing to travel? _______ Yes _______ No What is the maximum amount of time you would consider travelling? _____________________ Are you able to work overtime? ____________________________________________________ What about working on weekends? _________________________________________________ Self-Assessment What do you feel are your strong points? ____________________________________________ ______________________________________________________________________________ What do you feel are your weak points? ____________________________________________ ______________________________________________________________________________
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9.5 Sample Job Description VIMTA LABS LTD. Date: JOB DESCRIPTION: Job Title: Manager Division / Department: Food Labs Reports To: VP analytical Inter-relations: AVP-BD, HOD-microbiology, Drugs, Residues, Manager-Biochemistry Position Summary: The Manager-Food and Water laboratory (analytical) maintains responsibilities for monitoring and management of the Food and Water Department's operations, quality systems, and administrative functions. Insures operational efficiency, quality, and cost effective management of resources. Review of Contracts, allocation of the samples, review of registration status, review of results and data and release of reports. Perform non routine tests like trouble shooting during analysis, handling complaints and responsible for timely delivery of the reports. Ensure equipment qualification of analytical instruments used in the Department. Prepare user-specification guidelines for analytical instruments and the equipment to be procured for the Department's utility. Ensure all equipments and instruments are maintained in calibrated status. Monitoring and maintaining the analytical instruments used in the laboratory to avoid misuse and also ensure there is downtime for instruments by preventive maintenance measures. Ensure implementation of applicable SOPs, Management system Procedures and Management System documents in the Department. Ensure all Departmental SOPs are current. Ensure trace ability of operations, results and data. Adherence to the Policies and Procedures of Equipments and ensure the staff maintains applicable regulations. Increase throughput of the Department; optimize usage of critical consumables suitable reference stands and equipment time.
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Ensure analytical methods are developed and validated to meet the Contractual requirement of the client. Identify training needs of Departmental Personnel, impart training, assess and monitor effectiveness of training conducted. Team Building -Build congenial, stress free and motivated environment in the department. Business Development: Make business plans. Seek more jobs from clients. Expand customer base. Upgrade laboratory scope as per market needs. Identify critical aspects of study design and provide technical expertise into the planning and execution of studies and interpretation of study data. Design, implement and review activity reports to ensure operational excellence across the Division. Identify internal and external customers, and establish service standards in accordance with VIMTAs policies and customer requirements. Evaluate departmental operations and take actions that are consistent with VIMTAs overall business policies and strategy. Provide accurate and timely information to the Management regarding the quality and compliance status of the operations. Identify opportunities (including business opportunities) and areas for improvement within the department. Coordinate with other supporting departments for synergistic operations. Bear responsibility for attainment of short term and long-term operational goals. Implement programs to ensure attainment of set targets. Align personal and functional goals with VIMTAs business objectives and measure performance against objective standards. Perform periodic staff evaluation. Provide mentoring and guidance to subordinates.. Guide staff on career prospects to ensure retention.

KEY RESPONSIBILITIES: Description Frequency Ensure Food and Water Laboratory operation functions that includes assign the samples to scientists, optimum allocation of rePage 57 of 60

%Time

sources to the samples, verifying the analytical data with LIMS On-going and review the results. Review and improve Food and Water divisions capabilities to enhance compliance and quality operations. Review: (1) Providing technical assistance for the identified market and industry re- On-going quirements. (2) New method development and validation. Review activity reports, environmental conditions reports, and any quality indicator reports. Develop and implement plans to improve operational quality and efficiency. Facilitating the Business Development Department in building and retaining the client, maintaining the customer relations by answering to their queries and providing them with effective sug- On-going gestions. Ensure applicable safety procedures are followed in the Department. Implement effective training programs for the staff and new recruits. Provide training on topics of expertise towards staff development. Monitor for effective utilization of technologies by the department sometime, domdoc, quick place, lotus smart suite, etc. On-going On-going On-going

40

15

10

20

10

05

POSITION REQUIREMENTS Minimum: Masters degree in analytical chemistry, food sciences or related sciences (PhD preferred). At least 10 years of progressive experience in Food analysis-nutrition labeling of food, Vitamins, Food additives, Heavy metals, Amino acids, at least 3 yrs experience in senior posiPage 58 of 60

tion preferred.

Thorough knowledge of ISO17025 system, those are relevant to the scope of testing services. Thorough knowledge of PFA (Prevention of Food Adulteration Act) and BIS (Bureau of Indian Standards) Understanding the Codex requirement, an International Food standard, which ensures the quality and safety of food, supply. Experience with instruments like Chromatography, GC, HPLC, Mass Spectroscopy, and AAS etc, which are helpful in analyzing the food samples. Strong teamwork/interpersonal, communication, and project management skills. Capability to manage multiple projects and shifting priorities as needed Demonstrates attention to detail and organizational skills. Skilled in contract initiation and negotiation. Ability to adapt to new technologies. Proficient is use of Word, Excel, Power point or similar applications. Willingness to attend conferences, seminars, customer meetings. Resourceful, inventive and results driven with a strong customer and quality focus. Strong ability to coach and motivate people, manage conflicts, and to negotiate win-win solutions in a matrix-oriented organization. Ability to make timely decisions, evaluate risks and define and execute action plans.

ADDITIONAL INFORMATION Associate must have clearly demonstrated the above qualifications to be eligible for this position. Associate may be assigned other job functions in addition to the above listed key responsibilities provided necessary experience; training and documentation are in place. The preceding statements are intended to describe the general nature and level of work being perPage 59 of 60

formed by people assigned to this job. They are not intended to be an exhaustive list of all responsibilities, duties, and skills required of personnel so classified. Issued by:

President-Life Sciences Date

H.R. Department Date Accepted by: Date s

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