HUMAN RESOURCE MANAGEMENT PROJECT RITES LTD

(FINAL REPORT)

SUBMITTED TO: Prof K.K.Dua
(Netaji subhash institute of management sciences)

SUBMITTED BY: Jalaj Gautam

TABLE OF CONTENTS
1. Acknowledgement 2. Executive summary 3. Introduction 4. Company Profile 5. Problem Statement 6. Review of Academic literature 7. Research Methodology
8.

Critical findings-HRM Practices in Rites Ltd • Manpower Planning • Recruitment & Selection • Performance Appraisal Limitation

9.

10.Conclusion 11.Recommendations 12.Bibliography 13.Annexure

Acknowledgement

I express my solemn gratitude to Mrs. Kumar( VP HR) RITES LTD, for sharing her valuable experience with me and providing me information about the HR Practices carried out in RITES LTD. We shall also express our indebtedness to Prof K.K Dua for his unparalleled support as my mentor.

JALAJ GAUTAM

Executive Summary
The purpose of this project was to conduct a study of the recruitment and selection of RITES Ltd., a Government of India Enterprise was established in 1974, under the aegis of Indian Railways. RITES is incorporated in India as a Public Limited Company under the Companies Act, 1956 and is governed by a Board of Directors which includes persons of eminence from various sectors of engineering and management. The project was designed to document the current practices related to Human resource planning of employees in Rites Ltd. ,a public limited company and to identify procedures to improve upon those practices and, in particular, to evaluate similar, but perhaps More effective, practices as carried out by the other similar organizations. The project was conducted by Jalaj Gautam, Student of MBA, Netaji Subhash Institute of Management Sciences, under supervision of Prof.K.K Dua. A series of Interviews and questionnaire was used. All interviews were recorded and findings from questionnaire were summarized and provided the basis for the present report.

INTRODUCTION TOPIC WISE THEORY

• HUMAN RESOURCE PLANNING
In simple terms, HRP is understood as the process of forecasting an organization’s future demand for, and supply of the right type of people in the right number. It is only after this that the HRM department can initiate a recruitment and selection process. HRP is a sub-system in the total organizational planning. HRP facilitates the realization of the company’s objectives by providing the right type and the right number of personnel. HRP, then, is like materials planning that estimates the type and quantity of the materials and supplies needed to facilitate the manufacturing activities of the organization. HRP is also called manpower planning, personnel planning, or employment planning. There are three functions of human resource planning that can be identified based on the activities performed by manpower managers. They are: 1. Identification of skills required to accomplish organizational goals and objectives, 2. Making available these skills over a period of time in view of changing requirements, and

3. Utilization of skills available to the best satisfaction of the participants and the maximum advantage of the organization in the context of their changing expectations. It must be noted that performance of these activities is a function of manpower policy relating to: Recruitment, selection, placement and induction Promotion, transfer and separation Training and development Remuneration and its other aspects, and Performance and profitability of the enterprise. In addition to the above mentioned, a manpower manager should also take into account three considerations including The organizational objectives, Manpower market situations, and Features of the existing human resources in the organization. Manpower planning can thus be considered as a dynamic process involving a flow of information made available to provide the latest situation in the future demand and supply of manpower.

RECRUITMENT
It is the process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applicants from which new employees are selected. Purposes and importance: 1. Determine the present and future requirements of the organization in conjunction with its personnel planning and jobanalysis activities. 2. Increase the pool of job candidates at minimum cost 3. Help increase the success rate of the selection process by reducing the no. of under-qualified or over-qualified applicants. 4. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. 5. Meet the organization’s legal and social obligations regarding the composition of its workforce. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short-term and long-term. 8. Evaluate the effectiveness of various recruiting techniques and sources for all types of job applicants.

FACTORS GOVERNING RECRUITMENT
External Factors:
- unemployment rate
-

labor market conditions Company’s image etc.

- political and legal considerations
-

Internal Factors
- recruiting policy of the organization - temporary and part-time employees - local citizens - whether company engages in HRP - size of the organization - cost of recruiting - organization’s life-stage

RECRUITMENT PROCESS
5 STAGES: 1. Planning 2. Strategy development 3. Searching 4. Screening 5. Evaluation and control

RECRUITMENT PROCESS

Personnel Planning

Job analysis

Employee Requisition

Job vacancies

Recruitment Planning Numbers types

Searching Activation “selling” Message media

Applicant pool

Potentia l Hires

Selection

Screening Evaluation And Control

Strategy Development Where How When

Applicant populatio n

Recruitment Planning:
- no. of contacts - types of contacts

Strategy Development:
- ‘make’ or ‘buy’ - technological sophistication - where to look - how to look

Internal Recruitment
- present employees - employee referrals - former employees

- previous applicants

External Recruitment:
- professional or trade associations - advertisements - employee exchanges - campus recruitment - walk-ins, write-ins, and talk-ins - consultants - contractors - displaced persons - radio and television - acquisitions and mergers - competitors - international recruiting SEARCHING: - source activation - selling

SELECTION:
MEANING AND DEFINITION: Selection is the process of picking individuals (out of pool of job applicants) with requisite qualifications and competence to fill in the organization.

ROLE OF SELECTION: - work performance of individuals - cost incurred in recruitment

SELECTION PROCESS:
THE SELECTION PROCESS External environment Internal environment Preliminary interview Selection tests Employment interview Reference and background analysis Selection decision Physical examination Job offer Employment contract Evaluation

Rejected applicants

BARRIERS TO EFFECTIVE SELECTION:
- perception - fairness - validity

- reliability - pressure

PERFORMANCE APPRAISAL AND JOB EVALUATION
Performance appraisal can be understood as the assessment of an individual’s performance in a systematic way, the performance being measured against such factors as job knowledge, quality and quantity of output, initiative, leadership abilities, supervision, dependability, co-operation, judgment, versatility, health and above all, the potential of the employee for future performance.

OBJECTIVES OF PEFORMANCE APPRAISAL:
- to effect performance based on competence and performance - to confirm the services of probationary employees - to assess the training and development needs of employees - to decide upon a pay raise - to let the employees know where they stand in so far as their performance is concerned - to improve communication - to determine whether HR programs have been effective. - benchmarking

THE PERFORMANCE APPRAISAL PROCESS:
Objectives of performance appraisal Establish job expectations Design an appraisal programme Appraise performance Performance interview Use appraisal data for Appropriate purposes

THE PERFORMANCE APPRAISAL PROCESS

COMPANY PROFILE

RITES Ltd., a Government of India Enterprise was established in 1974, under the aegis of Indian Railways. RITES is incorporated in India as a Public Limited Company under the Companies Act, 1956 and is governed by a Board of Directors which includes persons of eminence from various sectors of engineering and management. RITES Ltd., an ISO 9001-2000 company, is a multi-disciplinary consultancy organization in the fields of transport, infrastructure and related technologies. It provides a comprehensive array of services under a single roof and believes n transfer of technology to client organizations. In overseas projects, RITES actively pursues and develops cooperative links with local consultants / firms, as means of maximum utilization of local resources and as an effective instrument of sharing its expertise. RITES is internationally recognized as a leading consultant with operational experience of over 55 countries in Africa, South East Asia, Middle East and Latin America. Most of RITES foreign assignments are for National Governments and other apex organizations. RITES employs over 2000 staff including over 1200 specialists of high professional standing in the fields of engineering, management and planning. Besides full time professionals, RITES also has on its panel a large number of experts, whose services can be drawn upon at short notice. This provides the company unmatched strength in meeting the needs of its clients worldwide.

Clients
RITES has a formidable record of being committed to its clients for the past three decades. Its operational experience spans over 55 countries in Africa, South East Asia, Middle East and Latin America. Most of RITES foreign assignments are for National Governments and other apex organizations. The growing clientele of RITES is testimony of high professionalism of its consultants and the satisfaction of its clients. International
 

National Governments Other Apex Organizations

Indian
    

Central Government State Governments Public Sector Undertakings Corporations and industrial establishments Private Enterprises

Funding
RITES is registered with international funding organizations such as:
      

World Bank Asian Development Bank African Development Bank United Nations Office for Project Services (UNOPS) United Nations Industrial Development Organization United Nations development Programme Kuwait Fund for Arab Economic Development

SECTORS OF SPECTRUM

OPERATION

/

SERVICES

>> Airports >> Bridges >> Container Traffic >> Environmental Engineering >> Financial Management >> Highways >> Information Technology >> Materials System Management >> Ports & Waterways >> Project Management >> Railways >> Ropeways >> Surveys >> Transport Planning & Economics >> Urban Transport

>> Architecture & Planning >> Client Services >> Economics & Statistics >> Expotech >> Geotechnology >> Industrial Engineering >> Marine Engineering >> Operation & Maintenance >> >> >> >> >> Privatisations Quality Assurance Rolling Stock Design Signal & Telecom Training

>> Urban Planning

RITES provides following services:
 

 

    

Pre-Project planning involving project identification, feasibility studies and project appraisal Project support activities comprising surveys, environmental & social impact assessment, geo-technical and other investigations Project preparation activities of detailed engineering, design, tender documentation, bid evaluation Project implementation / management covering contract administration, field engineering and construction supervision, procurement services, product certification, quality assurance. Commissioning, operation, maintenance of rolling stock & workshop managment. Training Quality assurance & management Multimodal Transport studies & materials management Financial, business plan, privatization & concessioning

  

Property development System Engineering Economic & financial evaluation

Financial Results for the year 2004-05 Turnover & Profits RITES has achieved a turnover of Rs 240 crores (US$ 55 million) with operating profit of Rs. 68 crores (US $ 5.6 million) and net profit after tax of Rs 41 crores (US $ 9.4 million) for the financial year ending March 31,2005. Dividend An interim dividend of Rs. 4 crores has already been paid is further proposed to pay a final dividend of Rs. 8 crores Ministry of Railways. A total dividend payment of Rs. 12 (US $ 2.7 million) on an equity capital of Rs. 4 crores highest ever paid by the company. Reserves
Set up in 1974 with a share capital of only Rs.10 lakhs, the Ministry of Railways capital has grown to Rs 4 crores through bonus issues and the reserves have risen to Rs 307 crores (US $ 70.4 million) as on 31st March 2005.Business secured

and it to the crores is the

Record breaking new business contracts worth Rs.635 crores (US $ 145.6 million) have been secured during 2004-2005 which will ensure rapid growth in the years ahead. A major achievement was award of a break through railway concession against tough international competition (including Chinese firms). Under this concession, a joint venture led by RITES would be operating and managing Beira Rail Corridor in Mozambique for next 25 years envisaging investment in rehabilitation of US$ 152 million of which US$104.5 million has been committed by World Bank.

Reference 1 Crore = 1 US $ = Rs. 43.59 (31.03.2005)

10

Rate: million

Recently secured projects Overseas MYANMAR: Supply of 11 Nos. YDM4 Locos and 36 Nos. Coaches Myanmar Railways AFGHANISTAN: Procurement services for Reconstruction and Development - Ministry of Reconstruction Transitional Islamic State of Afghanistan

Domestic Project Management: Consultancy services for detailed engineering & project management for construction of railway infrastructure including MGR system for direct movement of coal trains for power plant avoiding DCOP exchange yard - Durgapur Project Ltd. Mechanical Design: Technical Services for manufacturing of 990 Nos. of 40' container wagons - Southern Railway

Ongoing Projects

Overseas PRIVATISATION & CONCESSIONING 1. Maintenance management of rolling stock for Atlantic Railway network Fenoco SA, Colombia. 1. Computerization financial system Uzbek Railways of of

MARKETING & CLIENT SERVICES

2. Professional services of track and financial experts to CFM, Mozambique Railways

Domestic

1. Construction supervision of National Highways for NHAI:o NH1 in Punjab o Km 8 to Km 16 on NH1 in Delhi o 4 laning of NH5 in Andhra Pradesh (Packages 1,3,5) o 8/6 laning of Km 16 to 29.3 and Km 44 to Km 66 in Delhi and Haryana o NH-2 Km 240-250 in Bihar and 250-320 in Jharkhand o Delhi - Gurgaon expressway - Km 14.3 to 42 of NH-8 o 4 laning and strengthening of existing 2 lane stretches from Krishnagiri - Ranipet of NH 46, Easterly Bypass and Walajhpet Bypass on NH 46 and NH 7 in the State of Tamilnadu (Contract packages KR/1, KR/2 & KR/3) Competition to RITES LTD. Some of the big players are
 Balaji Railroad Systems Limited  AMC Marcons

Problem Statement
Rites Ltd.is a multi-disciplinary consultancy organization in the fields of transport, infrastructure and related technologies. It provides a comprehensive array of services under a single roof and believes in transfer of technology to client organizations not only domestically but at an international level. Most people are unaware of how they function. This was the one of the reason why I wanted to do a Project on Rites. Other than this in a fast growing firm lot of HR decisions is to be taken significant among them are - Human resource planning - Recruitment - Employee Retention - Communication

I took up the project on recruitment, as this is the first place of HRD employee interaction. The project gave me hands on experience in recruitment. It involved frequent interaction with different people involved in the recruitment procedure. I also used to have feedbacks from candidates who came to the company for different processes of the company recruitment drive. Use to sit with the Panel during interviews and Group Discussions as an observant. Record various findings and asked for clarifications on those. Plotted different processes involved in Recruitment as required for ISO certification. All these form the core functions of the Human Resource Department.

Review of Academic Literature

RITES LIMITED
ENTRY INTO ORGANISATION (RECRUITMENT RULES)

These Rules are called the R I T E S Limited (Recruitment) Rules. 1. Objectives These Rules are designed (i) To enable the Company to plan its manpower requirement in order to meet the organizational objectives and needs; and (ii) To obtain and retain the right human resources material of appropriate skills, knowledge, aptitude and merit which will enable the Company to grow and develop into a premier consultancy organization. 2. Definitions (i) ‘Company’ means R I T E S Limited. (ii) ‘Appointing Authority’ means the Board of Directors, Managing Director, Director or any other Officer, to whom the power of making appointment to any post or a specified category of posts has been delegated with the approval of the Board of Directors or Managing Director. 2. Classification of Employees i.. The employees shall generally be classified as under: (i) Regular (ii) Temporary/Ad-hoc/Casual (iii) Contractual (iv) Probationer ii. ‘Regular’ employee is an employee who has been engaged in a vacancy on the regular establishment of the Company and who has satisfactorily completed his probationary period of services. The term also includes those who are taken on deputation from a Government Department or Undertaking whether permanently absorbed or not. iii. ‘Casual’ employee is an employee who has been engaged on a temporary and casual or ad hoc basis for work of an

essentially temporary nature at site likely to be completed with in a stipulated period i.e., less than a month. iv.. ‘Contractual’ employee is an employee appointed on the basis of a contract of appointment for a specified period or assignment or project. v. ‘Probationer’ is an employee who is recruited with a view to being considered for appointment on the regular establishment of the Company. 4. Grades of Appointment The grades and categories of positions, to which direct recruitment can be made are specified in Annexure ‘A’ along with the corresponding job specifications. Except in the lower most grades, where direct recruitment is unavoidable, there is no specific quota of vacancies prescribed for recruitment from outside. The Company would like to provide maximum opportunity for its employees to grow within the organization by acquiring the necessary qualification, skills, knowledge and training. Even so, the Company may recruit from open market to positions for which suitable candidates are not available either internally or on deputation from other organizations like the Indian Railways, etc., according to job requirements 5. Deputation (i) The very nature of the business of the company requires that it should staff the organization with experienced personnel from the Indian Railways or certain other Government Departments or Public Undertakings in respect of a number of positions. Appointment to these positions may be either on the basis of deputation in terms of the orders in force from time to time, such deputations being followed or not followed by permanent absorption of the incumbents eventually or on the basis of permanent absorption even at the initial stage. In respect of these positions again, the Company may either promote its own internal candidates if available with the necessary qualifications, skills etc. or it may recruit from the

open market depending upon the exigencies of its business requirements. (ii) The terms and conditions of deputation of employees to RITES Ltd. are decided in accordance with the rules of the Central Government / Ministry of Railways in the case of Central Government / Railway employees and in consultation with the parent organizations in the case of others. 6. Re-employment and appointment of Consultants / Advisors (i) In respect of certain special jobs, requiring the services of retired officers and staff of Government or RITES Ltd., the Company may re-employ suitable persons belonging to this category for specified periods, subject to such re-employment being in accordance with the Government’s and / or the Company’s policy and orders. (ii) In order to meet the specific job requirement of limited duration which cannot be handled by the company’s regular staff, for want of expertise or shortage of manpower, and with the specific approval of the Director/Managing Director/Board of Directors, the Company may appoint Consultants / Advisors on the basis of the guidelines laid down by the Board of Directors / Railway Board. (iii) To meet the requirements of suitable professionals, retired officials who might have attained the age of superannuation can be appointed in the Infrastructure Divn. of Highways, Ports & Waterways and also as Bridge Engineers in Design purely on contractual /sub consultancy terms on project to project basis, against specific provision of man month rate justifying the same, on remuneration equivalent to current level of gross emoluments drawn by serving officers of the same level at which the official superannuated. Such engagement will require specific approval of Managing Director. 7. Casual Employment:

To meet the short term requirements of local business, Executive Director, Group General Managers or General Managers and Chief Project Managers, may engage persons on daily rate of wages, if authorized to do so and subject to such conditions as prescribed by the Managing Director from time to time. Engagement of staff on daily wages would be confined only to the lowest grades, the requirement of personnel of higher grades being normally met though the regular channels of recruitment or appointment. 8. Contractual staff Guidelines While engaging contract employees, following aspects are to be kept in view :i. Project: The engagement of contract employees shall be for a specific project. For the purpose of such engagement, smallest identifiable unit of work on which the services of contract employee would be used, shall be deemed to be a project e.g. a particular building or a stretch of road/tunnel/track etc. ii. Transfer: Since the engagement on contract basis will be project specific, there should be no occasion of transfer as on completion of the contract period/project, the engagement would terminate. In case services are required, the contract employee should apply afresh without linking to the earlier work at the earliest say within a week and recommendation for fresh appointment should be made thereafter.

Term: The initial term of appointment should be for the duration of the project or three years whichever is less. The advertisements for such employment should also specify accordingly. In case the specified term expires before completion of the specified project and the services of the employee are found to be satisfactory, his/her term of appointment can be extended. iv. Remuneration: The experience to be considered for fixing of remuneration should be “relevant experience” related to the project or as specified in the Advertisement. Any other experience not confirming to that specified in the Advertisement or not relevant to the project should be ignored SBU Head should ensure that this is specifically mentioned in the selection proceedings so that remuneration can be accordingly indicated in the offer. For this purpose only relevant experience after acquisition of minimum qualification shall be reckoned. v. Increase in Remuneration: Depending upon the performance of the employee during the year, an increase in salary can be considered. The salary increase shall be as per applicable rates in which years of relevant experience shall only be reckoned. vi. TA/DA: To be paid as admissible to regular employees of the company of equivalent status to be decided on following basis:

Total remuneration (Between) 13000 – 15000 15001 – 19000

Equivalent Status

Engineer Assistant Manager

19001 – 23000

Manager

Research Design and Methodology
Research is defined as human activity based on intellectual application in the investigation of matter. The primary purpose for applied research is discovering, interpreting,

and the development of methods and systems for the advancement of human knowledge on a wide variety of scientific matters of our world and the universe

Types of Research Studies There are four major classifications of research designs. These include observational research, co relational research, true experiments, and quasi-experiments. Each of these will be discussed further below. Observational research: There are many types of studies which could be defined as observational research including case studies, ethnographic studies, ethological studies, etc. The primary characteristic of each of these types of studies is that phenomena are being observed and recorded. Often times, the studies are qualitative in nature. For example, a psychological case study would entail extensive notes based on observations of and interviews with the client. A detailed report with analysis would be written and reported constituting the study of this individual case. These studies may also be qualitative in nature or include qualitative components in the research. For example, an ethological study of primate behavior in the wild may include measures of behavior durations i.e. The amount of time an animal engaged in a specified behavior. This measure of time would be qualitative. Surveys are often classified as a type of observational research. Correlational research: In general, correlational research examines the covariation of two or more variables. For example, the early researches on cigarette smoking examine the covariation of cigarette smoking and a variety of lung diseases. These two variables, smoking and lung disease were found to covary together. Correlational research can be accomplished by a variety of techniques which include the collection of empirical data. Often times, correlational research is considered type of observational research as nothing is manipulated by the experimenter or individual conducting the research. For example, the early studies

on cigarette smoking did not manipulate how many cigarettes were smoked. The researcher only collected the data on the two variables. Nothing was controlled by the researchers. It is important to not that correlational research is not causal research. In other words, we can not make statements concerning cause and effect on the basis of this type of research. There are two major reasons why we can not make cause and effect statements. First, we don¹t know the direction of the cause. Second, a third variable may be involved of which we are not aware. An example may help clarify these points. In major clinical depressions, the neurotransmitters serotonin and/or norepinephrine have been found to be depleted (Coppen, 1967; Schildkraut & Kety, 1967). In other words, low levels of these two neurotransmitters have been found to be associated with increased levels of clinical depression. However, while we know that the two variables covary - a relationship exists - we do not know if a causal relationship exists. Thus, it is unclear whether a depletion in serotonin/norepinephrine cause depression or whether depression causes a depletion is neurotransmitter levels. This demonstrates the first problem with correlational research; we don't know the direction of the cause. Second, a third variable has been uncovered which may be affecting both of the variables under study. The number of receptors on the postsynaptic neuron has been found to be increased in depression (Segal, Kuczenski, & Mandell, 1974; Ventulani, Staqarz, Dingell, & Sulser, 1976). Thus, it is possible that the increased number of receptors on the postsynaptic neuron is actually responsible for the relationship between neurotransmitter levels and depression. As you can see from the discussion above, one can not make a simple cause and effect statement concerning neurotransmitter levels and depression based on correlational research. To reiterate, it is inappropriate in correlational research to make statements concerning cause and effect. Correlational research is often conducted as exploratory or beginning research. Once variables have been identified and defined, experiments are conductable.

True Experiments: The true experiment is often thought of as a laboratory study. However, this is not always the case. A true experiment is defined as an experiment conducted where an effort is made to impose control over all other variables except the one under study. It is often easier to impose this sort of control in a laboratory setting. Thus, true experiments have often been erroneously identified as laboratory studies. To understand the nature of the experiment, we must first define a few terms: 1. Experimental or treatment group - this is the group that receives the experimental treatment, manipulation, or is different from the control group on the variable under study. 2. Control group - this group is used to produce comparisons. The treatment of interest is deliberately withheld or manipulated to provide a baseline performance with which to compare the experimental or treatment group's performance. 3. Independent variable - this is the variable that the experimenter manipulates in a study. It can be any aspect of the environment that is empirically investigated for the purpose of examining its influence on the dependent variable. 4. Dependent variable - the variable that is measured in a study. The experimenter does not control this variable. 5. Random assignment - in a study, each subject has an equal probability of being selected for either the treatment or control group. 6. Double blind - neither the subject nor the experimenter knows whether the subject is in the treatment of the control condition. Now that we have these terms defined, we can examine further the structure of the true experiment. First, every experiment must have at least two groups: an experimental and a control group. Each group will receive a level of the independent variable. The dependent variable will be measured to determine if the independent variable has an effect. As stated previously, the control group will provide us with a baseline for comparison. All subjects should be randomly assigned to groups, be tested a simultaneously as possible, and the experiment should be

conducted double blind. Perhaps an example will help clarify these points. Wolfer and Visintainer (1975) examined the effects of systematic preparation and support on children who were scheduled for inpatient minor surgery. The hypothesis was that such preparation would reduce the amount of psychological upset and increase the amount of cooperation among thee young patients. Eighty children were selected to participate in the study. Children were randomly assigned to either the treatment or the control condition. During their hospitalization the treatment group received the special program and the control group did not. Care was take such that kids in the treatment and the control groups were not roomed together. Measures that were taken included heart rates before and after blood tests, ease of fluid intake, and self-report anxiety measures. The study demonstrated that the systematic preparation and support reduced the difficulties of being in the hospital for these kids. Let us examine now the features of the experiment described above. First, there was a treatment and control group. If we had had only the treatment group, we would have no way of knowing whether the reduced anxiety was due to the treatment or the weather, new hospital food, etc. The control group provides us with the basis to make comparisons The independent variable in this study was the presence or absence of the systematic preparation program. The dependent variable consisted of the heart rates, fluid intake, and anxiety measures. The scores on these measures were influenced by and depended on whether the child was in the treatment or control group. The children were randomly assigned to either group. If the "friendly" children had been placed in the treatment group we would have no way of knowing whether they were less anxious and more cooperative because of the treatment or because they were "friendly". In theory, the random assignment should balance the number of "friendly" children between the two groups. The two groups were also tested at about the same time. In other words, one group was not measured during the summer and the other during the winter. By testing the two groups as simultaneously as possible, we can rule out any bias due to time. Finally, the children were unaware that they were participants in an experiment (the parents had agreed to their children's participation in research

and the program), thus making the study single blind. If the individuals who were responsible for the dependent measures were also unaware of whether the child was in the treatment or control group, then the experiment would have been double blind. A special case of the true experiment is the clinical trial. A clinical trial is defined as a carefully designed experiment that seeks to determine the clinical efficacy of a new treatment or drug. The design of a clinical trial is very similar to that of a true experiment. Once again, there are two groups: a treatment group (the group that receives the therapeutic agent) and a control group (the group that receives the placebo). The control group is often called the placebo group. The independent variable in the clinical trial is the level of the therapeutic agent. Once again, subjects are randomly assigned to groups, they are tested simultaneously, and the experiment should be conducted double blind. In other words, neither the patient or the person administering the drug should know whether the patient is receiving the drug or the placebo. Quasi-Experiments: Quasi-experiments are very similar to true experiments but use naturally formed or pre-existing groups. For example, if we wanted to compare young and old subjects on lung capacity, it is impossible to randomly assign subjects to either the young or old group (naturally formed groups). Therefore, this can not be a true experiment. When one has naturally formed groups, the variable under study is a subject variable (in this case - age) as opposed to an independent variable. As such, it also limits the conclusions we can draw from such an research study. If we were to conduct the quasiexperiment, we would find that the older group had less lung capacity as compared to the younger group. We might conclude that old age thus results in less lung capacity. But other variables might also account for this result. It might be that repeated exposure to pollutants as opposed to age has caused the difference in lung capacity. It could also be a generational factor. Perhaps more of the older group smoked in their early years as compared to the younger group due to increased awareness of the hazards of cigarettes. The point is that there are many differences between the groups that we can not control that could account for differences in our dependent measures. Thus,

we must be careful concerning making statement of causality with quasi-experimental designs. Quasi-experiments may result from studying the differences between naturally formed groups (ie. young & old; men & women). However, there are also instances when a researcher designs a study as a traditional experiment only to discover that random assignment to groups is restricted by outside factors. The researcher is forced to divide groups according to some preexisting criteria. For example, if a corporation wanted to test the effectiveness of a new wellness program, they might decide to implement their program at one site and use a comparable site (no wellness program) as a control. As the employees are not shuffled and randomly assigned to work at each site, the study has pre-existing groups. After a few months of study, the researchers could then see if the wellness site had less absenteeism and lower health costs than the non-wellness site. The results are again restricted due to the quasi-correlational nature of the study. As the study has pre-existing groups, there may be other differences between those groups than just the presence or absence of a wellness program. For example, the wellness program may be in a significantly newer, more attractive building, or the manager from hell may work at the nonwellness program site. Either way, it a difference is found between the two sites it may or may not be due to the presence/absence of the wellness program. To summarize, quasi-experiments may result from either studying naturally formed groups or use of pre-existing groups. When the study includes naturally formed groups, the variable under study is a subject variable. When a study uses pre-existing groups that are not naturally formed, the variable that is manipulated between the two groups is an independent variable (With the exception of no random assignment, the study looks similar in form to a true experiment). As no random assignment exists in a quasi-experiment, no causal statements can be made based on the results of the study. Populations and Samples When conducting research, one must often use a sample of the population as opposed to using the entire population. Before we

go further into the reasons why, let us first discuss what differentiates between a population and a sample. A population can be defined as any set of persons/subjects having a common observable characteristic. For example, all individuals who reside in the United States make up a population. Also, all pregnant women make up a population. The characteristics of a population are called a parameter. A statistic can be defined as any subset of the population. The characteristics of a sample are called a statistic. Why Sample? This brings us to the question of why sample. Why should we not use the population as the focus of study. There are at least four major reasons to sample. First, it is usually too costly to test the entire population. The United States government spends millions of dollars to conduct the U.S. Census every ten years. While the U.S. government may have that kind of money, most researchers do not. The second reason to sample is that it may be impossible to test the entire population. For example, let us say that we wanted to test the 5-HIAA (a serotonergic metabolite) levels in the cerebrospinal fluid (CSF) of depressed individuals. There are far too many individuals who do not make it into the mental health system to even be identified as depressed, let alone to test their CSF. The third reason to sample is that testing the entire population often produces error. Thus, sampling may be more accurate. Perhaps an example will help clarify this point. Say researchers wanted to examine the effectiveness of a new drug on Alzheimer's disease. One dependent variable that could be used is an Activities of Daily Living Checklist. In other words, it is a measure of functioning o a day to day basis. In this experiment, it would make sense to have as few of people rating the patients as possible. If one individual rates the entire sample, there will be some measure of consistency from one patient to the next. If many raters are used, this introduces a source of error. These raters may all use a slightly different criteria for judging Activities

of Daily Living. Thus, as in this example, it would be problematic to study an entire population. The final reason to sample is that testing may be destructive. It makes no sense to lesion the lateral hypothalamus of all rats to determine if it has an effect on food intake. We can get that information from operating on a small sample of rats. Also, you probably would not want to buy a car that had the door slammed five hundred thousand time or had been crash tested. Rather, you probably would want to purchase the car that did not make it into either of those samples. Types of Sampling Procedures As stated above, a sample consists of a subset of the population. Any member of the defined population can be included in a sample. A theoretical list (an actual list may not exist) of individuals or elements who make up a population is called a sampling frame. There are five major sampling procedures. The first sampling procedure is convenience. Volunteers, members of a class, individuals in the hospital with the specific diagnosis being studied are examples of often used convenience samples. This is by far the most often used sample procedure. It is also by far the most biases sampling procedure as it is not random (not everyone in the population has an equal chance of being selected to participate in the study). Thus, individuals who volunteer to participate in an exercise study may be different that individuals who do not volunteer. Another form of sampling is the simple random sample. In this method, all subject or elements have an equal probability of being selected. There are two major ways of conducting a random sample. The first is to consult a random number table, and the second is to have the computer select a random sample. A systematic sample is conducted by randomly selecting a first case on a list of the population and then proceeding every Nth case until your sample is selected. This is particularly useful if your list of the population is long. For example, if your list was the phone book, it would be easiest to start at perhaps the 17th person, and then select every 50th person from that point on.

Stratified sampling makes up the fourth sampling strategy. In a stratified sample, we sample either proportionately or equally to represent various strata or subpopulations. For example if our strata were states we would make sure and sample from each of the fifty states. If our strata were religious affiliation, stratified sampling would ensure sampling from every religious block or grouping. If our strata were gender, we would sample both men and women. Cluster sampling makes up the final sampling procedure. In cluster sampling we take a random sample of strata and then survey every member of the group. For example, if our strata were individual’s schools in the St. Louis Public School System, we would randomly select perhaps 20 schools and then test all of the students within those schools. Sampling Problems There are several potential sampling problems. When designing a study, a sampling procedure is also developed including the potential sampling frame. Several problems may exist within the sampling frame. First, there may be missing elements individuals who should be on your list but for some reason are not on the list. For example, if my population consists of all individuals living in a particular city and I use the phone directory as my sampling frame or list, I will miss individuals with unlisted numbers or who can not afford a phone. Foreign elements make up my second sampling problem. Elements which should not be included in my population and sample appear on my sampling list. Thus, if I were to use property records to create my list of individuals living within a particular city, landlords who live elsewhere would be foreign elements. In this case, renters would be missing elements. Duplicates represent the third sampling problem. These are elements who appear more than once on the sampling frame. For example, if I am a researcher studying patient satisfaction with emergency room care, I may potentially include the same patient more than once in my study. If the patients are completing a patient satisfaction questionnaire, I need to make sure that patients are aware that if they have completed the questionnaire

previously, they should not complete it again. If they complete it more that once, their second set of data represents a duplicate. Three Types of Research 1. Causal Research When most people think of scientific experimentation, research on cause and effect is most often brought to mind. Experiments on causal relationships investigate the effect of one or more variables on one or more outcome variables. This type of research also determines if one variable causes another variable to occur or change. An example of this type of research would be altering the amount of a treatment and measuring the effect on study participants. 2. Descriptive Research Descriptive research seeks to depict what already exists in a group or population. An example of this type of research would be an opinion poll to determine which Presidential candidate people plan to vote for in the next election. Descriptive studies do not seek to measure the effect of a variable; they seek only to describe. 3. Relational Research A study that investigates the connection between two or more variables is considered relational research. The variables that are compared are generally already present in the group or population. For example, a study that looked at the proportion of males and females that would purchase either a classical CD or a jazz CD would be studying the relationship between gender and music preference.

Critical Findings HRM PRACTICES @ RITES LTD

HR POLICY
It is the policy of the RITES management to always strive for engaging competent and efficient employees at all levels to create, inculcate and foster good working environment, because they believe in: √ Team concept and participative management with flatter organization. √ Effective communication with faster decision making. √ Encouraging multi-skill and multi-functional responsibility where employees may report two or three layers higher with better growth opportunities for performers. √Nurturing strength of individuals for developing mutual trust, support and positive attitude for achieving organization goals.
THE SUCCESS OF THE ORGANIZATION LIES IN ITS HUMAN

RESOURCE.

THE WORK CULTURE  Work culture at RITES is conducive to learning and encourages team work.  There is mutual respect at all levels for the individualscustomers. Suppliers and employees.

 The Organization strives for continuous introduction of modern and appropriate technology, production of quality output backed by efficient customer service.  Employees feel free to make suggestions and complaints.  There is equal opportunity for development, advancement and promotion for all those qualified for a job.  Employee development and welfare rank high on company's priority list. WELFARE ACTIVITIES include√ Common Canteen for managers, executives, staff and workers. √ Sports activities √ Annual day functions √ Recreational Tour √ Continuous programs for employees training and development.
PERSONNEL CATEGORY

There are nine grades in the Managerial cadre: I. II. Assistant Manager Deputy Manager

III. Manager IV. V. Senior Manager Deputy General Manager

VI.

General Manager

VII. Associate Vice President VIII. Vice President IX. Executive Vice President

MANAGEMENT STRUCTURE

The management structure of the company is in between a strict red-tapist system and a flat organization. The only difference from a flat organization is the various level of hierarchy it has, but still the company has a relatively flat mode of operation, and red-tapism is almost completely ruled out. A Managing Director, followed by a Chief Operating Officer, heads it. The next level is that of Executive Vice President (1), Vice President (3), and Associate Vice President (1) Then is the level of Managers, beginning with General Managers (2), then Deputy General Managers (5), Senior Managers (7), Managers (7), Deputy Managers (4), and then Assistant Managers (8).

RULES AND PROCEDURES
JOINING PROCEDURE While welcoming you again and looking forward to a long and happy association, you are advised to contact the Personnel Department to complete the following joining formalities:

Submit

·Two passport size photographs for your personal file/records. ·Photocopy of your Date of Birth and qualification certificates. ·Experience employer.
 

Certificate

including

clearance

from

your

last

Fill in the joining report Return after completing all the following documents as applicable in your grade/cadre-

• PF From/ PF transfer form • ESI forms • Personal accident and insurance form and medi-claim policy papers. • Gratuity form

Report to Time office for recording your name in attendance register and making daily attendance card.

You will be issued Name Plate within 15 days by P & A department which you will have to display while on duty.

REQUISITION REQUIREMENT

Replacement Vacancy Job profile • Qualification • Experience • Specific requirements/ Specification

New Vacancy Seek approval

Source • • • • Advertisement in newspaper Hire consultants Data Bank Source Friends and relative references

Receipt of Biodata First Hand screening by HR department Final screening of bio-data by the concerned department Candidates called for interview Interview panel Tests Medical test LOI (Letter of Intent) Journal Induction Schedule Induction/Placement Recruitment and Induction system (Executive & Managerial Cadre)

1. RECRUITMENT POLICY The recruitment policy of RITES aims at attracting, inducting, utilizing and retaining required caliber of personnel with a view to ensure that the selection process is fair and reliable and that the right quality of manpower is available at the right time. 2. OBJECTIVES The recruitment process has the following objectives:  To search for prospective employees and stimulate them to apply for jobs.  To ensure that persons who have the appropriate skills, knowledge staff all the positions in the organization,

experience and qualifications required to perform the job effectively.  To infuse fresh ideas and caliber in the organization while continuously enhancing current organizational skills, wherever required and visualized.  To ensure a vibrant and relevant updated data bank to bridge the time gap in filling, that fall vacant.
3. APPLICABILITY

This policy is applicable to all the employees in the following grades only:

 Executive President

Vice

President/Vice

President/Associate

Vice

 General Manager/Deputy General Manager/Senior Manager  Senior Executive/Executive/Junior Executive  Any other grade created in future in the category above Junior Executive. It is further clarified that this policy is not applicable to:  Personnel trainees  Personnel appointed on contract/ad hoc basis.  Personnel appointed to perform casual nature of job or to temporarily staff a permanent position.
4. RECRUITMENT PROCESS

appointed

on

part-time

basis/on

trial/summer

(a) Preparation of Manpower Plan A Manpower Plan is prepared at the beginning of every financial year for each unit/department in standard formats. These Manpower Plans will be based on the annual budget guidelines for the company/unit. The manpower plans will contain levelwise, skill category-wise requirement of personnel at each unit/department and will identify the additional requirement and/or the surplus. The HRD will prepare the Manpower Plan for each department in close consultation and co-ordination with respective department

Head. In respect of corporate functions, the Corporate HRD would ensure the preparation of these plans through close consultation and co-ordination with respective heads of these functions. The manpower plans for various department and corporate functions would be received by the Corporate HRD for review and consolidation. The net requirement (level wise and skill category wise) in respect of each department/corporate function would be computed after taking into account the possible lateral and vertical movement of personnel within the company. The above finalized net manpower requirement plan will be finally approved by the Management Director. The Corporate HRD along with the respective department HRD would be responsible for monitoring implementation of the approval manpower plan. (b) Identification of Need • The requirement for staff can originate from three sources: a) Annual Manpower Plan (stated above in preparation of manpower plan) b) During the year, from various department duet to either (i) (ii) Resignation/separation /transfer/promotion, or Unexpected/unplanned Department head. perceived need by the

c) In the event of a new business venture proposed to be taken midway during the year by the company • In the event of a manpower requirement need/change arising during the year (over and above what is contained in the annual manpower plan), the same would be discussed by the department Head with the respective department HRD [by the functional head with the Corporate HRD in case of corporate functions]. • All requests for amendment of manpower plans would be forwarded to the unit HRD/Corporate HRD in the Manpower Requisition Form duly approved by the Managing Director. Review/Preparation of Man Specification Sheet After having identified the need for requirement, the Unit HRD would ensure the preparation/updating of relevant man

specification sheet as required. For this, he would co-ordinate with the respective functional heads, Unit Head or the Corporate HRD if necessary. In respect of Corporate Office positions, the preparation/updating of man specification sheet would be

handled by the Corporate HRD. The purpose of preparing man specification sheet is to provide a guideline for preparing an advertisement, if required, as well as to provide a basis for evaluating internal and external candidates. The input to the Man Specification Sheet would be the Job

Description available for each of positions. The Man Specification Sheet would contain the following details: ·Title of the position ·Brief description of the job and the responsibilities to be handled. ·Educational qualification ·Key competencies specific to the position ·Minimum years of work experience ·Nature of experience ·Preferred age In addition, the information relating to desired personality attributes and indicates total emoluments (including perquisites and other benefits) may also be mentioned. Procedure for Recruitment There are two sources of recruitment: (a)Internal Recruitment (i) (ii) Promotion or movement across Units/Departments Databank of applications maintained by HRD

(b)External Recruitment (i) Advertisement in one or two newspapers having wide circulation. (ii) Placement agencies/head hunters recruitment from educational/professional

(iii) Campus

institutes (mainly for entry-level positions). In line with the approved manpower plan (including

amendments), the HRD would initiate the recruitment process for the respective departments by raising an employee requisition. The above requisition will contain reference to the manpower plan and the man specification sheet apart from the date by which the employee is required to be in place etc. in line with the available career plan details, if there is a possibility of the position being filled with internal candidates, the same would be suggested by the HRD (in consultation with the Functional

Head). On receipt of the requisition, it would be checked (for conformity with the manpower plan) and reviewed in terms of potential internal candidates, who should be considered for the position. Internal Recruitment In considering options for filling a vacancy, priority would be given to internal candidates i.e. the company’s existing

employees who fulfill the position requirements. The eligibility criteria for internal recruitment would be a minimum of 3 years of

service in the existing position/ level. But in the case of external recruitment, at the time of recruiting employees with prior work experience, their deemed vintage will be determined, after taking into account the nature and length of experience. This is to facilitate clarity in determining their seniority and years of experience for considering their eligibility for promotion to next level. A Promotion Committee (PC) will be formed for taking decisions on internal promotions. The PC would consists of the following personnel:

For Responsibi Promotion lity for to Level coordinatio n Executive VP VP Associate VP Corporate HRD

Members of promotion committee

• Managing Director

External Industry Expert, if necessary.

• Unit Head/Corporate Functional Head, if applicable • Corporate HRD

General Manager Deputy GM

Corporate HRD

• Managing Director • Unit /Head/Corporate Functional Head • Corporate HRD

Senior Manager

Corporate

• Unit

Head/Corporate

Deputy Manager Asst. Manager

HRD

Functional Head • 2 Senior Personnel (not below the rank of General Manager) • Corporate HRD

Senior Executive Executive Junior Executive

Unit HRD

• Unit Head/Corporate Functional Head • 2 Functional Heads (not below the rank of Manager) • Corporate HRD • Unit HRD/Unit P&A

The PC will evaluate each eligible candidate on the basis of: (a)Past performance record (b)Education qualification (c)Interview conducted by the PC The weightage given to these factors would vary depending on the level. For instance, at lower levels, educational qualifications will be given higher weightage. At senior levels, on the other hand, the past performance record would be given more weightage. Based on the above, the PC would make a recommendation regarding the suitability of each internal candidate considered. The recommendations of the PC would be finally reviewed by the Corporate HRD in consultation with the Managing Director. The final promotion list would be consolidated by the Corporate HRD before its release to various units and corporate office.

In case no suitable internal candidate is found, Corporate HRD would decide for resorting to external source of recruitment. Before initiating recruitment procedures by advertisements or though recruitment agents, the Corporate HRD will check if resumes of suitable candidates are available in the company’s internal data bank. External Recruitment The external sources of recruitment are: (i) Advertisement in one or two newspapers having wide circulation. (ii) Placement Agencies/Head hunters recruitment from educational/professional

(iii) Campus institutes.

The nature and seniority of position, urgency of recruitment, costs involved, sensitivity etc. would form the criterion to choose the appropriate source, which would be decided by Corporate HRD. Advertisement The Unit HRD would prepare advertisement for recruitment in close consultation with the Unit Head [by Corporate HRD in close consultation with functional head in case of corporate functions]. All advertisements would be approved by the Corporate HRD before their release. In case of the advertisements for the

position of ‘General Manager and above’, the Managing Director would approve the advertisement. The budgeted advertisement costs are to be approved by the Managing Director before release of the advertisement. Selection of the advertising agency and co-coordinating the release of the advertisement would be looked after by the Corporate HRD. Placement Agencies Based on the Man Specifications, the Corporate HRD would establish contact with pre-selected placement agencies and place a request specifying details of the position, job responsibility, experience requirements, salary and benefits offered. The liaison with local placement agencies, wherever relevant, would be carried out by the Unit HRD in close coordination with Corporate HRD. Campus Recruitment Campus recruitment will be co-coordinated entirely by Corporate HRD, who will establish the necessary contacts with campuses. Screening of Application Applications received against an advertisement and bio-datas put forward by a placement agency will be screened by the Unit HRD for up to Senior Executive level and by Corporate HRD for other levels. Call letters fro interview would be issued by HRD to

candidates who appear primary facie suitable. A copy of the candidate’s summary would be sent to the interview panel. All other things being equal, preference will be given to the local

candidates (including the ones residing/working within 50 km, radius, who will not be entitled to any TA/DA). If no suitable candidates are available locally, outstation candidates would be called. Outstation candidates would be entitled for the

reimbursement of travelling expenses by the shortest bus/train route for attending the interview. The following shall be the procedure to be followed while making payment to outstation candidates who come to any location of the company for appearing in the preliminary interview, final interview, taking the test or for undergoing the pre-employment medical examination. (i) The HRD department will prepare a list outstation

candidates being called for the interview on a particular day along with approximate amount to be paid to each

candidate and send the same to Accounts Department in advance and withdraw the cash on imprested. (ii) On arrival at the location where the interview is organized, the HRD department will ensure that the candidate fills up the TA reimbursement form. If the candidate has brought tickets, he may enclose it or photocopy of the same. However, producing ticket or proof of journey is not

essential and the candidate should not be insisted for the same. (iii) The HRD department will mention on the TA reimbursement form, the source through which the candidate has been called (i.e. name of the consultant etc.) for interview. Interview letter if any, will also be enclosed. If the candidate has been called telephonically, it must be so mentioned. (iv) HRD department and accounts department will keep the latest railway timetable for referring regarding verification of railway fare. In case of journey by road, approximate distance from originating station to the location of company will be considered.
(v)

After the interview is over, the HRD department will disburse this payment to the candidate(s) and obtain their signature on voucher’s The consolidated accounts along with all the vouchers will be submitted back to the Finance department for the settlement for the settlement of imprested account.

Interviews The interview process would comprise a preliminary and a final interview conducted by an interview panel, which would consist of: Level Interview Panel Preliminary interview Final Interview

Executive VP VP Associate VP

• EVP/VP/AVP

• Managing Director

• External Industry • Corporate HRD Expert, if necessary • Corporate HRD • Managing Director • Corporate HRD

General • Unit Manager Head/Corporate Deputy GM Functional Head Senior • Corporate HRD Manager Manager Deputy Manager Asst. Manager Senior Executive Executive Junior Executive

• 2 senior personnel • Unit (not below the Head/Corporate level of Senior Functional Head Manager) • Corporate HRD • Corporate HRD/Unit HRD • 2 senior personnel • Unit (not below the Head/Corporate level of Manager) Functional Head • Unit HRD • Corporate HRD • Unit HRD/Unit P&A

The preliminary interview would be a detailed interview on the applicant’s experience and knowledge of the technical aspects of the job. The candidates will be required to fill up Personal Data Summary Form and their evaluation will be done by the Preliminary Interview Panel in the Interview Assessment Sheet. On the basis thereof, a shortlist will be prepared by the HRD recommending those candidates who should be called for the final interview.

Personality and Intelligence Tests The candidates in all the above categories found suitable in the Preliminary interview and shortlised for final interview would undergo Personality and Intelligence tests. The very purpose of giving these tests to the shortlisted candidates, is to determine their personality traits and general aptitude vis-à-vis the position, for which the candidates are being considered. Verification On completion of the interviews, the Unit HRD for levels up to Senior Executive and the Corporate HRD for higher levels, would look after the administrative activities in terms of verification of reference’s certificates of qualifications and experience, salary proof etc. Reference checking would be carried out as soon as possible before the final selection. Selection Based on the assessment made by the interview panel, a suitable candidate would be selected. All final selections will be made with the approval of the Managing Director, which will be obtained on the Interview Summary Sheet. In case of external recruitment, if more than one suitable candidate emerges from the interview process, they would be kept as reserves and approached only if the initially short-listed candidates does not accept the offer. Relevant applications other than the finally selected candidate

would be kept in the in-house manpower data bank to be maintained with Corporate HRD. Compensation The compensation to be offered to the selected candidate will be worked out after taking into consideration the particulars of the candidate such as age qualifications and experience etc, and the existing compensation level for similar positions in the company. In addition the compensation package will take into account the following aspects. (i) (ii) Market value of the job Difficulty of getting suitable candidates

(iii) Candidates expectations (iv) Time period until the next salary review (v) Potential of the candidate to rise to higher positions.

Fixation of compensation levels for all positions would be handled by the Corporate HRD. To help decided the same, salary data of the existing equivalent positions in the organization would be compiled before hand. Issue of Letter of Intent The employment offer would be made to the suitable candidate from Corporate HRD by sending him a Letter of Intent for all positions at the corporate level and AM& above for all

locations/units. The contents of the letter would include:

(i) (ii)

Position selected for Date and place of reporting

(iii) Documents required to be brought at the time of reporting for duties for instance proof of date of birth, educational qualifications, past experience and latest salary certificate etc. (iv) Two passport size photographs Also, the Letter of Internet will state that the LOI is conditional and the prospective candidate is required to undergo and clear a medical check-up at a medical center approved by the company before joining duties with the company. After obtaining the candidates acceptance, a copy of the accepted LOI will be sent to the concerned Unit P&A. Pre-employment Medical examination All the candidates found suitable for appointment in the final round of interview will have to undergo the pre employment medial examination for following tests: 1. Blood Sugar Random
2. Blood Group

3. Haemogram (Hb, TLC, DLC & ESR) 4. X-ray Chest 5. ECG

6. Eye Check The candidate shall contact the pathological center along with an authorization letter from the Company for above purpose. HRD Department shall collect the report of the examination directly from the pathological center. The payment for these examinations tests will be borne by the company. The appointment of the candidate to the respective position tentatively is subject to his/her being found medically fit. Issue of Appointment Letter The appointment letter of AM and above would be issued by the Managing Director. For positions up to Senior Executive at the Unit level and corporate level the appointment letter will be issued by the Unit Head and Corporate HRD respectively within a week of joining. The contents of the letter will include the following: (i) (ii) Position select for Probation/Training Period

(iii) Service agreement outline (iv) Location of posting (v) Code of conduct The appointment letter would be prepared in triplicate. Two copies would be sent to the candidate and one copy retained in

the recruitment file. The candidate would return one copy of the employment offer letter as an evidence of his acceptance.

Rejected candidates Candidates found unsuitable at the final stage would be sent individual regret letters by Unit HRD/Corporate HRD. Applications of rejected candidates but considered suitable for vacancies in the future will be retained in the in-house manpower data bank at the Corporate office. 5. INDUCTION OF NEW EMPLOYEES The objectives of induction are listed below: (i) To welcome the new employee and make him/her feel at home. (ii) To inspire the new employee and acquaint him/her with corporate philosophy and practice.
(iii)

To acquaint the new employee with the functioning and familiarization of the offices which would contribute in broadening their vision about the organization?

(iv) To introduce new employees to their specific jobs and departments. (v) To communicate to the new employee his/her new responsibilities and what is expected from him/her. The Unit P&A will co-ordinate and ensure that the sitting place for the newcomer is decided, necessary arrangement are made to arrange/procure the required furniture or any other related facilities and these are in place before the new employee reports for duty. A new employee, who comes from outstation to join RITES, will be permitted to stay in the Company’s guesthouse for a period not exceeding one week, during which he/she should be able to make his/her own arrangements. However, in case, the company guest house accommodation is not available, the employee can stay in hotel/private guest house, for which the expenses will be reimbursed on actual basis- the amount not exceeding 25% of his/her gross monthly remuneration. On the first day, the new employee is required to report in the personnel department and fill up the Joining Report before any other formalities are taken up. In addition.
(i)

The HRD staff will familiarize the new employees with the company’s personnel policies and procedures. The HRD department will prepare the detailed and structured

induction schedule, wherein areas, functions etc. to be covered in the Induction program will be detailed out. (ii) Where a new employee is recruited at the level of AM and above, the Unit Personnel Head will send the confirmation of his joining duties to the Corporate HRD immediately. The Corporate HRD will then prepare a notice for display and circulation amongst all other managerial staff regarding the joining of the new manager. (iii) In the case of employees recruited for level below AM, the hed of the respective department will be informed by the Unit HRD of the exact date of joining of the new employee (in case of corporate functions this would be handled by Corporate HRD).

PERFORMANCE APPRAISAL

THE STUDY OF EXECUTIVE PERFORMANCE APPRAISAL SYSTEM AT RITES LTD

THE EXISTING PERFORMANCE APPRAISAL SYSTEM AT RITES Performance Appraisal System in RITES has been designed to evaluate employee performance with a view to enhance individual contribution, greater job responsibility and build an overall achievement oriented organizational culture. In other words, it is a formal, structured system of measuring and evaluating an employee’s job related behaviors and outcomes to discover how and why the employee can perform more effectively in the future, so that the employee, organization, and society all get benefit. OBJECTIVES The objectives of the Performance Appraisal System at RITES are as follows: i) To get an idea about the past performance of the employee for the better future of the employee.

ii)

To assess the training and development needs of the employee.

iii)

To fix the pay scale of the employee based on their performance ratings.

iv)

To assist the employee with constructive criticism and guidance for the purpose of their development.

v)

To determine the effectiveness of HR programs such as Selection, Training & Development, Promotion, Transfers, Wage & Salary determination, etc.

vi)

To make better communication environment between the superior and the subordinates.

vii) To increase trust between the appraiser and the appraisee. viii) To know the achievements and failures with regard to the various activities the appraisee has undertaken. ix) To provide an opportunity for the appraisee to express his/her developmental needs. x) To provide an objective basis for determination of merit, efficiency and suitability for the purposes of Promotion. EVALUATION The Performance Appraisal seeks to evaluate: a) The work performance of the employee on the present job in relation to the expected levels of the performance, both qualitative and quantitative. b) The extent of development achieved by the employee during the period under review.

c) The evaluation of behavioral attributes, attitudes and abilities. d) The evaluation of potential for assuming higher

responsibilities.

COVERAGE The appraisal shall cover:

Performance during the financial year i.e. for 12 months period from 1st April to 31st March of the next year.

• It covers all regular employees of the company. • The Appraisal form will have to be filled in respect of all such employees who have served for a period of at least 3-month in the organization during the relevant year. PROCEDURE Annual Confidential Report (ACR) in respect of an employee is required to be assessed/written by three higher levels:
i)

By the Reporting Officer under whom the employee is working,

ii) iii)

By the Reviewing/Counter-signing Officer, and By the Accepting Authority.

Annual Confidential Report for Executives The Reporting Officer will be the Officer to whom the employee reports for his day-to-day work. The Executive to whom the Reporting Officer is responsible for his functions will do review of the Annual Confidential Reports. Accepting Authority will be the Executive higher than the Reviewing Officer.

For the completion of the Annual Confidential Report for the Executives, the following time-schedule shall be followed:
I)

The Personnel Department will send blank forms to the concerned Head of the Department/Branch by 15th March.

II)

Forms to be given by Head of the Department to the concerned Executives for Self-appraisal by 25th March.

III)

The completion of Self-appraisal by concerned officer and submission to Reporting Officer by 10th April.

IV)

The Reporting Officer completes his assessment and submits to the Reviewing/Counter-signing Officer by 20th April.

V)

The Reviewing/Counter-signing Officer will counter-sign the Annual Confidential Report/Performance Appraisal Form with or without his remarks and send to the Accepting Authority by 10th May.

VI)

The Personnel Department of Regional Office will send the Annual Confidential Reports of all Executives to Corporate Office by 20th May.

In the event of the overall assessment being not satisfactory or carrying some adverse remarks, a communication will need to be issued to the concerned employee after the concerned authority has accepted the report. The Personnel Department will convey the adverse remarks to the concerned employee and this activity shall be completed by 30th June. An employee who may not be aggrieved by the adverse remarks in the ACR as communicated to him and who desires to prefer an

appeal against the same will be required to follow the following procedure: i) An employee aggrieved by adverse remarks may make an appeal within 90 days of the days of communication. ii) The appeal made by the employee shall contain briefly his contention along with documentary evidence, if any, in support of the same and shall be routed through proper channel. A copy of the appeal made may be submitted to the Personnel Department. iii) The Reporting/Controlling Officer shall forward the appeal along with his remarks to the Reviewing/Accepting Officer who in tern may give his comments on the representation made and forward the same to the Appellate Authority within one month of its receipt. iv) The decision of the Appellate Authority will be

communicated to the employee concerned through proper channel within a period of three months from the date of receipt of the appeal. For the purpose of these rules an adverse remark would mean a remark which indicates the defects or deficiencies in the quality of work or performance or conduct of an employee but does include any words in the nature of counsel or advice to the employee. Also, average reports are not treated as adverse.

Performance Feedback & Counseling The basic objectives are as follows:

• To enable the appraisee to understand his strengths and limitations through objective feedback. • To identify training and developmental needs. • To provide help, support and guidance for bringing in

improvement in the desired area. Once the training needs of all the executives have been identified, the appraiser draws up an action plan and record the same in the column provided in the form for each individual. There compilation is for the entire department and forwarded to the Personnel Department at the beginning of the year for taking suitable action. After the performance appraisal and review, the appraiser identifies the areas where the appraisee has performed to the desired level and those where he needs improvement. The purpose is to identify strengths as well as areas for improvement, thereby evolve plans to optimize on his strengths and overcome his weaknesses. For giving feedback, systematic efforts are made to build a rapport with the employee by establishing a climate of trust and openness. This is done by exploring and understanding on a continuous basis the employee’s problems and feelings by showing genuine interest in him and concern for his development. The highlights of the feedback and counseling sessions carried out are recorded in the given format. Once the system establishes, feedback and counseling can be introduced at the time of the half yearly review also. Performance Enabling

To enable the employee to accomplish the activities/goals/targets specified in his performance plans- is the main objective behind Performance Enabling. In Performance Enabling, the supervisor holds a meeting with the subordinate at the beginning of the year to explain/clarify the activities/tasks/goals resource gaps to for be achieved. During desired this meeting, and achieving goals

‘Facilitating/Inhibiting’ factor are also be identified; and suitable action plans for bridging the gaps thereon. Performance Improvement The objective is – To identify areas of performance needing improvement and to evolve appropriate strategies and action plan for bringing in the desired improvement. By observing and analyzing the gap between the expected and actual performance, some areas for improving performance may be jointly identified by appraiser and appraisee. Education, training or changes in the job settings can bridge the gaps. Some other strategies may include: • Improving role efficacy by role enrichment. • Job redesign-job enlargement, job enrichment, job rotation. • Nomination to cross-functional teams. • Coaching of superior. • Providing consultancy/problem-solving assignments, etc. Reinforcement and Rewards

‘To provide motivation for sustaining/improving performance’-is the main objective. Rewards based on Performance Appraisal Ratings Non-monetary Rewards for specific achievements Rewards having recognition/prestige but no financial value have been envisaged here for those types of exemplary performance, which may not have a bearing on the Performance Appraisal ratings directly. This may be in the form of appreciation (in writing) by Superior, or Head of the Function, or Head of the Division, or a Functional Director/CMD

LIMITATIONS TO THE STUDY • Confidentiality pertaining to HR practices and forms. • Limited interaction with the concerned person. • Limited interacted with the staff per se.

Recommendations

1. Human Resources will ensure that advertisements are not in breach of relevant employment legislation. Where staffing statistics show that there is under-representation of particular groups, such as ethnic minorities, women or disabled people, the Chair should seek advice from an Human Resources Consultant for advice on the use of positive action statements or minority press advertising, as may be appropriate. Where a manager is aware that a post may have a Genuine Occupational Requirement, liaison will take place with the appropriate Human Resources Consultant. 2. It is not recommended that staff members should be nominated and named on advertisements as an informal contact. Instead all relevant information should be contained within the written documentation sent to candidates, thereby ensuring that all candidates receive consistent information to assist them in their application. 3. For all posts a minimum of three panel members is required with the exception of some manual worker posts. 4. If a panel member is ill or unavailable for other good reason at the interview stage, a replacement must be sought, to ensure there are a minimum of three panel members. Where a replacement cannot be sourced from within the recruiting area, the Chair must contact Human Resources for further advice. 5. . In cases where presentations have been made to a separate group, feedback should be given to the main Panel using a composite check-list which summarizes the group’s opinions. 6. Each individual Panel member must take personal responsibility for ensuring that interview notes are shredded. The recruitment file must be kept in a secure place for a period of six months. After this time, the file

must be destroyed to comply with data protection legislation and associated codes of practice. 7. No formal offers of employment, including contracts will be issued until a completed recruitment summary sheet and employee specification grid is received by Human Resources. 8. In order to remove the possibility of bias during the selection process, panel members must declare any significant relationship or friendship with applicants prior to the short listing or interviewing taking place. The Chair of the Panel will judge whether or not the continuing participation of the panel member in the process should be allowed. Further advice should be sought from Human Resources where there is any uncertainty or where the Chair wishes to declare a relationship. 9. Applicants should not be allowed to commence employment before a reference is received, as in some circumstances this may amount to a waiver of the condition on which the employment was offered.

Bibliography
Books • Human Resource Management, Gary Dessler, Fourth Edition • Human Resource & Personnel Management, Aswathappa Website
• • • • • •

http://www.india-today.com/btoday/ http://www.hr-portal.mhrod.in http://www.rites.com http://www.riteser.com http://www.indiaenvironmentportal.org.in http://www.tendertimes.com Magazine

• Business world • Business Week Newspaper • Hindustan Times • The times of India • Economic times • Received other material from friends

Annexure
HR MANAGER QUESTIONNAIRE NETAJI SUBHASH INSTITUTE OF MANAGEMENT DELHI
This questionnaire is solely for academic purpose and information collected here will not be disclosed to any person for other purposes.
• • • • How ‘Human resource planning’ is done in your organization? What is ‘Hierarchical structure’ in the organization? What all kinds of job are being performed in your organization? How Job analysis is done for any job? o What are the jobs responsibilities/ duties? o What are the education, skills, certification/ licensing requirements? o What are the jobs physical, emotional or mental demands? • • What are the sources of recruitment (internal or external)? Why? What is the Selection process (personality job fit, personality organization fit)? • • • • • • • • • • Applicant job interest Application forms Selection Testing/ interview Background investigation Additional interview Conditional offer Medical examination Job placement

What is the role of HR and line managers in process of selection What retention policies do you have?

• • • • •

Is Job rotation followed in your organization? Do have Succession planning policy? What are your working conditions? Are there exit interviews conducted? What kind of employee health and safety measures you have in your organization?

ACTIVITIES
Complete Recruitment Request Form accompanied by Job Description/Person Specification Gain authorization from Line director and Managing director or her/his nominee Check documentation for compliance with policy Decide on the format of responses (application with/ without CVs) Assist in designing advertisement copy Select appropriate media Agree the Recruitment Programme Place the advertisement, editing and consulting where necessary, in order to adhere to Organization policies Receive and respond to enquirers Receive and acknowledge applications Determine the format of the interview, including the composition of the panel, location and other arrangements Shortlist candidates Invite candidates for interview Issue application rejection letters Chair the interview process Decide on chosen candidate, secure references (if verbal, request confirmation in writing) Complete Appointment Request Form Return all interview documentation to HRD Formal written offer of appointment

Employing Departmnt
*

HRD

* * * * * * * with with with * * * * * * with *

* * * * * * * *

APPENDIX A

ORGANISATION

(Please refer to the guidelines overleaf) Department......................................................................................... ............. Job title… …....................................................................... ................................ to………… …....................................................................... ..........

JOB DESCRIPTION

Responsible

Purpose / Objectives

Principal accountabilities / responsibilities

GUIDELINES ON COMPLETION OF A JOB DESCRIPTION

General detail The Job Description outlines the duties and responsibilities that an employee is expected to undertake and provide the framework against which their performance may be reviewed. From time-to-time the responsibilities or duties of the post may require review and amendment as a result of departmental or organisational changes. Since a Job Description does not form part of a contract of employment it can be amended to reflect any changes. However, any alterations should remain within the scope of the original Job Description. Job Description contents The Job Description is produced by the employing department and consists of the following sections: Purpose / Objectives This section should briefly summarize the basic objectives of the job. Principal Accountabilities The principal responsibilities, accountabilities and duties must be listed in order of importance. Listed below are examples of statements, which could be found on a Job Description: Maintain diaries of appointments and co-ordinate conference arrangements. Ensure all machinery is serviced according to agreed schedules. Manage projects resources. within agreed deadlines using available

Manage the departmental budget in accordance with the Organisation’s regulations. Adhere to the Organisation’s Equal Opportunities Policies.

APPENDIX B
ORGANISATION

PERSON SPECIFICATION
(Please refer to the guidelines overleaf)

department: ……………………………. ..................................................
CRITERIA ESSENTIAL

Job

Title:

DESIRABLE

Qualifications (and/or cceptable alternatives) - Vocational - Professional - Academic Experience / Knowledge Skills Personal qualities Special requirements e.g. driving licence, etc N.B. Any candidate who does not meet all the essential criteria cannot be short listed for interview Authorised by: (signature).................................................. Date: ...............................

(Team leader of / Head of Department) Name:........................................................................

GUIDELINES ON COMPLETION OF A PERSON SPECIFICATION

General detail
The Person Specification provides criteria against which the recruitment of candidates will be carried out objectively in line with Equal Opportunities. It is essential that any existing Person Specifications are reviewed when a vacancy occurs even if it is a direct replacement with no specific changes to the role. When formalizing the selection criteria, great care should be taken as any criteria listed as essential will be binding on the recruiting / Department and as such would rule out the appointment of any candidate not meeting all such criteria.

Person Specification Contents
The Person Specification is produced by the employing department and consists of the following sections:

Essential Criteria
This section states the requirements without which a candidate will not be offered an interview.

Desirable Criteria
This section states the requirements which enhance the candidate’s application or basis for consideration and may facilitate more detailed short listing for interview. The criteria required of the ideal candidate may vary but would typically include the headings noted overleaf on the form.

APPENDIX C

ORGANISATION

OCCUPATIONAL HEALTH EVALUATION
To be based on the recruiting / Department interpretation POST DETAILS Department: …………………………..... Job title: ............................................... Location / site: .......................................... RISK FACTORS Indicate the level of exposure to the following:
Regularly Occasionally Never

* Requirement to work : - Days - Evenings - Nights * Manual handling operations: e.g.lifting, lowering, carrying, pushing, pulling twisting, stooping, repetitive movements * Confined / awkward spaces * Heights * Telephone * Driving * A need to work in isolation or where sudden illness may not be detected * A need for particular standards of: - Eye sight / color vision / use of display screen equipment

- Hearing ability or communication skills - dexterity or hand / eye co-ordination - Mobility, e.g. walking for significant period’s Please list any other factors which may affect the health of an employee in this role overleaf. Signed...............................................................................Date..................... (Team leader of / Head of Department) Name: ...................................................................................

APPENDIX D

RECRUITMENT REQUEST FORM
Department: ......................... Job Title: ........................... Line Manager: .....................

Contractual details (to be completed by the recruiting /Dept)

Authorizations

Grade: .......................... Salary range (or hourly rate): ......................... Direct replacement *  New post 

Signature of Team leader/Head of /Head of Department: ........................................ Name: ..................................................................... NOTE: PLEASE ENSURE THAT COMPLETED JOB DESCRIPTION, PERSON SPECIFICATION Signature of Line ............................................. ............................... Signature of Managing ..................................... .............................. For use by the Human Resources Department only Post details Post number: ............................... Job: ......................... Department: .......................... Division: ............................... Region: ................... Location: ................................ Is/are there staffs at risk who may be suitable for redeployment into this post? YES  NO  Director: Date:

 Replacement with changes

*If applicable, please state whom the appointment is replacing and detail changes as relevant: .................................................................... .................................................................... .......................................... .................................................................... .............................................................. Full time  Part time  If part time, please state fraction or weekly hours ...........................and weeks per year..................... Established

director. Date:

Temporary

Ideal start date: ..................................... Cost and detail code: ................................ Rationale for post Describe the need for this position and the effects of not appointing: .................................................................... .................................................................... .......................................... .................................................................... ..................... .................................................................... .....................

APPENDIX E

ORGANISATION APPLICATION FOR EMPLOYMENT
This application form will provide standard information we require. If you wish to provide further details in support of your application, please attach on a separate sheet. Please complete in black ink and block capitals POSITION APPLIED FOR: .................................................. REF NO: .................... Department: ................................................................................................................ Where did you learn about this vacancy? .............................................................. ..... PERSONAL DETAILS Title: ………............................................... Surname: ............................................................

Forename(s): .................................................... Date of birth: .............................................. Contact address: ................................................................................................................ ..... ........................................................................ Post Code: ................................ Tel no(s): ..................................…….. (Home).................................................... (work) * E-mail: .............................................. * indicate if you are willing to be contacted
at work

QUALIFICATIONS (relevant to post) Qualification obtained Awarding body/institution Year

obtained

Details of any other relevant education/training/experience

EMPLOYMENT HISTORY (starting with the most recent) Name of employer Position Dates From To Reason for leaving

REFERENCES Please nominate two referees. If in employment, one referee should be your present employer. Name: Name:

...........................................… ……….. Address: .............................................. .......... .................. Post code: ...................... Position: ...................................................... Contact tel no: .............................................. E-mail (if known): ......................................... Yes  No 

.............................................. .............. Address: ...................................................... . .........................Post code: ............... Position: ..................................................... Contact tel no: .............................................. E-mail (if known): .........................................

Do you agree to your present employer being contacted concerning this application?

STATEMENT To the best of my knowledge and belief the information contained in this form is accurate. If, after appointment, the application is found to have any inaccurate information, this may lead to action under the Organisation’s disciplinary procedure and could also result in dismissal. Signed: .................................................................Dated: ...............................

If the candidate has any difficulty in completing this application form for whatever reason on his own, it will be acceptable for another person to complete the form on the candidate’s behalf and endorse it accordingly.

APPENDIX F

ORGANISATION
The following checklist has been drawn up to assist the Chair of an interview panel. It applies equally to both internal and external candidates. Pre - Interview: Has to ensure that: The setting / layout is conducive to an interview (e.g. diverted phones, etc) Discuss the format of the interview with all panel members The order of questioning is agreed All the questions refer directly to the job and person specification During the interview: At the beginning of the interview session it is important to check that candidates are aware of the following: Duration of the interview Candidates will be asked basically the same questions The panel will take notes Candidates may ask questions at any time or at the end Candidates should be motivated to add any information at the end that they feel would help the panel It is the responsibility of the Chair to ensure that: Any relevant personal questions (e.g. for a residential post), are put to all candidates Candidates are not asked any questions which could be seen as directly or indirectly discriminatory At the end of the interview: At the end of the interview the following points should be raised with the candidates: do they require any further information have they understood the full requirements of the post are they still interested in being considered for the post Appointments are subject to satisfactory references, medical assessments, Police checks, Appointments are subject to the successful completion of the Organization Probation periods The methods and timescales for contacting candidates Have the interviewer verified the qualifications

CHAIR OF PANEL’S CHECKLIST

enquired whether the candidates require a work permit collected any expense forms from the candidates completed the Interview Assessment Form completed the Appointment Request Form requested the observer’s comments (if applicable) Signed: ..............................................................Date..................................
(Chair of Panel) Name: ...................................................................................... To be returned to the Human Resources Department by the Chair of the panel

APPENDIX G

ORGANISATION

INTERVIEW ASSESSMENT FORM
JOB TITLE: .................................................INTERVIEW DATE: ..................................... INTERVIEW PANEL: ....................................................................................................... CANDIDATE’S NAME COMMENTS ON CANDIDATES Reject 2nd int. Offe r

NB. In the event that the selected candidate does not accept an offer of employment, please indicate the second selection (if appropriate): ......................................................................... ...................................................………………………… ……………………… Signature of panel member.............................................................. .............................

Name: ......................................................................... ....................................................
(To be returned to the Human Resources Department by the Chair of the panel)

APPENDIX H

ORGANISATION

APPOINTMENT REQUEST FORM
(To be completed by the Chair of the panel) Department: ................................................................. ................................. JOB TITLE: ..................................................... JOB REF: ....................... IMMEDIATE LINE MANAGER: ................................................................. ...............

INTERVIEW DETAILS Date of interview: .................................................................................... ............................. Interview panel: .................................................................................... ............................... SELECTED CANDIDATE - basis for conditional offer of employment Name ................................................... ......Site....................................... ........................ Grade...................... Point on grade..................... Salary (full time equivalent)........................ Cost code for salary: ............................................ Paid as worked salaried (ie 1/12th) Contract details: Part time Full time Temporary Established 52 weeks Number of working weeks ......….. Proposed start date ................................End date (if applicable)

............................... Work permit required? CONDITIONS OF OFFER Yes department responsibility No

All appointments are made subject to receipt of references which are satisfactory to the Organization and an appropriate qualification check. Have you taken references? Yes No

I

Verbal

Written:

Have you checked the relevant qualifications of the candidate? Yes No Please attach copies of references and qualifications Signed: ..................................................Dated: .................................. ............
(Panel member)

AGREEMENT TO APPOINT BY HEAD OF DEPARTMENT Signed: .............................................Dated: ........................................... .. Name: ..................................................
APPENDIX I

ORGANISATION APPLICATION FOR ACCESS TO COMPUTING FACILITIES And issue of IDENTITY CARDS

Applicant Details
Surname All Forenames Date of Birth Job Title Department Telephone Number Site & Room

Facilities Required (tick as required)
Organization Network (Personal computer applications) Central Administration Systems (please specify below) Electronic Mail Other (specify)

Central administration systems - Please tick the required application(s). Accommodation Finance Human Resources Student Records Estates Research & Consultancy

The approval of the data managers will be required before access to these systems is authorized. Authorization (unauthorized applications will not be processed) To be completed by applicant’s line manager or chair of interview panel in the case of new employees. Signature .......................................................... Date ........................ .... Name (print) ......................................................... Position ......................................................... Current employees Return to Computing Services (User Registration). New Employees Return to the Human Resources Department with Appointment Request form. In addition the candidate needs to give his five latest photographs.

APPENDIX J

ORGANISATION
Department: ............................................................................................…………… Candidate: ............................................................................................……………… Job title: ...............................………………………Interview date: ............................... Referee’s name & position : .......................................................................................... . Company: ........................................................................................... ********************
All offers of employment are conditional upon receipt of employment references which are satisfactory to the Organization. Therefore the employing / Department should ideally obtain references from at least the last or current employer.

TELEPHONE REFERENCE REQUEST

Listed below are questions which form the basis of a telephone reference request. The order may vary depending on how the conversation progresses. 1. Introduction: - is the reference aware of the candidate’s application for this post - does he have any objection to providing this reference? 2. In what capacity does the referee know the candidate? 3. How long have the reference known the candidate? 4. Ask the referee to outline the candidate’s current role and responsibilities. 5. How well has the candidate performed in their role? Yes / no Yes / no

Outline the proposed job to the referee. 6. How well does the referee see the candidate performing in this new role? 7. Has the candidate any disciplinary record? Yes / no If ‘yes’, state reason? 8. How does the referee rate his attendance / time keeping? 9. Does the candidate have an absence record which has caused the referee Yes / no concern? If ‘yes’, please explain. 10. Would the referee re-employ her / him? Yes / no If ‘no’, please give reasons. 11. Please give any further comments which may be helpful? 12. Is the referee willing to confirm this verbal reference in writing? Yes / no

HRM AT RITES LTD

Reference taken by: .....................................................................Date................. Name: ......................................................................................... NB: Most questions seek the opinion of the referee, however, questions 7 - 10 ask for factual information which may be challenged and therefore require careful recordings.

HRM AT RITES LTD

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