SUBMITED BY:

ACKNOWLEDGEMENT

PREFACE

INTRODUCTION TO THE INDUSTRY

EXECUTIVE SUMMARY

 Scope and Importance

 Literature Review

RESEARCH METHODOLOGY

 Title
 Type of Research
RESEARCH PROCESS
 Development Of Working Hypotheses
 Preparing The Research Design
 Determining Sample Design

 Deliberate Sampling

 Collecting The Data

 Execution Of The Project

 Tools and Techniques

FINDING AND ANALYSIS

CONCLUSION & RECOMMENDATIONS

BIBLIOGRAPHY

APPENDICES

Questionnaire
 ACKNOWLEDGEMENT
A student always collects bouquets and brickbats. If there are some
bouquets then I would like to mention it to the people who had been
instrumental in assisting me to successfully prepare the report.

At the outset, I would like to thank Mr. D. Kalia, Dy General

Manager (Trg.) , Mr. O.P.Mathur (Trg.) & Mr.
K.K.Pandey, Manager (Trg.) for giving me the approval in the
organization. I wish to acknowledge the entire HR Team at IFFCO
Ltd. Special appreciation extended to Mr. SLM Warrier, Manager
(HR), Mr. Arun Kumar, Manager (Law), and Mr. Sanjeev
Saxena, Manager (HR) and Mr. A.S.Chauhan, Manager (HR),
who helped me to shape the direction of my research work & he is
my leader in my summer training. This project would not have been
possible without his help.

I am very grateful to my institute faculty of Human Resource for

their assistance.

A heartfelt thanks to the respondents surveyed whose ideas, critical

insights and suggestions have been invaluable in the preparation of
this report.

Last but not the least a very warm thanks to all the faculty members
of Esteemed Institute for providing me Guidelines in summer
training project.
 PREFACE

As a part of the partial fulfillment of the MBA(HR) programme at

K.N.Institute of Management Summer Training was undertaken
with the BAREILLY Urea Plant a unit of INDIAN FARMERS
FERTILIZERS COOPERATIVE Ltd. AONLA (U.P.).

Bareilly Unit is one of the biggest Unit in India and it is working on a

latest technology in the present scenario. And also is a biggest
industry in the Asia. The company has now completed their 40 years
and now using new technology day by day to improving the quality
of the product.

The purpose of the training was to have the practical experience of

working in a Human Resource department and to have the exposure
to the various management practices in the field of human resource
& how the Recruitment and selection of the located and approached
candidates is done in the company.
This report is an attempt to provide the details about the
Recruitment and selection procedure adopted by the IFFCO
AONLA UNIT(U.P.)

DECLARATION

I hereby declare that the project report entitled RECRUITMENT

AND SELECTION PROCESS of the IFFCO Aonla Ltd.

The analysis and findings in this report are based on the

information collected by me through a structured
questionnaire having open ended questions.

PLACE: AONLA
DATE: TRAINEE:
Indian farmers fertilizer cooperative limited, popularly known as
IFFCO, has emerged as the pioneering venture in the cooperative
sector, born as multi-unit cooperative society on 3rd Nov 1967, IFFCO
witnessed a meteoric rise & blossomed into the largest
manufacturer & marketer of fertilizers in the country with an
authorized capital of Rs.10000 million, its membership extended to
over 35000 cooperative societies through which its products NKP,
DAP & UREA are channeled in 22 state & two union territories in the
country. The society came into being with a modest equity capital of
Rs.6million in 1967-68 that grew to Rs.3838.7 million in 1998-99.

Indian farmers fertilizer cooperative ltd. (IFFCO) was established as a

with broad objective of augmenting fertilizer production , ensuring
fertilizer availability at farmers doorstep , strengthening cooperative
fertilizer distribution system & educating , training & guiding the
farmers for improving agricultural productivity.
 The organization is distinct in the sense that the farmer owners
represented through their village cooperatives also become its
customers. IFFCO presently own four giant fertilizer unit at Kalol and
Kandla in Gujarat and

Phulpur and Aonla in Uttar Pradesh, having and production capacity

of 26 lakh tones of fertilizer material and Phosphatic Fertlizer in
Paradeep in Orissa.

In fact outsourcing is said to have emerged a few thousand years

ago with the production and sales of food, tools and other household
appliances. As soon as small communities and societies began to
form, people with specialized professions began to trade with each
other for goods and services. In effect it can be said that each
worker was outsourcing some activities to others. The history of
outsourcing shows that even in the industrial age, a few thousand
years later, very few companies out source any of their operations.

Companies in 1800s and 1900s were vertically integrated

organizations, taking care of their own production, mining and
manufacturing from raw materials to finished goods as well as then
shipping the goods to company owned retail outlets. These
companies were often self-insures, handled their own taxes,
employed their own lawyers, as well as designed and built their own
taxes, employed their own lawyers, as well as designed and built
their own buildings without outside assistance. This of course is not
applicable to all companies during that time period, but it gives a
general idea of the time.

The history of outsourcing shows that through specialization

contracting began to be more popular, especially in the service
industry. This in turn led to the first wave of outsourcing during the
industrial revolution pushing the large-scale growth of services such
as insurance services, architecture and engineering services, among
many others. At this changing Global environment mostly the
companies turned to outsource the work.

PERFORMANCE HIGHLIGHTS 2007 – 2008

 Production of fertilizers ---- 68.47 lakh MT

(previous best 70.13 lakh MT

in 2006-07)

 Highest production of urea ---- 39.63 lakh

MT

(previous best 37.63 lakh MT

in 2006-07)

 Production of NPK/DAP/NP ---- 28.84 lakh

MT

(previous best 32.26 lakh MT

in 2006-07)

 Highest sale of fertilizers ---- 93.24 lakh

MT

(previous best 32.26 lakh MT

in 2006-07)
 Highest sale of NPK/DAP/N ---- 38.95 lakh
MT

(previous best 33.69 lakh MT

in 2006-07)

 Profit before tax ---- Rs.

380.52 crores

(previous best 807.09

crores 2002-03)

 Highest turnover ---- Rs.

12163 crores

(previous best 557.21

crores 2002-03)

 Highest marketing productivity ---- 6158

tone/emp.

(previous best 5736 tone/emp

in 2006-07)
 Plant productivity ---- 1354
tone/emp.

(Previous best 1669 tone/emp

in 2006-07)

 Lowest energy consumption-urea ---- 5.907

gcal/MT

(Previous best 5.922

gcal/MT 2006-07)
 IFFCO – A PRIDE VENTURE OF CO-OPERATIVES

The story of Indian Farmer’s Fertilizers Cooperative Ltd. is a success

story unparalleled in ever since its Kalol & Kandla plants went into
commercial production during 1974-75 they have carved a niche for
themselves in the realm of capacity utilization & establishing new
production performance records each year. Within three year of
their going into the commercial production IFFCO has occupied the
coveted position of the country’s largest manufacturer of fertilizer ,
the honor it has steadfastly maintained IFFCO’s Phulpur plant which
went into production in 1980-81 further strengthened the
organization’s production capacity thus enabling IFFCO to provide a
giant supply base for the cooperative distribution system. IFFCO
added another feather in its cap by commissioning its fourth
ammonia-urea plant at aonla , Bareilly (U.P) on 29th may 1988.

Seeing the success of IFFCO, the government of India has allowed

IFFCO to expand all its four plant. Thus the capacity of the plant at
aonla has been doubled. The commercial production from the
expansion units started from 25th dec. 1996. Kalol plant has been
expanded & commissioned in Sept. 1997. Phulpur expansion unit, a
replica of Aonla

Expansion activities are in progress. Thus IFFCO has emerged as the

largest producer and marketer of fertilizers in the country. Its
contribution to the nation’s total fertilizer’s requirement in
nitrogenous & phosphate fertilizer are about 18% by Kalol , Phulpur
and Aonla 27% by Kandla unit.
 OBJECTIVES

(1). IFFCO is cooperative institute - ``of the farmers, for the farmers,
by the farmers “. IFFCO is one of the leading cooperative institutes
which today stand committed to strengthen cooperative movement
in country.

(2). Augmenting fertilizer and ensuring fertilizer availability at

farmer’s door step.

(3). The broad objectives as stated and declared : while

establishing the organization were augmenting fertilizer production
ensuring fertilizer availability at farmers door step , strengthening
cooperative distribution systems , educating for and guiding for the
improved agricultural technology.

(4). The main thrust of IFFCO’s activities is increasing agricultural

productivity and rural Economy.

(5). Educating, training, and guiding the farmer for improving

agricultural productivity and rural economy.

(6). some of the innovation of IFFCO in the pursuit of its

commitment to serve the Farming community are village and district
adoption programmes , intensive Fertilizer promotion campaign and
reclamation of production.

(7). Other side, objectives of IFFCO are to provide relief to rural

masses at the time of Contingencies and to help them in the
treatment of wasteland.
IFFCO’S Mission
• IFFCO's mission is "to enable
Indian farmers to prosper through
timely supply of reliable, high
quality agricultural inputs and
services in an environmentally
sustainable manner and to
undertake other activitities to
improve their welfare"
IFFCO’S Approach
• To achieve our mission, IFFCO as a
cooperative society, undertakes several
activities covering a broad spectrum of
areas to promote welfare of member
cooperatives and farmers. The
activities envisaged to be covered are
exhaustively defined in IFFCO’s Bye-
laws.
IFFCO’S Commitment
• Our thirst for ever improving the
services to farmers and member co-
operatives is insatiable, commitment to
quality is insurmountable and
harnessing of mother earths' bounty to
drive hunger away from India in an
ecologically sustainable manner is the
prime mission
• All that IFFCO cherishes in exchange is
an everlasting smile on the face of
Indian Farmer who form the moving
spirit behind this mission.
 VISION ( 2010 )

The giant organization involving thousands of dedicated works at

various levels is continuously, leading the fertilizer production and
marketing in the country.

The increasing population in the country and the need for more
foods every year necessities a scientifically developed agricultural
sector. IFFCO the leading fertilizer producing and marketing
organization is fulfilling the demands of fertilizers.

After successfully accomplishing the objectives

envisaged in mission – 2005 the society is in the process of
formulating another growth plan `` VISION 2010 ” which aims at
attaining an annual turnover of Rs. 15000 crores by 2010 ,
installation of ammonia and urea plants including acquisition of
fertilizer units ; backward integration to meet feedstock requirement
.
 Such as phosphoric acid etc ; generation of power ,
exploration / distribution of hydrocarbons , production and
marketing of micronutrients , seed , Bio-fertilizers pesticides etc .
value addition to agric-product and marketing ; Manufacture of petro
chemicals ; banking financial service ; and information Technology
and it enabled service.

DIVERSIFICATION

IFFCO - TOKI0 GENERAL INSARANCE CO. LIMITED:-

Pursuant to IFFCO’s plants to diversity into areas other then

fertilizers , IFFCO and TOK 10 marine and fire insurance company
limited , Japan establishment a joint venture company known as
IFFCO TOK 10 GENERAL INSURANCE CO. LTD ( ITGI ) for undertaking
general insurance business in India . IFFCO has subscribed to 51%
equity in the share holding of ITGI followed by KRIBHCO with 20%
and Indian potash ltd ; with 3%.

The remaining 26% equity has been subscribed to by the TOK 10-
MARINE and fire insurance Co. ltd.
INFORMATION AND COMMUNICATION TECHNOLOGY:-

IFFCO has set up a hybrid wide area network connecting its head
office, marketing, central office, all production units, all zonal state
and area marketing offices using based lines, vsats and ISDN lines.
The hub of the network is at the resource center, gurgoan. The WAN
has been integrated with LAW at these offices and has becomes a
lifeline of the organization for messaging, date transfer on line
replication, voice communication, access to various remote
applications and troubleshooting. Robust security with fire wall
protection to check unauthorized access has been setup.

Enterprise wide applications have been contributing to employees

productivity and efficiency in the organization. Financial accounting
system & human resources management system are illustration of
successful organization wide application Leveraging WAN. QA parch
breaking initiative to launch `E-procurement’ using the state Of art
digital signature approach with vendors is under development.

IFFCO has launched , ICT initiatives for rural India to empower

farmers ,Cooperatives and others living in or working for rural India.
Through this IFFCO is Developing and providing pertinent ICT based
information and services to bring about An improvement in quality
of living in the villages of the country.

The strategy envisages provision of multilingual content with audio

and service to interest to rural India and effective dissemination
through a well developed through
A well developed touch screen based kiosk network promoted by
IFFCO as well as Cooperatives about 100 farmers information kiosks
are proposed to be set up March, 2004. The honorable president of
India flagged off the initiative at the kisan mela September 4, 2003.

NITROGENOUS FERTILIZER PROJECT IN OMAN :-

IFFCO and KRIBHOCO have entered into an agreement with OMAN

oil company (OOC) Oman for setting up an ammonia-urea fertilizer
project in Oman with an annual capacity Of producing 16.52 lack
tons of urea and 2.5 lack tones of surplus ammonia. OMIFCO Project
which commenced on august 15, 2002 is expected to be completed
within 35 months.

IFFCO AONLA UNIT

Towards increasing the fertilizer production under the overall
national planning for utilization of natural gas available in Mumbai
high, a major progamme for setting up six new gas based fertilizer
units was envisaged by government of India along the H.B.J gas
pipeline. IFFCO was entrusted for setting up one fertilizer unit at
aonla with annual capacity of 7.26 lakh MT of urea. The site at aonla
is about 28km south west of Bareilly on Bareilly – aonla road.

The aonla plant was built in a record time of 36months from zero
date of 08 Jan, 1985 against many odds & started its commercial
urea production on 16 July, 1998. The plant achieved a new
recorded by attaining nearly 98% capacity utilization in the very first
year of its commercial production. The aonla plant consist mainly of
ammonia plant , urea plant , steam and power generation plant ,
other offsite facilities like water supply and treatment system , inert
gas plant instrument air compressor bagging plant laboratory and
storage for spares consumables and produces etc. in addition to
these infrastructure facilities such as railway siding etc. are also
created.

Aonla Unit

Sh. A K Singh Senior General Manager

Sh. Anil Kumar Maheshwari General Manager (Technical)

(A). MAIN FEATURES:-

PLANT CAPACITY CONSUITANTS

AMMONIA 2*1350 MT/DAY HALDOR TOPSOSE
(DENMARK)
PDIL (INDIA)
UREA 4*1100 MT/DAY SNAMPROGETTI (ITALY)
PDIL (INDIA)
STEAM & (A). 2*18 MW POWER TEC (JAPAIN)
POWER GENERATION DCPL(INDIA)
(B). MAIN BOILER 150
MT/Hr
STEAM
GENERATION
(C). WASTE HEAT
BOILER
80MT/Hr STEAM
GENERATION
(B). MAJOR INPUTS:-

PARTICULAR AONLA-1
AONLA-2

CAPACITY (PER ANNUM)

Ammonia 4, 45,500 MT
4, 45,500 MT

Urea 7, 26,000 MT
7, 26,000 MT

Project zero date 08 Jan 1985

30 Sep 1993

Mechanical completion 08 may 1988

30 Nov 1996

Urea production started 18 may 1988

26 Nov 1996
Commercial production started 16 July 1988
25 dec 1996

Feed stock natural gas

natural gas

(With naphtha)

Guaranteed specification 8.03 gcal

7.34 gcal (NG)

Energy per MT ammonia 7.43 gcal

with NG+naphtha

Ammonia production started 15 May 1988

13 dec 1996

Natural gas - 1.7 million cubic

meters per day

Water - 31200 cubic

meters per day

Plant & township area - 1273 acres

Project actual cost - Rs. 666 crores

EQUITY :-

Government of India - Rs. 2530 million

IFFCO contribution - Rs. 520 million

 Coop. societies - Rs. 430 million

Total - Rs. 3480

million

LOAN :-

Government of India / World Bank / financing

institution

(UTI , IDBI , RBI , GIC ) Rs. 3480 million

SHIFT :-

In IFFCO there are 4 shifts in which workers are working the

timing of the shift are as follows;

Shift A : 6:00 to 14:00

Shift B : 14:00 to 22:00

Shift C : 22:00 to 6:00

Shift G (general) : 8:15 to 17:30

In IFFCO there is provision for intervals for rest of about 30 minutes.

They can also taken

Occasional break if required.

 NOTABLE ACHIEVEMENTS OF IFFCO
AONLA:-

 Aonla projects mechanical completion achieved within 36

months from zero date.

 Commissioning of ammonia plant within 36 days from the

process feed cut in into primary farmer.

 Commencement of commercial production in just 42 months

forms zero date.

 Implementation of aonla project has been taken as a model for

future projects by government of India.
 IFFCO has bagged two prestigious national awards one for best

project implementation (2nd prize) by ministry of programme

implementation government of India and other for technical
film ``New Horizons – Aonla project by FAI.

 ASCI Hyderabad has adopted implementation of aonla project

as a model case study for their general management level
courses.

 The consumption of energy per ton of urea produced at aonla

has been record lowest in Indian fertilizer industries.

 The project was implemented with a saving of Rs. 30 crores

from the original estimate of Rs.696 crores.

 Door darshan Lucknow & Delhi in its national network

presented the story of the aonla project highlighting project
completion and its other social activities.

 Development of 50 meter inside green belt around the factory

to keep environment clean.

 Certification as ISO 9002 unit for quality of production.

 Accreditation as ISO 14001 unit for efficient environmental

management.
 Quality Policy of IFFCO Aonla
IFFCO Aonla Unit is committed to achieve satisfaction of its
cooperative societies, farming community and customers by
manufacturing and supplying specified quality product, by
pursuing:

• Improvement of Technology for enhancing/maintaining

productivity and growth.
• Creating safe & healthy working conditions and eco-
friendly environment.
• Continual improvement of effectiveness of its quality
management system.
• Co-operation and team spirit.
• Development of human resources.

Quality Objectives
Following are the quality objectives and achieved at IFFCO
Aonla Unit

Objectives Target Target Action Plan

Unit of Values Achiev was
M ed
e
a
s
u
r
e
1. Specific G Cal/Ton 5.55 5.544 1. Reducing
Energy Urea the CO2
Consumption suction
 temperature.
2. Controlling
NH3 in C-3.
3. Reducing
specific steam
consumption.
4. Optimization
of parameters
2. Urea Kg/Day 36 36 Preventive
spillage Maint. Of
Belts/skirt &
Idlers
3. Cotton Kg/year 625 600 Creating
Waste awareness and
Consumption reduction in oil
leakage by
preventive
Maint.

HUMAN RESOURCE DEVELOPMENT

The organization development is due to the employer development

IFFCO provide full function training and development section which
provide there earning avenues to the employees. Most of the
employees are recruited as trainees and are required to undergo
extensive off the job and on the job training in various disciplines.
IFFCO also provide the other managerial and development training it
is also arranged in house as well as at the other prestigious
institutions. The developmental activities do not end with the
employees but extended to the families also.
 INTRODUCTION

RECRUITMENT & SELECTION

PROCESSESS

This section examines current practices and decision-making in

recruitment and selection. They are critical elements of effective
human resource management. We can not discuss how recruitment
and selection take place without asking why certain techniques are
used in preference to others. Within the HRM paradigm, they are not
simply mechanisms for filling vacancies. Recruitment and
redundancy can be viewed as key 'push' and 'pull' levers for
organizational change.

Recruitment and selection allow management to determine and

gradually modify the behavioral characteristics and competencies of
the workforce. The fashion for team working, for example, has
focused on people with a preference for working with others as
opposed to the individualist 'stars' preferred by recruiters in the
1980's. Attention has switched from rigid lists of skills and abilities
to broader-based competencies. In general - as we noted in the
previous section - there is greater regard for personal flexibility and
adaptability - a reorientation from present to future stability.

RECRUITMENT

Recruitment refers to the process of finding possible candidates for

a job or function, undertaken by recruiters. It may be undertaken by
an employment agency or a member of staff at the business or
organization looking for recruits. Advertising is commonly part of the
recruiting process, and can occur through several means: through
newspapers, using newspaper dedicated to job advertisement,
through professional publication, using advertisements placed in
windows, through a job center, through campus interviews, etc.
Recruitment is understood as the process of searching for and
obtaining applicants for jobs, from among whom the right people
can be selected.

Recruitment is the process of locating & attracting qualified

candidates for job vacancies within an organization. It is the two way
process; it satisfies the organization strategic requirement. It helps
candidates to assess the job, the organization and whether they
meet the position requirement.

DEFINITION OF 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.

TYPES OF RECRUITMENT

Formal

Informal
 INFORMAL RECRUITMENT

Word-of-mouth, applicants are likely to stay longer and may be more

suitable than recruits obtained by advertising. But word-of-mouth is
discriminatory, since it restricts applications to established
communities and excludes recently arrived minority groups who
have not had time to become part of informal networks. At senior
levels the informal method known as 'headhunting' or executive
search has become common. Specialist consultancies aim to find
'outstanding' people to fill higher-paying jobs. Whether they really
are 'outstanding' is questionable.

FORMAL RECRUITING

Equal opportunity demands equal access. This can only be achieved through public and
open recruitment. The likelihood of attracting 'suitable' applicants depends on the detail
and specificity of the recruitment advertisement or literature. Key factors such as salary,
job title, career and travel opportunities obviously influence response rates. But
remember that employers do not want to be swamped with large numbers of
applications from unsuitable people.

SCOPE AND IMPORTANCE

Recruiting people who are wrong for the organization can lead to
increased labor turnover, increased costs for the organization, and
lowering of morale in the existing workforce. Such people are likely
to be discontented, unlikely to give of their best, and end up leaving
voluntarily or involuntarily when their unsuitability becomes evident.
They will not offer the flexibility and commitment that many
organizations seek. Managers and supervisors will have to spend
extra time on further recruitment exercises, when what is needed in
the first place is a systematic process to assess the role to be filled,
and the type of skills and abilities needed to fill it.

Most recruitment systems will be simple, with stages that can be

followed as a routine whenever there is a vacancy to be filled, and
which can be monitored and adapted in the light of experience.

This describes the main features of such systems, and other related
issues. Systems should be:

Efficient - cost effective in methods and sources

Effective - producing enough suitable candidates without excess and

ensuring the identification of the best fitted for the job and the
organization

Fair - ensuring that right through the process, decisions are made on
merit alone.

LITERATURE REVIEW

RECRUITMENT PROCESS

A vacancy presents an opportunity to consider restructuring, or to

reassess the requirements of the job. This assessment is valid
whether it is to fill an existing job or a new one. Ask questions such
as:

Has the function changed?

Have work patterns, new technology or new products altered the

job?

Are there any changes anticipated which will require different, more
flexible skills from the jobholder?

Answers to these questions should help to clarify the actual

requirements of the job and how it fits into the rest of the
organization or department. Exit interviews, or consultation with the
current job-holder and colleagues may well produce good ideas
about useful changes.

Writing a good job description or job specification helps in the

process of analyzing the needs of the job.

ON Line Test Process: a) Applications are received through

on line for Engineers/MBA/MCA etc. for Office Grade
and for others(Workmen cadre) through Employment
Exchange.

b) It is then sorted out as per the Qualification/Percentage (which is more than

60% as of now) wise norms of the society.

c) The selected candidate are being informed thr. Individual E-mail I.D. for Officer
cadre employment and they are asked to appear for test on line any where thr.
Computer and those who pass in 1st instance they are required to appear 2nd on
line test through nominated Computer centres all over India for the same again
the candidates are informed thr. e-mail.

d) Again those who pass the test they are required to appear before a committee
for Personal Interview at Corporate Office, New Delhi.

PROCEDURE IS AS FOLLOWS:
1. Candidates will arrive at the cenre 30
minutes, prior tp the start of the
examination.

2. Make sure all the cell phones in the

examination hall are switched OFF.

3. Make sure no candidate is carrying

Calculators, Ipods, Cameras, Flash
drives, Watches with calculators or any
other digital / electronic device etc.

4. Ask the candidates to keep their luggage

in the luggage room.

5. Make each candidate sit on his or her

respective seat.

6. The duration exam shall be conveyed

may be 45 mins. Or 1 hr.

7. Candidate should come with their Photo

Admit Card(which was issued along with
call letter for test).

8. If any candidate forgets to bring the

Admit card issue duplicate Admit card on
the spot after verification of his/her
name from the list and ID Proof.

9. Take candidates signature on the

Attendance Roster and Admit card.

10. Provide Pencils & rough sheets to

the candidates, if required.
 11. If any candidate found doing
malpractice, stop the examination of that
candidate and send him back after taking
declaration from the candidate and his
signature.

12. After examination collect back

Admit card & all the rough sheets used
by the candidates.

RECRUITMENT PROCESS INCLUDE

JOB DESCRIPTION/JOB SPECIFICATION

This should detail the purpose, tasks and responsibilities of the job.
A good job description should include:

Main purpose of the job - try to describe this in one sentence

Main tasks of the job - use active verbs, like 'writing', 'repairing',
'machining', 'calculating', instead of vaguer terms like 'dealing with',
'in charge of'

Scope of the job - expanding on the main tasks and the importance
of the job. Job importance can be indicated by giving information
such as the number of people to be supervised, the degree of
precision required and the value of any materials and equipment
used.

A good job description is useful for all jobs. It can help with induction
and training. It provides the basis for drawing up a person
specification - a profile of the skills and aptitudes considered
essential and desirable in the jobholder. It enables prospective
applicants to assess themselves for the job and provides a
benchmark for judging achievements.

PERSON SPECIFICATION

Drawing up the person specification allows the organization to

profile the ideal person to fill the job. It is very important that the
skills, attitudes and knowledge included in the specification are
related precisely to the needs of the job; if they are inflated beyond
those necessary for effective job performance, the risk is that
someone will be employed on the basis of false hopes and
aspirations, and both the employer and employee will end up
disappointed in each other.

Another good reason not to set unnecessary requirements is to

avoid any possibility of discrimination against particular groups of
potential applicants. The very process of writing a job and person
specification should help the employer to develop and implement a
policy of equal opportunity in the recruitment and selection of
employees.

Factors to consider when drawing up the specification include:

Skills, knowledge, aptitudes directly related to the job

The type of experience necessary

The competencies necessary

Education and training is only so far considered as necessary for

satisfactory job performance, unless the person is being recruited on
the basis of future potential (e.g. graduate trainees), when a higher
level of education may be specified

Any criteria relating to personal qualities or circumstances which

must be essential and directly related to the job, and must be
applied equally to all groups irrespective of age, sex, race,
nationality, creed, disability, membership or non-membership of a
trade union. To do otherwise is potentially discriminatory.

The person specification helps the selection and subsequent

interview to operate in a systematic way, as bias-free as possible.
The use of competency-based approaches can help by focusing on
the 'match' between candidate and role, but they are best used
where they are an integral part of the continuing assessment and
development of staff.

PAY

After setting the job and the person specifications, consideration

should be given to pay rates. Factors such as scales, grades and
negotiated agreements, as well as market rates and skills shortages,
may affect the wage or salary, and organizations should be aware of
the requirements of equal pay and discrimination legislation. Unless
there is a formal system for increments or length of service, paying
the new employee a different rate from that paid to the preceding
post holder may contravene the relevant legislation. Employers
must also comply with the provisions of The Minimum Wages Act
1998. The Agricultural Wages Board sets the minimum rates for
workers in agriculture sectors.

ATTRACTING APPLICANTS

The search for suitable candidates now begins. The process of

marketing needs to be undertaken carefully so as to ensure the best
response at the least cost. The object is to get a good selection of
good quality candidates. Possible methods to consider are:

INTERNAL RECRUITMENT - this method can have the advantage

of building on existing staff's skills and training, and provides
opportunities for development and promotion. It is a good way to
retain valuable employees whose skills can be further enhanced.
Other advantages include the opportunity for staff to extend their
competencies and skills to the benefit of both the organization and
the individual, and the enhancement of individual motivation. Job
centers of the Department for Work and Pensions - will display
employers' vacancies and refer potential recruits. They also
administer some of the Government training programmes. The
Disability Service Team staff at Job centers can help address the
specific requirements of attracting disabled people

COMMERCIAL RECRUITMENT AGENCIES - often specialize in

particular types of work, e.g. secretarial, office work, industrial,
computing, and may already have potential applicants registered
with them

EXECUTIVE SEARCH ORGANIZATIONS - usually working in the

higher management/specialist fields, will seek out suitable
candidates working in other companies by direct approach, or via
specialist advertising
NATIONAL NEWSPAPERS - advertising in the national press is
expensive, but likely to produce a good response for particular,
specialist vacancies. Remember too there are national ethnic group
newspapers which will reach a wide audience

Specialist and professional journals - less expensive than the

national press, these journals can guarantee to reach the precise
group of potential applicants for specialist and professional
vacancies

INTERNET - is beginning to emerge as a recruitment medium. It is

mainly used for graduate-level and technical jobs because it tends
to target a self-selected group who are computer literate and have
access to the web at their place of study or work. Its use is likely to
grow

LOCAL NEWSPAPERS, RADIO - for less specialized jobs, or to

target groups in a particular local area, advertisements in the local
media may produce a good response

Local schools, colleges and the Careers Service - maintaining

contact with schools, colleges and careers advisers will ensure that
the organization’s needs for school/college levers with particular
skills and abilities are known. It can be particularly useful to offer
students the opportunity to spend some time at the company, on
work experience, or 'shadowing'

WORD OF MOUTH - Introduction via existing employees or through

an employers' network. Whilst this may be economical, it is likely to
lead to a much smaller pool of suitable applicants and does not
normally satisfy equal opportunities requirements because any
imbalance in the workforce may be perpetuated. The Commission
for

Racial Equality and the Equal Opportunities Commission both warn

against such practices where the workforce is predominantly one
sex or racial group.

THE NEXT STEP IS TO CONSIDER

The design and content of any advertisement used How applicants

are to respond - by application form, fax, telephone, in person at the
organization or agency, by letter, by email on the Internet, by tape
or Braille. Who is to be responsible for sifting the applications? What
is the selection process going to be? If interviews are to be held,
when will they be and will everyone who needs to be involved be
available?

Are selection tests to be used? Is there the expertise to administer

them and ensure they are non-discriminatory and appropriate?

Are references/medical to be requested?

Are arrangements in hand to give prompt acknowledgement of

applications received?

THE ADVERTISEMENT

Any advertisement needs to be designed and presented effectively

to ensure the right candidates are attracted. Look through national,
local or professional papers and see what advertisements catch the
eye. The newspaper office will often advise on suitable formats.
Advertisements must be tailored to the level of the target audience,
and should always be clear and easily understood. They must be
non-discriminatory, and should avoid any gender or culturally
specific language. To support this, the organization should include
in the divert its statement of commitment to equal opportunities,
which will underline the organization as one that will welcome
applications from all sections of the community.

Consider the following factors in the advertisement: If the

organization is well known, does it have a logo that could feature
prominently in the advertisement? Make the advertisement
consistent with the company image Should the job title be the most
prominent feature? Keep the text short and simple while giving the
main aspects of the job, pay, career prospects, location, contract
length Can specific details - such as pay, qualifications and
experience required - be given in a way, which will reduce the
number of unsuitable applications?

Is it possible to avoid generalizations such as 'attractive salary', or

'appropriate qualifications’, which may discourage valid
applications?

Can you provide job details on tape or in Braille and accept

applications in a similar format? Is the form of reply and the closing
date for applications clear? Is there a contact name and phone
number for further information and enquiry’s?

All advertisements should carry the same information, whether for

internal or external use.

APPLICATION FORMS

Application forms can help the recruitment process by providing

necessary and relevant information about the applicant and their
skills. The design of the form needs to be realistic and
straightforward, appropriate to the level of the job. Using application
forms has the following advantages:

Comparing like with like is easier. CVs can be time-consuming and

may not provide the information required. They provide the basis for
an initial sift, and then for the interview. The standard of completion
can be a guide to the candidate's suitability, if writing and
presentation skills are essential to the job; however, is aware of the
possibility of disability discrimination. They provide a record of
qualifications, abilities and experience as stated by the applicant.
Care also needs to be taken over some less positive aspects of
application forms: There is a temptation to use application forms to
try to extract too much information, e.g. motives, values and
personality characteristics. The form should concentrate on the
experience, knowledge and competencies needed for the job. Some
people may dislike filling in forms and so be put off applying for the
job. Some very experienced people may find the form inadequate,
whilst those with little in the way of qualifications or experience may
be intimidated by large empty spaces on the form Application forms
add another stage, and therefore more time, to

the recruitment process. Some candidates may be lost if they can

obtain work elsewhere more quickly.

MEANING OF SELECTION
Selection is the process of choosing the best out of the available
candidates. It adopts the process through which more candidates
are rejected and fewer candidates selected therefore it is also called
negative process.

In other words, it is the process of picking individuals with requisites

qualifications and competence to fill jobs in the organization.

DEFINITION OF SELECTION

It is the process of differentiating between applicants in order to

identify those with a greater likelihood of success in a job.

The techniques used are highly specialized. And the outcome of

selection process is in the form of finalizing candidates who will be
offered job.

Interviewing can be carried out by individual (ex superior or

departmental managers), by panels of interviews or in the form of
sequential interviews by different experts and can vary from a five
minute chat to a process of several days, ultimately personal skills in
judgment are probably the most important, but techniques to aid
judgment include selection testing for: Aptitudes (particularly for
school levers) Attainments General intelligence.

(All of these need skilled testing and assessment) In more senior

posts other techniques are; leaderless groups Command exercises
Group problem solving
SELECTING THE BEST CANDIDATE

Whatever form the applications take, there may be a need to sift

them before moving on to the interview stage. Such a sift serves to
match the applicants as closely as possible to the job and person
specification and to produce a shortlist of people to interview. To
avoid any possibility of bias, two or more people should undertake
such sifting, and it should involve the direct line manager/supervisor
as well as personnel. The sifting stage can also help the organization
by providing feedback on the advertising process and the suitability
of the application form. It can also identify people who might be
useful elsewhere in the organization. If references or medical are to
be taken up before the invitation to interview stage, it should be
made clear on the application form/information pack sent to the
applicant. See References and checking for further information.
Some jobs require medical fitness to be given at the
commencement of employment, and employers may seek
preliminary information on a separate medical questionnaire at the
time of recruitment. The candidates those who best match the
specifications may then be invited for interview. The call letter
should tell candidates that they should advise the organization in
advance, if any particular arrangements need to be made to
accommodate them on arrival or during the interview; for instance,
ramp access or lighting levels. The call letter should also clearly
state whether the organization would pay the candidate's
reasonable travel expenses for the interview.
WHO MAKES THE DECISION?

In some companies there will be a personnel or human resource

specialist who will undertake most of the sifting and short listing. It
is very important that the line manager/supervisor for the job also
be involved, both at the job and person specification stage and at
the interview stage. The final selection will thus normally is a joint
decision, except in those very small companies where only a line
manager/supervisor is available to do the recruitment of staff.
Gaining the commitment of the immediate manager/supervisor by
involving them in the selection process can be vital to ensuring that
the new employee is settled successfully into the organization. It
may be useful both for the candidates to see the environment in
which they would be working, and, if they are to be part of a team,
for the current team members to meet the candidate.

SELECTION TECHNIQUES

There is a variety of methods available to help in the selection

process - including interviews, tests (practical or psychometric),
assessment centers, role plays and team exercises, to name a few.
Usually a range of methods will be used by the organization
depending on the type of job to be filled the skills of the recruiter
and the budget for recruitment.

GETTING STARTED
The following information is intended to give applicants information
about the selection process. Suggestions for completing the
employment application, getting ready for the written test(s),
attending an appraisal interview and other general procedures are
included.

GENERAL INFORMATION

The first step is the completion of the employment application a

résumé employment/salary history may be substituted for selected
positions. The job announcement will clearly state if a résumé will be
an acceptable substitute. In either case, this is your initial
opportunity to provide information on your qualifications as they
relate to the position for which you are applying. Completed
applications are initially screened to determine whether an applicant
meets the minimum qualifications for the position as outlined in the
Job Announcement. Applications of those applicants determined
as meeting the minimum qualifications are then reviewed by a
Human Resources Analyst and a subject matter expert to determine
who is to be invited to continue in the examination process. A
limited number of candidates whose applications clearly show that
among those competing they are better qualified in terms of
relevant training and experience will be invited to continue in
the examination process as outlined in the Job Announcement
under "Application Process."

THE APPLICATION
The employment application is your first chance to present your
qualifications to the City. As such, it is extremely critical to your
continued participation in the examination process. Before you
begin, please review thoroughly what the Job Announcement
specifies as the requirements to qualify for the position. You must
meet these criteria to be considered for the position; please ensure
you do, or you will be wasting your effort in completing the
application. Most entries on the form are self-explanatory, but a few
pointers on filling it out may help:

Be accurate and honest. Falsification can lead to disqualification or

dismissal.

Be thorough when discussing experience. Convey experiences most

directly related to the particular position, including volunteer work.
Resumes may be attached, but will not substitute for application
entries (unless specified in the Job Announcement). The application
form provides a standard format necessary for consistent review of
applications. "See resume" may result in disqualification.
Applications must be received no later than the Final Filing Date
specified on the Job Announcement. Postmarks are normally not
accepted, so allow for mail delivery time. If you need more space to
discuss your qualifications, you can attach additional sheets,
provided they are similar in format to the original application form.

WRITTEN EXAMS

Written exams are usually obtained from one of several test

construction firms available to us. These tests are designed to
determine your level of technical and/or analytical abilities
associated with the particular position for which you have applied.
Questions are usually multiple choices, using scanned answer sheets
for computerized scoring. Some tips on filling out these sheets: a)

Make sure you are marking your answer in the row that corresponds
to the test booklet question, b) if you change an answer, completely
erase it so the scanner doesn't pick it up as a response, c) use only
the pencils provided and make dark marks, and d) do not bend or
fold your answer sheet.

You can approach such tests in many ways, and if you are
comfortable with your methods, then by all means continue to follow
them. If you haven't had much testing experience, here are some
ideas on how to tackle a test.

PERFORMANCE EXAMS

Performance exams test your ability to accomplish specific job-

related tasks by providing the opportunity to actually perform them.
These tests are scheduled through the Human Resources
Department office, with notification to you in writing of the date,
time, location and duration of the test. You will be given instructions
on the tasks to be completed and then asked to complete them.
Individuals with considerable relevant experience will conduct the
evaluations. Safety, quality of work, adaptability, performance under
stress, etc. are evaluated.

SPECIALIZED TESTING
Some positions will require specialized testing, such as agility,
shorthand, writing, etc. These tests are scheduled just as other tests
are and you would be notified in writing of results.

PRACTICAL TESTS

If the job involves practical skills, it may be appropriate to test for

ability before or at the time of interview. This is generally acceptable
for manual and word processing skills, but less useful for clerical and
administrative posts. Telephone skills are increasingly in demand,
and candidates for telesales/call centre work will almost invariably
be asked to undertake a practical test. Any tests must, however, be
free of bias and related to the necessary requirements of the job.
Consideration in giving any tests must include the objectives of
such a test, the efficiency of the method selected, the numbers of
candidates (and vacancies), the costs and benefits of such a
method.

PSYCHOMETRIC AND PSYCHOLOGICAL TESTS,

INCLUDING BIODATA

There are numerous tests commercially available, which can assist

in measuring aspects of personality and intelligence such as
reasoning, problem solving, decision making, interpersonal skills and
confidence. Although many large organizations have used them for
a number of years, they are not widely used, and some tests are
considered controversial - for instance, those that assess
personality. Any organization considering the use of psychometric or
psychological tests should refer to the guides available, and make
sure they have the need, skills and resources necessary.

Tests should never be used in isolation, or as the sole selection

technique. Where a decision is made solely on the automatic
processing of personal data, an applicant may require that the
organization reconsider any rejection or make a new decision on
another basis. Biodata (short for biographical data), is a
questionnaire format with multiple choice answers. The questions
are of a biographical nature and answers are scored according to
the scoring key developed by the employer. In general only really
large employers, who have a large throughput of applicants,
successfully use Biodata. Use of Biodata, like other tests, needs
careful control to avoid any possibility of discrimination or invasion
of privacy.

Think carefully before using any test - is it actually necessary for the
requirements of the job? Is the test relevant to the person/job
specification? What is the company policy about using tests, storing
results and giving feedback to the candidate? Marking criteria must
be objective, and the record sheets should be retained in
accordance with the Data Protection legislation.

OTHER SELECTION METHODS

WORK SAMPLES

Interviews suffer from a basic problem when asked what they would
do in a particular situation candidates give the answer, which they
feel the interviewer wants to hear.
The work sample technique attempts to overcome this problem by
asking candidates to take on mini-jobs in a selection situation.
Properly designed work samples capture key elements of a real job.
Work samples have shown some of the highest validity scores
compared to other selection methods. Even the smallest companies
could employ the simpler forms, such as the following:

A typing test for keyboard skills

Role-playing
group decisions

Presentations
reports

The most sophisticated of work-sample procedures include 'in-

basket tests', sometimes called 'in-tray exercises'. Candidates are
given a typical in-tray containing a selection of material such as
letters to be answered, reports to be analyzed, items to be
prioritized, etc. They are given instructions on what to do and a time
limit. Standard scoring methods are available.

ASSESSMENT CENTRES

Assessment centers are procedures and not necessarily places.

They function on the principle that no individual method of selection
is particularly good and no individual assessor is infallible. They use
multiple methods and several assessors in structured programmes
which attempt to minimize the inadequacies of each method and
cancel out the prejudices of individual

selectors. Inevitably, assessment centers are a very expensive

method of selection. They are focused on potential.
INTERVIEWS

Most jobs are filled through interviews. The interview has two main
purposes - to find out if the candidate is suitable for the job, and to
give the candidate information about the job and the organization.
Every candidate should be offered the same opportunities to give
the best presentation of them, to demonstrate their suitability and
to ask questions of the interviewer.

A structured interview designed to discover all relevant information

and assess the competencies of the applicant is an efficient method
of focusing on the match between job and candidate. It also means
that there is a consistent form to the interviews, particularly
important if there are a number of candidates to be seen.

Unstructured interviews are very poor for recruiting the right person.
The structured interview is most likely to be effective in obtaining
specific information against a set of clearly defined criteria.
However, not every manager is skilled at interviewing, and may not
be able to judge efficiently the applicant's skills and competencies.
Ideally all interviewers should receive training, including the equal
opportunities aspects of recruitment and the relevant legislation.

Interviews need not be formal. The length and style of the interview
will relate to the job and the organization. Some vacancies may call
for a formal interview panel, some for a less formal, one-to-one
interview. The interviewer(s) should consider the job and the
candidates when deciding on the nature of the interview.

All interviews, whether formal or informal, need careful preparation

if they are to be successful. Each candidate should leave with a
sense of being treated well and fairly and having had the
opportunity to give of their best.
PREPARING THE INTERVIEW

The interviewer should prepare by:

Reading the application form, job and person specifications to

identify areas which need further exploration or clarification

Planning the questions. In some interviews it is appropriate to ask

only one or two questions to encourage the candidate to talk at
length on certain subjects. In others it may be better to ask a series
of short questions on several different areas. If there is more than
one interviewer, different people can cover different topics, e.g. job
knowledge, training, and qualifications. Do not ask for personal
information or views

irrelevant to the job. Do not ask potentially discriminatory questions

such as 'Are you planning to have children in the next few years?'

Being ready for the candidates' questions, and trying to anticipate

what additional information they may seek.

CONDUCTING THE INTERVIEW

Conduct the interview in an environment that will allow candidates

to give of their best. Arrange in such a way that there is no
interruptions, divert telephone calls, welcome the candidate(s), and
show them cloakroom facilities, etc.
If possible, let the candidate have a brief tour of the place of work.
This is particularly useful in the case of people new to the job
market (school-levers, returning men and women), who may have
little or no experience of what to expect in a workplace. It may also
prove valuable in offering an additional opportunity to assess the
candidate's interaction with possible colleagues.

Consider whether any adjustments need to be made to

accommodate an interviewee who has indicated a disability on the
application form - it is easy to overlook simple adjustments that may
be reasonable to make:

Candidates with hearing impairment may not only need to be able to

clearly see the interviewer as they are talking, but may need
communication support if they are not to be placed at a
disadvantage.

Is there an alternative to steps for access to the building? Can the

interview take place elsewhere, where access might be easier for
someone with a physical disability?

It is common that both interviewer and candidate are nervous.

Thorough preparation will help both of you. Be careful not to fill
silences by talking too much - the aim of the interview is to draw
information from the candidate to decide if they would suit the job.
The candidate should do most of the talking.

Nevertheless, the interviewer will want to encourage candidates to

relax and give of their best in what is, after all, a somewhat
unnatural setting. It is important to keep the conversation flowing,
and the introductions and initial 'scene-setting' can help all parties
settle to the interview.

The following pointers may be helpful in conducting the interview:

Introduce yourself (and other interviewers if present); this also gives
the candidate time to settle down.

Give some background information about the organization and the

job - this helps everyone to focus on the objective.

Structure the questions to cover all the relevant areas, and don't ask
too many 'closed' questions. Open-ended questions (i.e. ones that
can't be answered just by a yes or no answer) will encourage the
candidate to speak freely - they often begin 'what', 'why', 'when' or
'how'.

Avoid leading questions.

Listen, and make brief notes as necessary on salient points.

Have a time frame and keep to it, allowing sufficient time for
candidates to ask any questions they might have.

Make sure the candidate is familiar with the terms and conditions of
the job, and they are acceptable. If not, and the candidate is the
best one for the job, then some negotiation may be necessary - be
careful to avoid inadvertent discrimination.

Tell the candidate what will happen next and when to expect to hear
from the organization.

TYPES OF INTERVIEW

THE PANEL INTERVIEW

When used, the results of this component of the exam process will
be used to determine if you should be included on the List of Eligible
Candidates forwarded to the hiring authority for consideration for a
departmental Selection Interview.

This portion of the examination is normally weighted 100% (or as

indicated on the Job Announcement). Typically, your previous test
results are used only to qualify you for participation in the Panel
Interview.

The Panel is comprised of qualified individuals, which may or may

not be employees of the City. Normally, the panel will consist of
three evaluators. These individuals will evaluate your responses to a
variety of job-related questions over the scheduled time period.
Candidates receiving an average score of 70% or higher are placed
on the List of Eligible Candidates. The List of Eligible Candidates is
categorized into three blocks determined by the candidates
averaged score: "A" block: Superior Candidate; "B" block: Well
Qualified; "C" block: Qualified. Please keep in mind that being on the
List of Eligible Candidates does not mean you will be selected for a
position; it indicates that you are technically qualified.

The following are some tips for the Panel Interview:

Questions are job and experience related. Prepare for your

responses along those lines.

Concentrate and keep your answers to the point as a limited amount

of time is scheduled for each interview.

Be aware of the information given on your application. The board

may ask questions about it.
Make sure you arrive for your interview about ten minutes early to
give yourself a chance to relax. Allow plenty of time for travel, etc.

Board members may take notes to help them remember you; don't
be distracted.

INFORMAL INTERVIEWS

Many employers invite applicants for informal interviews prior to the

main selection procedure. These interviews are useful for
information exchange, particularly in the case of professionals. They
provide an opportunity to discuss the full nature of the job, the
working environment, prospects for further development and
promotion.

There seems to be some ambiguity as to whether informal

interviews should be used as part of the pre-selection process by the
employer rather than self-selection by the candidate. The crux of the
issue depends on what interviewees have been told. If they have
been led to believe that it is a truly informal information session
they will not consider the process to be fair if they are subsequently
told that they have not been short listed as a result.

FORMAL INTERVIEWS

Despite the existence of alternative methods of selection most

employers regard the formal selection interview as the most
important source of evidence in making the final decision. A
selection interview can be neatly defined as a conversation with a
purpose, but not infrequently the purpose is obscure to the point of
invisibility. More often than not, pointless chat would be nearer the
mark. The interview has attracted severe criticism for a very long
time - being attacked on the grounds of its subjective nature,
questionable validity and unreliability.

THE SELECTION INTERVIEW

Once the List of Eligible Candidates is established it is sent to the

Department(s) that is hiring to fill a current vacancy. The
Department Head is responsible for setting up Selection Interviews.
He/she may interview anyone on the list, since all persons
referred to the department are qualified. The

Department Head will be looking for the candidate with the best
qualifications for their particular position.

The candidate selected to fill the vacancy will undergo a medical

examination, drug screen, background investigation, and a
probationary period (see job announcement) before attaining
permanent employment status. Additionally, in accordance with
Federal Law, the candidate is required to provide proof of identity
and proof they may legally work in the United States. All employees
are also required to sign an oath of affirmation of allegiance as
required by State Law.

REFERENCES AND CHECKING

State on the application form when any references will be sought,

and do not approach a current employer unless the candidate has
given express permission. If references are sought, they will be most
effective if you include a job description with the request, with
structured, relevant questions that will enable you to gain accurate
further information about the candidate's abilities. Do not ask for
personal information or for conjecture about the applicant.
Remember too that completing a reference takes time and proper
consideration; so only seek such references if you believe they are
necessary and appropriate. A simple form confirming dates of
employment, capacity and particular skills may be satisfactory.

The holding of particular qualifications, training or licenses may be

important to the job, and it is reasonable to ask candidates for proof.
If checks on such qualifications are to be made, it is good
employment practice to make sure the applicant knows, and that
copies of any relevant documents will be held on their personnel file.

The timing of reference and qualification checks is variable. It is

often the case that references are taken up at shortlist or offer
stage, and the candidate may be asked to bring documentary
evidence of qualifications to the

interview. Job offers are sometimes made 'subject to satisfactory

references being received', but this is not advisable. The referee
may simply fail to provide any kind of

reference. There is no legal requirement to do so. Or a referee may

wrongly indicate the applicant is unsuitable, in which case if the
offer is withdrawn on those grounds, the organization could face
legal action by the applicant. The organization needs a policy of
what to do in circumstances such as the non-supply of a reference -
an initial 'probationary' period might be an acceptable way of
proceeding.

APPROVAL BY APPROPRIATE AUTHORITY

When selection interview is passed, references are checked,

physical examination is done, and then on the basis of this the
appropriate authority gives the acceptance for the selection.
FINAL SELECTION

In this, the offer letter is given to the candidate selected and there
side demands acceptance in specific period.

THE OFFER

Once the successful candidate is identified, and any necessary

references and checks completed, send out an offer letter. This is
preferable to telephoning the candidate, as a letter enables the
specifics of the job to be re-stated, with the terms and conditions,
any pre-conditions (e.g. subject to exam success), or post-conditions
(e.g. subject to a satisfactory probation period).

Remember that the employment contract is a legal one, and exists

even before the candidate has commenced employment. The offer
letter should set out the following points:

The job title and the offer of that job

Any conditions (pre or post) that apply to the offer

The terms of the offer - salary, hours, benefits, pension

arrangements, holiday entitlement, place of employment, etc

The date of starting, and any probationary period

What action the candidate needs to take, e.g. returning a signed

acceptance of the offer, agreement to references, any date
constraints on acceptance If the letter is to form part of the contract
of employment, it should say so. Alternatively it could form the main
terms and conditions of employment - a written statement required
by law to be issued to employees within two months of them
starting work.
EVALUATION

The broad test of the effectiveness of the selection process is the

quality of the personnel hired. An organization must have competent
and committed personnel. The selection process, if properly done,
will ensure availability of such employees. People who work
independent of the HR department conduct periodic au

SCOPE OF THE STUDY

Study of recruitment and selection of IFFCO Ltd. This is confined

inside the company in AONLA only. The study of my topic provides
me that how to select the efficient candidates at the right time at
right place and at right job so that we can get a target that we have
decided in begging. The area of recruitment and selection is not so
big but the study of recruitment and selection always be come in
use whole life because the processes that has been adopted by the
are always go at one point that is choosing of right person at right
place at right time. The study was the process of recruitment
prevailing in the company and also the process of selection
prevailing in the company.
IMPORTANCE AND USEFULNESS OF STUDY

A properly planned and systematic recruitment process is necessary

to minimize disruption of work due to changes in employees and to
secure equitable distribution of employment opportunities.

The main purpose is to have an inventory of eligible persons from

amongst which proper selection of the most suitable person can be
made.

To find and employ the best qualified person for each job.

To retain the most promising of those hired.

To offer promising opportunities for life time working careers.

To provide facilities and opportunities for growth on the job.

It aims at integrating organizational needs and employee

needs.

It provides each employee with freedom and opportunity, to utilize

and develop knowledge and skills to maximize possible extent.
Proper recruitment and selection process ensures the right kind of
person, at the right place and at the right time.
It also helps to avoid hasty or ill-conceived decisions and help to
man the organization with the right of person. Need of recruitment is
to discover the source of manpower to meet the requirement of the
staffing schedule and to employ effective measures for attracting
the manpower in adequate no. to facilitate effective evolution of an
efficient working force.

ROLE OF HRD IN BUSINESS

The organization is an economic entity and people are there to

perform the economic function. The increasing globalization,
ushering in an era of information technology and the emphasis on
stakeholders value has thrown open new opportunities and
challenges for any business enterprise. In the fast changing business
environment, the success of an organization lies in the efforts and
competencies of its Human Resources.

Human Resource development is a continuous development of the

people in an organizational set-up. It helps and enables employees
to acquire capabilities and skills to perform various functions
associated with their role/ position and realize their full potential.

The organization is viewing Human Resource as a key factor for

successful implementation of its business plans in a fiercely
competitive and rapidly changing business environment.
Accordingly, the organization has developed a comprehensive HR
policy, which is geared to take care of the present needs and
foreseeable future requirements. The organization believes it
necessary to periodically review, revamp and rejuvenate the people
management systems and processes, which can motivate the
existing employees as also, attract and retain good people.

HR PHILOSOPHY

“We Believe In Continuous Development Of Our People To Achieve

Socio-Economic Goals Of The Organization In A Dynamic Business
Environment.”

HR Mission

“To Encourage Employees Towards Effective Participation And

Empower Them To Achieve Organizational Goals And Objectives.”
 CLASSIFICATION OF
WORKMEN

For the purpose of these standing orders, workmen shall be

classified into;

(a) Permanent (b)

Probationary

(c) Temporary (d) Casual

(e) Apprentice (f) Substitute
or badly

(g) Trainee

(A) Permanent workmen: - A workman who has been

engaged mon permanent post of IFFCO and who has satisfactorily
completed the probationary or extended probationary period
prescribed for him and who has been given letter by the
management to effect confirming him against permanent post.

(B) Probationer: - a workman who has been provisionally

employed against a permanent vacancy and has not completed
probation period or is continued to be engaged against an extended
probation period. The probationary period shall be 6 month which
can be extended at the discretion of employer once or more subject
to the condition that the total period of probation including initial
probationary period shell not exceed 12 month. All regular
appointment against permanent vacancy whether first appointment
or on promotion shell be on probation. The management shell be the
sole judge to decide whether a workman has satisfactorily
completed the probationary period or not. If the permanent
employee is employed as a probationer any post, he may at any
time during the probationary period be reverted to his old
permanent post if the performance is not satisfactory, which the
employee is duly informed in advance.

At the end of the period of probation or extended probation, the

service of a probationer may be terminated by the management, if
the performance of the employee is not satisfactory during the
period of probation. The service of workman would be regarded as
confirmed only after the letter of confirmation has been issued by
the management on satisfactory completion of initial or
subsequently extended probation period. The management shell
issue the letter of confirmation within 3 months from the date, the
employee has successfully completed probation period or extended
period of probation.

(C) Temporary Workman: - means a workman who has been

engaged for work which is temporary nature or who has been
temporarily or provisionally employed against permanent post or
who is employed in connection with any temporary increase in work
or in connection with extra work during the busy season or
employed on a temporary cadre. The mere fact that period has
prolonged beyond the period specified or that the temporary
employee may for some time be asked to do work which is of a
permanent nature, will not give right or give rise to any claim to
such workman to claim permanency or permanent appointment.

NOTE: - without prejudice to the general meaning of the term

temporary workman as given above, all workmen except permanent
workmen and probationer workmen engaged against permanent
vacancy shall be treated as temporary workmen.

(D) Casual Workman:- a workman who is employed for work

of a casual nature or employed on the casual cadre. Casual
workman shell not be entitled to service benefits or allowances as
may be available to the permanent workman of IFFCO.

(E) Apprentices:- an apprentice as per apprentices ACT,1961.

(F) Substitute” Or Badli”:- a workman who is engaged
temporarily to fill the place of another permanent or probationary
workman who is temporarily absent, or engaged pending
appointment of a person in a vacancy of a permanent nature. A
substitute or badly workman shell not be entitled to the service
benefits or allowances as may be available to the permanent
workman of IFFCO. BADLI WORKMAN shell not be treated as
workman/employee except on such days as he actually works.

(G) Trainee:- A learner or trainee who may or may not be given

any allowances /stipend during the period of engagement with IFFCO
shell be determined as per the special contract between him and
IFFCO.

RECRUITMENT, SELECTION & PROMOTION GUIDELINES

IN IFFCO:-

(1).Introduction:-
(A). the recruitment and promotion policy of the organization is to
recruit and promote the most suitable person. The suitability of a
candidate is to be judged by a committee of senior officers.

Based on his academic qualifications, experience in and outside

IFFCO, nature of experience, interview performance, quality of past
performance, his suitability for the post for which he is being
recruited/promoted and his potential for future development.

(B).the competent authorities for `recruitment’and`promotion’

Shall follow the basic policy for recruitment and promotion.

(2). Recruitment & promotion guidelines, will be applicable in case

of all recruitments and promotion to all posts in grade `E’ and below.

(3). Date Of Commencement:- these guidelines shall come

into force with effect from the date as may be notification in this
behalf.

(4). Classification Of Recruitment & Promotion

Agencies:-

(A). recruitment in grade `H1’and above will be done at the be done

by the respective units.

(B).promotion in grade `G1’ and above will be done at the corporate

level, whereas the same in grades below `G1’ will be done by the
respective units.

NOTE:- for the above purpose each production unit , each marketing
zone , marketing central office will be considered as separate units.

(5). Recruitment:- selection and /or appointment of a

candidate to a vacancy either from outside IFFCO through will be
made in accordance with the applicable law , rules , procedures ,
guidelines and specifications as may be laid down , by the
management from time to time.

(6). Promotion:- promotion of an employee to a post will be

made in accordance with the rules, `guidelines’ and specifications
as laid down , here in below and may decided by the management
from time to time from amongst the employees in the next lower
position / grade in the relevant cadre.

(7). Competent Authority:- the competent authority ,

wherever not mentioned, in these guidelines will be Managing
Director.

(8). Classification Of Posts:- the post in grade `B’ and below

are classified under the following grades and in scales of pay as
shown against each.

GRADE PAY SCALES POST

B 75000-117750 Executive Directors

B1 65000-102050 Sr GMs

C 60000-94200 GMs

C1 55000-79750 JGMs

D 51500-74750 DGMs

E 43200-69200 Chief Managers

F 38000-66500 Sr.Managers

F1 35000-61250 Managers

G 32000-56000 Dy Managers
 G1 29000-50750 Asst
Managers

G2 23000-40250
SR.Engineers/Officers

H1 20000-35000
Engineers/Officers

H2 18500-32500 Ch.-
operators/Technicians/Chemist/MEO-Gr1

I 17000-29750(Chief- do – Gr2

J 16000-
28000(Sr,Tech/Optr/Chem-Gr1)

J1 15000-26250(-do- Gr2)

K 14500-25500(Tech/Optr/Chem –
Gr1)

L 13800-22200(-do- Gr2)

L1 12800-20600(Asst
Tech/Optr/Che-Gr1)

M 12000-19200(-do- Gr2)

N 11000-17600(Jr Tech/Optr/MEO-
Gr-1)

O 9500-15300(do- Gr2)

P 7500-12100(Jr.Tech/Optr/che-
Gr3/O.Attendt)

Q 5700-9300(-do- Gr3)
 R 4100-6700(-do- Gr4)

NOTE:--(a). besides the above , casual / adhoc / specific

requirements’ may be met by taking daily wage earners (casuals) /
adhoc appointees / contract appointees / deputationists.

(b).appointment to unskilled / semiskilled positions may be initially

be made on daily rates of notified minimum wage for a period of one
year.

(9). Induction Of Apprentices: - Apprentices may be

inducted as per the provisions of Apprentices Act for apprenticeship
training. Except for graduate engineers action for induction of all
other apprentices shall be made by the respective units.

Graduate engineers in the different disciplines , may be inducted as

graduate engineer trainee (GET) for one year. Action for their
induction will be done at corporate level, Delhi.

(10). Induction Of Iffco Trainees:- depending upon the

manpower requirement IFFCO trainees may be inducted in the
following disciplines with prior written approval of the competent
authority.

(A). TECHNICAL DISCIPLINES:-

1. GRADUATE ENGINEERS— subject to manpower recruitment

promising candidates who have been engaged as graduate engineer
trainees may be absorbed as assistant engineers , in grade G2 , on
probation for six months.
2. DIPLOMA HOLDERS IN ENGINEERING/B.S.c (PCM)-- subject to
manpower requirement diploma holder in engineering / B.S.c(PCM)
may be engaged as IFFCO trainees for a period of one year. Other
things being equal, apprentices who had undergone training in
IFFCO would be given preference over other in the matter of
recruitment as IFFCO trainees. Such candidates would also not be
required to get their names sponsored by any employment
exchange. They would also be relaxation in age by 3 year. The
entire unit would maintain a list of persons trained as apprentices,
year wise. The persons trained earlier, would be treated as senior to
the person trained later.

On successful completion of training as IFFCO trainee, they may be

absorbed in IFFCO’s services as junior technicians / junior operator,
in grade `L’ on probation for six month, subject to availability of
vacancies.

3. MATRIC +ITI CERTIFICATE HOLDERS IN DIFFIRENTE TRADES—

Subject to manpower requirement metric +ITI in different trade may

be engaged as IFFCO trainees for period of 1-2 years , provided that
training period inclusive of act apprenticeship training will not be
less than 3 years. Other things begin equal, apprentices who had
under gone training in IFFCO, would be given preference over other
in the matter of recruitment as `IFFCO’ trainees. Such candidates
would also not be required to get their names sponsored by
employment exchange. They would also be given relaxation in age
by 3 year. All the unit is maintain a list of persons trained earlier,
would be treated as senior to the persons trained later.
On successful completion of training as IFFCO trainee, they may be
absorbed in IFFCO’s services as junior technicians / junior operator-
Gr-III, in grade `L1’ on probation for six month , subject to
availability of vacancies.

(B).MARKETING DISCIPLINES:-

1. PhD. IN AGRICULTURE-- PhD. In agriculture may be inducted for

one year training. On successful completion of training as IFFCO
trainee, they may be absorbed in IFFCO’s services as assistant
marketing officers, in grade `G2’ on probation for six month, subject
to availability of vacancies.

2. M.Sc (AGRICULTURE)/ MBA (MKTG)—M.Sc (agriculture) /MBA

(mktg) may be inducted as marketing trainees for one year training.
On successful completion of training as IFFCO trainee, they may be
absorbed in IFFCO’s services as field representatives, in grade `J1’
on probation for six month, subject to availability of vacancies.

3. B.Sc. (AGRICULTURE) -- B.S.c (agriculture) may be inducted as

marketing trainees for one year training. On successful completion
of training as IFFCO trainee, they may be absorbed in IFFCO’s
services as field representatives, in grade `k’ on probation for six
month, subject to availability of vacancies.

(C). FINANCE DISCIPLINE:-

1. CHARTERED/COST ACCOUNTANT-- Chartered/cost accounting may

be inducted as financial management trainees (FMT) for one year
training. On successful completion of training as IFFCO trainee,
they may be absorbed in IFFCO’s services as field representatives, in
grade `G2’ on probation for six month, subject to availability of
vacancies.
2. GRADUATE/POST GRADUATES IN COMMERCE-- B.Com and M.com
will be inducted as trainees for a period of 1 year.

On successful completion of training as IFFCO trainee, they may be

absorbed in IFFCO’s services as Jr. Account’s assistant, in grade `L1’
and `L’ on probation for six month, subject to availability of
vacancies.

(D). PERSONNEL & ADMN:-

1. MSW/MBA/TWO YEAR FULL TIME POST GRADUTION DEPLOMA IN

PERSONNEL MANAGEMENT-- may be inducted as trainee
(personnel) for one year training. may be inducted as financial
management trainees(FMT) for one year training. On successful
completion of training as IFFCO trainee, they may be absorbed in
IFFCO’s services as field representatives, in grade `G2’ on probation
for six month, subject to availability of vacancies.

STRATEGIC GROUP

2. post graduate diploma in business management from

VAMNICOM , XLRI , TISS , post graduate from Delhi school of
economics , Indian institute of foreign trade , Indian institute of mass
communication , IRMA or other institute of comparable repute may
be inducted as management trainee for one year training , by
campus selection. On successful completion of training as IFFCO
trainee , they may be absorbed in IFFCO’s services as field
representatives , in grade `H1’ on probation for six month , subject
to availability of vacancies in different disciplines e.g. marketing ,
finance ,HR , P&A , transportation etc.
3. During training period, they will be paid stipend and such other
benefits as may be decided from time to time.

(11). Recruiting Office:-

Recruitment action for induction of apprentices/trainees shall be

initiated by head office personnel department, in respect of
categories mentioned at above shall be initiated by personnel
department of the concerned unit / division.

(12). Direct Recruitment At Management Level:-

Management graduation from premier institutes may be recruited

directly in grade G2 , in different disciplines as under.

(A)MARKETING:

Graduation (agriculture) + post graduation diploma in

management from IIMs will be inducted, based on campus
selection, in grade G2, as assistant marketing officers.

MANAGEMENT SERVICES GROUP:

Engineering graduation + + post graduation diploma in

management from IIMs will be inducted, based on campus
selection, in grade G2, as assistant officers. (MS).

PERSONNEL & ADMINISTRATION:

Graduation + post graduation diploma in management from

IIMs with specialization in personnel management will be
inducted, based on campus selection, in grade G2, as assistant
personnel officers.
 FINANCE & ACCOUNTS:

Graduation + post graduation diploma in management from

IIMs with specialization in finance will be inducted, based on
campus selection, in grade G2 , as assistant finance officers.

(13). Procedure For Filling The Posts By Recruitment:-

A. Vacant position in organization chart shall not automatically be

treated as operative to be filled by recruitment. The positions shown
in the chart are estimated requirements and are to be operated only
when it becomes necessary to operate them.

B. Prior approval of the managing director shall be obtained before

initiating recruitment action.

C. The frequency of recruitment will depend upon manpower

requirement.

D. The selection committee shall be constituted by the competent

authority.

(14). When in the opinion of the management, required number of

suitable persons are not available within the organization to fill up
any post, the post can be filled up by recruitment. Recruitment to
various posts will normally be made from the following sources:

1. Employment Exchange as per the provision of Employment

Exchange (compulsory notification of vacancies) Act.

2. Recruitment by advertisement, either in newspapers or on

IFFCO’s website.
3. Campus selection form premier institutions.

4. Apprentices/trainees who had/have satisfactorily completed

their training.

5. On contract for a specified period.

6. By deputation from other organizations.

7. Landloosers, whose land had been acquired for setting up

plants.

8. Data bank maintained by IFFCO based on job applications

received directly.

The posts may be filled up by recruitment by different

methods as under:-

A.

Posts up to grade `I’ shall necessarily be notified to the

local/central employment exchange in accordance with the
employment exchange (compulsory notification of vacancies)
act, 1959 and the rules framed there under , from time to time.
B.

Posts in grade H2/H1 shall be advertised in local newspapers,

out of which one should be in vernacular language.

C.

Posts in grade G2 and above may be advertised on all India

basis, either in the newspapers or on IFFCO’s website.

D.

Action to fill up all posts by deputation, in any grade, shall be

initiated by head office personnel department.

E.

While notifying the vacancies to the employment exchange or

to the press, specific provision shall be made for reservation of
posts for SCs/STs/OBC candidates in accordance with the
orders/instructions issued from time to time.

F.

Vacancies reserved for SC/ST/OBC may be notified to various

SC/ST association/agencies.

G. Application received may be classified in general,

scheduled castes, scheduled tribes, OBCs , departmental
etc.

H.

The divisional / departmental head will have the list screened

in accordance with qualification and experience laid down for
the post and prepares a short list of candidates, for test /
interview. The competent authority may at its discretion relax
the specification after recording the reasons for doing so.
Qualifications and experience standards are set out in attached
career growth chart , for different disciplines. Cases with
regard to career growth of employees re-deployed to cadres
where their qualifications of the new cadre , will be dealt on
case to case basis , so that no undue benefit is granted or on
injustice is done.

I.

The procedure for selection will be as may be decided by the

competent authority who will decide whether a test is
necessary or an interview, or both, for selecting candidates. At
present recruitment is being done through on-line test on
objective type questions- 90% subjective and 10% general
knowledge questions. And those who qualify minimum fixed
percentage they are being Interviewed by a Committee
consists of Experts and HR personnel. In interview the
candidate’s mostly been asked about subjective knowledge
and a few GKs and then the Best out of the lot is considered for
Appointment according to work knowledge and personality
subject to medical fitness only.

It will be the responsibility of the concerned personnel

department to keep all record for reference. Proceedings of the
recruitment committee will be drawn by the personnel
department and got signed from all the members of the
recruitment committee. Applications of candidates not
selected will be retained for one year from the date of
interview and destroyed thereafter. Minutes of selection
committee shall be retained for future reference.
 J. The selection committee shall prepare a panel of names, in
order of merit, for the approval of the competent authority.
The panel of selected candidates shall be valid for a period
of 6 months from the date of approval by component
authority. The validity may be extended for a further period
of 6 months with the prior written approval of the
competent authority.

K.

The offer of appointment to the candidate in the approved

panel shall be made , strictly in order of merit , from the panel
of selected candidate irrespective of the fact whether the
candidate is departmental or outsider. Verification of
certificates with respect to qualifications, experience, date of
birth, etc. shall be done by the personnel department
respective unit before sending the letter of appointment.

L.

As far as possible, all candidates will be offered the post at the

minimum of the grade. However, the selection committee may
recommend not exceeding 5 increments in a deserving case, if
it is required to protect the existing emoluments of the person.
While granting such increments, the committee shall take into
account the total compensation package presently available to
the candidate and what is being offered by IFFCO. Full
justification shall be recorded in writing by the recruitment
committee in recommending additional increments.

(15). The selection committee will normally consist of internal

managers/officers. External specialist/experts may be co-opted , if
so required , subject to approval , in writing , of the competent
authority. The component authority to constitute recruitment
committee and to approve their recommendations shall be as under;

1). For the posts in grade `H1’ and above : Managing director

2). For all posts below grade `H1, : unit heads for units

ED(P&A) for Head

office

Mktg. Director for Mktg.

Divn

(16). Due consideration will be given to the candidates whose

agricultural land is acquired by IFFCO. They will also be given age
relaxation of3 years and relaxation in qualifying marks by 5% where
written examination has been prescribed to determine the suitability
of the candidates.

(17). Dependents of deceased employees will be entitled to age

relaxation of 3 years and relaxation in qualifying marks by 5% where
written examination has been prescribed to determine the suitability
of the employees. Relaxation of 5% marks in education qualification
will be given to the dependents of deceased employees.

(18). Other things being equal, rural people will be given

preference in the recruitment of field staff in marketing division.

(19). The specifications about educational qualifications,

experience, etc. for recruitment shall be as contained in appendix. In
the absence of written specifications, the same shall be laid down
with in approval of the competent authority, as and when required.
For certain highly specialized skill expertise recruitment, formal
academic qualification may be waived. Some such examples are
high pressure IBR welders, riggers; fabricators etc. keeping in view
exigencies of organizational requirements the competent authority
may also permit induction of persons in grades other than normal
induction grades.

(20). Departmental candidates (IFFCO EMPLOYEES) may also make

applications against the open advertisement; provided they meet
advertised specifications with regard to qualifications , experience
(expert age limit) etc.

(21). Travelling allowance will be paid to the candidate for the to

and from journey from their mailing address to place of interview as
per the entitlement given below , for attending the interview.

A. Grade C above - 1st AC by rail or economy air fare.

B. Grade G1 to D - 2nd AC by rail.

C. Grade G2 to H1 - 3rd AC by rail.

D. Grade H2 & below - ordinary sleeper class by rail.

No travel expenses will be paid for attending the written test

conducted for recruitment except for SC/ST candidates by ordinary
sleeper class rail.

(22). Probation:-

All regular appointments against permanent vacancies whether on

first appointment or on promotion, shall be on probation for a period
of six months in the first instance. The period of probation can be
further extended period of 3 months at a time , subject to the
condition that total period of such extension shall not exceed one
year. The service of an employee will be regarded as confirmed only
after a letter of confirmation has been issued by the management
on satisfactory completion of the initial or subsequently extended
probationary period and on satisfactory verification of character and
antecedents from the concerned authorities. The management shall
be the sole judge as to whether or not an employee has
satisfactorily completed the period of probationary period. At any
time during or at the end of the period of probation or extended
period of probation of fresh appointee , the services of a probationer
employee can be terminated without assigning any reason
whatsoever and without any notice. If any existing employee is
appointed / promoted as a probationer in a new / higher post , he
can at any time , during the period or extended probationary
period , be reverted to his old permanent post without assigning any
reason , whatsoever and without any notice or compensation.

PROCEDURE FOR FILLING UP THE POSTS BY

PROMOTION:-

(23).Promotions shall be limited to the career growth spelt out by

management and subject to availability of vacancies , in next higher
grade , and subject to the suitability of the employee in accordance
with guidelines procedure etc. as laid down.

(24). The seniority list of the employees discipline / cadre wise in

grade H2/H1 and above will be maintained by the corporate
personnel department and in grade I and below , by local
units/divisions.
(25). The seniority of employee for the purpose of drawing
eligibility list , for the purpose of consideration for promotion , shall
be determined as under:

A. The first reference date will be entry date into the present grade.

B. if the date of entry into the present grade of two employee is

same , then the date of entry into the previous grade will be
considered.

C. Likewise, if the date of entry into all grades is the same in respect
of two employees, the date of joining in IFFCO shall be considered.
That means , the employee who joined first shall be treated as
senior.

D. If the date of joining is also the same , then the age shall be
taken into consideration. The employee whose is older (in age) shall
be treated as senior.

E. The seniority of an employee shall be reckoned from the date of

his becoming eligible

If an employee acquires additional qualification that affects his

eligibility period he shall be given benefit only if it is relevant to the
cadre in which the employee is working.

Only qualifications recognized by AICTE , UGC and state technical

boards will be accepted.

(26). On each cut-off date , the list of employees falling within the
zone of eligibility shall be prepared with reference to the
specifications laid down. Out of the zone of eligibility ; a further list
i.e. zone of consideration shall be prepared in the following ratio;

A. For 1 vacancy - 5 candidates

B. For 2 vacancy - 7 candidates

C. For 3 vacancy - 10 candidates

D. For more than 3 vacancies - thrice the number of

vacancies.

(27). Notwithstanding the above criterion , the zone of

consideration may be extended by the competent authority in
respect of SCs/STs.

(28). Competence to discharge the responsibilities of each joy is

the prime consideration for promotion to a post. The judgment of
the competence of an individual to discharge his duties will be
based on academic qualifications, experience in and outside IFFCO,
nature of experience, interview performance quality of past
performance, his suitability for the senior position and his
potentiality for future development.

matching to the eligibility period in accordance with the guidelines.

For example , if a person is eligible for consideration after 5 years ,
his ACRs for the preceding 5 years will be reviewed.

(30). The departmental promotion committee shall recommend the

panel of names of promotion. Only such number of person shall be
placed on the panel as the number of vacancies is required to be
filled.

(31). Promotion shall always be on grade to grade to grade basis

i.e. The next higher grade only and not to two higher grades.

(32). Departmental promotion committee meetings shall be held

once in a year, before May. Only such persons will be considered by
the departmental promotion committee who become eligible as per
the specifications as on 30th April of the relevant year, subject , of
course , to availability of vacancies.

(33). The departmental promotion committee will normally consist

of internal manager/officers. External specialists may be co-opted, if
so required , subject to approval , in writing , of the competent
authority. The competent authority to constitute departmental
promotion committee and to approve their recommendations shall
be as under;

1). For the posts in grade `G1’ and above : Managing director

2). For all posts below grade `H1’&below : head of the concerned
units/Divn, not

Below `C’ grade ED (P&A) for Head

office

Mktg. Director for Mktg. Divn

EFFECTIVE DATE OF PROMOTION:-

(34). The promotion order will ordinarily take effect from 1st may
ever year irrespective of the date when the departmental promotion
committee proposals are approved by the competent authority.

(35). An employee will not be eligible to be considered for

promotion to next higher grade unless he has completed the
required period of service in his existing grade. This stipulation is in
addition to all other requirements.

(36). In case an employee is working against the post which has

alternate grades or the post is being operated at a lower grade then
it is provided in the organization chart , the employee has still to
complete the prescribed period of time in the lower grade before
he/she can be considered for the high grade. Consideration for next
higher grade will not be automatic but depend on multiple facets
such as educational/professional background, annual confidential
reports, interview performance, and overall competitiveness to
shoulder higher responsibilities. Further the employee should be
cleared from vigilance, disciplinary angle.

37.EMPLOYEES AGAINST WHOM DISCIPLINARY

ACTION IS PENDING

A.

Details of employees in the zone of consideration for

promotion falling under the following categories , shall be
specifically brought to the notice of the members of the
Departmental Promotion Committee.

1). Employees who are under suspension , pending

enquiry.

2). Employees in respect whom disciplinary proceedings

are pending or a decision has been taken to initiate
disciplinary proceedings.

3). Employees who are awarded punishment as a result

of enquiry.

4). Employees against whom vigilance case is pending

and / or being contemplated.

B.
The departmental promotion committee shall assess the suitability
Of the Employee coming within the purview of the
circumstances mentioned Above along with other
eligible candidates without taking into Consideration
the disciplinary case pending or contemplated against them.
The recommendations of DPS in such cases where
disciplinary/vigilance Case is pending or
contemplated, shall be kept in abeyance till the
Conclusion of the case.

C.

If the disciplinary action result in dropping of allegation or complaint Against the employee
and the employee is completely exonerated, the recommendations of the DPS, kept in
abeyance will be acted upon.

If any penalty is imposed on the employee as a result of the disciplinary proceeding or if he

is found guilty , the recommendations of the DPC , kept in abeyance shall not be acted upon.

(38). ELIGIBILITY OF EMPLOYEES WHO WERE

AWARDED PUNISHMENT FOR MISCONDUCTS:-

In case the employee is awarded punishment his eligibility period

shall be extended by the following period(S).

a) Demotion/Reduction in post/grade/pay - 2 years

b) Withholding of increments with or - 1 year

Without cumulative effect

 Where the employee has been demoted (reduced to next lower
grade) his seniority shall be reckoned from the original date of
entry in the demoted grade and not from the date of demotion.

(39). EMPLOYEES USING OUTSIDE INFLUENCE:-

As employee who brings outside influence in the matter

pertaining to his/her service will be debarred from
consideration for promotion for a period of one year from the
date of his eligibility.

(40). An employee will normally be recommended for promotion to

grade ‘G 1’ and above at a place of posting . In case he refuses to
accept the promotion, with the change in the place in the place of
posting, he will be debarred for promotion for two years.

(41). EMPLOYEES ON DEPUTATION/LIEN:-

An employee on deputation or having lien in any other

organization may be considered for promotion, if otherwise
eligible, but he will not be given regular appointment to the
higher post until he has served his connections with the other
organization, subject to the rules of previous employer, as are
applicable on the date of absorption / promotion.

(42). PERIOD ON SUSPENDED LIEN:-

 Period an employee spends on suspended lien will not be counted
for the purpose of promotion (other than employees granted
Suspended Lien for taking up assignment in OMIFCO).

(43). GENERAL RELAXATION IN THE RECRUITMENT /

PROMOTION SPECICIFICATIONS
AND GUIDELINES.

The Competent Authority at his discretion may modify

and amend these Guidelines or relax any of these guidelines.
The Competent Authority to amend the Guidelines and to grant
relaxation shall be the managing Direct.

(44). SAVINGS:-

These are only Guidelines and in the nature of

administrative instructions and shall not be a part of service
terms and conditions of any employee. These may be relaxed
or changed as deemed fit and proper by the Management
from time to time.
 CAREER GROWTH

(1). Matching with the organizational growth Manpower

needs, the promotional avenues of employees would depend
on their Educational background, Experience, Competence to
shoulder higher responsibility, potential for future
development, Annual Appraisal Reports, Assessment by DPCs,
and such other considerations as may be necessary to judge
the

(2). PERSONAL SELECTION GRADE (PSG);

Personal selection grade (PSG) would be given subject to following

conditions;

A.

Employees stagnating on account of non-fulfillment of educational

qualifications including all non-metric regardless of their cadres
will become eligible for PSG on completion of the following period.
 1st PSG - 7 years

2nd PSG - 8 years

B.

Employees though qualified but stagnating on account of non

availability of vacancies or career growth will become eligible for
PSG on completion of the following period.

C.

Employees with outstanding record can be considered for PSG

even before the above period, however , it will not be earlier for
than the normal eligibility period.

D.

Performance of the employee should be at least good

consecutively for preceding 5 years.

E.

There is no disciplinary, vigilance case pending and/or

contemplated against the employees.

F.

The employees are otherwise suitable for shouldering higher

responsibilities.

G. ‘PSG’ shall be personal to the employees.

H.

They would carry new designations.

I.
 Service rendered in ‘PSG’ shall be reckoned for the purpose of
promotion, to next grade subject to other rules.

J.

Where the career growth of a cadre has been enhanced the PSG
given earlier below the new upper grade will be treated as normal
promotion. The subsequent PSG will be considered the first PSG.

(3). If an employee reaches the maximum of the pay scale due to non-
promotion despite being eligible on account of non-availability of vacancy or
career growth, he will continue to draw annual increments beyond the pay scale,
as personal to him.

(4). Details of career Growth, Discipline wise, with reference to

Qualification, indicating the eligibility period etc. are given in the
Annexure.

WAGES (BASIC PAY) AND ALLOWANCES IN IFFCO:-

Wages , allowances & other benefits of the employees belonging to

workmen category , in the manner indicated below.

(1). APPLICABILITY:-

(a) The regular scales of pay is applicable to all the employees.

(b) The employee who ceased to be in the services of the society

due to retirement on superannuate on or death while in service or
on account of resignation duly accepted by the society, will also be
entitled. up to the date of cessation of service unless otherwise
specifically debarred.

(c) Benefits of this will not be allowed to those employees whose

service has been terminated on account of dismissal &
abandonment.

(d) Employees who have gone to other organization on lien or

deputation will be governed by the term & conditions already
agreed to between the two organizations.

(2). DURATION:-

The wages structure will be valid for period of 10 years. It shall

continue to operate until replaced by a fresh order.

(3). ANNUAL INCREMENT:-

Annual increment from 1.1.2007 will be 3% on current basic pay.

(4). PROMOTIONAL INCREMENT:-

On promotion an increment of 6% of prevailing basic pay will be

given.

(5). LTC/LTE:- is admissible calculated 20% on the

basis of 12 months’ basic pay.

(6). HRA:-

Rate of HRA 20% from 1.4.2009.

(7). SHIFT ALLOWANCE:-

 A shift – Rs.75/-only

B shift – Rs.75/-only

C shift – Rs.150/-only

(8). DEARNESS ALLOWANCE:-

(a). industrial D.A at AICPI pay scale would be nil , account for fixing
the basic pay in the revised.

(b). 100 % neutralization of AICPI all officers with effect from date.

(c). it is quarterly. (September – November) , (December –

February) , (March – May) , (June – August).

(9). HOUSE RENT ALLOWANCE / RECOVERY:-

Classification of cities/towns
Rate of HRA

(1) A1 (Calcutta, Chennai, 30% of

basic pay

Delhi & Mumbai)

(2) A, B-1 & B-2 15%

of basic pay

(3) Other places

10% of basic pay

(10). HILL COMPENSATORY ALLOWANCE/REMOTE

LOCALITY ALLOWANCE:-
The rate notified by government from time to time.

(11). REIMBURSEMENT OF EXPENSES:-

For news paper and periodicals allowance is given.

(12). WASHING ALLOWANCE:-

Washing allowance is 4% at on basic pay.

(13). EDUCATIONAL ALLOWANCE:-

Transport subsidy is given 2% at basic pay.

(14). CANTEEN SUBSIDY:-

Canteen subsidy is given 10% at basic pay.

(15). CONVEYANCE ALLOWANCE:-

Radius 5 Kms of place of duty will be paid to employees on monthly

basis limited to 12% basic pay.

(16). ALLOWANCE FOR LONG WORKING Hrs.-

Workmen who are posted in plants & are required to work 48 hrs. in
a week. They will get 5% of basic pay.

(17). PERFORMANCE RELATED PAYMENT:-

The performance related payment shall not be exceeding 5% of PBT
of the society for the relevant financial year on PBT.

GRADE WISE / CATEGORY WISE SUMMARY

UNIT- AONLA

CATEGO GENER OBC SC ST TOTAL

RY AL
GRADE
CODE
B1 1 1
C0 1 1
C1 9 9
D1 24 24
E0 26 26
F0 21 1 22
F1 54 6 3 1 64
G0 145 10 3 158
G1 119 5 5 2 131
G2 14 7 3 24
H1 56 1 57
H2 20 20
I0 49 25 17 1 92
J0 110 25 22 2 159
K0 52 16 7 75
L0 78 23 26 127
L1 5 1 2 8
N0 2 2
O0 3 3
Q0 1 1
R0 2 1 3
T4 10 5 5 20
T5 4 4 2 10
U6 1 1
 X1 1 1
X2 10 7 3 20
X3 12 8 3 23
TOTAL 823 151 102 6 1082

RESEARCH METHODOLOGY

MEANING OF RESEARCH

Research in common parlance refers to a search for knowledge. It is

a careful investigation or inquiry specially, through search for new
facts in any branch of knowledge. In other words, research
comprises defining and redefining problems, formulating hypothesis
or suggested solutions; collecting, organizing and evaluating data;
making deductions and reaching conclusions; and at last carefully
testing the conclusions to determine whether they fit the
formulating hypothesis.
 TYPES OF RESEARCH

The basic types of research are as follows:

DESCRIPTIVE

ANALYTICAL

APPLIED

FUNDAMENTAL

QUANTITATIVE

QUALITATIVE

OTHER TYPE OF RESEARCH: all other type of research are

variation of one or more of the above stated approaches, based on
either the purpose of research, or the time required to accomplish
research, on the environment in which research is done, or on the
basis of some other similar factor.

On the basis of time: one time research or longitudinal research; in

the former case the research is confined to single time period,
whereas in the latter case the research is carried on over several
time periods.

On the basis of environment: research can be field setting research

or laboratory research or simulation research.

RESEARCH PROCESS
Research process consists of series of actions or steps necessary to
effectively carry out research and the desired sequencing of these
steps.

FORMULATING THE RESEARCH PROBLEM: There are two

types of research problems viz., those relate to states of nature and
those, which relate to relationships between variables. At the very
outset the researcher must single out the problem he wants to
study, essentially two steps are involved in formulating the research
problem viz., understanding the problem thoroughly, and rephrasing
the same into meaningful terms from an analytical point of view.
Here, the problem is the effectiveness of the recruitment and
selection process in the SDG.

DEVELOPMENT OF WORKING HYPOTHESES:

After extensive literature survey, researcher should state in clear

the working hypotheses or hypotheses. Working hypotheses is the
tentative assumption made in order to draw out and test its logical
or empirical consequences. As such the manner in which research
hypotheses are developed is particularly important since they
provide the focal point for research.

NULL HYPOTHESIS

ALTERNATIVE HYPOTHESIS

NULL HYPOTHESIS

ALTERNATIVE HYPOTHESIS

Procedure of recruitment and selection prevailing in SDG is not

effective.
 PREPARING THE RESEARCH DESIGN:

There are several research designs, such as, experimental and non-
experimental hypotheses testing. Experimental designs can be
either informal designs or formal designs out of which the
researcher must select one for his own project.

DETERMINING SAMPLE DESIGN: the researcher must decide

the way of selecting a sample or what is popularly known as the
sample design. In other words, a sample design is a definite plan
determined before any data are actually collected for obtaining a
sample from a given population. The important sample designs are:

DELIBERATE SAMPLING:

It is also known as purposive or non- probability sampling. This

sampling method involves purposive or deliberate selection of
particular units of the universe for constituting the sample, which
represents the universe. When population elements are selected for
inclusion in the sample based on the ease of access, it can be called
convenience sampling.

SIMPLE RANDOM SAMPLING: this type of sampling is also

known as chance sampling or probability sampling where each and
every item in the population has an equal chance of inclusion in the
sample and each one of the possible samples, in case of the finite
universe, has the same probability of being selected.

Here in my study of process of recruitment and selection

convenience sampling is used as a sample design as to have the
ease of access, because the managers or the executives have not
much time so, who so ever is founded by me I take them into my
sample for the study.

COLLECTING THE DATA:

In dealing with any real life problem it is often found that data at
hand are inadequate and hence, it becomes necessary to collect
data that are appropriate. There are several ways of collecting the
appropriate data, which differ considerably in context of money
costs, time and other resources at the disposal of the researcher.

PRIMARY DATA: This data can be collected either through

experiment or through survey. If the experiment is conducted then
there would be quantitative measurements, in the case of a survey,
any one or more of the following can collect data;

By observation

Through personal interview

Questionnaires

SECONDARY DATA: This is the data collected through the

literatures and the journals that are already available and easily
available to the researcher in the library or on the web sites these
are the data, which has been used by other also for any kind of their
use.

Here in my study of recruitment and selection process the primary

data was collected by the observation and through the interviews or
discussions with the HR executives and the managers and also
through the questionnaire containing open ended questions.
Secondary data is collected by the literatures and the web sites of
the companies.

EXECUTION OF THE PROJECT:

Execution of the project is a very important step in the research

process. If the execution of the project proceeds on correct lines, the
data to be collected would be adequate and dependable the project
should be executed in the systematic manner and in time.

ANALYSIS OF DATA: after the data have been collected the

researcher turns to the task of analyzing them. The analysis of data
requires a number of closely related operations such as
establishment of categories, the application of these categories to
raw data through coding, tabulation and then drawing statistical
inferences.

HYPOTHESES TESTING: after analyzing the data as stated

above, the researcher is in a position to test the hypotheses, if any,
he had formulated earlier. Do the facts support the hypotheses or
they happen to be contrary? This is the usual question, which should
be answered while testing hypotheses. Various tests, such as chi
square test, t-test, f-test, and have been developed by statisticians
for the purpose. In this there are two statements, which are tested,
one is positive and other is negative that is favorable and
unfavorable.
GENERALISATIONS AND INTERPRETATION: if the
hypotheses is tested and upheld several times, it may be possible
for the researcher to arrive at generalization, i.e., to build a theory.
As a matter of fact, the real value lies in its ability to arrive at
certain generalizations.

SAMPLE UNIT

Sample unit here are the persons in the human resource

department. i.e. in the recruitment and selection process.

LEVEL OF SIGNIFICANCE

5%

DEGREE OF FREEDOM

2%

Hence,

Data collected gives results that;

Ho is accepted and Hi is rejected i.e. procedure of recruitment and

selection prevailing in IFFCO IN AONLA UNIT.
 TOOLS AND TECHNIQUES

Tools and techniques used in the IFFCO Ltd were mainly personnel
interviews by the HR executive or managers and the persons
involved in the recruitment and selection process in the company.

And getting filled some questionnaire by the executives. In order to

know the exact process and the details of the sources they use.

TOOLS AND TECHNIQUES USED

DATA COLLECTION

PRIMARY DATA

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

I I

PERSONAL INTERVIEW
QUESTIONAIRE

SECONDARY DATA

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

I I

LITERATURES
CO.WEBSITES

SAMPLING

CONVENIENT SAMPLING
 FINDING AND ANALYSIS

1-Is the Recruitment is the process of finding and attracting capable

applicant for employment?

YES 98%
NO 2%

Interpretation

On basis of Exhibit-1-

98% employer are agree with this point

2% feedback was not agreed.

2- Recruitment increases the pool of Job candidates at minimum
cost?

YES 85%
NO 15%

Interpretation-

On basis of Exhibit-2 85% response was Yes and 15%

response was No.
3- Which type factors influencing Recruitment policy?

Internal factors 15%

External factors 15%
Both 70%

Interpretations

On basis of Exhibit-3 the result present 15% person was in

favor of internal and 15% was with external factors but the highest
person were agree with both factors
4- Recruitment procedure the first stage is the planning which
includes information about the nature of job?

YES 100%
NO 0%

Interpretation

On basis of Exhibit-4 above 100% respondent answer was

Yes.
5-IS Recruitment Policy adopted by the company is effective or not?

YES 80%
NO 20%

Interpretations

On basis of Exhibit-5 80% response was Yes and 20%

response was No.
6-Is Recruitment is positive process?

YES 85%
NO 15%

Interpretation

On basis of Exhibit-6 85% response was Yes and 15%

response was No.
7-“Are Selected Candidate Eligible according to their work ?

YES 90%

NO 10%

Interpretation

On basis of Exhibit-7 90% response was Yes and 10%

response was No.

8-Which type recruitment sources your company prefer for

employee?
Internal 15%
External 15%
Both 70%

Interpretation

On the basis of Exhibit 8- IFFCO mostly give preference to both

type sources but some time according to situation its use some time
only an method .

9-Is Promotion and transfers among the present employees can be

good sources of Recruitment?

YES 95%
NO 5%

Interpretation

On basis of Exhibit-9

95% Peoples are think it is true fact and because when someone
promoted by internally on high post he feel more total and only 5%
present respondent was not think ill.

10-Is internal Recruitment enhancing ‘employees’ moral

organizational commitment and job satisfaction?
YES 100%
NO 0%

Interpretation

On basis of Exhibit-10

100% respondent was agree with this because it organizational

policy of

Promoting employees enhance employee moral and satisfaction.

11-Is Job Analysis is the pertinent in Recruitment about facts as title’

location’ duties etc’
YES 90%
NO 10%

Interpretation

On basis of Exhibit-11 90% persons says job analysis

provide the pertinent about job and 10% was in negative

12-What is your method to collect Job Data. ?

Interview 10%
Observation 30%
Technical Conference 60%

Interpretation

On basis of Exhibit-12

Mostly companies prefer for Technical Observation method for

collect job

Data 60% agree with it and 30% was with Observation method and
10% wad with interview method.

13- Which characteristics are related to job description?

TASK 20%
DUTY 20%
BOTH 60%

Interpretation

On basis of Exhibit-13 Job description related to Task 20%

employees was agree with it and 20% was with Duty and 60%
answer was both

14- For Which job compatibility questionnaire developed?

Employee performance 25%

Absenteeism 15%
Turnover and Satisfaction 60%

Interpretation:

On basis of Exhibit-14

Questionnaire developed for employee performance 25% ratio was

with it and it developed for Absenteeism 15% persons say it but 60%
says it developed mostly for Turnover and satisfaction.

15-Is Recruitment next stage is selection?

YES 85%
NO 15%

Interpretation

On basis of Exhibit-15

Selection is recruitment next stage 85% says yes and 15% says no.

CONCLUSION
IFFCO LTD. is the company, which has the good choice of process of
the recruitment and selection. It always tries to select the efficient
candidates as per the job requirement. As per my research it shows
that the company t has the flexible environment where all the
employees are free to do work in an efficient manner to full fill the
motto and is to complete the work having good quality.

Cycle time in the recruiting and selection is very less.

They have to work on the tracking of employees, as it may waste

the time of the person involve in selection, when they came to know
by seeing their face that it is the one ho was interviewed previously.

Overall they are the good leaders of recruiting and selecting the
candidates, and making their full utilization.

Now they are also forwarding to make use of the smart hiring by
which the best candidates of required skill can be located.
Various aspects of recruitment and selection were studied. For
conducting this study an interview schedule was prepared and was
got filled by individual members i.e. the workers of the industry.
Separate interview schedule were prepared in order to note down
individual information and then analyze it.

The whole report represent that how what are the various
techniques that helps to find out that how we select the best
candidates at right time for right job at right place so that we will
able to make the work in efficient way

RECOMMENDATIONS AND SUGGESTIONS

The company should that for the senior level selections they always
are go for the internal recruitment because it is the cheaper and
time saving source of selection of employee.

For the lower level the company should that he go for the campus
interview because by this they able to get the employee as per the
requirement and the cost of selection will be less.

The company should also increase in the salary at the time because
some it may be the cause of leaving the job.
 Company basically takes two or three for finally selection so the
company should that he reduce the time of selection so that the
employee can join the organization as soon as possible.

Company should that he select the employees per the requirement

and also have the CV so that as per requirement he may call the
candidates.

Company should that he make a proper record of the employee who

have join the organization and who had leave the organization so
that they will able to find what are ratio of leaving and joining the
organization of the employees.

When the employee leave the organization, company should that he

fill the exit interview form and keep it in the record so that
organization will able to know that what are the basic reason behind
leaving the organization.

There should be some particular date on which the test and

interview would be conducted i.e. all the candidates who are
recruited in the whole week should be lined up for test and interview
on some specified date of the week.

BIBLIOGRAPHY

BOOKS-

WEBLIOGRAPHY
  www.google.com
 www.iffcoindia.com
 www.scribd.com
 www.managementparadise.com

Hr Related web site www.hprofesser.com

APPENDICES
Questionnaire
1-Is the Recruitment is the process of finding and attracting capable
applicant for employment?

 Yes 

 No 

2- Recruitment increases the pool of Job candidates at minimum

cost?

 Yes 

 No 

3- Which type factors influencing Recruitment policy?

 Internal factors 

 External factors 

 Both 

4- Recruitment procedure the first stage is the planning which

includes information about the nature of job?
  Yes 

 No 

5-IS Recruitment Policy adopted by the company is effective or not?

 Yes 

 No 

6-Is Recruitment is positive process?

 Yes 

 No 

7-Are Selected Candidate Eligible according to their work ?

 Yes 

 No 

8- “Which type recruitment sources your company prefer for

employee?

 Internal 

 External 

 Both 

9- - Is Promotion and transfers among the present employees can

be good sources of Recruitment?

 Yes 

 No 

10-Is internal Recruitment enhancing 'employee' moral

organizational commitment and job satisfaction?

 Yes 

 No 
11-Is Job Analysis is a pertinent in Recruitment about Job facts as
title 'location' duties etc'?

 Yes 

 No 

12-What is your method to collect Job Data?

 Interview 

 Observation 

 Technical Conference - 

13-Which characteristics are related to job description?

 Task 

 Duty 

 Both 

14-For which job compatibility questionnaire developed?

 Employee Performance 

 Absenteeism 

 Turnover and Job Satisfaction 

15 -Is Recruitment next stage is selection?

 Yes 

 No 

Personal Details:
……………………………………………………………………………..

Name of the Respondent

………………………………………………………………………
Telephone / Mobile No
………………………………………………………………………

Address
………………………………………………………………………………………

Signature of Respondent

Q. Is there is any significant difference between the capability &

Morale of the employee if it has been selected from either external
or internal sources

Hypothesis:
There is no significant difference between the capability & Morale of
the employee if it has been selected from either external or internal
sources.