INTRODUCTION

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 INTRODUCTION

RECURITMENT PROCESS

DEFINITION

Recruitment is the process seeking out and attempting to attract individuals in external

labor markets, who are capable of and interested in filling available job

Vacancies .Recruitment is an intermediate activity whose primary function is to serve

as a link between human resource planning on the one hand and selection on the

other.

To Recruit Means To Enlist, Replenish Or Reinforce.

Recruitment begins by specifying the human resource requirements, initiating

activities and actions to identify the possible sources from where they can be met,

communicating the information about the jobs, term and conditions, and prospectus

they offer, and enthusiast people who meet the requirement to respond to the initiation

by applying for the jobs.

AIM

The aim of recruitment is the information obtained from job description and job

specification along with precise staffing standards from the basis for determinig

manpower requirement to attain the organizational objective.

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Recruitment Needs Are Of Three Types:

1 Planned, anticipated and unexpected planned need arise from changes, in

organization and retirement policy.

2 Resignations, deaths and accidents and illness give rise to unexpected

needs.

3 Anticipated needs refer to those movements in personnel which an

organization can predict by studying trends in the internal and external

requirements.

Features of Recruitment:

1 Process or series of activities rather than a single act or event.

2 A linking activity as it brings together those with the jobs(employer) and those

seeking jobs(prospective employees).

INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to

meet the specified requirement. It would be desirable to utilize the internal

sources before going outside to attract the candidates. The two categories of

internal sources including a review of the present employees and nomination of

the candidates by employees.

MERITS AND DEMERITS OF INTERNAL ECRUITMENT

Merits.

Following are the merits of the internal source of recruitment;

1. Increase in Morale

Recruitment through the internal sources, particularly promotion,

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increases the morale of the employee. Every body in the organization know that they

can be promoted to a higher post, their morale will be boosted and their work

efficiency will increase.

2. Better Selection

The people working in the enterprise are known by the management and for selection

higher post does not carry any risk as the employees are known.

3. Economical Internal

Internal sources is highly economical because no expenditure is involved in locating

the source of recruitment and no time is wasted in the long process of selection. More

over, these employees do not need extensive training because they already know

about all the works of the enterprise.

4. Labor- turnover is Reduced

When the employees know that they can be promoted to higher posts, they do not

leave the enterprise. As a result of this policy labour turnover is reduced and the status

of the company increases.

5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied

which leads to the establishment of better labour-management relationship.

Demerits

The internal source of recruitment of employees suffer from the following demerits:

1. Check on Young Blood

The defect of the internal source of recruitment is that the young people fully

equipped with the modern technical knowledge remain excluded

from the entry in enterprise. As a result, the old people run the enterprise with the old

ideas and experience.

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2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in

the area of choice means less number of applicants. The choice is to be made out of

people working in the enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their

favorites. Sometimes even a less capable person is selected which harms the

enterprise. In this system , generally the personal impression of the managers about

the employee is given preference for selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of consultant

and Advertisement

Merits and Demerits of External Recruitment

Merits.

The external recruitment has the following merits:

1.Entry of young blood.

Recruitment through external source brings in new persons with modern ideas which

can be profitable for the organization.

2.Wide choice.

The use of external source of recruitment increases the number of candidates and

widen the choice. The managers judge the capabilities of the applicants and select the

best ones for appointment.

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3.Less Chances of Favouritism.

All the candidates, under this system of recruitment, are new for the managers and

this exclude the possibility of favouratism.

Demerits.

In spite of many merits, the system of recruitment from external sources is not free

from defects. Its chief demerits are:

1.Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the

present employees come to an end. Since there is no hope of any promotion the

morale of the employee decreases and they do not perform their work with dedication.

2.Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of

external recruitment. If the wrong selection will upset the working condition of the

organization.

3.Costly Source.

The external source of recruitment involves expensive advertisement, long selection

process and training after selection which increases organizational expenditure.

4.Increase in Labour-turnover.

When the employees know that they cannot be appointed on high posts in the

enterprise, they leave the organization at the first available opportunity, and as a result

an increase in the labour-turnover which lowers the prestige or the reputation of the

enterprise.

5.Detorioration in Labour-Management Relationship.

Making use of the external source of recruitment affects the present employees and

there is an increase in the incidents of strikes and lock-out.

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LEGAL & POLITICAL CONSIDERATIONS

The constitution provides for the following as the fundamental rights of a citizen:

“ Article 16 (1): No citizen shall, on ground of religion, race, caste, sex, descent, place

of birth, residence or any of them, be negligible for an discriminated against in respect

of any employment or office under the state.”

“ Article 16 (3): Nothing in this article shall prevent parliament from making any law

persuading, in regard to a class or classes of employment on appointment to an office

(under the govt. of or any local or other authority within a state or union territory),

any requirement as to residence within that State or Union Territory prior to such

employment or appointment.

The constituent ensures, in the directive principles of state policy, certain safeguards

for scheduled castes, scheduled tribes & other weaker sections. Except in cases which

are covered by Article 46 of the constitution, there can be no discrimination in the

matter of employment anywhere in the country for any citizen.

Steps on Recruitment Process

The recruitment process consist of the following steps:

• Generally begins when the personnel department receives requisitions for

recruitment from any department of the company the personnel requisitions

contains detail about the positions to be filled. number of persons to be

recruited, required from the candidate, terms and conditions of employment

and at the time by which the persons should be available appointment etc.

• Locating and developing the sources of required number and type of

employees.

• Identifying the prospective employees with required characteristics.

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• Communicating the information about the organization, the job and the terms

and conditions of service.

• Encouraging the identified candidates to apply for jobs in the organization.

• Evaluating the effectiveness of recruitment process.

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OBJECTIVE OF THE STUDY

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 OBJECTIVES OF THE STUDY

• To attract people with multidimensional skills and experiences that suit the

present and future organizational strategies.

• To induct outsiders with a new perspective to lead the company.

• To infuse fresh blood at all levels of the organization.

• To develop an organizational culture that attracts competent people to the

company.

• To search or head hunt/head pouch people whose skills fit the company’s

Values.

• To devise methodologies for assessing psychological traits.

• To seek out Non Conventional development grounds of talent.

• To search for talent globally and not just within the company.

• To design entry pay that competes on quality but not on quantum.

• To anticipate & find people for positions that do not exist yet.

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SCOPE & IMPORTANCE

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 SCOPE AND IMPORTANCE

SCOPE

1. To structure the Recruitment policy of C.L. GUPTA for different categories of

employees.

2. To analyze the recruitment policy of the organization.

3. To compare the Recruitment policy with general policy.

4. To provide a systematic recruitment process.

5. It extends to the whole Organization. It covers corporate office, sites and works

appointments all over India.

IMPORTANCE

Without focusing the pattern of management, organization philosophy highlights

on achieving a surely where all citizens (employees) can lead a richer and

fuller life. Every organization, therefore, strikes for greater productivity,

elimination of wastes, lower costs and higher wages, so the industry needs a

stable and energetic labours force that can boast of production by increased

productivity. To achieve these objectives a good recruitment & selection process

is essential. By which industry strikes right number of persons and right kind

of persons at the right time and at right places through and the planning

period without hampering productivity.

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COMPANY PROFILE

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 COMPANY PROFILE

C.L. GUPTA

We are 118-year-old company, in Moradabad, a city 150 kms. From Delhi. Thus have

a great experience in this field. We have our own infra-structure of 1,200,000 sq.ft

areas with large number of veteran, professionals, technical staff & more than 2000

skilled labors, the company combined with design, matrxing, machinery process & as

semblance in one continuous line. Our company follows the principle of honoring

the contract, keeping the best credit & first quality.

C.L.GUPTA is known as a reputed Export House in India, specializing in various

areas of product development. The company offering for various products all sorts of

Handicrafts items. Our items are with the latest trends of International Market and

well appreciated.

C.L.GUPTA is fully prepared to cover the continuing from Brass, E.P.N.S, Wrought

Iron, Copper, Aluminum, S.Steel, Wooden & Bone Handicrafts, specialize in Home

& Office Decoration, Christmas Decoration, Garden Accessories, Bathroom

Accessories, Kitchen Wares, Hotel Wares, Nautical, Costume Jewellery, Home

Furnishings & Other Household product Proud Members of:-

1) Indo German Chamber of Commerce.

2) Messes Frankfurt Venue GmbH & Co. Kg

3) Export Promotion Council for Handicrafts.

4) Chamber of Indian Industries.

5) Export Promotion Bureau.

6) India Exposition Mart.

7) Moradabad West Industries Chamber.

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VISION: - A World Class innovative , competitive and Profitable Export providing

total business solutions.

MISSION:-To be the leading Indian exports enterprises providing Quality of

products system and service 12s in the field of brass art ware, glass art ware, wooden

art ware and other potential areas .

BUSINESS MISSION:-To maintain a trading position as supplies of quality

Products , system and services in the field of Conversation , transmission ,

utilization and conservation of art ware products in the area of handicrafts ,

wooden iron etc. Utilizes companies capabilities and resources expand business into

allied areas and other priority sectors of the economy.

VALUES:-

a) Meeting commitments made to customer.

b) Faster learning creativity and speed of response.

c) Respect of dignity and potential of individual.

d) Loyalty and pride in the company.

e) Team playing.

f) Zeal to excel.

g) Integrity and fairness of all matters.

COMPANY DETAILS

18 Km. Stone, Delhi road, Vill. Jivai, Jyotibaphule Nagar – 244221

Phone: +91-591-305 1234 till 34, Fax: +91-591-305 1111, e-mail:

info@clgupta.com

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We are 118-year-old company, in Moradabad, a city 150 kms. From Delhi.

Infrastructure

Factory Land Area: 50 acres, Covered Area: 1,200,000 sq.ft

In-house Electricity Generation: 6.0 MW

Residential Complex within factory premises for Craftsmen

A task force of 2000+ direct & indirect

Some of our major clients are:

Pottery Barn, Ikea, Target Stores, Crate & Barrel, Restoration Hardware, Cost Plus

World Market, Marks & Spencer, Becara Historical Collections, Schubert Varia, Pete

Van Roon etc.

Some of our major clients are,

Pottery Barn, Ikea, Target Stores, Crate & Barrel, Restoration Hardware, Cost Plus

World Market, Marks & Spencer, Becara Historical Collections, Schubert Varia, Pete

Van Roon etc.

Quality Objective:

1- To provide products that meet customer requirements consistently.

2- To constantly improve quality through preventive action.

3- To Develop employees through continuous training in knowledge and skills.

4- To Establish and implement ISO 9001: 2000 quality management system.

Quality Policy & Objectives- Definition: The quality policy and objectives of the

company have been defined by the management in conformity with the corporate

objective and changing customer need & expectation. The company personnel shall

be made aware of the implication of quality policy through training to ensure that is

understood & implemented:

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MANUFACTURING PROCESS

WOODEN ARTWARES

Timber is purchased in the shape of longs. The logs are cut into logs of desire

sizes in the lowing section. These pieces are ponperty treated in a poncess

treatment process. The treated timber is sent to machine shop for suitable

sizes / machined pieces. Thereafter such pieces are taken in the fabrication

section for conversion into required designs. There fabricated pieces are sent to

the finishing department for final finish. There after these final finished pieces

are checked as per specifications and sent to are checked as per specifications

and sent to packing department where there are packed for dispatches.

Monthly company use about 10,000 18000 curt of wood for monthly sale to

the tune of 150 to 175 lacks.

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 WOOD DIVISION
FLOW CHART (For Wooden Art wares)
LOG YARD
SAWING
TREATMENT PROCESS
SEASONINNG
MACHINING

FABRICATION

FINISHING

PACKING

DISPATCH
Monthly wood unit capacity – 12000 Cu. Ft. Approx.
And
Monthly Sale 150-175 Lacks
Figure-4.1

IRON ARTWARES

Square and round rods of different sizes purchased from the market. There are

cut into proper sizes and after conversion into the different designs they are

sent for phosphate for phosphating HCL, caustic soda, Phosphating chemicals

can calcite powders are mainly used. After Phosphating these pieces are sent

to the electroplating powder coating department for finishing. The raw materials

used are Nickel Chloride, Nickel Sulphate, Nickel salt, --- , Boric Acid &

Epoxy powders. As per requirements. These finished items are suitably packed for

export. The august Sale of such show pieces is 135 – 150 lacks per months.

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 IRON DIVISION

FLOW CHART (For Iron Art wares)

IRON KORA (SQUARE ROD, ROUND OF DIFFERENT SIZES)

PHOSPHATING (ITEMS REQUIRED PER MONTH)

HCL -0.4 TONS

H2SO4 -500 LTRS.

CAUSTIC SODA -500 KGS

PHOSPHATING SOLUCATION - 1000 LTRS.

CALCIDE POWDER -1000 KGS

ELECTROPLATING (ITEM REQUIRED PER MONTH)

NICKLE CHLORIDE -100 KGS

NICKLE SULPHATE -200 KGS

SULPHURIC ACID -20 KGS

NICKLE SALT -200 KGS

BORIC ACID -50 KGS

POWER COATING ( ITEMS REQUIRED PER MONTH )

POWDER -1800-2000 KGS

DIESEL -3750-4000 KGS

IRON – PACKING

Average sale per month 135 to 150 lacks

Figure-4.2

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GLASS & CRYSTAL ARTWARES

Glass tank furnace is a conventional melting furnace for glass articles like

tableware’s of different shapes & designs, bottles, tumblers etc. This is and

Eng - Fired regenerative furnace with four working – ways ( with a distributor in

between) of which three are currently under operation. The meter is fired for

melting and refining purpose whereas the distributors is for conditioning and

refining purpose. The working ways and the distributors are fired by Propane

Gas for a better control of Temperature.

The major ingredients like Quartz, Soda Ash, and Calcite etc. and the minor

ingredients like Potassium Nitrate, Sodium Sulphate etc. Are mixed in

appropriate proportion in a Pan – Type mixture. The mix and the broken glass

(technically termed as cullet) received from various inspection points and

process rejection are put into the trolleys. These trolleys are lifted to the

Furnace Topper by a hoist and thus charged periodically with the help of a

vibrator and a mechanical pusher into the furnace through the dog house ( i.e.

entry point ) to maintain a constant molten glass level inside the furnace.

The melting at about 1450 – 1500 C is very complex set of reactions. As the

temperature is increased variety of Physico – Chemical reactions occur like

Evaporation is increased variety of Physico - Chemical reactions occur like

Evaporation of free water, Formation of loss of gaseous constituents, formation

of liquid phases where all major constituents are transferred into complex

silicates. This molten form of glass is refined in the distributors as stated

above at 1250 - 1260 C and distributed to different working ways.

Mouth blowers collect the glass from the working bay by a pipe and then

blow in the mould to attain full size & shape of the article. While blowing

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with pipe precautions are taken that the surface is uniform and polished.

Moulds have a coating or red lead & carbon to avoid metal contact. Some

items are pressed machine. The blown and pressed items are quickly transferred

to a chamber called Annealign. Lehr for removing the stresses and strains

developed in these articles during the process. This is called Annealing and the

temperature is maintained at about 530 C ( fired by H.S.D. ) in the Annealing

zone. The exit of the Lehr is kept at ambient temperature.

The articles are inspected for physicals defects and then transferred to wire

cutting where the extra glass is cut off with the help of electrically heated

filaments. The edges are grounded in a grinding wheel itched if required before

sending to the packing department.

For colored glasses the raw materials and cullets are mixed in tray are charged

into the open pot and heated at a temperature of around 1400 C by Propane

Gas. The melting of this mixture takes about sixteen hours and then it is

cooled to the working temperature which takes another two hours. The blowing

process starts which is similar to that of tank furnace products. Rest of the

process is also following the same process as described earlier.

SENT TO PACKING DEPARTMENT

Average quantity per month as per annexure attached Average sale per month

170 to 200 lacks.

BRASS ARTWARES

Brass scrap, copper & link purchased from the fact are the major raw

materials. There are melted in crucibles and converted in the form of Ingots.

There Ingots are further melted in the small crucibles and pocered in the

moulds by the process of sand coating. These caste products are cleaned and

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machined with various tools and machines and are smoothened. There are

converted into proper shapes and site and welding is done if required. There

moulds are polished to remove particles left after send casting.

There pieces are painted / electroplated as per the requirement and sent to the

packing department where after proper checking and cleaning these are suitably

packed for export.

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PRODUCT PROFILE

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 PRODUCT PROFILE

C.L. GUPTA is the manufacturer and exporter of Brass, Glass, Wood and wax items.

C.L.GUPTA is the largest export industry in Moradabad city. It has the largest

turnover among all the export industries in Moradabad city. C.L.GUPTA manufacture

& export almost items of everything. It manufactures different types of candle stand,

house hold utensils, cook ware, bathroom fitting items.

C.L.GUPTA also deals in Glass. It has a separate section of Glass. It manufactures &

export different kinds of Glass items. It also has a separate section named Mosaic

Glass section. In this section different items of Glass are manufactured. Mosaic is

called the small pieces of glass; these small pieces are fixed on different Glass items

as per customer requirement.

Company has a very wide range of the products that are manufacturing in the

company. Although the range of the products of the company is not fix and it

manufactures the products according to the choice and the order of the customer.

Some of the products of the company are- Hurricane, Votive, Shefali Glass, Vorka

Chimney, Vas, Angle Tea Light Holder, Christmas tree, etc.

The products of the company are not fixed. They remain changing. The products of

the company depend upon the choice of the buyers. Company can’t manufacture

products on its own. The company can only got make the samples and show it to the

buyer. If the buyer likes the sample then he will give the order to the company to

manufacture the relevant product. So we can see that the products of the company are

not fix, company manufactures the products as per the customer’s order or choice.

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A Glimpse of our Product Range

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Items: Mostly combinations of Glass with Iron, Brass, Bronze or Silver plated

bases for Bowls, Bath Accessories, Candle holders, Lanterns, Pillar holders,

Tumblers & Decanters, Vases etc.

4. Iron: In house facility to manufacture Wrought & Cast Iron items with in -

house tank Phosphate (rust treatment), Spray Painting, Powder Coating and

Hand applied finishes.

Items: Indoor Accent furniture (CKD), Garden Furniture, Bases for Glass Vases &

Candleholders, Fire Fashion, Pillar candleholders, Armillaries, Potholders, etc.

5. Wood: From Sawing, Seasoning, Treatment, Machining, Carpentry, Finishing

(spray paint & stain finishes).

Items: Colonial Dutch furniture, Neo - Classical furniture & Desk sets, Candle

holders, Pillar holders, Lanterns, Photo - frames, Finials for Windows drapery

rods, Photo frames Trays, Bowls etc.

The Company is a registered Company incorporated under Companies Act

1956.

The main objects of the Company are :-

To export, imports, produce, manufacture, buy, sell distribute;

1. Handicrafts including handicraft products of copper, brass, bronze, bidri

and bell metal, wood carvings, artistic walking sticks, articles of horn,

bone and corck shell, costume jewellery, imitation jewellery, hand

paintings, papier mache items and other handicrafts goods of every type

and description.

2. Brass, iron, steel, brassware, ironware, hardware, copper, rubber and

resin.

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 3. All kinds of furniture and furniture items made from wood, brass, steel

or any other alloys and handicrafts upholstered or not.

4. All type of glassware, leveled and unleveled silvered sheet, curved of

flat laminated and safety glass, toughened glass, fibre glass, welding

glass, silver glass, colored glass, float flat glass, lead mirror, gold

mirror, decorative glass, ice – flowered glass, glass doors and fittings.

5. Sports cups, medals and sports goods of every type and description.

6. E. P. N. S. and German silverware and cutlery and other engineering

goods of every type and description.

7. Woolen carpers, rugs, drug gets, woolens textiles and hosiery.

8. Stainless steel products of every type and description.

9. To buy, sell, process, refine, covert and manufacture exportable goods

of every description and type.

The turnover of the Company had been around 120 crores per year exporting

mostly all parts of the world. The production activities are carried out using

most modern equipments in all the divisions i.e. Glass, Brass, Wood and Iron.

The Company works within Complied norms as set by large International

buyers with special cognigence on Pollution Control System and Labour Laws

etc. The jobs are carried out by a professionally qualified team of Engineers,

MBAs and CAs engaged in respective sections.

The objectives of the company would not have been possible with out the

prompt support of the Government and officials of controlling departments (like

Central Excise, Police, Administration and financial institutions etc.)

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 SWOT ANALYSIS

The HRM Function has to prepare the Recruitment SWOT Analysis to know the

position of the internal and external recruitment process in comparison with the

competition on the job market.

The Recruitment SWOT Analysis should be prepared just by the HRM Function

with the potential validation from the line management as the line management tends

to over or underestimate the real position of the organization on the job market.

The areas covered in the Recruitment SWOT Analysis should cover the following

areas:

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 • External market position – the supply of the potential hires, universities in the

area, the structure of inhabitants, modern industries, etc.

• External position of the organization – the feeling of the external audience

about the organization (brand name, generally known as a good employer and

many other factors)

• Agencies - the recruitment agencies operating in the area and their potential,

the Recruitment SWOT Analysis should also cover the agencies cooperating

with the organization

• Employees in the HRM Function and their seniority - every important aspect

for the Recruitment SWOT Analysis as the mature HR Employees can handle

the recruitment process better and they can react quicker to the changed

conditions

• Processes in the recruitment and selection area

• Budget available - money can help a lot, but the HRM Function has to make

an appropriate estimate of the available budgets at the competitors as it limits

the chance to bring an innovative solution

• Creative mind - the mindset of HR employees

• Corporate Culture - the corporate culture can support many job candidates to

apply for the position with the organization as it can fit their personal

preferences and needs

The list of areas for coverage in the Recruitment SWOT Analysis is not a definite one,

the concrete situation in the organization can easily generate other topics, which has

to be covered, the list contains just the most important ones.

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The role of the Recruitment SWOT Analysis is not to confirm the position of the

organization on the job market, the SWOT Analysis is a tool for finding creative

answers to the issues, the recruitment process can face.

The recruitment SWOT Analysis can help the HRM Function to identify gaps and

opportunities in the recruitment and staffing process to improve the process and to

increase the ability of the organization to compete on the job market.

Strengths

1. Good Reputation – C.L. GUPTA Company has been in the business for many

years. The company has built a good reputation for building sports car. The company

has many loyal customers.

2. Strong Brand – C.L. GUPTA Company has a brand name that is famous all over

the world.

Weaknesses

1. High Price and Poor Reliability – The company’s reputation is declining because of

high price and poor reliability.

2. Insecure Workforce – The employees are uncertain about future job prospects.

Career planning programs are inadequate as well as mentoring and coaching. The

employees are not aware of different career opportunities in the company.

3. Weak Relationships – Because of different challenges that the company is facing,

the relationship between the managers and employees is weak. In addition, different

projects and programs that aimed to improve the company’s performance failed.

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4. Poor Communication – The employees are complaining about the ineffective

communication systems.

Opportunities

1. Growing Products – the revamped version of ARC-03, the ARC-04 and ARC-06

are selling quite well. These products are promising.

2. Acquisition by GAL – ARC has been acquired by Grace Autos Limited, one of the

world’s largest automotive group that is known for quality luxury cars.

Threats

1. Aging Product – one of the sports cars, the ARC-03 is reaching the peak of its

maturity and is close to decline.

2. Low Quality Commitment – aside form the ISO 9001:2000, there are no other

quality systems in the company. Most of the employees and managers see quality

management system as a nuisance.

LITERATURE REVIEW

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 LITERATURE REVIEW

Structure and Culture

The organizational structure is hierarchical with different functional

departments. According to Quinn (1988) organizational structure systematizes the

interaction between the people in an organization (cited in Prasad and Thorn 1999). It

defines the power relationships and the flow of communications. The company has a

hierarchical structure wherein management control is strengthened through the

centralization of decision-making. The top management has total control over the

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company and the employees have little discretion and flexibility. The employees have

limited understanding of the business process and they are dependent on the top

management when it comes to decision-making and problem solving. Communication

and control is vertical, meaning the employees are dependent on their superiors.

Organizational culture is the set of beliefs and assumptions held relatively

commonly throughout the organization (Bate 1984). These beliefs are embedded in

the minds of the members of the organization. These beliefs are also shared

(Hofstede, 1980).

Leadership

Evaluation

Leadership is centralized. The top management controls every aspect of the

organization. Decision-making and planning occurs on the top level of the

organizational hierarchy. Because of the hierarchical structure and culture of the

organization, both the team leaders and the team members are finding it hard to adjust

to team-based work. The relationships between members are weak and both managers

and employees display low commitment. We can say that the leadership style is

ineffective and inefficient. Employees complain about the lack of involvement and

participation.

Improving through Transformational Leadership

Leaders must be Charismatic

One component of transformational leadership is charismatic leadership. In

order to encourage change, cooperation, commitment, development and loyalty

among employees, the leader must be charismatic; he must be a role model. The

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leader must earn the admiration, respect and trust of the followers. The leader must do

the right thing, demonstrate high standards of ethical and moral conduct (Bass 1998).

Leaders must Inspire and Motivate

Leaders must be able to inspire and motivate employees. This is done by

giving them challenging yet rewarding and meaningful work. Inspired and motivated

employees are the key to success.

Leaders must Stimulate the minds of the Followers

Effective leadership requires leaders to stimulate the minds of their followers.

An effective leader encourages innovation and creativity. Followers are encouraged to

try new approaches, and are allowed to share their ideas.

Leaders must be Considerate

Leaders must act as mentors and coaches. They must pay attention to the

followers’ development and growth needs. Leaders must support their followers. They

must facilitate continuous learning and development. An effective leader recognizes

that every one has special needs.

Team Relationships and Teamwork

A team is defined as a distinct set of two or more people interacting

dynamically, interdependently, and adaptively toward a common and valued goal or

mission. Each member in a team has a specific role or function (Salas et al 1992).

Evaluation

Because of different challenges and problems, the relationship between

employees and managers is weak. Efforts to improve the organization have failed

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because the employees are not committed. The operations and personnel department

promotes team working but there are departments that are not committed. The senior

management wants to move from individual-based work structure to a team-based

structure. Team relationships according to Fairholm (1994) help groups identify and

create a positive culture that is identified by high trust levels, broad communications

and enhanced opportunities (p. 155). The hierarchical structure and nature of the

organization hinders active participation from employees. Because decision-making

are centralized and the power rests almost entirely at the top, problems in motivation

and commitment arise. The hierarchical structure of the organization has encouraged a

dependent attitude among the employees.

Stages of Team Development

Teams in organizations undergo a maturation process called the life cycle. In

order to build effective teams and facilitate teamwork, a leader must first understand

the stages of team development.

1. Forming – during the forming stage, the members are introduced to each other. on

this stage of development ground rules are established. During the forming stage,

members are usually uncertain on how to act and how being a member of the team

will benefit them. The forming stage will be completed once the members accept their

team membership.

2. Storming

During the storming stage, conflicts arise in the team. Members are usually

hostile toward each other. The control of the team leader is also resisted. The storming

stage is complete once the issues and conflicts have been resolved and the leader’s

control has been accepted.

40
3. Norming

During this stage, cohesion is strong in the team. Members develop string

relationships and shared feelings. The storming stage is complete when the members

accept a common set of expectations forming a satisfactory way of doing things.

4. Performing

When the team reach this stage of development, the issues and problems have

been resolved. The team is now ready to work. The team is able to perform the tasks

at hand effectively because the members have good relations and the control of the

leader is accepted.

5. Adjourning

The team may adjourn abruptly or gradually once its goals are already met

(Sims 2002a).

Building Effective Teams

1. Diversify Team Membership

Effective teams are composed of a diversity of individuals with varying skills

and experiences. Having a diverse membership can be an effective strategy.

2. Keep the Team Small

In order to be effective, teams must be kept small. Small numbers of people

are easier to manage and coordinate.

3. Select the Right Team Members

It is important to understand that people have different personalities. Some

people take pleasure in working in teams, other on the other hand prefer to work

41
individually. It is also important that team members are selected based on their skills.

The skills of the members must be complementary.

4. Train Members

Effective teams have members that possess the necessary skills needed for

them to perform their tasks.

5. Clarify Goals

A well-defined mission and goal is a prerequisite for a team to function

effectively. Team goals must be articulated clearly.

6. Use Appropriate Performance Measures

In order to function effectively, teams must develop their own success metrics.

These measures must be process-based.

7. Encourage Participation

The more team members participate in the decision-making process, the more

likely they are to feel committed to those decisions. Every team member must be

involved in order for them to feel committed.

8. Foster Communication and Cooperation

Team members must communicate and cooperate with each other so they can

coordinate their efforts toward the common goal (Sims 2002a).

Employee Empowerment

Employee empowerment requires commitment from the top management. The

company must provide means for employees to participate not only in production but

at the office and higher levels of the organization as well.Empowering employees is

42
popular in organizations today. Employee empowerment means giving employees the

ability, means, and information needed in order for them to have greater autonomy

over their jobs. Empowerment also builds the employees’ confidence to perform new

jobs. Empowerment is an approach in employee motivation. The aim of

empowerment is to make employees feel self-efficient. Empowerment allows

employees to realize their full potential. Satisfaction of needs for achievement,

recognition and self-actualization are among the aims of employee empowerment.

Empowerment also changes beliefs and behaviors. Through empowerment,

employees feel effective and efficient. Through empowerment both the goals of the

individual employees and the organization as a whole are achieved (Sims 2002).

Evaluation

Empowering employees is one way of motivating them. Employee

empowerment and participation are low. Employees have little opportunity to decide

about the nature of their work and how to accomplish their tasks. The employees are

not empowered because they are restricted to realize their full potential. Employees

have little authority. The opportunity for employees to develop and acquire new skills

and knowledge is limited.

Employee Motivation and Performance

Because of low motivation and because the company fails to motivate its

employees, the organizational performance is suffering. Low motivation results in low

commitment, absenteeism and high turnover. The absence of programs and schemes

43
that motivate employees has caused different problems. There is a high turnover rate

and employees are dissatisfied. Employee motivation affects performance. Motivated

employees improve their performance. They work harder, longer and more efficiently.

In order to improve employee performance, the company needs to motivate

employees first.

Motivating Employees

Below are different programs and schemes that the company can use to

motivate employees. It ranges from simple award and recognition schemes to job

redesign.

1. Spot Awards

A spot award is given to an employee who rendered a commendable

performance. Spot awards are good motivators. When the rewards are dependent on

excellent performance and are given immediately, they are consistent with the

expectancy approach and provide the recognition that humans want to achieve (Sims

2002a).

2. Recognition

Feeling appreciated is what most people like. Being recognized for a job well

done, financially or otherwise is a source of employee motivation. Immediate

recognition strengthens motivation and can provide some immediate outcomes to

counterbalance the employees’ inputs and efforts. Recognition also underscores the

performance-reward-expectancy link, and it helps appeal to and satisfy the need

people have to achieve and be recognized for their achievement. LeBoeuf (1991) gave

44
eleven types of employee behavior that must be recognized by organizations and

individual managers. These are:

• Aiming at solid solutions rather than quick repairs

• Readiness to take risks

• Being ingenuous instead of complying mindlessly

• Decisive action rather than paralysis by analysis

• Smart work rather than busywork

• Simplification of complicated tasks

• Quietly effective behavior instead of squeaky wheels

• Quality work instead of fast work

• Loyalty instead of turnover

• Working together instead of working against

• Lack of absenteeism and tardiness (cited in Sims 2002a p. 70).

3. Pay for Performance

Pay for performance is a method of tying pay to the level of a person’s

productivity. In order to ensure the success of a pay-for-performance plan, the

organization must:

1. Ensure that effort and rewards are directly related

The incentive plan should reward employees directly as their production

increase. Employees must also believe that the task is achievable. The employees

must view the standard as attainable. The organization and the management must

provide the necessary tools, equipment, and training to enable the employees to meet

the standards. The plan must also be understandable and the easily quantifiable by the

45
employees. It should be easy for employees to calculate the rewards they will receive

for various levels of effort. The organization must set standards that will aid in the

achievement of its performance goals. The standards must be viewed as fair by

employees. They should be high but reasonable; that is, there should be about a 50–50

chance of success. The organization must set specific goals. Guarantee the program.

The rewards offered for a particular level of work should be viewed as a contract

between the organization and the employees. Once the plan is operational, great

caution should be used before decreasing the size of the incentive in any way. The

base rate must also be guaranteed. It is often advisable to give employees a safety net

by providing them with a base pay. They will know that no matter what happens,

they can at least earn a guaranteed minimum amount (Sims 2002a).

2. Merit Pay

Most employees, when they do a good job, expect to be rewarded with at least

a merit raised at the end of the year. A merit raise is a salary increase – usually

permanent – that is based on the employee’s individual performance. It is different

from a bonus in that it represents a continuing increment, whereas the bonus

represents a one-time payment. To the extent that it is actually tied to performance,

the prospect for a merit raise may focus the employee’s attention on the link between

performance and rewards, which is in line with the expectancy approach to motivation

(Sims 2002a).

3. Job Redesign

46
 Managers have long been concerned about the monotonous and boring

qualities of highly specialized, short-cycle, assembly-line jobs. In an effort to respond

to these concerns, many employers set up programs aimed at redesigning their

workers’ job. Job design refers to the number and nature of activities in a job; the

basic issue in job design is whether jobs should be more specialized or, at the other

extreme, more “enriched” and no routine. Job enrichment means building motivators

like opportunities for achievement into the job by making it more interesting and

challenging. This is often accomplished by giving employees more autonomy and

allowing them to do much of the planning and inspection normally done by their

managers (Sims 2002a).

4. Performance Management

Performance management is important in employee motivation and

performance improvement as it helps organizations maintain or improve performance,

facilitate consistent performance evaluation and promotes the provision of high-

quality feedback. Performance management serves as the basis for coaching and

coaching (Gilley and Maycunich 2000).

Management of Change

Organizational change needs commitment from both the employee and

management. Managing change is not a simple task. The management needs to make

sure, above anything, that the employees understand the reasons for change. The

employees must realize the importance of change and how they can contribute to the

success of organizational change. Below are some strategies that can help the

organization to be successful in its change efforts.

1. Build a Climate for Change

47
 Successful change in the new economy will result from a climate that

welcomes, initiates, and manages change. In such a climate, risk is accepted as a

natural part of doing business. A premium must be placed on innovation and

creativity. Employees have to be encouraged to try new and different approaches to

the job and other work processes (Sims 2002a).

2. Improve Communication

Improving organizational communication is one of the most important strategy

an organization can employ. Effective organizational communication is important as

it aids in overcoming resistance and maximizes employee participation. The

employees need to understand the whole change process and the reason behind such a

strategic move. The organization must make sure that the right kind and amount of

information is gathered and communicated throughout the organization in a clear and

easy to understand manner (Sims 2002a).

3. Encourage Employee Involvement

Today more than ever, employees are more active in issues that affect the

organization and they seek to be more involved in decisions that affect their job and

well-being. Employees are now more assertive. They are confident that they know the

critical operational problems, and they want to share their insights (Sims 2002a).

Recruitment and Selection

The fierce competition between firms to attract qualified job applicants and the

increasing skills shortage has a tremendous impact on recruitment and selection.

Moreover, the problems and issues as well as the management inadequacy in the

organization have led to increase employee turnover. In order to cope with skills

48
shortage and to attract qualified applicants more effectively, the organization needs to

develop strategic recruitment and selection methods and policies.

Recruitment

The organization must develop new recruitment methods that will support its

goals and objectives. The organization’s policy must also reflect the organization’s

desire to employ female workers. The recruitment method of the organization needs

to be restructured.

Selection

In order to make organizational change successful, the selection method must

also be restructured. The organization needs to design new selection methods that

adhere to its new business objectives and goals. The selection method must also be

aligned with the new business strategy.

Training and Development

Training and development is an important consideration. The aim of training

and development is learning. Let us consider different learning principles.

Learning is a change in behavior that results from direct or indirect experience.

Training and development aims to make employees learn more effective behaviors.

One learning principle that must be considered is motivation. In order to learn a

person must want to learn. In the context of training and development, motivation

influences a person’s enthusiasm for training and development, keeps attention

focused on the training and development activities, and reinforces what is learned.

Reinforcement is also important. The learning that occurs during training and

49
development must be reinforced in the organization. Employees learn best with

immediate reinforcement of appropriate behavior. In addition, the behaviors that the

individual is attempting to learn must be meaningful. The individual who is

undergoing the training and development must recognize that behavior and its

associated information as being important and relevant to the job situation (Sims

2002b).

What Should ARC Do?

Facilitate an Environment that Values Continuous Learning

Organizational learning is considered as a source of competitive advantage.

Organizational learning happens when the employees of an organization is learning in

a continuous manner. Continuous learning as defined by Tannenbaum (1997) is a

method of fostering learning on a continuous basis.

The organization needs to establish a culture that promotes continuous

learning. An organization’s culture includes its values, beliefs, attitudes, practices,

procedures and customs. A learning organization’s culture emphasizes the

significance of continuous learning. The management must encourage continuous

learning at all levels, functions and divisions throughout the firm. The organization

must make learning everyone’s responsibility. A culture of learning encourages

individual and team growth and development by valuing creativity, teamwork,

continuous improvement and self-management (Gilley and Maycunich 2000).

Career Development

One of the problems of Arden Racing Company is the lack of effective Career

Planning and Development Programs. Because employees are not properly trained

50
and because they do not possess the necessary knowledge, skills and abilities to

perform their jobs, the organizational performance is affected. The employees also

feel uncertain about the career opportunities that are available for them in the

organization. In addition, the organization fails to train the employees in order to

prepare them for future job assignments.

What should ARC Do?

The company needs to restructure its career development programs. Career

development involves both the organization and the employee. The employee is the

one that is responsible for career planning while the organization handles career

management (Eggland and Giley 1998).

Mentoring

In mentoring, the ‘mentor’ coaches, advices and encourages, employees of

lesser rank. In mentoring, the mentor and the person being mentored builds a

relationship wherein relationship is built. Under a good mentor, learning focuses on

goals, opportunities, expectations, standards, and assistance in fulfilling the

employee’s potential (Sims 2002b). The mentor is described as a manager who is

experienced, productive and able to relate well to a less experienced employees

(Kram 1985). The mentoring relationship is intended to be supportive and non-

threatening. The mentor provides advice related the protégé’s job, career aspirations

and development, clarifies misunderstandings and ambiguities the less experienced

51
employee might encounter, builds confidence in the protégé and encourages him or

her to take developmental steps (Rudman 2003).

Coaching

Coaching is a one-to-one process. The coach may be the manager, a more

experienced colleague or a specialist. Communication in coaching is two-way and

focuses on discussion, discovery and understanding. Coaching also aims to solve

problems. Coaching is essentially an on-the-job supplement for training and

development. It aids in the application of the skills and knowledge that the employees

gain on or off the job. Because coaching uses everyday incidents as the occasion for

learning, the new skill or knowledge can be applied immediately, observed and

checked by the manager and correct feedback given. In order for coaching to be

successful, the coach must:

 Show interest in people

 Look for potential

 Be aware of the interests, desires and capabilities of their people

 Show person-centered interests instead of work-centered

 Demonstrate confidence and trust in subordinates

 Allow the subordinate to decide for themselves (Rudman 2003)

Work-Life Balance

Part of the parent company’s policy is to recruit female employees. However,

there are different concerns that must be considered. One of the issues that must be

considered is work-family balance. Many people, especially women, choose not to be

promoted to a more time consuming job because they value their home life.

52
Introducing a flexible work plan can be beneficial to both the organization and the

employees. In order to make the integration of female workers successful and

rewarding for female employees and in order to make them more productive, the

organization must set family-friendly (work-life) programs. Some of these programs

are:

Job Sharing

Job sharing enables two employees to share a full-time position. The salary

and benefits become prorated. The two employees participating in job sharing are

called ‘partners’. In job sharing, the partners share the tasks and responsibilities. Job

sharing is principally intended for women with young children (Avery and Zabel

2001).

The employees can be given job-sharing options. This option must be intended

toward those employees who are having a hard time balancing their work and family

lives. Job sharing enables sharers to balance work and home responsibilities. Both

partners can also learn from each other through job sharing.

Flexi-Time

Flextime (flexi-time) is a scheduling option that allows workers to select their

starting and quitting times within limits established by management. There are

generally core hours when all employees must be present. Although starting and

quitting times vary, employee are required to work a standard number of hours within

a given time period (Avery and Zabel 2001). There are several variations on the use of

flextime such as fixed starting and quitting times that vary daily, variations in the

length of day with required core hours, and variations in the length of day without

53
mandatory core hours. Some flextime programs allow workers to bank hours for the

future (Olmstead and Smith 1994).

Quality Management

Six Sigma

The parent company is devoted to Six Sigma. Six Sigma is a set of powerful

tools for improving processes and products. It is also an approach for improving both

the process and people-related aspects of business performance. Six Sigma is used to

link people, processes, customer and culture.

Six Sigma Tactics

Define – The first step in Six Sigma tactics is Define. In the define step, the project

team is formed, a character is created, customers, their needs and requirements are

determined and verified, and a high-level map of the current process is created (Eckes

2003).

Measure – In the Measure step, the current sigma performance is calculated (Eckes

2003).

Analysis – During the Analysis step, the team analyzes data and the process itself,

finally leading to determining the root causes of the poor sigma performance of the

process (Eckes 2003).

Improve – In the Improve step, the team generates and selects a set of solutions to

improve sigma performance (Eckes 2003).

Control – In the Control step, a set of tools and techniques are applied to the newly

improved process so that the improved sigma performance holds up over time (Eckes

2003).

54
 RECURITMENT AND SELECTION
PROCEDURE OF C.L. GUPTA

Job Analysis Form

Step-1

Job Specification Form Step-2

Interview Schedule
Step-3
Application Form for
Employment

Interview Assesment
55
Form
 Step-4

Step-5

The C.L. GUPTA has the following way which it follows for

recruiting the person

PURPOSE

The purpose of the company is to define the procedure of Recruitment &

Selection in the company.

SCOPE

The scope of the company is to find the individuals seeking employment in the

company.

56
RESPONSIBILITY

The Responsibility is on the Manager-HRD/Operations Director-EAI

Systems/Operation Director-TPB-India.

AUTHORITY

The Authority in the company is commenstrate with responsibility

PROCEDURE STEPS

1.MAN POWER RECRUITMENT

• As and when the need arises , the Manpower Requirement Form is dually

filled by the HOD/Group Manager of the concerned department and

forwarded to the HRD Department.

• The HRD Department initiates activity on the recruitment once the

"Manpower Requirement" form is approved by MD.

• All "Manpower Requirement "Forms are maintained by the HRD Department.

2.IDENTIFYING SOURCES OF RECRUITMENT

On the basis of Manpower Requirement Form a recruitment source is identified.

The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT

57
• Internal Transfer/Promotion with necessary screening, training and selection

to meet the specified requirement. It would be desirable to utilize the internal

sources before going outside to attract the candidates. The two categories of

internal sources including a review of the present employees and nomination

of the candidates by employees.

The COMPANY suggests that the effective utilization of internal sources

necessitates an understanding of their skills and information regarding

relationships of jobs. This will provide possibilities for horizontal and vertical

transfers within the enterprise eliminating simultaneous attempts to lay off

employees in one department and recruitment of employees with similar

qualification for another department in the company. Promotions and Transfers

within the plant where an employee is best suitable improves the morale along

with solving recruitment problems.

These measures can be taken effectively if we established job families through

job analysis programmes combining together similar jobs demanding similar

employee characteristics. Again, employee can be requested to suggest

promising candidates. Sometimes in a company the employees are given prizes

for recommending a candidate who has been recruited. The usefulness of this

system in the form of loyalty and its wide practice, it has been pointed that it

gives rise to cliques posing difficulty to management.

Therefore, in this company before utilizing the system attempts should be

made to determine through research whether or not employees thus recruited

are effective on particular jobs. Usually, internal sources can be used effectively

if the number of vacancies are not very large, adequate, employee records are

58
maintained, jobs do not demand originality lacking in the internal sources, and

employees have prepared themselves for promotion.

EXTERNA L SOURCE S OF RECRUITMENT

An external source of Recruitment is considered from the combination of the

following options:

CONSULTANT

Consultant are given the requirement specifying qualifications, experience and

all other necessary details. In consultant we considers the employment agencies,

educational and technical institute, casual, labor and mail applicants, trade

unions and other sources. Our company have developed markedly in large cities

in the form of consultancy services.

Usually this company facilitate recruitment of technical and professional

personnel. Because of their specialization, they effectively assess the needs of

their clients and aptitude and skills of the specialized personnel. They do not

merely bring an employer and an employee together but computerize lists of

available talents, utilizing testing to classify and used advance techniques of

vocational guidance for effective placement purposes.

Educational and technical institutes also forms an effective source of manpower

supply. There is an increasing emphasis on recruiting students from different

management institutes and universities' commerce and management departments

by recruiters for positions in sales, accounting, finance, personnel and

production. These students are recruited as management trainees and then placed

in special company training programmes. They are not recruited for particular

positions but for development as future supervisors and executive.

59
Indeed , this source provides a constant flow of new personnel with leadership

personalities. Vocational schools and industrial training institutes provides

specialized employees, apprentices, and trainees for semiskilled and skilled jobs.

Persons trained in these schools and institutes can be placed on operative and

similar jobs with a minimum of in plant training. However, recruitment of

these candidates must be based on realistic and differential standards established

through research reducing turnover and enhancing productivity.

The enterprise depends to some extent upon casual labour or "applicant at the

gate" and mail applicants. The candidates may appear personally at the

company's employment office or send their applications for possible vacancies.

According to company the quality and quantity of such candidates depend on

the image of the company in community.

Prompt response to these applicants proves very useful for the company. The

company find that this source is uncertain, and applicants reveal a wide range

of abilities necessitating a careful screening. Despite these limitations, it forms

a highly inexpensive source as the candidates themselves come to the gate of

the company. It also provides measures for a good public relations and

accordingly , the candidates visiting the company must be received cordially.

Trade unions are playing an increasingly important role in labour supply. In

several trades, they supply skilled labour in sufficient numbers. They also

determine the order in which employees are to be recruited in the organization.

In industries where they do not take active part in recruitment, they make it a

point the employees laid off are given preference in recruitment.

ADVERTISEMENT

• All recruitment advertisements are placed centrally by the HRD Department.

60
• The advertisement is drafted by HRD Department in consultation with the

concerned Department.

• All related documents of Advertisements released are maintained in the

"Advertisement" file.

In addition to the above sources, several organizations develop sources through

voluntary organizations such as clubs, attracts employees of competitors looking

for a change or good prospectus for employment, utilize women, older workers

and physically handicapped for specific positions where they are best suitable,

and use the "situation wanted" advertisement in newspapers.

SELECTION

A .SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magzine are screened by HRD Department in consultation with the

concerned department.

B.INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call

letter/telephone call/e-mai l or through the consultants.

C.INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD,

Interview panel and a copy is kept for HRD Department records. The Interview

Schedule include the following requirement.

61
HYPOTHESIS

62
 HYPOTHESIS

A hypothesis consists either of a suggested explanation for an observable

phenomenon or of a reasoned proposal predicting a possible causal correlation among

multiple phenomena. The term derives from the Greek, hyposthenia meaning "to put

under" or "to suppose." The scientific method requires that one can test a scientific

hypothesis. Scientists generally base such hypotheses on previous observations or on

extensions of scientific theories. Even though the words "hypothesis" and "theory" are

63
often used synonymously in common and informal usage, a scientific hypothesis is

not the same as a scientific theory.

NULL HYPOTHESIS

The Null Hypothesis of this project report is that there is a positive result of

making recruitment & selection in order to make effective use of human resource.

ALTERNATE HYPOTHESIS

The Alternate Hypothesis of this project report is that there is a negative result

of making recruitment & selection in order to make effective use of human resource.

64
 RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

OBJECTIVE OF THE STUDY

In C.L. GUPTA the recruitment policy spells out the objective and provides a

framework for implementation of the recruitment programme in the form of

procedures. The company involves a commitment to broad principles such as

filling vacancies with best qualified individuals.

65
The recruitment policy in a company may embrace spell issue such as the

extent of promotion from within, attitudes of enterprise in recruiting old,

handicapped and minor individuals, minority group members, parttime

employees and relatives of present employees.

In a company C.L. GUPTA, there usually a staff unit attached with personnel

or an industrial relations department designated as employment or recruitment

office. This specialization Of recruitment enables staff personnel to become

highly skilled in recruitment techniques and their evaluation.

However, recruitment remains the line responsibility as far as the personnel

requisition forms are originated by the personnel, who has the final words in the

acceptance or rejection of a particular applicant. Despite this the staff

personnel have adequate freedom in respect of sources of manpower to be

tapped and the procedure to be followed for this purpose.

DATA COLLECTION

A sample size of 100 employees is studied for this purpose. Employees of different

unit where randomly administrated the questionnaire.

DATA ANALYSIS

The analysis of data was done on the basis of unit, age and number of years

of experience and factors.

Analysis was done using the simple average method so that, finding of the

survey was easily comprehensible by all.

66
SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data.

In primary source of data collection the interview schedule and questionnaire

and opinion survey were used and in secondary source of data collection

relevant records, books, diary and magazines were used. Thus the source of

data collection were as follows:

PRIMARY SECONDARY

1. Interview schedule 1. Diary

2. Questionnaire 2. Books

3. Opinion Survey 3. Magazines

4. Other records

I have used structural interview schedule, questionnaire and opinion survey for

collection of data from primary source. Interview schedules were used for

workers clerical , category and questionnaires were used for supervisory and

executive cadre and opinion survey was used to know the technology,

perceptions, thoughts and reactions of the executives, employees/workers and

trade union members of the organization.

I have used the secondary source like diary, books, magazines and other relevant

records for collection of data to know about the industry as well as the

respondent.

DATA TYPE

67
Primary as well as secondary data was collected.

RESEARCH APPROACH

Conducting a field survey did a subjective assessment of the qualitative data.

The research method used was that of questionnaire & interview for primary

data & an extensive literature survey for secondary data.

RESEARCH INSTRUMENT

The questionnaire was used as the primary instrument for the collection of

primary data which contained open-ended questions to chance response. In

addition the personal interview method was employed to draw out answers to

subjective questions, which could not be adequately answered through the use

of questionnaire.

INTERVIEW

Interviews lead to a better insight to subjective & open questions almost all

interviewees responded.

SAMPLE UNIT

The sample unit consisted of all the departments of C.L. GUPTA.

SAMPLE FRAME

Consisted of a comprehensive list of all the employees of C.L. GUPTA.

SAMPLE SIZE

Sample size=100

68
SAMPLE DESIGN

Care was taken to choose the sample based on considerations like age, sex &

work experience of respondents thus enabling better representations of the

heterogeneous population. However, the sample design was that of

“convenience sampling” or “haphazard sampling” only. The time consideration

& size of population were major factors in determining choice of sample

design.

69
FINDING & ANALYSIS

70
 FINDINGS & ANALYSIS

Q.1. How Many Candidates Willingness To Join The Company?

Table:1

Option Percentage

Reputation of the company 17

Working Environment 28

Salary Package 16

Job Prospect 11

Location of the company 05

Career Growth Opportunity 23

Chart Showing Employees Willingness to Join

the Company

17%
23%

5%

28%
11%

16%

Reputation of the Company Working Environment Salary Package

Job Prospect Location of the Company Career Growth Opportunity

Fig. 1

Interpretation:

71
From the chart it can be understood that most of the employees are inspired by the

28% working environment of the company , 23% career growth opportunity, 17%

Reputation of the company,16% salary package of the company, 11% job prospect of

the company & 5% Location of the company.

Q.2. Most Reliable Type Of Interview Is ?

Table:2

Option Percentage

Behavioral 36

Situational 21

Structured 36

Stress 7

Chart Show ing the Reliable Type of Interview is

7%

36%

36%

21%

Behavioral Situational Structured Stress

Fig. 2

72
Interpretation:

I tried to find out the most reliable type of interview according the employee.

They expressed different view. According to the sample employees.

I found that behavioral interview is most reliable and this view was supported

by 36% of the sample employees. Similar support was begged by the situational

interview, while 36% structured interview and only 7% favoured stress

interview. Corresponding to this data I have drawn a pie chart above: -

In C.L. GUPTA all the applications received in each branch/function (HR or Finance) will be

separately arranged in descending order of merit i.e. based on a percentage of

aggregate marks of all the years/ semesters of professional course and only the

required number (according to the ratios mentioned) starting from the top will be called

for written test in each discipline of Engineering/Function (HR or Finance). In case of

a tie at cut-off marks, all the candidates scoring cut-off marks will be called for

written test. The Written Test papers will be objective type in nature and will be in

Hindi & English. Based on merit and requirement, the short-listed candidates will have

to appear for Psychometric Test and/or Behavioral Assessment Interview followed by

Personal Interview. Candidates will be invited for Psychometric Test and/or

Behavioral Assessment Interview followed by personal interview, in order of merit on

the basis of Written Test performance. In case of a tie at cut-off marks, all the

candidates scoring cut-off marks will be called for interview.

The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other

requirements mentioned in this advertisement and that the particulars furnished by them are correct in all

respects. In case it is detected at any stage of recruitment process that the candidate does not fulfill the

eligibility criteria and/or does not comply with other requirements of this advertisement and/ or he/she has

furnished any incorrect/ false information or has suppressed any material fact(s), his/her candidature is

liable to be rejected. If any of the above shortcomings is/are detected, even after appointment, his/her

services are liable to be terminated without any no.

73
Q.3. What Is The Best Way To Recruit People ?

Table:3

Option Percentage

Advertisement 40

Walk ins 25

Variable 20

Search firms 15

C hart Showing the B est way to R ecruit P eople is

15%

40%

20%

25%

Advertisement Walk-ins Variable Search Firms

Fig. 3
Interpretation:

The employees at C.L. GUPTA expressed their varied views about the best

way, according to them, to recruit people. The employees in C.L. GUPTA bear

an opinion (about 40% of the sample) that advertisement is the best way to

recruit people. While to 25% of the sample employees feel that walk-ins is best

way while 20% feel that variable ways are the best. Others feel that recruiting

74
people from search firms in a best way. Corresponding to this data I have

drawn a pie chart above:

The aim of advertising is to make people aware that a vacancy exists and to

persuade them to apply for the position. Advertising helps to define exactly

the need of the company, and what separates it from its competitors. Often the

people you want to attract are not openly looking for a new job, so you need

to think of ways to sell the attributes of the company, e.g. what makes It

unique, its culture, values, philosophy and so on.

Good advertising highlights the assets of the position and appeals to the career

needs and concerns of the desired applicants. It is worth making your

advertisement effective and attractive, as there is a high correlation between

advertisements with accurate and complete information and recruitment success.

75
Q.4. The Response Given By The Staff About Their Query ?

Table:4

Option Percentage

Yes 94

No 6

Chart Showing Employees Satisfied with the

Response given by the Staff about Query

6%

Yes
No

94%

Fig. 4
Interpretation:

My survey clearly concludes that response of the company to any query made by the

employees was absolutely good since 94% of my survey favors to this. 6% ratio of

unsatisfied can also be further reduced if communication system is further improved.

Corresponding to this data I have drawn a pie chart

76
I hereby submit my suggestion that every query by any employee should be seriously

considered and it should be dealt in depth and if at any particular time of query if proper

reply/material is not available, even than the answer must be given at a later stage after

getting full information from the source available .

Q.5. What Is The Job Specification Of The Employees ?

Table:5

Option Percentage

Yes 97

No 3

Chart Showing Job Specification of the

Response of the Employees

3%

Yes
No

97%

Fig. 5
Interpretation:

77
Almost all the candidates got the specified jobs offered to them. This implies that the

company has the organized manpower planning and well organized recruitment policy

as shown in the following chart: -

From the chart above it crystal clear that the candidates get exactly the same job as

specified. So from the company’s perspective it is a good sign for the overall growth

& development. Still some employees who comprised only 2.33% of my sample

study.

Q.6. What Is The Attitude Of H.R. Manager ?

Table:6

Option Percentage

Good 13

Very Good 30

Excellent 57

78
 Chart Showing what employees feel about the Attitude of H.R.
Manager

13%

Good
Very Good

30% Excellent
57%

Fig. 6

Interpretation:

The chart C.L. GUPTA depicts that most of the employees are doing service as per

my survey of 100 employees. Most of the employees are satisfied with the attitude of

H.R. Manager. 13% says Good attitude, 30% says Very Good and 57% says the

attitude of H.R. Manager is excellent.

Corresponding to this data I have drawn a pie chart

From the chart it is crystal clear that the attitude & working of H.R. Manager is whole

heartedly accepted to all the employees of the company. This will definitely boost the

morale of the employees, which ultimately will increase efficiency, & working of the

employees resulting in better growth of the company. Thus by every means company

is profitable. Moreover such behavior of H.R. Manager can become the ideal of their

colleagues & subordinates.

79
Q.7. The corresponding To This Data I Have Drawn A Pie Chart C.L. GUPTA ?

Table:7

Option Percentage

Managerial 40

Testing 20

80
Recruiters Themselves 15

Job Analysis 25

Chart Showing the Primary Source of Information for Recruiting

People

25%

40%

15%

20%

Managerial Testing Recruiters Themselves Job Analysis

Fig. 7

THE PRIMARY SOURCE OF INFORMATION FOR

RECRUITING PEOPLE SHOULD BE :-

81
According to the sample ,the primary source of recruiting people is Managerial.

However, Testing & Recruiters Themselves source are the second most favored

source of Recruiting people. Whenever the process of Recruitment is to be carried

out. Managerial source of Recruiting people should be heavily considered.

Advertisement in publications and recruitment booklets and information sheets for

applicants were found to be the most frequently and the least frequently used method

of managerial recruitment.

Newspaper advertisement was found to be the most preferred technique, while

advertisement in the technical and professional journals was the least preferred

technique for managerial recruitment in C.L. GUPTA.

Q.8. What Is The Opinion About C.L. GUPTA ?

Table:8

Option Percentage

82
Good 10

Very Good 35

Excellent 55

Chart Showing Opinion about Quality Product India

10%

55% 35%

Good Very Good Excellent

Fig. 8

Interpretation:

The above chart depicts that the Application Blank of the company was up to the

marks as everyone has praised & liked it. All the information and present status of the

candidate is very thoroughly covered and it also acts as a ready reckner for the

company. All the information is gathered and define each and every thing very clearly

about candidate who are applying for the job .

FINDINGS

83
 Under recruitment Procedures Requisition System is incorrect because the

replacement does not require fresh approval, unless it is in place of termination. The

data banks are not properly maintained. The dead bio-data are never being destroyed.

Proper induction is not given to all the employees. It reserves to only a few levels.

Salary comparison is not justifies. Old employees are demoralized by getting less

surely then new employee.

Salary fixation has a halo effect .Recruitment procedure is not fully

computerized. Manpower’s are recruited from private placement consultancy, who are

demanding high amount of fees, where as HRD Department is not fully utilised to

recruit manpower by advertisement.

Before recruitment cost benefit analysis is not done properly. It causes

manpower surplus which makes loss in the industry. Manpower is recruited from

reliable source however efficiency does not recognise.

In C.L. GUPTA all the applications received in each branch/function (HR or Finance) will

be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all

the years/ semesters of professional course and only the required number (according to the ratios mentioned)

starting from the top will be called for written test in each discipline of Engineering/Function (HR or

Finance).

In case of a tie at cut-off marks, all the candidates scoring cut-off marks

will be called for written test. The Written Test papers will be objective type in

nature and will be in Hindi & English. Based on merit and requirement, the

short-listed candidates will have to appear for Psychometric Test and/or

Behavioral Assessment Interview followed by Personal Interview.

Candidates will be invited for Psychometric Test and/or Behavioral

Assessment Interview followed by personal interview, in order of merit on the

84
basis of Written Test performance. In case of a tie at cut-off marks, all the

candidates scoring cut-off marks will be called for interview.

The candidates are advised to ensure while applying that they fulfill the

eligibility criteria and other requirements mentioned in this advertisement and

that the particulars furnished by them are correct in all respects.

In case it is detected at any stage of recruitment process that the

candidate does not fulfill the eligibility criteria and/or does not comply with

other requirements of this advertisement and/ or he/she has furnished any

incorrect/ false information or has suppressed any material fact(s), his/her

candidature is liable to be rejected.

If any of the above shortcomings is/are detected, even after

appointment, his/her services are liable to be terminated without any no.

85
 CONCLUSION

CONCLUSION

Studying the recruitment procedures of C.L. GUPTA., analysing the

respondents answers, opinion survey and data analysis it came to conclusion that C.L.

86
GUPTA is a growing Company. It has a separate personnel department which is

entrusted with the task of carrying out its various roles efficiently. The business of

C.L. GUPTA is carried on in a very scientific manner. In the saturation point of

business it need not waste the time to diversify into the another business.

Management understands the business game very well. At the time of difficulty it

takes necessary action to solve the problem. Now the personnel department of C.L.

GUPTA is in infancy stage. It always try to modernize the department. It strongly

C.L. GUPTA in manpower position of the organization because it knows in the

absence of ‘M’ for man all ‘Ms’ like money, material, machines, methods and

motivation are failure. It always tries to develop the human resources. In the absence

of right man, material, money, machines all things will not be properly utilized. So it

always recruits manpower in a scientific manner.

87
 SUGGESTIONS

SUGGESTIONS

1.Fresh requisition requires approval and not replacement.

2.The dead CVs should be destroyed.

88
3.Each level of employee should be formally inducted and introduced to the

Departmental Head. If not all levels, at least Asst. Manager and above category of

employees.

4.Salary comparison should be seriously done to retain the old employees.

5.Proper salary structure to be structured to attract people and make it tax effective.

6.Cost benefit analysis should be alone before creating a position or recruitment of

manpower.

7.External source should be given equal importance with internal source. By which

new brain will be inducted in the company with skill, talent, efficiency etc.

8.Manpower planning should be followed before recruiting.

9.Proper enquiry should be done regarding previous employment of a candidate

before recruitment to avoid industrial disputes.

89
 LIMITATIONS

LIMITATIONS

• Employees were reluctant to respond.

90
• Communication Gap.

• Matters were not provided on the ground of confidentiality.

• Timing problem was there because employees were busy with their work.

• No delegation of authority in H R department created problem.

• The employees to complete all the work manually. There is no computerized

at all there for it takes much time to do a work.

• Secondary data was not so reliable because it collected by any other person for

different purpose.

• To follow the organizational strategy is the expensive process.

91
BIBLIOGRAPHY

BIBLIOGRAPHY

92
Book: -

• Kothari C.R. “Research Mehtodology” Vishwa Publication Second Edition

Page No. 1-20

• Patro S.K “ The Growth and Challenges of Rural” Academic Foundation New

Delhi edition 1991 Page No. 65

Webliography

• http://www.clgupta-india.com/

• www.google.co.in

• www.wikipedia.com

93
 ANNEXURE
(QUESTIONNAIRE)

94
 ANNEXURE
QUESTIONNAIRE
Interviewer Questionnaire:

1. How many Candidate willingness to join the company

o Reputation of the company

o Salary Package
o Working Environment
o Job Prospect
o Location of the Company
o Career growth opportunity

2. What is the Most reliable type of interview

o Behavioral
o Situational
o Stress

3. What is the Best way to recruit people

o Advertisement
o Walk-ins
o Search firms

Exist Staff Questionnaire:

4. What is the Response given by the staff about their query

Agree/Disagree

5. How candidates are recruited in the company

o Written exam
o Written exam & Interview
o Written exam, G.D Interview

6. Job specification of the response of the employee

Yes/No

7. The Attitude of H.R Manager

o Good
o Very good

95
 o Excellent

8. The primary source of information for recruiting people should be

o Managerial
o Testing
o Recruiters themselves
o Job analysis

9. The Opinion about C.L. GUPTA Company’s Application on Blank

o Good
o Very good
o Excellent

96
 STEP-1
JOB ANALYSIS FORM

Job Title……………………
…………….…… Date…… Location ………………………..
Department…………………………………… Analyst………………………….
……………………………
Code No……………………………
Reason for the job ……………………………Supervised.. ……………………
Wage or salary range…………………………………………………

Relation to other jobs: Promotion from………..Promotion to…………………..

Job summary:
Work performed:………………………………………………………
Major duties :……………………………………………………….
Other tasks :…………………………………………………………
Equipment/Machines used:…………………………………………….
Working Condition……………………………………………………

Skill Requirements:
Education: (Grade or Year)
Training :
Job experience : (a)Type of experience……………………..
(b) Length of experience……………………
Supervision : (a) Positions supervised…………………….
(b) Extent of supervision…………………..
Job knowledge : (a) General ……………………………
(b) Technical………………………………
(c) Special…………………………………………
Responsibility : (a) For product and material …………………….
(b) For equipment and machinery………………
(c) For work of others………………………….
(d) For safety of others……
Physical Demands : Physical efforts
Surroundings
Hazards
Resource fulness

97
 STEP-2

JOB SPECIFICATIONS FORM

Job Title : Drill Operator Department………………………

Job Code …………………… Date……………………………..

REQUIREMENTS

1. EDUCATION : Ability to read and understand production orders and to

make simple calculations. Preferably High School Certificate.

2. TRAINING AND EXPERIENCE: No special training required . Requires

one month experience to learn job duties and to attain acceptable degree
of proficiency.

3. PHYCIAL EFFORT: No special physical effort is required.

4. MENTAL SKILL: Requires reasoning to interpret instructions and

drawings and productions orders. Must be able to concentrate when
operating.

5. SUPERVISION : Routine checking and no close supervision required.

Specific but no detailed instructions.

6. Responsible for own work only. Only routine responsibility for safety of
others.

98
 STEP-3

INTERVIEW SCHEDULE
Authorized Signatory
Preliminary interview of the candidates is conducted by HRD based on
Personal Data Format given C.L. GUPTA filled up by the candidate with
the help of technical person along with the Dept.
Date:
Venue:
Position:

NAME OF THE CANDIDATE TIME REMARKS

INTERVIEW CALL LETTER

Date ----------------
Dear Sir,
“___________________________________________________”

This has reference to your application for the above mentioned position in
our organisation.

We are pleased to invite you for a meeting with the undersigned

on…………………….at………a.m./p.m. please confirm this appointment.

We have enclosed a blank personal Data Form. Please fill this in and
bring with you along with your educational and experience certificates /
testimonials in original for the meeting.

No TA/DA shall be admissible for attending this interview.

You will be reimbursed to and for train fare by 1 st / 2nd class for attending this
interview.

We take this opportunity to thank for the interest you have shown in
joining our organisation.

Yours sincerely,
For C.L. GUPTA

99
 D.PERSONAL DATA FORM
Any candidate appearing for an interview in the company is required to fill in
his/her particulars in the prescribed "Personal Data Form"

APPLICATION FORM FOR EMPLOYMENT

STEP-4

CONFIDENTIAL

Refrence Position Time for

(including advt. ref. if any) Applied for Joining

PERSONAL DETAILS:
Name: ( in Block letters as registered in school certificate)

(First Name) (Middle Name) (Last Name)

Present Address:

Permanent Address

Tel. Res. Mob.

Tel. Off. E-mail (Personal)

Date of Birth Age Place of Birth State

Martial Status: Married/ Single Children: Male of age

Female of age

EDUCATION: Details of all examination passed from matriculation or

equivalent onwards
Exam/Degree/ School/ Year Branch of Class/ Regular/Part
Diploma/ College/ of Study Grade/ Time/
Certificate University Passing Electives/ Division Correspondence
Specialization & % of
Subjects marks

100
State reasons for gaps in studies, if any:
Academic Achievements:
PROJECT WORK/PUBLICATION/THESIS
Organization Details From To

BRIEF DETAILS OF ANY PRESENTATION/ PUBLICATION/ THESIS, IF

ANY

WORK EXPERIENCE:
Present/ Last Job

Organization Period of Employment

Address From: To:

Nature of Business

Telephone Current Position/

Position held

Sales Turnover of the organization No. of employees in the orgn.

Sales Turnover of your unit No. of employees in your unit

No. of employees in the Dept. you work No. of Executive No.of

-Non- Executive

No. of Direct report: No. of Executives No. of Non-Executive

List your 3 core competencies List 3 Key Achievements in your career

1. 1.
2. 2.
3. 3.

Please draw a brief organization chart of your dept./ Division and outline your
responsibilities (Attach sheets giving details if required)

101
Organisation Chart: Current Responsibilities

102
Previous Employment Details: (Start from recent employment)
Name of Period Position Position Brief description Last drawn
the From To Joined Last of responsibilities Gross salary
organizati Held Per month
on

Present Remuneration Drawn:

A. Monthly:
Basic DA HRA/Lease Conveyance Any other Total Total
(mention p.m. p.a.
details)

B. Annual:
LTA Variable pay/Bonus Medical Any other Total p.a.

C. Other Terminal Benefit p.a.

Pf Superannuation Gratuity Total

p.a.

D. Gross p.a.
(Total of A, B & C)

E. Other perk not included in Gross

Due date of next increment: Any other information relating to the above

103
GENERAL
Language Known
Language Read Write Speak

1. Have you any relative working in C.L. GUPTA? Yes/No

If yes please give details : Name Relationship

Designation Unit / Department

2. Have you earlier applied for any position in any of our factories/
Offices? Yes/No

3. Is your spouse e employed? Yes/No

4. Have you any locational constraints? Yes/No

If yes, please give details/ reasons

5. Can you undertake frequent t travels: Yes/No

6. Extra Curricular Activities:

7. Interests/Hobbies:

8. References: Please give names, addresses & Telephone Nos., of two

Persons other than relatives to whom we may refer about you.

1. 2.

Any other information you would like to add:

Declaration
I declare that the information given by me in this application is true and complete
to the best of any knowledge and C.L. GUPTAief. I am not aware of any
circumstances which might affect my fitness for employment. If any time, later, it
is found that I have not disclosed any material information or have given incorrect
or false information, the company will be liberty to terminate my appointment
without any notice or compensation.

Date: Place: Signature of Applicant

We thank you for information and assure you that this will be kept in strict
Confidence.

104
E.CONDUCTING INTERVIEWS
Interviews are conducted by an panel, which includes a staff member from the
concerned department and may include an had representative.

F.INTERVIEW ASSESSMENT
Interview assessment Format is filled up by the interview panel immediately after
the interview and all the relevant papers are forwarded to the HRD Department at
the earliest. The Interview Assessment include the following form which considers
the following information:

105
 INTRVIEW ASSESSMENT FORM

STEP-5
Interviewee’s Name Date 2006
Post Applied For Venue
1. 2. 3.
ASSESSMENT FACTORS RATING REMARKS
Appearance
Technical Knowledge
General Knowledge
Experience
Communications Skills
Innovative Thinking& Logic
Growth Potential
Decision Making
Leadership Skills
Maturity
Interest/Cultural background
A=Very Good B=Good C=Average D=C.L.
GUPTAow Average

Overall strong points

Overall weak points

Written Test/Remarks

Reason for leaving

Remuneration Expected

Suitable for any other

Deptt./job
Comments, if any

Selected Not- Keep Pending Call for final

G.SALARY FIXATION
"Staff comparison statement" and " salary proposal" formats are used for this
purpose.

106
H.OFFER AND APPOINTMENT LETTER
A candidate selected for appointment is issued an offer letter mentioning the
expected date of joining.

• Extension of time to join duties is granted to the candidate purely at

Management discretion.
• A Detailed Appointment letter is issued after the individuals joins and fills the
joining report.
• The offer and appointment letters are signed to all new joiners.

4.JOINING FORMALITIES

All the new joinees are required to fill-up the relevant papers such as
Nominations under Insurance and Gratuity schemes, PF Declaration Forms etc. and
all these records are maintained in their personal files.
Induction Training is organized for the new joinees. Induction is organized
internally by HRD Department depending on the number of joinees in a month.
Training needs o f the new joinees are identified as per the procedure.

On the joining detailed appointment letters are issued as per C.L. GUPTAow
mentioned levels:-

107
1) APPOINTMENT LETTER Language for C.L. GUPTA Asst.
Manager level is given in the following format

‘C.L. GUPTAOW ASSTT &MANAGER LEVEL’

___________________ Dated : ___________________

___________________
___________________

LETTER OF APPOINTMENT

Dear Mr. __________________________

With reference to the offer letter no.______________________dated __________ we are

pleased to appoint you as ____________________ on the following terms and
conditions:
Ordinarily your period of probation will be Six months which could be further extended
for a period not exceeding three months and during probationary period/extended
probationary period your services are liable to be terminated without any notice or
without assigning any reason or compensation in lieu thereof.

EMOLUMENTS:

A) you will be paid following emoluments:

Basic Salary : Rs. __________ p.m.

House Rent Allowance : Rs. __________ p.m.

Local Travelling Expenses : Rs. __________ p.m.

You shall also be entitled to benefits like Bonus, Gratuity, PF, ESI & L.T.C as per
rules of the company.

B) Further increment will be based on efficient, satisfactory and loyal discharge of

duties and may be withheld in case the standard of work and conduct is found
subnormal of may be accelerated in case the same is adjudged to be commercial at
the discretion of the management.

108
Your place of posting will be at our _________________situated at _______________-
_____. However, you are liable to be transferred to any of our sites/factory/office
at the discretion of the management.

1. During the period of your employment, you shall not secure or try to secure any other
post and undertake any course of study or work on part time basis without the
pronouncement or the Management in writing. You will also not hold any office of
profit outside the company or engage yourself in any other trade or business either
part time, or full time, whether for profit or gain, or on honorary basis or otherwise,
engage in an insurance agency or commission agency etc. without the prior written
permission of the management.

2. Your hours of attendance shall be regulated to suit the duties entrusted to you from
time to time, subject to the statutory provisions.

3. You shall be governed by the rules and regulations of the company in force from time
to time, that may be applicable to you.

4. In the event of your confirmation in writing, in addition to the terms and conditions
mentioned in this letter, except para (1):

a) You will be liable to be retired on your reaching the age of 58 years or earlier if
found medically unfit. The organization shall have the right to have you medically
examined as and when considered necessary by a registered medical practitioner
or by the Company’s medical officer.

b) The employment will be liable to be terminated on either by giving one month’s

basic salary in lieu thereof. However, no notice would be necessary to be given by
the organisation if in their opinion you are found guilty of any gross misconduct
as generally understood in employment, particularly disobedience,
insubordination, insolence and acts subversive of discipline, habitual negligence
of duties, distrust, dishonesty or embezzlement, illegal strike, habitual late
attendance, absence, go-slow etc.

5. In case any misconduct is alleged against you, you are liable to be suspended
forthwith without any salary or allowance, pending such inquiry, if in an inquiry you
are exonerated of the charges, you will be entitled to full salary as if you were on
duty. In the event you are found guilty of the charges levelled, irrespective of the
punishment imposed, you shall not be entitled to any payment for the period of
suspension.

6. The above mentioned “terms and conditions of services” shall prevail so long as the
same are not either modified or they will also be subject to such other and further
rules and regulations which may be notified by us by putting a notice in writing on
the notice board put inside the premises.

109
7. Your date of joining the services in the organization is
_________________________________

8. This letter is being offered to you in duplicate. In case the terms and conditions
expressly enumerated above are acceptable to you, please sign the duplicate copy of
this letter in token of your having read, understood and accepted the terms and
conditions mentioned above.

9. Please note that the court of jurisdiction shall be at Moradabad.

We welcome you to our organization and wish you a successful career with us.

Yours sincerely,
For C.L. GUPTA
AUTHORISED SIGNATORY

ACCEPTANCE

I have clearly understood the terms and conditions mentioned in this letter of
appointment and I hereby accept the same.

NAME SIGNATURE DATE

2) Appointment letter language for asst. Manager to manager is given in

the following format.

FOR ASSISTANT MANAGER TO MANAGER

Dear Mr……………………….
Date…………………..

APPOINTMENT LETTER

With reference to the offer letter no._________________

dated________________, we are pleased to appoint you in our organisation on
the following terms and conditions:-

1) Designation : Your position in the company will be

…………………………

110
2) Date of Joining: Your date of joining the services in the organisation
is ………………………………

3) Probation Period: Ordinarily your period of probation will be Six

months from the date of joining. Management may extends the probation
period depending upon your performance. On successful completion of
probation, you will be issued a confirmation letter.

During the probation period, your services are liable to be terminated

without assigning any specific reason, whatsoever without giving any
notice. After confirmation the notice period will be one month or one
month’s basic salary on either side.

4) Salary Details:

Your Basic Salary will be Rs. ………………./- p.m.

(Rupees ……………………………………………… only)
In addition you will be entitled to House Rent Allowance of Rs.
………………/- p.m.
(Rupees ………………………………………………only)
You will entitled to reimbursement of Local Travelling Expenses upto a
maximum limit of Rs. ………………/- p.m. (Rupees
……………………………………. only)
You shall also be entitled to benefits like ESI/Medical Reimbursement,
LTC, Bonus Exgratia, Gratuity & PF as per rules of the company.

5)Place of Posting………………………
However, you would be liable to be transferred/posted at any of the
existing or proposed locations of the company or its sister/associates
companies at the sole discretion of the management.

6) The company normally does not permit employees to engage in any other
business or work, either directly on their own account or indirectly and
you will be expected not to do so without prior consent of the management
in writing.

7) You will be governed by the rules and regulations of the company as

applicable in force, amended or altered from time to time during the
course of your employment.

8) You will automatically retire from the services of the Company on

attaining the age of 58 years. You may be retired earlier if found medically
unfit.

111
Please sign the duplicate copy of this letter signifying your acceptance and return
it to us.

We welcome you to our organisation and wish you a successful career with us.

With best wishes,

Yours sincerely,
For C.L. GUPTA

AUTHORISED SIGNATORY

I agree to accept employment on the terms and conditions mentioned above and
agree to abide by all the rules and regulations of the company.

NAME SIGNATURE
DATE

112
 3) Appointment letter language for sr. manager and above is
given in the following format.

FOR SR. MANAGER AND ABOVE

Dear Mr. …………………………. Date……………

APPOINTMENT LETTER

With reference to the offer letter no.____________________ dated ______________,

we are pleased to appoint you in our organisation on the following terms and conditions:-

1) Designation : Your position in the company will be ……………………

2) Date of Joining: Your date of joining the services in the organisation

is …………………………..

3) Salary Details :
Your Basic Salary will be Rs. ………………/- p.m.
(Rupees ………………………………………only)
In addition you will be entitled to House Rent Allowance of Rs………………../-
p.m.
(Rupees…………………………………………………… only)
You will entitled to reimbursement of Local Travelling Expenses upto a
maximum limit of Rs. ………………../- p.m. (Rupees
……………………………………….. only)

You shall also be entitled to benefits like Exgratia, Gratuity, PF etc. as per rules of
the company.

You will be entitled to reimbursement of Medical Expenses for yourself and

family, the total cost of which shall be a maximum of one month's basic salary in
a year.

You will be entitled to reimbursement of LTC equivalent to one month’s basic

salary per completed year of service. Your first entitlement for LTC will be on
completion of 12 month’s service with the Company.

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 4) Place of Posting: …………………………. However, you would be liable to be
transferred/posted at any of the existing or proposed locations of the company or
its sister/associate companies at the sole discretion of the management.

Your services are liable to be terminated without assigning any specific reason,
whatsoever by giving you one month’s basic salary or one month’s notice. Likewise you
would be free to leave the services of thew company by giving one month’s notice or
basic salary to the company.

The company normally does not permit employees to engage in any other business or
work, either directly on their own account or indirectly and you will be expected not to
do so without prior consent of the company in writing.

You will be governed by the rules and regulations of the company as applicable in force,
amended or altered from time to time during the course of your employment.

You will automatically retire from the services of the Company on attaining the age of 58
years. You may be retired earlier if found medically unfit.

Please sign the duplicate copy of this letter signifying your acceptance and return it to us.

We welcome you to our organisation and wish you a successful career with us.

With best wishes.

Yours sincerely,
For C.L. GUPTA

AUTHORISED SIGNATORY

I agree to accept employment on the terms and conditions mentioned above and agree to
abide by all the rules and regulations of the company.

NAME SIGNATURE DATE

Joining report to be filled by the new join in format given C.L. GUPTAow and
experience certificate, Date of Birth Certificate, Relieving letter, Salary Certificate and
Educational Certificate etc. to be submitted to personnel Department.

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C.L. GUPTA
DATE:
HRD DEPARTMENT
Moradabad
JOINING REPORT

This is to inform you that I have joined the organisation as

On in
Department. My present address is
Telephone No.
And my Date of Birth is . Any change in my address will be
intimated to you.

NAME :

SIGNATURE:

DATE:

VI) DOCUMENTATION

1. Individual personal files are maintained.

2. Computerised Personal details are maintained.
3. After separation also the personal files are maintained of ex-employees.
4. Position wise Data Banks are maintained for future reference.
5. The following formats shall be generated as a result of implementation on this
procedure.

5.DEPARTMENT INTERFACE

HRD Department sends a Status Report updating on the recruitment process to the
Department which has raised the manpower requirement.

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6.STATISTICAL ANNALYSIS

An Annalysis of the manpower requirements is prepared periodically based on the

following factor:

• Source of recruitment

• Resumes received and short-listed

• Interviews conducted
• Candidates selected
• Candidates joined

F.FORMATS
The Formats of the company includes the following:
 MANPOWER REQUIREMENT
 PERSONAL DATA FORM
 INTERVIEW ASSESSMENT FORM
 JOINING REPORT

 STAFF COMPARISION SHEET

 SALARY PROPOSAL SHEET

These Formats, when filled up, are available in the individual personal files along with
other personal details of the individual, which are confedential in nature.

G.RECORDS
The company includes the following records

 Manpower Requirement Forms

 Correspondence for release advertisements
 Correspondence with consultant

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