You are on page 1of 65

PROJECT REPORT ON

STUDY OF RECRUITMENT & SELECTION PROCESS AT ULTRATECH CEMENT

BY KARISHMA KHARAT M.L.S .PART II

UNIVERSITY OF MUMBAI 2011-2012

LATE NARAYAN MEGHAJI LOKHANDE MAHARASHTRA INSTITUTE OF LABOUR STUDIES


(GOVERMENT OF MAHARASHTRA)

D.C. ROAD, PAREL, MUMBAI 400 012.

MAHARASHTRA INSTITUTE OF LABOUR STUDIES


(GOVERMENT OF MAHARASHTRA)

D.C.ROAD, PAREL, MUMBAI 400 012


1

A PROJECT REPORT IN Partial Fulfillment of Masters Degree in Labour Studies (M.L.S PART II) EXAMINATION OF UNIVERSITY OF MUMBAI

TITLE NAME OF ORGANISATION NAME OF STUDENT DATE OF SUBMISSION

: STUDY OF RECRUITMENT & SELECTION PROCESS : UltraTech Cement : Ms. Karishma Kharat : 28 March 2011

SIGNATURE OF THE STUDENT :

SIGNATURE OF FACULTY FOR FIELD WORK DIRECTOR

Study on Recruitment & Selection Process


At UltraTech Cement
A Project report Submitted to

Late Narayan Meghaji Lokhande Maharashtra Institute of Labour Studies

Master of Labour Studies (2010- 2012) Submitted by: Karishma Kharat


M.L.S. Part 2
3

Acknowledgement
The written word has an unfortunate tendency of degenerating genuine into stilted formality. Alas, this is the only way in which one can express ones feelings. I take this opportunity to express our sincere gratitude to the following for their valuable guidance help and support in carrying out and completing our project.

We would like to offer our sincere thanks to Mr. V.B. PISOLKAR (VP HR) for giving us opportunity to work on such esteemed organization.

We are highly indebted to Mr. SUCHIT BASANTARAY () for guiding us at every hurdle that we faced during the completion.

We are very grateful towards our Institute and our Professors without whom this project would not have been successful.

In such study, the co-operation of the respondents is very important, I am therefore very grateful to all Managers and Officers of the department without whom it would have been difficult to complete our project.

At last I would like to thank our Director Sir and entire faculty & staff of Maharashtra Institute of Labour Studies, Parel for giving me the opportunity and privilege of working with such experience people in the field of HR in an organization like UltraTech Cement

Preface
This project gives us the complete information about the Recruitment & Selection process of Aditya Birla Group. Throughout the project the focus has been on giving a complete process outline of the Recruitment and Selection process. The project is very useful for those who want to get an understanding of the internal recruitment system and the various variants which contribute to getting the right candidate at right place at right time with the right compensation.

A survey was also conducted with the hiring managers and the recently recruited employees to get an understanding of the satisfaction level on the overall recruitment process.

We also got acquainted with the Training and development process and understanding the competency assessment of the talent pool of the company.

At last, I gratefully acknowledge and express my gratitude to Ultra Tech Cement for giving me this opportunity to learn and helping me in this project.

Index

CHAPTER
1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11.

TITLE
Company Profile Abstract Research Methodology Recruitment & Selection Concept Recruitment and Selection UltraTech Cement Data Analysis Findings Recommendations Conclusion Bibliography Annexure

PAGE NO.
7 13 14 16 27 40 49 51 53 55 57

Company Profile
As part of the seventh biggest cement manufacturer in the world, UltraTech Cement has eleven integrated plants, one white cement plant, one clinkerisation plant in UAE, 15 grinding units 11 in India, 2 in UAE, one in Bahrain and Bangladesh each and five terminals four in India and one in Sri Lanka.. These facilities gradually came up over the years, as indicated below:

2010 :: UltraTech Cement Middle East Investments Limited, a wholly owned subsidiary of the Company has acquired management control of ETA Star Cement together with its operations in the UAE, Bahrain and Bangladesh :: The cement business of Grasim demerged and vested in Samruddhi Cement Limited in May, 2010. Subsequently, Samruddhi Cement Limited amalgamated with UltraTech Cement Limited in July 2010.

2006 :: Narmada Cement Company Limited amalgamated with UltraTech pursuant to a Scheme of Amalgamation being approved by the Board for Industrial & Financial Reconstruction (BIFR) in terms of the provision of Sick Industrial Companies Act (Special Provisions)

2004 :: Completion of the implementation process to demerge the cement business of L&T and completion of open offer by Grasim, with the latter acquiring controlling stake in the newly formed company UltraTech

2003 :: The board of Larsen & Toubro Ltd (L&T) decides to demerge its cement business into a separate cement company (CemCo). Grasim decides to acquire an 8.5 per cent equity stake from L&T and then make an open offer for 30 per cent of the equity of CemCo, to acquire management control of the company.

2002 :: The Grasim Board approves an open offer for purchase of up to 20 per cent of the equity shares of Larsen & Toubro Ltd (L&T), in accordance with the provisions and guidelines issued by the Securities & Exchange Board of India (SEBI) Regulations, 1997. :: Grasim increases its stake in L&T to 14.15 per cent :: Arakkonam grinding unit

2001 :: Grasim acquires 10 per cent stake in L&T. Subsequently increases stake to 15.3 per cent by October 2002 :: Durgapur grinding unit

1998-2000 :: Bulk cement terminals at Mangalore, Navi Mumbai and Colombo

1999 :: Narmada Cement Company Limited acquired :: Ratnagiri Cement Works

1998 :: Gujarat Cement Works Plant II :: Andhra Pradesh Cement Works

1996 :: Gujarat Cement Works Plant I

1994 :: Hirmi Cement Works


8

1993 :: Jharsuguda grinding unit

1987 :: Awarpur Cement Works Plant II

1983 :: Awarpur Cement Works Plant I

Overview: UltraTech Cement Limited has an annual capacity of 48.8 million tones. It manufactures and markets Ordinary Portland Cement, Portland Blast Furnace Slag Cement and Portland Pozzalana Cement. It also manufactures ready mix concrete (RMC).

The company has 11 integrated plants, one white cement plant, one clinkerisation plant in UAE, 15 grinding units 11 in India, 2 in UAE, one in Bahrain and Bangladesh each and and five terminals four in India and one in Sri Lanka.

UltraTech Cement is the countrys largest exporter of cement clinker. The export markets span countries around the Indian Ocean, Africa, Europe and the Middle East.

UltraTech's subsidiaries are Dakshin Cements Limited, Harish Cements Limited, UltraTech Cement Lanka (Pvt.) Ltd, and UltraTech Cement Middle East Investments Limited Products of Ultra Tech Cement UltraTech is India's largest exporter of cement clinker. UltraTech Cement has 11 integrated plants, 15 grinding units, five bulk terminals and 92 RMC plants spanning India, UAE, Bahrain, Bangladesh and Sri Lanka. Most of the plants have ISO 9001, ISO 14001 and OHSAS 18001 certification. In addition, two plants have received
9

ISO 27001 certification and four have received SA 8000 certification. The process is currently underway for the remaining plants. The company exports over 2.5 million tonnes per annum, which is about 30 per cent of the country's total exports. The export market comprises of countries around the Indian Ocean, Africa, Europe and the Middle East. Export is a thrust area in the company's strategy for growth. UltraTech's products include Ordinary Portland cement, Portland Pozzolana cement and Portland blast furnace slag cement. 1. Ordinary Portland cement 2. Portland blast furnace slag cement 3. Portland Pozzolana cement

1) Ordinary Portland Cement Ordinary Portland cement is the most commonly used cement for a wide range of applications. These applications cover dry-lean mixes, general-purpose ready-mixes, and even high strength pre-cast and prestressed concrete. 2) Portland blast-furnace slag cement Portland blast-furnace slag cement has a lighter colour, better concrete workability, easier finish ability, higher compressive and flexural strength, lower permeability, improved resistance to aggressive chemicals and more consistent plastic and hardened consistency. 3) Portland pozzolana cement Portland pozzolana cement is ordinary portland cement blended with pozzolanic materials (power-station fly ash, burnt clays, ash from burnt plant material or siliceous earths), either together or separately

10

11

Recruitment & Selection The concept, framework and application at Aditya Birla UltraTech Cement

12

ABSTRACT

Recruitment & Selection is the process to discover sources of manpower to meet the requirement of staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force. Recruitment of candidates is the function preceding the selection, which helps create a pool of prospective employees for the organisation so that the management can select the right candidate for the right job from this pool. The main objective of the recruitment process is to expedite the selection process. A Study on Recruitment and Selection Process at Aditya Birla Group UltraTech Cement was a way to study the existing recruitment & Selection process and various factors involved in it. Both Primary & Secondary data was used to collect data. The primary data was collected from both employers and employees of UltraTech Cement through a well constructed Questionnaire. Secondary data was collected from the various recruitment policies and documents which are currently used at UltraTech Cement. From the analysis it was inferred that the recruitment preference is more towards internal and not external. The overall satisfaction level of the employees with regards to the recruitment was very good. From the study it was found that the employers and employee are satisfied with the present recruitment and selection process.

13

RESEARCH METHODOLOGY
OBJECTIVES: 1. To Study the existing recruitment and Selection Process the organisation is using. 2. To Study various factors involved in recruitment and Selection Process. 3. To Study the methods and techniques used in recruitment and selection Process 4. To find out the employers and employees opinion on the present Process of Recruitment & Selection and to provide suggestions for Improvement. By research methodology we mean the way in which the data is collected for the research project. RESEARCH DESIGN The Research Design for my Project was of DISCRIPTIVE RESEARCH.

DATA COLLECTION TECHNIQUE Data collection is an elaborate process in which the researchers make a planned research for all relevant data. Data is the foundation of all market research. Data or facts may be obtained from several sources. Data can be classified as:1. PRIMARY DATA 2. SECONDARY DATA

PRIMARY DATA Primary data is the data gathered for the first time b the researchers. If the secondary data is found to be inadequate or unavailable, the researcher goes for primary data. COLLECTION OF PRIMARY DATA Collection of primary data is a task demanding technical expertise. The provider or the source of primary data is termed as respondent. A respondent may give information actively or passively of error, the manager and the researcher must collaborate in a clear and precise identification of the study objectives.

14

In this study, primary data is collected primarily to understand the existing Recruitment & Selection Process UltraTech is using with the help of a well framed questionnaire. SECONDARY DATA Secondary data is the data borrowed from secondary sources by the researcher. Secondary data can be internal or external i.e. internal records of the company or information available from library and other statistical organization. We used various sites including the official company site, Internal Recruitment Policy, talent, Recruitment & Selection manual, The Poornata training Manual of ABG group and literature to redeem information and data pertaining to our project. METHODOLOGY USED IN THE PROJECT SAMPLE PLAN Almost all marketing research projects are interested in information about a large population. As it is impractical to collect data from all members of such large populations, a sample is selected. The sampling method used was non-probability sampling method. The tool used for sampling was interview schedule. DEFINING THE POPULATION The population defined in our research was dependent on demographics and hence did affect our research to a large extent. The population was defined on keeping the fact in mind that the two most important players in the process of recruitment are the people who get recruited and people who recruit. DETERMINING SAMPLE SIZE The researcher must also decide how large a sample to select. Marketing research sample vary from fewer 10 to several thousand. The research must consider the problem at hand, the budget and the accuracy needed in the data before the question of sample size can be answered. Our Sample size was 15 Hiring Managers 15 Employees (hired in the last two years).The method used was purposive sampling.
15

Recruitment & Selection Concept


RECRUITMENT Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. In simple words recruitment can be defined as a linking function-joining together those with jobs to fill and those seeking jobs. PURPOSE AND IMPORTANCE The general purpose of recruitment is to provide a pool of potentially qualified job candidates. Specifically, the purposes and needs are: Determine the present and future requirements of the organization in conjunction with its personnelplanning and job-analysis activities. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the number of visibly, under qualified or overqualified job applicants. Help reduce the probability that job applicants, once recruited and selected, will leave the organization only after a short period of time. Begin identifying and preparing potential job applicants who will be appropriate candidates. Induct outsiders with a new perspective to lead the company. Infuse fresh blood at all levels of the organization. Develop an organizational culture that attracts competent people to the company. Search for talent globally and not just within the company.

FACTORS AFFECTING RECRUITMENT The following are the 2 important factors affecting Recruitment: 1) INTERNAL FACTORS Recruiting policy Temporary and part-time employees Recruitment of local citizens Engagement of the company in HRP
16

2)

Companys size Cost of recruitment Companys growth and expansion

EXTERNAL FACTORS Supply and Demand factors Unemployment Rate Labour-market conditions Political and legal considerations Social factors Economic factors Technological factors

Relationship of Recruitment with other Activities

17

METHODS OF RECRUITMENT
Internal Methods: 1. Promotions and Transfers This is a method of filling vacancies from internal resources of the company to achieve optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral movement of an employee from one position to another position in the same or another job class assigned to usually same salary range. Promotion, on the other hand is the permanent movement of a staff member from a position in one job class to a position in another job class of increased responsibility or complexity of duties and in a higher salary range. 2. Job Posting Job Posting is an arrangement in which a firm internally posts a list of open positions (with their descriptions and requirements) so that the existing employees who wish to move to different functional areas may apply. It is also known as Job bidding. It helps the qualified employees working in the organization to scale new heights, instead of looking for better perspectives outside. It also helps organization to retain its experienced and promising employees. 3. Employee Referrals It is a recruitment method in which the current employees are encouraged and rewarded for introducing suitable recruits from among the people they know. The logic behind employee referral is that it takes one to know one. Benefits of this method are as follows: Quality Candidates Cost savings Faster recruitment cycles Incentives to current employees On the other hand it is important for an organization to ensure that nepotism or favoritism does not happen, and that such aspects do not make inroads into the recruitment process.

External Methods: External methods of recruitment are again divided into two categories- Direct External Recruitment and Indirect External Recruitment methods. Direct External Recruitment Methods 1. Campus Recruitment In Campus Recruitment, Companies / Corporate visit some of the most important Technical and Professional Institutes in an attempt to hire young intelligent and smart students at source. It is common
18

practice for Institutes today to hire a Placement Officer who coordinates with small, medium and large sized Companies and helps in streamlining the entire Campus Recruitment procedure. Benefits of Campus Recruitment Companies get the opportunity to choose from and select the best talent in a short span of time. Companies end up saving a lot of time and efforts that go in advertising vacancies, screening and eventually selecting applicants for employment. College students who are just passing out get the opportunity to present themselves to some of the best companies within their industry of interest. Landing a job offer while still in college and joining just after graduating is definitely what all students dream of. On the negative front, campus recruiting means hiring people with little or no work experience. Indirect External Recruitment Methods 1. Advertisements Advertisements are the most common form of external recruitment. They can be found in many places (local and national newspapers, notice boards, recruitment fairs) and should include some important information relating to the job (job title, pay package, location, job description, how to apply-either by CV or application form, etc). Where a business chooses to advertise will depend on the cost of advertising and the coverage needed i.e. how far away people will consider applying for the job. 2. Third Party Methods Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because well-treated applicants are likely to inform others. On the other hand, walk-ins show up randomly, and there may be no match with available openings. This is particularly true for jobs requiring specialized skills. Public and private employment agencies: Public and private employment agencies are established to match job openings with listings of job applicants. These agencies also classify and screen applicants. Most agencies administer work-sample tests, such as typing exams, to applicants. E-Recruiting: There are many methods used for e-recruitment, some of the important methods are as follows: a. Job boards: These are the places where the employers post jobs and search for candidates. One of the disadvantages is, it is generic in nature. b. Employer web sites: These sites can be of the company owned sites, or a site developed by various employers. c. Professional websites: These are for specific professions, skills and not general in nature.

19

Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization.

SELECTION
The size of the labour market, the image of the company, the place of posting, the nature of job, the compensation package and a host of other factors influence the manner of aspirants are likely to respond to the recruiting efforts of the company. Through the process of recruitment the company tries to locate prospective employees and encourages them to apply for vacancies at various levels. Recruiting, thus, provides a pool of applicants for selection. Definition To select means to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Purpose The purpose of selection is to pick up the most suitable candidate who would meet the requirements of the job in an organisation best, to find out which job applicant will be successful, if hired. To meet this goal, the company obtains and assesses information about the applicants in terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the unsuitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it is directly affects the amount and quality of employees work. Any mismatch in this regard can cost an organisation a great deal of money, time and trouble, especially, in terms of training and operating costs. In course of time, the employee may find the job distasteful and leave in frustration. He may even circulate negative information about the company, causing incalculable harm to the company in the long run. Effective election, therefore, demands constant monitoring of the fit between people the job. The Process Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the applicant proceeds to the next one. The time and emphasis place on each step will definitely vary from one organisation to another and indeed, from job to job within the same organisation. The sequence of steps may also vary from job to job and organisation to organisation. For example some organizations may give more importance to testing while others give more emphasis to interviews and reference checks. Similarly a single brief selection interview might be enough for applicants for lower level positions, while applicants for managerial jobs might be interviewed by a number of people.
20

Flow chart of Selection Process

1. Reception A company is known by the people it employs. In order to attract people with talents, skills and experience a company has to create a favorable impression on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to call back the personnel department after some time.
21

2. Screening Interview A preliminary interview is generally planned by large organizations to cut the cost of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the Personnel Department may elicit responses from the applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations, aptitude, location, choice etc. this courtesy interview as it is often called helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit. 3.Application Blank Application blank or form is one of the most common methods used to collect information on the various aspects of the applicants academic, social, demographic, work related background and references. It is a brief history sheet of employees background. 4.Selection Testing Selection tests or the employment tests are conducted to assess intelligence, abilities, and personality trait. A test is a standardized, objective measure of a persons behavior, performance or attitude. It is standardized because the way the tests is carried out, the environment in which the test is administered and the way the individual scores are calculated- are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way giving very little room for individual bias and interpretation. Some of them are Intelligence Tests: These are mental ability tests. They measure the incumbents learning ability and the ability to understand instructions and make judgments. The basic objective of such test is to pick up employees who are alert and quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization. Aptitude Test: Aptitude test measure an individuals potential to learn certain skills- clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the capabilities to learn a given job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary Personality Test: The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria has been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Regardless of these objections, many people still consider personality as an important component of job success. Simulation Tests: Simulation exercise is a tests which duplicate many of the activities and problems an employee faces while at work. Graphology Test: Graphology involves using a trained evaluator to examine the lines, loops, hooks, stokes, curves and flourishes in a persons handwriting to assess the persons personality and emotional make-up.
22

Polygraph (Lie-Detector) tests: the polygraph records physical changes in the body as the tests subject answers a series of questions. It records fluctuations in respiration, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgment as to whether the subjects response was truthful or deceptive by examining the biological movements recorded on the paper. TEST AS SELECTION TOOL: Tests are useful selection devices in that they uncover qualifications and talents that cant be detected otherwise. They can be used to predict how well one would perform if one is hired, why one behaves the way one does, what situational factors influence employee productivity, etc. Tests also provide unbiased information that can be put to scientific and statistical analysis. However, tests suffer from sizeable errors of estimate. Most psychological tests also have one common weakness, that is, we cant use scales which have a known zero point and equal intervals. An intelligence test, for example starts at an arbitrary point, where a person may not be able to answer question properly. This does not mean that the person is totally lacking in intelligence. Likewise, a person who is able to answer all the 10 questions correctly cannot be called twice as intelligent as the one who was able to answer only 5.

SELECTION INTERVIEW: Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step the interviewer matches the information obtained about the candidates through various means to the job requirements and to the information obtained through his own observations during the interview. Interview gives the recruiter an opportunity To size up the candidate personally; To ask question that are not covered in the tests; To make judgments on candidates enthusiasm and intelligence; To assess subjective aspects of the candidate facial expressions, appearance, nervousness and so forth; To give facts to the candidates regarding the company, its policies, etc. and promote goodwill towards the company.

Types of interviews: Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization. In a non directive interview the recruiter asks questions as they come to mind. There is no specific format to be followed.
23

In a patterned interview, the employer follows a pre-determined sequence of questions. Here the interviewee is given a special form containing questions regarding his technical competence, personality traits, attitudes, motivation, etc. In a structured or situational interview, there are fixed job related questions that are presented to each applicant. In a panel interview several interviewers question and seek answers from one applicant. The panel members can ask new and incisive questions based on their expertise and experience and elicit deeper and more meaningful expertise from candidates. Interviews can also be designed to create a difficult environment where the applicants confidence level and the ability to stand erect in difficult situations are put to test. These are referred to as the stress interview. This is basically an interview in which the applicant is made uncomfortable by a series of, often, rude, annoying or embarrassing questions. Steps in interview process: Interview is an art. It demands a positive frame of mind on part of the interviewers. Interviewers must be treated properly so as to leave a good impression about the company in their minds. HR experts have identified certain steps to be followed while conducting interviews: PREPARATION: Establishing the objective of the interview Receiving the candidates application and resume Keeping tests score ready, along with interview assessment forms Selecting the interview method to be followed Choosing the panel of experts who would interview the candidates Identifying proper room for environment

1.RECEPTION: The candidate should be properly received and led into the interview room. Start the interview on time. 2.INFORMATION EXCHANGE: State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job. Begin with open-ended questions where the candidate gets enough freedom to express himself.
24

Focus on the applicants education, training, work experience, etc. Find unexplained gaps in applicants past work or college record and elicit facts that are not mentioned in the resume. 3.EVALUATION: Evaluation is done on basis of answers and justification given by the applicant in the interview. 4. PHYSICAL AND MEDICAL EXAMINATION: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is often contingent upon the candidate being declared fit after the physical examination. 5.REFERENCE CHECKS: Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of 2 or 3 references in their application forms. These references may be from the individuals who are familiar with the candidates academic achievements or from the applicants previous employer, who is well versed with the applicants job performance and sometimes from the co-workers. HIRING DECISION: The line manager has to make the final decision now whether to select or reject a candidate after soliciting the required information through different techniques discussed earlier. The line manager has to take adequate care in taking the final decision because of economic, behavioral and social implications of the selection decisions. A careless decision of rejecting a candidate would impair the morale of the people and they suspect the selection procedure and the very basis of selection in a particular organization. A true understanding between line managers and personnel managers should be established so as to facilitate good selection decisions. After taking the final decision, the organization has to intimate this decision to the successful as well as unsuccessful candidates. The organization sends the appointment order to the successful candidates either immediately or after sometime depending upon its time schedule. STRATEGIES FOR SUCESSFUL RECRUITMENT

STEP 1: ENSURE AN UP-TO-DATE JOB DESCRIPTION A clear, accurate and up-to-date job description is crucial to ensuring a good person-job fit. It is worthwhile spending some time making sure that the job description matches the everyday reality of the job. STEP 2: EVALUATE THE RECRUITMENT STRATEGY Periodically evaluating the effectiveness of your recruitment strategy, such as the type of sources used for recruiting, can be a useful activity. For instance, a cost-benefit analysis can be done in terms of the number of applicants referred, interviewed, selected, and hired. Comparing the effectiveness of applicants hired from various sources in terms of job performance and absenteeism is also helpful. One could also examine the retention rates of workers who were hired from different sources.
25

RECRUITMENT & SELECTION.AT A GLIMPSE

26

RECRUITMENT & SELECTION PROCESS AT ADITYA BIRLA ULTRATECH CEMENT

Recruitment and Selection Guidelines


Due to diverse nature of the Aditya Birla Group, the need for talent is also diverse across the group. In order to ensure that we consistently hire high caliber talent for the group, it is essential to have a common recruitment 7Selection Process that ensure and rigor across the group. OBJECTIVE: 1. To provide guidelines for Recruitment & Selection Process to be used across all businesses. 2. To ensure a merit oriented process which is aligned with Poornata resulting in the selection of the most suitable talent available for all vacant position. 3. To ensure efficient and effective use of our internal resources in managing necessary recruitment. 4. To ensure a good experience for candidates through the recruitment process, whether successful or not, that will enhance the groups reputation as an employer of choice and a company with which doing business is an enjoyable and stimulating experience. These guidelines are applicable to all Human Resource Managers hiring internal and external candidates for Job Band 11 & above across the Aditya Birla Group.

RECRUITMENT & SELECTION PROCESS: Aditya Birla is an equal opportunity employer. The recruitment process is divided in five Stages which involve various stakeholders like the hiring managers, interviewers, Recruiters and the recruitment partners. The 5 stages are:

Requisition Management Sourcing Screening Interview & Selection Offer Process


27

REQUISITION MANAGEMENT The First stage in the process starts with hiring manager identifying the need for filling an existing position or creating a new role due to business demand. The need to fill an existing position can be due to separation of the current incumbent, movement to another role or succession Planning.

Need for Talent

Hiring manager & Supervisor determines whether position has to be filled. Hiring Manager modifies Job Description and sends it to HR Head for re-evaluation. For job band 11 & above, units must look for identified successorsor talent available within the unit.

Raise Requisition

If no position within unit, hiring manager advertises the position on Poornata. Should include : Unit name & Introduction, Position Title, Location, Key Resposibilities, Mnadatory Skills,Key Competencies as in CADD, Infrastructure & Facilities available and Educational Qualification

Approve Requisition

Once Requisition is raised and submitted through Poornata , Supervisor and Hiring Manager again approve it Supervisor goes through the requisition and adds and deletes information before approving the requistion

Poornata system forwards the approved requisition to recruiter. Recruiter checks if all the requisition details are properly filled & then approves and starts Send Requisition to the hiring process. HR

Hiring Planning Meeting

Objective of the meeting is to have a shaired understanding of the hiring process, discuss all the parameters related to recruitiment . The main points which needs to be covered in the meeting are : Position Details, Process Details which would include sourcing strategy and the process of recruitment.

HR Approves Requisition

Recruiter satisfied with all the details required to undertake the recruitment, he approves the position on poornata and initiate the Process.

28

OURCING STRATEGY: The Sourcing Strategy determines the quality of the candidates that become available for consideration. It is therefore important to spend time in formulating the course of action to be taken for filling the position. There are three most crucial things which need to be considered while deciding on the sourcing strategy.

Sourcing Avenues

Sourcing Decision

Internal Candidates Recruitment Consultants Applications from ABG career portals Online Job Portals Advertisements Referrals Database of Previous Applicants

Nature of Opening (Confidential/open) Level of Position (Senior/middle/Junior) Time Available to fill Number of Positions to be filled. (multiple/single) Degree of Specialisation ( industry/cross industry) Ease of Availability Cost of Sourcing/Hiring

All advertisements should be as per the recruitment style guide issued by GHR. While working with consultants it is a good idea to work with a selected few. Particularly the senior positions are assigned to 1 or 2 CONSULTANTS. More than one source can be used. In such cases it is advisable that recruiters take a quick scan of the job portals and their own database before contacting consultants to prevent repetition of the same candidature from the consultants. Job Portals provide a very large database of potential candidates, also job portals are very economical than hiring through consultants. At Aditya Birla, the group has signed a global group wide contract with Monster.com.

29

SCREENING & RESPONSE MANAGEMENT Short-listing the right candidates from the applications received is important as these are the candidates who are likely to be presented at the interviews. It is therefore necessary to take utmost care in the process to ensure that the good candidates are not inadvertently overlooked.
Applications come from various sources - Poornata. internal database,,job boards,consultants etc. All CV recieved should be entered in poornata. Recruiter enters all the data relevant to subsequent stages of Selection.

Recieving Applications

Screening Appllicants

Screen the applications based on the criteria agreed in the horing planning meeting. Screening Criteria should include: Educational Qualification, Domain Knowledge, Workexperience, Compensation Range

HR Interview

Could be a Personal meeting or a telephonic/video conference interview. Here, the recruiter understands candidates profile beyond CV and also explains the job profile to the candidate. Compensation details discussed and also to get an idea of the interest level of the candidate.

Short-listing Applications

Recruiter should come up with the interview short list on the basis of the criteria decidedin the hiring planning meeting. Recruiter decides if he wants the hiring manager to intervieww all the shortlisted candidates or only the top 3-4 candidates.

Testing

Conduct test not as rejection tools but to get additional information and inputs from candidates . Recruiter should ensure availability of the test reports to the interview panel during the 1st round of interview.

Convey Positive and appropriate messages. Inform the short listed candidates about number of interviews, expected duration of process, post offer formalities. Recruiter satisfied with all the details required to undertake the recruitment, Responding to he approves the position on poornata and initiate the Process. Applications For rejected candidates, suitable letter should be sent .

30

INTERVIEW AND SELECTION Once the HR interview is completed and the candidates have been short-listed for the further process. The interview and selection process comes into picture. The key steps in this stage are:
Ensure that the short-listed candidates are informed well in advance so that they can plan accordingly. As far as possible,, the interviews should be scheduled back to back or in span of 2 to 3 days to eneble better comparison between candidates. Multiple waiting areas should be arranged. Aavoid calling candidates working with the same companies at similar time. Ensure interview related documents are sent to the panelists along witht the venue and time. Candidates should be kept well informed about the venue, time, address , contact person . Reception should be kept informed about the interviews

Scheduling Interviews

Interviews

The interview time should be adhered to. In case of any last minute changes, candidates should be kept well informed At the beginning of the interview, the interviewer should introduce themselves and thank the candidate for their interest in Aditya Birla Group. After each interview ,recruiter should ensure, panel takes time to discuss and make notes on assessment of candidate's suitability/ For positions that require interviews with top management, plan 7-10 days in advance as diaries need to be blocked in advance. The candidate should be kept informed after each round of interviews.

Selection

Based on the various rounds of interviews , suitable candidate is chosen and also a backup choice incase the first choice doesnot accept the offer. All things being comparable. the internal candidates should be given preference over the external candidates. If a position involves dual reporting, both the manager's opinion are taken into consideration.

31

OFFER PROCESS Once the interviewers have selected the most suitable candidate to fill the vacancy, the next stage of the process consists of negotiation on compensation, pre-employment checks and the final offer.

Compensation Details

Proposal and Negotiations

Pre-employment Checks

Offer Letter

COMPENSATION DETAILS: The compensation information which was obtained during the HR interview would serve an input for the recruitment team, Candidate should also be asked to provide the compensation details of the last drawn salary. COMPENSATION PROPOSAL & NEGOTIATION: Various factors needs to be considered while working on the compensation Proposal like internal parity, market competitiveness, the candidates current salary, candidates last increment. Recruiter discusses the proposal with the HR Head. The negotiation range is decided. When making the proposal to the candidate, all communication should be done on the personal id and not the official id. The compensation proposal must explain all the aspects of Compensation & Benefits clearly, with respect to frequency and mode of disbursement, taxability etc. In case of relocation, the relocation policy should be discussed.

32

In case of notice period, candidate should be asked to negotiate this with his employer to ensure earliest possible release. However in exceptional circumstances, the Hiring unit may decide to payout the notice period based on business needs. If proposal is accepted by the candidate, the recruiter should get his acceptance for the same. PRE-EMPLOYMENT CHECKS These are done to get an assurity on candidates credentials and medical fitness.

Medical Checks
Recruiter informs the candidate about the medical checkup requirements. Business may ask candidates to pay for the medical checks and reimburse it later. Medical Checks should be done at the authorized medical centres.

Reference Checks
Recruiter must ensure that the reference checks are carried out. Ensure copy of the same is filled in the personal file of the candidate.

Antecedent Checks
Recruiter takes candidates authorization to carry out the checks. candidate should be informed that the offer will be revoked if some dicrepency is found. These checks are not necessary to be carried out for candidates sourced internally,professional contacts .

OFFER LETTER: Once the compensation proposal has been accepted and all the pre-employment checks are done, the recruiter prepares the Offer letter. Offer letter should include: Offer validity subject to clearance of medical checks and reference checks. Once reference and medical checks come out satisfactory, same should be communicated to the candidate.
33

The recruiter sends two hard copies of the offer letter with the compensation proposal and ensure that he receives back one copy duly signed by the candidate as a proof of his acceptance. Once the offer is accepted and the joining date is agreed upon, the recruiter informs the Hiring Manager and unit HR head regarding the same. Internal Recruitment System
Objective:

1. To speedily fill up positions and reduce the transition issues usually faced by new employees hired from outside the group 2. To reduce the cost of hiring. 3. To leverage the groups the diversity and size to provide for career progression/talent management for internal talent, thus ensuring their retention. 4. Provide an opportunity to employees to gain varied exposure in Group companies/businesses. 5. Make use of expertise available internally leverage our human capital.

Eligibility: Any employee wanting to apply for a position within the group through IRS is eligible to apply if he meets the following criteria: 1. The employee has completed a minimum tenure of 33 months in the current unit. 2. The position for which the employee is applying should not be more than two job bands higher than the current job band. 3. An employee is eligible to apply for any number of positions advertised during the current financial year. However physical absence from the unit for interviews will be restricted to 2 positions during a given financial year. 4. The employee should have kept his supervisor and unit HR head informed of his intent to apply in writing .It should be noted that if an employee applies without keeping his unit informed , he will not be considered for the positions.

Process Guidelines:
WHEN TO ADVERTISE: For any vacancy in job band 11 and above, unit must look for identified successors or talent available within their own unit or business. Such identification must be done through a formal appraisal and career planning process. If no suitable person from within the business has been identified ,details of the position will have to be advertised on Aditya Disha/Poornata Career Portal by the hiring unit
34

Alternatively, if there are people within the business unit, but there is a need for wider choice of employees, the Hiring unit can take a decision to advertise the position on Aditya Disha/Poornata Career Portal. An external search may be simultaneously launched for positions if the hiring unit needs to get a wider choice of employees to ensure timely filling of vacancies Excepting for confidential searches launched externally, any other search done in the external market must be advertised on Aditya Disha/Poornata Career Portal. In Case of specialist positions where the internal talent pool may be limited, the internal job posting would help employees refer candidates for the position since they know of the opening and its requirements in terms of experience as well as the educational qualifications. Even while searching for candidates externally for confidential positions, Corporate HR should be requested to do an internal search to identify internal talent. WHEN NOT TO ADVERTISE: There may be occasions when talent needed to fill vacancy may be available within the business. In such cases the business head can identify the appropriate person within the business unit and move the employee. In such cases the positions may not be advertised on Poornata Career Portal. RAISING THE TALENT REQUIREMENT FORM (TRF) AND POSTING THE VACENCY: Whenever a vacancy is advertised on the portal under the IRS, a detailed Talent Requirement Form (TRF), is prepared for the job posting. The following mandatory details are provided: 1. Unit Name 2. Position Title & Job Band 3. Place of posting 4. Reporting to Designation 5. Key Responsibilities 6. Profile, Educational Qualification & Work Experience 7. Infrastructure & Facilities All positions are available for viewing on Poornata Career Portal for a default period of 4 weeks. Units will however have the option to extend or re-advertise the position depending on the response they get. SCREENING OF APPLICATIONS: The Hiring Managers ensures that all the applicants received through Aditya Disha are screened within two weeks of the last date of application and an appropriate response on the candidature of the employee is communicated to him and the respective Unit HR Head.
35

On short listing the resumes for the position, it is mandatory for the Business/unit HR Head of the Hiring Unit to send the Declaration Form to the employees short-listed and request them to fill it and send it back within the specified timeframe. The candidature of the candidate is taken ahead only after receiving the completed declaration form and ensuring that the employee meets the eligibility criteria. Here, in case the HR Head finds out that the candidate does not fit into the eligibility criteria, he is not considered for the position and an appropriate communication is sent to him with a copy to his unit HR Head. SHORT-LISTING Application for interviews: On receiving the completed declaration form from the employees, the Hiring Unit finalizes the list of employees short listed for carrying out the initial round of interviews over telephone/video conference to have the basic assessment of the employee in terms of experience, motivation to change, current salary, family circumstances and also to give in-depth understanding on the role, location. Units are encouraged to use technological solutions to minimize travel time and related cost. Once a decision has been taken on the final shortlist of employees for personal interviews , a mail with the details of the interview (date, time and venue) is communicated to the employees and the unit HR heads. It is the responsibility of the employee as well as the unit HR head to inform the immediate supervisor of the employee about the interview details. SELECTION : Once a final selection has been made, an appropriate communication is sent to the employees indicating the status. In case more than one employee is short-listed for selection it is advisable to keep a standby employee as a backup till the position is closed. A copy of the communication is marked to the respective HR Heads. PREPERATION OF COMPENSATION PROPOSAL: The factors that are kept in mind while preparing the compensation proposal for the selected employees are: 1. Change in cost of living due to change in location 2. Job band of the role for which the employee has been selected While preparing the compensation proposal, the hiring unit considers these two factors . Along with this, the hiring manager also keeps in mind the internal parity with employees in similar roles in the same job band at the hiring unit. COST OF LIVING CHANGE: There are four scenarios which are considered when it comes to deciding on the compensation with respect to cost of living.

36

SCENARIO Employee moves to a job in the same job band

COMPENSATION Maximum 5% increase of the Current Fixed Compensation without housing + HRA + Band based benefits. (Current salary higher than the median) Maximum 10% increase of the Current Fixed Compensation without housing + HRA. Step wise Approach , at each level the compensation rise will be 10 % Compensation will be decided between the employee and Hiring unit.

Employee moves to a job one level higher than the current job band Employee moves to a job two level higher than the current job band Employee moves to a job level lower than the current job band (due to career exposure or personal reasons)

Variable pay: The target variable pay of the Hiring unit as applicable for an employee will be added to the above to arrive at the new Cost to Company for the employee In exceptional cases, where the new CTC at the hiring unit is lower than or equal to the CTC at the relieving unit and there is a movement to a higher Job Band , the matters are brought to the attention of the Business HR for positions up to job band 6 and to corporate HR for positions in job band 5 and above to take appropriate action. MAKING THE OFFER: Once the compensation Proposal has been prepared, the hiring unit must discuss this with the employee. After understanding the break- up, in case the employee declines the offer on compensation issues, it is treated as a case of misuse of the system. On accepting the compensation, a formal Offer letter including salary break-up is sent to the employee and the respective unit HR Head, within two weeks of his selection for the position. The offer letter should include: 1. JOB Band 2. In case on step up approach, the offer letter clearly outlines the timelines and the performance levels required to move to the next job band. 3. In case the job band offered is lower than the current Job band, attention has to be drawn to the same.

37

Poornata : The Human Resource Management System Introduction Poornata is the Group wide PeopleSoft HRMS implementation project. It is an on-line, real time, automation of HR processes thereby increasing process speed and freeing time of HR professionals for rendering value added services. Poornata vision: Poornata to be the single platform for deployment and delivery of all People Processes across Aditya Birla Group catering to all HR needs of employees. The objective o is to capture up to date & accurate information in order to elevate all HR processes to world class levels and standardize them across units and businesses. The information available in this document detail the processes & procedures which will help various HR Professionals gain competence and depth required in driving the HR processes in a timely manner. Process Flow Overall process flow is as below: The Recruitment process at ABG will be used to cater the entire range of end-to-end business process including: a) Identify and Create Job Openings b) Post Job Openings to the corporate web site, Business website and on Poornata/Aditya Disha c) Screen and Manage Applications d) Conduct Interviews e) Record Evaluation Summaries and ratings f) Make Offers to Applicants and generate offer letters g) Make and Record communication with applicants h) Bring Applicants to a stage so they can be hired in WFA module

38

Data Analysis

39

Data Analysis:

Analysis of data is a process of inspecting, cleaning, transforming, and modeling data with the goal of highlighting useful information, suggesting conclusions, and supporting decision making. Data analysis has multiple facets and approaches, encompassing diverse techniques under a variety of names, in different business, science, and social science domains. The survey was done on two groups: 1. Hiring Managers 2. Employees joined the organization in the last 2 years. The reason for conducting the survey on these two groups was to understand the actual implementation of the Recruitment & Selection policy, To understand the opinion held by the internal customers involved in the recruitment process at both ends, that is to say the one employing and the one being employed.

Category
Hiring Managers

Sample size
15

Employees TOTAL

15 30

Sample Distribution
Two exclusive questionnaires were designed so as to get the opinions of both, the hiring managers and the employees. Each questionnaire consisted of 15 questions each.

40

QUESTIONS: Hiring Managers: 1) Are you satisfied with the present Recruitment & Selection Practices at UltraTech Cement?

The present Recruitment Process seems quite in place in terms of implementation. All the employees, in the sample population, seemed to be either completely or partially satisfied.
9 6

0 Yes No partially

2) For the recruitment done for you, which source has been the most effective in generating the right candidates?

Out of all the sources which are


8 6 2 1 1

considered by the recruiting team for sourcing candidates, Most of the Hiring Managers found Internal Candidates and Employee Referrals to be the most effective method to generate right candidates.

41

3) Do you think, there has been a change in Recruitment & Selection Practices over the years at UltraTech Cement?

The recruitment process seems quite stable in terms of changes. Almost 80% of the sample population said, there hardly has been any change in the recruitment process over the last decade.
Yes No partially 3 6 6

4) Do you think Recruitment & Selection Practices of the UltraTech Cement are quite rigid in terms of eligibility criteria?

The Hiring Managers did not find the recruitment process to be rigid in terms
6 6

of eligibility criteria. Out of the total sample of 15, 12 hiring

managers felt recruitment to be not or partially rigid.

Yes

No

partially

42

5) As a Hiring Manager, how would you rate the HR recruitment teams coordination for filling up the positions at UltraTech Cement?

The internal recruitment process and the overall coordination of the HR RECRUITMENT team is quite impressive as most of the Hiring managers rated the process to be very good.
2 0 Average Good Very Good Excellent 4 9

6) How would you rate the Poornata process for Recruitment function?

The Poornata Process seems to be well established and helpful in terms of Recruitment as most of the Hiring
6 5 4

Managers have rated it mostly very good or good. This also shows that the internal recruitment process at UltraTech is very good.

Average

Good

Very Good

43

Employee: Questions:
1) How did you come to know about the opening of the position?

For the Survey conducted with the


5 2 Email 2 Job Fair Friends or Collegue Employee Service 2 Website

employees who have joined the organization in the last 2 years, it was
1 Newspaper 1 Personal Inquiry 1 Poornata 1 campus

seen that most of them had come to know about the job opening through friends. This point shows that, the referral scheme is very strong at UltraTech Cement.

2) What influenced your decision to apply for this position?

Out of the total sample population, Most of the employees said, that it was the Company reputation and Brand image which influenced their decision to apply for the position. Job Challenge was also one of the major factors influencing the decision to apply.

9 8 7 6 5 4 3 2 1 0

9 5 1 4 3

44

3) Satisfaction level of Recruitment and Selection

16 14 12 10 8 6 4 2 0

3 11

1 2

1 2 8

For the employees who have joined in the last 2 years, the satisfaction level on: Overall process was satisfactory Time Management was satisfactory Interview was satisfactory Promptness in decision was satisfactory Overall co-ordination was satisfactory.

11

11 4 4 4

very satisfied neutral

satisfied dissatisfied

4) Were you completely aware of the company policies before joining the company?

67% of the employees were not aware of the employee policies before joining the company.
no 67%

yes 33%

45

5) Interview Experience

16 14 12 10 8 6 4 2 0 on time delayed yes no good average Panelist casual formal Interview type stress Time Management tea/coffee offered

Four aspects were asked as a part of the interview process ,

Time Management: Most of the employees said that the process was not delayed and was on time. Beverages were offered during the process of recruitment. Almost 90% of the sample population found the interview Panelist to be good, Almost 85% of the population found the interview to be formal.

6) Post-joining Experience

100% 90% 80% 70% 60% 50% 40% 30% 20% 10% 0%

no yes

The post joining experience was asked to the employees:


46

portals.

Out of the total sample. 80% of the employees were not assigned any orientation colleague. 75% of the employees said there computer was set up and ready for use on the first day. Almost 70% of the employees did not get their identity cards on the initial days of their joining. 80% of the employees said no timely training was given on Poornata, Disha or other internal

Job descriptions were given to almost 65% of population on joining. Almost 70 % of the employees said, no welcome message was sent to employees on joining. 75% of the employees email ids were processed within 2 days. 70% of the employees said. Goal setting was not done in the initial period of their joining.

7) Was the post joining feedback taken by the Human Resource Department?
14 12 10 8 6 4 2 0 yes no 3 12

Out of the total population, in the sample size, almost 85% of the employees said that joining feedback was not taken by the Human Resource Department. This shows that the post feedback machinery needs to be improvised and made stronger.

47

Findings

48

Findings

After Analysis of the various factors contributing to the Recruitment & Selection Process, there are some prominent findings which got highlighted about the recruitment process at UltraTech Cement The recruitment and Selection Process at Aditya Birla is well established and the staff is well versed with the Human Resource Management System. For the hiring process, internal candidates and employment referrals were the most effective sources for generating the right candidates. The hiring process is found to be long and time consuming by the Hiring managers. The introduction of innovative techniques for hiring was not that supported by most of the hiring managers. This shows that the employees are quite satisfied with the selection process. The performance of the recruitment team has been fairly good in the opinion of the hiring managers. For the suitability of the candidate for a particular opening, the most important factor found to be seen in the employees was sound knowledge of the technical skills. The Poornata process was found to be very good by most of the hiring manageress in terms of recruitment process. Most of the hiring managers said the panelist for taking the interview should be 3, and it should constitute of two technical panelists and one person from the Human resource department... Among the employees. Friends and colleague was the main source to come to know about the openings, this shows that the employee referral scheme is very strong. The company reputation was the main reason which influenced the decision of many employees to apply for any opening. Most of the employees said it is likely that they would recommend a friend or a relative it they find any job posting. Overall most of the employees who joined in the last two years had a satisfying experience in terms of the recruitment process. In terms of the post experience, there are a lot of loopholes which needs to be worked upon, as most of the people in the sample population gave a negative feedback in terms of post joining feedback. The domain expertise and technical knowledge were the two most important competencies which the employees felt to be very important.
49

Recommendations

50

Recommendations:
Recommendations are based on findings which were highlighted during the survey done. Considering the study done on the process of recruitment at ABG UltraTech Cement, the overall recruitment process looks quite in place. Still there is a scope of improvement. Following are the recommendations which came across an s an inference to the findings of the survey, 1. The campus recruitment process should be a part of Poornata process. This is to say that the HRMS should include a list of identified colleges which fit into the criteria of hiring GET and an automatic mail should be sent to these colleges once the campus recruitment process starts. 2. It was seen that that the post-joining experience of most of the employees was not good. Here the efficiency of the recruitment team is at stake. More attention needs to be given to the post joining formalities. Also in the induction programme should include OJT so as to get a clear understanding of the job. 3. An orientation colleague/mentor should be assigned to each of the employees so that the employees dont fell lost and get a feeling of belongingness in the organization. 4. The screening process should be done automatically over the Poornata process instead of manually doing it. This will save on time and also the human error and personal bias. 5. Psychometric tests should be a part of the Recruitment process. This is because most of the job vacancies are filled in by internal candidates or referrals. In such cases making sure whether the application is culturally fit or not is very important. Also his EQ should be tested as every job involves different level of emotional stability. 6. To ensure if the employee is not finding himself out of the place, Human Resource department should take a post joining feedback quarterly with all the new joinees. 7. Most of the employees were not clearly aware of the company policies and the job description. The recruitment manager should make sure that before joining the candidate is fully aware of the policies and the job profile he would be operating in.

51

Conclusion

52

The essence of recruitment can be summed up as the philosophy of attracting as many applicants as possible for given jobs. The face value of this definition is what guided recruitment activities in the past. These days, however, the emphasis is on aligning the organizations objectives with that of the individuals. By making this a priority, an organization safeguards its interests and standing. After all, a satisfied workforce is a stable workforce which also ensures that an organization has credible and reliable performance. Ina bid to underscore this subtle point, the project examines the various processes and nuances one of the most critical activities of an organization. The end result of the recruitment process is essentially a pool of applicants. Next to recruitment, the logical step in the HR process is the selection of qualified and competent people. As such, this process concentrates on differentiating between applicants in order to identify and hire- those individuals whose abilities are consistent with the organizations requirements. The reader will do well to note that the transition between the 2 activities is not stringent. The 2 activities basically have one aim- to yield a perfect employee for the organization. Nor are these activities typecast. Every organization tailors the processes keeping in mind the nature of the organization, its needs and constraints. The human element of organization is the most crucial asset of an organization. Taking a closer perspective -it is the very quality of this asset that sets an organization apart from the others, the very element that brings the organizations vision into fruition. Thus, one can grasp the strategic implications that the manpower of an organization has in shaping the fortunes of an organization. This is where the complementary roles of Recruitment and Selection come in. The role of these aspects in the contemporary organization is a subject on which the experts have pondered, deliberated and studied, considering the vital role that they obviously play This project has brought in and given a holistic perspective to Recruitment & Selection and has given an end to end understanding of the Aditya Birla Recruitment Process. The well established internal recruitment system, the Poornata- HRMS and the recruitment and selection manual provided us with complete knowledge and broadened our perspective towards this domain. To conclude, I would like to quote that this project has provided me with the opportunity to learn the step by step process of how to recruit the right person for the right job, at the right time and with the right compensation.
53

Bibliography

54

Bibliography

POLICIES Aditya Birla Group Recruitment & Selection Policy Aditya Birla Internal Recruitment Policy ABG Training Manual of Poornata

BOOKS K Ashwathappa, (1997) Human Resource and Personnel Management, Tata McGraw- Hill 131-176 Chris Dukes, (2001) Recruiting the Right Staff Stone, Harold C and Kendell, W.E Effective Personnel Selection Procedures, 1956

WEB:
www.google.com www.citehr.com www.adityabirla.com www.learningmate.com www.scribd.com

55

Annexure

56

Questionnaire for Employees


Name Designation Department Years of work at UltraTech Cement EFFECTIVENESS OF RECRUITMENT & SELECTION PRACTICES
Ques. No. 1: How did you come to know about the opening for this position? Email Advertisements Employee Service Friend or Colleague Job Fair Newspaper Advertisement Personal Inquiry Website Advertisement Poornata Ques. No. 2: What influenced your decision to apply for this position? Compensation Benefits Job Challenge 57

Company reputation Location Position Profile Recommended by someone you know Other

Ques. No. 3: Overall, how satisfied were you with the recruitment process? Very Satisfied Satisfied Dissatisfied Very Dissatisfied

Ques. No. 4: How likely would you recommend a position at this company to a friend or an eligible Candidate? Very Likely Likely Neutral

Ques. No. 5: How satisfied were you with each of the following? Very Satisfied Overall Process Time Management Interview Promptness of recruiters decision & response Quality of Co-ordination Very Satisfied Neutral Dissatisfied Dissatisfied

Ques. No. 6: Were you completely aware of the company policies Yes No Ques. No. 7:

before joining the Company?

58

Do you think a Written Test should be given during recruitment? Yes No

Ques. No. 8: Interview Experience Time Management Tea/Coffee offered Panelist On-time Delayed YES NO Good Average Casual Formal Stress

Interview type

Ques. No. 9: How did you find the induction programme? Excellent Good Satisfactory Poor Why? .. Ques. No. 10: How frequently did your Manager take your feedback on your Learning and Development? Weekly Monthly Every Fortnight Quarterly Half Yearly Yearly Ques. No. 11: What was the gap period between your final interview and your pre-employment medical 59

checkup? Period Ques. No. 12: Was the post joining feedback taken by the Human Resource Department? Yes No

Ques. No. 13: Post Joining Experience Orientation colleague was assigned Computer was set up and ready to use Identity Cards were processed promptly within 2 days I was given timely training on Poornata, Aditya Disha Job description was given to you within 2 days of Joining Welcome message was sent to all employees Email-id was given within 2 days of joining Goal Setting was done within a week YES NO YES NO YES NO YES NO YES NO YES NO YES NO YES NO

Ques. No. 14: According to you, what competencies do you think were checked during your interview process? .. 60

Ques. No. 15: How was your overall experience of Recruitment & Selection Process?

..THANK YOU.

Questionnaire for Hiring Managers


Name Designation Department Years of work at UltraTech Cement EFFECTIVENESS OF RECRUITMENT & SELECTION PRACTICES
Ques. No. 1: Are you satisfied with the present Recruitment & Selection Practices at UltraTech Cement? Yes No Partially Ques. No. 2: For the recruitment done for you, which source has been the most effective in generating the right candidates?

Internal Candidates 61

Employee Referrals Recruitment Agency Applications received on ABG career Portal Advertisements Database of previous candidates Online Job Portals Ques. No. 3: Do you think, there has been a change in Recruitment & Selection Practices over the years at UltraTech Cement? Yes No Partially Ques. No. 4: Do you think the Recruitment & Selection Practices is quite long process? Yes No Ques. No. 5: Does internal hiring helps in motivating the employees? Yes No Partially Ques. No. 6: Do you think Recruitment & Selection Practices of the UltraTech Cement are quite rigid in terms of eligibility criteria? Yes No Partially Ques. No. 7: In selection process, do you think innovative techniques (like stress level test, psychometrics Test) should be adopted. Yes No Ques. No. 8: Do you think company should undertake assessments of personality and communication ability? Yes No 62

Ques. No. 9: As a Hiring Manager, how would you rate the HR recruitment teams coordination for filling up the positions at UltraTech Cement? Average Good Very Good Excellent

Ques. No. 10: Prioritize the following, considered by you for finding suitability of the candidate for a Position 1 Technical Skills Behavioral Skills Educational Qualification Institution Performance Quality of 2 3 4 5

Ques. No. 11: How would you rate the Poornata process for Recruitment function? Average Good Very Good Excellent

Ques. No. 12: What techniques do you use to gauge the capability & aptitude of candidates? 63

Ques. No. 13: What measures are adopted for career development within and outside the organization? ..

Ques. No. 14: Do you think the process of giving Requisition Form is required? Yes No

Ques. No. 15: In your opinion, what type of selection procedure will help in selecting right kind of candidate? Written Test Interview Group Discussion Written test and Interview Written test, interview and Group Discussion Ques. No. 16: Youre Opinion; 1. Should interview Panel be there? Yes No 2. Number of People in an interview Panel. 3. Who should constitute the interview Panel? .. 4. Do you think hiring managers should be trained on interviewing skills? Yes No

64

THANK YOU..

65

You might also like