A REPORT ON

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

By S SWARNA HASINI

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

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AUTHORISATION

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

SUBMITTED TO: PROF. RADHA KRISHNA
(FACULTY GUIDE, IBS-HYDERABAD)

SUBMITTED TO: SHRI. P.V. RAO
(VP-HR, VIMTA LABS LTD.)

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ACKNOWLEDGEMENTS

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

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TABLE OF CONTENTS Page 4 of 60 . Recruitment. S Swarna Hasini of ICFAI Business School. after carrying out an analysis of all the types of Recruitment methods followed by the organization. The report mainly includes a detailed study of the Job Description. The report also includes what are the operating principles which govern and guide the Compensation and Benefits policies and practices at Vimta Labs Ltd. Then it covers various types of Recruitment processes which are followed by Vimta Labs Ltd. it has an envious track record of serving several market leaders across the globe. I would recommend that the organization carry out a Cost – Benefit – Analysis for recruiting the best of the talent for different openings. With respect to Job Description. Correlation Analysis. I had used various Statistical quantitative techniques such as Regression Analysis. Finally. Vimta Labs Ltd. It has its headquarters located in Hyderabad.EXECUTIVE SUMMARY I. Internal Search has been identified to be a unique one among the rest and has been found out to be the most productive recruitment process due to various advantages it carries with. I had also used Rank Correlation and Chi – Square tests in the study. Selection and Compensation Management) in an Organization as it would help me in obtaining a detailed understanding of some of the HR practices followed in Vimta Labs Ltd.. is India’s leading contract research and testing organization. the report emphasizes on what are the important sections should a Job Description have and the significance of each and every section. as a summer intern for a period of 14 weeks. After a detailed analysis. As part of my internship. Established in 1984. the way Recruitment and Selection process is carried out at Vimta Labs Ltd. I had conducted a sample survey of employee needs by interviewing 30 employees and found out that rewarding and recognizing positive results is an important factor in retaining employees. in the findings section. The organization has to concentrate on the two most vital benefits namely health care coverage and compensatory leave. a brief study of Compensation Management followed by the organization. and the relative impact of each and every process followed by the Selection process in detail. I worked on the study of HR Practices (Job Description. Hyderabad had worked at VIMTA Labs Ltd. and Trend Analysis for studying variations in the firm’s employment levels over the last few years.

........................................................1 Steps to write an effective Job Description........................4 1...........................................22 4.17 3.........................................5 Job Specification...................20 3.......................5.............3 EXECUTIVE SUMMARY..........1 Employee Referrals ..........................................................2......................AUTHORISATION...............................................2......... SELECTION .............................1 Recruitment Function.....2 ACKNOWLEDGEMENTS......................................................................................................................................4 Recruitment Process............6 Internal Search..................................................................................1 Job Identification..........................................................................................................................15 2.................................2 Recruitment Purpose..........5..................................21 3..............................5 Recruitment Process at VIMTA................................................................................................................ INTRODUCTION.......................16 3...............4 Standards of Performance and Working Conditions....................................................23 Page 5 of 60 ..............................................................3 Responsibilities and Duties................9 1..........4 Recruitment Agencies ................4 Limitations of the study................................................2 Purpose...................16 3................... RECRUITMENT ..........................................................................................20 3........................................................................2 Lateral/Experienced Professional Level Recruitment Process................................................ JOB DESCRIPTION...................................................................14 2..........15 2.......2........21 3.......................................................1 Company Background.22 3............................9 1.....2...........................19 3...................2...........................2.............2..3 Objective of the study..5........................7 1........21 3......................................................................................................................16 3.........................................................18 3....5............14 2....................2 Job Summary............3 Recruitment Policy....18 3.................................................................................7 1.................................................................................2.....................................2 Job description at VIMTA............................................8 1...........................................2..................................................................................................3 Web Media ..........15 2....................1 Freshers/Entry Level Recruitment Process....................................5..........9 2.................13 2....2 Print Media................................5.......................................16 2..............................5 Literature Review ............

........4..................4..............................27 4.........53 9.... COMPENSATION MANAGEMENT...4............4.............2 Short-listing................2 Offer and Follow Up Process..............29 4.........................52 9........................................................1 Typical Selection Decision Process...............................4 Interview Questionnaire ...23 4...........................................................3 Effectiveness of different selection methods..26 4.................50 9............................... RECOMMENDATIONS..................1..................................1 Deciding on the most appropriate selection methods..................2..................................................................................................4................................................32 7...................................26 4...3 Background & Reference Checks............................................................................................................................................................................................24 4..........25 4.........................................................3 Internal Selections.....1 Interview Assessment Sheet ..............4..56 Page 6 of 60 .....................27 4.48 8.............31 6...........................1 Compensation Structure.............4 Selection Process........................................................ REFERENCES....................................................................................4..............................................................29 5.................................................................2 Selection through Manpower / Placement Agencies / Head Hunters..................................................................1 Open Advertisements....51 9....4........................................................................4................................4..... FINDINGS..................4 On Boarding/Joining..................30 5......54 9..4........28 4...........................................................5 Sample Job Description................................ ANNEXURE..........................4 Mode of Selection at VIMTA.....23 4..4.......................................51 9.............................................................4..........2 Interview Assessment Sheet ...3 Organization Structure.............................29 4..........................

it has an envious track record of serving several market leaders across the globe. Genomics Online Ordering to name a few. clinical Research. The services offered at Vimta Labs Ltd. VIMTA is a team of 621 professionals comprising 466 scientists in various disciplines such as Chemistry. DS 6800 and CISCO 6513. It has its headquarters located in Hyderabad. Technology is one of the key drivers of VIMTA. The technologies deployed at VIMTA are current and leading edge. Pharma. include Advanced Molecular Biology.1. Established in 1984. is India’s leading contract research and testing organization. The Life Sciences facility is supported by Siemens integrated building management system to control/ operate all critical services. Laboratory Information Management System (Lab ware LIMS version 6. The solution provided is a scalable architecture centering on IBM i550. Drugs and Pharma. Water. Operations are supported by Scientific Data Management System (Waters SDMS version 7. Environmental Assessments.0). VIMTA has a policy to protect itself from technological obsolescence so as to serve its customers efficiently. Molecular biology and Informatics. duly validated. Microbiology. Food and Agriculture. INTRODUCTION 1.0). VIMTA is equipped with leading edge technologies with the help of IBM partnership.1 Company Background Vimta Labs Ltd. Medicine. Domino Document Management System and Lotus Learning Management Systems. Vimta also offers the following inspection services  Pre-shipment inspection services  Quantity inspection and sampling  Supervision of loading and dispatch operation  Container Stuffing and Sealing  Inspection during production  Procurement inspection  Quality testing and analyses of product as per country’s specific standards/international standards /contractual specifications Page 7 of 60 .

APHA etc. which I had worked. Selection and Compensation Management) in an Organization. soil and solid waste for physico-chemical and biological properties as per national (CPCB / MOEF) and international standards such as US EPA. soil. food safety evaluations. and trace analysis and shelf life studies. Following are some of the services.2 Purpose The Project. which are VIMTA's core competency:  Impact assessment studies as per the guidelines issued by Ministry of Environment and Forest. of India and State Pollution Control Boards  Carrying capacity studies  Environment Management Systems as per ISO 14000  Environment Audits  Site Liability Assessments and due diligence studies  Risk Assessments (MCA/Hazen/Hazop) and disaster management studies  Occupational health & industrial hygiene  Rehabilitation & resettlement plans  Solid waste management  Environmental baseline studies covering the fields of ambient air. This would help Page 8 of 60 . Govt. 1. Consignment Certification as per country’s specific standards contractual specifications VIMTA assists the food industry commissions for nutritional labeling. is to study on the HR Practices (Job Description. wastewater. noise and ecology  Offshore sampling and analysis of sediments & water for physico-chemical and biological properties VIMTA has been the first laboratory to be notified as standard environmental laboratory under Environment Protection act 1986. water. Recruitment. It has over 12 years of experience in providing preclinical services to Pharma Company’s worldwide accordance with the guidelines prescribed by international agencies. Environmental Chemistry services include analysis of water. source emission.

followed in Vimta Labs Ltd. some of the above explanations especially regarding the current attrition levels within the organization can only be regarded as being intuitive as it may be against the organization’s secrecy and fidelity of sharing such information. So there appears to be a significant benefit from having HRM considerations represented in the strategy formulation stage rather than only in the implementation stage.3 Objective of the study As part of my project work.me in obtaining a detailed understanding of some of the HR practices such as Job Description. Macmillan 1984 The author in this article suggests that human resource management practices are one of the ways by which a company can gain competitive advantage in two major ways namely by helping themselves and by helping others. and list out the salient features of the Recruitment and Selection processes implemented in the organization  Give a brief idea of the Compensation and Benefits and whether it is at par within this industry 1. 1.4 Limitations of the study  The data could be collected wherever possible within the scope of the study. Schuler and Ian C. I would  Study the importance of Job description and what are the essential/vital factors that it should comprise of so as to recruit the best of the talent  Study how the Recruitment and Selection processes are carried out at Vimta Labs Ltd. Gaining Competitive Advantage through Human Resource Management Practices By Randall S. Recruitment and Selection.5 Literature Review 1. 1. Staffing and compensation are the Page 9 of 60 .  Due to the limited theoretical developments and empirical data available in the context. Compensation and Benefits.

companies can also gain a competitive advantage through using their HRM practices on others. Policies and practices are now designed to get discretionary effort from employees. and the skill he or she brings to the task. and it’s just as unusual for practices to be evaluated for their effectiveness.pdf 2. effectively. customers.edu/~schuler/mainpages/GainingCompAdvantageHRMpractices.uk/NR/rdonlyres/1739EC20-9ECC-46FB-A2412083B249A587/0/rewmansymprpt0705. the importance of employee engagement and the importance of line management capability.rutgers. The author says that managers need more training and support if they are to carry out their HR responsibilities. Impact of People Management Practices on Business Performance Page 10 of 60 . The author says that employees experience HR policies through the way their manager interprets them. companies can gain a competitive advantage by helping their suppliers. Source: http://www.co. Specifically. In addition to using their HRM practices on themselves. The author finally concludes that HR management practices are rarely based on academic evidence of what produces good organizational outcomes and what does not.rci. Reward Management By Duncan Brown and Charles Cotton 13th July 2005 The author in this article mainly stresses on three important factors namely the gap between evidence and practice.cipd. In addition.pdf 3. or distributors with their practices. and the rise of HR metrics should make it possible to find out which policies achieve this objective and which get in the way. such as appraisal or recognition.ones that actually create the competitive advantage for the company. Source: http://www. the author further emphasizes on selection of the most appropriate practices should be appropriate to the strategy and lead to behaviors that are supportive of the strategy.

it was very much evident that if the managers wish to influence the performance of their companies. The job descriptions. Rebecca Lawthom and Stephen Nickell 1997 The authors in this article mainly stress on the importance of people management practices in influencing company performance. But the two assumptions of this position need to be carefully tested.pdf 4. should serve as a guide for employees and they should be based on the manager’s expectations and employee’s perceptions.uk/NR/rdonlyres/75D39FB0-061E-4983-B681FB1E0C43CB96/0/ImpactofPeoplMgmntinBusPerf. These are that people are the most valu- able resource of an organization. the most important factor/area that they need to emphasize is the management of people. and that the management of people makes a difference to company performance. Michael A West. at a basic level. Based on the study conducted. The authors say that the emphasis on HRM practices is one of the most neglected areas of managerial practice within organizations. Job Descriptions – identifying purpose. but if written correctly would greatly help in performance evaluations and job assessments. A job description written without any input from the employee will not serve its true purpose. Finally. not tasks By Chanon Collins 2000 The author in this article says that the task of creating job descriptions is a tedious process.cipd. The article also provides us with the general pitfalls in poorly written job descriptions.co.By Malcolm G Patterson. Source: http://www. the author stresses the importance of effective job descriptions in such a way that they address areas of Page 11 of 60 . He further states that effective job descriptions should include the job title and illustrate its position in the organization structure.

com/presentations/selecthandbook. and user experience that must be adopted when testing.com/articles/pdf/JobDescriptions. organizational structure. Source: http://www. logistics. The article also lays emphasis on how to predict an employee’s career path based on critical thinking skills. It also specifies how to assess candidate’s aptitudes and intelligence with the help of cognitive ability tests. the employee screening questionnaire helps in predicting positive and counterproductive work behaviors of employees. position goals and objectives. Employee Selection: Testing and Assessment By Benn Dattner and Allison Dunn 2000 The authors in this article give an overview of various tests namely cognitive abilities tests.communication.apbcpa. personality and temperament tests and sales abilities tests.pdf Page 12 of 60 . The personality and temperament tests assist with selection through measurement of five primary management dimensions that frequently forecast management potential and style. Source: http://www. Finally. They also specify the steps that need to be followed in the development of a selection program and the major considerations such as appropriateness. and assessments used for evaluation.dattnerconsulting.pdf 5. usefulness.

All theses elements are part of employment planning process that organizations can use to help operate efficiently. how to be done. Job descriptions are considered essential both for the employer and the employee. writing a job description. provide a basis for measuring job performance. It defines the appropriate and authorized content of a job. ensuring that no areas are left uncovered and continuity of role parameter is available. delineate tasks and determine pay Page 13 of 60 . Without a job description it would not possible for a person to properly commit to. In other words. It is a statement describing the job in such terms as its title. The various components involved in writing a job description include job analysis. Job descriptions are not only required for recruitment so that the applicant can understand the role. responsibilities and requirement of a particular job. written job descriptions help to clarify employer’s expectations. under what conditions”. why. Job descriptions enable the organization to distinguish positions. it tells us "What to be done. or be held accountable for a role. duties and working conditions. A job description defines a person’s role and accountability. For the employer. provides a structure and discipline to understand and structure all jobs.2. and job evaluation. Writing a Job description is one of the basic elements of strategic human resource management. location. but they are also necessary for all people in work. JOB DESCRIPTION It is a written record of duties.

daily. preventing arbitrary interpretation of role content and limit by employer/manager. Also the job descriptions make the organizations/employer to defend against complaints regarding pay. monthly)  Determine the requirements of the position (skills. Determine the degree of supervision and include this in the summary if applicable 2. managers. and could be referred to. Tie them directly to the duties (actions) to be performed in the job  Determine if there are any physical. provides objective reference points for job appraisal. Instead the minute details of work should be available in the operational manual. For the employee. which are actions taken when performing the job satisfactorily  Determine the frequency of each duty (i. Most of job descriptions are created as a result of joint effort of several people including supervisors. 2. performance reviews. It is important to recognize that Job descriptions are not working manual. determine the duties.2 Job description at VIMTA Page 14 of 60 .1 Steps to write an effective Job Description  Determine the major functions (The titles/groupings under which you include the duties)  Determine the percentage of these functions in relation to the total job  For each function. providing the brief job overview. identify the needs for further training. include those on the back page of the job description form  Write the summary statement. knowledge & abilities). a written job description provides clear description of role. environmental or special demands. performance. promotions and incentives. and HR people. Well-written job descriptions also incorporate competencies required to fulfill those accountabilities.e. in the job description. or in the credentials document. The best job descriptions begin with and conform to a clarified understanding of the structure and accountabilities envisioned by the top management or the leadership. weekly. They also help in formulation of skill set. Head of Departments. and provide factual view in career planning and progression. If so.levels. promotion and discrimination.

A Job description is a written statement of what the employee actually does. 2. and what the job’s working conditions are. It should also define the limits of the jobholder’s authority..2 Job Summary The job summary should describe the general nature of the job. responsibilities etc. It would be of no use for any of the HR activities it is normally used for. A new employee should be able to ascertain the extent to which the job description can help in understanding the job and its basic requirements. Hence job descriptions have to be updated as and when major changes take place in responsibilities.3 Responsibilities and Duties This section traditionally presents a list of the job’s major responsibilities and duties. relationships or tasks. including his or her decision-making authority.2. and includes only its major functions or activities.2. direct supervision of other personnel. The employee. An old and outdated job description becomes redundant and irrelevant in an organizational context. and skills required to perform the job satisfactorily. and budgetary limitations. who is new to the job and its tasks. how he or she does it. job descriptions contain sections that cover  Job identification  Job summary  Responsibilities and duties  Standards of performance and Working conditions  Job specifications  Inter-relationships 2. 2. abilities.. At Vimta Labs Ltd. can use his own experience with the job description and his job to assess the validity and accuracy of the job description. This information is then used to write a job specification.2. Page 15 of 60 .1 Job Identification The job identification should include the title of the job and its code number. which lists the knowledge.

 Creation of vacancies due to business expansion. growth. 3. 3. transfer. and physical and mental characteristics that an incumbent must possess to perform the job successfully. It involves the creation of a pool of available human resources from which the organization can draw when it needs additional employees. Recruiting is the process of attracting applicants with certain skills. and other personal characteristics to job vacancies in an organization. and measuring their quality. retirement.5 Job Specification A job specification is a written statement of the minimum acceptable qualifications. According to Denerley and Plumblay. The need for recruitment may arise out of  Vacancies due to promotion. This lists the standards the employee is expected to achieve under each of the job description’s main duties. job descriptions contain standards of performance section. and so on.2.1 Recruitment Function Page 16 of 60 . abilities. skills. termination. or death.2. knowledge. which influences the shape of the company’s future. RECRUITMENT Recruitment is the development and maintenance of adequate manpower sources. permanent disability. recruitment is concerned with both engaging the required number of people. These specifications play an important role in the selection of the candidates for higher-level jobs in the organizational hierarchy.4 Standards of Performance and Working Conditions At Vimta Labs Ltd. it is also an activity. diversification. 2. It is not only a matter of satisfying a company’s needs. traits.2.

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

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

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

Requisition from a particular Department

Maintenance of MIS by HR

Maintenance of MIS by HR

Call the candidate for interview

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

No Reject the candidate

Does the candidate accept the offer letter?
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No

3. Campus The term “Campus” typically relates to the Selection Process being conducted at a particular accredited college or institute to recruit ELTPs (Entry Level Trainee Programmers) or MTs (Management Trainees) at the Entry Level.1 Freshers/Entry Level Recruitment Process All Entry-level requirements at Vimta Labs Ltd.. Off Campus “Off Campus” refers to a need based recruitment drive that occurs due to the sudden demand of resources. Page 20 of 60 .Yes Carry out Back-ground checks Start new search for the vacant position Notify the candidate about the Joining date and Induction Program End of Recruitment 3.5. It basically focuses on the recruitment of science graduates and/or management graduates at the Entry Level. all requirements for professionals having sufficient work experience (2 yrs & above) are recruited directly from the market through the following sourcing mechanisms.2 Lateral/Experienced Professional Level Recruitment Process At Vimta Labs Ltd.5. are fulfilled through Campus and Off Campus drives.

The employee. HR Department will notify the vacancies on VIMTA intranet notice boards at all facilities. has introduced employee referral scheme to encourage the employees to refer their friends. telephone or post 3. If an employee referral applicant is hired. etc. who referred. 3.2. etc.2. relatives. Employee referrals form a very good source of recruitment.3 Web Media Page 21 of 60 . benefits and other facilities available  Requirements of the job in terms of qualification. company will give Rs 1000 to Rs.2.3. Employees who are interested to refer the applicants may approach HR Department. knowledge.as referral bonus to the referee. skills and experience  Last date to respond  Ways to respond – by e-mail. Group Leaders. VIMTA Labs Ltd. This policy will be applicable for experienced / qualified candidates such as Scientists. on completion of one year service (post training) of hired person.1 Employee Referrals Employee referral scheme is an excellent means of locating potential employees to fill the positions in the organization. the selected candidate will receive a monetary reward for his / her referral. for possible employment at VIMTA.5. The second advantage of the referral system is that the candidate seeking employment has an insider’s view of the job as he/she has gathered information from the employee and is more realistic in his/her expectations from the company.5000/.2 Print Media The important information that has to be furnished in an advertisement includes:  Nature of business and size of the organization  The nature of the job  Location or place of work  Tasks and responsibilities attached to the position  Reporting hierarchy and work culture  Emoluments. Engineers. especially for the lower and middle level management.5.5. known persons.

They perform many of the jobs traditionally done by the HR department of the company. Page 22 of 60 . Many internet portals like jobsahead. an outcome of human resource planning forms the basis for internal search at Vimta Labs Ltd. They handle ‘executive search’ for organizations and usually charge high fees for their services.com cater extensively to the needs of Vimta Labs Ltd.Job search and talent search have both benefited immensely with the onset of the internet era. The company mainly depends on its HRIS (Human Resource Information System).4 Recruitment Agencies Private employment agencies do well in dynamic job markets. monsterindia. This along with the personal information of the individual employee collected from his employee record provides valuable information for internal search. The management then evaluates all the applicants and makes the final selection. Interested candidates can contact the organization through the Internet itself.. It is the responsibility of the HR department to ensure that the information about the vacancy reaches all the prospective candidates in the organization. a more specialized category of private agencies. ‘Head Hunters’. The company today maintains its own website which gives information on vacancies in the organization to visitors to the website. Private agencies provide a good meeting ground for both the parties and simplify the whole process of recruitment. which is a ready source for storing and retrieving information about their employees.com and naukri.5. which are in search of suitable people and individuals who are in search of a suitable job. 3. where companies scout aggressively for talent. 3.2. and potential candidates constantly look out for better jobs. All these have made recruitment easier and faster. Communication has become much easier and faster. cater mostly to top management level recruitment needs.6 Internal Search The human resource inventory.com.

1 Deciding on the most appropriate selection methods A well-planned and structured interview process is an adequate way of helping you to select the most appropriate candidate. Measuring how candidates match up to your selection criteria at this stage is crucial to enable you to objectively assess which of the candiPage 23 of 60 . it is important to ensure that:  The methods chosen are appropriate to the job and will provide added value in assessing the best candidate  The panel are clear as to how the method used relates back to the selection criteria and how performance will be assessed  The selection process is clearly defined to all the candidates in advance and consistently applied to all 4. SELECTION 4. Whichever selection methods are used.2 Short-listing Short-listing is the vital first stage in the selection process.4. However. it is more effective if used alongside other selection methods.

if this is not practicable.3 Effectiveness of different selection methods Research into the value of different selection methods has indicated wide variations in accuracy and effectiveness as indicated below: Page 24 of 60 . everyone who is part of the selection panel should be involved in the short-listing process either together or independently. Then you can score each candidate against each criterion and come up with an objective rank order. If they haven't demonstrated that they have a particular skill or experience then don't assume they have  If you have a large number of applicants who appear to meet the essential criteria then use your desirable criteria to try to identify those who are most suitable. at least two members of the interview/final assessment panel should be involved. Careful short-listing is particularly important when you have a large number of applicants. Ideally. You may decide to focus on the essential criteria initially  It is useful to give each criterion a value and to weight it according to its importance. Some of the guidelines that need to be followed to help you use your selection criteria effectively and fairly in the short-listing process:  Decide which of the selection criteria included in the further particulars you can practically use when reviewing the written applications. However. generally the interview stage. You may wish initially to draw up a 'long-list' of those who meet the essential criteria first and then identify those to call for interview from this group 4. A simple matrix can be useful for recording this process  If you use a criterion based on how well each candidate has completed their application make sure the assessment is not based on arbitrary factors such as standard of hand-writing  Base your assessment on the evidence that the candidate has provided and try not to make assumptions to 'fill in the gaps'.dates you wish to consider further in the next part of the selection process.

4 Mode of Selection at VIMTA Page 25 of 60 .Ability tests 54% Assessment centres 68% Work-related tests 55% Structured interview s 63% Figure 1: More Effective Selection Methods References 12% Unstructured Interview s 15% Bio Data Analysis 38% Personality Tests 38% Figure 2: Less Effective Selection Methods Some of the methods most commonly used alongside the structured interview are  Work-based tests  Presentations  Visits and meetings with the team  Telephone or video-conference interviews  Psychometric tests  Assessment centres 4.

Head . 4. skill sets. age profile.4. Based on the level and location of position to be hired.1 Open Advertisements Wherever the number of positions is large and spread across the country. Responses received should be screened for eligibility criteria by Manager.Selection of manpower for new or replacement needs shall be through any of the following modes: 4. issue letter of intent to the manpower consultancy / head – hunter furnishing the following details:  Position title  Broad job responsibility of the position Page 26 of 60 .4. open advertisements inviting applications can be released. and deadlines for submitting application and contact address for forwarding the application. Estimated cost of advertisement shall be obtained from the advertising agency and approval from Head – HR should be taken. It must be ensured that the advertisement appears in a prominent space in the edition and date of insertion of ad should be well thought out. Head – HR before release of the advertisement should clear advertisement layout.Recruitment & Selection and send the summary of short listed candidates before calling interviews. The text of the advertisement should be cleared with Head HR for all positions.Recruitment & Selection shall prepare the text of the advertisement incorporating the position title. Department Head will organize interviews. Upon approval by Head-Recruitment & Selection.2 Selection through Manpower / Placement Agencies / Head Hunters Head Recruitment & Selection / Head – HR shall shortlist the Manpower consultants / Head – hunters based on the following criteria  Network and image  Size and geographical spread of data base  Recruitment fees  References  Results Head Recruitment & Selection / Head – HR or authorized representative by Head – HR shall negotiate and finalize the terms for appointment of consultant. location where vacancies exist. competencies.

then internal movement will be considered. This process includes development of Page 27 of 60 . He shall carry out Personal Profile Analysis and complete interview formalities.4. in order to choose from a higher number of candidates.  Competencies required  Age profile  Compensation level and  Time frame for relieving the candidate 4. Department Head after receiving the applications consider the possible candidates based on the following criteria and submit the following details to Head – HR.4. revert to consultant on final shortlist and issue offer and after the candidates join. an advertisement will be posted on the HR web site based on request from departmental Heads. 4.4 Selection Process The selection process includes short-listing profiles received from various sources and interviewing suitable candidates for open positions. Head-Recruitment & Selection / Manager. professional and technical qualifications  Time frame for joining  Indicative CTC  Experience profile  Age profile On receipt of response. arrange payment to the manpower consultant / head – hunters as per agreed terms. Required skills sets including academic. Internal identification of candidates for new or replacement vacancies can be by the choice of departmental heads.3 Internal Selections Wherever the numbers of positions are small and the positions are required to be urgently filled in.Recruitment & Selection shall shortlist the profiles and revert to the consultant for carrying out preliminary screening and arranging interviews and carries out the interviewing process. This process is concerned with the development of selection policy in terms of job requirement. Alternatively. The concerned departmental head will forward a list of possible candidates to HR for issuing transfer orders. Whenever the choice is through internal advertisement.

on the basis of the above steps.4. When the approval is received. Employment Tests 5. the selected candidate does not accept the offer with in 15 days. Background and Reference Checks 6. However. Finally. if any 3) Panel interview 4) Compensation issues 5) Reference check 6) Offer of employment 7) Medical examination Each step represents a decision point and seeks to expand the organization’s knowledge about the applicant’s background. Preliminary Screening 2.application bank. The selection process typically consists of following steps: 1) Initial Screening 2) Written test. interview process.1 Typical Selection Decision Process 1. the candidates are given Offer of appointment. valid and reliable test. evaluation and selection of personnel in terms of job requirements. 15 days time is given to the selected candidate for accepting the offer. the offer will stand withdrawn automatically.4. Examination Page 28 of 60 . 4. ability and suitability for final selection. Selection Decision 4. Written Test /Panel Interview 3. In case. some steps may be omitted based on the exigency. interview panel members recommend suitable candidates for selection.

4. and to uncover damaging information such as criminal records etc. designation etc. There are two main reasons to conduct pre employment background investigations and/or reference checks – to verify factual information provided by the applicant.2 Offer and Follow Up Process The management’s intention to offer an appointment to the selected candidate is presented via the Offer Letter consisting of terms and conditions of employment.4. Page 29 of 60 .4.4.4 On Boarding/Joining This refers to the process through which a selected candidate is absorbed into the organization.4.4.3 Background & Reference Checks To ensure the educational. employment history and personal backgrounds of potential Employees are thoroughly checked before they are hired into Vimta Labs.4. 4. salary structure.4. location.

COMPENSATION MANAGEMENT Compensation encompasses the entire range of salaries and benefits. both current and deferred. The golden rules of VIMTA:  Thrive on change  Encourage experimentation  Communicate success and failure  Facilitate team learning  Reward learning  Sense of caring  Shared vision The operating principles. that employees receive out of their employment with Vimta Labs Ltd.5. compensation includes the employer's cost of salaries. is a combination of Fixed Pay. In the Employment Cost Index. which govern and guide C&B policies and practices. Variable Pay and Employee Benefits. plus the cost of providing employee benefits. Total Compensation therefore. are:  Integrity  Transparency Page 30 of 60 .

rewarding employees and exercising control over pay budget and cash flow. 40% of basic pay for rest of all. as HRA. ii. Since the compensation management and the perceived fairness of compensation management have a big influence on employee morale and satisfaction. This includes DA component also. HRA (House Rent Allowance) – In order to give some relief to the employees on this account. The basic aim of compensation structure is to attract. Innovation  Positive Attitude  Discipline  Proactive Attitude  Empathy and  Teamwork 5. and above all. Company will fix the basic pay based on level of the employee. job evaluation assumes immense importance. the company fixed 30% of basic pay for level-6. and as per the cost of living. the profitability of the company. the various factors that determine the compensation system are the size and structure of the organization and the industry in which it operates the position of the person and his importance to the organization. Compensation is structured according to the local laws and the prevailing statutory guidelines of the home and/or host country. iii. Apart from job evaluation. Out fit (dress allowance) – Where applicable Professional Development – Books / Periodicals for self study Page 31 of 60 .The basic pay has been the most stable and fixed component. It consists of fixed and variable components. Basic pay . Variable compensation could consist of cash or stock options or both. iv. Cost to the Company (CTC) consists of the following components: i. v. the demand for particular skill sets in the industry. Compensation structure deals with the techniques and procedures for designing & maintaining. Conveyance – conveyance allowance is to commute between residence and place of work.1 Compensation Structure Compensation is based on Employees role and level. retain & motivate the employees by developing and maintaining competitive and equitable pay structure.

This policy of developing employees from inside instead of searching for new talent from outside has various advantages such as  It helps in maintaining good employee relations  The cost of recruitment is minimal  Time and resources are saved on the selection and induction processes  It boosts the morale of the employees as they feel important and valued  It encourages competent and ambitious individuals as their performance is rewarded  The return on investment on the workforce is increased for the organization  If carefully planned and well executed. vii. xiv.75% of Gross pay Bonus – Bonus: 8. xi.33 to 20% on basic pay. xii. The advantages of it are  It is less expensive and the Job openings can be filled more quickly  They can arrange interviews at short notice Page 32 of 60 . viii. FINDINGS 1. At Vimta Labs Ltd.  There is complete information about the individual’s performance and his credentials can be established. as declared Ex-gratia: As declared 6. x. Car Allowance – Where applicable Communication Allowance – For using Mobile / Residence telephone for official purpose Medical Children Education Allowance Special Pay – Rest of the amount other than the above allowances Company contribution for Provident Fund – 12% of Basic pay Company contribution for ESI – 4. ix.. xiii. VIMTA also relies on Employee referrals.vi. promoting from within can also act as a training and development device for middle and top-level management. Internal Search clearly stands out of the rest. out of all the recruitment processes.

correlation analysis is used in conjunction with regression analysis to measure how well the regression line explains the variation of the dependent variable. Often. Correlation can also be used by itself. Correlation Analysis is the statistical tool we can use to describe the degree to which one variable is linearly related to another. a mathematical formula that relates the known variables to the unknown variable. QUANTITATIVE ANALYSIS In Regression Analysis. Then. we can apply correlation analysis to determine the degree to which the variables are related. we shall develop an estimating equation – that is. to measure the degree of association between two variables. Trend Analysis means studying variations in the firm’s employment levels over the last few years. We might compute the number of employees in the firm at the end of each of the last six years. or strength. Trend analysis can provide an initial estimate. The coefficient of determination is the primary way we can measure the extent. Other factors such as changes in sales volume and productivity also affect the staffing needs.2. however. Period (X) No: of Employees (Y) Expected No: of Employees Y Xy X^ 2 YE(Y) (YE(Y))^2 (Y-y)^2 Page 33 of 60 . but employment levels rarely depend just on the passage of time. after we have learned the pattern of this relationship. Y. of the association that exists between two variables. The purpose is to identify trends that might continue into the future. X and Y.

2004-05. we can predict the number of employees required for the next years respectively. 2009-10.2 119. 2010-11.4 Table 2: Trend Analysis From the above table. Y = 57.4 151 2 -0. and 2012-13.2 -0.5 112 15.e.6 -3.6 182.36 10. 200607.4 + 15. 3. This information would be helpful to the HR manager in order to recruit the required minimum number of employees for that particular year.4 0.2 197.996589 33 166.96 1 29. 2007-08. 5 and 6 indicate the years 2003-04.1 2 3 4 5 6 Total 21 75 88 101 119 139 150 672 75 176 303 476 695 900 262 5 1 4 9 16 25 36 91 73 88. and 2008-09 respectively. the regression equation is given by the equation Y = a + bX i.8 3. Period and Number of employees in that particular year are the two variables used for forecasting the number of employees required in the next four years i.6 104. Periods 1. 2005-06.2 1369 576 121 49 729 1444 4288 Table 1: Regression Analysis (No: of employees Vs Period) In the above table. Mean X Mean y B (Slope Regression line) A (Intercept Regression line) Coefficient of Determination Coefficient of Correlation Forecasting Table Expected No: of employees for Period 7 Expected No: of employees for Period 8 Expected No: of employees for Period 9 Expected No: of employees for Period 10 3. Page 34 of 60 .8 213.6 -1 4 0. 4.64 12.24 0.6 57.8 135.6X From the forecasting table.e.993190 3 0. 2011-12.. 2.

8 135.4 151 Table 3: Number of Employees Vs Expected Employees Page 35 of 60 .2 119.Scatter Diagram (Y) 160 140 120 100 80 60 40 20 0 0 1 2 3 4 5 6 7 Time Period No: of Employees No: of Employees (Y) Figure 3: Scatter Diagram Period (X) 1 2 3 4 5 6 No: of Employees (Y) 75 88 101 119 139 150 Expected Y 73 88.6 104.

Figure 4: Graph showing relationship between actual requirements of the number of employees Vs Trend Line Page 36 of 60 .

I had an opportunity to be part of one of the interviews. So. We can compute a measure of association that is based on the ranks of the observations. I had used Rank Correlation to test the results. This measure is called the Spearman rank-correlation coefficient. At VIMTA Labs Ltd. in honor of the statistician who developed it in the early 1900s. STATISTICAL TESTS RANK CORRELATION: This is a measure of the correlation that exists between the two sets of ranks. Both of them ranked 11 prospective applicants in terms of their degree of potential contribution to the company.. a measure of the degree of association between the variables that we would not have been able to calculate otherwise. I wanted to find out how closely both the interviewers would agree on the evaluation and whether is any bias in the judgment. not the numerical values of the data. The company has two trained interviewers to recruit Scientists having more than 5 years of work experience. Ho: ρs = 0 ← Null Hypothesis: There is no correlation between the interviewer’s rankings Page 37 of 60 .3. The results are as follows: Applicant Interviewer 1 Interviewer 2 1 4 5 2 7 4 3 9 7 4 1 3 5 2 1 6 10 11 7 3 2 8 5 10 9 6 8 10 8 6 11 11 9 Table 4: Interviewer’s Ratings of the Applicants 1 ← Best Rank 11 ← Worst Rank Aim: I would like to determine whether there is a significant positive correlation between the two interviewer’s ratings.

2636 = 0.7364 ← Rank-correlation coefficient Inference 1: A correlation coefficient of 0.7364 suggests a substantial positive association between the two interviewer’s rankings.H1: ρs = 0 ← Alternative Hypothesis: There is a correlation between the interviewer’s rankings α = 0. Page 38 of 60 .[348/ 1320] = 1 – 0.[6(58)/ 11 (121 – 1)] = 1 .[6∑difference squared/ n (n squared – 1)] Where n = number of paired observations = 1 .[348/ 11 (120] = 1 .05 ← Level of significance for testing these hypotheses Applicant Interviewer 1 Interviewer 2 Difference between Difference the Two Ranks Squared -1 1 3 9 2 4 -2 4 1 1 -1 1 1 1 -5 25 -2 4 2 4 2 4 1 4 5 2 7 4 3 9 7 4 1 3 5 2 1 6 10 11 7 3 2 8 5 10 9 6 8 10 8 6 11 11 9 Table 5: Computation of Rank correlation Spearman Rank-correlation coefficient rs is given by rs = 1 .

4. Criteria for acceptance/rejection of the Null Hypothesis: If tabulated value > critical value ← Reject the null hypothesis If tabulated value < critical value ← Accept the null hypothesis A two-tailed test is appropriate. it is not appropriate to use the t distribution for testing hypotheses about the rank – correlation coefficient.For small values of n. we would reject the null hypothesis of no correlation and conclude that there is an association between the two interviewer’s rankings. CHI – SQUARE AS A TEST OF GOODNESS OF FIT: Testing the Appropriateness of a Distribution Page 39 of 60 .6091 and -0. (n <= 30). Inference 2: As tabulated value > critical value. The critical values for rs are found out to be +0. the distribution of rs is not normal. and unlike other small sample statistics.6091 respectively.

such as the binomial.The Chi-square test can be used to decide whether a particular probability distribution. It enables us to test whether there is a significant difference between an observed frequency distribution and a theoretical frequency distribution.4320 0. at Hyderabad had interviewed 100 prospective candidates for different openings. The interview results of the last 100 candidates are as follows: Positive Ratings from Number of candidates receiv- ing each of these ratings 18 47 24 11 Total = 100 Table 6: Ratings received by the Candidates Aim: To test whether the interview process can be approximated by a binomial distribution with p = 0. or normal. Each executive had given either a positive rating or a negative rating.40 is a good description of the interview process ← Alternative Hypothesis three different interviews 0 1 2 3 α = 0.40 is a good description of the interview process ← Null Hypothesis H1: A binomial distribution with p = 0.2160 0. Ho: A binomial distribution with p = 0. with a 40 percent chance of any candidate receiving a positive rating on any one interview. Poisson.2880 0. Three different executives at Vimta Labs Ltd. In this manner. we can determine the goodness of fit of a theoretical distribution (that is.20 ← Level of significance for testing these hypotheses Positive Ratings from Binomial Probabilities of these outcomes 0.0640 Total = 1. is the appropriate distribution.0000 Page 40 of 60 three different interviews 0 1 2 3 . how well it fits the distribution of data that we have actually observed).40 that is.

5 3 No: of Ratings 2.3063 Total = 5.Probabilities didates receiv.8 100 6.8 6.6 100 43.3343 0.96 14.0000 Table 8: Computation of Expected Frequencies Observed Frequency Expected Frequency Positive Ratings from three different interviews Number of Expected Frequency candidates of candidates receivinterviewed ing these ratings (3) = (1) * (2) (2) 100 21.4320 2 24 0.04 21.6000 0.2160 1 47 0.8000 3.2880 3 11 0.4 f0 .5 2 1.0 Fo 18 47 24 11 Fe 21.Binomial quency of can.fe (f0 – fe)^2 (f0 – fe)^2/ fe -3.Table 7: Binomial Probabilities for the ratings from interviews Binomial Probability Distribution 3.0406 Table 9: Computation of Chi – Square Statistic Page 41 of 60 .0640 Total = 100 Total = 1.comes ings (1) 0 18 0.16 0.6 3.8 -4.2 100 28.44 23.5 1 0.4 Total = 100.of these outing these rat.5 0 1 2 Probability 3 4 Figure 5: Probabilities Vs No: of Ratings Observed Fre.6 43.8 4.6 12.2 28.

5. we would reject the null hypothesis and conclude that the binomial distribution with p = 0.642 Criteria for acceptance/rejection of the Null Hypothesis: If tabulated value > critical value ← Reject the null hypothesis If tabulated value < critical value ← Accept the null hypothesis Inference: As tabulated value > critical value.Tabulated value of Chi – Square statistic = ∑ {(f f ) ^2/ f } 0– e e = 5.40 fails to provide a good description of the observed frequencies (interview process).0406 Degrees of freedom = k – 1. SAMPLE SURVEY OF EMPLOYEE NEEDS 1. Indicate the level of importance of the following benefits to you and your family: Low Importance Health coverage Conveyance Page 42 of 60 High Importance --------------------------------------- --------------------------------------- . where k is the no: of observed frequencies =3–1 =2 Critical value of Chi – Square statistic = 4.

I found out that Health care coverage and Compensatory leave as the two most important benefits that the employees expected from the organization and hence had the company concentrated on these benefits. Indicate any two benefits listed below that you feel can be enhanced by the company.Paid maternity leave Dependent care assistance Insurance Compensatory leave ----------------------------------------------------------------------------- ----------------------------------------------------------------------------- 2. we would be negligent if we did not state that there are other even more important factors creating a nurturing environment. and include a comment suggesting how: Health care coverage Dependent care assistance Conveyance Maternity leave Compensatory leave ------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------------ 3. the employees could be motivated to a great extent which would in turn help in increasing their productivity. one in which everyone seems to be pulling in the same diPage 43 of 60 . 7 = least important) which of the following benefits you suggest should be funded: ------------------------------------------------------------------------------------------------------------Health care coverage Conveyance Dependent care assistance Maternity leave Insurance Compensatory leave I have interviewed 30 employees in the organization. rank in order of importance (1 = most important. However. If the company could spend additional money on benefits. Thus rewarding and recognizing positive results is an important factor in retaining employees. For this purpose. I have prepared the above questionnaire. Based on their responses.

Thus. The strongest relationships between the intention of people to stay and other attributes include such items as pride in the employer. shelter and clothing needs. Stage 2 This indicates the need to live a comfortable life with a good social circle where he gets to relax and have some fun. It ignores the lower level aspects like food. trust.rection and in which peoples' contributions are valued. it is apparent that the human beings can be satisfied fully only after the basic needs are fulfilled first. The various stages are as follows: SELF ACTUALIZATION AESTHETICS COGNITIVE NEEDS SELF ESTEEM SECURITY NEEDS SOCIAL NEEDS PHYSIOLOGICAL NEEDS In order to get a better understanding of the theory the various stages are as follows: Stage 1 It talks about the basic needs of the employees like food shelter and clothing. and teamwork. In the Hierarchy of Need Theory proposed by Maslow. the leadership skills of management. That is why his propaganda is called “The Hierarchy of Need Theory”. Stage 3 This throws light on the security aspect that an employee is generally looking for like job security Stage 4 By now. he is talking about acquiring some name and fame in the society. Page 44 of 60 . the employees' affinity for the type of work. He also explains how after one need is satisfied an individual automatically shifts to a higher stage. appropriate reward and recognition should be viewed as an important component in the creation of an overall positive environment in which both employees and employer can thrive. is even more important than reward and recognition. Hierarchy of Need Theory This survey has seen some amazing results where the company concentrates on the upper level needs of the employees.

he starts wondering about the appearance of the surroundings he is in and so on. 6. I have also interviewed 30 employees of managerial level asking them to rank the following criteria on a 10 point scale in order of importance. Stage 6 After having reached an intellectual stage.Stage 5 This is when the employees feel that there is a need for knowledge growth more than anything else. Stage 7 Here he has crossed the stage of all worldly pleasures and concentrates more on the spiritual development side. This theory has very explicitly been reflected in our organization. Criteria Performance Quality Team work Team player Rank --------------------------------Page 45 of 60 . It is important to identify the area of concern and act upon it as soon as possible.

Attitude Initiative Relationship with coworkers Attendance General awareness ----------------------------------------- Based on the responses. I found out that Performance is the most important criterion and General Awareness to be the least important one. Performance Quality Team Work Team Player Attitude Initiative Relationship with Co-workers Attendance General Awareness 29 14 3 4 9 13 7 19 2 Table 10: Criteria for reward and recognition Page 46 of 60 .

Attendance 19% Relationship with coworkers 7% Initiative 13% General awareness 2% Performance 29% Attitude 9% Quality 14% Team Work 3% Team Player 4% Figure 6: Pie chart showing the employee’s preference for each criterion Page 47 of 60 .

preliminary training can be imparted to the Scientist by the concerned department. RECOMMENDATIONS  The recommended order of practice of recruitment at VIMTA Labs Ltd.  I found out that Health care coverage and Compensatory leave as the two most important benefits that the employees expected from the organization and hence had the company concentrated on these benefits. the employees could be motivated to a great extent which would in turn help in increasing their productivity.7. training and mentoring coworkers Page 48 of 60 . should carry out a thorough Cost – Benefit – Analysis for recruiting the best of the talent for different openings. should use the following criteria to reward and recognize an individual or to a team: a) Outstanding performance b) Team efforts and peer collaboration c) Collaboration with other department d) Assisting. is a) Internal Search/Database b) E-recruitment c) Placement Agencies/consultants d) Headhunters e) Advertisements  As soon as a Scientist is recruited VIMTA Labs Ltd. can do a gap analysis so as to determine the skill sets available with the Scientist and the skill sets that he/she are required to posses. This would help in recruiting highly productive workforce.  VIMTA Labs Ltd.  VIMTA Labs Ltd. After the completion of this analysis. This would provide more time to the project managers to focus on their core activities.

e) On time Project completion f) Consistent Higher Quality Output g) Long term services h) Maximizing department resources Page 49 of 60 .

& Arora S. 2003  Arora P. Edition 2002 Page 50 of 60 . REFERENCES  Human Resource Management. Human Resources and Personnel Management.N. Levin and David S. STATISTICS FOR MANAGEMENT. ICFAI Centre for Management Research  Internal Project artifacts of Vimta Labs Ltd. TATA McGraw Hill.  Aswathappa. Richard I.8.. Tenth Edition. Rubin. Seventh Edition. Edition 2003  STATISTICS FOR MANAGEMENT. Gary Dessler  Human Resource Management.

1 Interview Assessment Sheet . if any Supervisory skills Growth potential VG G AV P Presentation Communication Initiative Openness to suggestions Self confidence Responsibility seeking Adaptability to VIMTA AV P Current CTC: Expected CTC: Recommended CTC: DECISION: Selected / Hold / Data bank / Rejected NOTICE PERIOD: Comments & Signature of the Interview panel members: Page 51 of 60 .1 (For Scientist / Engineer / Officer & below) Name of the Applicant: Position: Date: Experience: 1) VG = Very Good 2) G = Good 3) AV = Average 4) P = Poor ACADEMIC UNIVERSITY / COURSE PERSONAL TRAITS VG G INSTITUTE DURATION Under Appearance & bearing Graduation Graduation Post Graduation Others PROFESSIONAL TRAITS Quality of experience.9. ANNEXURE 9.

9.2 (For Group Leader / Asst Manager & Above) Name of the Applicant: Position: Date: Experience: 1) VG = Very Good 2) G = Good 3) AV = Average 4) P = Poor FACTORS UNIVERSITY / COURSE PERSONAL TRAITS VG G INSTITUTE DURATION Graduation Appearance & bearing Post Graduation Others PROFESSIONAL TRAITS Quality of experience Managerial skills Growth potential Extra curricular activities: Project Management: Level A .Can manage multiple projects POSITION – D Recommended CTC: DECISION: Selected / Hold / Data bank / Rejected NOTICE PERIOD: Comments & Signature of the Interview panel members: Page 52 of 60 .Can lead a Unit Level C .Can manage a project If short listed.2 Interview Assessment Sheet . suitable for: POSITION – A Current CTC: POSITION – B Expected CTC: POSITION – C VG G AV P Presentation Communication Self confidence Openness to suggestions Initiative Leadership skills Interpersonal skills Responsibility seeking Adaptability to VIMTA AV P Level B .Can lead a team independently Level D .

Chennai All Associate Vice Presidents & Senior Managers Managers All Group Leaders & Deputy Managers Branch Manager / Regional Sales Manager Clinical Pharmacologist Clinical Pathologist Clinical Microbiologist All Assistant Managers Area Sales Managers Scientists / Engineers Officers / Sales staff Technicians / Phlebotomists / Paramedics Lab Assistants / Field Staff / Drivers Level – 1 Level – 2 Level – 3 Level – 4 Level –5 Level – 6 Level – 7 Page 53 of 60 .3 Organization Structure Category Top Management Designation Managing Director Director – Technical & COO Executive Director – Fin & Administration Director – Quality General Manager .9.MIS All Presidents All Vice Presidents Head – Regional Lab.

9. If not. describe the various jobs you have had with that employer. how long you held each of them. how long have you been unemployed? _______ Why are you unemployed? _______________________________________________________ If you are working. __________________________________________________ What was your starting salary? ____________________________________________________ What are you earning now? _______________________________________________________ Name of your last or current supervisor? _____________________________________________ Page 54 of 60 . why are you applying for this position? ______________________________ When would you be available to start work with us? ___________________________________ Work Experience Current or last employer __________________ Address ________________________________ Dates of employment: from _____________________ to _______________________________ Current or last job title ___________________________________________________________ What were your duties? __________________________________________________________ Have you held the same job throughout your employment with that company? ___ Yes ____ No. and the main duties of each. If not.4 Interview Questionnaire Job Interest Name _______________________ Position applied for ___________________________ What do you think the job involves? ________________________________________________ Why do you want the job? ________________________________________________________ Why are you qualified for it? ______________________________________________________ What would your salary requirements be? ____________________________________________ What do you want to know about our company? ______________________________________ Why do you want to work for us? __________________________________________________ Current Work Status Are you now employed? ___ Yes ___ No.

May we contact that company? _____ Yes _____ No What did you like most about that job? ______________________________________________ What did you like least about it? ___________________________________________________ Why are thinking of leaving? ______________________________________________________ Why are you leaving right now? ___________________________________________________ Would you consider working there again? ___________________________________________ Educational Background What education or training do you have that would help you in the job for which you have applied? ______________________________________________________________________ Describe any formal education you have had? ________________________________________ Off-Job Activities What do you do in your off-hours? Please explain. _____________________________________ Personal Would you be willing to relocate? _______ Yes _______ No Are you willing to travel? _______ Yes _______ No What is the maximum amount of time you would consider travelling? _____________________ Are you able to work overtime? ____________________________________________________ What about working on weekends? _________________________________________________ Self-Assessment What do you feel are your strong points? ____________________________________________ ______________________________________________________________________________ What do you feel are your weak points? ____________________________________________ ______________________________________________________________________________ Page 55 of 60 .

Ensure all Departmental SOPs are current.9. Drugs. • • • • • • • • • • • • Review of Contracts. Management system Procedures and Management System documents in the Department. Monitoring and maintaining the analytical instruments used in the laboratory to avoid misuse and also ensure there is downtime for instruments by preventive maintenance measures. Date: JOB DESCRIPTION: Job Title: Manager Division / Department: Food Labs Reports To: VP analytical Inter-relations: AVP-BD. and administrative functions. Page 56 of 60 . quality. Increase throughput of the Department. Ensure implementation of applicable SOPs. review of registration status. Prepare user-specification guidelines for analytical instruments and the equipment to be procured for the Department's utility. review of results and data and release of reports. and cost effective management of resources. Manager-Biochemistry Position Summary: The Manager-Food and Water laboratory (analytical) maintains responsibilities for monitoring and management of the Food and Water Department's operations. Adherence to the Policies and Procedures of Equipments and ensure the staff maintains applicable regulations.5 Sample Job Description VIMTA LABS LTD. handling complaints and responsible for timely delivery of the reports. optimize usage of critical consumables suitable reference stands and equipment time. Residues. results and data. HOD-microbiology. quality systems. Insures operational efficiency. Ensure trace ability of operations. Perform non routine tests like trouble shooting during analysis. Ensure equipment qualification of analytical instruments used in the Department. allocation of the samples. Ensure all equipments and instruments are maintained in calibrated status.

Team Building -Build congenial. Perform periodic staff evaluation. Coordinate with other supporting departments for synergistic operations. implement and review activity reports to ensure operational excellence across the Division. Provide accurate and timely information to the Management regarding the quality and compliance status of the operations. Identify training needs of Departmental Personnel. Guide staff on career prospects to ensure retention. stress free and motivated environment in the department. and establish service standards in accordance with VIMTA’s policies and customer requirements. Seek more jobs from clients. optimum allocation of rePage 57 of 60 %Time . Identify critical aspects of study design and provide technical expertise into the planning and execution of studies and interpretation of study data.. KEY RESPONSIBILITIES: Description Frequency • Ensure Food and Water Laboratory operation functions that includes assign the samples to scientists. Identify internal and external customers. impart training. Provide mentoring and guidance to subordinates. assess and monitor effectiveness of training conducted. Identify opportunities (including business opportunities) and areas for improvement within the department. Expand customer base. Implement programs to ensure attainment of set targets.• • • • • • • • • • • • • • Ensure analytical methods are developed and validated to meet the Contractual requirement of the client. Evaluate departmental operations and take actions that are consistent with VIMTA’s overall business policies and strategy. Align personal and functional goals with VIMTA’s business objectives and measure performance against objective standards. Upgrade laboratory scope as per market needs. Design. Bear responsibility for attainment of short term and long-term operational goals. Business Development: Make business plans.

Review: (1) Providing technical assistance for the identified market and industry re. Implement effective training programs for the staff and new recruits. On-going On-going On-going 40 15 10 20 10 05 POSITION REQUIREMENTS Minimum: • • Masters degree in analytical chemistry.On-going quirements.On-going gestions. • Review and improve Food and Water division’s capabilities to enhance compliance and quality operations. Provide training on topics of expertise towards staff development. At least 10 years of progressive experience in Food analysis-nutrition labeling of food. at least 3 yrs experience in senior posiPage 58 of 60 . Vitamins. Food additives. Develop and implement plans to improve operational quality and efficiency. quick place. • Review activity reports. • • Ensure applicable safety procedures are followed in the Department. Heavy metals. and any quality indicator reports. • Monitor for effective utilization of technologies by the department– sometime. (2) New method development and validation. maintaining the customer relations by answering to their queries and providing them with effective sug. food sciences or related sciences (PhD preferred).sources to the samples. lotus smart suite. • Facilitating the Business Development Department in building and retaining the client. etc. Amino acids. domdoc. verifying the analytical data with LIMS On-going and review the results. environmental conditions reports.

Ability to adapt to new technologies. Resourceful. inventive and results driven with a strong customer and quality focus. an International Food standard. those are relevant to the scope of testing services. manage conflicts. customer meetings.tion preferred. Strong ability to coach and motivate people. Experience with instruments like Chromatography. Power point or similar applications. • • • • ADDITIONAL INFORMATION • Associate must have clearly demonstrated the above qualifications to be eligible for this position. Mass Spectroscopy. Capability to manage multiple projects and shifting priorities as needed Demonstrates attention to detail and organizational skills. and project management skills. HPLC. Excel. and to negotiate win-win solutions in a matrix-oriented organization. Ability to make timely decisions. evaluate risks and define and execute action plans. supply. Strong teamwork/interpersonal. training and documentation are in place. and AAS etc. Skilled in contract initiation and negotiation. Thorough knowledge of PFA (Prevention of Food Adulteration Act) and BIS (Bureau of Indian Standards) Understanding the Codex requirement. • Associate may be assigned other job functions in addition to the above listed key responsibilities provided necessary experience. GC. communication. Willingness to attend conferences. The preceding statements are intended to describe the general nature and level of work being perPage 59 of 60 . which ensures the quality and safety of food. • • • • • • • • Thorough knowledge of ISO17025 system. Proficient is use of Word. seminars. which are helpful in analyzing the food samples.

and skills required of personnel so classified. duties. Issued by: President-Life Sciences Date H. Department Date Accepted by: Date s Page 60 of 60 .R.formed by people assigned to this job. They are not intended to be an exhaustive list of all responsibilities.

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