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

Page 1 of 60

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.)

Page 2 of 60

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.

Page 3 of 60

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

..................2 Purpose.3 EXECUTIVE SUMMARY...............................................................................................5........................................2 Job Summary........................................23 Page 5 of 60 ...................................20 3.....................................................15 2..........................................................................9 1...............9 2..................4 Recruitment Process.........................21 3..................................8 1.............................................22 3..1 Steps to write an effective Job Description................2 Job description at VIMTA....................................................5........................................................20 3.........6 Internal Search.................................................................................3 Objective of the study..................................................5....................2...........2 Recruitment Purpose...................5................................................................. INTRODUCTION...........................5......................................................................................................................5 Recruitment Process at VIMTA.16 3.....15 2.13 2.........2................19 3............................5 Literature Review .......4 Standards of Performance and Working Conditions............................................21 3...............1 Company Background..............................3 Web Media .....................................22 4..............................16 3...................2........................14 2...........................................................................................................2.............................................................................................................1 Recruitment Function...................................................................................................................................15 2.............................7 1.................................................4 Recruitment Agencies ..17 3..................................................2 ACKNOWLEDGEMENTS.......................... JOB DESCRIPTION..................................1 Job Identification...............16 3.....................21 3.........9 1........................................... SELECTION ....7 1.........................5..................................................................18 3.......................4 Limitations of the study...............2 Lateral/Experienced Professional Level Recruitment Process...... RECRUITMENT ......2...........................2...................................1 Employee Referrals ......2................................1 Freshers/Entry Level Recruitment Process..........................................................................16 2..5 Job Specification................2 Print Media..14 2.....................................AUTHORISATION..2........................................................................2...................................................3 Recruitment Policy................................................................18 3...................3 Responsibilities and Duties............................................................4 1.............................

.......................... FINDINGS...................4....................4......................3 Background & Reference Checks.48 8.... COMPENSATION MANAGEMENT...............................29 5........................................................2...................................4 Selection Process..................................4................52 9............50 9.........2 Short-listing............... RECOMMENDATIONS...... REFERENCES....................25 4......4 Mode of Selection at VIMTA................................31 6...................................30 5.....1 Deciding on the most appropriate selection methods..............54 9.2 Selection through Manpower / Placement Agencies / Head Hunters...................1...............................................................................................................4......................................4...........27 4......................26 4.......56 Page 6 of 60 .......................51 9.....2 Interview Assessment Sheet .......................4.....4 Interview Questionnaire ........................................................................3 Effectiveness of different selection methods...53 9...1 Open Advertisements.........32 7..29 4.........1 Compensation Structure..............3 Organization Structure...................................23 4.................................................................28 4..............1 Interview Assessment Sheet ........29 4.....................5 Sample Job Description...............................................1 Typical Selection Decision Process...............................................27 4.........................4...............26 4........................................................................................2 Offer and Follow Up Process..........................................................................................................51 9..............4 On Boarding/Joining......... ANNEXURE.............................................................................24 4.......................4..............................4..23 4.............4......................................................................................4......................................3 Internal Selections............................4..........................................................................................................................................4..........................

0).1 Company Background Vimta Labs Ltd. The services offered at Vimta Labs Ltd. Operations are supported by Scientific Data Management System (Waters SDMS version 7. include Advanced Molecular Biology. Molecular biology and Informatics. Domino Document Management System and Lotus Learning Management Systems. Pharma. duly validated. The technologies deployed at VIMTA are current and leading edge. Laboratory Information Management System (Lab ware LIMS version 6. Food and Agriculture. It has its headquarters located in Hyderabad. Established in 1984.0). VIMTA has a policy to protect itself from technological obsolescence so as to serve its customers efficiently. clinical Research. The solution provided is a scalable architecture centering on IBM i550. DS 6800 and CISCO 6513. Environmental Assessments.1. Drugs and Pharma. The Life Sciences facility is supported by Siemens integrated building management system to control/ operate all critical services. it has an envious track record of serving several market leaders across the globe. is India’s leading contract research and testing organization. VIMTA is equipped with leading edge technologies with the help of IBM partnership. Medicine. INTRODUCTION 1. 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 . Genomics Online Ordering to name a few. VIMTA is a team of 621 professionals comprising 466 scientists in various disciplines such as Chemistry. Microbiology. Water. Technology is one of the key drivers of VIMTA.

Recruitment. which I had worked. Selection and Compensation Management) in an Organization. Following are some of the services. APHA etc. soil.2 Purpose The Project. 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. which are VIMTA's core competency:  Impact assessment studies as per the guidelines issued by Ministry of Environment and Forest. soil and solid waste for physico-chemical and biological properties as per national (CPCB / MOEF) and international standards such as US EPA. Govt. food safety evaluations. and trace analysis and shelf life studies. 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. is to study on the HR Practices (Job Description. Consignment Certification as per country’s specific standards contractual specifications VIMTA assists the food industry commissions for nutritional labeling. 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. water. This would help Page 8 of 60 . wastewater. 1.

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. Compensation and Benefits. 1. Recruitment and Selection. 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. Gaining Competitive Advantage through Human Resource Management Practices By Randall S. Staffing and compensation are the Page 9 of 60 . 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. 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.5 Literature Review 1.4 Limitations of the study  The data could be collected wherever possible within the scope of the study.3 Objective of the study As part of my project work. Schuler and Ian C. 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.me in obtaining a detailed understanding of some of the HR practices such as Job Description. followed in Vimta Labs Ltd. 1.  Due to the limited theoretical developments and empirical data available in the context.

The author says that employees experience HR policies through the way their manager interprets them.cipd. or distributors with their practices.uk/NR/rdonlyres/1739EC20-9ECC-46FB-A2412083B249A587/0/rewmansymprpt0705.ones that actually create the competitive advantage for the company.rci. The author finally concludes that HR management practices are rarely based on academic evidence of what produces good organizational outcomes and what does not. Specifically. Source: http://www.pdf 2. customers.rutgers. and it’s just as unusual for practices to be evaluated for their effectiveness.pdf 3. and the rise of HR metrics should make it possible to find out which policies achieve this objective and which get in the way. The author says that managers need more training and support if they are to carry out their HR responsibilities. 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. 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. such as appraisal or recognition. In addition to using their HRM practices on themselves. Source: http://www. the importance of employee engagement and the importance of line management capability.edu/~schuler/mainpages/GainingCompAdvantageHRMpractices. effectively. companies can gain a competitive advantage by helping their suppliers.co. and the skill he or she brings to the task. 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. Impact of People Management Practices on Business Performance Page 10 of 60 . In addition.

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

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

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

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

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

abilities. and physical and mental characteristics that an incumbent must possess to perform the job successfully. Recruiting is the process of attracting applicants with certain skills. growth.2. 3. This lists the standards the employee is expected to achieve under each of the job description’s main duties. and so on. diversification. RECRUITMENT Recruitment is the development and maintenance of adequate manpower sources. The need for recruitment may arise out of  Vacancies due to promotion.5 Job Specification A job specification is a written statement of the minimum acceptable qualifications. 2.2. it is also an activity. knowledge. It involves the creation of a pool of available human resources from which the organization can draw when it needs additional employees. and measuring their quality. which influences the shape of the company’s future. permanent disability.4 Standards of Performance and Working Conditions At Vimta Labs Ltd.2. termination. traits. It is not only a matter of satisfying a company’s needs.1 Recruitment Function Page 16 of 60 . job descriptions contain standards of performance section. According to Denerley and Plumblay. transfer.  Creation of vacancies due to business expansion. or death. skills. These specifications play an important role in the selection of the candidates for higher-level jobs in the organizational hierarchy. retirement. recruitment is concerned with both engaging the required number of people. and other personal characteristics to job vacancies in an organization. 3.

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
Page 17 of 60

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

Page 18 of 60

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?
Page 19 of 60

No

are fulfilled through Campus and Off Campus drives.5.5. 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. 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.2 Lateral/Experienced Professional Level Recruitment Process At Vimta Labs Ltd. all requirements for professionals having sufficient work experience (2 yrs & above) are recruited directly from the market through the following sourcing mechanisms. Off Campus “Off Campus” refers to a need based recruitment drive that occurs due to the sudden demand of resources. 3.1 Freshers/Entry Level Recruitment Process All Entry-level requirements at Vimta Labs Ltd. It basically focuses on the recruitment of science graduates and/or management graduates at the Entry Level.

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.as referral bonus to the referee. for possible employment at VIMTA. etc. This policy will be applicable for experienced / qualified candidates such as Scientists.1 Employee Referrals Employee referral scheme is an excellent means of locating potential employees to fill the positions in the organization.2. the selected candidate will receive a monetary reward for his / her referral. Group Leaders.5. 3. telephone or post 3. If an employee referral applicant is hired. The employee.2. Employees who are interested to refer the applicants may approach HR Department.2.5000/. VIMTA Labs Ltd. company will give Rs 1000 to Rs. who referred.5. relatives. known persons.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. etc. benefits and other facilities available  Requirements of the job in terms of qualification. knowledge. HR Department will notify the vacancies on VIMTA intranet notice boards at all facilities. skills and experience  Last date to respond  Ways to respond – by e-mail. especially for the lower and middle level management. has introduced employee referral scheme to encourage the employees to refer their friends. Engineers.3 Web Media Page 21 of 60 . Employee referrals form a very good source of recruitment.3.5. on completion of one year service (post training) of hired person.

com cater extensively to the needs of Vimta Labs Ltd. cater mostly to top management level recruitment needs. All these have made recruitment easier and faster.. Interested candidates can contact the organization through the Internet itself.5.6 Internal Search The human resource inventory. monsterindia. 3. The company mainly depends on its HRIS (Human Resource Information System). Communication has become much easier and faster. where companies scout aggressively for talent.4 Recruitment Agencies Private employment agencies do well in dynamic job markets. They handle ‘executive search’ for organizations and usually charge high fees for their services. an outcome of human resource planning forms the basis for internal search at Vimta Labs Ltd. It is the responsibility of the HR department to ensure that the information about the vacancy reaches all the prospective candidates in the organization. This along with the personal information of the individual employee collected from his employee record provides valuable information for internal search.com. The management then evaluates all the applicants and makes the final selection. The company today maintains its own website which gives information on vacancies in the organization to visitors to the website.Job search and talent search have both benefited immensely with the onset of the internet era. which is a ready source for storing and retrieving information about their employees. and potential candidates constantly look out for better jobs. which are in search of suitable people and individuals who are in search of a suitable job. Page 22 of 60 . Many internet portals like jobsahead. ‘Head Hunters’. Private agencies provide a good meeting ground for both the parties and simplify the whole process of recruitment.2. 3.com and naukri. They perform many of the jobs traditionally done by the HR department of the company. a more specialized category of private agencies.

However. SELECTION 4. it is more effective if used alongside other selection methods. 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 4.1 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 .4.2 Short-listing Short-listing is the vital first stage in the selection process. Whichever selection methods are used.

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'. Ideally. generally the interview stage.dates you wish to consider further in the next part of the selection process. 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. Then you can score each candidate against each criterion and come up with an objective rank order. if this is not practicable. 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. everyone who is part of the selection panel should be involved in the short-listing process either together or independently.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 . Careful short-listing is particularly important when you have a large number of applicants. 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. However. at least two members of the interview/final assessment panel should be involved. 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.

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 4.4 Mode of Selection at VIMTA Page 25 of 60 .

The text of the advertisement should be cleared with Head HR for all positions.Selection of manpower for new or replacement needs shall be through any of the following modes: 4.Recruitment & Selection and send the summary of short listed candidates before calling interviews.4. location where vacancies exist. skill sets. Head – HR before release of the advertisement should clear advertisement layout.Recruitment & Selection shall prepare the text of the advertisement incorporating the position title. 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 . and deadlines for submitting application and contact address for forwarding the application. open advertisements inviting applications can be released. Head . 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. Upon approval by Head-Recruitment & Selection. Responses received should be screened for eligibility criteria by Manager.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. Based on the level and location of position to be hired. competencies.1 Open Advertisements Wherever the number of positions is large and spread across the country. Department Head will organize interviews. 4.4. Estimated cost of advertisement shall be obtained from the advertising agency and approval from Head – HR should be taken. age profile.

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

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

4.4 On Boarding/Joining This refers to the process through which a selected candidate is absorbed into the organization.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.4.4.4. location. employment history and personal backgrounds of potential Employees are thoroughly checked before they are hired into Vimta Labs.3 Background & Reference Checks To ensure the educational. There are two main reasons to conduct pre employment background investigations and/or reference checks – to verify factual information provided by the applicant. salary structure.4. 4. designation etc. and to uncover damaging information such as criminal records etc.4.4. Page 29 of 60 . 4.

In the Employment Cost Index. compensation includes the employer's cost of salaries. which govern and guide C&B policies and practices.5. plus the cost of providing employee benefits. is a combination of Fixed Pay. COMPENSATION MANAGEMENT Compensation encompasses the entire range of salaries and benefits. 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. both current and deferred. Variable Pay and Employee Benefits. are:  Integrity  Transparency Page 30 of 60 . that employees receive out of their employment with Vimta Labs Ltd. Total Compensation therefore.

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

xiv. xiii. 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 .75% of Gross pay Bonus – Bonus: 8. viii. FINDINGS 1. x.. VIMTA also relies on Employee referrals. 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. promoting from within can also act as a training and development device for middle and top-level management. At Vimta Labs Ltd. xii.vi. 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.  There is complete information about the individual’s performance and his credentials can be established. out of all the recruitment processes. xi. Internal Search clearly stands out of the rest.33 to 20% on basic pay. vii. as declared Ex-gratia: As declared 6. ix.

we shall develop an estimating equation – that is. correlation analysis is used in conjunction with regression analysis to measure how well the regression line explains the variation of the dependent variable. We might compute the number of employees in the firm at the end of each of the last six years. Trend Analysis means studying variations in the firm’s employment levels over the last few years. Y. to measure the degree of association between two variables. we can apply correlation analysis to determine the degree to which the variables are related. however. a mathematical formula that relates the known variables to the unknown variable. after we have learned the pattern of this relationship. Then. Often. The purpose is to identify trends that might continue into the future. QUANTITATIVE ANALYSIS In Regression Analysis. X and Y. of the association that exists between two variables. Correlation Analysis is the statistical tool we can use to describe the degree to which one variable is linearly related to another. Other factors such as changes in sales volume and productivity also affect the staffing needs. The coefficient of determination is the primary way we can measure the extent. 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 .2. but employment levels rarely depend just on the passage of time. or strength. Correlation can also be used by itself. Trend analysis can provide an initial estimate.

8 213. 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. the regression equation is given by the equation Y = a + bX i. and 2008-09 respectively. 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.e. 2010-11. 5 and 6 indicate the years 2003-04. 2004-05.64 12. 200607.4 + 15.4 0.. 4.e.6 104. 2007-08.6 -1 4 0. 3.36 10. and 2012-13. we can predict the number of employees required for the next years respectively.993190 3 0. Y = 57. This information would be helpful to the HR manager in order to recruit the required minimum number of employees for that particular year. 2.996589 33 166.4 Table 2: Trend Analysis From the above table.4 151 2 -0.6 57.96 1 29.2 119.6 182.2 -0.24 0. 2005-06. 2009-10.2 197.6X From the forecasting table.8 135. Periods 1.5 112 15. Page 34 of 60 . 2011-12.1 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 88.6 -3.2 1369 576 121 49 729 1444 4288 Table 1: Regression Analysis (No: of employees Vs Period) In the above table.8 3.

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 88.4 151 Table 3: Number of Employees Vs Expected Employees Page 35 of 60 .6 104.2 119.8 135.

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

Ho: ρs = 0 ← Null Hypothesis: There is no correlation between the interviewer’s rankings Page 37 of 60 . I had used Rank Correlation to test the results. The company has two trained interviewers to recruit Scientists having more than 5 years of work experience. So. a measure of the degree of association between the variables that we would not have been able to calculate otherwise. At VIMTA Labs Ltd. in honor of the statistician who developed it in the early 1900s. 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. 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. I had an opportunity to be part of one of the interviews. Both of them ranked 11 prospective applicants in terms of their degree of potential contribution to the company. We can compute a measure of association that is based on the ranks of the observations. This measure is called the Spearman rank-correlation coefficient. STATISTICAL TESTS RANK CORRELATION: This is a measure of the correlation that exists between the two sets of ranks..3.

H1: ρs = 0 ← Alternative Hypothesis: There is a correlation between the interviewer’s rankings α = 0.[6(58)/ 11 (121 – 1)] = 1 .[6∑difference squared/ n (n squared – 1)] Where n = number of paired observations = 1 .2636 = 0.05 ← 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 .7364 ← Rank-correlation coefficient Inference 1: A correlation coefficient of 0.7364 suggests a substantial positive association between the two interviewer’s rankings.[348/ 1320] = 1 – 0.[348/ 11 (120] = 1 . Page 38 of 60 .

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. Inference 2: As tabulated value > critical value.For small values of n.6091 and -0. we would reject the null hypothesis of no correlation and conclude that there is an association between the two interviewer’s rankings.6091 respectively. The critical values for rs are found out to be +0. CHI – SQUARE AS A TEST OF GOODNESS OF FIT: Testing the Appropriateness of a Distribution Page 39 of 60 . and unlike other small sample statistics. the distribution of rs is not normal. (n <= 30).

40 is a good description of the interview process ← Null Hypothesis H1: A binomial distribution with p = 0. with a 40 percent chance of any candidate receiving a positive rating on any one interview.The Chi-square test can be used to decide whether a particular probability distribution. Three different executives at Vimta Labs Ltd.40 that is. It enables us to test whether there is a significant difference between an observed frequency distribution and a theoretical frequency distribution. 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. Each executive had given either a positive rating or a negative rating. Ho: A binomial distribution with p = 0. how well it fits the distribution of data that we have actually observed).40 is a good description of the interview process ← Alternative Hypothesis three different interviews 0 1 2 3 α = 0.2160 0.2880 0. is the appropriate distribution. we can determine the goodness of fit of a theoretical distribution (that is. In this manner. or normal. such as the binomial.4320 0. Poisson.0000 Page 40 of 60 three different interviews 0 1 2 3 .20 ← Level of significance for testing these hypotheses Positive Ratings from Binomial Probabilities of these outcomes 0. at Hyderabad had interviewed 100 prospective candidates for different openings.0640 Total = 1.

0 Fo 18 47 24 11 Fe 21.fe (f0 – fe)^2 (f0 – fe)^2/ fe -3.Binomial quency of can.6 12.6 3.comes ings (1) 0 18 0.Probabilities didates receiv.5 1 0.4 f0 .4320 2 24 0.8 -4.4 Total = 100.0640 Total = 100 Total = 1.5 0 1 2 Probability 3 4 Figure 5: Probabilities Vs No: of Ratings Observed Fre.6 100 43.6 43.8 100 6.5 3 No: of Ratings 2.2880 3 11 0.8 4.3063 Total = 5.0000 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 21.6000 0.5 2 1.96 14.of these outing these rat.3343 0.16 0.2 28.44 23.2 100 28.2160 1 47 0.8000 3.0406 Table 9: Computation of Chi – Square Statistic Page 41 of 60 .04 21.Table 7: Binomial Probabilities for the ratings from interviews Binomial Probability Distribution 3.8 6.

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.40 fails to provide a good description of the observed frequencies (interview process). 5.Tabulated value of Chi – Square statistic = ∑ {(f f ) ^2/ f } 0– e e = 5. 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 --------------------------------------- --------------------------------------- . we would reject the null hypothesis and conclude that the binomial distribution with p = 0. where k is the no: of observed frequencies =3–1 =2 Critical value of Chi – Square statistic = 4. SAMPLE SURVEY OF EMPLOYEE NEEDS 1.0406 Degrees of freedom = k – 1.

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

He also explains how after one need is satisfied an individual automatically shifts to a higher stage. is even more important than reward and recognition. It ignores the lower level aspects like food. The strongest relationships between the intention of people to stay and other attributes include such items as pride in the employer. he is talking about acquiring some name and fame in the society. trust. shelter and clothing needs. Hierarchy of Need Theory This survey has seen some amazing results where the company concentrates on the upper level needs of the employees. In the Hierarchy of Need Theory proposed by Maslow. That is why his propaganda is called “The Hierarchy of Need Theory”. it is apparent that the human beings can be satisfied fully only after the basic needs are fulfilled first.rection and in which peoples' contributions are valued. the employees' affinity for the type of work. the leadership skills of management. 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. Thus. 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. Page 44 of 60 . Stage 3 This throws light on the security aspect that an employee is generally looking for like job security Stage 4 By now. 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.

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

Attitude Initiative Relationship with coworkers Attendance General awareness ----------------------------------------- Based on the responses. 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 . I found out that Performance is the most important criterion and General Awareness to be the least important one.

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 .

 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.  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. This would provide more time to the project managers to focus on their core activities.  VIMTA Labs Ltd.7. 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. After the completion of this analysis. the employees could be motivated to a great extent which would in turn help in increasing their productivity. training and mentoring coworkers Page 48 of 60 . 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. should carry out a thorough Cost – Benefit – Analysis for recruiting the best of the talent for different openings. This would help in recruiting highly productive workforce. RECOMMENDATIONS  The recommended order of practice of recruitment at VIMTA Labs Ltd. preliminary training can be imparted to the Scientist by the concerned department.

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

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

1 Interview Assessment Sheet . ANNEXURE 9.9. 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.

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 . 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 .2 Interview Assessment Sheet .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 a project If short listed.9.Can lead a team independently Level D .Can lead a Unit Level C .

9.3 Organization Structure Category Top Management Designation Managing Director Director – Technical & COO Executive Director – Fin & Administration Director – Quality General Manager . 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 .MIS All Presidents All Vice Presidents Head – Regional Lab.

__________________________________________________ What was your starting salary? ____________________________________________________ What are you earning now? _______________________________________________________ Name of your last or current supervisor? _____________________________________________ Page 54 of 60 .9. describe the various jobs you have had with that employer. how long have you been unemployed? _______ Why are you unemployed? _______________________________________________________ If you are working. 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. how long you held each of them. If not. and the main duties of each.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. If not.

_____________________________________ 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 .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.

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

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

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

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

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

Sign up to vote on this title
UsefulNot useful