A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS IN ASAHI INDIA GLASS LIMITED AT FIROJABAD

Submitted in the partial fulfillment of the requirement for the award of the Degree of Bachelor of Business Administration Dr B.R. Ambedkar University, Agra

SESSION :2007-2010

Mr. Jitin Sehgal Sharma (Faculty Member Of B.B.A) th B.B.A 6 Sem (A.I.M.C.S)

Sandesh

Roll No.-8326

Aryan Institute of Management And Computer Studies Agra Sector-13 Avas Vikas Colony Sikandra

SESSION :2007-2010

ARYAN INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES AGRA CERTIFICATE

Certified that Mr. SANDESH SHARMA Roll No.8326 and Enrollment No……………….of this institute has submitted his\her project report entitled Recruitment and selection Process In asahi india glass limited At Firojabad After completitn it successfully in the partial fulfillment of requirement for the award of Degree of Bachelor of business Administration of Dr. B.R. Ambedkar University, Agra.

Dr. S.K. Gupta Mr.jitin sehgal (Director) (Undersupervision)

DECLARATION

I declare that the project entitled “A Project report on recruitment and selection Process In asahi India glass limited At Firojabad” submitted to Aryan institute of Management And Computer studies for award of Degree of Bachelors Of Business Administration is a record of independent research work carried out by me. This has not been previously submitted for the award of any diploma, degree, associate ship or other similar title.

SANDESH SHARMA

AJAY SHARMA (HOD OF B.A) for their continuous support.B.B. Gupta (DIRECTER) MR.A. I express my deep feelings of gratitude and profound respect to Mr. I express my thanks to consumers to whom I visited for their kind support and valuable information. APARNA PORWAL (FACULTY MEMBER OF B. S. I express my thanks to Dr.A ) and MRS.B.B.8326 ACKNOWELDGEMENT Before I get in to thick of the things I would like to add few heart felt words for the people who are part of this project in numerous ways.A) under whose guidance I Could carry out this project work.B. JITIN SEHGAL (FACULTY MEMBER OF B. 6th SEM ROLL NO.K. .

which includes: • • • • • • • • • • • • • Laminated Windshield Tempered Glass for Side and Backlights Silver Printed Defogger Glass Antenna Printed Backlights Black Ceramic Printed Flush Fitting Glass Encapsulated Fixed Glass Solar Control Glass IR Cut Glass UV Cut Glass Reflective (PET) Windshield Water Repellant Glass Glass Antenna Extruded Windshield . SANDESH SHARMA AIS Auto Glass .Product Range AIS Auto Glass is India's largest manufacturer of automotive safety glass. The unit manufactures the full range of automotive safety glass.At last but not the least my warmest thanks to my friends and my parents for their continous support.

creating tempered glass.Laminated windshield Laminated windshield comprises two sheets of glass bonded together with one layer of PVB under heat and pressure to form a single piece. Benefits: • • Strength: The breaking stress of tempered glass is approximately three to four times that of annealed glass. Tempered glass Float glass is heated to a temperature near its softening point and forced to cool rapidly under controlled conditions. Benefits: • • Safety and Security: Laminated glass cracks under impact. Safety: Fully tempered glass is used in many applications because of its safety characteristics. unlike annealed glass which typically produces long. sharp-edged splinters on breakage. Safety comes from strength and from a fine fracture pattern. Blocking UV rays: Prevents deterioration in the appearance of interior trims. . but typically remains integral.

Lower number of components to handle at the customer end. Overall program timing reduction.Value-added glass Over the years. Benefits: • Safety and security : Defogger glass gives a clear and undistorted vision in allweather conditions. Cost reduction through one supplier integration. the Company has evolved a number of value-added glass products like zone-tempered glass for windshields. Benefits: • • • • Integrated trim to glass. . silver printed defogger glass. Encapsulated glass Glass encapsulation involves the moulding of flexible PVC around the glass perimeter to provide an aesthetic integrated trim for the product. black ceramic printed flush fitting glass and PVC-encapsulated fixed glass Defogger glass A glass that uses electrical heat to remove fog from the inside and outside.

203/B.Service & Support The Company improved its customer service through the following initiatives: • • • • • Cross-functional project teams that catered to the float glass requirement of processors and institutional buyers.3062 0119 .3062 0101 / 07 / 13 Fax: 91 . Creation of a Technical Service Cell to facilitate product selection.22 .Sub-assembled products AIS manufactures a wide range of automotive safety glass with the option of sub-assembly like : • • • Laminated windshield with mirror button (for rear view mirror fitment) Garnish assembly Garnish assembly Locater pin and Velcro AIS Float Glass . • Our Supply Contacts Sales & Marketing Head Office C . A 24-hour helpline to support the distribution network with information on stock position.Kurla Complex Bandra (E). Fortune 2000 Bandra . A system-linked SMS intimating customers about product dispatch. designing and installation. A toll-free telephone line inviting customer response.400 051 Tel : 91 . among others.22 . Further increase in the distribution network. Mumbai . dispatch status and billing.

Haridwar. Tehsil Roorkee District .22 . PO: Jhabrera. Chennai . Fortune 2000 Bandra .203/B.Plant AIS (Float) Plot No. 17.Kurla Complex Bandra (E).22 .22 . Mumbai . Uttarakhand .39256000 Integrated Glass Plant Village.Latherdeva Hoon.com . Ruby Regency "Dinrose Estate" New No.D.224 114 Zonal Office West C . MIDC Industrial Area. T-7.1332 . Anna Salai.1332 . District Raigad . Mangalaur Jhabrera Road.Gandhi (Head Export & Customer Service Dept) Tel: +91 22 39256345 Fax: +91 22 27410450 / +91 22 27410449 Mobile : +91 9820084322 Email: behram.3062 0119 Asahi India Glass Ltd.400 051 Tel : 91 . 1st Floor.224 010 / 14 / 15 / 16 / 19 Fax: 91 .3062 0101/ 07 / 13 Fax: 91 . 2-C.410 208.247 667 Tel : 91. Maharashtra Tel : 91 .600 002 Tel: 91 – 44 – 28586881 Fax: 91 – 44 – 28542 494 North South & East Export Dept Contact person: Mr. 69. Taloja.gandhi@aisglass. B. Okhla Industrial Area Phase IV New Delhi 110020 Tel: (011) 011 40548151/ 52/ 53/ 54 No.

Significant presence in the after-market with a market share of over 43%. AIS Float Glass has the capacity of producing various forms and value-added varieties of glass such as heat reflective glass. when it took over the erstwhile Floatglass India Ltd. coloured glass & mirror for various .. with its operations in Taloja. Exporting auto glass to after-market in Europe and Pakistan. – (Institutional Glass Group Division) 17.Market Position • • Sole supplier to almost the entire Indian passenger car industry. Okhla Industrial Area Phase IV New Delhi 110020 Tel: 011 41020670/ 71/ 72 AIS Auto Glass .Projects division Asahi India Glass Ltd. Maharashtra (West India). with a current market share in excess of 80 %. Uttarakhand (North India). AIS Float Glass – Overview AIS began its float glass operations in 2001. What was a separate company before the merger is now the Float Glass SBU of AIS. With the commissioning of its second float glass plant in Roorkee.

• MISSION . In addition. in depth and detail To transcend the ordinary. and do more. AIS's Vision is to "SEE MORE" This byline captures AIS's culture: • • It describes AIS's products & services which delight its customers by helping them see more in comfort. It expresses AIS's corporate culture of merit and transparency. AIS Float Glass has the distinct advantage of superior technology from AGC and ready customer in the form of AIS Auto Glass.architectural and automotive applications. which cater mainly to the realty sector. It defines the quality of AIS's people to want to see. safety & security. AIS Float Glass commands nearly 34% share in the Indian float glass market. learn. AIS Float Glass also sells the entire range of AGC products in India.

AIS's Mission is "JIKKO" . the time is now to reap the benefits by execution for excellence GUIDING PRINCIPLES All actions of AIS are driven by the following guiding principles: • • • • • • • Creation of value for Shareholders Customer Satisfaction Respect for Environment Use of Facts Continuous Improvement Strengthening of Systems Upgradation of Human Potential through education and training Social Consciousness • .Execution for Excellence With major investments in place.

South East Asian and other neighbouring countries. AIS Auto Glass also exports its products in the after-markets of Europe. AIS Auto Glass commands almost 80% share of auto glass requirement of the passenger car industry. . In addition. AIS Auto Glass continues to be India’s largest manufacturer of automotive safety glass in India supplying high quality auto glass to almost the entire passenger vehicles industry in India. is now the Auto Glass SBU of AIS having the distinct identity of being conferred the ‘DEMING APPLICATION PRIZE’.AIS Auto Glass – Overview What started as a Company in 1987. The Deming Prize certifies the outstanding performance improvements achieved through application of Total Quality Management (TQM).

In 1987. AIS Auto Glass started operations with manufacturing toughened glass for automobiles. engineered to the highest global quality standards. Karnataka (South India). AIS Auto Glass today. Uttarakhand (North India) and Chennai. Today. Maharashtra (West India). is the ‘first choice’ vendor for nearly all the Indian passenger car manufacturers.Having been awarded the Deming Prize. it produces a complete range of automotive safety glass. Gujarat & Pune. . Tamil Nadu (South India) and 3 sub-assembly units / warehouses at Halol. AIS Float Glass – Clients The diversified product portfolio of AIS Float Glass includes float glass in varying sizes. shapes and thickness. Haryana & Roorkee. AIS Auto Glass is committed to take forward its legacy of TQM and to continue to meet the higher aspirations and demands of its esteemed customers. Bangalore. AIS Auto Glass has 3 plants located in Bawal.

the client base of AIS Float Glass is an ever-expanding one. Awards and Recognitions AWARDS CUSTOMER TYPE OF AWARD PERIOD Year 2008-09 Year Outstanding Overall Maruti Suzuki Performance Incoming India Ltd.• • • • • • • • • • Automotive Safety Glass Manufacturers Processors Dealers and Retailers Architects Interior Decorators Builders Aluminium Fabricators Carpenters Furniture Manufacturers Household Consumers With glass finding applications in an array of arenas. Quality Improvement Mahindra & Best Performance in .

Year 2006-07 Year 2006-07 Toyota “Award for achieving Targets in the category of Year Cost” and “Award for 2006-07 Best Cost Performance”. Hyundai Motors “Best Contribution Award”. Quality Tata Motors Ltd. Toyota Kirloskar Motors Ltd. Year 2007 2007-08 Hyundai Motors India Ltd. “5 Star Award” and Award for “Best Quality Performance” Awards for “Achieving Targets of Quality” and for“Achieving Targets of Delivery” Year 2007-08 Year 2007-08 “Overall Excellence Maruti Udyog Award” and “Trophy for Kaizen”.Mahindra Ltd. Excellence in Quality 2008-09 Year 2008-09 Deming Application Prize. “Award for Best Quality Year Mahindra & .

Mahindra Ford India Maruti Supplier in the Body System Category” “Q 1 Award”. Overall Commendation Supplier Performance Award for Best Performance in Quality Best Supplier of The INNOVA Project Outstanding Overall Performance Achieving the target for Quality Awarded to AIGL in appreciation of attaining the TS16949 System Certification Achieving Target for Quality Achieving Target for 2006-07 Year 2006-07 Year 2005-06 Year 2005-06 Year 2004 Year 2004 Year 2004 M&M Toyota Maruti Hyundai TMLLUCKNOW - Toyota Toyota Year 2003 Year 2003 .

Delivery FORD Maruti Q1 Award Overall Performance 2002-03 Valid upto May 2005 TUV Certificate TS 16949 Toyota In appreciation of Achieving the ISO-14001 certification and their Year 2002 commitment to work together in Preserving our Environment Appreciation for achieving the ISO-14001 Year 2002 certification Achieving Target for Quality & Delivery Best Quality Supplier Year 2002 Year 2002 2001-2002 Valid upto Toyota Toyota Toyota The Economic Times The Economic awards for Emerging Times Company TUV Certificate ISO 14001 .

Quality and Cost Excellent Overall Performance Valid upto May 2005 Year 2001 Year 2001 20002001 2000-2001 Maruti Hyundai Localisation Award Year 2001 Highest localisation value Supplier Awards.May 2005 TUV Certificate QS 9000 Toyota Toyota Ford Achieving Target for Delivery Best Quality Award Achieving Target for Delivery.2000 Out standing performance in the category of COST HSCIL Year 2000 .

Gautam Thapar Member Mr. split. Rahul Rana Member Shareholders' / Investors' Grievance Committee The Shareholders' / Investors' Grievance Committee of the Company oversees redressal of shareholders' grievances and approves transfer. The composition of Shareholders' / Investors' Grievance Committee is as follows : . The composition of the Audit Committee is as follows : Name of the Director Position held in the Committee Dr. etc.Board Committees The Audit Committee of the Board of Directors has been constituted in conformity with the requirements of Section 292 A of the Companies Act. transmission. issuance of duplicate share certificates. Surinder Kapur Chairman Mr. consolidation of securities. 1956 and Clause 49 of the Listing Agreement.

Labroo Position held in the Committee Chairman Member Member Mr. The composition of the Committee is as follows: Name of the Director Mr. Keizaburo Kojima Member Mr. B. Labroo Position held in the Committee Chairman Mr. Sanjay Labroo Member Mr. M.Name of the Director Mr. B. The Committee determines the Company's Policy on specific remuneration package for executive directors. Rahul Rana Member .Gautam Thapar Dr. Arvind Singh Member Remuneration Committee The Remuneration Committee comprises of three Non Executive Directors and one Executive Director. M. Surinder Kapur Mr.

E. The Board of Directors is comprised of : Name of the Director Mr. M.O and two Executive Directors. Keizaburo Kojima Mr. Dy. The Board of Directors approves and reviews strategy and oversees the actions and results of management to ensure that the long term objectives of maximising profit and enhancing shareholder value are achieved. Labroo Mr. Managing Director & C. O. Masayuki Kamiya Designation Chairman Managing Director & C.E. (Auto) Director Dr. Surinder Kapur Director Mr Shinzo Director . O. B. Sanjay Labroo Mr.Board of Directors The company is managed by the Managing Director & C. T.

From basic raw glass to the highly complex and engineered value added glass. float glass.Nakanishi Mr. AIS has the distinct advantage of being the dominant supplier in the auto glass industry with back-to-back support from indigenous manufacturing of high quality float glass. Keiichi Nakagaki Mr. architectural processed glass and glass products spanning across the entire glass value chain. Arvind Singh Director Director Director President (Glass) Company Profile AIS is the largest integrated glass company in India manufacturing a wide range of automotive safety glass. . Gautam Thapar Mr. Rahul Rana Mr. AIS has world-class in-house manufacturing capabilities.

(AGC). (MSIL). Japan and Maruti Suzuki India Ltd. Over the last 5 years. AIS Glass Solutions has emerged as India’s biggest organised player in the architectural glass segment – manufacturing branded. GLASS SOLUTIONS AIS Glass Solutions was set up in 2004 as a subsidiary of AIS. AIS is a widely-held public limited Company listed on the National Stock Exchange and Bombay Stock Exchange with around 60. with the objective of growing the group’s presence in architectural glass solutions and value added glass products and services. Asahi Glass Co. Ltd. AIS has emerged from a single-plant singlecustomer company in 1987 to a world class integrated glass company having 11 plants spanning across India.Jointly promoted by Labroo family.000 shareholders and stands committed to maintain highest standards of corporate governance and shareholder accountability. value-added glass products and offering end users a complete solution for all their glass .

they also educate. the sales people of AIS Glass Solutions are not only sellers of products.burglar glass • AIS AcousticglasTM . AIS Glass Solutions supplies the following products: AIS StronglasTM . The unit’s distribution chain spread and initiatives ensure that the right glass and its most appropriate application are made available to the customer in the shortest possible time. Taloja. • AIS Shelves etc. • Solar-low-fe glasses • resistant resistant resistant Shower AIS Glass Solutions has 4 state-of-the-art glass processing facilities located at Bawal. AIS Tabletops. Haryana & Roorkee. Tamil Nadu (South India). Uttarakhand (North India).needs.impact glass • AIS SecurityglasTM . To that effect. . Maharashtra (West India) and Chennai. suggest and partner with the customer for maximum value addition.sound glass • Glass products like AIS Enclosure.

Milestones

1984-86

Joint venture agreement executed among promoters – the Labroo family, Asahi Glass Co., Ltd., Japan, IndoAsahi Glass Company Ltd. (its equity stake subsequently transferred to Asahi Glass Co. Ltd., Japan) and Maruti Udyog Ltd. Incorporated as public limited company. Commenced construction activities at plant site at Bawal, District Rewari (Haryana).

1986-88

Started commercial production of toughened (tempered) automotive glass with installed capacity of 2,60,000 square metres. Commenced supplies to sole customer – Maruti Udyog Ltd. Made initial public offer of equity shares. Issue oversubscribed by 6.89 times.

Recorded a maiden sales turnover of Rs. 11.5 crores in the first year of operation.

1988-90

Completed expansion of toughened glass capacity by 70% ( to 4,42,000 square metres). Installed first printing line to produce automotive glass with black ceramic and heat-lite printing – the first in India. Obtained ECE’s ‘E’ mark certification for automotive glass to facilitate its use in vehicles for the export market. Reported maiden profit and paid first dividend to shareholders.

1991-93
• •

Made first export sales to Europe. Extended customer base with commencement of supplies to new customers – TELCO, Mahindra & Mahindra and DCM Toyota.

1993-94

Set up plant to produce laminated safety glass with installed capacity to produce 70,000 windshields to meet

requirements of Maruti Udyog Ltd. for its cars for the export market. 1994-95

Completed expansion of automotive toughened glass capacity by 67% to produce 7,37,000 square metres to meet growing demand.

1995-96

Completed major capacity expansion for laminated windshields so as to produce 7,50,000 laminated windshields. This was done anticipating an increase in demand of laminated windshields pursuant to changes in the Central Motor Vehicle Rules, making the use of laminated windshields mandatory for passenger vehicles starting 26th March 1996. Commenced supplies of automotive safety glass to car majors, General Motors and Daewoo Motors. Became the first Indian glass company to get ISO 9002 certification from TUV Bayern Sachsen, Germany.

1996-97

1999-00 • • Sales turnover crossed the Rs. Ford. 1998-99 • Further expanded customer base with commencement of supplies to Hyundai. Installed new tempering furnace with enhanced flexibility and ability as a . Toughened glass capacity increased to 11. Became the first Indian glass company to get QS 9000 certification from TUV Bayern Sachsen. Toyota and Hindustan Motors (Lancer Project). 1997-98 • • Maiden issue of bonus equity shares to shareholders in the ratio of 1:1 with 45% dividend.000 square metres with technological capabilities to produce complex glass models. Germany.100 crore mark. Installed state-of-the-art tempering furnace to bridge the gaps in terms of capacity and level of technology. 200 crore mark.37.• • Sales turnover crossed the Rs.

Consequently. allowing greater capability for production of complex laminated windshields. 2000-01 • • • • Installed new laminated bending furnace. laminated windshield capacity enhanced to 12. With this. 2001-02 . Started print marking on glass to improve brand visibility.90. Installed CAD station. manufacture and calibration.• major technology upgradation measure.000 windshields.000 square metres. Started in-house design and manufacture of key process equipment to enhance productivity in a cost-effective manner. coupled with fully automatic coordinate machine to aid in the process of new model development and tooling design. Set up MAW plant as a step towards building capacities for manufacture of encapsulated fixed glass that fixes directly on to the car body. toughened glass capacity enhanced to 20.00.

As a strategic consolidation move. Germany. effectively passing on control of FGI to AIS. with the merger of Floatglass . Japan transferred Floatglass India Ltd.• • • • Made second bonus issue of equity shares to shareholders in the ratio of 1:1 with 55% dividend.face value into 10 equity shares of Re. Asahi Glass Co.. (FGI) to AIS. 10/. 2002-03 • • • • Changed name to Asahi India Glass Ltd. FGI became a subsidiary of AIS with 79. to reflect expanded business profile. Established Environment Management Systems and received ISO14001 certification from TUV Bayern Sachsen. Unveiled Corporate Brand ‘AIS’ and started focussed activities towards brand building.. Emerged as the largest glass company in India. Ltd. Sub-divided each equity share of Rs. After subsequent ‘open offer’. Installed CNC drilling machine.face value to increase liquidity on the stock exchanges.6% equity stake. 1/.

500 crore mark (at Rs. becoming effective from 01. to manufacture automotive safety glass. 2004-05 • • • • • • AIS unveils its new umbrella brand AIS & positions itself as an integrated glass player. Declared and paid 250% dividend including interim dividend 100%. Enhanced capacity for tempered glass at Automotive Glass Plant in Rewari. 2003-04 • AIS's expansion plan of setting up a third plant finalised. .• India Ltd. 498 crores). Completed scheduled expansion and commenced commercial production at the Architectural Processing Unit at Taloja (Mumbai). Declared 3rd bonus issue of equity shares in the ratio of 1:1. Total sales came close to the Rs.04. to be set up at Chennai. Completed scheduled expansion and commenced commercial production at the Automotive Glass Plant at Chennai.2002. New plant.

adding capacities of 1-1.000 laminated windshields respectively. Completed Phase II and III expansions at the Auto Glass Plant at Chennai. . to capture the value chain in architectural glass. The Corporate Brand “AIS” was chosen as a “Superbrand” during the year.2 million tempered back door glass and another 500. and 2006-07 • • • The second float glass plant at Roorkee was commissioned this year. 2007-08 • AIS Auto Glass was conferred the prestigious Deming Application Prize 2007 by the Union of Japanese Scientists and Engineers (JUSE). 2005-06 • • Re-started exports of auto glass in the after-market to Europe and Pakistan. Set up AIS Glass Solutions Ltd.• • Commenced setting up of Integrated Glass Plant (IGP) at Roorkee in Uttaranchal. AIS rated the “Best Indian Company in Glass and Ceramics Category” by Dun & Bradstreet.

. electronics and energy. Ltd. Today. and have recently diversified into display glass. chemicals. JAPAN Asahi Glass Co.Our Collaborators ASAHI GLASS CO. TFT display glass and PDP glass in the display field as well.. it is one of the leading glass producers of the world. automotive glass. AGC has a global network of over 350 subsidiaries and affiliates in Japan and 20 and above other countries. LTD. The group’s operations comprise of flat glass. It has further captured the top share in CRT glass. Japan.. was established in 1907. AGC group is the largest glass manufacturer of the world with 12% global market share in the flat glass segment and 30% global market share in the automotive glass segment. AGC has evolved as a top multinational glass manufacturer with a leading share of the global market in most key glass products.

AIS continues to follow procedures and practices in conformity with the Code of Corporate Governance as stipulated by SEBI. transparency and equity in all its spheres and in all its dealings with its stakeholders. transparent accounting policies and high levels of integrity in decisionmaking. timely diclosures. AIS's Corporate Governance practices are driven by strong board oversight. . AIS is committed to establish and diligently follow the highest standards of Corporate Governance practices in its pursuit of profitable growth and enhancement of shareholder value.Philosophy(CORPORATE GOVERANCE) AIS's Philosophy on Code of Corporate Governance AIS’s philosophy on Corporate Governance envisages achieving highest standards of accountability.

employees and society are the stakeholders of the company. AIS must provide VALUE in its activities through world class QUALITY. discipline. AIS must achieve QCD through team work. shareholders.Quality Policy To achieve its avowed objectives. KAIZEN and KAIRYO. respect for humanity. Deming Application Prize TS 16949 QS 9000 and ISO 9002 Certification ISO 14000 Certification . suppliers. COST competitiveness and on time DELIVERY. AIS must constantly upgrade its QCD targets through. The customers. AIS is committed to their satisfaction. respect for environment and by strict adherence to procedure and systems. AIS’s policy is “to provide stakeholder satisfaction through QCDV”.

1998. GERMANY IN DECEMBER. 1 2 QUALITY SYSTEM ISO 14001 JIS Q 14001 SCOPE BVQI CERTIFICATION BVQI CERTIFICATION QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN.1995 QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN. QUALITY SYSTEM 3 ISO 9002 4 QS 9000 5 ISO 14000 . GERMANY IN SEPTEMBER.S CATEGORY CERTIFICATION NO.

DOT MARK (AMERICAN NATIONAL STANDARD) PRODUCT STANDARD FOR ALL THICKNESSES OF TEMPERED AND LAMINATED GLASS AS PER 8 . GERMANY IN DECEMBER. 2003 6 TS 16949 PRODUCT 7 PRODUCT STANDARD FOR ALL THICKNESSES E'MARK (ECE OF TEMPERED 43) AND LAMINATED GLASS AS PER ECE REGULATION. QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN.STANDARD FOR ENVIRONMENT FROM BVQI (UKAS) IN MAY 2004.

AMERICAN STANDARDS AIS IS IDENTIFIED AS A TEST FACILITY BY ADR FEDERAL OFFICE (AUSTRALIAN OF ROAD SAFETY. PRODUCT STANDARD FOR ISI (INDIAN ALL THICKNESSES STANDARD OF TEMPERED IS:2553 PART 2 AND LAMINATED 1992) AUTOMOTIV SAFETY GLASS. 9 10 Recruitment methods . STANDARD) AUSTRALIA THROUGH IDENTIFICATION NO. S561.

MD & CEO 2.Director & COO Auto 4.Director & COO Glass Solution 5. Mother.Plant Head 9.Executive director 7.COO Windshield Experts 6. Brother etc) of existing employee will not be offered employment Employment from competitors  Extension . Spouse. 1. Selection through referral panel Following are on internal vacancy referral panel.Director : COO Float 3.Corporate Head HR & Admn  Transfer from other SBU’s  Employee Referral Scheme  Relatives (Father.Executive director Commercial 8.

 Time  The recruitment procedure will be completed with 12 weeks of occurrence /approval of vacancy. present drawing salary. Recruitment policy for worker .  Salary negotiation base  Qualification & experience. salary structure & salary given to other in same grade with the same qualification & experience. To rehire or grant extension to grant extension to an employment after superannuation (age of 58 years).Approval from MD and CEO will be taken 6 months before the date of superannuation of the concerned employee.

Process –Test paper--Interview Recruitment Process The recruitment and selection is the major function of the human resource department .Minimum Qualification-ITI Process --Test paper—Interview Selection Panel –Respective dept head & HR Person Recruitment policy for staff & Above Minimum qualification –Graduate & above depends on the requirements. experience etc.

Locating and developing the sources of required number and type of employees (Advertising etc). Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Posts to be filled • Number of persons • Duties to be performed • Qualifications required • Preparing the job description and person specification. Short-listing and identifying the prospective employee with required characteristics.and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. • • .

• Arranging the interviews with the selected candidates.Identify vacancy . Conducting the interview and decision making • 1.

2.Prepare job specification

description

and

person

3.Advertising the vacancy 4.Managing the response 5.Short-listing 6.Arrange interviews 7.Conducting making interview and decision

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

S. Labroo K. Kojima A. Singh K. Narayan S. Agarwal S. Ganjoo

Managing Director & C. E. O. Dy. Managing Director & C. T. O. (Auto) President (Glass) Corporate Head - Planning & I.S. Director & C. O. O. (Glass Solutions) Chief Financial Officer Chief Operating Officer (Float)

B. S. Kanwar Chief Operating Officer (Auto) Executive Director (Commercial) Auto Corporate Head - Supply Chain Management Joint Corporate Head Development Head - Legal & Company Secretary

V. Khanna

R. Shelly M. Juneja

Management Team
SELECTION

Nature and Purpose of Selection Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. The process of selection leads to employment of persons who possess the ability and qualifications to perform the jobs which have fallen vacant in an organisation. It divides the candidates for employment into two categories, namely, those who will be offered employment and those who will not be. This process should be called 'rejection’ since more candidates may be turned away than employed. That is why, selection is frequently described as a negative. Process in contrast with the positive nature of recruitment.3 The basic purpose of the selection process is to choose right type of candidates to man various positions in the organisation. In order to achieve this purpose, a well-organised selection procedure involves many steps and at. each step, unsuitable candidates are rejected. In other words, the aim of selection process is to reject the unsuitable candidates. But recruitment, on the other hand, is a positive process. Its aim is to attract applica1!ts for vacant jobs in the organisation. Various sources of recruitment are used for this purpose. Thus, recruitment is a positive process because it aims at attracting applicants for various jobs. But selection is a negative.

Recruitment being the first phase envisages taking decisions on the choice of tapping the sources of labour supply. selection means employment of workers or establishing a contractual relationship t-between the employer and the worker. 4. Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organisation. But selection is a complex process under which each candidate is required to cross a number of hurdles before getting the offer for a job. Selection is the second phase which involves giving various types of tests to the candidates and interviewing them in order to select the suitable candidates only. 3. On the other hand. But selection aims at eliminating unsuitable candidates and ensuring most competent people of! the vacant jobs. Recruitment is a simple process as the candidates are required to fill in the prescribed forms and deposit the same with the employer.Distinctive Features of Recruitment and Selection The distinction between recruitment and selection is discussed below: 1. . Recruitment is a positive process of searching for prospective employees. whereas selection is a negative process because it involves rejection of unsuitable candidates. Both recruitment and selection are the two phases of the employment process. The purpose of recruitment is to create a pool of applicants for jobs in the organisation. 2.

it will lead to huge loss of the employer in terms of time.Exhibit 3 : Recruitment Vs. The intensity of these problems can be reduced if in the future all . Nature 3. therefore. Its aim is to reject Candidates and pick most suitable people for the Signification of Selection Selection is a critical process these days because it requires a heavy investment of money to get right types of people. it is essential to devise a suitable selection procedure. Meaning It is the process of searching candidates selection of and for the same 2. Absenteeism and employee turnover are the. Induction and training costs are also high. Selection Basis Recruitment Selection It is the process of 1. If the right types of persons are not chosen. effort and money. Important problems which are often faced by many organsiations. It is a negative process. Its aim is to attract more and more candidates for vacant jobs. Aim unsuitable up the It is a positive process. Each step in the selection procedure should help in getting more and more -information about the applicants to facilitate decision-making in the area of selection. for vacant jobs and making them apply right types of candidates offering them jobs.

The benefits of selecting right kinds of people for various jobs are as follows: (i) Proper selection and placement of personnel go a long way towards building up a stable workforce. If the employees are suitable according to the requirements of the jobs. organisation to achieve its objectives effectively. they will show higher efficiency and productivity. (ii) Competent employees will show higher efficiency and enable the organisation to achieve its objective effectively. . This will also enable the. If this happens. It will keep the rates of absenteeism and labour turnover low. (iv) When people get jobs of their taste and choice. Scientific selection and placement of personnel will go long way towards building up a stable work-force: It will keep the rates n. Such employees will shirk work and absent themselves from the work more often. They may also be compelled to leave their jobs. they get higher job satisfaction. all the expenses incurred on .selections are made carefully so that there are ‘round pegs in the round holes'. This will build up a contended workforce for the . (iii) The rate of industrial accidents will be considerably low if suitable employees are placed on various jobs. Whenever unsuitable employees are appointed. absenteeism and labour turnover low and will increase the morale If the employees.the selection and training of such employees will go waste. the efficiency of the organisation will go down.

Personal Characteristics. loyalty. It is important to know about individual’s character. sex. is an important function of the Personnel Department. his way of reacting in this or that situation. work is colourless and monotonous. etc.Scientific Selection Fitting the worker to the job is the first and the most 4nportant step in promoting individual efficiency in industry. Emotional. Age. The object of scientific selection is . sight. honesty. Qualifications and previous . etc. Temperament and character. moral and social qualities. of employees. or Skill and Ability. height.to place on each job a worker who can maintain a given output with minimum expenditure of energy and who will be best fitted to the job. . 4. Potential of an individual for learning and becoming proficient in a job. A high degree of intellectual competency can never serve as a substitute for such qualities as honesty and trust worthiness. 2. The factors to be considered for selecting the right person for the right job are as under 1. number of children. Sound body. Without interest. Proficiency experience. Scientific selection. Intenst. Physical Characteristics. Competency points out capacity to acquire knowledge and skill for success on the job. his habits of work. his driving forces in determining his fitness for the job. marital status. weight. 6. limbs. Competency. family background. etc. 5. 3.

The requisition for the employees must originate from the department where it is necessary to hire some persons to man particular jobs in the near future.With interest. the personnel department will see the catalogue of job descriptions and job specifications to obtain a picture of the job and will tap some source or sources of recruitment according to the circumstances of the case. However. SELECTION PROCEDURE The procedure of selection will vary from organisation to organisation and even from department to department within the same organisation according to the kinds of the jobs to be filled. For this purpose. the use of a standard requisition form by the departmental head is preferable as it will make clear the number of vacancies. whereas . For instance. out the applicants which are found unsuitable. The personnel department will classify and file the applications and will screen. types of jobs. test or screening. work seems meaningful and worthwhile to the individual ork. it should be kept in mind that decision to add persons on the payroll in a particular department of the organisation is not made by the personnel department. Personnel department plays an important role in the selection process. Role of Personnel Department in Selection . it may call the other applicants for initial interview or employment tests. After receiving the requisition. pay scale and any special characteristics or skills required. Selection process will start when some applications are received from the candidates. After this. The number of steps in the procedure and the sequence of steps also varies. some organisations do not hold preliminary hold preliminary interview.

2. Similarly. Steps in Selection Procedure. Final selection. Receiving applications. 8. Preliminary Interview Receiving Applications 2. Employment interview. Screening of Application Employment Tests Interview Reference Checking Medical Examination FINAL SELECTION REJECTION If Found unsuitable Fig. Employment test 6. the main steps or stages that could be incorporated in the selection procedure are as under: 1. every candidate for a job has to clear a . 7. Preliminary interview. 2. preliminary tests are given to eliminate a large numbers of applicants. Physical examination. However. 5. 4. Screening of applications.in other organisations such as commercial banks. medical examination is given before final selection and in others. in some cases. every organisation will design a selection procedure that suits its requirements. medical check up . Checking references. Thus.follows final selection. 3. As shown in Fig.

with respect to organisation's interest in hiring and the candidate's enquiry. he will not be called for the interview. across the counter in the organisation's employment office. It may consist of a short exchange of information. It is advertised or enquiries are . Candidates who pass this crude screening are usually asked to fill in the application blank available with the employment office of the organisation. if a candidate fails in the tests. Thus. If an applicant is eliminated at this stage. If he is not found suitable at any stage. he will be rejected. the selection programme begins with preliminary interview or screening. but also to the applicants. Stage 2 : Receiving Applications Whenever there is a vacancy. It may serve primarily to determine whether it is worthwhile for the applicant to fill into the application. For instance. the organisation will be saved from the expenses of procesding him through the remaining steps of the selection procedure and the unsuitable candidate will be saved from the trouble of passing through the long procedure. he will not be called for the tests. Similarly. Preliminary interview may take place. The preliminary interview offers advantages not only to the organisation. if a candidate's particulars in the application are not found suitable.number of hurdles before getting selected for the job. The preliminary interview is generally brief and does the job of eliminating the totally unsuitable candidates. The successive stages in the selection process are discussed below: Stage 1 : Preliminary Interview In most of the orgarusations. blank. he is not considered for the further stages.

The screened applications are then reviewed by the Personnel tanager and interview letters are. The application form is useful for several reasons. their likes and dislikes and also with respect to personality traits. Stage 3 : Screening of Applications After the applications are received. applicants may be called for interview on some specific criteria like' sex. may prove to be. dispatched by registered post or under certificate of post. qualifications. jobs or fields of work. etc. They differ with respect to physical characteristics. capacity. experience. The pattern of physical. they are screened by a screening committee and a list. The number of candidates be called for interview is normally five to seven times the number of posts the filled up. desired age group. Matching of . and applications are received from the candidates. Standard application forms may be drawn up for different jobs and supplied to the candidates on request. It gives a preliminary idea the candidate to the interviewer and helps him in formulating questions to have more information about the candidate. experience and qualifications. The written information about age. level of mental ability. It makes the processing of applications very easy since there is uniformity of filling the data in the application form. of greater value to the interviewers. mental and personal variables gives rise to thousand and one combinations and the particular pattern makes the individual suitable for several classes of activities. is prepared of the candidates to be interviewed. Stage 4: Employment Tests Individuals differ in almost all aspects one can think of.made from the suitable sources.

the pattern of his interest and aptitudes in detail.They bring out the qualities and weaknesses of individuals which could be analyzed before offering them jobs. Personality tests. yet they do not provide' the complete information required of the applicant. the result is happiness for the individual and prosperity for the organisation and the society. mental and temperamental pattern with the requirements of job or field of. be designed properly: If they are biased. So before deciding upon the job or jobs suitable for a particular individual. Employment tests are widely used for judging the applicant's suitability for the job. That is why tests should not be relied upon fully. training is a difficult task. Stage 5 : Employment Interview Although application blank and employment tests provide a lot of valuable information about the candidate. . Selections based on such tests will be faulty. (v) (iii) Trade or proficiency tests. But instances of round pegs in square holes and vice versa are not rare. one should know the level of his ability and the knowledge. But where this matching takes place. This will require the use of employment tests which are listed below : (i) Intelligence tests. (ii) Aptitude tests (iv) Personality tests. The tests must. they will not be good indicators of one's knowledge and skills.individual's physical. Interview may be used to secure more information about the .

and (c) t9 give him an accurate picture of the job with details of terms and conditions and some idea of organisation's policies. (b) to seek more information about the candidate. The factual data of the applicant given in the application form may be checked and more information may be obtained from the candidate. the chairman consults the members and after a brief discussion finalizes the grading of the candidate.candidate. the members of the selection committee appraise each candidate according to merit. This occasion is also utilised for testing the capability and personality of the applicant. After all the candidates have been interviewed. There may be a preliminary interview by the head of the department. The communication skill of the candidate can be judged in the interview. The main purposes of an employment interview are: (a) to find 'out the suitability of the candidate.by the Interview or selection Committee consisting of chairman of the organisation. head of department. Thus. interview affords an opportunity to develop a clear picture of the candidate. For the selection of right types of people. The final interview is taken . At the end of interview of each candidate. It is customary to have an interview in several stages especially for senior positions. Interview is very important where the candidate has to go through employment tests. The information contained in the application blank can be checked during the interview. His way of thinking can also be known. employment interview is very important. a panel is prepared. During the interview. The number of persons in the . human resource manager and outside expert$.

education. However. it is often difficult to persuade a referee to give his opinion frankly.panel is generally about two to three times the number of vacancies to be filled up. It enhances the reputation of the organisation in the eyes of the candidates. Another important condition for successful interviewing is that the interviewers should look ready for the meeting and the room should look ready for a private discussion. etc. Prior to final selection. People generally speak more freely and frankly when they are at ease. A proper physical arrangement for the interview is of great importance. police record. Stage 7 : Medical Examination . personal reputation. The interview should be conducted in a room free from any disturbance noise and interruption so that interview may be held confidentially and in a quiet environment. Stage 6 : Checking References A referee is potentially an important source of information about a candidate's ability and personality if he holds a responsible position in some organisation or has been the boss or employer of-the candidate. and do not feel threatened. The organisation may persuade him to do so by giving an assurance that all information provided by him will be treated as strictly confidential. financial condition. the prospective employer normally makes an investigation on the references supplied by the applicant and undertakes more or less a thorough search into the candidate's past employment. Privacy and comfort are recognised as aids to free talk.

A proper medical examination will ensure higher standard of health and physical fitness of the employees and will reduce the rates of accident. The physical examination should disclose . Though in the suggested selection procedure. Some organisations either place the examination relatively early in the selection procedure or they advise the candidates to get themselves examined by a medical expert so as to avoid disappointment at the end. medical .test is located near the end.The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure. and absenteeism. the physical characteristics of the individual that are significant from the standpoint of his efficient performance of the job he may be assigned or of those jobs to which he may reasonably be expected to be transferred or promoted. labour turnover. Stage 8 : Final Selection and Appointment Letter After a candidate has cleared all the hurdles in the selection . The organisations may place the medical examination relatively early in process so as to avoid time and expenditure to be incurred on the selection of medically unfit persons. The advantages of physical examination are: (i)it serves to ascertain the applicant's physical capability to meet the job requirements (ii) It serves to protect the organisation against the unwarranted claims under workers' compensation laws or against law suits for damages and (iii) it helps to prevent communicable diseases entering the organisation. but this sequence need not 'be rigid.

rules and regulations. The induction function follows this step and is generally considered to be apart of the hiring procedure. the management may either sack him or give him time and training to improve himself. In practice. It is only by observing a person at work that one can find out I how he does his work and pehaves with fellow employees and supervisors. the management may transfer him to some other job to which he may be expected to do justice. If duririg the probation period. an etrlployee is found unsuitable. perhaps. No personnel manager ever . Generally. the candidates are not appointed on permanent basis because it considered better to try them for a few months on the job itself. EMPLOYMENT TESTS The use of tests is.procedure. the most controversial of all personnel procedures. Induction : The candidate selected is issued the appointment lettel and is requested to join the organisation within a specified period. neither point of view is realistic. Induction is concerned with introducing or orienting a new employee to the organisation and its procedures. Attitudes range from those who place complete reliance on test scores to those who refuse even to consider their use and instead prefer to place complete reliance on their own personal judgment of the applicants. This is because no procedure of selection is complete in itself to find out the whole picture of the personality and qualities of a candidate. But if the organisation cannot offer him a job which he can do well. appointment he is formally or by appointed concluding by with issuing him a him an letter service agreement.

Both internal and external sources of manpower are used depending upon the types of personnel needed. Totally unsuitable candidates are rejected at the screening stage. Efficiency with which job performance can be predicted.expects to provide perfect prediction because even the most comprehensive battery of tests gives only a small sample of an individual behavior.4 RECRUITMENT AND SELECTION Introduction After having determined the number and kinds of personnel required. Similarly interview method of selection has its own limitations. Those passing this stage are called for employment interview. The personnel department administers various kinds of tests to the candidates to determine if they would be able to do their jobs efficiently.. Candidates found suitable for employment are required to go through medical examination and reference checking. The interviewer may have some biasness in his mind and may not be able to take objective decisions. The selection procedure starts with the receipt of applications for various jobs from the interested candidates. The employment is completed when appointment letters are issued to the candidates clearing all the stages in the selection procedure. RECRUITMENT Meaning and Nature of Recruitment . But tests can effectively supplement other personnel procedures by improving the. it is very risky to fully depend on personal judgment. the Human Resource or Personal Manager proceeds with the identification of sources of recruitment and finding suitable candidates for employment. Thus.

selection of right candidates for various positions in the organization. Casual callers 3. Recruitment is a positive as it attracts suitable applicants to apply for available jobs. Dale S. and (iv) invites applications from the prospective candidates for the vacant jobs. Advertisement 4. Employment agencies 5. i. (ii) assesses their validity. Recruitment at factory gate 2. “Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”1 It is a linking activity that brings together those offering jobs and those seeking jobs.and External sources (recruitment from outside). 1. (iii) chooses the most suitable source or sources. Flippo. The process of recruitment : (i) identifies the different sources of labour supply. Promotion 1. “Recruitment in the development and maintenance of adequate manpower resources.e. It involves the creation of a pool of available labour upon whom the organization can draw when it needs additional employee”2 Recruitment refers to the attempt of getting interested applicants and creating a pool of prospective employees so that the management can select the right person for the right job from this pool. Recruitment precedes the selection process. SOURCES OF RECRUITMENT As shown in Fig. According to Edwin B. RECRUITMENT Internal sources External Sources (Searching Sources of 1. the various sources of recruitment may be grouped into the following two categories : Internal sources (recruitment from within the enterprise). Transfer 2.The process of identification of different sources of personnel is known as recruitment. Beach observed. Management consultants ..

In fact. transfer does not involve any drastic change in the responsibilities. transfers and promotions which are discussed below : (i) Transfer. Many companies follow the practice of filling higher jobs by promoting employees who are considered fit for such positions. Employees are motivated to improve their performance. It involves the the shifting of an employee from one job to another one department to anoter or from one shift to another. status and pay. . It leads to shifting an employee to a higher position. At the time of transfer. namely. (ii) Promotion. pay and status of the employee. Transfer is a good source of filling vacancies with employees from overstaffed departments or shifts. carrying higher responsibilities. Transfers or job rotations are also used for training of employment in learning different jobs. is should be ensured that the employee to be transferred to another job is capable of performing it. Why should Internal Sources be used ? Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits: I. It has a great psychological impact over the employees because a promotion at the higher level may lead to a chain of promotions at lower levels in the organization.Fig. 1 Sources of Recruitment INTERNAL SOURCES There are two important internal sources of recruitment. Filling vacancies in higher jobs from within the organization has the benefit of motivating the existing employees.

This motivates the employees to improve their performance through learning and practice. Transfer or job rotation is a tool of training the employee to prepare them for higher jobs. VII. Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff. Filling of jobs internally is cheaper as compared to getting candidates from external sources. ii.II. Now it is being realized that a good source of supply for higher posts is the personnel already in the organization. III. iii. Drawbacks of Internal Sources Internal sources of recruitment have certain demerits also. iv. The existing talented employees may be given adequate training to be eligible for promotion to higher positions in the organization. The spirit of competition among the employees may be hampered. Some organizations completely overlook the value of recruitment from within. i. the scope for fresh talent is reduced. It is not only reasonable but wise also to let the existing employees know of vacancies by internal advertisement. These are listed below. Frequent transfers of employees may reduce the overall productivity of the organization. EXTERNAL SOURCES . Industrial pease prevails in the enterprise because of promotional avenues. When vacancies are filled through internal promotions. V. VI. Morale of the employee is increased. A promotion at a higher level may lead to a chain of promotions at lower levels in the organization. IV. The employee may becomes lethargic if they are sure of time bound promotions.

from quite unsuitable candidates. (ii) Casual Callers or Unsolicited Applications. Advertisement gives the management a wider range of candidates from which to choose. and for meeting the additional requirements of manpower. Advertisement in newspapers or trade and professional journals is generally used when qualified and experienced personnel are not available from other sources. It is suitable for filling casual vacancies when there is greater rush of work or when a number of permanent workers are absent. Most of the senior positions in the advertising is that more information about the organization. Its disadvantage is that it may bring in a flood of response. The practice of direct recruitment is generally followed for filling casual vacancies requiring unskilled workers. If adequate attention is paid to maintain pending application folders for various jobs. Such workers are known as casual or badli workers and they are paid remuneration on daily-wags basis. The following external sources of recruitment are commonly used by the big enterprises : (i) Direct Recruitment. job descriptions and job specifications can be given in advertisement to allow self-screening by the prospective candidates. This serves as a valuable sources of manpower.Every enterprise has to tap external sources for various positions. the personnel department may find the unsolicited applications useful in filling the vacancies whenever they arise. This method of recruitment is very cheap as it does not involve any cost of advertising vacancies. The organizations which are regarded as good employers draw a steady stream of unsolicited applications in their officers. (iii) Media Advertisement. and many times. The merit of this source of recruitment is that it avoids the costs of recruiting workforce other sources. An important source of recruitment is direct recruitment by placing a notice on the notice board of the enterprise specifying the details of the jobs available. Running enterprises have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees. It is also known as recruitment at factory gate. .

Employment exchanges run by the Government are regarded as a good source of recruitment for unskilled. engineers. Reputed industrial houses which require management trainees send their officials to campuses of various management institutes for picking up talented candidates doing MBA. It is also known as campus recruitment. in the technical and professional area.. private agencies and professional bodies appear to be doing most of the work. These days. . professional bodies of accountants. In some cases.F. professional and managerial personnel. vocational jobs. big organizations maintain a close liaison with the universities. Ferguson and Co. Applicants introduced by friends and relatives they prove to be a good source of recruitment. Godman’s International. Mantec Consultants. (v) Management Consultants or Head Hunters. They maintain data bank of persons with different qualifications and skills and even advertise the jobs on behalf their clients to recruit right type of personnel. Management consultancy firms help the organizations to recruit technical. etc. the employment exchanges bring the job givers in contact with the job seekers.(iv) Employment Agencies. In fact. Employment exchanges and selected private agencies provide a nationwide service in attempting to match personnel demand and supply. many employers prefer to take such persons because something about their background is known. However. Consequently. Recruitment from educational institutions is a well-established practice of thousands of business and other organizations. also help their members to get suitable placements in industrial organizations. ABC Consultants. (vii) Recommendations or Referals. A few examples of head hunters are A. They specialise in middle level and top level executive placements. (iv) Educational Instructions or Campus Recruitment. etc. compulsory notification of vacancies to the employment exchange is required by law. Jobs in commerce and industry have become technical and complex to the point where college degrees or diplomas are widely required. semi-skilled and skilled operative jobs. Thus. Organisations which seek applicants for continuing apprenticeship programme usually recruit from technical institutions or polytechnics offering vocational courses.

Workers are recruited through labour contractors who are themselves employees of the organization. The practice of telecasting of vacant posts over T. (viii) Labour Constractors.V. a type of preliminary screening is done and the person is placed on a job. Why should External Sources be used ? The merits of external sources of recruitment are as under : . The detailed requirements of the job and the qualities required to do it are published along with the profile of the organization where vacancy exists. ‘Employment News’. all the workers employed through him will also leave. during the period of power failure. Recruitment through labour constractors has been banned for the public sector units. The candidates who don’t watch T. Labour constractors are an important source of recreuitment in some industries in India. The reasons for this are: Telecasting is an expensive medium. The disadvantage of this system is that if the contractor leaves the organization. over the T. have become quite popular in recruitment for various types of jobs. However.V. (Doordarshan and other channels) is gaining important these days. as a source of recruitment is used less as compared to other sources.V. the candidates living in such area miss the vacancies telecast. Special programmes like ‘Job Watch’ ‘Youth Pulse’. (ix) Telecasting. The advertisement for the job appears for a very short time and it is not repeated. this practice is still common in case of construction industry. etc. The candidates may not be able to understand it fully. That is why.When a present employee or a business friend recommends some one for a job. organizations. If there is a power failure in any area.V. this source of labour is not preferred by many business. miss the information about job vacancies. T. Some organizations have agreements within trade unions to give prefernce to blood relations of existing or retired employees if their qualifications and experience are suited to fill the vacant jobs.

When vacancies are advertised widely. the management can make qualified and trained people to apply for vacant jobs in the organization. By using external sources of recruitment. Exhibit 1 : Comparison of Internal and External Recruitment Internal Sources 1. If a company can tap external sources. a large number of applicants from outside the organisation apply. the existing staff will have to compete with the outsiders. It involves finding candidates from outside the organisation. This process is cheaper. The insiders may have limited talents. It does not 2. The process is costly as vacancies have to be notified in newspapers. It involves search of candidates from within the organisation. This will improve the overall working of the enterprise. money has to be spent on advertisement and processing of applications. etc. They may feel that their chances of promotion are reduced. They will work harder to show better performance. External sources facilitate infusion of fresh blood with new ideas into the enterprise. Recruitment from outside takes a long time. Internal recruitment is a quick 1. 2. The business Costly Process. (iv) Competitive Spirit. External recruitment may lead to dissatisfaction and frustration among existing employees. enterprise. (ii) (iii) (iv) Lerigthy Process. The candidates from outside may not be suitable for the has to notify the vacancies and wait for applications to initiate the selected process. A lot of Uncertain Response. involve any cost of contracting the External Sources External recruitment is a lengthy process. process. These is no guarantee that the enterprise will be able to attract right kinds of people from external sources. . Demerits of External Sources The demerits of filling vacancies from external sources are as follows: (i) Dissatisfaction among Existing Staff. (iii) Fresh Talent.(i) Qualified Personnel. It is very costly to recruit staff from external sources. The management has a wider choice while selecting the people for employment. (ii) Wider Choice.

RECENT TRENDS IN RECRUITMENT Outsourcing Under this arrangement. The existing staff members are 3. Internal sources help in saving time of officials responsible for recruitment. i. 5. The scope of fresh talent is diminished. Choice of candidates is limited. 4. 3. Several outsourcing companies or agencies have come up . a company may draw the required personnel from the outsourcing firms or agencies on commission basis rather than offering them employment. This means infusion of new blood and new ideas into the enterprise. External sources of recruitment are time consuming. The workers feel dissatisfied if external sourcesareused.. The outsourcing firms develop their human resource pools by employing people for them and make available the personnel to various companies (called clients) as per their needs. 5.e. the outsourcing agencies. motivated to improve their performance 4. They continue to be on the payroll of their employees. The personnel deputed by the outsourcing agencies with the clients are not the employees of. The outsourcing firms get payment for their services to their clients and give salary directly to the personnel. The businees can hope for talented candidates from outside. This is also caned leasing of human resources.the clients.external sources.

(ii) The companies are free from industrial relations problems as human resources taken on lease are not their employees. The advantages of getting human resources through the outsourcing agencies are as follows: (i) The companies need not plan for human resource much in advance. of agreed amount. A company' can attract talent from another firm by offering attractive pay packages' and other terms and conditions. This system facilitates the organisation to hire security personnel from the security agency.which supply (or lease) human resources of various categories to their clients. Poaching or Raiding Poaching means employing a competent and experienced person already working with another repurted company which might be a rival in the industry. (iii) The companies can dispense with this category of employees immediately after the work is over. or accountants from an accountancy firm. For instance. several executives of HMT left to join Titan Watches and several pilots of Indian Airlines left to . A company in need of employees of certain categories can approach an outsourcing agency and avail the services of its human resources on lease basis against payment. The human resources so deputed will report back to the outsourcing agency after their assignment is over. computer professionals from a computer firm. They can get human resources on lease basis outsourcing agency.

Exhibit 2 : Poaching of Executive Talent Apparel companies poach talent from FMCG &.join private air taxi operators.1J1ere are several other examples where the firms have raided the rival firms to procure their key personnel to enhance their competitive advantage (See Exhibit 2). . raiding has become a challenge for the human resource managers of modern organisations because poaching of a key executive by a rival firm will weaken the competitive strength of the firm. it is often seen as an unethical practice and not openly talked about. In fact. Whatever may be the. means used to raid rival firms for potential candidates.

Zodiac roped in Vinay Bajaj from HLL to head its national sales team a few months ago. has recruited around 1Z executives. They have already roped some senior and middle-level execute as from companies such as Britannia Industries/Ford and Swatch. Arvind Brands. continues to fill up senior positions with people from those sectors. has joined the company recently as national manager (key accounts). mainly from FMCG and automobile sectors in the last four months. the subsidiary of Arvind Mills.Auto firms APPAREL companies have begun talent-hunting from fast moving consumer goods (FMCG) and automobile industries. He joined the company from Johnson & Johnson. The FMCG background . company has recruited brand managers from Ford. etc. "We are in the process of recruiting someone to head our apparel business.the wake of the impending abolition of export quotas m 2005. The head of the company’s western zone has recently joined from Ford Zodiac Clouting. Two weeks ago. Gautam Kale joined the company as head of retail planning from liquor major Seagram. The. Asian Paints and Hindustan Lever (HLL). Which Das recruited many executives from the advertising and FMCG sectors. Recent recruitment include the appointment of Rajeev P Dutta as the regional sales manager (west). The industry buzz is that S Kumars Nationwide is roping in a top executive with a FMCG background as chief operating officer for its apparel business. Alok Dubey. who was with Swatch. FCB Ulka. signalling their appetite for fresh ideas for brand promotion and marketing initiatives in .

" said Nitin Kasliwal. Business. Apparel companies are also poaching a number of experienced people from the real estate business for executing their retail expansion plans. which can be drawn by the prospective employers depending upon their requirements. Alternatively. . They advertise the job vacancies through the worldwide web (www). While leading apparel companies such as Madura Garments have been recruiting executives at the entry level from other sectors.2003.comes handy for building brands. The apparel companies are also looking at professionals who can bring innovative technical applications to the business For instance. The job seekers send their applications or Curriculam Vitae. MD. Mumbai-based Creative Garments has recently recruited technical managers from engineering majors such as Larsen & Toubro. The Wadias have shifted Alok Banerjee from group company Britannia Industries to head Its domestic textile. CV. it is yet to make a high-profile appointment in recent times. job seekers place their CVs in the worldwide web/ internet. through e-mail using the internet. Web site or e-Recruitment Many big organisations use internet as a source of recruitment. New Delhi. 9. Mumbai based apparel majors like Provbgue are in the process of recruiting people from real estate companies. i. Source: The Economic Times. The industry is divided over the efficacy of bringing in executives with FMCG backgrounds to handle crucial operations. S Kumars Nationwide.e..

The advantages of net recruitment are as follows: (i) Low cost of recruitment per candidate. the human resource department is usually responsible for developing sources of applicants. But in a larger organisation. recruitment is usually done rather informally by the owner or manager. the human resource department may be requesting recruitment assistance from the managers as may be the case when campus recruitment IS proposed at the alma mater of one of the mangers. (ii) Reciuction in time for recruitment. individual managers and employees may be referring promising applicants to the human resource department. At the same time. RECRUITMENT PROCEDURE Responsibility for Recruitment. Similarly. there is likely to be an employment office to do the recruiting and even initial selection of candidates for a job: Big organizations employing larger number of professional and' managerial employees. (iii) Recruitment of right type$ of people.' may have a separate engaged entirely in recruiting. Within the human resource department. (iv) Efficiency in the process of recruitment. one or more engineers may accompany the team of campus recruiters for recruitment of department . Still other firms prefer to put together recruiting teams consisting of human resource specialists and other executives. For example. In a small organisation.

(iil) Nature of labour market of the region. (ii) Effect of past recruitment efforts. an on-going process whereby the firm attempts to develop a pool of qualified applicants for future human resource needs even though specific vacancies do not currently exist. and ensure. recruitment starts when a manager initiates an employee requisition for a specific vacancy (or anticipated . This practice is also necessary to maintain contacts with sources of recruitment. . wages and other benefits offered by other concerns. Regardless of who does the recruiting. (v) Working conditions. Recruitment is. (iv) Extent and strength of unionisation Lt1 the region. That human resource needs for the whole organisation are met. (vii) Legal obligations created by various statutes.engineering personnel at technical institutes. The important factors are listed below: ( i) Size of the organisation and the kinds of human resources required. It is Important for one department to coordinate the recruitment function in order to develop adequate sources. In most cases. (vi) Social and political environment. Factors Affecting Recruitment There are many factors that limit or affect the recruitment policy of an organisation. Requisition for Recruitment. avoid duplication.

The requisition should contain the basic information describing the position to be filled. and the experience and qualifications required of the candidate for the job. 2) Agree Ext.vacancy). The standard format of a personnel requisition form is given below: PERSONNEL REQUISITION FORM Name of the Initiating Deptt.. Date Required Location of Work Payroll classification Code Pay Grade Cost Centre Supervisor Job No. Required Travel No Yes . Employee Division/Deptt. Date………. Section Will Report To QUESTIONNAIRE Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 1) Strongly agree Contact for interviews Referred by Name of Person Hired Other Information Effective Date Social Security No. Ext. the' duties to be performed.

3) Neutral 5) Strongly Disagree 4) disagree Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 3 4 5 .

Q2) : At the time of recruitment is your competitor promotion portrayed authentically ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .This shows that majority supports that recruitment is a important process for company’s existence.

3) : Should the process of recruitment be transparent ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 12 3 4 5 .1 2 3 4 5 This also shows that majority agrees to the question.

The figure shows that maximum people supports that recruitment process should not be transparent and should not be biased one. Q4) Is internal recruitment beneficial for the organisation ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 3 4 5 .

Q5) Is direct recruitment important at higher levels to introduce new blood in the organization ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 3 4 5 .It shows that 17% agrees to the question while majority of 28% strongly disagree with the internal recruitment process.

33% people strongly strongly agree while only 17% strongly disagrees to introduce new blood at higher level in the organization. Q6) Before any recruitment process is it important to develop a hiring strategy? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 3 4 5 .

In this maximum people agrees to develop a hiring strategy before recruitment process. Q7) Do you think that the recruitment team of AIS is better than that of other organizations ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 1 3 4 5 .

25% of the recruitment team is in the favour of the question while majority are neutral. Q8) Should AIS go for modern techniques like online recruitment etc . ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 1 2 1 3 4 5 This shows that large chunk to go for modern techniques of recruitment. .

Q9) To make the recruitment process more transparent is it beneficial to outsource the recruitment process ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .

Q10) Does the company’s recruitment process is aligned with the promotion policy ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .1 2 1 3 4 5 The pie shows neutral aspect of people.

1 2 3 4 5 Q11) ‘Right person at right job’ is this concept strictly followed in the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .

1 2 3 4 5 Maximum agrees with this concept of ‘Right person at right job ‘. Q12) Are you satisfied by the recruitment process of the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .

1 2 12 3 4 5 42% are satisfied with the recruitment process of the company. CONCLUSION .

GLASS LIMITED provides me the good opportunities to make my skills stronger in marketing.GLASS LIMITED is a very big INDUSTRY name and I am very thankful to the GLASS people to help me in completing my project in GLASS LIMITED. GLASS LIMITED has trained me to face the challenges whatever in the market. LIMITATIONS • The study was restricted to only the customers of GLASS LIMITED. I am also very thankful to my project guide Mrs. While doing this project I have talked with many people and came to know about the market and I learnt that how the companies’ works and what they have to do for retaining there position in the market.INDIAN . Aparna porwal for giving me his useful guidelines and important time.

ANNEXURE ASAHI INDIA GLASS LTD . • The result and analysis based on the customer survey method and small sample size has taken only 100 • Findings are related to particular areas.• The time constant was a limiting factor. as more time required carrying out study on other aspects of the topic.

Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 3) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q2) : At the time of recruitment is your competitor promotion portrayed authentically ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree 3) : Should the process of recruitment be transparent ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q4) Is internal recruitment beneficial for the organisation ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q5) Is direct recruitment important at higher levels to introduce new blood in the organization ? 2) Strongly agree 3) Neutral 2) Agree 4) disagree .

? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q9) To make the recruitment process more transparent is it beneficial to outsource the recruitment process ? .5) Strongly Disagree Q6) Before any recruitment process is it important to develop a hiring strategy? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q7) Do you think that the recruitment team of AIS is better than that of other organizations ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q8) Should AIS go for modern techniques like online recruitment etc .

1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q10) Does the company’s recruitment process is aligned with the promotion policy ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q11) ‘Right person at right job’ is this concept strictly followed in the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree Q12) Are you satisfied by the recruitment process of the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree .

wikipedia.com www.google.com   www.BIBLIOGRAPHY  www.com  Business world  Business today  Economics times News paper  Times of India .scribd.

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