NTRODUCTION NTRODUCTION I
O F P ROJECT
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1.1 Purpose
This project aims at gaining an overall knowledge of recruitment and selection policies, organizational structure and compensation management of DLF and comparing it with other top companies. This provides as the basis for total learning about how a good HR Policy helps a company to grow by utilizing the human resource which is one of the most important assets of any company.
1.2 Objective of study
Comparative analysis of
different HR policies of
the organization with its
competitors and developing a Hypothesis for the same to check if there is any scope of improvement in the recruitment strategy, organization structure and the compensation management . The proposed Hypothesis statements are: H01: The recruitment and selection policies of DLF are better than its competitors. Ha1: The recruitment and selection policies of DLF are not better than its competitors. H02: The organizational structure of DLF is better than its competitors. Ha2: The organizational structure of DLF is not better than its competitors.
2
1.1 Purpose
This project aims at gaining an overall knowledge of recruitment and selection policies, organizational structure and compensation management of DLF and comparing it with other top companies. This provides as the basis for total learning about how a good HR Policy helps a company to grow by utilizing the human resource which is one of the most important assets of any company.
1.2 Objective of study
Comparative analysis of
different HR policies of
the organization with its
competitors and developing a Hypothesis for the same to check if there is any scope of improvement in the recruitment strategy, organization structure and the compensation management . The proposed Hypothesis statements are: H01: The recruitment and selection policies of DLF are better than its competitors. Ha1: The recruitment and selection policies of DLF are not better than its competitors. H02: The organizational structure of DLF is better than its competitors. Ha2: The organizational structure of DLF is not better than its competitors.
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H03: The compensation management of DLF is better than its competitors. Ha3: The compensation management of DLF is not better than its competitors.
This project will be useful for the organization as various new HR policies are coming into existence on the advancement of every step which is helpful for the company to work effectively and efficiently. efficiently.
1.3 Methodology
The methodology of this project consists of both primary and secondary data. Primary data collected from respondents will be through: Primary data – Primary
Paper questionnaire distributed internally in DLF and its Competitors.
Competitor’s survey was done after taking a prior appointment and then
visiting and collected data through personal interview and questionnaire.
Secondary data - Secondary data will be collected from the
books, journals,
job portals and websites. The target audiences for the research:
Employees at all the levels in
different real estate companies. 1.4 Limitation of the study 1. The research will be conducted within a period of limited duration. 3
2.
As the company is spread all over in India, it was difficult to get
respondents from different locations. 3. Being a management trainee it will be very difficult to get a hold on the
information from other companies. 4. Since the survey locations were different, the satisfaction criteria would
be different among the employees. 5. Sample size is limited due to the limited locations for the survey. 6. The analysis is completely based on the information provided by the
employees and hence could be biased. 7. Taking appointment of the respondents became a little difficult.
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C RITICAL R EVIEW O F L ITRATURE
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RECRUITMENT & SELECTION, ORGANIZATION STRUCTURE AND COMPENSATION MANAGEMENT
Human Resource is the most vital resource for any organization. It is responsible
for each and every decision taken, each and every work done and each and every result. The job of a good hr manager is to fit in right person at right job and retaining their human asset, which in turn would contribute to the growth of the organization.
Effective Recruitment & Selection Process
Effective Organization Structure
Achievement of organisational objectives and leads to organisation growth
Effective Compensation Management
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2.1 Recruitment:Recruitment:-
According to Edwin B. Flippo, recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization”. Recruitment is the activity that links the employers and the job
seekers. This process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews.
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Effects of a good recruitment process:
Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.
Create a talent pool of candidates to enable the selection of best candidates for the organization.
Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
Meet the organizations legal and social obligations regarding the composition of its workforce.
A recruitment policy of an organization should be such that:
It should focus on recruiting the best potential people.
To ensure that every applicant and employee is treated equally with dignity and respect.
Unbiased policy.
To aid and encourage employees in realizing their full potential.
Transparent, task oriented and merit based selection.
Weightage during selection given to factors that suit organization needs.
Optimization of manpower at the time of selection process.
Defining the competent authority to approve each selection. 8
Abides by relevant public policy and legislation on hiring and employment relationship.
Integrates employee needs with the organizational needs.
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Factors affecting recruitment policy:
Organizational objectives
Personnel policies of the organization and its competitors.
Government policies on reservations.
Preferred sources of recruitment.
Need of the organization. Recruitment costs and financial implications
Sources of recruitment:
Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources:
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Factors Affecting Recruitment
The recruitment function of the organizations is affected and governed by na mix of various internal and external forces. The internal forces of factors are the factors that can be controlled by the organization. And the external factors are those factors which cannot be controlled by the organization. The internal and external forces affecting recruitment function of an organization are:-
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FACTORS AFFECTING RECRUITMENT
EXTERNAL FACTORS Supply and demand Labour market Image/Goodwill Political-Social-Legal Environment
INTERNAL FACTORS Recruitment policy Human resource planning Size of the firm Cost of recruitment Growth and expansion
Unemployment rate Competitors
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SELECTION :-
Selection
is
defined
as
the
process
of
differentiating
between
applicants in order to identify (and hire) those with a greater likelihood of success in a job.
Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job.
Importance of Selection
The term selection denotes a choice of one or some from among many. The vital importance of making the right selection of staff for any enterprise cannot be overemphasized. While selecting employees it should be in mind that they are the most important assets of an organization. The critical element is always the spirit team work and the skill of the organization’s personnel.
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The difference between recruitment and selection :
Recruitment
1. It the process of searching the candidates for employment and stimulating them to apply for jobs in the organization. 2. The basic purpose of recruitments is to create a talent pool of candidates to enable the selection of best candidates for the organisation, by attracting more and more employees to apply in the organisation. 3. Recruitment is a positive process i.e. encouraging more and more employees to apply . 4. Recruitment is concerned with tapping the sources of human resources. 5. There is no contract of recruitment established in recruitment
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Selection
1. It involves the series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. 2. The basic purpose of selection process is to choose the right candidate to fill the various positions in the organisation. 3. Selection is a negative process as it involves rejection of the unsuitable candidates. 4. Selection is concerned with selecting the most suitable candidate through various interviews and tests. 5. Selection results in a contract of service between the employer and the selected e mployee.
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2.2 SELECTION PROCESS
Selection
is
along
interview
of
the
process, applicants
commencing
from
and
with
ending
the the
preliminary contract
of
employment.
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Challenges HR professionals face in the Real Estate industry
The most prevalent challenge human resource professionals continue to face in realty firms is the lack of quality talent which stems from the absence of specialised real estate education, bringing in fresh skilled manpower.
Compared to the demand of personnel that the sector requires, existing educational institutions and professional bodies have not been able to scale up the delivery of qualified professionals.
Another challenge is faced on the retention front. With large number of international realty firms entering the market a majority of the skilled professionals at mid-senior level management and entry level professionals are opting for employment with these entities. This adds pressure on the second line of management not only for business continuity but also talent acquisition.
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2.3
Organization Structure:-
The next step is to place the candidate at the right organizational level. The structure of the organization acts as the backbone and support concerning decision making and other processes. Organizing, the process of structuring human and physical resources in order to accomplish organizational objectives, involves dividing tasks into jobs, specifying the appropriate department for each job, determining the optimum number of jobs in each department, and delegating authority within and among departments. One of the most critical challenges facing lodging HR managers today is the development of a responsive organizational structure that is committed to quality. A good hierarchy describes the structure of the management of the business, from the top of the company, to the lowest level. If each person in the organization knows what he or she is supposed to be doing, there is less room for confusion, communication is quicker and clearer, feedbacks are more effective, avoid poor judgment and also contribute to the motivational advantage which intern would lead to employee satisfaction.
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Effects of a good organization structure:
It identifies who's involved in the decision-making process and how those decisions are actualized.
Organizational structure helps in determining how a structure is distributing authority throughout an organization.
Organizational structure defines how specific tasks and activities are assigned to their functional departments to avoid confusions.
The performance of common tasks allows for work specialization, which increases overall productivity.
A good organization structure helps to identify the source of any problem.
Training is easier because of the similarity of tasks and the resulting opportunities for inexperienced workers to learn from experienced workers. 19
A functional organization fosters efficiency, teamwork, and coordination of activities within individual units.
Types of organization structure:
Non-bureaucratic structures:-
Pre-bureaucrat structures lack standardization of tasks. This structure is most common in smaller organizations and is best used to solve simple tasks. The structure is totally centralized. The strategic leader makes all key decisions and most communication is done by one on one conversations. It is particularly useful for new (entrepreneurial) business as it enables the founder to control growth and development.
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Bureaucratic structure:
Bureaucratic structures have a certain degree of standardization. They are better suited for more complex or larger scale organizations. They usually adopt a tall structure. It is very much complex and useful for hierarchical structures organization, mostly in tall organizations.
Functional structure:
Employees within the functional divisions of an organization tend to perform a specialized set of tasks, for instance the engineering department would be staffed only with software engineers. This leads to operational efficiencies within that group. However it could also lead to a lack of communication between the functional groups within an organization, making the organization slow and inflexible. As a whole, a functional organization is best suited as a producer of standardized goods and services at large volume and low cost. Coordination and specialization of tasks are centralized in a functional structure, which makes producing a limited amount of products or services efficient and predictable.
Divisional structure:
Also called a "product structure", the divisional structure groups each organizational function into divisions. Each division within a divisional structure contains all the necessary resources and functions within it. Divisions can be categorized from different points of view. There can be made a distinction on geographical basis (a US division and an EU division)
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or on product/service basis (different products for different customers: households or companies).
Matrix structure:
The matrix structure groups employees by both function and product. This structure can combine the best of both separate structures. A matrix organization frequently uses teams of employees to accomplish work, in order to take advantage of the strengths, as well as make up for the weaknesses, of functional and decentralized forms. An example would be a company that produces two products, "product a" and "product b". Using the matrix structure, this company would organize functions within the company as follows: "product a" sales department, "product a" customer service department, "product an" accounting, "product b" sales department, "product b" customer service department, "product b" accounting department. Matrix structure is amongst the purest of organizational structures.
Thus the four basic components of organizational structure include job specialization, departmentalization, patterns of authority, and span of control. Job specialization includes increased worker productivity and efficiency, but it increases the need for managerial control and coordination. Work teams can be used to alleviate the routine caused by job specialization. A similar concept, the quality circle, can also enhance employee productivity.
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2.4 Compensation Management:
After the candidate is placed he/she is called an employee who is going to be a lucrative asset to the organization. Employees should be managed properly and motivated by providing best remuneration and compensation as per the industry standards. Compensation is the remuneration received by an employee in return for his/her contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees. A lucrative compensation will also serve the need for attracting and retaining the best employees.
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Effects of a good compensation management:
An ideal compensation system will have positive impact on the efficiency and results produced by employees. It will encourage the employees to perform better and achieve the standards fixed.
It will enhance the process of job evaluation. It will also help in setting up an ideal job evaluation and the set standards would be more realistic and achievable.
It will raise the morale, efficiency and cooperation among the workers. It, being just and fair would provide satisfaction to the workers.
The will help provide growth and advancement opportunities to the deserving employees.
The organization is able to retain the best talent by providing them adequate compensation thereby stopping them from switching over to another job.
Components of compensation:
Job Analysis: Job analysis is a systematic approach to defining the job role,
description, requirements, responsibilities, evaluation, etc. It helps in finding out required level of education, skills, knowledge, training, etc for the job position. It also depicts the job worth i.e. measurable effectiveness of the job and contribution of job to the organization. Thus, it effectively contributes to 24
setting
up
the
compensation
package
for
the
job
position.
Pay- structure: Once job analysis has been done organizations need to
decide upon the pay structures. Pay structure refers to the process of setting up the pay for a job in an organization. The process deals with internal and external analysis to estimate the compensation package for a job profile. Internal equity, External equity and Individual equity are the most popular pay structures.
Job Rating
Job Clarific ation
Internal Equity
Point System
Market Rate
Factor Compar ison
Compet itors Offer
External Equity
Organizat ional Faireness
Industry Standards
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Types of compensation:
Direct compensation: Direct compensation refers to monetary benefits
offered and provided to employees in return of the services they provide to the organization.
Basic salary Conveyance
Leave Travel Allowance
Bonus
Direct Compensation
Special Allowance
Medical Reimbarse ment
House Rent Allowance
Basic: Salary is the amount received by the employee in lieu of the work done by
him/her for a certain period say a day, a week, a month, etc from his/her employer. Bonus: Bonus is paid to the employees during festive seasons to motivate them
and provide them the social security. The bonus amount usually amounts to one month’s salary. Conveyance: Organizations provide for cab facilities to their employees. Few
organizations also provide vehicles and petrol allowances to their employees to motivate them.
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House Rent Allowance: Organizations either provide accommodations to its
employees who are from different state or country or they provide house rent allowances to its employees. This is done to provide them social security and motivate them to work. Leave Travel Allowance: The employees are given allowances to visit any place
they wish with their families. The allowances are scaled as per the position of employee in the organization. Medical Reimbursement: Organizations also look after the health conditions of
their employees. The employees are provided with medi-claims for them and their family members. These medi-claims include health-insurances and treatment bills reimbursements. Special Allowance: Allowance such as, mobile allowances, meals, reduced
interest loans; insurance, club memberships, etc are provided to employees to provide them social security and motivate them which improve the organizational productivity.
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Indirect Compensation: Indirect compensation refers to non-monetary
benefits offered and provided to employees in lieu of the services provided by them to the organization.
Overtime Policy Retirement Benefits
Holiday Homes
Hospitaliz ation
Indirect Compensation Insurance
Flexible Timings
Leave Policy
Leave Policy: It is the right of employee to get adequate number of leave while
working with the organization. The organizations provide for paid leaves such as, casual leaves, medical leaves (sick leave), and maternity leaves, statutory pay, etc. Overtime Policy: Employees should be provided with the adequate allowances
and facilities during their overtime, if they happened to do so, such as transport facilities, overtime pay, etc. Hospitalization: The employees should be provided allowances to get their regular check-ups, say at an interval of one year. Even their dependents should be eligible for the medi-claims that provide them emotional and social security.
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Insurance: Organizations also provide for accidental insurance and life insurance
for employees. This gives them the emotional security and they feel themselves valued in the organization. Retirement Benefits: Organizations provide for pension plans and other benefits
for their employees which benefits them after they retire from the organization at the
prescribed
age.
Holiday Homes: Organizations provide for holiday homes and guest house for
their employees at different locations. These holiday homes are usually located in hill station and other most wanted holiday spots. Flexible Timings: Organizations provide for flexible timings to the employees
who cannot come to work during normal shifts due to their personal problems and valid reasons.
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I NDUSTRY A NALYSIS
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REAL ESTATE INDUSTRY
The Real Estate and Construction sector in India plays a significant role in terms of value contribution to the country's economy and in terms of employment offered and this role is expected to grow even further. Growing at an approximate 35 per cent per annum, the Indian real estate and construction industry is expected to reach US$ 180 billion sector by 2020. India is on the verge of witnessing a sustained investment in infrastructure build up with the Planning Commission having proposed an investment of around US $500 billion in the Eleventh Five-Year-Plan period (FY 2007- 2012), which is nearly 2.3 times more than the previous Five-Year-Plan. The construction industry will thus be witness to a strong growth wave powered by large spends in housing, road, ports, water supply and airports development. Larger investments in infrastructure will result in an increased demand for construction and real estate professionals. The residential segment is projected to drive real estate demand in the country, accounting for nearly 63% of the total space demand (amounting to 687 million square feet) during the period 2008-12. Given the existing shortage of 24.71 million urban dwelling units and increasing urbanization, it is projected that over the next 10 to 15 years, 80 to 90 million housing dwelling units will have to be constructed. The Planning Commission estimates that alleviating the urban housing shortage could potentially raise the rate of growth of GDP by at least 1 to 1.5 percent. 31
With several growth drivers such as increased investment in infrastructure, demand for residential and commercial property, and favourable government initiatives, the ability of the real estate and construction sector to generate employment is huge, resulting in the increased demand for skilled and trained professionals.
Current Employment Trends in the Real Estate industry
While accurate estimates for total employment in the real estate sector are not available, Construction Industry Development Council (CIDC) suggests that the construction industry engages approximately 33 million people, having grown from 14.6 million in 1995. However, only 20% of this population is skilled as most professionals do not have any formal education in the field. Further, the planning commission suggests that the strength of skilled workforce in real estate and construction sector has substantially gone down from 26.0% in 1995 to 17.50% in 2005, whereas relative proportions of unskilled workers have gone up from 73.08% in 1995 to 82.45% in 2005. There is a huge shortage of trained and skilled resources across levels. As per CIDC figures, shortage of specialized workforce in the construction industry is approximately 33 percent. Separate industry estimates indicate that shortage of senior level manpower is more acute at 60 percent. Civil engineers and architects
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which form the backbone of the built environment are estimated to be in short supply by 200% and 50% respectively. In the recent past, shortage of skilled resources has been responsible for slowing down the construction activity by an average of 6 months to a year. As a result of this shortage, development firms have been compelled to import architects, designers and planners from countries such as Singapore, Thailand, Australia and New Zealand on handsome salaries thereby pushing up the project costs and impacting profitability. Even though 2009 was a difficult year for the real estate and construction sector, whereby many companies reeling under liquidity crisis, had to downsize, the recovery of the sector, long term growth prospects, improved cash position, and new project launches have put real-estate and construction firms back into the hiring mode. Builders including DLF ,Unitech Ltd, Ansal API, Parsvnath developers and BPTP are some of the large players who have announced recruitment drives for civil engineers and sales and marketing professionals for new and existing projects.
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C OMPANY A NALYSIS 34
Delhi Land Finance Limited, or DLF, is India's largest real estate developer. It is based in New Delhi. The DLF Group was founded by Chaudhury Raghuvendra Singh in 1946. The company is currently headed by Indian billionaire Kushal Pal Singh,
who
inherited
the
company
from
Mr.
Chaudhury.
The group is capitalizing on emerging market opportunities to deliver high-end facilities and projects to its wide base of customers by constantly upgrading its internal skills and resource capabilities. A roster of world-reputed businesses chooses DLF to jointly venture with, to seek growth in India. All the intensified growth underlines DLF's commitment to quality, trust and customer sensitivity and, delivering on its promise with agility and financial prudence. This, in t urn, has earned DLF the coveted 'Superbrand' ranking. DLF is the only company in India in the Consumer validated category from the real estate sector to have been awarded this distinction.
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History:
DLF developed some of the first residential colonies in Delhi such as Krishna Nagar, South Extension, Greater Kailash, Kailash Colony and Hauz Khas. In 1957, with the passage of Delhi Development Act, the government assumed the control of real estate development activities in Delhi and the role of private real estate developers was restricted. As a result DLF began acquiring land at relatively low cost outside the area controlled by the Delhi Development Authority, particularly in the district of Gurgaon in the adjacent state of Haryana. In the mid-1970s, the company started developing its ambitious DLF City project which helped transform Gurgaon from a farming village to a commercial and real estate hub. DLF has been instrumental in putting Gurgaon on the urban landscape of India.
Until the mid-1990s, most of DLF's operations were in Gurgaon and Delhi metropolitan area. However, with increased assets, DLF has been trying to ramp up its operations all over India.
DLF Vision
To contribute significantly to building the new India and become the world’s most valuable real estate company.
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DLF Mission
To build world-class real-estate concepts across six business lines with the highest standards of professionalism, ethics, quality and customer service. DLF Values
Sustained efforts to enhance customer value and quality.
Ethical and professional service.
Compliance and respect for all community, environmental and legal requirements.
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RECRUITMENT AND SELECTION PROCESS AT DLF
RECRUITMENT
AND
SELECTION
PROCESS
STARTS
WITH
MANPOWER PLANNING.
MANPOWER PLANNING
Manpower Planning which is also called as Human Resource Planning consists of putting right number of people, right kind of people at the right place, right time, doing the right things for which they are suited for the achievement of goals of the organization. Human Resource Planning has got an important place in the arena of industrialization. Human Resource Planning has to be a systems approach and is carried out in a set procedure.
I mpor mpor tance tance of M anpowe anpowerr Planni ng
1. Key to managerial functions- The four managerial functions, functions, i.e., planning, organizing, directing and controlling are based upon the manpower. Human resources help in the implementation of all these managerial activities. Therefore, staffing becomes a key to all managerial functions. 2. Efficient utilization- Efficient management of personnel’s becomes an important function in the industrialization world of today. Setting of large
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scale enterprises requires management of large scale manpower. It can be effectively done through staffing function. 3. Motivation- Staffing function not only includes putting right men on right job, but it also comprises comprises of motivational motivational programmes, programmes, i.e., incentive incentive plans to be framed for further participation and employment of employees in a concern. 4. Better human relations- A concern can stabilize itself if human relations develop and are strong. Human relations become strong trough effective control, clear communication, effective supervision and leadership in a concern. 5. Higher productivityproductivity- Productivity level increases when resources are utilized in best possible manner. Higher productivity is a result of minimum wastage of time, money, efforts and energies. This is possible through the staffing and its related activities (Performance appraisal, training and development, remuneration). After the Manpower planning is done it starts with Recruitment, Selection, Placement, Induction, and Training and Development. Development. RECRUITMENT PROCESS :-
DEFINITIONS-
Recruitment is a process to discover the sources of manpower and employ effective measures for attracting the desired manpower in adequate number to facilitate effective se 40
Departments
For the departments: For Head of Department:
Sanction Authority
Head of Department Managing Director / COO
a. As per the requirement, the resumes shall be screened from the different sources by the HR department and forwarded to the concerned Departmental Head for final short listing. b. The final short listed candidates will be called for interview through phone/e-mail on on a decided date. c. The interview is held by the concerned concerned Departmental Head accompanied accompanied by HR personnel to overview the candidate in terms of desired profile:
Technical Skills
Behavioral Aptitude
Potential
d. The candidates are interviewed and the scores are entered by the concerned Departmental Head in the interview Assessment Sheet. e. On the basis of interview, the interviewer may tag a candidate as Active/ Selected / Rejected which is kept in the records by the HR department for future requirement.
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STEPS FOR SELECTION IN DLF LTD. MAY BE DESCRIBED AS UNDER: 1. Preliminary Interview: First of all, initial screening is done to weed out
totally undesirable/unqualified candidates at the outlet. Preliminary interview is essentially information about the nature of the job and the organization. Necessary information is also elicited from the candidates about their education, skills experience, salary expected, etc. if the candidate is found suitable, he is selected for further screening. Preliminary interview saves time and efforts of both the company and the candidate.
2. Application Blank: Application form is traditional and widely used device
for collecting information from candidates. The application form should provide all the information relevant to selection. Generally, application forms contain the following information. (a) Identifying information- Name, address, telephone No., etc. (b) Personal Information- Age, sex, place of birth, marital status, dependents etc. (c) Physical characteristics- Height, weight, eye sight, etc. (d) Family background (e)
Education- Academic, technical and professional.
(f) Experience – Jobs Held, employers, duties preferred, salary drawn, etc. (g) References
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(h) Miscellaneous – Extracurricular activities, hobbies, games and sports, membership of professional bodies, etc. APPLICATION FORM HELPS TO SERVE FOLLOWING PURPOSE :-
First scrutiny of the form helps to weed out candidates who are lacking in education, experience, or some other eligibility taints. Secondary, it helps in formulating questions to be asked in the interview. Thirdly, data contained in application forms can be stored for future reference. INTERVIEW AND SELECTION PROCESS
Requested manpower will be assessed by the HR Department and the requirement shall be fulfilled through the following sources: o
Job portals
o
Recruitment consultancy
o
Newspaper Advertisement
o
Existing database
o
Campus Recruitments
o
References (if required)
As per the requirement, received from different sources the resumes shall be screened by the HR Department and forwarded to the concerned department head for final short listing.
The interview is held by the concerned authority accompanied by HR personnel to overview the candidate in terms of desired profile:43
o
Academic Background
o
Technical Skills
o
Experience & Exposure
o
Personality
o
Communication Skills
o
Maturity
o
Potential
The final negotiation of salary, joining date, shortfall of notice period (if any) and shifting allowance (if any) is done by the HR personnel seeing the criticality of the requirement.
Offer letter is prepared by the HR department and shall be given to the candidate.
JOINING FORMALITIES :-
New joiner shall be asked to fill the following forms & returned to the concerned HR personnel
Joining form
Details of family members for mediclaim insurance
Gratuity Nomination Form
Nomination for balance dues
Provident Fund Nomination form
Employee Family Pension scheme 44
Income Tax Declaration form (if required)
Form 12B & C of Income Tax
ID – Card Format
Bank Account Opening Form
Request for e-mail/user ID (if required) New joinees are required to submit the following:-
I.
4 Nos. passport size photographs
Copies of Educational Qualification certificates
Copies of previous employment experiences
Relieving letter / Resignation acceptance from last employer
Copy of Identity proof eg. PAN card, passport or driving license
Salary account has been opened with the help of representatives of banker authorized by the Company.
II. New joinee has been sent for a medical checkup to the authorized hospital as per the Company’s terms and conditions.
III.
In case the joinee joins on senior position, he has been introduced to the other employees / HOD pertains to that department.
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IV.
Details of new joinee have been entered in system and a unique E-code has been allotted.
V.
HR person prepares Site allocation letter with the consultation of on consultation of respective HOD / Project coordinators.
VI.
A temporary ID cum attendance card has been issued to the employee till the formal ID/Attendance card has been received.
VII.
Site allocation letter with site address has been given to the joinee individually and asked to report at allotted site.
VIII.
HR person at HO prepares a detailed appointment letter and sent to Site /RO – HR to hand over to employee.
IX.
All these documents have been filed in the personal file of the said employee.
X.
Information for all new joining has been sent to all HOD’s.
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INDUCTION
All new staff joining the company is given an induction which introduces him / her to the company & HR policies. During this induction, the company vision & values, HR philosophy, growth prospects etc. are explained to the new employee. Information regarding code of conduct, appraisals & other administrative matters shall also be explained.
PERSONNEL RECORDS
A personnel file is maintained by the HR Department for each member of staff which contains: o
CV
o
Personal Data Form
o
Competency Assessment sheet
o
Copy of offer letter
o
Joining form
o
Photos
o
Credentials certificate
o
Copy of Appointment Letter
o
Any other document issued by the company during his / her tenure
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These files are maintained by the HR Personnel and are entirely confidential. No access will be given to these files to any members of staff without permission of the Head - HR / MD / CEO.
The personal files of all staff should be kept and maintained by the HR Personnel each serial numbered as per the employee code.
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ORGANIZATION CHART OF DLF LTD.
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50
COMPENSATION MANAGEMENT OF DLF :-
BASIC SALARY HRA MEDICAL BENEFITS LEAVE TRAVEL ASSISTANCE TRANSPORT ALLOWANCE BONUS PROVIDENT FUND LEAVE FACILITIES ESOP PROJECT ALLOWANCE V ARIOUS ENTERTAINMENT EVENTS FOR EMPLOYEES
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COMPETITORS STUDY
UNITECH LTD.
PARSVNATH DEVELOPERS
OMAXE
52
Established in 1972, Unitech is today a leading real estate developer in India. Known for the quality of its products, it is the first developer to have been certified ISO 9001:2000 in North India and offers the most diversified product mix comprising residential, commercial/IT parks, retail, hotels, amusement parks and SEZs. The well-recognised brand was yet again conferred with the title of "Superbrand" by Superbrands India in 2009. The Company is also the recipient of the CW Architect and Builders Award, 2008 for being one of India's Top Ten Builders.
Unitech has long partnered with internationally acclaimed architects and design consultants including SOM (USA), BDP (UK), Maunsell AECOM (HK), MEA Systra (France), Callison Inc. (USA), FORREC (Canada), SWA and HOK (USA) for various projects.
It has an enviable clientele for commercial projects including Fidelity, McKinsey, Bank of America, Ford Motors, Nike, EDS, Hewitt, Amdocs, Ernst & Young, Reebok,
Keane,
Seagrams,
Perfetti,
Exxon
Mobil
and
AT
Kearney.
Unitech Scrip is one of the most liquid stocks in the Indian stock markets and was
53
the first real estate company to be part of the National Stock Exchange's NIFTY 50 Index. The company has over 600,000 shareholders.
Unitech and Norway based Telenor Group - the 6th largest mobile communication provider in the world, came together to build Uninor - a telecommunication services company providing GSM services across India.
Recently the Company has ventured into the infrastructure business by launching Unitech Infra, thus leveraging its decades of experience and expertise in real estate.
54
RECRUITMENT AND SELECTION PROCESS AT UNITECH
A candidate has to go through different rounds and faces interview session with the respective HOD.
MANPOWE R PLANNING
PRELIMARY HR ROUND
INTERVIEW ROUND WITH HOD
BACKGROU ND CHECK
REFERENCE S
After acceptance of this letter of offer the candidates is called for joining formalities. Where in we issue him the final letter of appointment.An appointment letter have :-
Designation Grade and basic salary Date of joining HRA, medical benefits, leave travel assistance, Transport allowance Bonus \ex gratia Contributory provident fund Leave facilities Appointment is on probation period for six months 55
No other employment is permitted Medically fit proof Not to disclose company’s affairs or confidential information Place of posting An acceptability signature Signature of corporate head.
This letter also includes a document explaining the entire salary details.
ORGANISATION CHART OF UNITECH
56
COMPENSATION MANAGEMENT OF UNITECH:-
Different components which form a part of employees compensation is as follows: BASIC SALARY HRA MEDICAL BENEFITS LEAVE TRAVEL ASSISTANCE TRANSPORT ALLOWANCE BONUS CONTRIBUTORY PROVIDENT FUND LEAVE FACILITIES ESOP PROJECT ALLOWANCE
57
Parsvnath Developers Limited is one of India’s leading Real Estate Developers,
with pan India presence across 44 cities in 15 states. Parsvnath Developers Limited has a diversified portfolio which includes, Integrated Townships, Group Housing, Commercial Complexes, Hotels, I.T. Parks, B.O.T. Projects, SEZs and 3rd Party Contracting. As on date, the company has total developable area of over 193.98 million square feet across all real state verticals.
In the last two decades, the group has created edifices of magnificence through the length and breadth of the country by successfully completing 42 projects. Today, Parsvnath with its high commitments has become synonym for perfection, innovation, customer satisfaction, transparency and developing high end luxury, affordable & value for money projects. Parsvnath Developers Limited is an ISO 9001, 14001 and OHSAS 18001 certified company.
58
RECRUITMENT AND SELECTION PROCESS AT PARSVNATH :-
MAPO WER PLANNI NG
GETS DATABA SE OF POTENT IAL CANDID ATES FROM CONSUL TANCY
HR ROUND
INTERVI EW ROUND WITH HOD
SECON D ROUND OF INTERVI EW
REFEREN CES
SELECTION
59
ORGANIZATION CHART OF PARSVNATH DEVELOPERS :-
Chairman
CEO
MD Project Head
Marketing/ Sales Head
General manager
HR/Legal Finance/Account Head
General manager
General manager
General Manager
AGM
Strategic planning
Head
AGM
AGM Senior manager Manager
Senior manager
Manager Executive Assistant Manager
General Manager
Senior manager
AGM Senior Manager
Head
Manager
AGM Senior Manager
Manager
Manager
Assistant Manager
Assistant Manager
Executive Executive
Executive
60
COMPENSATION MANAGEMENT AT PARSVNATH DEVELOPERS :-
BASIC SALARY
HRA
TRANSPORT ALLOWANCE
LEAVE POLICY
OVERTIME POLICY
HOSPITALIZATION
61
The beginning
Incorporated as Omaxe Builders Private Limited in 1989, to undertake construction & contracting business, the company changed its constitution to a limited company known as Omaxe Construction Ltd., in 1999. The name of the company has now changed to Omaxe Ltd in 2006. Omaxe was founded by Shri. Rohtas Goel, a first generation entrepreneur, a civil engineer by qualification and a visionary. With over two decades of experience in construction and real estate development, Rohtas Goel, as Chairman & Managing Director of Omaxe Ltd., has been at the forefront of the real estate industry, following its motto “Turning Dreams into Realty” through building world class residential and commercial projects. As a civil construction and contracting company, Omaxe successfully executed more than one hundred and twenty industrial, institutional, commercial and residential projects for a number of prestigious Indian private, public sector and Multinational's clients such as Amity University, LG, Pepsi, Samsung, Wave Cinemas, National Brain Research Centre, P.G.I. M.E.R, Apollo Hospitals and Delhi High Court. 62
To capture the opportunities offered by the growing real estate market in India, Omaxe entered the real estate development business in 2001. Today and Tomorrow
In the span of a few years, Omaxe Ltd. has experienced exponential growth and success, crowned by its landmark IPO oversubscribed by 68 times in 2007, and is now amongst the largest public-listed real estate development companies in India. The company has completed and delivered 17 projects across India, covering sprawling 10.68 million sq ft of total area, consisting of 9 Group Housing projects, 2 integrated townships and 6 commercial projects. The company is currently working on 52 real estate projects - 21 Integrated Townships including a Hi-Tech Township, 20 Group Housing projects, 9 Shopping Malls & Commercial Complexes, and 2 Hotel projects. Besides, Omaxe has a diversified portfolio of infrastructure and construction contracting businesses. In this vertical, there are 11 ongoing projects that comprises of EPC Contracts, Roads & Bridges construction. Omaxe has progressed with leaps and bounds already making its presence felt in 39 cities and 11 states across the country. The company posted net revenue of Rs 1014.7 cr and net profit of Rs 112.5 cr (on consolidated basis) in the Fiscal year 2009-10. To undertake such expansion, Omaxe Ltd. today, is backed by a professional and competent Team Omaxe: a constantly growing workforce of currently over thirteen hundred professionals, including highly-qualified engineers, architects, Chartered 63
Accountants, MBA’s, etc. With high standards in line with Mr. Goel’s vision and
ambitions, Team Omaxe makes Omaxe Ltd. a strong, structured and high-growth ISO-certified company with a bright future. Taking forward our vision to provide an environment of professionalism, competence, teamwork and service excellence, Omaxe is working towards benchmarking our HR policies with the best employers and international standards. Thanks to its strong experience in construction, Omaxe’s uniqueness also lies in
the fact that the company doesn't give its projects on sub contract: while assuring timely completion, this also allows keeping pace with the progress in construction technology, helping to give clients “value for money”.Today, OMAXE enjoys a
reputation of being one of India's leading real estate developers with an indelible focus on customer satisfaction. Omaxe has adopted quality system standards that integrate technological and design innovations with a strong technical base to provide state-of-the-art real estate options. Omaxe has also been the first to:
offer Penalty Clause
introduce Sample Flats concept
offer ready-to-move-in homes
Besides this, Omaxe is the first to have created and implemented the concept of Eco Friendly City, integrating Environment Protection Measures in all projects, with a defined implementation process.
64
ORGANISATION CHART OF OMAXE LTD.
65
COMPENSATION MANAGEMENT OF OMAXE LTD.
BASIC SALARY HRA MEDICAL BENEFITS LEAVE TRAVEL ASSISTANCE TRANSPORT ALLOWANCE BONUS CONTRIBUTORY PROVIDENT FUND LEAVE FACILITIES ESOP PROJECT ALLOWANCE RETIREMENT POLICY OVERTIME POLICY
66
Analysis Of
The Questionnaire
Findings
Conclusion Recommendations
67
FINDINGS Q1.
What is your age group?
20 18 16 14
20-25
12
26-30
10
31-40
8
41-50
6
50 ABOVE
4 2 0 DLF
Q2.
UNITECH
PARSVNATH
OMAXE
Gender?
GENDER
39%
MALE 61%
FEMALE
68
Q3. What is your academic qualification?
What is your academic qualification? 5% 17% 12th 30%
Graduate post graduate any other
48%
Q4. For how long have you been Associated with this company :
For how long have you been Associated with this company 7% 31%
17%
Less than 6 months 6 months - 1 year 1 - 2 years 2 - 3 years
26%
More than 3 yrs.
19%
69
Q5. By which mode you were approached for your current employment?
By which mode you were approached for your current employment?
23%
15% Advertisement in newspapers Job Portals Consultancy
25%
37%
Campus Placement
Q6. I am very satisfied with company's interview process. 25
20 strongly agree 15
somewhat agree neither agree nor disagree
10
somewhat disagree strongly disagree
5
0 DLF
Omaxe
Parsvnath
unitech
Analysis :- As per the above figures, a greater percentage of DLF employees strongly agree that their interview process was satisfactory. DLF recruitment and selection process is at par with the top competitors of the industry. 70
Q7. The various components of my offer package were explained to me. 25
20 strongly agree 15
somewhat agree Neither agree nor Disagree
10
somewhat disagree strongly disagree
5
0 DLF
Omaxe
Parsvnath
unitech
Analysis:- The above figures are showing that a greater percentage of DLF employees somewhat agree that their offer package were explained to them properly, but the employees of the competitors are better satisfied in this regard. Q8. I
had a good induction process.
25
20 strongly agree 15
somewhat agree neither agree nor disagree
10
somewhat disagree strongly disagree
5
0 DLF
Omaxe
Parsvnath
unitech
71
Analysis: The above figures shows that a greater percentage of DLF employees strongly agree that they had a good induction process, which is good for the company. Where as its competitors employees are not very satisfied with their induction process.
Q9. People follow clear guidelines and processes in the work they do. 25
20
strongly agree 15 somewhat agree neither agree nor disagree 10
somewhat disagree strongly disagree
5
0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above figures shows a greater percentage of DLF employees strongly agree that people follow proper guidelines in their work whereas its competitor’s employees somewhat agree to it.
72
Q10. People get along very well with one another and disputes are rare.
25
20
strongly agree
15
somewhat agree neither agree nor disagree 10
somewhat disagree strongly disagree
5
0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above analysis shows that a greater percentage of DLF employees somewhat agree that there is good compatibility between the management and employees as well as among the employees, whereas its competitors are having a better result.
Q11. Strategic
goals and objectives are widely known and shared with all.
25 20 strongly agree 15
somewhat agree neither agree nor disagree
10
somewhat disagree 5
strongly disagree
0 DLF
Omaxe
Parsvnath
unitech
73
Analysis:- As per the above analysis a greater percentage of DLF employees somewhat agree that the strategic goals are widely known and shared in the organization, but the competitors results are better in this aspect.
Q12. Visibility with top management is important to me.
Strongly agree 60 50 40 30
Strongly agree
20 10 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above results shows that not only DLF but also the competitors strongly agree that there should be visibility among the top management.
Q13. My superior asks me for my input to help make decisions. 20
15
strongly agree somewhat agree
10
neither agree nor disagree somewhat disagree
5
strongly disagree 0 DLF
Omaxe
Parsvnath
unitech
74
Analysis:- The above results shows that a greater percentage of DLF employees somewhat Disagree that they are asked for their input to make decision whereas its competitors somewhat agree to this point.
Q14. I am given enough authority to take decisions. 20 18 16 14
strongly agree
12
somewhat agree
10
neither agree nor disagree
8
somewhat disagree
6
strongly disagree
4 2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above results shows that a greater percentage of DLF employees somewhat disagree that they are given enough authority to make decisions whereas its competitor’s employees are given
enough authority for the same.
Q15. I feel my superior always recognizes the work done by me. 20 strongly agree
15
somewhat agree 10
neither agree nor disagree
5
somewhat disagree
0
strongly disagree DLF
Omaxe
Parsvnath
unitech
75
Analysis: The above results shows that a greater percentage of DLF employee’s somwhat disagree that their work is recognized whereas the competitor’s employees are somewhat satisfied in this regard.
Q16. I feel that the job i do gives me a good status. 16 14 12 strongly agree 10
somewhat agree
8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows DLF employee somewhat agree whereas its competitors employee somewhat disagree that their job gives them a good status.
Q17. I am satisfied with the responsibility and role that I have in my work. 16 14 12
strongly agree
10
somewhat agree
8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: sup Q18. There is fair amount of team spirit in this organization. 76
16 14 12 strongly agree 10
somewhat agree
8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above results shows that a greater percentage of DLF employees agree that there is good team spirit in the organization, but the competitors result are more satisfactory.
Q19. My salary is fair for my responsibility. 16 14 12 strongly agree
10
somewhat agree 8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows that a greater percentage of DLF employees strongly disagree that their salary is fair for their responsibility.Whereas its competitors are showing somewhat satisfactory result.
77
Q20. I know what I must do to earn higher compensation. 16 14 12 strongly agree
10
somewhat agree 8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows that a greater percentage of DLF employees strongly agree to the point that they know what they must do to earn higher compensation and are at par with its competitors in this regard.
78
Q21. Our system should give more weight to long-term performance and rely less on short-term results. 30 25
strongly agree
20
somewhat agree
15
neither agree nor disagree
10
somewhat disagree
5
strongly disagree
0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows that a greater percentage of DLF employees strongly agree to the point that system should give more weight to long-term performance and rely less on short-term results, same is agreed by its competitors
Q22. The right people get rewarded around here. 16 14 12 strongly agree
10
somewhat agree 8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows that a greater percentage of DLF employees somewhat agree that the right people get rewarded in their organization, whereas its competitors are showing better results.
79
Q23. The organization has adequate avenues to recognize and retain people. 16 14 12 strongly agree 10
somewhat agree
8
neither agree nor disagree
6
somewhat disagree
4
strongly disagree
2 0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above results shows that a greater percentage of DLF employees somewhat disagree that the organization have adequate avenues to recognize and retain people, whereas its competitors have a better satisfying result.
Q24. Your responsibility, compensation and benefits are at par with what other organizations offer. 16 14 12
strongly agree
10
somewhat agree
8
neither agree nor disagree
6 4
somewhat disagree
2
strongly disagree
0 DLF
Omaxe
Parsvnath
unitech
Analysis: The above result shows that a greater percentage of DLF employees strongly disagree that the responsibility, compensation and benefits are at par with what other organizations offer, whereas its competitors are showing somewhat better result.
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CONCLUSION
The study undertaken at DLF, on Comparative Analysis of HR Policies in Real Estate Sector. has given me lot of exposure on how HR Policies formulated in an organization.
The findings show that employees of DLF are satisfied with their recruitment and selection process as compared to its competitors. Thus the null hypothesis 01 is accepted.
The findings reveal that DLF has a fair Organization structure but employees are not very satisfied with the practical working of it. The competitor’s result
is much more satisfactory in this regard. Thus the null hypothesis 02 is rejected.
The findings reveal that the DLF employees are not satisfied with their compensation and benefits whereas the result of the competitors shows a greater satisfaction level in this regard. Thus the null hypothesis 03 is rejected.
The learning and handling of recruitment related tasks undoubtedly enhanced my knowledge and skill. The experience inevitably polished my skills in the course of my training in DUL
81
SUGGESTIONS
Working with DLF gave me a good exposure. I had done a research on recruitment process, organization structure and compensation management of DLF. My findings is shown in the analysis part, it also reveals that almost all the employee’s experience with DLF are between 2-3 years.
To get into the root of this problem my research work helped me to come out with the following suggestions: 1. Recruitment process: It should focus on improving the recruitment policy as in at the time of recruitment it should be taken into consideration that the applicant is not a job hopper who has a habit of switching the job every now and then. His past record should be taken into consideration before giving him the job and important test such as psychometric etc. to know the insight of the people assign what is their basic nature and what are they searching for in the job. 2. Disclosure of components of offer package: Recruitment and selection process is the first step where the candidate interacts with the company. Therefore this process is a significant step for both the company as well as the candidate. Both the parties judge each other. It is very important that there should be transparency in this process and
82
every detailed information should be discussed and clarified at the time of the interview process. 3. Guidelines and Processes: It is very important for a company that its employees follow proper guidelines and work according to the set rules and regulations. This enables the work will be carried on smoothly and effectively. I would like to suggest DLF that the concerned person should provide proper guidelines and process of working to their new employees at the time of the induction process. This will ensure that the employees are not deviated from the organization’s working and are performing
to their best. 4. Compatibility among employees: The quality of the relationship between Manager and employee significantly impacts employee performance. Managers and employees who understand each other's style are highly productive. Since the results are not very satisfactory. To increase the compatibility level among the employees, I would like to suggest DLF should arrange Buffet lunches, organize creative contests, birthday parties etc. This will help in building a good compatibility between employees which will be a positive step towards satisfactory performance.
83
5. Visibility with top management: Employees are more loyal to a
company
when they believe management or those at the helm of affairs keep them informed about key issues. Communication is the first step toward creating the kind of environment that people care about, and if they care, they just may stay, keep your people in the loop about what's happening with the company. I would like to suggest DLF that during the last day of every month top management should interact with its employees, discuss about their progress, problems, take their suggestion, recommendation etc. This will help both the parties to work effectively and efficiently. 6. Authority and responsibility: Authority and responsibility go hand in hand. A
manager alone cannot perform all the tasks assigned to him. In order to meet the targets, the manager should delegate authority. This will also help to improve the satisfaction level among the employees and will contribute to a better performance. I would like to suggest DLF that Sr. managers should give some authority and responsibility to its subordinates,it will help in boosting up their morale and also build employees trust in his manager. 7. Compensation: - Remuneration received by an employee in return for his/her
contribution to the organization. It is an organized practice that involves balancing the work-employee relation by providing monetary and non-monetary benefits to employees. A lucrative compensation will also serve the need for attracting and retaining the best employees.
84
There should be best performer of the month award among all franchisee who should be given a trophy and an extra bonus as a token of appreciation. The trophy should be passed on to each month’s best performer.
This will help in boosting up the morale of the employees and it also motivates him to work with his complete efficiency.
85
ATTACHMENTS
86
Questionnaire:
Questionnaire
Recruitment and selection Process, Organization Structure and Compensation Management are the back bone of every Company. This research is aimed at getting a good hold on the subject. Kindly fill up this questionnaire, which is purely meant for academic purposes and the information furnished by you will be kept confidential and will not be used for any purpose other than the proposed study.
Company name and your designation in the company: _______________________________________
Q1.
Q2.
What is your age group?
a. 20-25
b. 26-30
c.31-35
d. 36-40
e. 41-45
f. 45 & above
Gender
87
Male
Female
Q3. What is your academic qualification?
a. 12th Std. b. Graduate c. Post graduate d. Any other (specify):- ________________________________
88
Q4. For how long have you been Associated with this company : o
Less than 6 months
o
6 months - 1 year
o
1 - 2 years
o
2 - 3 years
o
More than 3 years
Q5. By which mode you were approached for your current employment? o
Advertisement in newspapers
o
Job Portals
o
Consultancy
o
Campus Placement
o
Some other mode (Please Specify):
89
Please indicate your level of agreement with a tick for the following statements: (1) Strongly Agree, (2) Somewhat Agree, (3) Neither Agree nor disagree, (4) Somewhat Disagree, (5) Strongly Disagree . No. Q6.
ITEM
1.
2.
3.
4.
5.
I am very satisfied with company's interview process.
Q7.
The various components of my offer package were explained to me.
Q8.
I had a good induction process.
Q9.
People follow clear guidelines and processes in the work they do.
Q10.
People get along very well with one another and disputes are rare.
Q11.
Strategic goals and objectives are widely known and shared with all.
Q12.
Visibility with top management is important to me.
Q13.
My superior asks me for my input to help make decisions.
Q14.
I am given enough authority to take decisions.
90
Q15.
I feel my superior always recognizes the work done by me.
Q16.
I feel that the job i do gives me a good status.
Q17.
I am satisfied with the responsibility and role that I have in my work.
Q18.
There is fair amount of team spirit in this organization.
Q19.
My salary is fair for my responsibility.
Q20.
I know what I must do to earn higher compensation.
Q21.
Our system should give more weight to long-term performance and rely less on short-term results.
Q22.
The right people get rewarded around here.
Q23.
The organization have adequate avenues to recognize and retain people.
Q24.
Your responsibility, compensation and benefits are at par with what other organizations offer.
91
MANPOWER REQUISITION FORM
1) Account/ Division-
2) No of vacancy-
3) Department
4) Role-
5) Location-
6) Report to:-
7) Replacement /New/Additional Position
8) Reason for additional position---------------------------------------------------
9) Required Qualification:-
Essentials---------------------------------------------------------------------------
Desirable---------------------------------------------------------------------------
92
10) Required skill:-
Soft skill--------------------------------------------------------------------------
Technical skill------------------------------------------------------------------
11) Required experience: ----------------------
12) Date of initiation -------------
13) Date of closure---------------
93
Internal Job Posting Application
___________________________ Date: _________________ Employee Full Name: _____
___________________________ ___ __________________ Present Position and Location: __
Phone _________________ Posting Number &Position Applying For: ___________________________________________________
Please state why you are applying for this position and why you should be considered: ______________________________________________________________________________ ____________________________________________________________________________ ________ _____________________________________________________________________________________ _______________________________________ _____________________________________________________________________________________ _____________
Please list skills, knowledge, education, certification and/or experience which in your opinion, qualifies you for this job opportunity. (You may also attach a current resume.)
94
Supervisor Comments: (optional) ______________________________________________________________________________ ________ ____________________________________________________________________________ __________________________
In keeping with the job posting guidelines, I am eligible for consideration. Employee Signature & Date: ___ _____________________________
Supervisor Signature & Date: ____________________________________
95
Interview Evaluation Form Candidate’s Name: ________________________________
Position:
Qualification:
Age:
Exp:
Rating Scale:
4: Excellent
3: Good
2: Average
1: Poor
Rating S.No
Attribute
1
Job/Industry Knowledge
2
Conceptual clarity
3
Personality & Attitude
4
Communication
5
Stability/Adaptability
Score:
Interviewer 1
Interviewer 2
Interviewer 3
Remarks
/20
96
Percentage Score:
Score X 5 =
Joint Recommendation:
Proposed Designation Proposed Location
Any other Significant Observation:
______________________________________________________________________________ ______________________________________________________________________________ ________________
Interviewer 1
Interviewer 2
Interviewer 3
Signature
97
R EFERENCES
98
