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A PROJECT REPORT ON RECRUITMENT AND SELECTION IN STEEL AUTHORITY OF INDIA LIMITED
Submitted in partial fulfilment of the requirement of Bachelor of Business Administration, Guru Gobind Singh Indraprastha University Delhi
Submitted by: Arham Shamsi Enrolment No.-10521401709 Jaggannath International Management School Vasant Kunj
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ACKNOWLEDGEMENT
The present work is an effort to throw some light on Recruitment and Selection procedure in STEEL AUTHORITY OF INDIA LIMITED. With deep sense of gratitude I acknowledged the encouragement and guidance received by my Project Guide Mr. Pawan Kumar, in his valuable guidance. He has been a constant guiding force and source of illumination for me. He was very generous in giving me this opportunity to work under shape. I would like to thank him for his valuable advice and guidance. I Would also like to thank Mrs Shruti Minocha without her guidance, supervision, assistance, inspiration and cooperation the work would not have been possible to come to the present shape.
Further I would thank all the staff members of HR division who have been very courteous in providing all other information about company and its product. I am also thankful to all the respondents who spared their valuable time for filling up the questionnaire and helped me out with this project.
I convey my heartful affection to all those people who helped and supported me during course, for completion of my Project Report.
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DECLARATION
The summer training project on “A Study on Recruitment and selection in SAIL” under the guidance of “Mr. PAWAN KUMAR ,AGM(Pres-Recuitment) is the original work done by me. This is the property of the institute and use of this report without prior permission of the institute will be considered illegal and actionable.
Signature:
[Mr. PAWAN KUMAR] AGM (Pres- Recruitment)
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Table of contents Chapter 1 Company profile
INTRODUCTION
BACKGROUND OF THE COMPANY
Chapter 2 Literature Review
CONCEPT – RECRUITMENT
RECRUITMENT NEEDS
SIGNIFICANCE OF RECRUITMENT
RECRUITMENT PROCESS
RECRUITMENT SOURCES A. INTERNAL B. EXTERNAL
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ADVANTAGES AND DISADVANTAGES OF RECRUITMENT SOURCES
FACTORS AFFECTING RECRUITMENT
RECENT TRENDS IN RECRUITMENT
CONCEPT SELECTION
OUTCOMES OF SELECTION DECISIONS
SELECTION PROCESS
DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
HRD AT SAIL
RECRUITMENT POLICY
RECRUITMENT STRATEGY
RECRUITMENT SOURCES OF SAIL
SKILLS SET RECRUITMENT
RECRUITMENT FOR MANAGERIAL POSITION
RECRUITMENT FOR SENIOR AND JUNIOR LEVEL POSITION
RECRUITMENT CYCLE TIME
SELECTION PROCESS IN SAIL
PURPOSE OF RESEARCH STUDY
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ANALYSIS AND INTERPRETATION OF DATA
FINDINGS
LIMITATIONS
RECOMMENDATIONS
CONCLUSION
BIBLIOGRAPHY
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INTRODUCTION “ABOUT THE COMPANY”
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PREFACE Steel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defence industries and for sale in export markets. SAIL is also among the five Maharatnas of the country's Central Public Sector Enterprises. SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanised sheets, electrical sheets, structurals, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at five integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite mines. The company has the distinction of being India’s second largest producer of iron ore and of having the country’s second largest mines network. This gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steel making. SAIL's wide range of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organisation (CMO) that transacts business through its network of 37 Branch Sales Offices spread across the four regions, 25 Departmental Warehouses, 42 Consignment Agents and 27 Customer Contact Offices. CMO’s domestic marketing effort is supplemented by its ever widening network of rural dealers who meet the demands of the smallest customers in the remotest corners of the country. With the total number of dealers over 2000 , SAIL's wide marketing spread ensures availability of quality steel in virtually all the districts of the country. SAIL's International Trade Division ( ITD), in New Delhi- an ISO 9001:2000 accredited unit of CMO, undertakes exports of Mild Steel products and Pig Iron from SAIL’s five integrated steel plants. With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide.
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INTRODUCTION
Steel Authority of India Ltd. a Navaratna public sector undertaking of GOI , is the leading steel making company in India and ranked world ‘s seventeenth largest steel producer in 2005. During 20052006 , SAIL (ISP & special steels plants) produced 13.47 million tonnes of crude steel, accounting for about 31.5% of total domestic crude steel production. With 12.05 million tonnes of saleable steel production ,SAIL has 23%market share (mild steel).
Incorporated in 1973, steel authority of india (SAIL) is the largest integrated steel producer in India with multi - locational facilities of production. It manages and operates four integrated steel plants at bhilia (chattisgarh) ; bokaro (Jharkhand); Durgapur (west Bengal); rourkila (Orissa) and IISCO (west Bengal). It also has three units making stainless and alloy steel at Durgapur (west Bengal); salem (tamil nadu) and bhadravati (Karnataka). Sail operates nine iron ore, five limestone , three dolomite and three coal mines. Besides , it also has a subsidiary MEL, (Chanderpur) which is in the process of being merged with SAIL. SAIL has also procured six joint venture companies in different areas from power plants to ecommerce.
Sail manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils , galvanized sheets, electrical sheets, structural , railway products, plates , bars and rods , stainless steel and other alloy steel. Sail produces iron and steel at four integrated plants and three special steel plants , located principally in the eastern and central regions of india and situated close to domestic sources of raw materials, including the Company’s iron ore, limestone and dolomite mines.
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SAIL’s wide range of long and flat steel products is much in demand in the domestic as well as international market. This vital responsibility is carried out by SAIL’s own Central Marketing Organisation(CMO) and International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India.
SAIL has a well equipped Research and Development Centre for Iron and Steel(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house centre for Engineering and Technology(CET), Management Training Institute(MTI) and Safety Organisation at Ranchi. Our captive mines are under the control of the Raw Materials Division in Calcutta. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all our plants and major units are ISO certified.
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Major Plants and Units of SAIL
Integrated Steel Plants Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal
Special Steel Plants
Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka
Subsidiary
Maharashtra Elektrosmelt Limited (MEL) in Maharashtra
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Joint Ventures
NTPC SAIL Power Company Pvt. Limited (NSPCL): A 50:50 joint venture between Steel Authority of India Ltd (SAIL) and National Thermal Power Corporation Ltd (NTPC Ltd); manages SAIL’s captive power plants at Rourkela, Durgapur and Bhilai with a combined capacity of 814 megawatts (MW).
Bokaro Power Supply Company Pvt. Limited (BPSCL): This 50:50 joint venture between SAIL and the Damodar Valley Corporation (DVC) is managing the 302-MW power generating station and 660 tonnes per hour steam generation facilities at Bokaro Steel Plant.
Mjunction Services Limited: A 50:50 joint venture between SAIL and Tata Steel; promotes e-commerce activities in steel and related areas. Its newly added services include e-assets sales, events & conferences, coal sales & logistics, publications, etc.
SAIL-Bansal Service Centre Limited: A joint venture with BMW Industries Ltd. on 40:60 basis for a service centre at Bokaro with the objective of adding value to steel.
Bhilai JP Cement Limited: A joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.2 million tonne (MT) slag-based cement plant at Bhilai.
Bokaro JP Cement Limited: Another joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.1 MT slag-based cement plant at Bokaro.
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SAIL & MOIL Ferro Alloys (Pvt.) Limited : A joint venture company with Manganese Ore (India) Ltd on 50:50 basis to produce ferro-manganese and silicomanganese required in production of steel.
S & T Mining Company Pvt. Limited: A 50:50 joint venture company with Tata Steel for joint acquisition & development of mineral deposits; carrying out mining of minerals including exploration, development, mining and beneficiation of identified coking coal blocks.
International Coal Ventures Private Limited: A joint venture company/SPV promoted by five central PSUs, viz. SAIL, CIL, RINL, NMDC and NTPC (with respectively 28.7%, 28.7%, 14.3%, 14.3% and 14.3% shareholding) aiming to acquire stake in coal mines/blocks/companies overseas for securing coking and thermal coal supplies.
SAIL SCI Shipping Pvt. Limited: A 50:50 joint venture with Shipping Corporation of India for provision of various shipping and related services to SAIL for importing of coking coal and other bulk materials and other shipping-related business.
SAIL RITES Bengal Wagon Industry Pvt. Limited: A 50:50 joint venture with RITES to manufacture, sell, market, distribute and export railway wagons, including high-end specialised wagons, wagon prototypes, fabricated components/parts of railway vehicles, rehabilitation of industrial locomotives, etc., for the domestic market.
SAIL SCL Limited: A 50:50 JV with Government of Kerala where SAIL has management control to revive the existing facilities at Steel Complex Ltd, Calicut and also to set up, develop and manage a TMT rolling mill of 65,000 MT capacity along with balancing facilities and auxilliaries.
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BACKGROUND OF THE COMPANY The Precursor SAIL traces its origin to the formative years of an emerging nation - India. After independence the builders of modern India worked with a vision - to lay the infrastructure for rapid industrialisaton of the country. The steel sector was to propel the economic growth. Hindustan Steel Private Limited was set up on January 19, 1954.
Expanding Horizon (1959-1973) Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956, and ultimately to Ranchi in December 1959. The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro.The second phase of Bhilai Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.
Holding Company The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing industry. The policy statement was presented to the Parliament on December 2, 1972. On this basis the concept of creating a holding company to manage inputs and outputs under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, was made responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was restructured as an operating company. Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial development of the country. Besides, it has immensely contributed to the development of technical and managerial expertise.
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Shareholding Pattern Of SAIL SHARE HOLDING PATTERN AS ON 31ST MARCH ' 2009
Category of Shareholders GOI Financial Institutions & Banks Mutual Funds FII's GDR Companies/ Trusts Individuals * * Incl. Employees and NRI's Total
No. of Equity No. of Amount Percentage Shares Held Holders(Rs. in Crs) (%) holding 3,544,690,282 1 3544.69 85.82 282,567,661 89 282.57 6.84 31,391,984 77 31.39 0.76 155,491,955 244 155.49 3.76 643,345 2 0.64 0.02 28,718,088 3,563 28.72 0.70 86,897,230 354,606 86.90 2.10 4,130,400,545 358,582 4,130
SHAREHOLDING PATTERN ( % of Equity)
100
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SWOT Analysis of The Industry The strengths, weakness, opportunities and threats for the Indian steel industry have been tabulated below. The national steel policy lays down the broad roadmap to deal with all of them. STRENGTHS Availability of abondon Iron Ore Abondance of quality manpower Mature production base High maintenance of plants WEAKNESS Unscientific mining Low productivity Low R&D Investment Inadequate infrastructures High cost of debt
OPPORTUNITIES
Unexplored rural market
Growing domestic demand
Exports
THREATS
China Becoming Net Exporter
Protectionism in the West
Dumping by competitors
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Corporate plan 2012
Corporate plan 2012 provides directional guidelines and sets operational and financial objectives. As harmonizing the functional and operational goal is essential for attaining the strategic objectives set in plan, it is incumbent upon SAIL to capitalize on emerging opportunities and improve further its responsibility and market position by building a truly competitive organisation at a global level. It is designed as a two stage process- stage I with a perspective from present i.e.(2004-2007) and stage -2 covering the subsequent period up to 2011-2012.
In the two phase process the phase-1up to 2006-2007, the emphasis will be on exploiting existing production potential. A list of “priority schemes” has already been identified for completion by 2006-2007. These are broadly in nature of de-bottlenecking, replacement/revamping schemes, and balancing facilities, viz – rebuilding of COBs at RSP,BSP, and BSL; reconstruction of Blast Furnaces at RSP and BSP; installation of CDI in all steel plants; installation of new casters at BSP & DSP etc. The total expenditure during this phase will be around Rs.4300 crore. The major expansion plans of introducing new Blast Furnance at RSP, new SMS at BSP and a new mills at all the ISPs will be taken up in the phase-II of the Corporate Plan.
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The envisaged growth in volumes are planned to be achieved by-
Realization of full potential of existing assets
De-bottlenecking
Linked facilities for value addition
Capacity enhanced in growth segments
The key strategic goals for SAIL defined in Corporate Plan 2012 are: To continue in the business of steel and steel related activities. To enhance market share in growth segments. To improve profits by cost reduction (raw materials, salary and wages, energy, and financial charges) and high value added products. To achieve excellence in quality across the value chain. To secure availability of key raw materials, and alleviate infrastructure bottlenecks which may constraint long term growth. To build customer centric-processes, systems, structure and procedures.
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“LITERATURE REVIEW”
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CONCEPT – RECRUITMENT
RECRUITMENT–Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME. Recruitment is a process of finding and attracting capable applicants for employment. The process begins when new recruits are sought and ends when their applications are submitted. The result is a pool of applications from which new employees are selected. Recruitment is an important part of an organization’s human resource planning and their competitive strength. HRP helps determine the number and type of people an organization needs. Job Analysis and Job Design specify the tasks and duties of jobs and the qualifications expected from prospective jobholders. Human Resource Planning
Determine Recruitment and Selection needs
HR Planning is the process (including forecasting, developing and controlling) by which a firm ensures that it has the right number of people and the right kind of people at the right time doing work for which they are economically most useful.
Job Analysis
Job analysis may be understood as a process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification.
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Job description is a simple, concisely written statement explaining the contents and essential needs of a job and a summary of the duties to be performed. It gives a precise picture of features of each job in terms of task contents and occupational requirements. Job Description:
Job Specification: Job specification is a statement of the minimum acceptable
human qualities necessary to perform a job satisfactorily. It translate the job description into terms of the human qualifications which are required for a successful performance of a job.
FEATURES Recruitment is a process or a series of activities rather than a single act or event. Recruitment is a linking activity as it brings together those with jobs (Recruiter) and those seeking jobs (prospective employees). Recruitment is a positive function as it seeks to develop a pool of eligible persons from which most suitable ones can be selected. Recruitment is an important function as it makes it possible to acquire the number and type of persons necessary for continued function of the organization. Recruitment is a pervasive function. Recruitment is a two way process-recruiter chooses whom to recruit, prospective employee chooses where to apply Recruitment is a complex job as many factors affect it, e.g. image of the organization, nature of jobs offered, organizational policies etc.
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RECRUITMENT NEEDS ARE OF THREE TYPES Planned: i.e. the needs arising from changes in organization and retirement policy. Anticipated: Anticipated needs are those movements in personnel, which an organization can predict by studying trends in internal and external environment. Unexpected: Resignation, deaths, accidents, illness give rise to unexpected needs.
PURPOSE AND IMPORTANCE OF RECRUITMENT
Attract and encourage more and more candidates to apply in the organization. Create a talent pool of candidates to enable the selection of best candidates for the organization. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. 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. Begin identifying and preparing potential job applicants who will be appropriate candidates. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.
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RECRUITMENT PROCESS 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: 1)
Identify vacancy
2)
Prepare job description and person specification
3)
Advertising the vacancy
4)
Managing the response
5)
Short-listing
6)
Arrange interviews
7)
Conducting interview and decision making
Personnel
Job
Employee
Planning
Analysis
Requisition
Job
Recruitment Planning
Vacancies
- Numbers - Types
Searching Activation
To Selection
Applicant Pool
Screening
Potential Hires
“Selling” - Message - Media
Strategy Development - Where
Applicant
Evaluation
Population
And Control
- How - When
Recruitment Process
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FACTORS AFFECTING RECRUITMENT Recruitment is naturally subject to influence of several factors. These include external as well internal forces.
Internal Factors
External Factors RECRUITMENT
Recruitment Policy HRP Size of the firm Cost Growth and Expansion
Supply and demand Unemployment rate Labor market Political- Social Image
SOURCES OF RECRUITMENT Every organization has the option of choosing the candidates for its recruitment processes from TWO kinds of sources: internal and external sources. The sources within the organization itself to fill a position are known as the INTERNAL SOURCES of recruitment. Recruitment candidates from all the other sources are known as the EXTERNAL SOURCES of recruitment. SOURCES OF RECRUITMENT
Internal Sources
Transfers Promotions Upgrading Demotion Retired Employees Retrenched Employees Dependents and relatives of deceased employees
External Sources
Press Advertisement Educational Institutes Placement Agencies / Outsourcing Employment Exchanges Labor Contractors Unsolicited applications Employee Referrals Recruitment at factory gate
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COMPARATIVE ADVANTAGES AND DISADVANTAGES OF RECRUITMENT SOURCES
Advantages
Disadvantages INTERNAL RECRUITMENT It perpetuates the old concept of doing things.
1. It is less costly.
2.
Candidates are already oriented towards organization.
It abets raiding.
3.
Organizations have better knowledge about the internal candidates.
Candidate’s current work may be affected.
4.
Enhancement of employee morale and motivation.
Politics play greater role.
5. Good performance is rewarded.
Morale problem for those not promoted.
EXTERNAL RECRUITMENT Benefits of new skills, new talents and 1. new experiences to organizations.
Better morale and motivation associated with internal recruiting is denied to the organization.
2.
Compliance with reservation policy becomes easy.
It is costly.
3.
Scope for resentment, jealousies and heartburn are avoided.
Chances of creeping in false positive and false negative errors.
4. It could help in injection of fresh blood.
Adjustment of new employees to the organizational culture takes longer time.
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RECENT TRENDS IN RECRUITMENT
The following trends are being seen in recruitment: Outsourcing In India, the HR processes are being outsourced from more than a decade now. A company may draw required personnel from outsourcing firms. The outsourcing firms help the organization by the initial screening of the candidates according to the needs of the organization and creating a suitable pool of talent for the final selection by the organization. Outsourcing firms develop their human resource pool by employing people for them and make available personnel to various companies as per their needs. In turn, the outsourcing firms or the intermediaries charge the organizations for their services.
Poaching / Raiding “Buying talent” (rather than developing it) is the latest mantra being followed by the organizations today. Poaching means employing a competent and experienced person already working with another reputed company in the same or different industry; the organization might be a competitor in the industry.
E-Recruitment Many big organizations use Internet as a source of recruitment. E- recruitment is the use of technology to assist the recruitment process. They advertise job vacancies through worldwide web. The job seekers send their applications or curriculum vitae i.e. CV through e mail using the Internet.
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CONCEPT - SELECTION
It is the process of differentiating between applicants in order to identify and hire those with a greater likelihood of success in a job.
Once the recruiting effort has developed a pool of candidates, the next step in the HRM process is to determine who is best qualified for the job. This step is called the selection process. The enterprise decides whether to make a job offer and how attractive the offer should be. The job candidate decides whether the enterprise and the job offer fit his or her needs and personal goals. The process also seeks to predict which applicants will be successful if hired. Success, in this case, means performing well on the criteria the enterprise uses to evaluate employees. OUTCOMES OF THE SELECTION DECISION
Unsuccessful Successful
Job Performance
Selection Decision Accept
Reject
Correct Decision
Reject Error
Accept Error
Correct Decision
Correct Selection Decisions are those where the candidate was predicted to be successful in advance and prove to be successful on the job. At times the applicant is predicted to be unsuccessful and, as expected, performs unsatisfactorily after getting selected. While in the first case, the worker is successfully accepted; in the later the worker is successfully rejected.
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Errors arise when we reject a candidate who would have performed successfully on the job. This is termed as reject error. In certain situations a worker is accepted ultimately and performs unsatisfactorily. This is called accept error. SELECTION PROCESS Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment.
SELECTION PROCESS
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DIFFERENCE BETWEEN RECRUITMENT AND SELECTION
Difference between Recruitment and Selection S.No.
1
Recruitment
Selection
Recruitment is the process of
Selection involves the series of steps
searching the candidates for
by which the candidates are screened
employment and stimulating them to
for choosing the most suitable persons
apply for jobs in the organization.
for vacant posts.
The basic purpose of recruitments is
2
to create a talent pool of candidates
The basic purpose of selection process
to enable the selection of best
is to choose the right candidate to fill
candidates for the organization, by
the various positions in the
attracting more and more employees
organization.
to apply in the organization.
3
4
5
Recruitment is a positive process i.e.
Selection is a negative process as it
encouraging more and more
involves rejection of the unsuitable
employees to apply.
candidates.
Recruitment is concerned with
Selection is concerned with selecting
tapping the sources of human
the most suitable candidate through
resources.
various interviews and tests.
There is no contract of recruitment established in recruitment.
Selection results in a contract of service between the employer and the selected employee.
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HUMAN RESOURCE DEVELOPMENT Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Adam Smith states, “The capacities of individuals depended on their access to education” . The same statement applies to organizations themselves, but it requires a much broader field to cover both areas. Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.
ROLE OF HRD IN SAIL FACILITATION
Nurturing the future
Strategic interventions for organisational growth
FUNCTIONAL
Identifying skill gap
Designing training interventions
Internal consultant
Management research, publication and documentation
Develop the HRD function
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HRD AT SAIL HR DEPARTMENT
Recruitment
Training
MIS
And
And
Selection
Development
And Compensation
STRUCTURE OF HR DEPARTMENT: RECRUITMENT POLICY Recruitment policy of SAIL consists of
Objectives
Scope
Sources of recruitment
Recruitment plan
Job specifications
Requisitions
Mode of selection
E-Relations
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Selection committee
Final selection
RECRUITMENT STRATEGY Recruitment strategies of the companies are:
At least 50% of the vacancies occurring during a year at induction level/grades are filled up through direct recruitment from external sources.
Recruitment of executives from external sources will be made through open advertisement in the press.
Higher managerial grades/positions such as ASSISTANT MANAGER, MANAGER, SENIOR MANAGER, AGM DGM GM DP AND EXECUTIVE MANAGER are done through Direct Recruitment.
Direct recruitment to the following will be centralised and done on all India level basis at the Corporate Office for the entire company including its Plants/Units .i.e.
ASST.GENERAL MANAGER, DYP.GENERAL MANAGER,GENERAL MANAGER ,EXECUTIVE MANAGER. MANAGEMENT TRAINEES (TECHNICAL AND ADMN.) JUNIOR MANAGER
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RECRUITMENT SOURCES OF SAIL INTERNAL SOURCES:1. PROMOTIONS:-Sail promotes the employees from one department to another
with more benefits and greater responsibility based on efficiency and experience. 2. EMPLOYEE REFERRALS:- Sail has structured system where the current
employees of the organization refer their friends and relatives for some position in the organization.
EXTERNAL SOURCES:-
1.PRESS ADVERTISEMENTS:- Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment.
2.E-RECRUITMENT:- Sail uses Internet as a source of recruitment. E- Recruitment is the use of technology to assist the recruitment process
SKILL SETS REQUIREMENT As the organization grows the need for professionalism in the organization increases and so does the pay package. The requirements have changed in terms of: Role Profile Traits Even the HR department focus on two areas: 1. Strategic policies planning and implementation 2. Activities to make the work of the people in the organization interesting.
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There is a personalized position created for each and every individual from the top to the lowest level in the organization.
In SAIL HR Department can be categorized according to the personalized
positions :-
HR Head
Managerial Positions
HR and Admin Manager
Sr. HR Executive Sr. Level Positions
HR AND ADMIN
Sr. Purchase Executive
HR Executive
Admin Executive Jr. Level Positions Store Executive
Front Desk Executive
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RECRUITMENTS FOR MANAGERIAL POSITIONS IN SAIL Recruitment for managerial positions is done through interview & written test . ELIGIBILITY: The educational qualification, experience etc Their role in the organization in respect of their position, job responsibility, key areas of performance. The pay structure along with the various facilities offered by the company.
RECRUITMENTS FOR SENIOR AND JUNIOR LEVEL POSITIONS Main sources of recruitment here are: Newspaper Advertisements Internal employee reference Recruiting IT Management trainees
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SELECTION PROCESS IN SAIL: Initially HR specialists conduct the PRELIMINARY INTERVIEW to eliminate unqualified job seekers based on the information supplied in their application forms.
Then HR specialist conducts different types of SELECTION TESTS, depending on the job to determine the applicant’s ability, aptitude and personality.
SELECTION TESTS
Ability Test
This assist in determining how well an individual can perform tasks related of the job.
Aptitude Test
This assist in determining a person’s potential to learn in a given area.
Personality Test
This test is given to measure a prospective employee’s motivation
Interest Test
to
function
in
a
particular
environment. This test is used to measure an individual’s activity preferences.
Medical Test
working
This test reveals physical fitness of a candidate.
Then HR specialists conduct the EMPLOYMENT INTERVIEW.
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TYPES OF EMPLOYMENT INTERVIEW
1. One-to-one Interview
Candidate
Interviewer
2. Sequential Interview
1 Candidate
Interviewers
2 Candidate
Interviewers
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3. Panel Interview
Candidate
Interviewers
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“PURPOSE OF RESEARCH STUDY”
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RESEARCH METHODOLOGY:The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format. A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study.
The research methodology for the present study has been adopted to reflect these realties and help reach the logical conclusion in an objective and scientific manner. The present study contemplated an Exploratory Research.
The appropriate research design formulated is detailed below.
RESEARCH DESIGN: Exploratory Research A research design is the specification of methods and procedures for acquiring the information needed to structure or solve the problem. It is the overall operational pattern or framework of the project that stimulates what information is to be collected from which source and by what procedure. On the basis of major purpose of our investigation the EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the primary objective of development of insights into the problem. It studies the main area where the problem lies and also tries to evaluate some appropriate courses of action.
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DATA COLLECTION SOURCES:
Primary data: The data that is collected first hand by someone specifically for the purpose of facilitating the study is known as primary data. So in this research the data is collected from respondents through QUESTIONNAIRE.
PRIMARY SOURCES The data required for the study has been collected from-
QUESTIONNAIRE survey among the officials and employees of SAlL.
PERSONAL INTERVIEWS with the company representatives regarding recruitment and selection practices in organization.
Advantages of the Primary data collection method 1
Primary data can be collected from a number of ways.
2
Primary data is current and it can better give a realistic view to the researcher about the topic under consideration. It provides unbiased information.
3
It is relatively cheap and no prior arrangements are required.
Secondary data: Secondary data refer to information gathered by someone other than the researcher conducting the current study. Such data can be internal or
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external to the organization and accessed through the Internet or perusal of recorded or published information. Secondary sources of data provide a lot of information for research and problem solving. Such data are as we have seen mostly qualitative in nature.
SECONDARY SOURCES: The secondary data has been collected from: Internet, websites Organizational Reports Case Studies Business magazines Books Journals on e-learning Industry.
Advantages to the secondary data collection method 1
It saves time that would otherwise be spent collecting data.
2
It provides a larger database (usually) than what would be possible to collect on ones own.
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SAMPLING METHOD
Survey was done by QUESTIONNAIRE method.
SAMPLE AREA Delhi
SAMPLE UNIT Officials and employees of SAIL
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“ANALYSIS OF DATA”
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ANALYSIS AND INTERPRETATION OF DATA 1) Is there a well defined Recruitment Policy in your organization?
S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't Say
No. 10 9 1 0
CONCLUSION An organization must have a well-defined recruitment policy corresponding to the company and vacancy requirements. Existing employees can give a fair feedback on the suitability of the policy. 50% employees feel that the organization’s recruitment policy is stronge & well defined. And 45% employee feel that the organization recruitment policy is moderately agree . Majority of employees feels that policy is well defined which is a great morale victory on the part of management.
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Q2) Principle of right man on the right job is strictly followed/a detailed jobanalysis is done prior recruitment? S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't Say
No. 9 10 1 0
CONCLUSION Job Analysis is the process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specifications. Recruitment needs to be preceded by job analysis. The objective of employee hiring is to match the right people with the right jobs. The objective is too difficult to achieve without having adequate job information. Responding to detail job analysis prior recruitment, 45 % employees say that the principle of right man on the right job is strictly followed prior to recruitment. Job Analysis is useful for overall management of all personnel activities. In present scenario company should focus on job analysis as around 5% employees believes that detailed job analysis is not being done prior recruitment which in future affects performance of new recruit.
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Q3) Do you think the need for manpower planning is given due consideration in your organization and the manpower requirement is identified well in advance?
S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't Say
No. 4 8 2 1
CONCLUSION Human Resource Planning is understood as the process of forecasting an organization’s future demand for, and supply of, the right type of people in the right number. 27% say that manpower planning is given due importance and manpower requirement is identified in advance. 13% employees disagree. They think that no due consideration is given to manpower planning in advance.
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(Q4) Which internal source of recruitment is followed by the company and given more priority?
S.No. 1 2 3 4
Options Internal Promotion Employee Referral Transfer Job Posting
No. 11 0 1 3
CONCLUSION Internal Recruitment seeks applicants for positions from those who are currently employed. Responding to above asked question, 73% employees tell that company prefers internal promotion as internal source of recruitments. And rest 20% say that Job posting is preferred. Majority of employees actually thinks that internal promotion is given priority and followed by company as internal source of recruitment.
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Q5) Which external source of recruitment is followed by the company and given more priority?
S.No. 1 2 3 4
Options Advertisement Online Job Portals Consultancy Employment Exchange
No. 13 0 1 1
CONCLUSION External Sources of recruitment lie outside the organization 87% employees think that Advertisement source is given more priority and 7% employees tell that consultancy is preferred .
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Q6) Which source of recruitment is relied upon when immediate requirement arises? S.No.
Options 1 Internal 2 External
No. 9 6
CONCLUSION Every organization has the option of choosing the candidates for its recruitment processes from two kinds of sources: internal and external sources. Responding to recruitment source question, almost all the employees tell that internal sources are relied upon when there is any immediate manpower requirement in company. Analysis clearly represents that 80% say that internal sources are better to be opted for immediate opening in organization as company can have sufficient knowledge about the candidate and it is less costly.
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Q7) Do you think succession planning is done in advance in your organization?
S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't say
No. 5 4 4 2
CONCLUSION Succession Planning is the process of identifying, developing, and tracking key individuals so that they may eventually assume top-level positions. In respond to Succession Planning question, almost
27% employees actually
believe that no succession planning is done in advance in organization. Only 33% employees think that succession planning is done in advance.
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Q8) The sorting of candidate applications is done by some pre set criteria? S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't say
No. 6 6 1 2
CONCLUSION Majority of employees, 40% believe that there is some pre-set criteria according to which sorting of candidate application is done. 7% feel that sorting is not done by any pre set criteria. Rest 13% can’t say about it.
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Q9) Which are the parameters on which candidates are evaluated (give ratings out of 10)? S.No. 1 2 3 4
Options No. Intelligence 4 Aptitude 4 Skills 5 Experienced 10
CONCLUSION Responding to this question, 22% weightage is given to experience first then second most weighted parameter is skills then process knowledge and aptitude and lastly attainments are considered. Above analysis represents that employees believe that experience and skills are mostly preferred parameter for evaluating candidates.
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Q10) To identify the employee’s capabilities and aptitude, psychological testing is done. Do you think it is a useful technique? S.No.
Options
No.
1 Strongly Agree Moderately 2 Agree 3 Disagree 4 Can't say
9 5 1 1
CONCLUSION Responding to this question, there is approximately same percentage of opposite opinion of employees regarding psychological testing. 56% of employees believe that to identify employee’s capabilities and aptitude, psychological testing is done and 6% think that no psychological testing is carried out. 6% employees can’t give opinion on asked question.
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Q11) What type of interview is taken while selection? S.No.
Options 1 2 3 4
Patterned Stressed Depth Others
No. 8 2 5 0
CONCLUSION The PATTERNED INTERVIEW format has, a structure to it. There is a set of predetermined questions that will be asked from each candidate for a position. The STRESS INTERVIEW is the interview in which the interviewers try to 'discomfort' the candidates in various ways and observe how they react to various difficult situations. An IN-DEPTH INTERVIEW is a qualitative research technique that allows person to person discussion.
It can lead to increased insight into people's
thoughts, feelings, and behavior on important issues.
This type of interview is
often unstructured. Responding to the type of interview 53% employees think that patterned interviews are generally taken. 33% employees have the opinion that depth interviews are often used. Rest believes that stress or any other type of interview is being taken.
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Q12) The view of the concerned department head is given special attention while selecting the employee of the department?
S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't say
No. 6 8 0 1
CONCLUSION Above analysis clearly shows that almost all the employees believe that the views of concerned department head is given special attention while selecting the employee of the department. Only 40% employees agree for giving due consideration to concernd departmental head opinion.
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Q13) Is the physical examination necessary after final interviews?
S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't say
No. 9 2 4 0
CONCLUSION Most of the employees think that physical examination is necessary after final interview. 27% employees feels that it is not so important and rest 60% employees feel that physical examination is important .
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Q14) What is the weightage given to the following (out of 100%)?
S.No.
Options 1 Written Test Group 2 Discussion 3 Final Interview
No. 55 15 30
CONCLUSION Responding to this question, maximum weightage is given to Written Test. Group Discussion is given the least weightage among the three available options.
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Q15) Is Induction as well as a training program conducted after joining of employees? S.No.
Options 1 Yes 2 No
No. 14 1
CONCLUSION Induction is planned introduction of employees to their jobs, their co-workers and the organization. Almost all the employees admit that induction as well as training program is conducted after joining of employees. It is healthy sign for any organization. 7% employees tell that no orientation programme is conducted in company for new joinees.
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Q16) Do you think the present selection process is feasible for selecting the employees? S.No. 1 2 3 4
Options Strongly Agree Moderately Agree Disagree Can't say
No. 6 8 1 0
CONCLUSION Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Responding to selection process, 7% employees think that the present selection process is not feasible for selecting the employees. 40% employees believe that there exists a feasible and adaptable selection procedure in company.
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“FINDINGS”
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FINDINGS
Internal Promotions and Job Portals are mostly used recruitment source.
Written test is given weightage during selection process.
To some extent company has pre set-criteria for sorting the candidate’s applications.
Concerned departmental head is given special attention while selecting a candidate of the department.
Employees are in the favor of physical examination and reference check after selection of candidate.
Orientation is given to new joinee, still employees are in favor of its improvement.
Present selection process need improvement in terms of its procedure, tests and interview type.
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“LIMITATIONS”
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LIMITATIONS OF THE SURVEY
As the sample size was small, hence conclusions cannot be generalized. Unwillingness and inability of respondents to provide information. Due to time constraint in-depth study could not be carried out. As the strength of the company is big, it was not possible to draw sample from each and every department.
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“RECOMMENDATIONS”
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RECOMMENDATIONS
After analyzing the collected data, the following recommendations were made to improve the present recruitment and selection scenario in the organization.
First of all the management should review their recruitment policy and look for
the areas of improvement for ensuring the best hiring.
Management should structure and systematically organize the entire
recruitment processes.
Recruitment management system should facilitate faster, unbiased, accurate
and reliable processing of applications from various applications.
Recruitment management system should helps to reduce the time-per-hire and
cost-per-hire.
Recruitment management system should helps to incorporate and integrate
the various links like the application system on the official website of the company, the unsolicited applications, outsourcing recruitment, the final decision making to the main recruitment process.
Recruitment management system should maintain an automated active
database of the applicants facilitating the talent management and increasing the efficiency of the recruitment processes.
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Recruitment management system should provides and a flexible, automated
and interactive interface between the online application system, the recruitment department of the company and the job seeker.
Management should offers tolls and support to enhance productivity, solutions
and optimizing the recruitment processes to ensure improved ROI.
Recruitment management system should helps to communicate and create
healthy relationships with the candidates through the entire recruitment process.
Management should follow a systematic process for HR Planning.
Present employee should be encouraged to refer their friends and relatives.
This source is usually one of the most effective methods of recruiting because many qualified people are reached at a very low cost to the company. And referred individuals are likely to be similar in type to those who are already working for the company. Management can propose a scheme for EMPLOYEE REFERING.
Internal Promotions should be done on regular basis during specified time-
period.
All selection tests i.e. Ability tests, Aptitude tests, Personality tests, Interest
tests, written tests, should be given equal weightage during selection process.
Salary structure should be in match with company’s same level present
employee and market value.
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Physical examination and reference check should be given due consideration
after selecting a candidate.
Induction should be properly done for selected candidate. The idea is to make
the new selected employee feel at home in the new environment.
Effectiveness of the selection process should evaluate on regular basis for
ensuring availability of competent and committed personnel. In order to do so, a periodic audit can be done.
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“CONCLUSION”
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CONCLUSION
Every company looks for an employee, who can work effectively. They are in search of a person who has the maximum skills required for the job. After selecting the right person, the company’s main aim is to place that person at the right job. The main strength of any company is its employees. Effective workers are the best route to success. For this reason, company's strives to attract and hire the best, and to provide the best place to work. Some of the biggest and most constant challenges that plague organization is people related because they don’t place more emphasis on getting the recruitment process right. If they get the right person in the right job at the right time, bottomline and many other business benefits are immediate, tangible and significant. If they get the wrong person in the wrong job, then productivity, culture and retention rates can all take a hit in a big way.
Steel Authority Of Indias Limited has competent and committed workforce, still there are scope for more improvements. To ensure that company recruits the right people, it has to identify essential skills and behaviors that applicants should demonstrate. For each position there should be a job description outlining typical duties and responsibilities and a person specification defining personal skills and competences. The emphasis should be on matching the needs of the company to the needs of the applicants. This would minimize employee turnover and enhance satisfaction. It is important for the company to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable
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recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. Management should structure and systematically organize the entire recruitment processes. It should Offers tolls and support to enhance productivity, solutions and optimizing the recruitment processes to ensure improved ROI. The Recruitment Management System (RMS) should be such that it helps to save the time and costs of the HR recruiters in company and improving the recruitment processes.
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“BIBLIOGRAPHY”
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BIBIOLOGRAPGY
BOOKS REFERRED Human Resource and Personnel Management, K. Aswathappa, Human Resource Management , Khanka
WEBSITES REFERRED www.mbdalchemie.com www.google.com www.recruitment.naukrihub.com www.citehr.com www.hrmguide.co.uk www.oneclickhr.com www.wikipedia.com
OFFICIAL SAIL employee information handbook
