Professional Documents
Culture Documents
PROCESS
AT
ADITYA ALUMINIUM
a project office of
ADITYA BIRLA GROUP
punjab
A PROJECT REPORT
Submitted by
riya CHOUDHURY
In partial fulfilment for the award of
POSTGRADUATE DIPLOMA
IN
PERSONNEL MANAGEMENT
1
Ackn
My indebtedness and gratitude to
thesis in its present form cannot b
must record my immense gratitud
support my efforts in making a ne
APPROVAL SHEET:
CERTIFICATE:
ACKNOWLEDGEMENT:
Sampling design
CONCLUSION
SUGGESTION
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GROUP OVERVIEW
The Aditya Birla Group is India’s first truly traditional multinational corporation.
Global in vision, rooted in values , the Group is driven by a performance ethic pegged
on value creation for its multiple stakeholders. US4 24 billion conglomerate with a
market capitilisation of US4 31.5 billion, it is anchored by an extraordinary force of
100, 00 employees belonging to over 25 different nationalities. Over 50.5 of its
revenues flow from its overseas operations. The Group’s .products and services offer
distinctive customer solutions worldwide. It’s state of the art manufacturing units and
sect oral services span 20 countries - India, Thailand, Laos, Indonesia, Philippines,
Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France,
Luxemburg ,Switzerland, Malaysia and Korea.
A premium global conglomerate, the Aditya Birla Group is a dominant player in all
of the sectors in which it operates. Among these are viscose staple fibre, metals,
cement, viscose, filament yarn, branded apparel, carbon black, chemicals, fertilizers,
Insulators, financial services, telecom, retail, BPO, and IT services.
The Group has been adjudged the best employer in India and among the top 20 in
Asia by the Hewitt-Economic Times and Wall Street Study 2007.
A metals powerhouse, among the world’s most cost-efficient aluminium and copper
producers.
No.1 in viscose staple fibre
The 4th largest producer of insulators
The 4th largest producer of carbon black
Among the best energy efficient fertiliser plants.
Among the world’s top 15 and among India’s top 3 – BPO companies.
Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where
success does not come in the way of the need to keep learning afresh, to keep
experimenting.
Beyond Business
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Works in 3700 villages
Reaches out to 7 million people annually through the Aditya Birla Centre for
Community Initiatives and Rural Development, spearheaded by Mrs Rajashree Birla
Focuses on health care, education, sustainable livelihood, infrastructure and espousing
social causes.
Runs 45 schools and 18 hospitals
Transcends the conventional barriers of business to send out a message that
“WE CARE”
In 2007, the acquisition of Novelis Inc. A world leader in aluminium rolling and can
recycling marked a significant milestone in the history of the aluminium industry in
India. With Novelis under its fold Hindalco ranks among the global top five
aluminium majors, as an integrated producer with low cost alumina and aluminium
facilities combined with high-end rolling capabilities and a global footprint in 12
countries outside India. Its combined turnover of US$ 14billion, places it in the
Fortune 500 league.
Hindalco’s Businesses
All of Hindalco’s units are ISO 9001-2000, ISO 14000-2004 and OHSAS 18001
certified. The Company has been accorded the Star Trading House status in India. Its
aluminium metal is accepted for delivery under the High Grade Aluminium Contract
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on the LME (London Metal Exchange), wile its copper quality standards are also
internationally recognised and registered on the LME with Grade “An” accreditation
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INTRODUCTION
RECRUITMENT
Successful employment planning is designed to
identify an organization’s human resource needs. Once these needs are
known, an organization will want to do something about meeting them.
The next step, then in the staffing function assuming of course, that
demand for certain skills, knowledge and abilities is greater than the
current supply – is recruiting. This activity makes it possible for a
company to acquire the people necessary to ensure the continued
operation of the organization. Recruitment is the process locating and
encouraging potential employees to apply for existing or anticipated job
openings. Or, from another perspective it is a linking activity – bringing
together those with jobs to fill and those seeking jobs.
RECRUITMENT PROCESS
Personnel To Selection
Job Employee
Planning
analysis Requisition
Selection
Potential
Searching Application Hires
Job Recruitment
activation Pool
Vacancies Planning
“selling”
Numbers
message
Types
media
Strategy Evaluation
Development Application & Control
where population
How
When
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RECRUITING GOALS
For the recruiting process to work effectively there must be a significant pool
of candidates to choose from and the more diversity within the group the better.
The first goal of recruiting is to communicate the position in such a way that job
seekers respond. The more applications received, the better the recruiter’s chances for
finding an individual who is best suited to the job requirements. Simultaneously,
however, the recruiter must provide enough information about the job that unqualified
applicants can select themselves out of job candidacy. Typically, when applications
are received, the company acknowledges their receipt. That acknowledgement costs
time and money. Then there are the application reviews, and a second letter is sent,
this time rejecting the applications. which incurs a lot of time and money. So,
whenever possible, applications from those who are unqualified must be discouraged.
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RECRUITING SOURCES
Recruiting is more likely to achieve its objectives if recruiting sources reflect the
type of position to be filled. Certain recruiting sources are more effective than
others for filling certain types of jobs.
EMPLOYEE REFERRALS/RECOMMENDATIONS
One of the best sources for individuals who will perform effectively on the
job is a recommendation from a current employee. Because employees rarely
recommend someone else unless they believe that individual can perform adequately.
Such a recommendation reflects on the recommender, and when someone’s
recommendation is at stake, we can expect the recommendation to be based on
considered judgement. Employee referrals also may have acquired more accurate
information about their potential jobs. The recommender often gives the applicant
more realistic information about the job than could be conveyed through employment
agencies or newspaper advertisements. Additionally, employee referrals are an
excellent means of locating potential employees in those hard- to-fill job positions.
Some negative features of employee referrals are that the existing employees may
Confuse friendship with job performance, it may also lead to nepotism and it nay also
minimize an organizations desire to add diversity to the organization.
Advertisements
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more specialized the skills, or the shorter the supply of that resource in the labour
force, the more widely dispersed the advertisement is likely to be, the search for a top
Executive might include advertisements in national publications – like the Wall Street
Journal – or posted on executive search firm websites. On the other hand, the
advertisement of lower level jobs is usually confined to the local daily newspaper,
regional trade journal, or broad- based Internet job sites.
A number of factors influence the response rate to advertisements. There are three
important variables; identification of the organization, labour market conditions, and
the degree to which specific requirements are included in the advertisement. Some
organizations place what s referred to as a blind-box ad, one in which there is no
specific identification of the organization. Respondents are asked to reply to a
specific post office box number or to an employment firm that is acting as an agent
between the applicant and the organization. Large organizations with a national
reputation seldom use blind advertisements to fill lower level positions, however,
when the organization does not wish to publicize the fact that it is seeking to fill an
internal position, or when it seeks to recruit for a position where there is a soon to be
removed incumbent, a blind box advertisement may be given .Although blind ads can
assist HRM finding qualified applicants, many individuals may be reluctant to answer
them. Obviously, there is the fear, sometimes just justified, that the advertisement has
been placed by the organization in which the individual is currently employed. Also,
the organization itself is frequently a key determinant of whether the individual is
interested; therefore, potential candidates may be reluctant to reply. Further deterrents
are the bad reputation that advertisements have received because of organizations that
place ads when no position exists in order to test the supply of workers in the
community, interested in finding a new position exists in order to test the supply of
workers in the community, to build a blog of applicants, or to identify those current
employees who are interested in finding a new position; or to satisfy affirmative
action requirements when the final decision, for the greater part, has already been
made.
The job analysis process is the basic source for the information placed in the ad. A
decision must be made as to whether the ad will focus on descriptive elements of the
job (job description) or on the applicant (job specification). The choice made will
often affect the number of replies receive.
EMPLOYMENT AGENCIES
There are basically three types of employment agencies, private employment agencies
and management consulting firms. The major difference between these sources is the
type of clientele served. All states provide a public employment service. The main
function of these agencies is closely tied to unemployment benefits, since benefits in
some states are given only to individuals who are registered with their state
employment agency. Accordingly, most public agencies tend to attract and list
individuals who are unskilled or have had minimum training. This of course, does not
reflect on the agency’s competence, but rather reflects on the image of public
agencies. State agencies are perceived by prospective applicants as having few high-
skilled jobs, and employers tend to see such agencies as having few high- skilled
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applicants. Therefore public agencies tend to attract nod place predominantly low-
skilled workers. The agencies image as perceived by both applicants and employers
thus tends to result in self-fulfilling prophecy; that is, few high-skilled individuals
place their names with public agencies, and, similarly, few high-skilled individuals
place heir names with public agencies, and similarly, few employers seeking
individuals with high skills list their vacancies or inquire about applicants at state
agencies.
How does a private employment agency, which has to charge for its services, compete
with state agencies that give their service away/ they must do something differently
from what the public agencies do, or at least give that impression? The major
difference between public and private employment agencies is believed to offer
positions and applicants of higher calibre. Private agencies may also provide a more
complete line of services. They may advertise the position, screen applicants against
the criteria specified by the employer, and provide a guarantee covering six months or
a year as protection to the employer should the applicant not perform satisfactorily
.The private employment agency’s fee can be totally absorbed by either the employer
or the employee, or it can be split. The alternative chosen usually depends on the
demand- supply situation in the community involved.
Whether the educational level required for the job involves a high-school diploma,
specific vocational training, or a college background with a bachelor’s masters, or
doctoral degree, educational institutions are an excellent source of potential
employees.
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High schools or vocational –technical schools can provide lower-level applicants;
business or secretarial schools can provide professional and managerial level
personnel. While educational institutions are usually viewed as sources for
inexperienced entrants to the workforce, it is not uncommon o find individuals with
considerable work experience using an educational institutions placement service.
They may be workers who have recently returned to school to upgrade their skills, or
former graduates interested in pursuing other opportunities.
Professional Organizations
Professional organizations, however can also apply sanctions to control the labour
supply in their discipline. For example, although the law stipulates that unit cannot
require employees to hire only union members, the mechanisms for ensuring that
unions do not break this law are poorly enforced. As a result, it is not unusual for
labour unions to control supply through their apprenticeship programs and through
their labour agreements with employers. Of course, this tactic is not limited to merely
to blue-collared trade unions. In those professional organizations where the
organization placement service is the focal point for locating prospective employers,
and where certain qualifications are necessary to become a member, the professional
organization can significantly influence and control the supply of prospective
applicants.
Unsolicited Applicants
Unsolicited applications, whether they reach the employer by letter, e-mail,
telephone, or in person, constitute a source of prospective applicants. Although the
number of unsolicited applicants depends on economic conditions, the
organizations image, and the job seekers perception of the types of jobs that might
be available, this source does provide an excellent supply of stockpiled applicants.
Even if there are no particular openings when the applicant contacts the
organization, the application can be kept on file for later needs. Unsolicited
applications made by unemployed individuals however, generally have a short
life. Those individuals who have adequate skills and who would be prime
candidates for a position in the organization if a position were currently available
usually find employment with some other organization that does have an opening.
However, in times of economic stagnation, excellent prospects are often unable to
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locate the type of job they desire and may stay actively looking in the job market
for many months.
Cyberspace recruiting
Newspaper advertisements and employment agencies may be on their way to
extinction as primary sources for identifying job candidates. The reasons: Internet
recruiting.
Nearly four out of five companies currently use the Internet to recruit new
employees increasingly by adding a recruitment section to their website. As
almost every organization – small as well as large creates its own website, these
become natural extensions for finding new employees. Organizations planning to
do a lot of internet recruiting often develop dedicated sites specifically designed
for recruitment. They have the typical information one might find in an
advertisement – qualification sight, experience desired benefits provided. But they
also allow the organization to showcase its products, services, corporate
philosophy and mission statement. This information increases the quality of
applicants, as those whose values don’t mesh with the organization trend to select
themselves out. The best designed of those websites include an online response
form, so applicants don’t need only fill in a resume by mail, e-mail or fax.
Applicants need only fill in a resume page and hit the “submit” button.
Facilitating the growth f Internet recruitment are commercial job- posting services
that provide essentially electronic classified ads.
Aggressive job candidates are also using the Internet. They set up their own web
pages – frequently called websumes to “sell” their job candidacy. When they
learn of a possible job opening, they encourage potential employers to “check me
out at my website.” There, applicants have standard resume information,
supporting documentation, and sometimes a video where they introduce the
Internet recruiting provides a low cost means for most businesses to gain
unprecedented access to potential employers. These same websumes are also
frequently in search of viable job candidates.
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used for all kinds of non technical jobs – from those paying thousands of dollars a
week to those paying $7 an hour.
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RECEPTION
A company is known by the people it employs. In order to attract people with talent,
skills and experience , a company has to create a favourable impression on the
applicants right from the stage of reception. Whoever meets the applicants initially
should be tactful and able to extend help in a friendly and courteous way.
Employment possiblities must be presented honestly and clearly . If no jobs are
available at that point of time, the applicant may be asked to contact the HR
department after a suitable period of time has elapsed.
SCREENING INTERVIEW
APPLICATION BLANK
Application blank or form is one of the most common methods used to collect
information on various aspects of the applicants academic, social demographic, work-
related background and references. It is a brief history sheet of an employee’s
background.
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SELECTION TESTING
Another important decision in the selection process involves applicant testing and the
kinds of tests to use. A standardised, objective measure of a person’s behaviour. It is
standardised because the way the test is carried out, the environment in which the test
is administered and the way the individual scores are calculated – are uniformly
applied. It is objective in that it tries to measure individual differences in a scientific
way, giving a very little room for individual bias and interpretation.
Intelligence tests
Aptitude tests
Personality tests
Achievement tests
Simulation tests
Assessment tests
Graphology tests
Polygraph tests
Integrity tests
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Intelligence tests
These are mental ability tests. They measure the incumbents learning ability and also
the ability to understand instructions and make judgements. The basic objective of
intelligence tests is to pick up employees who are alert quick at learning things so that
they can be offered adequate training to improve their skills for the benefit of the
organization. Intelligence tests do not measure any single trait, but abilities such as
memory, vocabulary, verbal fluency, numerical ability, perception, spatial vision.
Stanford- Binet test, Binet- Simon test.
Aptitude tests
Personality tests
Of all the tests required for selection, personality tests have generated a lot of heat and
controversy. The definition of personality, methods of measuring personality factors
and the relationship between personality factors and actual job criteria have been the
subject of much discussion. Researchers have also questioned whether applicants
answer all the items truthfully or whether they try to respond in a socially desirable
manner. Personality tests are used to measure basic aspects of an applicant’s
personality such as motivation, emotional balance, self confidence, interpersonal
behaviour, introversion etc. The most frequently used tests are Minnesota Multiphasic
Personality Inventory (MMPL), the California Psychological Inventory etc
Projective tests
Interests tests
Preference tests
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Achievement tests
These are designed to measure what the applicant can do on the job currently,
whether the testee actually knows what he or she claims to know. A typing test
shows typing proficiency a shorthand test measures the testees ability to take
dictation and transcribe, etc. Work sampling is a selection tests wherein the job
applicant’s ability to do a small portion of the job is tested.
Simulation tests
Simulation exercise is a test which duplicates many of the activities and problems
an employee faces while at work. Such exercises are commonly used for hiring
managers at various levels in the organisation. To assess the potential of a
candidate for managerial positions, assessment centres are commonly used.
Assessment centre
An assessment centre is an extended work sample. It uses procedures that
incorporate group and individual exercises. These exercises are designed to
simulate the type of work which the candidate will be expected to do. Initially a
small batch of applicants comes to the assessment centre. Their performance in
the situational exercises is observed and evaluated by a team of 6 to 8 trained
assessors. The assessor’s judgements on each exercise are compiled and combined
to have a summary rating for each candidate being assessed. The assessment
centre approach, thus evaluates a candidates potential for management on the
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basis of multiple assessment techniques, standardised methods of making
inferences from such techniques, and pooled judgement from multiple assessors.
Business games
Individual presentations
Structured Interview
Graphology tests
Graphology involves using trained evaluator to examine the lines, loops, hooks,
strokes, curves and flourishes in a person’s handwriting to assess the person’s
personality and emotional make- up. The recruiting company may, for example,
ask applicants to complete application forms and write about why they want a job.
These samples may be finally sent to graphologists for analysis and results may be
put to use while selecting a person. The use of graphology, however, is dependent
on the training and expertise of the person doing the analysis. In actual practice,
questions of validity and just plain scepticism have limited its use.
The polygraph ( The lie detector consists of a rubber tube around the chest, a cuff
round the arm, and sensors attached to the fingers that record the physiological
changes in the examinee as the examiner puts question that call for an answer of
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yes or no) records physical changes in the body as test subject answers a series of
questions. It records fluctuations in respirations, blood pressure and perspiration
on a moving roll of graph paper. The polygraph operator forms a judgement as to
whether the subject’s response was truthful or deceptive by examining the
biological movements recorded on the paper. Polygraphs, despite strong resistance
by many applicants, are increasingly being used by companies which havoc
problems with inventory and security of funds. Government agencies have begun
to use the polygraph, though in a limited way after the passage of Employee
Polygraph Protection Act in USA IN 1988, especially for filling security, police,
and fire and health positions. Critics, however question the appropriateness of
polygraphs in detecting the truth about an applicant’s behaviour. The fact is that
polygraph records biological reaction in response to stress and does not record
lying on even the conditions necessarily because a lie has been told?
Integrity tests
These are designed to measure employee’s honesty to predict, those who are
more likely to steal from an employer or otherwise act in a manner unacceptable
to the organization. The applicants who take these test are expected to answer
several ‘yes’ or ‘no’ type questions, such as
Often these tests contain questions that repeat themselves in some way and the
evaluator then examines the consistency in responses. Companies that have used
integrity tests have reported success in tracking employees who indulge in theft.
However these tests ultimately suffer from the same weaknesses as polygraph a
graphology tests.
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Tests as Selection Tools
Tests are useful selection devices in that they uncover qualifications and talents
that can not be detected otherwise. They can be used to predict how well one
would perform if one is hired, why one behaves the way one does, what
situational factors influence employee productivity. Tests also provide unbiased
information that can be put to scientific and statistical analysis.
However, tests suffer from sizeable errors of estimate. Most psychological tests
also have one common weakness, that is, we can’t use scales which have a known
zero point and equal intervals. An intelligence test, for example starts at an
arbitrarily point, where a person may not be able to answer questions properly.
This does not mean that the person is totally lacking in intelligence. Likewise, a
person who is able to answer all 10 questions correctly cannot be called twice as
intelligent as one who is able to answer only 5 questions correctly. If the test has
commenced at some other point, where there were easier questions, their scores
might have been different. Tests also fail to elicit truthful responses from testees.
To compound the problem further, tests results are interpreted in a subjective way
by testers and unless these testers do their homework well, the results may not be
reliable.
To be useful as predictive and diagnostic, selection tools, tests that must satisfy
certain basic requirements:
Reliability: test scores should not vary widely under repeated conditions. If a
test is administered to the same individual repeatedly, he should get approximately
identical scores. Reliability is the confidence that an indicator will measure the
same thing every time. “A yardstick that measures me 60 inches tall everytime, I
use it as reliable.” Generally speaking HR managers should use instruments that
have the following types of reliability:
Test-retest reliability
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Validity; validity is the extent to which an instrument measures what it
intends to measure. In typing test, validity measures a typist speed and
accuracy. To determine whether it really measures the speed and accuracy of
typists is its validity. The question of determining the validity of a selection
test thus has a lot to do with later performance in the job.
There are three types of validity important in the selection and recruitment of
human resources:
Predictive validity,
Concurrent validity.
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Standardisation: Norms foe finalising test scores should be established,
there must be prescribed methods and procedures for administering the test
and for scoring or interpreting it.
Selection Interview
;
Make judgements on interviewees and intelligence;
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Types of Interviews
Several types of interviews are commonly used depending on the nature and
importance of the position to be filled within an organization,
Stress Interview; Here the interviewer attempts to find out how applicants
would respond to aggressive embarrassing rude and insulting questions. The
whole exercise is meant to see whether the applicant can cope with highly
stress producing, anxious and demanding solutions while at work in a calm
and composed manner. Such an answer may backfire also, because the typical
applicant is already somewhat anxious in any interview.
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meaningful responses from candidates. Such an interview could also limit the
impact of the personal biases of any individual interviewer. A manual
interview may make one feel more stressed than usual.
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The Interview Process
Evaluation
Termination
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Information Exchange
Reception
Preparation
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Establishing the objectives of the interview and determining the areas and
specific questions to be covered.
Reviewing the candidate’s application and resume, noting areas that are
vague or that may show candidates strength and weaknesses on which
questions can be asked.
Keeping the test scores ready along with interview assessment forms.
Selecting the interview method to be followed.
Choosing the panel of experts who would interview the candidates
Identifying a comfortable, private room preferably away from noise and
interruptions and clean well furnished where the interview could be held.
Reception: The candidate should be properly received and led into the
interview room. Greet the candidate with a warm friendly and, greeting smile.
Names are important. So tell the applicant what to call you and then ask the
applicant for his preferred form of address. Tell briefly about yourself and put
the applicant at ease so that he may reciprocate with personal information. Ask
the applicant about hobbies, activities or some other topic so as to break the
ice. As a rule treat all candidates even unsolicited drop-ins at your office
courteously, not on humanitarian grounds but because your company’s
reputation is at stake. Start the interview on time.
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State the purpose of the interview, how the qualifications are going to be matched with skills
needed to handle the job. Give information about the job for which the interviewee is
applying. Known as a realistic job preview, such an exercise would be most fruitful when the
applicant gets a realistic picture of what he is supposed to do on the job. A realistic job
preview helps minimise surprises for the new recruit, enhancing the comfort level and
decreasing the ambiguity and uncertainty in the early stages of work.
Begin with open ended questions where the candidate gets enough freedom to express himself
freely instead of ‘yes’ poor “no” type of questions.
Do not put words in the applicant’s mouth, by asking open ended questions.
Do not telegraph the desired answer by nodding or smiling when the right answer is given.
Do not interrogate the applicant as if the person is a prisoner and do not be patronising,
sarcastic or ultra critical.
Do not let the applicant dominate the interview by rambling from point to point so you cannot
ask all your questions.
Do not monopolise the conversation, giving very little chance to the applicant to reveal
himself.
Do not use difficult words to confuse the applicant. Provide information as freely and
honestly as possible.
Focus on the applicant’s education, training work experience. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.
Listen to the applicants answers attentively and patiently. And pay attention to non- verbal
cues.
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Termination;
End the interview as happily as it began without creating any awkward
situation for the interviewee. Here, avoid communicating through unpleasant gestures such as
sitting erect, turning towards the door, glancing at watch or clock, etc. Some interviewers
terminate the show by asking do you have any question to ask us. At this point inform the
applicant about the next step in the interview process, which may be to wait for a call or letter.
Regardless of the interview performance of the candidate and the interviewer’s personal opinion,
the applicant should no be given any indication of his prospects at this stage.
Evaluation :
After the interview is over, summarise and record your observations carefully constructing the
report based on responses given by applicant, his behaviour, your own observations and the
opinions of other exports present during the interview. Better to use a standardised evaluation
form for this purpose,
Medical Examination :
Certain jobs require physical qualities like clear vision, acute hearing,
usually high stamina, tolerance of arduous working conditions, clear tone of voice etc. Medical
examination reveals whether or not a candidate possesses these qualities. Medical examination
can give the following information;
Whether the applicant is medically suitable for the specific job or not.
Whether the applicant has health problems or psychological attitudes likely to interfere
with work efficiency or future attendance.
Whether the applicant suffers from bad health which should be corrected before he can
work satisfactorily.
Whether the applicant’s physical measurements are in accordance with job requirements
or not.
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Reference Checks
Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are required
to give the names of two or three references in their application forms. These
references may be from individuals who are familiar with the candidate’s
academic achievements, or from applicant’s previous employer, who is well
versed with the applicant’s job performance, and sometimes from co-works.
Incase the reference check is from the previous employer, information in the
following areas may be obtained.
Job title
Job description
Period of employment
Pay and allowances
Gross emoluments benefits provided
Rate of absence
Willingness of the previous employer to
employ the candidate again.
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Hiring Decision:
The Line Manager concerned has to make the final decision now- whether to
select or reject a candidate after soliciting the required information through
different techniques. The line manager has to take adequate care in taking the final
decision because of economic, behavioural and social implications of the selection
decisions. A careless decision of rejecting a candidate would impair the morale of
the people and cause them to suspect the selection procedure and the very basis of
selection in established so as to facilitate good selection decisions. A careless
decision of rejecting a candidate would impair the morale of the people and cause
them to suspect the selection procedure and the very basis of selecting in a
particular organization. A true understanding between line managers and HR
managers should be established so as to intimate this decision to the successful
as well as unsuccessful candidates. The organization sends the appointment letter
either immediately or afterwards depending on its
Time schedule
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.
Human Resource
Commercial and
Materials
Power and distribution
Infrastructure
Civil
Finance and Accounting
Projects
Geology
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Aditya Aluminium being a project office of Hindalco, there are heavy requirements at
present due to to the ongoing land acquisition and resettlement and rehabilitation
work at its site office at Sambalpur and Raygarh. Electrical sub-stations are also being
established at the site. The entire process of recruitment and selection is carried on at
its head office at Bhubaneswar.
Since the project work at ADITYA ALUMINIUM is heading at a fast pace. With the
increase in the rate of work, workload on various department is also increasing
Suppose the Commercial department of Aditya Aluminium feels the necessity of an
additional manpower, one who could formulate commercial policies and procedures
for business transactions, formulation of appropriate policies for contracting and
procurement of plant equipments, spares, consumable and raw materials whether
purchased through indigenous or international sources. Also required would be the
formulation of store management, Inventory control, and Spare part management
work contracts for handling of materials. Developing proper MIS for performance
monitoring and evaluation for materials management activities. So the line manager
traces the need of a Deputy Manager in the Commercial department of Aditya
Aluminium.
Usually the line manager traces the requirement of manpower in his/her concerned
department. Now that the need is traced, a proposal is sent to the head of the
concerned department for the approval regarding the requisition of manpower. If the
department head also agrees that the increasing workload can not be handled by the
existing manpower of the department then the head of the department approves the
proposal regarding the requirement of additional manpower in his department.
Now the head of the Commercial Department would approve the proposal from the
line manager, regarding the requirement of a new deputy manager for the commercial
department of the organization.
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STEP 3: APPROVAL FROM THE HEAD OF THE
DEPARTMENT IS SENT TO THE HR DEPARTMENT
OF THE ORGANIZATION
Once the requisition is approved by the head of the department seeking additional
manpower, the head of the department now sends it to the HR department of the
organization. The HR department looks into the matter of recruitment and selection in
an organization, so now the HR department starts the entire process of recruitment
and selection as per the requisition of the organization.
Now the approval from the Commercial department is sent to the Deputy General
Manager of the HR department and the entire process of recruitment and selection of
the required deputy manager of the commercial department.
After the proposal is sent to the head of the HR department, it now becomes the
responsibility of the department to ensure the manpower in the concerned department
by the time specified to them. So the head of the HR department now delegates the
job to the recruiting officer. The recruiter then checks in for any internal availability.
If any internal availability is found within the organization, or within the group as per
the internal recruitment policy of the Aditya Birla Group then the recruiting officer
goes in for promotion or transfer as required. In case the availability is traced then the
requisition is fulfilled and the process ends here.
If the vacant positions could not be fulfilled internally then the requirement is posted
online and the various consultancies are asked to forward CVs with regard to the
vacancy. Then the various consultancies forward resumes to the company as per the
requirement of the company.
Now, for the recruitment of the deputy manager in the commercial department of
Aditya aluminium the D.G.M (HR) delegates the job to the HR Officer .Now it
becomes the responsibility of the HR officer to post the job opening on their internal
recruiting portal called “POORNATA.” If there is an internal availability then the
concerned person is promoted or transferred as per the requirement. If internally the
availability is fulfilled then the search ends here. But incase the recruiting panel is not
satisfied with the internal availability they can always look for better opportunities
outside the organization or outside the Aditya Birla Group.
38
The job opening is posted online on job sites and consultancies are informed about
the vacancy in the company. The various consultancies that work for Aditya
Aluminium are
Mafoi Consulatancies,
These consultancies are provided with Job Description of various vacancies available
in the company, the number of vacancies available and the time by which the CVs are
required by the organization. The consultancies after receiving job descriptions of
various vacancies of the company look for the suitable candidates who are registered
with them. Then these consultancies forward the CVs to the organization,
If Aditya Aluminium informs its consultant Ma foi to send CVs within a week after
receiving the job description, of the deputy manager (commercial) then considerable
number of CVs are forwarded from Ma foi in this regard. Several other Cvs are also
received from the other consultants working with the company.
Now when the CVs are received by Aditya Aluminium from all its consultancies the
Recruiting Officer rechecks if the CVs sent meet the eligibility criteria set by the
company. Only those candidates who match upto the expectations of the job
description set by the department are contacted for further correspondence, others
39
who do not match up are rejected. This entire process of scanning the the candidates is
known as ‘‘Shortlisting ‘
The process of shortlisting has a great relevance in the entire process of recruitment
and selection. The candidates who do not fulfil the criteria set by the company or do
not meet the requirements of the vacant post are rejected right from the beginning so
that a lot of time and money of the company is saved. Moreover the candidate who
does not fit the bill does not build unnecessary castle of expectations, keeping in view
both the sentiments of the candidates applying and the growth of the company the
shortlisting process is highly beneficial.
Now after the Recruiting Officer has shortlisted the CVs, the CVs shortlisted are
again sent to the head of the department for further screening. If the department head
sees the scope of any shortlisting further then another set of rejection of CVs is done.
If the department head feels that all the candidates shortlisted are eligible , and meet
the criteria set by the company then no shortlisting is done further.
Here the Recruiting Officer at Aditya Aluminium forwards the shortlisted Cvs to the
DGM (HR). Now the head of the department looks in at the short listed Cvs and
makes further corrections if necessary.If not the candidates short listed is called in for
further correspondence.
40
Shahid Nagar, Bhubaneswar which is a very calm place. The date of interviews is
working days and within 8:30 am to 7; 00 pm in the evening.
Now that the interview date, time and venue are fixed the next step would be to
inform the candidates and the interviewing committee about the same so that they can
ensure their availability on the required date, at the required place and on the required
time. Also as per the policy if there are travel reimbursements to be made then the
information with respect to reimbursement is also given to the applicants. All these
information’s are sent to the candidate via email and the candidate is asked to
acknowledge the interview call letter.
At Aditya Aluminium the e-mail containing these information’s entire are sent to the
candidate via mail and an acknowledgement mail or call is called for. Aditya
Aluminium reimburses II tier AC fare (to and fro) from the candidates location to the
place of interview i.e. Bhubaneswar.
Now that the candidates and the interviewing committee are informed about the date
time venue and reimbursement status to short listed candidates by the HR department
It becomes the responsibility of the recruiting officer to delegate the task of
arranging the assessment sheet, name of the candidates appearing for the interview
along with time and the general stationeries that can be required during the
interview process.
At Adyta Aluminium the candidates short listed are informed about the date, time
and venue of the interview scheduled, the recruiting officer either by herself or by
delegating the job to a junior officer, sets the assessment sheets, name of the
candidates appearing for the interview of the day and the various stationeries such
as stapler, pencil, paper, folder and writing pad etc. are made available at the place
of recruitment. Reimbursement forms are also taken along.
41
STEP 10; ARRANGE FOR THE RECEPTION AND
REFRESHMENTS OF THE CANDIDATES
APPEARING FOR THE INTERVIEW.
On the date of interview when a candidate comes to the venue, the receptionist at
Aditya Aluminium greets him/her with a smile and makes them sit comfortably at the
visitors lounge. All candidates are asked for refreshments if any. All efforts are made
to make the candidates feel comfortable. Utmost care is taken so that the arrived
candidate does not have to wait much and the initial procedure of interview begins.
The candidates are given the application blank and the reimbursement form to fill.
Once the forms are filled they are individually guided into the interview room as per
the schedule. The application blank is sent to the interviewing committee while the
junior officer takes care of the reimbursement form.
As discussed earlier the candidates are ranked in the assessment sheet provided to
each member of the interviewing committee. After assessing and ranking the
candidates in the technical round efficient candidates are short listed for the HR
round.
After the technical round the assessment sheets are evaluated and the candidates are
ranked as per their performance by the interviewing committee. The candidates are
then short listed for the HR round.
The HR officer negotiates the compensation and other formalities with the
candidate and the candidates who come to consensus with the terms of the company is
finally short listed.
42
STEP 13; REIMBURSEMENTS (if any) ARE DONE.
All the candidates are asked to submit the reimbursement forms given to them and
the supporting receipts or tickets. The amount incurred on travelling is reimbursed
to the candidates.
The candidates selected are sent the offer letter after taking the consensus of the
interviewing committee.
Once the candidate accepts the offer letter it is necessary to get his medical check
up done to confirm if he/she would be physically and mentally fit to meet all the
work pressures required as per their designation.
The medical examination process at Aditya Aluminium after the acceptance of
the offer letter is conducted at Ayush Hospital, Jaydev Vihar under the guidance
of Dr Dipankar Biswal.
The basic policy framework of medical examination is given as below;
Policy Framework
This policy outlines the framework for Pre-Employment Health Check Up for
all New Joiners to the Aditya Birla Group.
Objective:
To ensure that all new permanent hires in Job Band 11 & above joining the
Group are medically fit to discharge their respective duties.
To ensure that there is a uniform pre - employment health check up plan
across Aditya Birla Group.
Process:
Any offer being made to a selected candidate, is valid subject to clearance on
the pre-employment health check up report.
43
The pre-employment health check up is to be carried out at a diagnostic
center / hospital authorized by the Group / Unit. In case the candidate is
situated at a place where no authorized center is available, he would need to
carry out the tests at a reputed diagnostic center / hospital and send the
reports as well as the fitness report to the Hiring Unit. The Hiring Unit will in
turn verify the report with the local unit hospital doctor or the authorized
center, after which a clearance is given to the candidate to proceed with the
hiring process. It is imperative that a candidate resigns from his current
duties only after getting a clearance on the medical report from the
Hiring Unit.
Annexure A provides a list of medical tests recommended for any new joiner.
This annexure gives the details of tests being carried out for hires through
Corporate HR. However, businesses are expected to include any other tests
deemed essential for discharging satisfactory duties. Units are advised to
negotiate rates based on bulk commitments wherever possible.
Annexure A
44
Chest X-Ray
Eye Check-Up and colour vision
Laboratory Tests:
Urine Examination
Blood Count
Blood Group
Fasting Blood Sugar
Creatinine, BUN
Bilirubin, SGPT
Lipid profiles test
A fitness report by the Medical Practioner at the center needs to be submitted
along with the reports.
REFERENCE CHECKS
Once the interview and medical examination of the candidate is over, the
personnel department will engage in checking references. Candidates are required
to give the names of two or three references in their application forms. These
references may be from individuals who are familiar with the candidate’s
academic achievements, or from applicant’s previous employer, who is well
versed with the applicant’s job performance, and sometimes from co-works.
Incase the reference check is from the previous employer, information in the
following areas may be obtained.
45
P
Reference check is defined as a
current and past employers o
weaknesses vis-a- vis the propos
Past performance is often a goo
process enables us to gather info
a candidate on certain aspects
experience and cultural fit in
constraints it is not possible to a
over a long period of time. R
understanding of the candidate
who have worked with them in
picture of a candidate and to
reached during the interview pro
Objective:
The objective of the Reference Ch
46
52
• To determine the immediate impact of the selection and recruitment process
on the date of interview and further.
• To measure the effectiveness of recruitment and selection process through,
during and pre-working evaluation.
• To determine the perception of the employees regarding the different phases
of recruitment and selection.
SAMPLING DESIGN
Sampling Unit
It consisted of the employees at Aditya Aluminium who had worked in
the organization for minimum 6 months. The survey was undertaken at
managerial level and GET level
53
Sample study
The researcher went for a sample study rather than census due to cost and time
constraints, due to recent selection and induction the new employees could not do full
justice as they were not really aware of the process and as the Population was too
large to be covered.
Time
th th
12 May 2007 to 12 June 2007
Sample frame
SAMPLING PLAN
SAMPLING TECHNIQUES
54
General information
Awareness
Performance
Attitude
Time factor
Ability to get along with others
Secondary Data:
organizational brochure
previous records
documents
Personal manuals.
DICHOTOMUS SCALE
5 – POINT LIKERT SCALE
55
ANALYSIS
18
16
14
12 Strongly Agree
10 Agree
Can't Say
8 Disagree
Strongly Disagree
6
56
2. Since the job market has been more competitive, does
Aditya Aluminium through its advertisement/ notification for
recruitment is able to reach out the talented candidates seeking
employment/?
57
25
Strongly Agree
20
Agree
15
Can't Say
10
Disagree
5 Strongly
Disagree
0
10
58
3. . Through company advertisement, brochures, annual
reports, does a conscious effort is being continuously made to
build up the image of the company so that Aditya Aluminium
becomes an “employer of choice “for outside talent.
25
Strongly Agree
20
Agree
15
Can't say
10
Disagree
5 Strongly
Disagree
0
59
4. . Procuring
the right person for the organization solves half
of the recruitment problem. But the real challenge is to retain
them and keep them motivated enough so that they perform
well.
35
30 Strongly Agree
25 Agree
20
Can't say
15
Disagree
10
Strongly
5 Disagree
60
Is Aditya Aluminium suffering from syndrome of ideal
Ques.5.
workforce and redundancies?
40
35
30
25
YES
20
NO
15
10
5
0
61
.6.When an employee leaves the organization Aditya aluminium
consider it as an event as a simple reduction in manpower
strength.
20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0
62
.7.When an employee leaves the organization, the company
considers it as an event where a talent is leaving the
organization.
25
Strongly Agree
20
Agree
15
Can't say
10
Disagree
5 Strongly
Disagree
0
63
.8. Your
experience at Aditya Aluminium on the day of interview
was overwhelming
25
Strongly Agree
20
Agree
15
Can't say
10
Disagree
5 Strongly
Disagree
0
64
.9. The
selection process for both executives and non- executives
an enumerated in recruitment and selection policy in Aditya
Aluminium focus on tomorrows need.
65
20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0
66
18
16 Strongly Agree
14
Agree
12
10 Can't say
8
Disagree
6
4 Strongly
2 Disagree
0
67
11. Inclusion of an industrial psychocologist in all Selection
interview for better assessment of candidates mental make up
has become a necessity.
25
Strongly Agree
20
Agree
15
Can't say
10
Disagree
5 Strongly
Disagree
0
68
12. Aditya Aluminium nurtures a pool of interviewers from its
senior and middle level management having expertise in
interviewing skills.
20
18 Strongly Agree
16
14 Agree
12
Can't say
10
8
Disagree
6
4 Strongly
2 Disagree
0
69
ANALYSIS
70
ANALYSIS
CONCEPT
71
SOURCE SEARCHING
Since the job market has been more competitive, does Aditya
Aluminium through its advertisement/ notification for
recruitment is able to reach out the talented candidates
seeking employment?
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
TO ATTRACT
72
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
RETENTION
Procuring the right person for the organization solves half of the
recruitment problem. But the real challenge is to retain them and
keep them motivated enough so that they perform well.
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
73
Out of the 50 responses,29 respondents strongly agree and 16
respondents agree that the organization is making constant
efforts to retain talented employees of the organization 70% of
the respondents believe that efforts to retain employees are
being made.
Yes
No
MANPOWER REDUCTION
74
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
75
FIRST IMPRESSION
Your experience at Aditya Aluminium on the day of interview
was overwhelming
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
CAREER OPPORTUNITIES
The selection process for both executives and non- executives
an enumerated in recruitment and selection policy in Aditya
Aluminium focus on tomorrows need.
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
76
Out of a total of 50 responses 19 respondents
strongly agree and 13 respondents agree to the above question
i.e. 64% of the respondents agree to the availability of good
career opportunities in the organization.
SELECTION REQUIREMENT
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
77
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
EXPERT INTERVIEWERS
Aditya Aluminium nurtures a pool of interviewers from its
senior and middle level management having expertise in
interviewing skills
Strongly Disagree
Disagree
Can'nt say
Agree
Strongly Agree
78
management for interviews i.e. 72% of the respondents
agree to the
Above question.
79
CONCLUSION
Aditya Aluminum has a very effective recruitment and selection module. The GROUP has set an
example in the field of Human Resource Development with the ‘BEST EMPLOYER” award in
2007.
It has also been successful IN HIRING THE RIGHT CANDIDATE AT THE RIGHT TIME AT
THE RIGHT PLACE.
The transparent and effective recruitment process at Aditya Aluminium of employees has
brought about significant changes in the performance of the employees to achieve the
organizational goal. . It has also facilitated the employees in taking up higher responsibilities.2
The time gap between tracing the vacancy and appointing candidates is appropriate and is done
at the right time. 3
The interpersonal relationship and the moral of the employees are also on high as a result of
4
hiring candidates with the appropriate attitude.
80
SUGEGESTIONS
S T R O NG L Y
D IS A G R E E , 3 , 1 %
D IS A G R E E , 2 8 , 8 % S T R O NG L Y S T R O NG L Y A G R E E
NE UT R A L , 4 7 , 1 3 % AG REE, 119, 33% AG R EE
NE UT R A L
D IS A G R E E
AG REE, 169, 45% S T R O NG L Y D IS A G R E E
83
84