Professional Documents
Culture Documents
SUBMITTED BY~
RATUL SONOWAL
INDUSTRIAL RELATION
AND PERSONNEL MANAGEMENT
R/NO- M3/30
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TABLE OF
CONTENTS
Certificate
Acknowledgement
Executive Summary
TOPICS PAGE NO
Introduction 1
Rationale of Study 31
Research Methodology 33
Company Profile 34
Analysis 42
Limitations of Study 51
Conclusion 52
References
Annexures
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EXECUTIVE SUMMARY
The rationale to the study and the research methodology adopted is the
defined.
The results of the survey are then analyzed and discussed for the
company.
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INTRODUCTION
THEORETICAL CONCEPTS
RECRUITMENT
Before an organization can fill a job vacancy, it must find people who not
only are qualified for the position but also who want a job. Recruitment
refers to organizational activities that influence the number and type of
applicants who apply for a job and whether the applicants accept the jobs if
offered. Thus recruitment is directly related to both human resource
planning and selection.
Thus recruiters will have to become acquainted with new and more cost-
effective ways of attracting qualified applicants.
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those tasks and the organization on the basis of there past social and
working experiences. Their perception of the task will also be affected by
the work climate in the organization.
External influences
c) Use recruiting sources that will reach the greatest number of potential
applicants in the job market.
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DIAGNOSTIC MODEL
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Composition of labor force and location of organization
As the number of legal requirements has increased, it has become more
important for an organization to analyze the composition of workforce. Such
analysis is done to determine whether the firm's employment practices are
discriminatory. The location of the organization and the relevant market will
play a major role in the composition of the work force.
The nature of the organization and the goals of the manager are highlighted
in the above diagram, as is the nature of the task. The techniques used and
the sources of recruits vary with the job. As afar as the applicants are
concerned, their abilities and past work experience affect how they go about
seeking a job.
Recruiting requirements
The recruiting process necessarily begins with a detailed job description and
job specification. Without these, it is impossible for recruiters to determine
how well any particular applicant's fits the job. It should be made clear to the
recruiter which requirements are absolutely essential and which ones are
merely desirable. This can help the organization avoid having unrealistic
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expectations of potential employees : an employer might expect applicants
who stand first in their class, are president of all extra curricular activities,
have worked their way through school, have 10 years of experience and are
willing to work for long hours.
Finding applicants who possess the needed skills for a job is the "science" of
recruiting. Beyond determining whether an applicant has the skills needed
for the job, recruitment in the coming years will also have to determine
whether the applicant will function well within the culture and value system of
the organization. Interview performances in terms of interpersonal styles is
one of the most critical factors used by recruiters to evaluate prospective job
candidates.
In some organization's, HRM policies and practices affect recruiting and who
is recruited. One of the most significant of these is promotion from within.
This policy means that organization's recruit from outside the organization
only at the initial hiring level. They feel this is fair to present loyal employees
and assures them a secure future and a fair chance of promotion, and most
employees favor this approach. Some employers also feel this practice
helps protect trade secrets.
Organizational image
The image of the employer generally held by the public can also affect the
recruitment. all else being equal it is easier for the organization with a
positive corporate image to attract and retain employees than an
organization with a negative image.
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The good or bad, well-known or unknown images of these organization's will
affect how they are viewed by the job recruits. The organizations image is
complex, but it is probably based on what the organization does and whether
it is perceived as providing a good place of work. The larger the
organization, the more likely it is to have a well-developed image. A firm that
produces a product or service the potential employee knows about or uses is
also more likely to have an image for the applicant.
The applicants have abilities, attitudes and preferences based on past work
experiences and influences by parents, teachers and others. These factors
affect recruits in two ways: how they set their job preferences and how they
go about seeking a job.
Recruits have a set of preferences for a job. The recruit also faces the
limitation of labor market, government and union restrictions and the limits
og organizational policies and practices. The recruit must anticipate the
compromises just as the organization does.
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What factors affect the organization decision? A more educated set knows
the labor market better, have higher expectations of work and find
organization's that pay more and provide and more stable employment.
It is not always enough to be simply in the right place at the right time. The
effective job searcher creates opportunities in a systematic way. Effective
job search involves several steps including self-assessment, information
gathering and networking, targeting specific jobs and successful
presentation.
The job search process begins with self-assessment. The purpose of self
assessment is for job searchers to recognize their career goals, their
strength's and weaknesses, interests values and preferred life styles. This
information is later used in the search process to help the applicant assess
whether there is a fit with a particular job offer. The assessment is similar to
what organizational recruiters will be doing, only from the perspective of the
applicant.
METHODS OF RECRUITING
Most job openings are filled with people from within the organization and
entry level positions are the most likely to be filled by external sources.
Methods for internal recruiting include job posting, skill inventories, job
bidding and referrals. Methods of external recruiting include school and
college recruiting, advertising, and using employment agencies and
executive research firms and the lnternet.
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Internal versus external recruiting methods
The best way to avoid negative backlash when hiring or promoting from
within is to install fair practices and procedures. If steps are taken to ensure
a fair internal promotional process, most people will accept their loss and
remain productive and useful organizational citizen. External recruiting
method helps bring new ideas and approaches to the organization.
Job positing
Many position can be filled as a result of posting the job opening on the
bulletin boards, announcing the opening in a company newsletter or posting
announcement on the companies intranet. A job posting procedure enables
employees to strive for a better position within the company. Notices of
important openings should include all-important information about the job.
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Some firms have turned to computers to make their job posting more fruitful.
All employees who wish to participate complete questionnaires about
themselves, which include items concerning relocation willingness and
preferences as well as training and educational backgrounds. A few skills
are selected out of the total that best represent their functional skills. When
a position needs to be filled the requirements are matched and candidates
selected.
Skills inventory
Job bidding
These procedures typically specify that all jobs covered by the agreement
must be fitted by qualified applicants from within the bargaining unit. Those
interested in the vacancy bid for the job by applying if they are qualified. The
individual fills the position with the highest seniority from among the qualified
applicants. In some cases applicants take competitive examinations.
However only current employees are eligible.
Using a job bidding system is normally very easy. However it can present
some difficulties.
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Referrals
The gap that exists between the skills that organizations will need over the
next several years and those currently possessed by potential employees is
growing. The number of jobs requiring a college degree is on the increase.
Unfortunately for the organization it is a very time consuming and expensive
exercise. But pressures from the external environment will continue to force
organizations to be highly visible and active in this kind of recruiting.
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potential hiring. Preliminary interview with employers is done. Students are
given detailed influence about the job and the profile. Salaries are
negotiated. The expenses are borne by the organization. Many of the
changes are designed to reduce overall recruiting costs while maintaining a
strong applicant's flow into the organization. The trend seems to be for an
organization to develop a stronger, ongoing relationship with a relatively
select number of schools.
Advertising
One of the fastest growing recruitment methods is the lnternet and the
WWW. Companies who do use the lnternet as a recruiting source appear to
be happy with the process and the results. It allows access to broader set of
people and hence broader set of expertise and skills. It is also faster and
convenient. However it may not be accessible to all.
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UTILIZING RECRUITING RESOURCES
Exactly how many recruits are needed can be determined from past
recruitment efforts. Specifically a yield ratio can be developed for each
position to be filled. A yield ratio is the number of candidates who pass a
particular recruitment hurdle divided by the number who attempted the
hurdle.
It is important to keep in mind that the plan should support the companies
overall strategic approach.
Once the key employers have been located, the next step is to determine
what can be done to motivate them to remain with the organization. A
flexible work arrangement will mean something different to every employee,
so it is important to dearly delineate what key employees want and need with
respect to flexibility. Flexibility can also be offered by introducing
compressed work weeks, flexible starting times and comp time where
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workers can leave work for an hour or two to deal with family matters. An
increase in the compensation can also help retain a key employee.
Retention bonuses have also been used successfully as a means of getting
technical staffers. Without a salary adjustment key employees may be
stolen away by competitors,
College graduates entering work force for the first time are clear about their
expectations and are less willing to adapt their values and work styles to
accommodate to their employers.
The following factors entice first careerist to stay with the job and the
company:
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ALTERNATIVES TO RECRUITMENT
Workers who work less than 40 hours a week are considered part time
employees. They can be organization's pay roll or assigned via a
temporary agency.
Employee leasing
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Independent contractors
Outsourcing services
Recruiting costs include factors such as the cost of advertising, the salaries
and travel expenses of recruiters, travel expenses of potential job applicants
and recruiting agencies. These costs must be weighed against factors such
as the potion of acceptance offers. At a minimum, organizations should
compare the length of time applicants from each recruiting source stay with
the organization with the cost of hiring from a particular source. The
effectiveness of recruiting method varies among organizations and even jobs
within the same organization.
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THE SELECTION PROCESS
Once the application has been verified, it can be numerically scored to make
it comparable to others. The process of qualifying an application is called
weighting an application. The use of a weighted application blank
involves placing a value or score for the items on the application that have
been found to predict successful job performance. Applicants receive points
according to the information they report on the form and can then be ranked
based on their total points.
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Although weighted applicants blanks have been found to be predictive of
future performance, the time and cost of developing an effective are often
prohibitive.
Paper and pencil tests have been developed by psychologists and are used
by organization's to measure mental ability and aptitude. Ability and aptitude
tests examine a variety of tests such as general intelligence, an
understanding of spatial relationships, numerical skills, reasoning and
comprehension.
Work samples
Also called performance tests, work sample tests measure the ability to do
something rather than the ability to know something. These tests may
measure motor skills or verbal skills. Work sample tests should test the
important aspects of the job. Since job applicants are actually performing a
small portion of the job, it is difficult to "fake" ones ability on these tests.
One of the most effective ways to design work sample tests is by using the
results of a job analysis, because the results of a job analysis indicate which
tasks are most critical and which are required for successful completition of
the task. It is easy to determine which activities need to be represented on
the tests.
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Trainability tests
But work sample tests and trainability test have shown to have high to
moderate success predicting job performance.
Personality and general interest inventories are tests that have no "correct"
or "incorrect" answers. Interest tests are used to measure an individual's
work and career orientations. Personality tests focus on identifying traits or
typical behaviors of individuals and are used to measure a variety of traits
including aggression, self-esteem and type A behavior. Although personality
and general interest inventories are tests that have no "correct" or "incorrect"
answers. Interest tests are used to measure an individual's work and career
orientations. Personality tests focus on identifying traits or typical behaviors
of individuals and are used to measure a variety of traits including
aggression, self-esteem and type A behavior. Although personality tests can
be costly, they can help human resources manager's determiner individual
characteristics opt obtained from a resume, thus increasing the likelihood of
finding a go "fit" between the job position and the employee.
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Companies that use this type of pre employment tests must therefore ensure
that the information they seek and the way they use this information are
relevant to the job in order to prevent lawsuits by rejected applicants.
THE INTERVIEW
Another type of perceptual error is called the Halo effect. In this case, one
characteristic or behavior of the job applicant overrides all or most other
characteristics.
Types of interviews
Structured
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up questions. During the interview, the interviewer records his or her
thoughts and reactions on a standard organizational form. When
different interviewer reach the same or similar conclusion about a given
candidate, the interrater reliability is high. Unfortunately this type of
interview is very restricted.
Semi structured
Here only the major questions are prepared in advance and are
recorded on a standardized form. This type of interview involves some
planning on the part of the interviewer but allows for some flexibility
regarding exactly what and how questions are asked. Although the
inter rater reliability is not so high as with structured interview, the
information obtained may be richer and possibly more relevant
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Unstructured interview
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RECRUITMENT AND SELECTION - OVERVIEW
And while companies will have to develop innovative techniques to beat the
competition at recruitment hotspots like campuses, they must also look
outside their conventional hunting grounds. For that is where people with
unorthodox Winning ideas will come from CE0s looking for breakthrough
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marketers will have to recruit them from other industries since everyone
already in the sector will only offer tired ideas. Hunting for knowledge
workers, company va have to raid research laboratories, non-governmental
organization's, college staff-rooms and even sports fields. And the quest for
managers with the ability to lead mega projects will have to be global and
not limited to the country.
The test for personality traits will involve using unconventional tools like
graphology. Also on test will be candidates result orientation analytical
ability, initiative, communication skills and innovativeness, giving employers
as much information as possible with which they decide whether an
individual will be appropriate for the job. To validate the conclusions of the
tests, line managers and human resources personnel who conduct
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interviews will have to be trained interviewing skills. And companies will
have to use multi-session depth interviews ad of one off interactions to
explore different facets of a candidate under different circumstances and
varying degrees of pressure.
What are the elements which companies must use to entice top talent'.?
Compensation will be crucial only till it isn't absurdly below. the competitor
offer. Instead recruiting teams will have to market their company as a place
where employees have fun working, particularly to people that the company
is trying to hire from old fashioned organization's.
A corporate culture that cares for people and gives them room to grow will
be a company's strongest magnet for attracting good people. CEOs will have
to ensure that their line managers and human resources department design
unconventional jobs and daring responsibilities to create offers that their
targets cannot refuse. And if pursuing the right person and convincing him
to agree takes time, the companies should be willing for it. In the knowledge
economy the corporate quest for intellectual capital will be a continuous
process.
Recruitment costs
Low cost per hire may affect the quality of recruiting. Companies may think
that the cost of hire may be high but if the company is able to attract the best
talent, the company is successful. Quality of hire is a useful metric. to
assess the strength of the recruiting process.
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Companies can design a brief performance evaluation process and use it on
new entrants, within six and 18 months of joining. The quality of
performance puts the recruiting process to test.
On the other hand fast growing, innovative relatively newer firms tend to
focus more on external hires, a strategy guided partly by default and partly
by design. By and large all companies end up using a mixed strategy.
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Some companies believe that external hiring give facts about the
competitors. External hiring brings in new ideas, perspectives,
competencies and readymade skills that do away with the need for much
investment on training. On the other hand internal recruitment works fine,
sometimes better. The culture of certain companies may be such so as to
mould the existing employees for further vacancies. Such companies boast
of low employee turnover rate. Internal recruitment may have its benefits but
it also demands a great deal from the HR of the company.
Recruitment business has dropped by almost 40% lately and the situation
may remain low profile at least for the coming months. There is general
reduction in intake, recruiters are shying away from taking freshers or even
people from cross-functional industries so that there is less investment in
training. Organization's are trying to reallocate jobs, add portfolios to
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existing positions even considering outsourcing. Jobs are diminishing,
merging or even disappearing altogether. While there are definite signs of
conventional recruitment activity having slowed down, there are strong
signals that organization's are successfully experimenting with more
innovative techniques of talent scouting and sourcing of requisite skills need
to be replenished.
Employee referrals
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and past experience, the company concentrates on recruiting people for
their personality, so that people could fit in.
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A new selection aid
TEM has been endorsed by 62 companies like HLL, Ceat LTD, ITC Ltd,
Labor&T, GEC Alsthom Ltd, DCM Shriram etc. the scores achieved by the
candidates in this test along with other details are sent to corporates to be
shortlisted for 'Interviews and subsequent placement. Corporate houses get
access to scientifically evaluated candidates from allover the country without
having to visit each and every campus, thus saving time and effort. On the
other hand, the candidates get access to a host of companies without
individually applying to them.
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Recruitment strategy varied with stage of growth of the organization
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What are the skill sets
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RATIONALE TO THE STUDY
The overall aim of the recruitment & selection process should be to obtain at
minimum cost the number and quality of employees required to satisfy the
human resource needs of the company.
Hitting the hiring bull's eye is one of an executive most important and most
difficult responsibilities. Using interviews, reference checks and sometimes-
even personality tests, they try to infuse logic and predictability into hiring.
Still, success remains elusive.
If hiring has always been a daunting task, today's economy makes it more
so. The global scope of business has increased the demand for talented
senior executives in the corporate ranks. Meanwhile supply is shrinking as
more and more people-in particular promising MBA's choose to work for start
up ventures or go Into businesses for themselves. At the same time the
nature of work itself is in flux.
Until the 1990s, jobs were pretty uniform. In the classic, functional
organization cultures were relatively comparable, too - formal, hierarchical,
and based on individual achievement. But with the advent of new
organizational forms such as joint ventures and strategic alliances and with
growing prevalence of teams, free agents and networking, finding the right
person to fill a job has become more complex.
What competencies, after all these new kinds - of companies and cultures
require? Nowadays the CEO's of two companies in the exact same industry
may need entirely different skills and personal styles to succeed.
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Many talented people leave their organizations because senior managers
don't understand the psychology of work satisfaction; they assume that
people who excel at their work are necessarily happy in their jobs. Strong
skills do not always reflect or lead to job satisfaction. Many professionals,
particularly the leagues of 20-30 something's streaming out of today's MBA
programs, are so well educated and achievement oriented that they could
succeed in virtually any job. But will they stay?
The answer is, only if the job matches their deeply embedded life interests.
Companies like IOCL have always received awards for their best practices in
the field of human resources. Also these PSU's are undergoing a flux and
would soon be under the umbrella of a major change of being privatized.
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RESEARCH METHODOLOGY
RESEARCH OBJECTIVE UNDERTAKEN:
To study how the companies have coped with change in the market
vis a vis its recruitment process.
Primary Sources
The primary data was obtained on wide scale ranging from pre designed
formats to open ended interviews. The primary means were:
Secondary Sources
Data was also screened from secondary sources for further inputs.
Also data was obtained from various journals in order to supplement details
of recruitment trends globally and locally.
SAMPLE DESIGN
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COMPANY PROFILE OF INDIAN OIL
CORPORATION LIMITED
IndianOil touches every Indian’s heart by keeping the vital oil supply line
operating relentlessly in every nook and corner of India. With the backing of
over 32% of the country’s refining capacity (as of 1st April 2000) and 6260
kms of crude/product pipelines across the length and breadth of the country,
IndianOil’s vast distribution network ensures that essential petroleum
products reach the customer at the "right place and right time". IndianOil's
refineries and pipelines have been consistently achieving more than 100%
capacity utilisation and our marketing share is about 55% in India.
IndianOil’s activities are backed by its "Research and Development Centre",
the first such centre established in India. This centre has over the years
grown into a major technological development centre of international repute..
IndianOil also has four overseas offices in Kuwait , Malaysia, Dubai and
Mauritius.
As the premier National Oil Company, our endeavour is to serve the national
economy and the people of India. They also have a "vision beyond
tomorrow" – of becoming an integrated and diversified "Global Energy
Corporation". They are continuously innovating and strengthening areas of
core competence. At the same time, they are exploiting opportunities offered
in the new liberalised scenario by globalising and diversifying into related
areas.
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Operational Performance (1st April 1999 to 31st March 2000)
Record performance in the three core areas of Business :
Net profit of Rs. 2,140 crore (US$ 0.51 billion approx.) - a growth of
23.7% over corresponding period last year.
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VISION
MISSION
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CORPORATE HISTORY
In the year 1964, the Government of India took the decision to merge Indian
Refineries Ltd. (Incorporated in 1958) with Indian Oil Company Limited
(Incorporated in 1959). The merger took effect from September 1st 1964,
with the new name, IndianOil Corporation Ltd., with its Registered office at
Bombay (Mumbai). In 1981, refining and marketing rights of the erstwhile
Assam Oil Company were vested in IndianOil.
At the time of formation, Indian Oil Corporation Ltd, the authorised capital of
the Indian Refineries Ltd. was Rs. 60 crore and that of Indian Oil Company
Ltd. was Rs. 12 crore.
Guwahati Refinery, the first public sector refinery of the country, was built
with Romanian collaboration and was inaugurated by the first Prime Minister
of India, Pandit JawaharLal Nehru, on 1st January 1962. As on 1st April,
2000 IndianOil owns and operates 7 of the country's 15 refineries with a
refining share of 32%. IndianOil's seventh refinery at Panipat was
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commissioned in 1998 .IndianOil's total refining capacity is now 35.6
Million Tonnesper Annum.
From a small beginning with a sale of 0.032 million kilo litres, IndianOil
achieved sales of 10 million kilo litres with a turnover of Rs. 635 crore and
profit Rs.22.5 crore by the late 60's . From then on, the company has grown
from strength to strength and presently holds about 55 % market share with
sales of about 49.17 million tonnes during the financial year ending March
2000@. During 1998-99, IndianOil's profit after tax stood at Rs.2214 crore
as compared to the profit of Rs. 22.5 crores in the late 60's. The Net profit
during the period August 1999-December 1999 has been Rs.2140 crore
Major plans have been drawn up to augment infrastructure and expand into
exploration & production of crude oil, petrochemicals, power generation and
LNG. The company is also globalising its R&D activities, training and
consultancy services, and marketing of products, including lubricants.
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Capabilities
• Technical services
• Inspection
• Materials Mangement
• Training
Human Resorces
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Career growth opportunities
Welfare of Employees
Apart from attractive scales and perks, IndianOil provides its employees
many facilities and welfare measures which are continuously upgraded. The
medical facilities extended to the employees are rated amongst the best in
the country. Apart from fully equipped hospitals at refinery townships, the
Corporation also has nominated hospitals at various locations to meet
employee needs. Holiday homes at select locations throughout the country
help employees and their families unwind.
Entrepreneurial culture
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Training and Development
ANALYSIS
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MANPOWER PLANNING AND BUSINESS PLANS
IOCL
Following which the board sanctions the manpower plan and the recruitment
process begins. This also allows IOCL to tailor its manpower plans to its
corporate objectives since the profiles of each are drawn up in consultations
with the line management, top management ( depending whether
managerial or non managerial ) and the experience of the past years .
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in the making of its manpower plans. The result are evident in the success of
IOCL, the fact that it leads the market.
The company has a well-laid out succession plan which forms an essential
backbone of the company. This ensures that any person leaving the
organization at a middle or senior level, the work does not come to a stop
nor is their chaos. A well-defined succession planning ensures a lot more
than this. The company does situations. This instills a feeling of security
amongst the employees at the lower level. The relevance of merit and
performance becomes accentuated and helps them perform better.
The job definition plays a crucial role in the recruitment process since it
helps define the expected qualifications and background for the concerned
job. The requirements markedly differ for the managerial and non-
managerial level. The job definition does take place prior to the recruitment
process, which involve the line manager largely judging the job profile. This
helps recruit the right person for the right place, but the jobs profile of only
technical people follow the path. Incase of general managerial level etc the
job definition outlines a sketch of required competence. The person is then
molded along the career path.
The image built by IOCL and the reviews of the analyst are a reinforcing
factor in the minds of the prospective employees. IOCL is also leading the
market and is ahead of Reliance .
IOCL
IOCL follows both internal & external recruitment processes for managerial
and non-managerial level.
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Procedure of Recruitment
• Employment exchange
• Internal promotion/selection
IOCL – The internal hiring is a common feature amongst the PSU’s. IOCL
indulges in internal hiring for the staff and the managerial level. In both
cases promotion on basis of performance is a common factor. In fact in the
managerial level the merit is the only basis of internal recruitment. In case of
the non-managerial level it may be promotion or if the employee has added
some qualification to his skill set.
The internal hiring definitely is dependent upon the next level vacancy. As
the employee moves higher up the ladder up the ladder the recruitment at
the senior level becomes strictly merit based. Hence the promotions are
tougher. Also the success of succession planning is more relevant for the
senior people.
In IOCL,
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Promotions are effected based on the following criteria:
• Qualification
• Seniority
Transfer
The services of all employees are transferable to any place in India in the
service of the corporation at the discretion of the Management.
• Officers having direct public dealings are also normally considered for
transfer after 3-4 years on a particular post etc.
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personal interview. The selected candidates are distributed among the
separate Division of IOC (It has 3 Divisions viz. Refineries Division,
Marketing Division & Pipelines Division) depending upon manpower
requirements.
Release of Advertisements
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Pre-written Test Activities by Agency
• Screening of Application
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Nomination of supervisors / officers
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Conducting of GD/GT & Interview
Selection Procedure :
These candidates are required to appear both GD/GT & interview respective
of their performance, since these two stages of selection are conducted
independent of each other. However, they are required to score minimum
presented markets both in GD/GT and interview acting, which they are
disqualified at the tune of preparing the select panel.
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• Distribution of selected candidate among different dimension of TOC,
depending upon manpower requirements.
For the staff level the regional head or the line management is involved in
the recruitment process. In case of recruitment through advertisement the
top management plays a significant role in the final interview process.
Relations with labor unions have little affect on the recruitment process. The
cost associated with recruitment is a very important factor. The budgets
allotted at the beginning of the recruitment process are an in depth
evaluation of the financial situation of the company . Hence in case of
recruitment through advertisements the cost incurred is very high.
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LIMITATIONS OF STUDY
Due to time constrains a discussions could not be held with other employees
as to their personnel level of satisfaction from the recruitment and selection
practices and procedures.
Also there is a lot of heavy bias attached with the responses because of
personnel experience. The people interview there is from GM's to Executive
directors to head personnel. Hence the inputs would vary greatly amongst
them due to the difference in level of authority and experience.
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CONCLUSIONS
With the liberalization bringing in new talent and increased competition ,
recruitment has taken strategic dimensions . The overall aim of the
recruitment & selection process should be to obtain at minimum cost the
number and quality of employees required to satisfy the human resource
needs of the company.
It is evident from the study that organisation ‘s which have responded to the
change in the environment by reviewing its functions have attained success .
IOCL draw their manpower extensively . These manpower plans have close
linkages with the corporate objectives and business plans . These are drawn
after a detailed analysis following a sanction.
The budget and the sanctions heavily determine the recruitment pattern in
the PSU’s . Being a PSU also limits its strategies undertaken to market the
image of the company . Also it has to meet the quotas set for SC/ST by
government. Till a year back Campus recruitment was very much there but it
has been discontinued as it was felt there was some biasedness attached to
it as IOCL visits only Premier Institutes.
Internal hiring is there for managerial level which may or may not involve the
written test
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IOCl also has taken lead to make its recruitment & Selection procedure more
efficient. It is in the process of making it on –line registration & also results of
the examination can been seen by candidates on internet.
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REFRENCES
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QUESTIONAIRE
1.What all methods of recruitment being adopted at IOCL
2. What kind of a recruitment process gives you the best results according to
you ?
3. How do you tailor your manpower plan and companies business plans?
4.Do you think there has been a change in recruitment process over the
years in IOCL.
Yes No
Yes No
Yes No
7. Do you think IOCL recruitment & selection process is quite rigid in terms
of eligibility criteria's
Yes No
Yes No
Yes No
10. What techniques are used to gauge the capabilities and aptitudes of
candidates?
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11. Who and which levels form the interviewing panel? On what basis is the
above chosen?
13. On what factors is the candidate assessed in terms of fit for a job?
Education Experience
Career expectations National mobility
Compensation All the above
15. What are the organizational factors which effect the recruitment process
in your organisation:
16. How do think the environmental factors have affected your recruitment
process:
- Labor market
- Economic trends
- Social attitudes
- Regulations
- Unions
17. Does the company propagate ideas like “ Come Grow with us” , “
learning environment”?
60
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