A PROJECT REPORT ON

RECRUITMENT POLICY OF STEEL AUTHORITY OF

INDIA LIMITED - IISCO STEEL PLANT

DONE UNDER THE GUIDENCE OF

MR. MANOHAR LAL

AGM (PL NW) at SAIL ISP BURNPUR
SUBMITTED BY

For Partial Fulfillment of MBA Curriculum

SUBMITTED TO

DEPARTMENT OF BUSINESS ADMINISTRATION

THE UNIVERSITY OF BURDWAN

CERTIFICATE

DECLARATION

ACKNOWLEDGEMENT
2

I am very thankful to everyone who all supported me for

completing my project effectively and moreover, on time.

I am equally grateful to respected professor Dr. P.K. Tripathi. He

gave me moral support and guided me in different matters
regarding the study.
Last but not the least, I would like to thank my industry guide of
entire project study Mr. Manohar Lal who helped me a lot in
gathering different information, collecting data and guiding me
from time to time in completing this project. I also thankful to
all the employees of IISCO-Burnpur who gave me their different
ideas which help to make this project unique.

Table of contents
3

SL. NO.

SUBJECT

Page No.

1.PREFACE
6-7
2.AIMS & OBJECTIVE
8
3.INTRODUCTION
9-17
4.COMPANY PROFILE
18-30
5.LITERATURE REVIEW
31-45
6.RECRUITMENT PROCESS
46-78
7.RESEARCH METHODOLOGY 78-81
8.DATA ANALYSIS
81-98
9.FINDINGS
99
10. LIMITATION
100
11. RECOMMENDATION
101-103
12. CONCLUSION
104-105
13. BIBLIOGRAPGY
106

SAIL - IISCO STEEL PLANT

PREFACE
Steel Authority of India Limited (SAIL) is the leading steelmaking company in India. It is a fully integrated iron and steel
maker, producing both basic and special steels for domestic
construction, engineering, power, railway, automotive and
defense industries and for sale in export markets. SAIL is also

among the five Maharatnas of the country's Central Public

Sector Enterprises.
SAIL manufactures and sells a broad range of steel products,
including hot and cold rolled sheets and coils, galvanized
sheets, electrical sheets, structurals, railway products, plates,
bars and rods, stainless steel and other alloy steels. SAIL
produces iron and steel at five integrated plants and three
special steel plants, located principally in the eastern and
central regions of India and situated close to domestic sources
of raw materials, including the Company's iron ore, limestone
and dolomite mines. The company has the distinction of being
Indias second largest producer of iron ore and of having the
countrys second largest mines network. This gives SAIL a
competitive edge in terms of captive availability of iron ore,
limestone, and dolomite which are inputs for steel making.
SAIL's wide range of long and flat steel products are much in
demand in the domestic as well as the international market.
This vital responsibility is carried out by SAIL's own Central
Marketing Organization (CMO) that transacts business through
its network of 37 Branch Sales Offices spread across the four
regions, 25

Departmental Warehouses,

42

Consignment

Agents and 27 Customer Contact Offices. CMOs domestic

marketing effort is supplemented by its ever widening network
of rural dealers who meet the demands of the smallest
customers in the remotest corners of the country. With the total
number of dealers over 2000 , SAIL's wide marketing spread
ensures availability of quality steel in virtually all the districts of
the country.
6

SAIL's International Trade Division ( ITD), in New Delhi- an ISO

9001:2000 accredited unit of CMO, undertakes exports of Mild
Steel products and Pig Iron from SAILs five integrated steel
plants.
With technical and managerial expertise and know-how in steel
making gained over four decades, SAIL's Consultancy Division
(SAILCON) at New Delhi offers services and consultancy to
clients world-wide.

OBJECTIVE OF THE STUDY

 The main objective of the Project is to Study the

Recruitment Process of Steel Authority of India-IISCO steel
plant.
To know the Recruitment Policy taken by the company.
To know the Internal and External source of recruitment.
To find out the promotional activities and selection process
of candidates in SAIL-IISCO Plant.

INTRODUCTION

Steel Authority

of India Ltd. a Navaratna public sector

undertaking of GOI , is the leading steel making company in

India and ranked world s seventeenth largest steel producer in
2005. During 2005-2006 , SAIL (ISP & special steels plants)
produced 13.47 million tones of crude steel, accounting for
about 31.5% of total domestic crude steel production. With
12.05 million tones of saleable steel production ,SAIL has
23%market share (mild steel).

Incorporated in 1973, steel authority of india (SAIL) is the

largest integrated steel producer in India with multi - locational
facilities

of production. It manages and operates four

integrated

steel

plants

at

bhilia

(chattisgarh)

bokaro

(Jharkhand); Durgapur (west Bengal); rourkila (Orissa) and

IISCO (Burnpur). It also has three units making stainless and
alloy steel at Durgapur (west Bengal); salem (tamil nadu) and
bhadravati (Karnataka). Sail operates nine iron ore, five
limestone , three dolomite and three coal mines. Besides , it
also has a subsidiary MEL, (Chanderpur) which is in the process
of being merged with SAIL. SAIL has also procured six joint
venture companies in different areas from power plants to ecommerce.

Sail manufactures and sells a broad range of steel products,

including hot and cold rolled sheets and coils, galvanized
sheets, electrical sheets, structural , railway products, plates ,
9

bars and rods , stainless steel and other alloy steel. Sail
produces iron and steel at four integrated plants and three
special steel plants , located principally in the eastern and
central regions of india and situated close to domestic sources
of raw materials, including the Companys iron ore, limestone
and dolomite mines.

SAILs wide range of long and flat steel products is much in

demand in the domestic as well as international market. This
vital responsibility is carried out by SAILs own Central
Marketing Organization (CMO) and International Trade Division.
CMO encompasses a wide network of 38 branch offices and 47
stockyards located in major cities and towns throughout India.

SAIL has a well equipped Research and Development Centre for

Iron and Steel (RDCIS) at Ranchi which helps to produce quality
steel and develop new technologies for the steel industry.
Besides, SAIL has its own in-house centre for Engineering and
Technology (CET), Management Training Institute(MTI) and
Safety Organization at Ranchi. Our captive mines are under the
control

of

the

Raw

Materials

Division

in

Calcutta.

The

Environment Management Division and Growth Division of SAIL

operate from their headquarters in Calcutta. Almost all our
plants and major units are ISO certified.

10

History of the company

The Precursor
SAIL traces its origin to the formative years of an emerging
nation - India. After independence the builders of modern India
worked with a vision - to lay the infrastructure for rapid
industrialization of the country. The steel sector was to propel
the economic growth. Hindustan Steel Private Limited was set
up on January 19, 1954.

Expanding Horizon (1959-1973)

Hindustan Steel (HSL) was initially designed to manage only
one plant that was coming up at Rourkela. For Bhilai and
Durgapur Steel Plants, the preliminary work was done by the
Iron and Steel Ministry. From April 1957, the supervision and
control of these two steel plants were also transferred to
Hindustan Steel. The registered office was originally in New
11

Delhi. It moved to Calcutta in July 1956, and ultimately to

Ranchi in December 1959.
The 1 MT phases of Bhilai and Rourkela Steel Plants were
completed by the end of December 1961. The 1 MT phase of
Durgapur Steel Plant was completed in January 1962 after
commissioning of the Wheel and Axle plant. The crude steel
production of HSL went up from .158 MT (1959-60) to 1.6 MT. A
new steel company, Bokaro Steel Limited, was incorporated in
January 1964 to construct and operate the steel plant at
Bokaro.The second phase of Bhilai Steel Plant was completed in
September 1967 after commissioning of the Wire Rod Mill. The
last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was
commissioned in February 1968, and the 1.6 MT stage of
Durgapur Steel Plant was completed in August 1969 after
commissioning

of

the

Furnace

in

SMS.

Thus,

with

the

completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela

and 1.6 MT at Durgapur, the total crude steel production
capacity of HSL was raised to 3.7 MT in 1968-69 and
subsequently to 4MT in 1972-73.

Holding Company
The Ministry of Steel and Mines drafted a policy statement to
evolve a new model for managing industry. The policy
statement was presented to the Parliament on December 2,
1972. On this basis the concept of creating a holding company
to manage inputs and outputs under one umbrella was mooted.
This led to the formation of Steel Authority of India Ltd. The
company, incorporated on January 24, 1973 with an authorized
12

capital of Rs. 2000 crore, was made responsible for managing

five integrated steel plants at Bhilai, Bokaro, Durgapur,
Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel
Plant. In 1978 SAIL was restructured as an operating company.
Since its inception, SAIL has been instrumental in laying a
sound infrastructure for the industrial development of the
country.

Besides,

it

has

immensely

contributed

to

the

development of technical and managerial expertise. It has

triggered the secondary and tertiary waves of economic growth
by continuously providing the inputs for the consuming
industry.

MAJOR UNITS of sail IN INDIA

BHIL AI STEEL PL ANT

DURGAPUR STEEL PL ANT (WB)
IISCO STEEL PL ANT, BURNPUR (WB)
ROURKEL A STEEL PL ANT( ODDIS A)
BOKARO STEEL PL ANT ( JHARKHAND)

Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal

Salem Steel Plant (SSP) in Tamil Nadu

Visvesvaraya Iron and Steel Plant (VISL) in

13

Karnataka

Subsidiary

Maharashtr
a
Elektrosmelt
Limited
(MEL) in
Maharashtr
a

Joint Ventures
NTPC SAIL Power Company Pvt. Limited (NSPCL): A 50:50
joint venture between Steel Authority of India Ltd (SAIL)
and National Thermal Power Corporation Ltd (NTPC Ltd);
manages SAILs captive power plants at Rourkela,
Durgapur and Bhilai with a combined capacity of 814
megawatts (MW).

14

 Bokaro Power Supply Company Pvt. Limited (BPSCL): This

50:50 joint venture between SAIL and the Damodar Valley
Corporation (DVC) is managing the 302-MW power
generating station and 660 tonnes per hour steam
generation facilities at Bokaro Steel Plant.

Mjunction Services Limited: A 50:50 joint venture between

SAIL and Tata Steel; promotes e-commerce activities in
steel and related areas. Its newly added services include
e-assets sales, events & conferences, coal sales &
logistics, publications, etc.

SAIL-Bansal Service Centre Limited: A joint venture with

BMW Industries Ltd. on 40:60 basis for a service centre at
Bokaro with the objective of adding value to steel.

Bhilai JP Cement Limited: A joint venture company with

Jaiprakash Associates Ltd on 26:74 basis to set up a 2.2
million tonne (MT) slag-based cement plant at Bhilai.

Bokaro JP Cement Limited: Another joint venture company

with Jaiprakash Associates Ltd on 26:74 basis to set up a
2.1 MT slag-based cement plant at Bokaro.

SAIL & MOIL Ferro Alloys (Pvt.) Limited : A joint venture

company with Manganese Ore (India) Ltd on 50:50 basis to

15

produce ferro-manganese and silico-manganese required

in production of steel.

S & T Mining Company Pvt. Limited: A 50:50 joint venture

company with Tata Steel for joint acquisition &
development of mineral deposits; carrying out mining of
minerals including exploration, development, mining and
beneficiation of identified coking coal blocks.

International Coal Ventures Private Limited: A joint venture

company/SPV promoted by five central PSUs, viz. SAIL,
CIL, RINL, NMDC and NTPC (with respectively 28.7%,
28.7%, 14.3%, 14.3% and 14.3% shareholding) aiming to
acquire stake in coal mines/blocks/companies overseas for
securing coking and thermal coal supplies.
SAIL SCI Shipping Pvt. Limited: A 50:50 joint venture with
Shipping Corporation of India for provision of various
shipping and related services to SAIL for importing of
coking coal and other bulk materials and other shippingrelated business.

SAIL RITES Bengal Wagon Industry Pvt. Limited: A 50:50

joint venture with RITES to manufacture, sell, market,
distribute and export railway wagons, including high-end
specialized wagons, wagon prototypes, fabricated
components/parts of railway vehicles, rehabilitation of
industrial locomotives, etc., for the domestic market.

SAIL SCL Limited: A 50:50 JV with Government of Kerala

where SAIL has management control to revive the existing
16

facilities at Steel Complex Ltd, Calicut and also to set up,

develop and manage a TMT rolling mill of 65,000 MT
capacity along with balancing facilities and auxiliaries.

SWOT Analysis of The

Industry
The strengths, weakness, opportunities and threats for the Indian
steel industry have been tabulated below. The national steel
policy lays down the broad roadmap to deal with all of them.
STRENGTHS
17

Availability of abondon Iron Ore

Abondance of quality manpower

Mature production base

High maintenance of plants

WEAKNESS

Unscientific mining
Low productivity

Low R&D Investment

Inadequate infrastructures

High cost of debt

OPPORTUNITIES

Unexplored rural market

Growing domestic demand

Exports

THREATS

China Becoming Net Exporter

Protectionism in the West

Dumping by competitors

About IISCO Steel Plant

The Indian Iron & Steel Company (IISCO), a SAIL subsidiary, was
amalgamated with SAIL on 16th February 2006 and renamed
IISCO Steel Plant (ISP). This full-fledged integrated steel plant is
one of Indias oldest. Established as an industrial enterprise in
18

1918, IISCO produced iron from an open-top blast furnace at

Hirapur (later to be called Burnpur) in West Bengal for the first
time in 1922. The plant was progressively upgraded to a
capacity for production of 4.26 lakh tonnes of saleable steel
and

2.54

lakh

tonnes

of

pig

iron

annually.

The

plant

manufactures a range of products, over some of which it holds

exclusive market dominance. Iron & steel produced by it has
been acknowledged as being of the finest quality.
The plant is presently undergoing the final touches of a Rs.
16,480-crore modernization-cum-expansion programme to raise
its saleable steel capacity to 2.5 million tonnes per year.

IISCO STEEL PLANT ( BURNPUR)

History
IISCO held the proud distinction of being the owner of Indias
oldest unit producing pig iron by modern methods at Kulti on
the banks of river Barakar near Hirapur. An open-top blast
furnace set up in 1870 by a company known as Bengal Iron
Works

Co.

(BIW)

founded

by

James

Erskine

pioneered

production of iron in India in 1875. The same unit at Kulti also

pioneered steel production in India through small open-hearth
furnaces in 1904-06. BIW was absorbed by IISCO in 1936 and
steel making started as a regular measure in 1939. Another
company

named

Steel

Corporation

of

Bengal

(SCOB),

incorporated in 1937, was also amalgamated with IISCO in

1952. SCOBs Napuria Works and IISCOs Hirapur Works in
19

unison came to be known as the Burnpur Works of IISCO. The

Burnpur Works underwent two overlapping expansion in 1953
and 1955, increasing its production capacity to 1 million tonnes
of ingot steel and 0.8 million tonnes of saleable steel.
As the flagship business enterprise of Martin Burn House, IISCO
had acquired iron ore mines at Gua and Chiria in what is
todays Jharkhand state and collieries in Chasnalla and Jitpur
(also in Jharkhand) and Ramnagore (in Bengal). These captive
sources of high quality raw materials gave IISCO a major
competitive edge and enabled it to establish a prestigious
reputation in domestic and foreign markets. It also became the
first Indian blue chip company to have its shares traded at the
London Stock Exchange. The Burnpur Works of IISCO reached
its pinnacle of performance during the 1960s and produced
more than a million tonnes of ingot steel.
Despite growth plans, however, a combination of factors drove
the company into stagnation and decline, resulting in lack of
investment for technology up gradation to meet emerging
market competition. IISCO was nationalized in 1972 and
became a wholly-owned subsidiary of SAIL in 1979.

20

COMPANY VISION
To be a respected world Class Corporation and the
leader in Indian steel business in quality,
productivity, profitability and customer satisfaction.

COMPANY MISSION
Produce high quality product at reduced cost
through backward integration of its steel plants and
provide value added products through forward
integration.
Diversify and expand both through organic and
inorganic growth.
To be a great place to work by inspiring people to
be at their best.
Deploy environment friendly process.

SAIL - Into the Future

Modernization & Expansion
SAIL, is in the process of modernizing and expanding its
production units, raw material resources and other facilities to
maintain its dominant position in the Indian steel market. The
objective is to enhance the production capacity to 23.46 MTPA
of Hot Metal from the installed production capacity of 13.8
MTPA.

21

A new unit coming up at ISP

Orders for all major packages across all the Plants have been
placed and these packages are at advanced stages of
implementation.
Expansion of Salem Steel Plant has been completed in Sep10
and the facilities are in regular operation.
In other Plants, most of the linked facilities have been
completed and also the units in primary area like Raw Material
Handling Systems, Coke Oven Batteries, Sinter Plants and a
Countrys Largest Blast Furnace have been completed. One
Continuous Casting Machine and Rolling Mill Unit has also been
completed. Further Hot Trials in another Continuous Casting
Machine have also started. The execution of rest of the Projects
under Modernization & Expansion Plan is being done with full
momentum and is expected to be completed by 2014-15.
Objective of Expansion Plan
100% production of steel through Basic Oxygen Furnace
(BOF) route
100% processing of steel through continuous casting
Value addition by reduction of semi-finished steel
Auxiliary fuel injection system in all the Blast Furnaces
State-of-art process control computerization / automation
State-of-art online testing and quality control
22

 Energy saving schemes

Secondary refining
Adherence to environment norms

Production Target
The production target of hot metal,
after Expansion is indicated below:
(Million tonne per annum)
Item
Installed Capacity
Hot Metal
13.8
Crude Steel
12.8
Saleable Steel
11.1

crude steel and saleable steel

Capacity After Expansion

23.46
21.40
20.23

Capital Expenditure
Amount spent on Expansion Plan and other Capital Schemes of
SAIL (incl. subsidiary) during last 5 years are as follows:
Year
2008-09
2009-10
2010-11
2011-12
2012-13

Total
(Rs./Crore)
5233
10606
11280
11021
9731

23

SAIL ISP ORGANIZATIONAL STRUCTURE

24

COMPANY SAFETY POLICY

Safety of its employee and the people associated
with it including those living in the neighborhood of
its plants, mines and units.
Persue safety efforts in a sustained and consistent
way by establishing
safety goals, demanding
accountability
for
safety
performance
and
providing resources to make safety programmes
work .

SAFETY SLOGAN WITHIN THE COMPANY

SAFETY EQUIPMENT IN WORK PLACE

25

FACILTIES LOCATION OF ISP

ISP's MODERNISATION & EXPANSION PLAN

Modernized facilities

IISCO Steel Plant has taken up a massive plan to expand its

annual production capacity to about 2.5 million tonnes by
installation of a greenfield state-of-the-art integrated steel
plant. The modernized facilities include:
UNIT

FACILITY

ANNUAL PROD.
CAPACITY

Coke Oven Battery

7 m tall x 74
ovens

0.78 MT gross coke

Sinter Plant

2 x 204 m2

3.8 MT gross sinter

Blast Furnace

1 x 4060 m3

2.7 MT hot metal

26

UNIT

FACILITY

ANNUAL PROD.
CAPACITY

Basic Oxygen
Furnace

3 x 150 tonne

2.5 MT crude steel

Billet Caster

2 x 6 strand

1.67 MT

Beam Blank Caster 1 x 4 strand

0.8 MT

Universal Section
Mill

0.6 MT

Bar Mill

0.75 MT

Wire Rod Mill

0.5 MT

Coke Oven
One coke oven complex equipped with a 7-metre tall battery,
having 74 ovens with coke dry cooling plant and matching
byproduct plant is a part of the modernized facilities. The plant
uses dry cooling by inert gases, instead of conventional water
quenching to produce the best quality coke.
Sinter Plant
Two sinter machines with a grate area of 204 metre square to
produce sinter up to 80% of total iron bearing burden for blast
furnace. The super-fluxed sinter avoids addition of raw flux in
blast furnace thus resulting in improvement of energy efficiency
and productivity of blast furnace and reduction in coke rate.
Other major facilities in the sinter plant include base blending
for input materials, flux and fuel crushing facilities, lime dozing
facility.
Blast Furnace
The blast furnace with around 4,060 metre cube of useful
volume is one of its kind in the country. Equipped with
pulverized coal injection technology it drastically brings down
the coke rate to 385 kg per tonne of hot metal. It also provides
using of high blast temperature up to 1250C, oxygen
enrichment, and high top pressure of in order to increase blast
furnace productivity and to reduce the coke rate.
Basic Oxygen Furnace

27

Three 150-tonne capacity basic oxygen furnaces to produce

around 2.55 MT of liquid steel. These BOFs have latest features
like combined blowing, slag splashing, fully computerized
operation and process control system, slag arresting facilities.
Using scrap, iron ore and DRI as coolant it eliminates waste and
enables recycling. Almost all types of steel can be produced
with suitable downstream secondary refining units and
flexibility in heat size.
Secondary refining (Ladle Furnace)
Two 150-tonne capacity ladle furnace for secondary refining
process. These LFs allow the BOFs to be used primarily as
melting units. Homogenization of steel composition and steel
temperature, desulphurisation, final decarburisation and
degassing can be efficiently carried out in the secondary
refining vessel.
RH Vacuum Degassing Unit
The vacuum degassing capacity of 150 tonnes will help to
produce liquid steel with low level of inclusions and good
homogeneity and value-added low alloy grades of steel,
particularly in Cr/Ni/Mo bearing alloys. The process also
provides controlled alloying and mixing to produce a variety of
alloys.
Casting of liquid steel
The continuous casting process includes shrouding of liquid
steel stream from ladle to tundish and from tundish to mould to
avoid re oxidation, automatic steel level control in mould
through radioactive isotopes and computerized cooling of the
stand in secondary cooling zone.
Billet Caster & Beam Blank-cum-Bloom Caster
Keeping in view the requirement of billets, blooms and beam
blanks in rolling mills, two 6-strand billet casters and a 4-strand
bloom-cum-beam blank caster with state-of-art- technology are
being installed. The use of beam blanks in Universal Section Mill
leads to considerable improvement in overall yield and energy
consumption.
Rolling Mills
One bar mill and one wire rod mill for production of 0.75 MT of
high quality bars and 0.5 MT of wire rods per year. Another
28

Universal Section Mill to produce 0.6 MT of universal section

products per year. The net rolling hour available is 5,000 hrs/yr
and the yield from cast blooms/beams blanks to universal
section products is 96.5%. The net rolling hour available for bar
mill and wire rod mill is 5,500hrs/yr and yield from cast billets
to bars and wire rods is 96.5%.
Advance logistics
Minimum and uninterrupted flow of materials has been given
due importance while developing the layout of the modern
plant. Mimic control system for hot metal movement on railway
track has been envisaged under logistics head. The plant is
provided with latest version of IP-communication server-based
telephone exchange to provide state-of-art communication
infrastructure.
Human Resource
Using a range of activities like computer training, interactive
sessions and technical workshops, the HR department acts as a
control room for the progress of the most important pillar in the
growth of ISP the people. Its activities encompass enriching
human experience, knowledge and skills. It also imparts critical
functions like multi-skill training, PC skills programme and
training abroad. The department is well equipped with
computer lab, workshop, PLC-lab and air-conditioned
conference hall (HRD Sub Centre). It also publishes its own e
magazine called Confluence for the benefit of employees.
Communications
ISP
publishes
a
weekly
newsletter
named
CRISP
(Communications Regarding IISCO Steel Plant) to disseminate
information on company affairs to employees. Its e-version
caters to the need of netizens. IISCO Samachar is a weekly
bilingual video magazine consisting of plant, local and
community
programme
news.
ISPs
Public
Relations
department, which also organizes various events for
community development, houses an RTI cell which processes
applications under the Right to Information Act.

29

Knowledge education
SAIL-ISP runs a number of schools Burnpur Boys' High School,
Burnpur Girls' School, Burnpur Riverside School (BRS),
Chhotodighari Vidyapith, Subhaspally Vidyaniketan, Hirapur
School and Shanti Nagar School which enables employees
children to face the competitive world and to stand out among
the crowd.
Healthcare

ISP gives primary importance to the health and sanitation

facilities available within its administrative vicinity. A 500bedded Central Hospital with facilities of modern OT, ICU, ICCU,
Dialysis unit, Dental, Isolation ward, Blood bank, Physiotherapy,
etc., caters to the medical needs of ISP employees and their
families. More than 200 cataract operations have been done in
Burnpur Hospital for needy villagers. Besides, there are Clinics
in all townships and Occupational Health Centre in the plant to
provide first aid to the employees in case of any work
accidents. Health campaigns are undertaken by the hospital to
provide underprivileged people with free medical check-up and
free medicines etc.

30

Sporting set-up
Sports offer much-needed relaxation after the tedium of factory
work. The Burnpur Stadium is a Centre of extensive sporting
activities. Other sports complexes are the ISP Sports House,
Burnpur Cricket Ground, Sports Coaching Centre, ISP Boxing
Stadium, Academies, ISP School Sports Complex and Hostel
Grounds. ISPs Sports department organizes various sports
activities such as football, basketball, volleyball, hockey and
athletics. Players groomed in the SAIL Football Academy at
Burnpur have represented SAIL in the Kolkata IFA and 1st
Division League matches. The Table Tennis Academy located
here has given birth to a number of world-class players. The ISP
cricket team, comprising 30 selected players, is also part of the
Sports House.
All the candidates playing under different disciplines are trained
under the supervision of qualified coaches. Four players
31

belonging to the ISP Sports Academy have represented ISP in

the prestigious Commonwealth Games.

ISP products
ISP produces a large number of steel structures and special
sections as well as pig iron. The plant pioneered the production
of centre-sill Z-section used in the fabrication of wagon and Ztype sheet piling section used in construction of barrages,
bridge foundations and other projects and colliery arch section
used for roof support in collieries. The plant has also developed
slit rolling for small
diameter
rounds (10 mm and 12
mm TMT),
which are in high
demand in
the domestic market.

PRODUCT BASKET (Post-Expansion)

MILL
NAME
Wire Rod
Mill

PRODUC
T
Wire rod
.5 22
mm

SPECIFICATION
Carbon steel, Spring steel, EQ grade, Ballbearing steel, Free-cutting steel, Coldheading steel, Low-alloy steel, Forging
quality steel
32

MILL
NAME

PRODUC
T

SPECIFICATION

Bar Mill

Rebar

Low medium carbon steel, Carbon steel

Universal
Section
Mill

Beam
Channel
Angles
Bulb Bars
Z Bars

IPE 240 IPE 750 mm, IPM 350 mm, HEA

200 450, HEB 200 450
200 400 mm
150 200 mm
200 340 mm
ISPS 1625 U 2222 U, 1021 Z, 1481

LITERATURE REVIEW
CONCEPT RECRUITMENT

RECRUITMENTPlacing the RIGHT PERSON in RIGHT PLACE at

RIGHT TIME.
Recruitment

is

process

of

finding

and

attracting

capable

applicants for employment. The process begins when new recruits

are sought and ends when their applications are submitted. The
result is a pool of applications from which new employees are
Recruitment is an important part of an organizations human
resource planning and their competitive strength. HRP helps
determine the number and type of people an organization
needs. Job Analysis and Job Design specify the tasks and
duties

of

jobs

and

the

qualifications

prospective jobholders.

33

expected

from

HR Planning is the process (including forecasting,

developing
and
Job analysis
may
be controlling)
understood ba

Job Description: Job description is a simple, concisely written

statement explaining the contents and essential needs of a job
and a summary of the duties to be performed. It gives a precise

34

picture of features of each job in terms of task contents and

occupational requirements.
Job Specification:

Job specification is a statement of the

minimum acceptable human qualities necessary to perform a

job satisfactorily. It translate the job description into terms of
the human qualifications which are required for a successful
performance of a job.

FEATURES
Recruitment is a process or a series of activities rather
than a single act or event.
Recruitment is a linking activity as it brings together those
with jobs (Recruiter) and those seeking jobs (prospective
employees).
Recruitment is a positive function as it seeks to develop a
pool of eligible persons from which most suitable ones can
be selected.
Recruitment is an important function as it makes it
possible to acquire the number and type of persons
necessary for continued function of the organization.
Recruitment is a pervasive function.
Recruitment is a two way process-recruiter chooses whom
to recruit, prospective employee chooses where to apply

35

 Recruitment is a complex job as many factors affect it, e.g.

image

of

the

organization,

nature

of

jobs

offered,

organizational policies etc.

RECRUITMENT NEEDS ARE OF THREE TYPES
Planned:
i.e. the needs arising from changes in organization and
retirement policy.
Anticipated:
Anticipated needs are those movements in personnel, which
an organization can predict by studying trends in internal
and external environment.
Unexpected:
Resignation,

deaths,

accidents,

illness

give

rise

to

unexpected needs.
PURPOSE AND IMPORTANCE OF RECRUITMENT

Attract and encourage more and more candidates to apply

in the organization.
Create a talent pool of candidates to enable the selection of
best candidates for the organization.
Determine

present

and

future

requirements

of

the

organization in conjunction with its personnel planning and

job analysis activities.
Recruitment is the process which links the employers with
the employees.
Increase the pool of job candidates at minimum cost.
36

 Help increase the success rate of selection process by

decreasing number of visibly under qualified or overqualified
job applicants.
Help reduce the probability that job applicants once
recruited and selected will leave the organization only after
a short period of time.
Meet the organizations legal and social obligations regarding
the composition of its workforce.
Begin identifying and preparing potential job applicants who
will be appropriate candidates.
Increase organization and individual effectiveness of various
recruiting techniques and sources for all types of job
applicants.

RECRUITMENT PROCESS
Recruitment process involves a systematic procedure from
sourcing the candidates to arranging and conducting the
interviews and requires many resources and time.
A general recruitment process is as follows:
1) Identify vacancy
2) Prepare job description and person specification
3) Advertising the vacancy
4) Managing the response
5) Short-listing
6) Arrange interviews
7) Conducting interview and decision making

37

Personnel
Planning

Job
Analysis

Employee
Requisition

Job
Searching Activation Applicant
Recruitment Planning
Vacancies - Numbers
Selling
Pool
- Message
- Types
- Media

Strategy Development
- Where
Applicant
- How
Population
- When

To Selection

Screening

Potential
Hires

Evaluation
And Control

38

Recruitment Process

FACTORS AFFECTING RECRUITMENT

Recruitment is naturally subject to influence of several

factors. These include external as well internal forces.

39

Internal Factors
Recruitment Policy
HRP
Size of the firm
Cost
Growth and Expansion

External Factors
RECRUITMENT

Supply and demand

Unemployment rate
Labor market
Political- Social
Image

SOURCES OF RECRUITMENT
Every organization has the option of choosing the
candidates for its recruitment processes from TWO kinds of
sources: internal and external sources.
The sources within the organization itself to fill a position
are known as the INTERNAL SOURCES of recruitment.
Recruitment candidates from all the other sources are
known as the EXTERNAL SOURCES of recruitment.

40

SOURCES OF RECRUITMENT

Internal Sources

External Sources

Transfers
Press Advertisement
Promotions
Educational Institutes
Upgrading
Placement Agencies / Outsourcing
Demotion
Employment Exchanges
Retired Employees
Labor Contractors
Retrenched Employees
Unsolicited applications
Dependents and relatives of deceased employees
Employee Referrals
Recruitment at factory gate

COMPARATIVE ADVANTAGES AND DISADVANTAGES OF

RECRUITMENT SOURCES
Advantages

Disadvantages

INTERNAL RECRUITMENT

41

1
It is less costly.
.

It perpetuates the old concept

of doing things.

Candidates are already

2
oriented towards
.
organization.

It abets raiding.

Organizations have better

3
knowledge about the internal
.
candidates.

Candidates current work may

be affected.

4 Enhancement of employee
. morale and motivation.

Politics play greater role.

5 Good performance is
. rewarded.

Morale problem for those not

promoted.

EXTERNAL RECRUITMENT
Benefits of new skills, new
1
talents and new experiences
.
to organizations.

Better morale and motivation

associated with internal
recruiting is denied to the
organization.

2 Compliance with reservation

. policy becomes easy.

It is costly.

Scope for resentment,

3
jealousies and heartburn are
.
avoided.

Chances of creeping in false

positive and false negative
errors.

4 It could help in injection of

. fresh blood.

Adjustment of new employees

to the organizational culture
takes longer time.

RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:
42

 Outsourcing
In India, the HR processes are being outsourced from more
than a decade now. A company may draw required
personnel from outsourcing firms. The outsourcing firms
help the organization by the initial screening of the
candidates according to the needs of the organization and
creating a suitable pool of talent for the final selection by
the organization. Outsourcing firms develop their human
resource pool by employing people for them and make
available personnel to various companies as per their
needs. In turn, the outsourcing firms or the intermediaries
charge the organizations for their services.

Poaching / Raiding
Buying talent (rather than developing it) is the latest mantra
being followed by the organizations today. Poaching means
employing a competent and experienced person already
working with another reputed company in the same or different
industry; the organization might be a competitor in the industry.

E-Recruitment
Many big organizations use Internet as a source of recruitment.
E- recruitment is the use of technology to assist the recruitment
process. They advertise job vacancies through worldwide web.
The job seekers send their applications or curriculum vitae i.e.
CV through e mail using the Internet.
43

CONCEPT - SELECTION
It is the process of differentiating between applicants in order
to identify and hire those with a greater likelihood of success
in a job.
Once the recruiting effort has developed a pool of candidates, the
next step in the HRM process is to determine who is best qualified
for the job. This step is called the selection process. The enterprise
decides whether to make a job offer and how attractive the offer
should be. The job candidate decides whether the enterprise and the
job offer fit his or her needs and personal goals. The process also
seeks to predict which applicants will be successful if hired. Success,
in this case, means performing well on the criteria the enterprise
uses to evaluate employees.
OUTCOMES OF THE SELECTION DECISION

ful Unsuccess
ful Success

Job Performance

Selection Decision
Accept
Correct
Decision

Reject
Reject Error

Accept Error

Correct Decision

Correct Selection Decisions are those where the candidate was

predicted to be successful in advance and prove to be
successful on the job. At times the applicant is predicted to be
44

unsuccessful and, as expected, performs unsatisfactorily after

getting selected. While in the first case, the worker is
successfully accepted; in the later the worker is successfully
rejected.
Errors arise when we reject a candidate who would have
performed successfully on the job. This is termed as reject
error. In certain situations a worker is accepted ultimately and
performs unsatisfactorily. This is called accept error.
SELECTION PROCESS
Selection is a long process, commencing from the preliminary
interview of the applicants and ending with the contract of
employment.

45

HUMAN RESOURCE DEVELOPMENT

Human Resources Development (HRD) as a theory is a
framework for the expansion of human capital within an
organization through the development of both the organization
and the individual to achieve performance improvement. Adam
Smith states, The capacities of individuals depended on their
access to education . The same statement applies to
organizations themselves, but it requires a much broader field
to cover both areas.
Human Resource Development is the integrated use of training,
organization, and career development efforts to improve
individual, group and organizational effectiveness. HRD
develops the key competencies that enable individuals in
organizations to perform current and future jobs through
planned learning activities. Groups within organizations use
HRD to initiate and manage change. Also, HRD ensures a match
between individual and organizational needs.

ROLE OF HRD IN SAIL

FACILITATION
Nurturing the future
Strategic interventions for organisational growth

FUNCTIONAL
Identifying skill gap
Designing training interventions
Internal consultant
Management research, publication and
documentation
46

 Develop the HRD function

HRD AT SAIL
HR DEPARTMENT

Recruitment
And
Selection

MIS
Training
And Compensation E-Relations
And
Development

47

STRUCTURE OF HR DEPARTMENT:
RECRUITMENT POLICY
Recruitment policy of SAIL consists of
Objectives
Scope
Sources of recruitment
Recruitment plan
Job specifications
Requisitions
Mode of selection
Selection committee
Final selection

RECRUITMENT STRATEGY
Recruitment strategies of the companies are:
At least 50% of the vacancies occurring during a year at
induction level/grades are filled up through direct recruitment
from external sources.

Recruitment of executives from external sources will be

made through open advertisement in the press.
48

 Higher managerial grades/positions such as ASSISTANT

MANAGER, MANAGER, SENIOR MANAGER, AGM DGM GM DP
AND EXECUTIVE MANAGER are done through Direct
Recruitment.

Direct recruitment to the following will be centralised and

done on all India level basis at the Corporate Office for the
entire company including its Plants/Units .i.e.

ASST.GENERAL MANAGER, DYP.GENERAL

MANAGER,GENERAL MANAGER ,EXECUTIVE
MANAGER.
MANAGEMENT TRAINEES (TECHNICAL AND ADMN.)
JUNIOR MANAGER

SELECTION PROCESS IN SAIL: Initially

HR

specialists

conduct

the

PRELIMINARY

INTERVIEW to eliminate unqualified job seekers based on

the information supplied in their application forms.

Then HR specialist conducts different types of SELECTION

TESTS, depending on the job to determine the applicants
ability, aptitude and personality.

49

SELECTION TESTS

This assist in determining how well an individual can perform task

This assist in determining a persons potential to learn in

This test is given to measure a prospective employees motivation to function in

This test is used to measure an individuals activity pre

This test reveals physical fitness of a candidate

Ability Test

Aptitude Test

Personality Test

Interest Test

Medical Test

50

 Then

HR

specialists

conduct

the

EMPLOYMENT

INTERVIEW.

TYPES OF EMPLOYMENT INTERVIEW

1.

One-to-one
Interview

Candidate
Interviewer

2.

Sequential
Interview

1
2

51

Candidate
Interviewers

Interviewers

3.

Candidate

Panel Interview

Candidate
Interviewers

HOW HUMAN RESOURCE departmentFUNCTIONS WITHIN

THE COMPANY ?

52

RECRUITMENT PROCESS :
Definition of Recruitment
Recruitment is the process of searching for a prospective
employees and stimulating them to apply for the job in the
organization.

Sources of Recruitment

Internal source :
External source : Employment exchange,
Placement agencies, Educational institution,
Advertisement in Newspaper.

RERUITMENT PROCESS OF IISCO:

IISCO steel plant follows both sources of recruitment Internal as
well as External. Basically ISP recruits the candidates through
advertisement given in the newspaper and on its official
website as well. ISP Recruitment system are as follows :

53

OMNRE

C a

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ATncme

T gm

cLmhv
Iuea
Vtn
iLt
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/e

e-Trtc
M(EuT
nxDiet
Ciet(

Ea
ei

i
s

e
i
r

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i

m n

e n

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N

A r
o

e
i n

a e

Ts

)
A

Recruitment for Executive level :

For getting executive level job one should have degree in
Bachelor ofEngineering or B-Tech in technology, they are to be
included under Management Trainees (Technical), similarly in
case of Management Trainees (Administration) one should have
Master degree in Business Administration with 60% marks and
good communication skills as well.They have to go through the
following steps for getting job like MT (T) and MT (A):
ISP conducting a written test of 200 marks and GDPI for final
selection,(100 marks from, Quantitative Aptitude, Reasoning,
English language, and General Knowledge and 100 marks from
specialized paper)

Recruitment for Non-Executive level :

For recruiting Non-Executive, company conducting ACTT
(Attendant Cum Technician Trainee) and (Operator Cum
Technician Trainee) exam. For this the required qualification for
54

ACTT is,Matric + ITIand for OCTT the required qualification is

Diploma in Engineering. They also have to go through
written test and interview.

RECRUITMENT SOURCES OF SAIL

INTERNAL SOURCES:1. PROMOTIONS:-Sail promotes the employees from one department to
another with more benefits and greater responsibility based on efficiency and
experience.

55

2. EMPLOYEE REFERRALS:- Sail has structured system where the current

employees of the organization refer their friends and relatives for some position
in the organization.
EXTERNAL SOURCES:1.PRESS ADVERTISEMENTS:- Advertisements of the vacancy in newspapers
and journals are a widely used source of recruitment.
2.E-RECRUITMENT:- Sail uses Internet as a source of recruitment. ERecruitment is the use of technology to assist the recruitment process
SKILL SETS REQUIREMENT
As the organization grows the need for professionalism in the organization
increases and so does the pay package.
The requirements have changed in terms of:
Role
Profile
Traits
Even the HR department focus on two areas:
1. Strategic policies planning and implementation
2. Activities to make the work of the people in the organization interesting.

There is a personalized position created for each and every individual from the
top to the lowest level in the organization.

56

SELECTION TESTS

This assist in determining how well an individual can perform task

This assist in determining a persons potential to learn in

This test is given to measure a prospective employees motivation to function in

This test is used to measure an individuals activity pre

This test reveals physical fitness of a candidate

Ability Test

Aptitude Test

Personality Test

Interest Test

Medical Test

57

 Then

HR

specialists

conduct

the

EMPLOYMENT

INTERVIEW.

Recruitment Policy
Sail Recruitment Policy
Steel Authority of India limited is a continuous process industry with complex
technology. To operate this industry, SAIL needs highly skilled personnel and
competent managers and administrators. In order to meet the present and future
man power needs in diverse disciplines, multiple skills and different work areas,
SAIL is commited to a system selection that ensures induction of the best and
most competent personnel to take up challenging assignments in the company.
The selection system seeks to evaluation of individual capabilities in the term of
their potential for fulfillment of companys objective.

1. Objective
1.1.To meet manpower requirements of the company as approved in Human
resource plan.
1.2.To attract, select and retain the best talent.
1.3.To ensure an objective and reliable system of selection.

58

1.4.To provide suitable induction points for intake there by achieve the
desired level of qualification, skill and age mix as required to strengthen
the Human Resource of the company.

2. Scope
The shall cover all recruitment made in the company at any level/ grade (except
appointments made by the Government)
3. Sources of recruitment
3.1.Internal i.e. from within the Company
3.2.External i.e. from open market through employment exchange,
advertisement in the press, and/or from approved institutes of repute
through campus selection, and/or through direct negotiation.

4. Recruitment Through Internal Circulation

Type of Post

Type of circulation

Executive posts in the grade of E-6 and Circulars on Inter-Plant/Unit basis will
above
be issued, coordinate, processed by
Corporate Office.

Executive posts in the grade of E-5

To be circulated on Inter-plant/Unit
basis by the plant/Unit concerned.

Executive posts upto and including E-4 To be circulated within the Plant/Unit
grade
concerned by the Plant/Unit concerned.
However, if suitable candidates are not
available, the same will be circulated on
inter plant unit basis.
Non-executive posts

To be circulated within the Plant/Unit

concerned by the Plant/Unit concerned.
59

5. Recruitment From External Sources

5.1. For injection of fresh blood at induction level (s)/grade(s)
5.2. If need be, induction of direct recruits from external sources at other
level(s)/grade(s) will be made if suitable candidates from internal sources are
not available.
5.3. At least 50% of the vacancies occurring during a year at induction
levels/grades as specified at 7.1 and 7.2 will be filled up through direct
recruitment from external sources.
5.4. If required Company may induct recruits from external sources at other
levels(s) /grade (s) not withstanding anything stated above for optimum
utilization of assets and/or infusion of modern systems, skills & techniques of
operation etc.

5.5. Recruitment from external sources to executive posts will be made through
open advertisement in the press, campus recruitment (if need be) from premier
institutes of repute and/or through direct negotiations on special skilled jobs,
subject to the approval of such skilled positions and the selection process by the
board of Directors.

5.6. Recruitment to non executive posts will done through employment

exchange and open advertisement in the press following prescribed procedure.

6. Departmental Candidates
Employees of the company will be eligible to apply against post(s) advertised in
the press, provided they fulfill the eligibility conditions as may be prescribed
from time to time.

60

7. Induction levels

7.1.

Executives

7.2.

Non-Executives

7.3.

Centralized
Recruitment

i) Management Trainees in E-1 grade

ii) Junior Managers in E-1 grade
iii) Medical Officers in E-1 grade
iv) Senior Specialists (Medical) in E-3 grade
v) Consultants (Medical) in E-4 grade based
on qualification (DM/MCH) and specialty
(e.g. Pediatric Surgery, Burn & Plastic
Surgery etc.)
i)

Semi-skilled personnel in S-1

grade

ii)

Skilled personnel in S-3 grade

i) All executive posts in the grade of E-6

and above
ii) Management Trainees (Technical) in E-1
grade
iii) Management Trainees (Administration)
in E-1 grade
iv) Junior Manager (F&A) in E-1 grade
v) Juniors Managers (Admn.) in E-1 grade

7.4.

Plant/Unit level
Recruitment

Direct recruitment to all other posts,

executive , as well as non-executive other
than those mentioned above
Note: Unless decided otherwise by the
Competent Authority.

61

 Single Point entry through trainees route only on consolidated pay for
minimum period of two years (extendable by another two years as per
requirement). On successful completion of minimum period of training
and upon acquiring required skills, regular employment can be considered
in S1/S3 grade (S3 grade for diploma holders and S1 for ITIs and other.

8. Delegation

Competent Authority

Posts/ Grades

Chairman, SAIL

All posts in the grade of E-8 and above

Director (Personnel)

All posts for which recruitment action is

required to be taken centrally at
Corporate Office except grade of E-8
and above

Chief Executive(s)

All other posts. i.e. both executive and

non-executive, not covered above.

9. Recruitment plan
9.1.The Recruitment Plan will from part of the annual Human Resource Plan
of the Company stating the skill/grade wise requirement of manpower in
the Company separately.
9.2.Any deviation from the approved plan/mix will be subject to the prior
approval of Chairman/Board.

10.Job specification
Job specification will lay down minimum eligibility conditions for each job/post
in terms of the following and will be subject to periodic review
a) Education Qualifications
b) Experience required, if any
62

c) Age limit
d) Physical/Medical standards
e) Any other requirement as may be demand necessary
Note: For review, a committee of representatives from plant (s)/Unit(s)/
Departments (s) concerned, MS/IED and other departments as required shall be
constituted by Competent Authority and changes suggested will be subject to
approval of Competent Authority.

11.Requisition
11.1.
All requisition/ proposals for recruitment of personnel will be sent
by the Head of the concerned Department to the manpower Planning
Group/Executive cell of personnel Department. For posts requiring
action at the corporate office, requisitions will be sent by the Heads of
personnel of the Plants/Units concerned to manpower planning (MPP)
Division in the personnel directorate.
11.2.
MPP Group will scrutinize each such me received from the
indenting Department/Plant/Unit keeping in the view the approved
Human Resource Plan, Recruitment Plan, separation planned during the
year, redeployment possibilities, job specifications prescribed etc., obtain
approval of the competent authority and forward the same to the
recruitment section for initiating further necessary action, as required.
11.3.
In no case, recruitment from external sources in excess of the limits
prescribed in the approved Human Resource Plan will be allowed except
with the specific approval of Chairman/Board.
12.Reservation of posts
12.1.
For SC, ST, OBC (non-creamy layer) as per Presidential
Directives/law issued from time to time and any instruction/ guideline
issued by Corporate Office
12.2.
For other categories such as Physical Handicapped and exservicemen etc will be provide as per rules.

63

13.Procedure
Steps

Remarks
Centrally coordinated and managed by
the Recruitment Section of the
concerned Plant/Unit or Corporate
Office, as the case may be.

Responsibility

Representatives of the departments if

necessary may be associated at various
stages. For trade tests(s)/job test (s) are
being conducted,
representative(s)HRD will be normally
co-opted for evaluation of candidates

Application received in response to the

vacancies
circulated/notified/advertised etc will
be screened by the Recruitment
Section (if necessary indenting
departments (s)/Plant(s)/unit(s) may be
consulted for screening and short
listing)

Screening of Application

No relaxation will be allowed in

Prescribed job specification
If suitable candidates with the required
job specifications are not available,
and post(s) in question needs to be
filled up on urgent basis in the interest
of production/productivity, the
competent authority may relax the
specifications prescribed as a onetime
measure
64

 Appointment in the company will be

made on the basis of the merit and
suitability as assessed through
selection test(s)

Mode of Selection

a. Written test/job test/trade test or

any combination thereof: and/or
b. Group exercise/interview or both;
and/or
c. Any other test(s) as may be
prescribed or as decided by the
competent Authority.
Normally, there will be two segments
of selection (a and b) both with equal
weight ages.
If selection is made on basis of any
one of the above or any combination
of test in same segment, weight ages
for different test(s) will be as
prescribed by the company Authority
Candidate will be required to secure a
minimum of 50%in each segment to
qualify unless otherwise prescribed.
Suitable executives belonging to
different disciplines/work areas who
may be associate in selection
committee (s) will be identified and
panel be drawn up with approval of
Competent Authority

Selection Committee

Training will be imparted to

executives for uniform, objective and
effective evaluation of candidates.
Panel will be subject to periodic
65

review and updation depending on

requirements
Competent Authority while
constituting of selection committees
will as far as possible co-opt
executives so empanelled as members
If required expert (s) from outside
organization may be included in
selection committee(s) to ensure
proper evaluation of candidates.
Selection Committee will assess the
comparative merits of each candidate
in terms of his/her qualification
experience, if any, and on the basis of
performance in the selection test(s) as
per criteria laid down and come to a
conclusion as to whether or not the
candidate would measure up to the
requirements of the job he/she is
expected to perform

Final Selection of Candidates

Candidates found suitable will be

empanelled in order of merit on the
basis of the following:
a. Wherever marks are assigned, merit list
will be prepared on the basis of aggregate
marks secured by the candidates in the
selection test(s), and wherever selection is
made for more than one discipline/stream,
merit lists would be prepared
discipline/stream wise.
b. Where selection is made only on the basis
of evaluation of selection committee without
assigning marks, panel will be drawn up
based on merits as commended by the
66

selection committee.
The panel/merit list so prepared will
be subject to the approval of the
competent authority and will be
remain valid for a period of six months
from the date of such approval.
If required, the competent authority
may be extend the validity of the panel
for a further period not exceeding six
months.
Will be issued to required number of
merit with the approval of Competent
Authority

Offer of Appointment

Will be centrally issued by the

Recruitment section of the Plant/Unit
concerned or the Corporate Office, as
the case may be.
All appointments in the Company will
be subject to the selected candidates
being found medically fit by the
Companys medical officer/approved
Government hospital/medical board
for the post(s) for which they have
been selected

Medical Examination

Medical standards will be laid down

separately for each category of
jobs(s)/posts(s),both executive as well
as non-executive, keeping in view the
job requirements.
Medical standards prescribed for the
different jobs/posts will be subject to
review from time to time depending on
organizational needs by
67

committee/experts constituted by
Competent Authority. Changes
suggested will be subject to approval
of Competent Authority.
All newly appointed employees will
undergo suitable induction/orientation
program before being placed on the
job of training.

Induction and Orientation

Induction programs aim is to

systematically introduction the new
employees to the Company, its
philosophy, is major policies, its
existing status and future plans etc.
The induction program should clearly
spell out the mutual expectations with
emphasis on Companys expectations
from the new employees
Selected candidates on joining the
Company will be under probation for a
period of twelve months unless
otherwise specified.

Post Selection Follow Up

During the period of probation the

performance of the new employees
will be under observation.
Follow-up reports from the Heads of
Departments where new employees
have been posted, will be sent to
personnel Department of the
Plant/Unit concerned or corporate
office as the case may be, indicating
the performance of the new
employees.

68

 These feedback reports will be

analyzed for continuous appraisal and
evaluation of the new/existing
selection system.

PERFORMANCE APPRAISAL SYSTEM OF

STEEL AUTHORITY OF INDIA LIMITED IISCO
STEEL PLANT.
SAIL ISP Performance Appraisal system for
Executive and Non-Executive employees
Performance Appraisal system For
Executive:
Scope: The Executive performance appraisal system will be
used to assess the performance of executive up to E-7 grade
and (PESB Public Enterprise Selection Board) format for E-8
and E-9 grades and to plan for their development.

Objectives
To integrate the company and individual goal through a
process of performance assessment linked to achievement
of organizational objectives.
To increase awareness of tasks/target and the
responsibility of executive to ensure fulfillment of
companys objective.
69

 To ensure an objective assessment of performance and

potential.
To distinguish between differing level of performance on
relative basis.
To identify the development action to be taken to enhance
the performance of executive.
To facilitate the process of executive development through
performance planning, self-review, performance analysis
and two way communication between appraise and
appraiser.

Appraisal process

Self-Appraisal
Performance Review and Planning
Performance Assessment
Development Plan
Evaluation and Final Grading

Formats for the system

SL NO.
a.

GRADE
E-1 to E-4

b.
c.

E-5 to E-7
E-8 to E-9

Performance Appraisal System For NonExecutive:

70

Scope: This Performance Appraisal System will be used to

assess the performance of non-executive employees in the
company.

Objectives
To bring in uniformity in the performance appraisal system

of non-executive employees in SAIL.

To increase awareness of the responsibilities of employees
to ensure fulfillment of companys objectives.
To bring in accountability in the day to day jobs assigned
to employees.
Providing an objective assessment of performance as well
as potential.
To distinguish between different levels of performance.
Facilitate the process of performance enhancement of
non-executives through job counseling, job rotation etc.

Performance assessment
At the end of every calendar year, performance of nonexecutive employees will be assessed by the Reporting
officer (RO), under whom the appraisee has been working.
The Reporting Officer (RO) will evaluate the appraisee
against the prescribed marks on each of the parameters
as mentioned below.

Parameters

Marks to be
allotted

Performance on the job

20

Job knowledge & skill

15

71

conduct & Behaviors

15

Punctuality & Availability on job

10

Innovativeness

10

Cost & quality consciousness

10

Initiative & Capacity for assuming

responsibility

10

Housekeeping & Safety

consciousness

10

Total

100

Elaboration of Performance Factors:

Parameters
Performance

Quantity and Quality of output.

Neatness and accuracy at work.
Adherence to norms, procedures and
time schedule.
Ability to identify problems, prioritize
them, analyze alternative courses of
action and take decisions.

72

Job knowledge&
skill

Knowledge pertaining to the area of

work assigned and also in related
areas.
Ability to put this knowledge into
practice.
Motivation to learn and keep oneself
update in his/her area of work.
Developing multi-skill.

Punctuality &
Availability on job

Punctuality.
Availability at workplace on time.

Innovativeness

Ability to think and implement new

and better ways to do the assigned
tasks and also in related areas.
Giving suggestion for improvement.

Cost & Quality

consciousness

Proper and economic use of

machineries, equipments and other
resources at hand.
To eliminate wastages.

Meeting prescribed quality standards (

Initiative &
Capacity for
assuming
responsibility

Conduct &
Behaviour

Quality of job by Ministerial staff).

Desires to learn.
Keenness to take up higher
responsibilities.
Ability and willingness to act as team
leader for integrating employees into
teams and for motivating them.
General behavior

Approach to work.
Following instructions.
Ability to work as a team member.
Amenability to discipline.

73

Housekeeping &
Safety
Consciousness

Maintenance and upkeep of

workplace.
Maintenance of register / office
records / log blocks.
Adherence to safety norms and
procedures.
Use of Personal Protective Equipments
(PPE) and general safety at workplace.

The average of the sum total of the marks given by the

Reporting Officer and the Reviewing Officer will constitute the
Total Factor Score for the Appraisee, which in turn will indicate
the grade in which the appraisee has been adjudged to be. As
indicated in the Appraisal Format, the following range of Total
Factor Score would be graded as mentioned below:

Marks
Marks
Marks
Marks
Marks

90
75
50
37
36

and above
to 89
to 74
to 49
and below

- Outstanding (A)
- Good
(B)
- Satisfactory (C)
- Poor
(D)
- Very Poor
(E)

Based on the above, the Reviewing Officer will record the

general grading of the appraise.

The appraises who have been adjudged Poor or Very

Poor for a particular year on performance as well as
attendance as mentioned below would not be considered
fit for promotion due to their poor performance during that
particular year.
On the basis of attendance, the appraisees would be
classified into the different grades as per the classification
as mentioned below:

74

Grades

For all Non-Executive Employees

Outstanding (A)

300 days and above

Good (B)

270 -299 days

Satisfactory (C)

240 - 269 days

Poor (D)

210 239 days

Very Poor (E)

209 days and below

Important note:
Employees whose score is minimum 50 to 74 and attendance is
240 to 269, they will be kept under satisfactory category and
those whose score is below 50 and attendance is below 240,
they will not be able to get promotion, because of poor
performance in job. They will have to go with retraining kind of
programme for better performance in coming days.

75

PROFORMA FOR PERFORMANCE ASSESSMENT REPORT

FOR NON-EXECUTIVE EMPLOYEES IN SAIL ISP

IISCO STEEL
PLANT

PERFORMANCE ASSESSMENT REPORT

FOR NON-EXECUTIVE EMPLOYEES
APPRAISAL FOR THE YEAR ENDING
EMPLOYEE DETAILS

To be filled
by the
Personnel
Departme
nt

Name :

P.No:

Designation:

Grade:

Department:

Cluster:

Section:

Attendance:
RATING CHART

Grade
Assessment
(Average Total
Factor Score)

Outstandi
ng
(A)

Good
(B)
75 to 89

90 and
above
Attendance

300 &
above

Satisfacto
ry
(C)

Poor

Very poor

(D)

(E)

37 to 49

36 &
below

50 to 74
270 to
299

240 to
269

210 to
239

209 &
below

Attendance would be compounded as per practice

prevailing in the individual unit. For employees joining
during the year, pro-rata attendance should be taken into
account.
Marks Allotted

76

Sl.
No.

Factor

Maximu Reporting Reviewin

m marks
Officer
g Officer

1.

Performance on the job

20

2.

Job knowledge & skill

15

3.

Conduct & behaviour

15

4.

Punctuality & availability

on job

10

5.

Innovativeness

10

6.

Cost & quality

consciousness

10

7.

Initiative & capacity for

assuming responsibility

10

8.

Housekeeping & safety

consciousness

10

TOTAL FACTOR SCORE (TFS)

Reporting
Officer

100

Signature:
Name:
Designation:

Average TFS:

Date:
To be filled
by the
Reviewing
Officer

General Grading

(On the basis of TFS which would be average of total

marks given by Reporting Officer & Reviewing Officer)
Attendance Grading

77

Reviewing
Officer

Name :

Signature :

Designation :

Date :

Important note
Steel Authority of India Limited, IISCO Steel Plant
assessing performance of Executive online, so there is
no proforma for Executive Performance Appraisal
System

HOW DOES PERFORMANCE APPRAISAL SYSTEM

OF ISP HELP EMPLOYEE TO GET PROMOTION?

IISCO STEEL PLANT, BURNPUR

CIRCULAR
Sub: GUIDELINES & PROCEDURE FOR DEALING WITH
COMPASSIONATE CASES.
To bring uniformity in dealing with compassionate cases, guidelines
have been framed and accordingly the procedure to be followed for
processing such case has been laid down as under:

GUIDELINES

OBJECTIVES
To bring uniformity in dealing with compassionate cases.
78

To comply with legal provision dealing with compassionate cases.

To provide relief /benefit to dependant family members of employees in cases
of death, permanent total disablement and medical invalidation.
APPLICABILITY
The relief/benefit shall be available to the employees/dependants of regular
employees of SAIL.
COVERAGE
The guidelines shall cover specifically two types of compassionate which are as
below:
In case of an employee declared incapable to perform his normal duty by the
Committee constituted for his purpose, due to his/her physical/mental incapacity
due to suffering from chronic debilitating diseases.

DEPENDANTS
Dependant Family Member means:
a) Spouse; or
b) Son; or
c) Daughter;
Who was/were wholly dependant on the employee at the time of his/her
death or separation due to permanent total disablement or separation on
medical invalidation as the case may be.
RELIEF/BENEFIT
EFBS
In the case of death/permanent total disablement as per NJCS agreement, and
in medical invalidation cases, the dependant family members /employees are
encouraged to opt for benefits under Employee or dependant family
members shall not have any claim for compassionate employment.
Cases as per NJCS agreement

79

Compassionate employment will be provide to one of the dependant family

members of employee in case of death or permanent total disablement due
to accident arising out of and in the course of employment as per NJCS
agreement.
If the dependant is yet to attain matriculation qualifications as per the
provision under clause 7(b), he/she may be considered for providing
compassionate employment if no other dependant member is available in the
family with matriculation or higher qualification. However , if he/she fails to
acquire the matriculation qualification within the two years of training period
as provided under clause 6(b) below, the training period will get extended till
he/she acquires the matriculation qualification.

Medical Invalidation Cases The employee should have been under treatment in the Companys
hospital/Companys sponsored hospital for the above ailments. Cases of
sudden death, where the employee was continuing with his normal job and
was not under treatment for the above diseases shall not be governed under
these guidelines. The date for consideration under the guidelines shall be the
date on which the committee declares an employee as medically invalid. If
an employee dies due to disease or otherwise before declaration of medical
invalidation by the Committee. Then such date shall be considered as natural
death and shall be dealt as per cause 9 of the Guidelines.
For consideration under Medical Invalidation cases, the employee must be
48 years of age and should have completed minimum 15 years of service
should not be less than 3 years.

POSTS TO WHICH SUCH APPOINTMENTS CAN BE MADE

The Compassionate appointment can be provided in the following grades

against respective qualification of the dependant family members:

80

Sl.NO.
1.
2.
3.

Qualification
Degree in Engg./MBBS/Regular MBA from recognized
Institute/CA/ICWA
Graduate/Post Graduate in any stream other than the
above/Dip.in Engg.
Matriculate**

Posts
S6*
S3
S1

*MBBS can be given S7 Grade

** The minimum qualification of matriculation can be relaxed in case of
widow if dependan son/daughter are not eligible.
Dependants appointed on compassionate grounds would be required to under
go two years on stipend basis. On successful completion of training they
will be absorbed as regular employees in the respective grade.
ELIGIBILITY CRITERIA FOR DEPENDANT FAMILY MEMBERS
The dependant family members should have minimum 18 years of age . The
maximum age limit would be 35 years. The maximum age limit can be relaxed
by 5 years in case of widow if no other dependant is available in the family.
The dependant should have minimum matriculation qualification (this will not
be applicable to dependants of employees of Collieries)
The management reserves the right to prefer an educated/ younger dependant
family members for providing compassionate.

WHERE THERE IS AN EARNING MEMBERS

Compassionate employment shall be provided only in such cases where no

member of the family is already in employment in any of the SAIL plants/units
or with other PSUs/ Government.

81

DEATH ON DUTY

Cases of natural death even while on duty shall not be considered for
compassionate employment. The dependant family members may avail benefits
under employee Family Benefits scheme.

UNDERTAKINS
A person appointed on compassionate grounds under the guidelines should also
give an undertaking in writing that he/she will maintain properly the other
family members who were dependants on the employee in question and in case
it is proved subsequently (at any time) that the family members are being
neglected or are not being maintained properly by him/her, his/her appointment
may be terminated forthwith.

LIST OF DEBILITATING DISEASES

1. Cancer (Advanced)
2. Chronic Renal Fail Failure
3. Incapacitative Cardiac desease,i.e.
i)
Ischaemic Heart disease
ii)
Rhe umatic Heart disease
iii) Cardio Myopathy
4. Incapacitative Neurological diseases, i.e.,
i)
Hemiplegia
ii)
Quadriplegia
iii) Paraplegia
iv) Demyelinating disease
a) Of Central Nervous system
- Multiple Sclerosis
- Transverse Myelitis
b) Of Peripheral Nervous System
- Guillain- Barre Syndrome
v)
Advanced Parkinsonism
5. Psychiatric illness
82

i.e. Uncontrolled Psychotic Disorder

6. incapacitative Respiratory Disease
Chronic Obstructive Pulmonary disease with cor pulmonale
CIRCULAR
Application are invited from willing and eligible non-executive employees for
consideration for promotion to the posts of Junior Officer at all plants/units of
SAIL.

ELIGIBILITY
The eligibility criteria for the employees working in technical and non-technical
stream would be as under :To be eligible for consideration, the employees should have completed the
following minimum number of years of service in S8 or above grade as on
30.06.2010 as specified against each qualification level for technical and nontechnical streams respectively :-

Years of service in S8
and above grade
1
4
9

Minimum Qualification
in Technical stream
Degree in Engineering or
equivalent*
Diploma in Engineering
or equivalent*/BSc
Matric or Matric+ITI in
technical category only

Minimum Qualification
in Non-Technical Steam
Specified Professional
qualification*
Graduates or equivalent*
--

*as per Annexure-I &II.

The employees working in non-technical areas having Matric/-Matric+ITI
qualification or a qualification specified for technical stream, can opt for
promotion in technical stream. Similarly employees working in technical steam
can also opt for promotion in non technical stream provided they have the
requisite qualification specified for that area. In such cases, the employee will
have to qualify in the test to be conducted for the area of option.
83

The persons who are awaiting there results of the eligibility qualification exam,
can subject to production of the qualification certificate at the time of
interview.
SELECTION PROCEDURE
The selection will be through a written Test followed by Interview. The Written
test will be held on 25th July, 2010 at the following plant/unit locations :Bhilai, Durgapur, Rourkela, Bokaro, Burnpur, Bhadrawati, Salem, Kolkata,
Delhi and Ranchi.

COMPOSITION OF WRITTEN TEST

Area

No. of questions
to be asked
25

No. of questions
to be answered
25

Remarks

25
25
100

25
25
25

100

25

General Functional 100

Management

25

-doFor own Plant/Unit

For degree/dip.in
engg,/BSc.
(Tech.stream)
For
Matric/Matric+ITI
(Tech.stream)
Common to all in
Non-tech. stream

Company
information
General awareness
Plant/Unit specific
General Plant
Operation
Engineering
General Plant
Awareness

Common to all

The General Awareness paper will be based on current affairs. For other papers
study material will be available on the intranet websites.

RESERVATION
Reservation to SC/ST candidates will be provided as per presidential Directives.
IMPORTANT DATES
Sl.NO.

ACTIVITY
84

DATE

1.

2.

3.

4.

5.

Starting date for

submitting Application
through SAIL.
Closing date of submitting
applications through
website
Last date of submission of
printed application to the
designated Personnel
Officer(s)
Issue of Admit card to the
eligible candidates
through SAIL website.
Date Written Test

1.06.2010

14.06.2010

Within 5 days of online

submission of application

From
15.07.2010
25.07.2010

STEEL AUTHORITY OF INDIA

(A Govt. of India Enterprises)
RECRUITMENT IN SAIL-ISP BURNPUR

Attendant cum-Technical Grade : S1

Operator cum-Technician Grade : S3
Attendant-cum-Technician Matriculation or equivalent
and ITI With minimum years work experience Steel
Industry.
-Maximum age as on 1/6/2010 is 30 years.

Operator cum-Technician Diploma in Engineering

(Metallurgy, Chemical, Mechanical, Electrical, Each once,
Instrument etc) with minimum years of experience in steel
Industry.
85

 Relaxation in Upper age limit

Sl.NO

Category
SC/ST
OBC
PWD -General
Category
PWD -SC/ST
category
PWD-OBC Category

1
2
3
4
5
(B) EXECUTIVES
GRADE
E9
E8
E7
E6
E5
E4
E3
E2
E1
E0

Relaxation of Years
5 years
3 years
10 years
15 years
13 years

PAYSCALE
62000-3%-80000
51300-3%-73000
To be Notified
To be Notified
43200-3%-66000
36600-3%-62000
32900-3%-58000
24900-3%-50500
20600-3%-46500
12600-3%-32500

RESEARCH METHODOLOGY
The study will be conducted to achieve the aforesaid
objectives including both exploratory and descriptive in nature
86

and involve personal interviews that will be based on the

questionnaire format. A Research Methodology defines the
purpose of the research, how it proceeds, how to measure
progress and what constitute success with respect to the
objectives determined for carrying out the research study.

The research methodology for the present study has been

adopted to reflect these realties and help reach the logical
conclusion in an objective and scientific manner.
The present study contemplated an Exploratory Research.

The appropriate research design formulated is detailed below.

RESEARCH DESIGN: Exploratory Research

A research design is the specification of methods and
procedures for acquiring the information needed to structure or
solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to
be collected from which source and by what procedure. On the
basis of major purpose of our investigation the EXPLORATORY
RESEARCH was found to be most suitable. This kind of research
has the primary objective of development of insights into the
problem. It studies the main area where the problem lies and
also tries to evaluate some appropriate courses of action.
DATA COLLECTION SOURCES:

87

Primary data: The data that is collected first hand by

someone specifically for the purpose of facilitating the
study is known as primary data. So in this research the
data

is

collected

from

respondents

through

QUESTIONNAIRE.

PRIMARY SOURCES
The data required for the study has been collected from-

QUESTIONNAIRE survey among the officials and

employees of SAlL.

PERSONAL

INTERVIEWS

representatives regarding

with

the

company

recruitment and

selection practices in organization.

Advantages of the Primary data collection method

1 Primary data can be collected from a number of ways.
2 Primary data is current and it can better give a realistic
view to the researcher about the topic under
consideration. It provides unbiased information.
3 It is relatively cheap and no prior arrangements are
required.

88

Secondary data:

Secondary data refer to information

gathered by someone other than the researcher conducting the

current study. Such data can be internal or external to the
organization and accessed through the Internet or perusal of
recorded or published information.
Secondary sources of data provide a lot of information for
research and problem solving. Such data are as we have seen
mostly qualitative in nature.

SECONDARY SOURCES:
The secondary data has been collected from:
Internet, websites
Organizational Reports
Case Studies
Business magazines
Books
Journals on e-learning Industry.

Advantages to the secondary data collection method

1 It saves time that would otherwise be spent collecting
data.
2 It provides a larger database (usually) than what would
be possible to collect on ones own.
89

SAMPLING METHOD
Survey was done by QUESTIONNAIRE method.

SAMPLE AREA
Burnpur

SAMPLE UNIT
Officials and employees of SAIL IISCO , Burnpur

90

ANALYSIS AND INTERPRETATION OF DATA

1)

Is there a well defined Recruitment Policy in your

organization?

S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't Say

No.
10
9
1
0

91

CONCLUSION
An organization must have a well-defined recruitment policy
corresponding to the company and vacancy requirements.
Existing employees can give a fair feedback on the
suitability of the policy.
50% employees
feel that the
organizations recruitment policy is strong & well defined.
And 45% employee feel that the organization recruitment
policy is moderately agree . Majority of employees feels that
policy is well defined which is a great moral victory on the
part of management.
Q2) Principle of right man on the right job is strictly
followed/a detailed job-

analysis is done prior

recruitment?
S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't Say

92

No.
9
10
1
0

CONCLUSION
Job Analysis is the process of studying and collecting
information relating to the operations and responsibilities of
a specific job. The immediate products of this analysis are
job descriptions and job specifications. Recruitment needs to
be preceded by job analysis.

The objective of employee

hiring is to match the right people with the right jobs. The
objective is too difficult to achieve without having adequate
job information.
Responding to detail job analysis prior recruitment, 45 %
employees say that the principle of right man on the right
job is strictly followed prior to recruitment.
Job

Analysis

is

useful

for

overall

management

of

all

personnel activities. In present scenario company should

focus on job analysis as around 5% employees believes that
detailed job analysis is not being done prior recruitment
which in future affects performance of new recruit.

93

Q3) Do you think the need for manpower planning is given

due consideration in your organization and the manpower
requirement is identified well in advance?
S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't Say

No.
4
8
2
1

CONCLUSION
Human Resource Planning is understood as the process of
forecasting an organizations future demand for, and supply
of, the right type of people in the right number.
27% say that manpower planning is given due importance
and manpower requirement is identified in advance. 13%
employees disagree. They think that no due consideration is
given to manpower planning in advance.

94

Q4) Which internal source of recruitment is followed by the

company and given more priority?

S.No.
1
2
3
4

Options
Internal
Promotion
Employee
Referral
Transfer
Job Posting

No.
11
0
1
3

CONCLUSION
Internal Recruitment seeks applicants for positions from
those who are currently employed. Responding to above
asked question, 73% employees tell that company
prefers

internal

recruitments.
preferred.

promotion

as

And rest 20% say

internal

source

of

that Job posting is

Majority of employees actually thinks that

internal promotion is given priority and followed by company

as internal source of recruitment.

95

Q5) Which external source of recruitment is followed by the

company and given more priority?

S.No. Options
1 Advertisement
Online Job
2 Portals
3 Consultancy
Employment
4 Exchange

No.
13
0
1
1

CONCLUSION
External Sources of recruitment lie outside the organization
87%

employees think that Advertisement source is given

more priority and 7% employees tell that consultancy is

preferred.

96

Q6)

Which source of recruitment is relied upon when

immediate requirement arises?

Option
S.No. s
No.
1 Internal
9
Externa
2 l
6

CONCLUSION
Every

organization

has

the

option

of

choosing

the

candidates for its recruitment processes from two kinds of

sources: internal and external sources.
Responding to recruitment source question, almost all the
employees tell that internal sources are relied upon when
there is any immediate manpower requirement in company.
Analysis clearly represents that 80% say that internal
sources are better to be opted for immediate opening in
organization as company can have sufficient knowledge
about the candidate and it is less costly.

97

S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

No.
5
4
4
2

Q7)

Do you think succession

planning is done in advance in

your organization?

CONCLUSION
Succession

Planning

is

the

process

of

identifying,

developing, and tracking key individuals so that they may

eventually assume top-level positions.
In respond to Succession Planning question, almost 27%
employees actually believe that no succession planning is
done in advance in organization.

98

Only 33% employees think that succession planning is done

in advance.

99

S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

No.
6
6
1
2

Q8) The sorting of candidate

applications is done by some pre
set criteria?

CONCLUSION
Majority of employees, 40% believe that there is some preset

criteria

according

to

which

sorting

of

candidate

application is done. 7% feel that sorting is not done by any

pre set criteria. Rest 13% cant say about it.

100

Q9)

Which are the parameters on which candidates are

evaluated (give ratings out of 10)?

S.No.
1
2
3
4

Options
Intelligen
ce
Aptitude
Skills
Experienc
ed

No.
4
4
5
10

CONCLUSION
Responding to this question, 22% weight age is given to
experience first then second most weighted parameter is
skills then process knowledge and aptitude and lastly
attainments are considered.
Above analysis represents that employees believe that
experience and skills are mostly preferred parameter for
evaluating candidates.

101

Q10) To identify
capabilities and
psychological
Do you think it is
technique?

S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

No.
9
5
1
1

the employees
aptitude,
testing is done.
a
useful

CONCLUSION
Responding to this question, there is approximately same
percentage of opposite opinion of employees regarding
psychological testing.
56% of employees believe that to identify employees
capabilities and aptitude, psychological testing is done and
6% think that no psychological testing is carried out. 6%
employees cant give opinion on asked question.

102

S.No.
1
2
3
4

Option
s
Pattern
ed
Stresse
d
Depth
Others

No.
8
2
5
0

Q11) What type of interview is taken

while selection?

CONCLUSION
The PATTERNED INTERVIEW format has, a structure to it.
There is a set of pre-determined questions that will be asked
from each candidate for a position. The STRESS INTERVIEW
is the interview in which the interviewers try to 'discomfort'
the candidates in various ways and observe how they react
to various difficult situations. An IN-DEPTH INTERVIEW is a
qualitative research technique that allows person to person
discussion.

It can lead to increased insight into people's

thoughts, feelings, and behaviour on important issues.

type of interview is often unstructured.

103

This

Responding to the type of interview 53% employees think

S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

that

No.
6
8
0
1

patterned

interviews

are

generally taken. 33% employees

have

the

opinion

that

depth

interviews are often used. Rest

believes that stress or any other

type of interview is being taken.

Q12) The view of the concerned department head is given

special

attention

while

selecting

the

employee

of

the

department?

CONCLUSION
Above analysis clearly shows that almost all the employees
believe that the views of concerned department head is
104

given special attention while selecting the employee of the

department.
Only 40% employees agree for giving due consideration to
concerned departmental head opinion.

105

Q13)

Is the physical examination necessary after final

interviews?
S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

No.
9
2
4
0

CONCLUSION
Most of the employees think that physical examination is
necessary after final interview.
27% employees feels that it is not so important and rest 60%
employees feel that physical examination is important.

106

Q14) What is the weight age given to the following (out of

100%)?

S.No. Options
1 Written Test
Group
2 Discussion
Final
3 Interview

No.
55
15
30

CONCLUSION
Responding to this question, maximum weightage is given to
Written Test. Group Discussion is given the least weightage
among the three available options.

107

Q15) Is Induction as well as a training program conducted

after joining of employees?
Option
S.No. s
1 Yes
2 No

No.
14
1

CONCLUSION
Induction is planned introduction of employees to their jobs,
their co-workers and the organization.
Almost all the employees admit that induction as well as
training program is conducted after joining of employees. It
is healthy sign for any organization.
7%

employees

tell

that

no

orientation

conducted in company for new joiners.

108

programme

is

Q16) Do you think the present selection process is feasible

for selecting the employees?
S.No.
1
2
3
4

Options
Strongly
Agree
Moderately
Agree
Disagree
Can't say

No.
6
8
1
0

CONCLUSION

Selection

is

long

process,

commencing

from

the

preliminary interview of the applicants and ending with the

contract of employment.
Responding to selection process, 7% employees think that
the present selection process is not feasible for selecting
the employees. 40% employees believe that there exists a
feasible and adaptable selection procedure in company.

109

FINDINGS

Internal Promotions and Job Portals are mostly

used

recruitment source.

Written test is given weightage during selection process.

To some extent company has pre set-criteria for sorting the

candidates applications.

Concerned departmental head is given special attention

while selecting a candidate of the department.

Employees are in the favour of physical examination and

reference check after selection of candidate.

Orientation is given to new joinee, still employees are in

favour of its improvement.

Present selection process need improvement in terms of its

procedure, tests and interview type.

110

LIMITATIONS OF THE SURVEY

As the sample size was small, hence conclusions cannot

be generalized.
Unwillingness and inability of respondents to provide
information.
Due to time constraint in-depth study could not be carried
out.
As the strength of the company is big, it was not possible
to draw sample from each and every department.

111

RECOMMENDATIONS

After

analyzing

the

collected

data,

the

following

recommendations were made to improve the present

recruitment and selection scenario in the organization.

First of all the management should review their

recruitment

policy

and

look

for

the

areas

of

improvement for ensuring the best hiring.

Management should structure and systematically

organize the entire recruitment processes.

Recruitment management system should facilitate

faster, unbiased, accurate and reliable processing
of applications from various applications.

Recruitment management system should helps to

reduce the time-per-hire and cost-per-hire.

Recruitment management system should helps to

incorporate and integrate the various links like the
application system on the official website of the
112

company, the unsolicited applications, outsourcing

recruitment, the final decision making to the main
recruitment process.

Recruitment management system should maintain

an automated active database of the applicants
facilitating the talent management and increasing
the efficiency of the recruitment processes.

Recruitment management system should provides

and a flexible, automated and interactive interface
between

the

online

application

system,

the

recruitment department of the company and the job

seeker.

Management should offer tolls and support to

enhance productivity, solutions and optimizing the
recruitment processes to ensure improved ROI.

Recruitment management system should helps to

communicate and create healthy relationships with
the

candidates

through

the

entire

recruitment

process.

Management should follow a systematic process for

HR Planning.
113

 Present employee should be encouraged to refer

their friends and relatives.

This source is usually

one of the most effective methods of recruiting

because many qualified people are reached at a
very

low

cost

to

the

company.

And

referred

individuals are likely to be similar in type to those

who

are

already

working

for

the

company.

Management can propose a scheme for EMPLOYEE

REFERING.

Internal Promotions should be done on regular

basis during specified time-period.

All selection tests i.e. Ability tests, Aptitude tests,

Personality

tests,

Interest

tests,

written

tests,

should be given equal weightage during selection

process.

Salary structure should be in match with companys

same level present employee and market value.

Physical examination and reference check should

be

given

due

consideration

candidate.

114

after

selecting

 Induction should be properly done for selected

candidate. The idea is to make the new selected
employee feel at home in the new environment.

Effectiveness

of

the

selection

process

should

evaluate on regular basis for ensuring availability

of competent and committed personnel. In order to
do so, a periodic audit can be done.

CONCLUSION

Every

company

looks for

an

employee,

who

can

work

effectively. They are in search of a person who has the

maximum skills required for the job. After selecting the right
person, the companys main aim is to place that person at the
right job. The main strength of any company is its employees.
Effective workers are the best route to success. For this reason,
company's strives to attract and hire the best, and to provide
the best place to work.

115

Some of the biggest and most constant challenges that plague

organization is people related because they dont place more
emphasis on getting the recruitment process right. If they get
the right person in the right job at the right time, bottom-line
and many other business benefits are immediate, tangible and
significant. If they get the wrong person in the wrong job, then
productivity, culture and retention rates can all take a hit in a
big way.

IISCO Limited has competent and committed workforce, still

there are scope for more improvements. To ensure that
company recruits the right people, it has to identify essential
skills and behaviours that applicants should demonstrate. For
each position there should be a job description outlining typical
duties and responsibilities and a person specification defining
personal skills and competences. The emphasis should be on
matching the needs of the company to the needs of the
applicants.

This

would

minimize

employee

turnover

and

enhance satisfaction.
It is important for the company to have a clear and concise
recruitment policy in place, which can be executed effectively
to recruit the best talent pool for the selection of the right
candidate at the right place quickly. Creating a suitable
recruitment policy is the first step in the efficient hiring process.
A clear and concise recruitment policy helps ensure a sound
recruitment process.

116

Management should structure and systematically organize the

entire recruitment processes. It should Offers tolls and support
to

enhance

recruitment

productivity,
processes

to

solutions
ensure

and

optimizing

improved

ROI.

the
The

Recruitment Management System (RMS) should be such that it

helps to save the time and costs of the HR recruiters in
company and improving the recruitment processes.

BIBLIOGRAPGY

BOOKS REFERRED

Human Resource and Personnel Management, K.

Aswathappa,
Human Resource Management , Khanka
117

WEBSITES REFERRED

www.sail.co.in
www.google.com
www.recruitment.naukrihub.com
www.citehr.com
www.hrmguide.co.uk
sailcareers.com/IISCO
www.sail.co.in/iisco-steel-plant/about-iisco-steel-plant
en.wikipedia.org/wiki/IISCO_Steel_Plant

OFFICIAL

SAIL employee information handbook

SAIL IISCO News letters

118