1 A PROJECT REPORT

ON

RECRUITMENT AND SELECTION

INSTEEL AUTHORITY OF INDIA LIMITED

Submitted in partial fulfilment of the requirement of

Bachelor of Business Administration,

Guru Gobind Singh Indraprastha University

Delhi

Submitted by:

Arham ShamsiEnrolment No.-10521401709

Jaggannath International Management School

Vasant Kunj

2

ACKNOWLEDGEMENT

The present work is an effort to throw some light on Recruitment and Selection

procedure in STEEL AUTHORITY OF INDIA LIMITED.

With deep sense of gratitude I acknowledged the encouragement and guidance

received by my Project Guide Mr. Pawan Kumar, in his valuable guidance. He has

been a constant guiding force and source of illumination for me. He was very

generous in giving me this opportunity to work under shape. I would like to thank

him for his valuable advice and guidance.

I Would also like to thank Mrs Shruti Minocha without her guidance, supervision,

assistance, inspiration and cooperation the work would not have been possible to

come to the present shape.

Further I would thank all the staff members of HR division who have been very

courteous in providing all other information about company and its product.

I am also thankful to all the respondents who spared their valuable time for filling

up the questionnaire and helped me out with this project.

I convey my heartful affection to all those people who helped and supported me during course, for completion of my Project Report.

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DECLARATION

The summer training project on “A Study on Recruitment and selection in SAIL” under the

guidance of “Mr. PAWAN KUMAR ,AGM(Pres-Recuitment) is the original work done by

me. This is the property of the institute and use of this report without prior permission of

the institute will be considered illegal and actionable.

Signature:

[Mr. PAWAN KUMAR]

AGM (Pres- Recruitment)

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Table of contents

Chapter 1

Company profile

INTRODUCTION

BACKGROUND OF THE COMPANY

Chapter 2

Literature Review

CONCEPT – RECRUITMENT

RECRUITMENT NEEDS

SIGNIFICANCE OF RECRUITMENT

RECRUITMENT PROCESS

RECRUITMENT SOURCES

A. INTERNAL

B. EXTERNAL

ADVANTAGES AND DISADVANTAGES OF

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RECRUITMENT SOURCES

FACTORS AFFECTING RECRUITMENT

RECENT TRENDS IN RECRUITMENT

CONCEPT SELECTION

OUTCOMES OF SELECTION DECISIONS

SELECTION PROCESS

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

HRD AT SAIL

RECRUITMENT POLICY

RECRUITMENT STRATEGY

RECRUITMENT SOURCES OF SAIL

SKILLS SET RECRUITMENT

RECRUITMENT FOR MANAGERIAL POSITION

RECRUITMENT FOR SENIOR AND JUNIOR LEVEL POSITION

RECRUITMENT CYCLE TIME

SELECTION PROCESS IN SAIL

PURPOSE OF RESEARCH STUDY

ANALYSIS AND INTERPRETATION OF DATA

FINDINGS

6

LIMITATIONS

RECOMMENDATIONS

CONCLUSION

BIBLIOGRAPHY

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INTRODUCTION

“ABOUT THE COMPANY”

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PREFACESteel Authority of India Limited (SAIL) is the leading steel-making company in India. It is a fully integrated iron and steel maker, producing both basic and special steels for domestic construction, engineering, power, railway, automotive and defence industries and for sale in export markets. SAIL is also among the five Maharatnas of the country's Central Public Sector Enterprises.

SAIL manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils, galvanised sheets, electrical sheets, structurals, railway products, plates, bars and rods, stainless steel and other alloy steels. SAIL produces iron and steel at five integrated plants and three special steel plants, located principally in the eastern and central regions of India and situated close to domestic sources of raw materials, including the Company's iron ore, limestone and dolomite mines. The company has the distinction of being India’s second largest producer of iron ore and of having the country’s second largest mines network. This gives SAIL a competitive edge in terms of captive availability of iron ore, limestone, and dolomite which are inputs for steel making.

SAIL's wide range of long and flat steel products are much in demand in the domestic as well as the international market. This vital responsibility is carried out by SAIL's own Central Marketing Organisation (CMO) that transacts business through its network of 37 Branch Sales Offices spread across the four regions, 25 Departmental Warehouses, 42 Consignment Agents and 27 Customer Contact Offices. CMO’s domestic marketing effort is supplemented by its ever widening network of rural dealers who meet the demands of the smallest customers in the remotest corners of the country. With the total number of dealers over 2000 , SAIL's wide marketing spread ensures availability of quality steel in virtually all the districts of the country.

SAIL's International Trade Division ( ITD), in New Delhi- an ISO 9001:2000 accredited unit of CMO, undertakes exports of Mild Steel products and Pig Iron from SAIL’s five integrated steel plants.

With technical and managerial expertise and know-how in steel making gained over four decades, SAIL's Consultancy Division (SAILCON) at New Delhi offers services and consultancy to clients world-wide.

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INTRODUCTION

Steel Authority of India Ltd. a Navaratna public sector undertaking of GOI , is the leading steel making company in India and ranked world ‘s seventeenth largest steel producer in 2005. During 2005-2006 , SAIL (ISP & special steels plants) produced 13.47 million tonnes of crude steel, accounting for about 31.5% of total domestic crude steel production. With 12.05 million tonnes of saleable steel production ,SAIL has 23%market share (mild steel).

Incorporated in 1973, steel authority of india (SAIL) is the largest integrated steel producer in India with multi - locational facilities of production. It manages and operates four integrated steel plants at bhilia (chattisgarh) ; bokaro (Jharkhand); Durgapur (west Bengal); rourkila (Orissa) and IISCO (west Bengal). It also has three units making stainless and alloy steel at Durgapur (west Bengal); salem (tamil nadu) and bhadravati (Karnataka). Sail operates nine iron ore, five limestone , three dolomite and three coal mines. Besides , it also has a subsidiary MEL, (Chanderpur) which is in the process of being merged with SAIL. SAIL has also procured six joint venture companies in different areas from power plants to e-commerce.

Sail manufactures and sells a broad range of steel products, including hot and cold rolled sheets and coils , galvanized sheets, electrical sheets, structural , railway products, plates , bars and rods , stainless steel and other alloy steel. Sail produces iron and steel at four integrated plants and three special steel plants , located principally in the eastern and central regions of india and

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situated close to domestic sources of raw materials, including the Company’s iron ore, limestone and dolomite mines.

SAIL’s wide range of long and flat steel products is much in demand in the domestic as well as international market. This vital responsibility is carried out by SAIL’s own Central Marketing Organisation(CMO) and International Trade Division. CMO encompasses a wide network of 38 branch offices and 47 stockyards located in major cities and towns throughout India.

SAIL has a well equipped Research and Development Centre for Iron and Steel(RDCIS) at Ranchi which helps to produce quality steel and develop new technologies for the steel industry. Besides, SAIL has its own in-house centre for Engineering and Technology(CET), Management Training Institute(MTI) and Safety Organisation at Ranchi. Our captive mines are under the control of the Raw Materials Division in Calcutta. The Environment Management Division and Growth Division of SAIL operate from their headquarters in Calcutta. Almost all our plants and major units are ISO certified.

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Major Plants and Units of SAIL

Integrated Steel Plants

Bhilai Steel Plant (BSP) in Chhattisgarh Durgapur Steel Plant (DSP) in West Bengal Rourkela Steel Plant (RSP) in Orissa Bokaro Steel Plant (BSL) in Jharkhand IISCO Steel Plant (ISP) in West Bengal

Special Steel Plants

Alloy Steels Plants (ASP) in West Bengal Salem Steel Plant (SSP) in Tamil Nadu Visvesvaraya Iron and Steel Plant (VISL) in Karnataka

Subsidiary

Maharashtra Elektrosmelt Limited (MEL) in Maharashtra

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Joint Ventures

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

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

Mjunction Services Limited: A 50:50 joint venture between SAIL and Tata Steel; promotes e-commerce activities in steel and related areas. Its newly added services include e-assets sales, events & conferences, coal sales & logistics, publications, etc.

SAIL-Bansal Service Centre Limited: A joint venture with BMW Industries Ltd. on 40:60 basis for a service centre at Bokaro with the objective of adding value to steel.

Bhilai JP Cement Limited : A joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.2 million tonne (MT) slag-based cement plant at Bhilai.

Bokaro JP Cement Limited : Another joint venture company with Jaiprakash Associates Ltd on 26:74 basis to set up a 2.1 MT slag-based cement plant at Bokaro.

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SAIL & MOIL Ferro Alloys (Pvt.) Limited : A joint venture company with Manganese Ore (India) Ltd on 50:50 basis to produce ferro-manganese and 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 shipping-related business.

SAIL RITES Bengal Wagon Industry Pvt. Limited : A 50:50 joint venture with RITES to manufacture, sell, market, distribute and export railway wagons, including high-end specialised wagons, wagon prototypes, fabricated components/parts of railway vehicles, rehabilitation of industrial locomotives, etc., for the domestic market.

SAIL SCL Limited : A 50:50 JV with Government of Kerala where SAIL has management control to revive the existing facilities at Steel Complex Ltd, Calicut and also to set up, develop and manage a TMT rolling mill of 65,000 MT capacity along with balancing facilities and auxilliaries.

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BACKGROUND OF THE COMPANY

The Precursor

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

Expanding Horizon (1959-1973)

Hindustan Steel (HSL) was initially designed to manage only one plant that was coming up at Rourkela. For Bhilai and Durgapur Steel Plants, the preliminary work was done by the Iron and Steel Ministry. From April 1957, the supervision and control of these two steel plants were also transferred to Hindustan Steel. The registered office was originally in New Delhi. It moved to Calcutta in July 1956, and ultimately to Ranchi in December 1959.

The 1 MT phases of Bhilai and Rourkela Steel Plants were completed by the end of December 1961. The 1 MT phase of Durgapur Steel Plant was completed in January 1962 after commissioning of the Wheel and Axle plant. The crude steel production of HSL went up from .158 MT (1959-60) to 1.6 MT. A new steel company, Bokaro Steel Limited, was incorporated in January 1964 to construct and operate the steel plant at Bokaro.The second phase of Bhilai Steel Plant was completed in September 1967 after commissioning of the Wire Rod Mill. The last unit of the 1.8 MT phase of Rourkela - the Tandem Mill - was commissioned in February 1968, and the 1.6 MT stage of Durgapur Steel Plant was completed in August 1969 after commissioning of the Furnace in SMS. Thus, with the completion of the 2.5 MT stage at Bhilai, 1.8 MT at Rourkela and 1.6 MT at Durgapur, the total crude steel production capacity of HSL was raised to 3.7 MT in 1968-69 and subsequently to 4MT in 1972-73.

Holding Company

The Ministry of Steel and Mines drafted a policy statement to evolve a new model for managing industry. The policy statement was presented to the Parliament on December 2, 1972. On this basis the concept of creating a holding company to manage inputs and outputs under one umbrella was mooted. This led to the formation of Steel Authority of India Ltd. The company, incorporated on January 24, 1973 with an authorized capital of Rs. 2000 crore, was made responsible for managing five integrated steel plants at Bhilai, Bokaro, Durgapur, Rourkela and Burnpur, the Alloy Steel Plant and the Salem Steel Plant. In 1978 SAIL was restructured as an operating company.

Since its inception, SAIL has been instrumental in laying a sound infrastructure for the industrial development of the country. Besides, it has immensely contributed to the development of technical and managerial expertise.

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Shareholding Pattern Of SAIL

SHAREHOLDING PATTERN ( % of Equity)

SHARE HOLDING PATTERNAS ON 31ST MARCH ' 2009

Category of Shareholders No. of EquityShares Held

No. ofHolders

Amount(Rs. in Crs)

Percentage(%) holding

GOI 3,544,690,282 1 3544.69 85.82Financial Institutions & Banks 282,567,661 89 282.57 6.84

Mutual Funds 31,391,984 77 31.39 0.76FII's 155,491,955 244 155.49 3.76GDR 643,345 2 0.64 0.02

Companies/ Trusts 28,718,088 3,563 28.72 0.70Individuals * 86,897,230 354,606 86.90 2.10

* Incl. Employees and NRI'sTotal 4,130,400,545 358,582 4,130 100

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

STRENGTHS

Availability of abondon Iron Ore

Abondance of quality manpower

Mature production base

High maintenance of plants

WEAKNESS

Unscientific mining

Low productivity

Low R&D Investment

Inadequate infrastructures

High cost of debt

OPPORTUNITIES

Unexplored rural market

Growing domestic demand

Exports

THREATS

China Becoming Net Exporter

Protectionism in the West

Dumping by competitors

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Corporate plan 2012

Corporate plan 2012 provides directional guidelines and sets operational and financial objectives. As harmonizing the functional and operational goal is essential for attaining the strategic objectives set in plan, it is incumbent upon SAIL to capitalize on emerging opportunities and improve further its responsibility and market position by building a truly competitive organisation at a global level. It is designed as a two stage process- stage I with a perspective from present i.e.(2004-2007) and stage -2 covering the subsequent period up to 2011-2012.

In the two phase process the phase-1up to 2006-2007, the emphasis will be on exploiting existing production potential. A list of “priority schemes” has already been identified for completion by 2006-2007. These are broadly in nature of de-bottlenecking, replacement/revamping schemes, and balancing facilities, viz – rebuilding of COBs at RSP,BSP, and BSL; reconstruction of Blast Furnaces at RSP and BSP; installation of CDI in all steel plants; installation of new casters at BSP & DSP etc. The total expenditure during this phase will be around Rs.4300 crore. The major expansion plans of introducing new Blast Furnance at RSP, new SMS at BSP and a new mills at all the ISPs will be taken up in the phase-II of the Corporate Plan.

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The envisaged growth in volumes are planned to be achieved by-

Realization of full potential of existing assets

De-bottlenecking

Linked facilities for value addition

Capacity enhanced in growth segments

The key strategic goals for SAIL defined in Corporate Plan 2012 are:

To continue in the business of steel and steel related activities.

To enhance market share in growth segments.

To improve profits by cost reduction (raw materials, salary and wages, energy, and financial charges) and high value added products.

To achieve excellence in quality across the value chain.

To secure availability of key raw materials, and alleviate infrastructure bottlenecks which may constraint long term growth.

To build customer centric-processes, systems, structure and procedures.

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“LITERATURE REVIEW”

Determine Recruitment and Selection needsHumanResource Planning

Job Analysis

HR Planning is the process (including forecasting, developing and controlling) by which a firm ensures that it has the right number of people and the right kind of people at the right time doing work for which they are economically most useful.Job analysis may be understood as a process of studying and collecting information relating to the operations and responsibilities of a specific job. The immediate products of this analysis are job descriptions and job specification.

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CONCEPT – RECRUITMENT

RECRUITMENT–Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME.

Recruitment is an important part of an organization’s human resource planning and

their competitive strength. HRP helps determine the number and type of people an

organization needs. Job Analysis and Job Design specify the tasks and duties of jobs

and the qualifications expected from prospective jobholders.

Recruitment is a process of finding and attracting capable applicants for employment. The

process begins when new recruits are sought and ends when their applications are submitted.

The result is a pool of applications from which new employees are selected.

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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 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

Recruitment is a complex job as many factors affect it, e.g. image of the organization, nature of jobs offered, organizational policies etc.

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RECRUITMENT NEEDS ARE OF THREE TYPES

Planned:

i.e. the needs arising from changes in organization and retirement policy.

Anticipated:

Anticipated needs are those movements in personnel, which an organization

can predict by studying trends in internal and external environment.

Unexpected:

Resignation, deaths, accidents, illness give rise to unexpected needs.

PURPOSE AND IMPORTANCE OF RECRUITMENT

Attract and encourage more and more candidates to apply in the organization.

Create a talent pool of candidates to enable the selection of best candidates for

the organization.

Determine present and future requirements of the organization in conjunction

with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Increase the pool of job candidates at minimum cost.

Help increase the success rate of selection process by decreasing number of

visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected will

leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the composition

of its workforce.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants.

PersonnelPlanning

JobAnalysis

EmployeeRequisition

Searching Activation “Selling” - Message - Media

Recruitment Planning - Numbers - Types

Strategy Development - Where - How - When

JobVacancies

ApplicantPopulation

ApplicantPool

Potential Hires

Evaluation And Control

Screening

To Selection

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RECRUITMENT PROCESS

Recruitment process involves a systematic procedure from sourcing the candidates

to arranging and conducting the interviews and requires many resources and time.

A general recruitment process is as follows:

1) Identify vacancy

2) Prepare job description and person specification

3) Advertising the vacancy

4) Managing the response

5) Short-listing

6) Arrange interviews

7) Conducting interview and decision making

Recruitment Process

RECRUITMENT

Internal Factors

Recruitment PolicyHRP

Size of the firmCost

Growth and Expansion

External Factors

Supply and demandUnemployment rate

Labor marketPolitical- Social

Image

Internal Sources

TransfersPromotionsUpgradingDemotion

Retired EmployeesRetrenched Employees

Dependents and relatives of deceased employees

External Sources

Press AdvertisementEducational Institutes

Placement Agencies / OutsourcingEmployment Exchanges

Labor ContractorsUnsolicited applications

Employee ReferralsRecruitment at factory gate

SOURCES OF RECRUITMENT

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FACTORS AFFECTING RECRUITMENT

Recruitment is naturally subject to influence of several factors. These include

external as well internal forces.

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.

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COMPARATIVE ADVANTAGES AND DISADVANTAGES OF RECRUITMENT SOURCES

Advantages Disadvantages

INTERNAL RECRUITMENT

1.

It is less costly.It perpetuates the old concept of doing things.

2.

Candidates are already oriented towards organization.

It abets raiding.

3.

Organizations have better knowledge about the internal candidates.

Candidate’s current work may be affected.

4.

Enhancement of employee morale and motivation.

Politics play greater role.

5.

Good performance is rewarded. Morale problem for those not promoted.

EXTERNAL RECRUITMENT

1.

Benefits of new skills, new 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.

3.

Scope for resentment, jealousies and heartburn are avoided.

Chances of creeping in false positive and false negative errors.

4.

It could help in injection of fresh blood.Adjustment of new employees to the organizational culture takes longer time.

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RECENT TRENDS IN RECRUITMENT

The following trends are being seen in recruitment:

Outsourcing

In India, the HR processes are being outsourced from more than a decade now. A

company may draw required personnel from outsourcing firms. The outsourcing

firms help the organization by the initial screening of the candidates according to

the needs of the organization and creating a suitable pool of talent for the final

selection by the organization. Outsourcing firms develop their human resource

pool by employing people for them and make available personnel to various

companies as per their needs. In turn, the outsourcing firms or the intermediaries

charge the organizations for their services.

Poaching / Raiding

“Buying talent” (rather than developing it) is the latest mantra being followed by

the organizations today. Poaching means employing a competent and experienced

person already working with another reputed company in the same or different

industry; the organization might be a competitor in the industry.

E-Recruitment

Many big organizations use Internet as a source of recruitment. E- recruitment is

the use of technology to assist the recruitment process. They advertise job

vacancies through worldwide web. The job seekers send their applications or

curriculum vitae i.e. CV through e mail using the Internet.

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CONCEPT - SELECTION

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

Correct Selection Decisions are those where the candidate was predicted to be

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

is predicted to be unsuccessful and, as expected, performs unsatisfactorily after

getting selected. While in the first case, the worker is successfully accepted; in the

later the worker is successfully rejected.

It is the process of differentiating between applicants in order to identify and hire

those with a greater likelihood of success in a job.Jo

b Pe

rfor

man

ce

Selection Decision

Accept Reject

Succ

essf

ul

Correct Decision Reject Error

Uns

ucce

ssfu

l

Accept Error Correct Decision

28

Errors arise when we reject a candidate who would have performed successfully on

the job. This is termed as reject error. In certain situations a worker is accepted

ultimately and performs unsatisfactorily. This is called accept error.

SELECTION PROCESS

Selection is a long process, commencing from the preliminary interview of the

applicants and ending with the contract of employment.

SELECTION PROCESS

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DIFFERENCE BETWEEN RECRUITMENT AND SELECTION

Difference between Recruitment and Selection

S.No. Recruitment Selection

1

Recruitment is the process of

searching the candidates for

employment and stimulating them to

apply for jobs in the organization.

Selection involves the series of steps

by which the candidates are screened

for choosing the most suitable persons

for vacant posts.

2

The basic purpose of recruitments is

to create a talent pool of candidates

to enable the selection of best

candidates for the organization, by

attracting more and more employees

to apply in the organization.

The basic purpose of selection process

is to choose the right candidate to fill

the various positions in the

organization.

3

Recruitment is a positive process i.e.

encouraging more and more

employees to apply.

Selection is a negative process as it

involves rejection of the unsuitable

candidates.

4

Recruitment is concerned with

tapping the sources of human

resources.

Selection is concerned with selecting

the most suitable candidate through

various interviews and tests.

5There is no contract of recruitment

established in recruitment.

Selection results in a contract of

service between the employer and the

selected employee.

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HUMAN RESOURCE DEVELOPMENT

Human Resources Development (HRD) as a theory is a framework for the expansion of human capital within an organization through the development of both the organization and the individual to achieve performance improvement. Adam Smith states, “The capacities of individuals depended on their access to education” . The same statement applies to organizations themselves, but it requires a much broader field to cover both areas.

Human Resource Development is the integrated use of training, organization, and career development efforts to improve individual, group and organizational effectiveness. HRD develops the key competencies that enable individuals in organizations to perform current and future jobs through planned learning activities. Groups within organizations use HRD to initiate and manage change. Also, HRD ensures a match between individual and organizational needs.

ROLE OF HRD IN SAIL

FACILITATION

Nurturing the future

Strategic interventions for organisational growth

FUNCTIONAL

Identifying skill gap

Designing training interventions

Internal consultant

Management research, publication and documentation

Develop the HRD function

HR DEPARTMENT

Recruitment And

Selection

Training And

Development

MIS And Compensation E-Relations

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HRD AT SAIL

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

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Final selection

RECRUITMENT STRATEGY

Recruitment strategies of the companies are:

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

Recruitment of executives from external sources will be made through open advertisement in the press.

Higher managerial grades/positions such as ASSISTANT MANAGER, MANAGER, SENIOR MANAGER, AGM DGM GM DP AND EXECUTIVE MANAGER are done through Direct Recruitment.

Direct recruitment to the following will be centralised and done on all India level basis at the Corporate Office for the entire company including its Plants/Units .i.e.

ASST.GENERAL MANAGER, DYP.GENERAL MANAGER,GENERAL MANAGER ,EXECUTIVE MANAGER.

MANAGEMENT TRAINEES (TECHNICAL AND ADMN.)

JUNIOR MANAGER

RECRUITMENT SOURCES OF SAIL

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INTERNAL SOURCES:-

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

2. EMPLOYEE REFERRALS:- Sail has structured system where the current employees of the organization refer their friends and relatives for some position in the organization.

EXTERNAL SOURCES:-

1.PRESS ADVERTISEMENTS:- Advertisements of the vacancy in newspapers and journals are a widely used source of recruitment.

2.E-RECRUITMENT:- Sail uses Internet as a source of recruitment. E- Recruitment is the use of technology to assist the recruitment process

SKILL SETS REQUIREMENT

As the organization grows the need for professionalism in the organization

increases and so does the pay package.

The requirements have changed in terms of:

Role

Profile

Traits

Even the HR department focus on two areas:

1. Strategic policies planning and implementation

2. Activities to make the work of the people in the organization interesting.

HR AND ADMIN

HR Head

HR and Admin Manager

Sr. HR Executive

Sr. Purchase Executive

HR Executive

Admin Executive

Managerial Positions

Sr. Level Positions

Jr. Level Positions

Store Executive

Front DeskExecutive

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There is a personalized position created for each and every individual from the top

to the lowest level in the organization.

In SAIL HR Department can be categorized according to the personalized

positions :-

RECRUITMENTS FOR MANAGERIAL POSITIONS IN SAIL

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Recruitment for managerial positions is done through interview & written test .

ELIGIBILITY:-

The educational qualification, experience etc

Their role in the organization in respect of their position, job responsibility, key

areas of performance.

The pay structure along with the various facilities offered by the company.

RECRUITMENTS FOR SENIOR AND JUNIOR LEVEL POSITIONS

Main sources of recruitment here are:

Newspaper Advertisements

Internal employee reference

Recruiting IT Management trainees

SELECTION PROCESS IN SAIL:-

SELECTION TESTS

This assist in determining how well an individual can perform tasks related of the job.

This assist in determining a person’s potential to learn in a given area.

This test is given to measure a prospective employee’s motivation to function in a particular working environment.

This test is used to measure an individual’s activity preferences.

This test reveals physical fitness of a candidate.

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Initially HR specialists conduct the PRELIMINARY INTERVIEW to eliminate

unqualified job seekers based on the information supplied in their application

forms.

Then HR specialist conducts different types of SELECTION TESTS, depending on

the job to determine the applicant’s ability, aptitude and personality.

Ability Test

Aptitude Test

Personality Test

Interest Test

Medical Test

Then HR specialists conduct the EMPLOYMENT INTERVIEW.

TYPES OF EMPLOYMENT INTERVIEW

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Candidate Interviewer

1 2

Candidate Interviewers Candidate Interviewers

2. Sequential Interview

1. One-to-one Interview

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Candidate Interviewers

3. Panel Interview

39

“PURPOSE OF

RESEARCH STUDY”

RESEARCH METHODOLOGY:-

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The study will be conducted to achieve the aforesaid objectives including both exploratory and descriptive in nature and involve personal interviews that will be based on the questionnaire format. A Research Methodology defines the purpose of the research, how it proceeds, how to measure progress and what constitute success with respect to the objectives determined for carrying out the research study.

The research methodology for the present study has been adopted to reflect

these realties and help reach the logical conclusion in an objective and scientific

manner.

The present study contemplated an Exploratory Research.

The appropriate research design formulated is detailed below.

RESEARCH DESIGN: Exploratory Research

A research design is the specification of methods and procedures for acquiring the

information needed to structure or solve the problem. It is the overall operational

pattern or framework of the project that stimulates what information is to be

collected from which source and by what procedure. On the basis of major purpose

of our investigation the EXPLORATORY RESEARCH was found to be most suitable.

This kind of research has the primary objective of development of insights into the

problem. It studies the main area where the problem lies and also tries to evaluate

some appropriate courses of action.

DATA COLLECTION SOURCES:

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Primary data: The data that is collected first hand by someone specifically for the

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

data is collected from respondents through QUESTIONNAIRE.

PRIMARY SOURCES

The data required for the study has been collected from-

QUESTIONNAIRE survey among the officials and employees of SAlL.

PERSONAL INTERVIEWS with the company representatives regarding

recruitment and selection practices in organization.

Advantages of the Primary data collection method

1 Primary data can be collected from a number of ways.

2Primary data is current and it can better give a realistic view to the researcher about the topic under consideration. It provides unbiased information.

3 It is relatively cheap and no prior arrangements are required.

Secondary data: Secondary data refer to information gathered by someone other

than the researcher conducting the current study. Such data can be internal or

external to the organization and accessed through the Internet or perusal of

recorded or published information.

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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.

2It provides a larger database (usually) than what would be possible to collect on ones own.

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SAMPLING METHOD

Survey was done by QUESTIONNAIRE method.

SAMPLE AREA

Delhi

SAMPLE UNIT

Officials and employees of SAIL

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“ANALYSIS OF DATA”

ANALYSIS AND INTERPRETATION OF DATA

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1) Is there a well defined Recruitment Policy in your organization?

S.No. Options No.

1Strongly Agree 10

2Moderately Agree 9

3 Disagree 14 Can't Say 0

CONCLUSION

An organization must have a well-defined recruitment policy corresponding to the company and vacancy requirements. Existing employees can give a fair feedback on the suitability of the policy. 50% employees feel that the organization’s recruitment policy is stronge & well defined. And 45% employee feel that the organization recruitment policy is moderately agree . Majority of employees feels that policy is well defined which is a great morale victory on the part of management.

Q2) Principle of right man on the right job is strictly followed/a detailed job-

analysis is done prior recruitment?

S.No. Options No.

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1 Strongly Agree 9

2Moderately Agree 10

3 Disagree 14 Can't Say 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.

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. Options No.1 Strongly Agree 4

2Moderately Agree 8

3 Disagree 24 Can't Say 1

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CONCLUSION

Human Resource Planning is understood as the process of forecasting an

organization’s future demand for, and supply of, the right type of people in the

right number.

27% say that manpower planning is given due importance and manpower

requirement is identified in advance. 13% employees disagree. They think that no

due consideration is given to manpower planning in advance.

(Q4) Which internal source of recruitment is followed by the company and given

more priority?

S.No. Options No.

1Internal Promotion 11

2Employee Referral 0

3 Transfer 14 Job Posting 3

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CONCLUSION

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

prefers internal promotion as internal source of recruitments. And rest 20% say

that Job posting is preferred. Majority of employees actually thinks that internal

promotion is given priority and followed by company as internal source of

recruitment.

Q5) Which external source of recruitment is followed by the company and given

more priority?

S.No. Options No.

1 Advertisement 132 Online Job Portals 03 Consultancy 1

4Employment Exchange 1

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CONCLUSION

External Sources of recruitment lie outside the organization

87% employees think that Advertisement source is given more priority and 7%

employees tell that consultancy is preferred .

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Q6) Which source of recruitment is relied upon when immediate requirement

arises?

S.No. Options No.1 Internal 92 External 6

CONCLUSION

Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources: internal and external sources.

Responding to recruitment source question, almost all the employees tell that

internal sources are relied upon when there is any immediate manpower

requirement in company.

Analysis clearly represents that 80% say that internal sources are better to be

opted for immediate opening in organization as company can have sufficient

knowledge about the candidate and it is less costly.

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Q7) Do you think succession planning is done in advance in your organization?

CONCLUSION

Succession Planning is the process of identifying, developing, and tracking key

individuals so that they may eventually assume top-level positions.

In respond to Succession Planning question, almost 27% employees actually

believe that no succession planning is done in advance in organization.

Only 33% employees think that succession planning is done in advance.

S.No. Options No.1 Strongly Agree 5

2Moderately Agree 4

3 Disagree 44 Can't say 2

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Q8) The sorting of candidate applications is done by some pre set criteria?

CONCLUSION

Majority of employees, 40% believe that there is some pre-set criteria according to

which sorting of candidate application is done. 7% feel that sorting is not done by

any pre set criteria. Rest 13% can’t say about it.

S.No. Options No.1 Strongly Agree 6

2Moderately Agree 6

3 Disagree 14 Can't say 2

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Q9) Which are the parameters on which candidates are evaluated (give ratings out

of 10)?

CONCLUSION

Responding to this question, 22% weightage is given to experience first then

second most weighted parameter is skills then process knowledge and aptitude

and lastly attainments are considered.

Above analysis represents that employees believe that experience and skills are

mostly preferred parameter for evaluating candidates.

S.No. Options No.1 Intelligence 42 Aptitude 43 Skills 5

4Experienced 10

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Q10) To identify the employee’s capabilities and aptitude, psychological testing is done. Do you think it is a useful technique?

CONCLUSION

Responding to this question, there is approximately same percentage of opposite

opinion of employees regarding psychological testing.

56% of employees believe that to identify employee’s capabilities and aptitude,

psychological testing is done and 6% think that no psychological testing is carried

out. 6% employees can’t give opinion on asked question.

Q11) What type of interview is taken while selection?

S.No. Options No.1 Strongly Agree 9

2Moderately Agree 5

3 Disagree 14 Can't say 1

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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 behavior on important issues. This type of interview is

often unstructured.

Responding to the type of interview 53% employees think that patterned

interviews are generally taken. 33% employees have the opinion that depth

interviews are often used. Rest believes that stress or any other type of interview is

being taken.

S.No. Options No.1 Patterned 82 Stressed 23 Depth 54 Others 0

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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 given special attention while selecting the

employee of the department.

Only 40% employees agree for giving due consideration to concernd departmental

head opinion.

S.No. Options No.1 Strongly Agree 6

2Moderately Agree 8

3 Disagree 04 Can't say 1

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Q13) Is the physical examination necessary after final interviews?

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 .

Q14) What is the weightage given to the following (out of 100%)?

S.No. Options No.1 Strongly Agree 9

2Moderately Agree 2

3 Disagree 44 Can't say 0

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CONCLUSION

Responding to this question, maximum weightage is given to Written Test. Group

Discussion is given the least weightage among the three available options.

Q15) Is Induction as well as a training program conducted after joining of employees?

S.No. Options No.1 Written Test 55

2Group Discussion 15

3 Final Interview 30

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CONCLUSION

Induction is planned introduction of employees to their jobs, their co-workers and

the organization.

Almost all the employees admit that induction as well as training program is

conducted after joining of employees. It is healthy sign for any organization.

7% employees tell that no orientation programme is conducted in company for

new joinees.

Q16) Do you think the present selection process is feasible for selecting the

employees?

S.No. Options No.1 Yes 142 No 1

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CONCLUSION

Selection is a long process, commencing from the preliminary interview of the

applicants and ending with the contract of employment.

Responding to selection process, 7% employees think that the present selection

process is not feasible for selecting the employees. 40% employees believe that

there exists a feasible and adaptable selection procedure in company.

S.No. Options No.1 Strongly Agree 6

2Moderately Agree 8

3 Disagree 14 Can't say 0

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“FINDINGS”

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FINDINGS

Internal Promotions and Job Portals are mostly used recruitment source.

Written test is given weightage during selection process.

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

applications.

Concerned departmental head is given special attention while selecting a

candidate of the department.

Employees are in the favor of physical examination and reference check after

selection of candidate.

Orientation is given to new joinee, still employees are in favor of its

improvement.

Present selection process need improvement in terms of its procedure, tests

and interview type.

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“LIMITATIONS”

LIMITATIONS OF THE SURVEY

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As the sample size was small, hence conclusions cannot be generalized.

Unwillingness and inability of respondents to provide information.

Due to time constraint in-depth study could not be carried out.

As the strength of the company is big, it was not possible to draw sample

from each and every department.

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“RECOMMENDATIONS”

66

RECOMMENDATIONS

After analyzing the collected data, the following recommendations were made

to improve the present recruitment and selection scenario in the organization.

First of all the management should review their recruitment policy and look for

the areas of improvement for ensuring the best hiring.

Management should structure and systematically organize the entire

recruitment processes.

Recruitment management system should facilitate faster, unbiased, accurate

and reliable processing of applications from various applications.

Recruitment management system should helps to reduce the time-per-hire and

cost-per-hire.

Recruitment management system should helps to incorporate and integrate

the various links like the application system on the official website of the company,

the unsolicited applications, outsourcing recruitment, the final decision making to

the main recruitment process.

Recruitment management system should maintain an automated active

database of the applicants facilitating the talent management and increasing the

efficiency of the recruitment processes.

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Recruitment management system should provides and a flexible, automated

and interactive interface between the online application system, the recruitment

department of the company and the job seeker.

Management should offers tolls and support to enhance productivity, solutions

and optimizing the recruitment processes to ensure improved ROI.

Recruitment management system should helps to communicate and create

healthy relationships with the candidates through the entire recruitment process.

Management should follow a systematic process for HR Planning.

Present employee should be encouraged to refer their friends and relatives.

This source is usually one of the most effective methods of recruiting because many

qualified people are reached at a very low cost to the company. And referred

individuals are likely to be similar in type to those who are already working for the

company. Management can propose a scheme for EMPLOYEE REFERING.

Internal Promotions should be done on regular basis during specified time-

period.

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

tests, written tests, should be given equal weightage during selection process.

Salary structure should be in match with company’s same level present

employee and market value.

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Physical examination and reference check should be given due consideration

after selecting a candidate.

Induction should be properly done for selected candidate. The idea is to make

the new selected employee feel at home in the new environment.

Effectiveness of the selection process should evaluate on regular basis for

ensuring availability of competent and committed personnel. In order to do so, a

periodic audit can be done.

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“CONCLUSION”

70

CONCLUSION

Every company looks for an employee, who can work effectively. They are in

search of a person who has the maximum skills required for the job. After

selecting the right person, the company’s main aim is to place that person at the

right job. The main strength of any company is its employees. Effective workers

are the best route to success. For this reason, company's strives to attract and

hire the best, and to provide the best place to work.

Some of the biggest and most constant challenges that plague organization is

people related because they don’t place more emphasis on getting the recruitment

process right. If they get the right person in the right job at the right time, 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.

Steel Authority Of Indias Limited has competent and committed workforce, still

there are scope for more improvements. To ensure that company recruits the right

people, it has to identify essential skills and behaviors that applicants should

demonstrate. For each position there should be a job description outlining typical

duties and responsibilities and a person specification defining personal skills and

competences. The emphasis should be on matching the needs of the company to

the needs of the applicants. This would minimize employee turnover and enhance

satisfaction.

It is important for the company to have a clear and concise recruitment policy in

place, which can be executed effectively to recruit the best talent pool for the

selection of the right candidate at the right place quickly. Creating a suitable

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recruitment policy is the first step in the efficient hiring process. A clear and concise

recruitment policy helps ensure a sound recruitment process.

Management should structure and systematically organize the entire recruitment

processes. It should Offers tolls and support to enhance productivity, solutions and

optimizing the recruitment processes to ensure improved ROI. The Recruitment

Management System (RMS) should be such that it helps to save the time and costs

of the HR recruiters in company and improving the recruitment processes.

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“BIBLIOGRAPHY”

BIBIOLOGRAPGY

BOOKS REFERRED

Human Resource and Personnel Management, K. Aswathappa,

Human Resource Management , Khanka

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WEBSITES REFERRED

www.mbdalchemie.com

www.google.com

www.recruitment.naukrihub.com

www.citehr.com

www.hrmguide.co.uk

www.oneclickhr.com

www.wikipedia.com

OFFICIAL

SAIL employee information handbook