69827353 Project Raeport on Recruitment Selection Process in Moserbaer

8/9/2019 69827353 Project Raeport on Recruitment Selection Process in Moserbaer

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FARIDABAD SESSION 2008-2010

ACKNOWLEDGEMENT

The project title SATISFACTION LEVEL AMONGST EMPLOYEE ABOUT

RECRUITMENT AND SELECTION PROCESS AT MBIL has been conducted by me

during 13th april and 30th may at MBIL I have completed this project based on the

primary research under the guidence of mr .Ankush Pandia,mrGau!a"

Sha!#a,and mrP!ashan $!adhan

have enourmous intellectual debate to!ards my guides and !ho have aurgumented

my "no!ledge, in the #eld of $uman resource They have helped me learn about the

process and giving me valuable insight in human resource

I o!e my enormous intellectual debt to!ards my guides and !ho have

aurgumented my "no!ledge,in the #eld of $%, they have helped me to learn about

the process and giving me valueable insight into $% functions



I am obliged to #!.Man%& Sh'kha(a)AGM*T!ainin+, #!.Ash%k

Sha!#a)AGM*IR,-#!. Ahai K!ishna)Mana+'!, -#!.Ra&ku#a! Panda/-

#!.Ra&a -D!.A#i sin+h- #s. Akansha +i00- #!. San&a/ N'+i-#!.Ka#a0

Chand!a #!s.An&u M'ha- #!s.S%na# khu00a!-#!.Ti0ak for coorporation during

the internship my increased spectrum of "no!ledge in this #eld is the result of their

constant supervision and direction that helped me to observe relevant and high

&uality information

I !ould li"e to than" for their guidence ' enriching my thoughts in this #eld from

di(erent perspective

I !ould li"e to than"s all the respondents !ithout !hose coopration my

project !ould have been not possible My )c"no!ledgement !ould be incomplete

!ithout e*pressing my sincere than"s to mr . Ra&i" S'hd'")AGM*1R,for his

permission for doing this project on such a sensitive topic Last but not the least,I

feel indebt to all those person !ho have provided help directly or indirectly in

sucessful completion of this study



TABLE OF CONTENTS:

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RECRUITMENT AND SELECTION

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M: 9%I+ )T MBIL

+/+L78I/

BIBILI/4%)$:

Certifcate



This is to certify that MS. N'ha Sin+h a student of %ai Business

8chool pursuing MB)=Industry Integrated> in $% has done her

summer training at Moserbaer India LtdTo project !or" entitled

?Sais2a3i%n 0'"'0 a#%n+s '#$0%/''s a%u !'3!ui#'n

and s'0'3i%n $!%3'ss4 and Ana0/sis %2 i5s '6'3i"'n'ss@

embodies the original !or" by her during her summer training

period

8he !or"ed under my guidance and has ful#lled the

recruitment for the

submission of her project report, !hich to my "no!ledge has reached

the re&uisite standards.



( )

Manoj Shekhawat

(AM TRAININ

DECLARATION

I NEHA SINGH, Student of MBA+PGPPE-(Industry Integrated) Faridabad, Here by declare that the Projec

Report entitled “Sats!a"t#n $e%e$ a&#ngst e&'$#yee a#ut Re"rut&ent and Se$e"t#n Pr#"ess at MBIL ” is

piece of genuine work done under the guidance of Mr Man#* Se,aat (AGM Tranng) at oser !aer Indi

"i#ited, $$ %dyog &ihar 'reater (oida) *he project is undertaken as a part of Su##er *raining Projec

acco#plished for the partial fulfill#ent of the oserbaer India "td *he #atter e#bodied in this project report ha

not been sub#itted elsewhere by anybody for the award of any degree or diplo#a



NEHA

SINGH



PRE.ACE

+ll that is taught in the classroo# proes useful when applied in the practical field) Practical orientation of a

#anage#ent student is #ust, to perfor# as a potential #anager) It is for this reason that project training is prescribe

as a part of syllabus for #y #aster in business ad#inistration and the post graduate diplo#a in planning and

entreprenuership

I joined oser!aer on +pril -. th /001 for #y su##er training) I was placed under the able guide of *raining an

2eelop#ent r) anoj Shekhawat 3+' *raining4)

I was directed to go through Principles, Policies of !I", anpower needs of co#pany, recruit#en

process,arious steps while selecting a candidate 5for the purpose of #aking the project on SATIS.ACTION

LE/EL AMONGST EMPLO0EE ABO1T RECR1IMENT AND SELECTION PROCESS

In the following pages, I hae tried to record and analyses the different aspects such as 6ob 7nowledge, Righ

person at the Right job, satisfaction of e#ployee with the process of recruit#ent, Perfor#ance of workforce of th

co#pany so as to help Hu#an Resource 2epart#ent to understand the co#petencies of the co#pany8s staff)



E2EC1TI/E S1MMAR0

y research project deals with 3Re"rut&ent and Se$e"t#n syste&4 as "arred #ut at M#seraer Inda

Ltd *he objectie of #y study is to understand and analy9e the e:isting recruit#ent ; selectio

procedure in the co#pany) *he HR professionals in the serice sector are now stressing on a syste#ati

approach to recruit#ent and selection for increasing the #anagerial effectieness of its professionals)

*he first section #y report deals with a detailed co#pany profile) It includes the co#pany8s history, its

actiities and operations, etc) *his section atte#pts to gie detailed background infor#ation about th

co#pany and the nature of its functioning)

*he second section deals with Recruit#ent and selection) In this section, I hae gien a brief conceptua

e:planation of the topic) It contains the definitions, process and significance of recruit#ent and selection)

*he third section of #y report deals with #y obserations about the process of recruit#ent and selection a

#oserbaer India ltd)) *his is the concluding section) *his section also contains #y findings an

conclusions)

*he fourth and final section of this report consists of e:tra infor#ation that is related to the #ain content

of the report) *hese anne:ures include so#e for#s and docu#ents relating to the co#pany, also relating to

the report and i#portant docu#ents upon which the report is based)

I sincerely hope oserbaer India "td) finds #y suggestions and reco##endations to be of so#e benefit t

it in carrying out their actiities #ore efficiently



About Moser Baer India Ltd . oser !aer, head<uartered in (ew 2elhi, is one of India=s leading

technology co#panies) >stablished in -1?., the co#pany successfully deeloped cutting edge

technologies to beco#e the world=s second largest #anufacturer of @ptical Storage #edia like A2s and

2&2s) *he co#pany also e#erged as the first to #arket the ne:tBgeneration of storage for#ats like !luB

ray 2iscs and H2 2&2) Recently, the co#pany has transfor#ed itself fro# a single business into a #ultiB

technology organisation, diersifying into e:citing areas of Solar >nergy, Ho#e >ntertain#ent and I*

Peripherals ; Aonsu#er >lectronics)

oser !aer has a presence in oer ?/ countries, sericed through si: #arketing offices in India, the %S,

>urope and 6apan, and has strong tieBups with all #ajor global technology players)

oser !aer has the distinction of being preferred supplier to all top global @> brands)

oser !aer stands co##itted to supplying highest <uality fully licensed #edia to its custo#ers)

oser !aer=s products are #anufactured at its three stateBofBtheBart #anufacturing facilities) It has oer

$,000 fullBti#e e#ployees and #ultiple #anufacturing facilities in the suburbs of (ew 2elhi)



History

oser !aer India was founded in (ew 2elhi in -1?. as a *i#e Recorder unit in technical collaboration

with aru9en Aorporation, 6apan and oser !aer Su#iswald, Swit9erland)

In -1??, oser !aer India #oed into the data storage industry by co##encing #anufacturing of C)/CB

inch Floppy 2iskettes) !y -11., it graduated to #anufacturing.)CinchicroFloppy 2iskettes 3F24)In

-111, oser !aer India set up a -C0B#illion unit capacity plant to #anufacture Recordable Ao#pact

2isks 3A2BRs4 and Recordable 2igital &ersatile 2isks 32&2BRs4) *he strategy for the optical #edia

project was identical to what had successfully been i#ple#ented in the diskette business B creating a

facility that #atched global standards in ter#s of si9e, technology, <uality, product fle:ibility and process

integration) *he co#pany is today the only large Indian #anufacturer of #agnetic and optical #edia data

storage products, e:porting appro:i#ately ?C percent of its production)

Since inception, oser !aer has always endeaored to create its space in the international #arket) +iding

the co#pany in its efforts has been a carefullyBplanned and sustainable business #odel B low costs, high

#argins, high profits, reinest#ent and capacity growth) +long the way, deep relationships hae been

forged with leading @>s, with the result that today there are hardly any global technology brands in the

optical #edia seg#ent that oser !aer is not associated with)

In /00$, the co#pany announced its foray into the Photooltaic and Ho#e >ntertain#ent businesses) In

/00D, the I* Peripherals and Aonsu#er >lectronics diision was for#ed)

/s#n and Mss#n



&ision

"Touching every life across the globe through high technology products and services”

“ission”

Ee will drie growth through our e:cellence in #ass #anufacturing)

Ee will #oe up the alue chain through rapid deelop#ent of technology, products and

serices)

Ee will leerage our relationships, distribution, cost leadership and can do attitude to

beco#e a global #arket leader in eery business)

Our alues

Tea&#r,



*hinking and working together across functional silos, hierarchies, businesses and geographies)

Aooperating and supporting each other towards co##on goals)

Integrty

Aonsistently behaing and taking decisions in an ethical, trustworthy and fair #anner in all spheres of life)

Pass#n

issionary 9eal co#ing out of one=s heart to drie to the goal which gies one a feeling of do it with

pride and loe to be there) + feeling that encourages one to drea# ; realise the drea#s) Self

co##it#ent to gie #ore than -00G ; create alue)

S'eed

eeting and e:ceeding custo#er=s e:pressed or i#plied e:pectations by a do it attitude and by doing

right, first ti#e, on ti#e and eery ti#e)

5u", .a"ts

+#ong the top two #edia #anufacturers in the world

>ntered the highly e:citing and e#erging global technology space of photooltaic in #idB/00C



Foray into the fast growing Ho#e >ntertain#ent !usiness in /00$)

InBhouse deeloped and patented technology has been considered as one of the four standard #edia

to be included in the !luBray 2isk +ssociation

*he first storage #edia co#pany in the world to ship H2 2&2s using a special disc structure using

co##on #aterials)

"owestBcost #anufacturer of optical #edia in the world

Highly R;2Bfocused co#pany

@> supplier to all the -/ leading storage #edia brands in the world



L#"at#ns

C#r'#rate Head6uarters7 (ew 2elhi, India

Indan O!!"es7 u#bai, 7olkata, Ahennai and !angalore

8#r$dde O!!"es7 *he (etherlands, %S+ 3(ew ork and Aalifornia4, 6apan, iddleB>ast

A(a!ds

2008 >F /00? Special +ward to r 2eepak Puri, A2, oser !aer

'olden Peacock >niron#ental >co Innoation +ward /00?

2007 'olden Peacock +ward for @ccupational Health and Safety =0D

+ward for being 9Hgest E:'#rter n IT Se"t#r9 fro# =>:port Pro#otion Aouncil

for >@%s ; S>J %nits=)

!usiness Standard 9M#st Inn#%at%e C#&'any #! te 0ear Aard9 0D=

ELCINA - D1N; BRADSTREET Aards< =>>? - >@ in the categoriesB Kuality,

R;2 and !usiness >:cellence



+ward by >lectronics and Ao#puter Software >:port Pro#otion Aouncil 3>SA4 in

I* Hardware category, titled Aard !#r Ma:&u& IT Hardare E:'#rts

2006 !>S* @F +"" Raji 'andhi (ational Kuality +ward by !ureau of Indian

Standards

Indira +wards for arketing >:cellence awarded A>@ of the ear +ward to r)

2eepak Puri, A2

>lectronics @rganisation of the ear +ward fro# >lectronics for ou Publication

'roup)

PHDCCI - Dstngused Entre'reneurs' Aard9 >? to r) 2eepak Puri, A2

2005 'olden Peacock +ward for Ao#petence in Kuality and Innoation anage#ent

'lobal Industry "eader +ward to Mr Dee'a, Pur and >:cellence in

anufacturing +ward to M#ser Baer fro# O't"a$ Ds" Syste&s

'olden Peacock >niron#ent anage#ent +ward

Plasticon +ward /00C by Plast India Foundation

2004 Frost ; Sullian +wards for e:cellent anufacturing Practices)

2ataKuest *op /0



2eloitte +ward for Fast 'rowing I* Ao#pany and anufacturing >:cellence

Aorporate Role odel and "ifeti#e +chiee#ent +ward to r) 2eepak Puri,

anaging 2irector, oser !aer by Aentre of International !usiness), +#ity !usiness

School, (oida

2003 2ata<uest I* an of the ear +ward /00. to r) 2eepak Puri anaging 2irector,

oser !aer

!usiness *oday B India=s !est anaged Ao#pany for the year /00.

(+ "eadership +ward /00. to r) 2eepak Puri, anaging 2irector, oser !aer

2eloitte *ouche *oh#atsu Fast C00 B +sia Pacific=s "eading *echnology Ao#panies

in /00.

2002 2ata<uest +wards B *op 'rowth Ao#pany for the year /00/B0.

>rnst ; oung >ntrepreneur of the ear /00/ for anufacturing to r) Ratul Puri,

>:ecutie 2irector, oser !aer

"+ 3"udhiana anage#ent +ssociation4 &ardh#an +ward for >ntrepreneur of the

ear /00/ to r) 2eepak Puri, anaging 2irector, oser !aer

2001 +ll India +ward B Highest >:ports in >lectronic Hardware 3(onBSSI4 for /000B0-

*he >cono#ic *i#es +wards for Aorporate >:cellence B Ao#pany of the year /00-B



0/

2ata<uest *op /0 B Fastest 'rowth Ao#pany for the year /00-B0/

>"AI(+ 3>lectronic Ao#ponent Industries +ssociation4 >lectronics an of the ear

to r) 2eepak Puri, anaging 2irector, oser !aer

1996-

97

Highest >:ports +ward in >lectronic Ao#ponents a#ongst (onBSSI Aategory



Pr#du



"tsSer%"es

O't"a$ St#rage Meda7 Recordable Ao#pact 2iscs 3A2BR4, Rewritable Ao#pact 2iscs 3A2

RE4, PreBrecorded A2L2&2, 2igital &ersatile 2isks 32&2BR4 and Rewritable 2igital &ersatile

2isks 32&2BRE4, "ightScribeBenabled #edia)

P#t#%#$ta"7 Arystalline Silicon Aells and odules, High Aoncentrator and *hin Fil# odule

Entertan&ent7 2istribution of #oies, fil# production and theatrical distribution

IT Per'era$s and C#nsu&er E$e"tr#n"s7 @ptical 2isk 2ries, Headphones,

7eyboards, @ptical ouse, 2&2 Players

Re'$"at#n Ser%"es

E&'$#yees



@er D,C00

Nu&er #! P$ants

E:"ange Lstng

(ational Stock >:change 3(S>4

!o#bay stock >:change 3!S>4

Su&&ary .nan"a$s

.#r te !nan"a$ year endng Mar" < =>>F

(et SalesM Rs) -?,11D)1 illion

(et *urnoerM Rs) /0?)D illion



B#ard #! Dre"t#rs

Te d!!eren"e eteen a g##d "#&'any and a great #ne $es n ts "#re &anage&ent tea& M#ser

Baer9s B#ard s a "$ass" e:a&'$e #! *ust # a gr#u' #! t#ugt $eaders< %s#nares< e%ange$sts and

te"n#"rats "an "#&e t#geter t# ga$%ane a "#&'any t# a"e%e e:"e$$en"e - and tat t## #n a

g$#a$ s"a$e Meet te 'e#'$e # 'r#%de te ns'rat#n and gudan"e t# &a,e t a$$ a''en !#r



M#ser Baer

2eepak Puri

anaging

2irector

2eepak Puri proides strategic direction to the co#pany) He is the driing force in

creating an eniron#ent of integrity by ensuring fair business practices and profound

respect for Intellectual Property Rights) It is his ceaseless <uest for hu#an capital

deelop#ent that has helped steer the co#pany along a continuous growth path) +

leading spokes#an for the Indian industry, 2eepak Puri has neer shied fro# speaking

his #ind and sharing his opinions) He is also Ahair#an of the >lectronics and

Ao#puter Software >:port Pro#otion council 3>SA4, a nonBprofit autono#ous

organi9ation of the inistry of Infor#ation *echnology, 'oern#ent of India) He

holds a aster=s 2egree in echanical >ngineering fro# I#perial Aollege, "ondon,

and is an alu#nus of St Stephens Aollege and odern School, (ew 2elhi)

Ratul Puri

>:ecutie

2irector

Ratul Puri joined oser !aer in -11N and has been >:ecutie 2irector since /00-)

Prior to assu#ing this role, Ratul was 'eneral anager 3!usiness 2eelop#ent4) In

this capacity, he was instru#ental in setting up plants for #anufacturing Ao#pact 2iscB

Recordables 3A2BRs4, the first to co#e up in India) He has also played a piotal role in

reinforcing oser !aer=s focus on #a:i#i9ing shareholder alue and in raising funds

fro# bestBinBclass inestors) He has a degree in Ao#puter >ngineering fro# Aarnegie

ellon %niersity, %S+ and did his schooling fro# St Aolu#bus, (ew 2elhi)



(ita Puri (ita Puri is a coBpro#oter of oser !aer India "td and a EholeB*i#e 2irector of the

Ao#pany) + graduate fro# Aalcutta %niersity, she has oer three decades of

e:perience in #anaging businesses) +s 2irector 3+d#inistration and HR4, she has been

closely inoled with the co#pany=s growth since its inception)

Ehole *i#e2irector

Prakash 7arnik

2irector

Prakash 7arnik was a 2irector at >lectra Partners +sia Priate "td, one of +sia=s

leading priate e<uity fir#s) +n engineer fro# the Indian Institute of *echnology

3Ahennai4 and a #anage#ent graduate, he has oer /C years of e:perience in the

engineering and finance sectors) He has worked in senior positions in both goern#ent

and priate sector organi9ations, including 6ardine Fle#ing India Securities "td, %nit

*rust of India and the >cono#ic 2eelop#ent Aorporation of 'oa "td)

Rajesh 7hanna

2irector

3(o#inee

Earburg Pincus

Singapore ""A4

Rajesh 7hanna has been working with Earburg Pincus for the last si: years) He is an

!+ fro# the Indian Institute of anage#ent, +h#edabad and a Ahartered

+ccountant) He earlier worked with leading finance and consulting fir#s such as

Aitibank (+) He is now the anaging 2irector of Earburg Pincus India Priate "td

and also seres on the !oards of (icholas Pira#al India "td, a: India "td, a:

Healthcare Institute "td and a: (ew ork "ife Insurance Ao#pany "td)



!ernard 'allus

2irector

!ernard 'allus brings with hi# oer four decades of e:perience in the international

technology and finance #arkets) He was earlier anaging 2irector and #e#ber of the

board of 6 !osshard S+, "ausanne, later taken oer by the #anufacturing co#pany E

oser !aer +', Swit9erland)

+run !harat Ra#

2irector

+run !harat Ra# is the Ahair#an and anaging 2irector of SRF "td) + graduate in

Industrial >ngineering fro# the %niersity of ichigan, %S+, he began his career in

-1$D with the 2elhi Aloth St 'eneral ills Ao#pany "td, 3now 2A "td4) He went

on to set up SRF "td in -1D-) In his businesses, he has strongly supported corporate

goernance initiaties and professionalis#) He has been on arious goern#entB

industry co##ittees and is a for#er President of both the Aonfederation of Indian

Industries 3AII4 and the +ssociation of Synthetic Fiber Industry)

6ohn "eack

2irector

6ohn "eack has oer /0 years of priate e<uity e:perience with >lectra and .i Pic in

+sia and >urope, four years of which hae been in India) "eack has a degree in

business ad#inistration fro# !ath %niersity in the %7) He is a 2irector at +ksh

@ptifibre "td, Jensar *echnologies "td, >lectra Partners +sia "td, >lectra Partners

auritius "td, >P +sia "td, e*elecare International Inc) and R* Packaging "td)

&irander (ath

r) &) ( 7oura has been inducted as an +dditional 2irector of the Ao#pany since /1th

Septe#ber, /00$) r) 7oura receied his for#al legal education at "incoln=s Inn,

"ondon and currently is a senior partner of 7oura ; Ao), a leading fir# of legal

consultants in India) He is also on the !oard of !harti Infotel "i#ited, (ational Aereals



7oura

2irector

Products "i#ited, Aontrols and Switchgear Aontractors "i#ited and HA" Infosyste#s

"i#ited)

&inayshil 'auta#

2irector

2r) &inayshil 'auta# has been inducted as a 2irector of the Ao#pany w)e)f -/th

2ece#ber, /00$) He was the first 2irector of India Institute of anage#ent

37ho9ikode4 and the first Head anage#ent 2epart#ent at Indian Institute of

*echnology 3II*4, 2elhi)

He is currently the 2al#ia Ahair Professor of anage#ent at II*, 2elhi and

coordinator of the Institute=s 2al#ia Research Progra##e 2r) &inayshil 'auta# was a

#e#ber of arious significant co##ittees of 'oern#ent of India including the

Ao##ittee appointed to look into the efficiencies of pro#otional processes of -0

senior Positions in 'oern#entO Kuin<uennial reiew tea# of AFRI, (++RO

Ao##ittee appointed to reiew the working of (S*>2!, etc) He is also on the !oard

of 6)7 Industries "td, Shia# +uto *ech "td, >I !ank, Steel +uthority of India,

7>A International "i#ited)

Frank >)

2angeard

2irector

Frank 2angeard was Ahair#an and A>@ of *ho#son, a proider of digital ideo

technologies, solutions and serices, fro# /00N to early /00?) >arlier, he was Senior

>:ecutie &ice President of France *eleco#, a global teleco##unications operator) He

is chair#an or #e#ber of a nu#ber of boards or adisory boards of international

co#panies and nonBprofit organi9ations) 2angeard was educated in France and the

%nited States) He has been the recipient of the (ational @rder of the "egion of Honour



3Ahealier4, the highest decoration in France)

&iraj Sawhney

2irector

&iraj Sawhney is a Principal of Earburg Pincus India) He was earlier a consultant with

c7insey ; Ao#pany) His business e:perience spans a range of strategic and

operational issues across seeral industries)

7ey anage#ent

2eepak Puri

Car&an ; Managng Dre"t#r< M#ser Baer Inda L&ted

+s Ahair#an and anaging 2irector of oser !aer India "td, 2eepak Puri proides strategic

leadership and direction to the organi9ation) He steers the co#pany with his ision of #aking

oser !aer one of the #ost respected technology co#panies globally)



Ratu$ Pur

E:e"ut%e Dre"t#r

Ratul Puri has been the >:ecutie 2irector of oser !aer India "td since /00-) Ratul is

responsible for the oerall corporate #anage#ent and financial control of the organi9ation)

Rakesh 'oil

Presdent C#r'#rate Strategy ; Busness De%e$#'&ent

Rakesh 'oil has been associated with oser !aer India "td since +ugust -111, and is

currently designated as PresidentM Aorporate Strategy ; !usiness 2eelop#ent for the 'roup)

ogesh ! athur

Gr#u' Ce! .nan"a$ O!!"er

r ogesh ! athur joined oser !aer India "td as 'roup Ahief Financial @fficer in 6uly,

/00C) In his current capacity, he is responsible for steering the functioning of the Finance,

*reasury, +ccounts, +udit and I* depart#ents and proides strategic ision and leadership to

the co#pany)



Ra*% Arya

CEO - M#ser Baer P#t#%#$ta" Ltd

Raji +rya is the A>@ of oser !aer Photo &oltaic "td, a fully owned subsidiary of oser

!aer India "td)

Raji will be instru#ental in enisaging co#pany8s plan to attain a -'E capacity for oser

!aer Photooltaic "i#ited across the three erticalsQsilicon, thin fil# and concentratorsQ

oer the ne:t few years)

/C Agera$

CEO (O'erat#ns)< M#ser Baer P#t#%#$ta" L&ted

&)A) +gerwal is A>@ 3@perations4 at oser !aer Photooltaic India "td, a fully owned

subsidiary of oser !aer India "td)

Hars Dayan

CE - Entertan&ent D%s#n

Harish 2ayani is the Ahief >:ecutie, >ntertain#ent 2iison, oser !aer and is responsible



ac<uired this speciali9ed @ptical *echnology and R;2 subsidiary of Phillips4)

M#ser aer s G$#a$ed n#

a) 'lobal scale #anufacturing

b) 'lobal custo#er base

c) 'lobal co#petitie costs-C

d) 'lobal presence

e) 'lobal technology partnership

f) 'lobally ranked e:pertise

CORPORATE OBECTI/ES 7

-) + co##it#ent to efficient #anufacturing that has led to the lowest production costs in the world

/) + strong R;2 focus that has helped deelop innoatie products on a continuous basis

.) *he highest <uality standards that hae consistently deliered worldBclass products)



N) + strong custo#er focus that has resulted in high custo#er retention and ac<uisition

C) + #arketing focus that has kept products conte#porary and releant to e#erging need

LI.E AT MOSER BAER

"Behind all successful technologies is a set of creative and co!!itted people..."

Dee'a, Pur

Ahair#an and anaging 2irector

+t oser !aer, to #erely state that people are our biggest asset is not enoughQthey are the driers of our

growth and the real reason for our success) *he co#pany8s intellectual capital is the cu#ulatie insight o

each and eery e#ployee) *he power of this capital is reflected in eerything we do, whether it i

i#proing process efficiencies, reBengineering e<uip#ent, lowering costs, enhancing productiity

launching new products or i#proing shareholder alue)

@ur tea# co#prises e:perienced, highly #otiated and skilled personnel fro# arious disciplines) Ee ai# to

proide the# a working eniron#ent where they can e:cel) @ur people policies hae been designed to help create

work eniron#ent that relies on tea#work, sharing infor#ation and finding new and better ways to work and

support each other) *hese, in turn, help us set standards of e:cellence in our industry, while deliering products tha

e:ceed custo#er e:pectations on ti#e, thereby earning the respect of our custo#ers worldwide)

*he co#pany has taken a big step towards process leadership with the adoption of the !alanced Scorecard, in order

to ensure that each and eery indiidual in the organi9ation continues to stay aligned to the collectie corporat

goalsQeen as the organi9ation grows by a #onthly aerage of -C0 hires *he essence of what we do lies in who w

are) +nd this is what so#e #e#bers of the oser !aer fa#ily hae to say about their co#pany)))

A '$a"e ere 'e#'$e #r, t a s&$e #n tere !a"es and drea&s n ter eyes

A '$a"e ere y#ur %es "an e !ree$y %#"ed and are re"e%ed t an #'en &nd



A '$a"e ere y#u ,n# ene%er y#u need e$'< tere s a !a&$y #! ?<J>> &e&ers atng t# e$' y#u

#ut



H1MAN RESO1RCE IN MBIL

+ny organi9ation that would like to be dyna#ic and growth oriented has to pay attention to the deelop#ent of its

hu#an resource) People working in the organi9ation #ust be helped to ac<uire capabilities for effectie perfor#anc

of new rolesLfunctionsLtasksLthat #ay arise in the process of co#pany8s growth and change in the eniron#ent

!I" endeaor8s to nurture eniron#ent, training, job progression, recreation etc) to ensure that they hae a fruitfu

and #utually beneficial association with the co#pany

HR /s#n

*o facilitate deelop#ent ; growth of our people to leerage their fullest potential ; create a spirit of custo#er

inti#acy ; serice e:cellence for driing rapid business growth)

HR G#a$s

I#proe e#ployee engage#ent across the organi9ation

aintaining industrial har#ony

*o ensure that co#pensation, career growth and future path are perfor#ance drien

*o see to it that e#ployee suggestions are forthco#ing and frank, with the organi9ation giing it a clear ea

and acting on whereer necessary)



INDUSTRIAL

RELATIONS

TRAINING

& DEVELOPMENT PERSONNEL

HR IN MBIL

HUMAN RESOURE

H1MAN RESO1RCE MANAGEMENT IN MBIL

*he Hu#an resource depart#ent of oser !aer has #any tentacles )I will gie in brief about each though I would

like to #ake it clear that oser !aer India li#ited Hu#an resource is broadly diided into Four depart#ents they

are Industrial Relations, *raining, HR and Personnel 2epart#ent) >ach depart#ent has a different set of functions)

I would like to gie a bird8s eye iew on Hu#an Resource depart#ent firstO it has recruit#ent section, 6oining

For#alities Support tea#, Perfor#ance anage#ent Syste# tea#, >RP and anage#ent infor#ation tea#)

*raining and Industrial relations are autono#ous depart#ent as far as oser !aer is concerned due to the large

hu#an capital working in this organi9ation)



DEPARTMENT 8ISE S1B-DI/ISION

RECR1ITMENT

Recruit#ent is dyna#ic and ery #uch re<uired as far as any organi9ation is concerned and oser !aer tries to tak

the best candidates out of the nu#erous e#ployees8 curriculu# itae)

*he recruit#ent process of oser !aer happens by three #odes either fro# (aukri)Ao#, through EalkBin or

through e#ployee referrals but all hae to go through a strict procedure)

*he recruit#ent happens at all leels fro# the "eel of 2>* to >ngineer, anagers, 'eneral #anagers etc) HR

e:ecuties look after the recruit#ent process) +nd the depart#ent head takes the #ain interiew, HR e:ecuties

need to #aintain a IS for the process as the top #anage#ent is aware regarding the sa#e)

H%+( R>S@%RA>

S%PP@R*I(' +I(

R>AR%I*>(*

+(2 S>">A*I@(

PS

+(P@E>R

P"+((I('

6@I(I('F@R+"I*I>S

HR H>"P 2>S7



PER.ORMANCE MANAGEMENT S0STEM

*his tea# takes care of the perfor#ance appraisal of the e#ployee it is ery i#portant as this is the tea# which

finds whateer training and +ppraisals incre#ents and pro#otion has to be gien to the particular e#ployee i

#aintains all the database as well has co#plete authori9ation, *he entire process is looked after by the# )*his is

i#portant as people can neer be satisfied with their salary as well as the position so with the perfor#ance they are

pro#oted or gien incre#ent so they work in the present organi9ation ) >en the e#ployees are gien production

incentie by which they feel ery #otiated as their salary keeps on increasing annually)



S1PPORTING .1NCTIONS O. HR

OINING .ORMALITIES

+fter the Aandidate is selected in the process of Recruit#ent, there is joining for#alities which takes place in orde

to hae all the details regarding the candidate Le#ployee so he is erified as well as with the process aware about

whateer things are re<uisite fro# this organi9ation point of iew, so he gets a I2 Aard for punching for hisLhe

attendance, ediBclai# insurance or >SI card as per the e#ployee salary this thing is #ade, then arious for#s nee

to be filled for gratuity for shareholdings etc and then a IS is also #aintained for this which is #aintained in

icrosoft >:cel as well as the >RP software )

HR HELPDESK

If e#ployees hae any issues, <ueries and concerns are properly captured, ealuated and pro#ptl

addressedLresoled and feedback is proided on issues not coered under the prealent guidelinesLpolicies, ose

!aer launched HR;+2( H>"P2>S7)

>ach and eery <uery can be raised through intranet and the process owners resole the raised <uery an

co##unicate to the concerned e#ployee with the copy #arked to the Helpdesk dedicated resource within the

predefined ti#efra#e)

+nd the helpBdesk dedicated resource shall present IS ; percentage co#pliance to defined serice lee

agree#ent in the plant #onthly HR reiew #eeting)

RE8ARD ; RECOGNITION

It is done to create an eniron#ent where people strie fro# within to e:cel in #eeting their stake holde

e:pectation

R ; R SCHEMES7 -



-) >#ployee of the #onth

/) >#ployee of the year

.) Identifying key resources

N) @utstanding #anager of the year

C) Si: sig#a certification

$) Kuest for e:cellence

D) Serice award

?) @n the spot award

1) +ppreciation award

-0) Innoation award



INDUSTRIAL RELATIONS

PREVENTIVE ORRETIVE

DISIPLINAR!

OUNSELLING

OPEN HOUSE

"EL#ARE

OMMITTEE


IND1STRIAL RELATIONS

*his depart#ent is ery i#portant as it is concerned with the relationship between the #anage#ent and the worker

and the role of regulatory #echanis# in resoling any industrial dispute)

It inoles the following areasM B

Role of anage#ent, 'oern#ent

achinery of resolution for industrial disputes)

Indiidual grieance and disciplinary policy and practice)

"abour legislation)

Industrial relations training like 7now your Policy progra#s)



*his depart#ent has also welfare progra#s like inBhouse sports actiities, arious behaioral progra#s as well as

@pen House, which are conducted by HR and IR together)*he fa#ily &isit inside the plant, and arious progra#

like "ong Serice +wards arrange#ent and organi9ation is taken care by IR and HR together)



T R

A IN I

N G

A N

DD E

V E

L O

P M

E N

T R

A I

N I

N G

A N

DD E

V E

L O

P M

E N

T

RA

I

N

IN

G

T

R

A

I

N

IN

G


TRAINING AND DE/ELOPMENT

Learnng and De%e$#'&ent - Tranng

Ee are a co#pany that has a nu#ber of pioneering credits to its na#e H2 2&2s and blue laser disc standards

being the #ore recent successes that we hae had on a global scale) Ee now intend to create history in the fastB

e#erging field of solar energy and Photooltaic) !eing at the cutting edge and haing created international

standards, we would know these technologies inside out) *hus, we beliee co#prehensie and high <uality training

is critical to #aintaining our leadership status) @n a continuous basis, our people undergo a series of training



progra#s that enco#pass technical and functional training, behaior skills and other anage#ent 2eelop#ent

progra#s) *his depart#ent looks after different types of training happening in oser !aer India "i#ited)

*raining is the #ost i#portant function that directly contributes to the deelop#ent of hu#an resources) *raining i

essential because technology is deeloping continuously and at a fast rate) @rgani9ation should create conditions in

which people ac<uire new knowledge ; skills ; deelop healthy patterns of behaior ; style)

*he different types of training inolesMB

andatory *raining

!ehaioral *raining

Process i#proe#ent training

Functional training)

*here are #ore than /00 types of training progra#s that happen in this organi9ation)

*hese are so#e part of training)

Mandat#ry tranng7 - It includes Induction of role e#ployees as well as %S*, Integrated #anage#ent syste#

ision, #ission ; alues)

Bea%#ra$ tranng7- It includes Staying ahead, #otiational training, behaior, co##unication, tea# work, etc)

Pr#"ess &'r#%e&ent 7-It includes kai9en, si: sig#a, Cs,*K,

.un"t#na$ tranng7 - It includes icrosoft e:cel, A2R, etc)

DEPARTMENT 8ISE S1B DI/ISION



T

I

M

E

O

#

#

I

E

T

I

M

E

O

#

#

I

E

TIME O..ICE

*his depart#ent tea# looks after the attendance of all the e#ployees working in the plant) Secondly it soles all th

issues related to the sa#e and also takes care of all the grieances regarding the leaes applicable to the e#ployees

whether it is sick leae or casual leae or earned leae)

It also looks after and #aintains the co#pensation record of the e#ployees, their e#ployee proident fund, pension

sche#e, e#ployee state insuranceBsickness, #aternity, and e#ployee injury benefits)



Literat!re Re"iew

o# Recr!it$ent

an% Se&ection

'roce St!%



Co$*arati"e t!%

o# recr!it$ent an%

e&ection *roce



o# 'hi&&i* with

Moer+aer

Roa& 'hi&i* E&ectronic

Royal Philips >lectronics of the (etherlands is a diersified Health and EellBbeing co#pany, focused on

i#proing people8s lies through ti#ely innoations) +s a world leader in healthcare, lifestyle and



lighting, Philips integrates technologies and design into peopleBcentric solutions, based on funda#ental

custo#er insights and the brand pro#ise of “sense and si#plicity”)

Head<uartered in the (etherlands, Philips e#ploys appro:i#ately --$,000 e#ployees in #ore than $0

countries worldwide) Eith sales of >%R /$ billion in /00?, the co#pany is a #arket leader in cardiac

care, acute care and ho#e healthcare, energy efficient lighting solutions and new lighting applications, as

well as lifestyle products for personal wellBbeing and pleasure with strong leadership positions in flat *&,

#ale shaing and groo#ing, portable entertain#ent and oral healthcare)

'hi&i* Con!$er E&ectronic

T*e S$%'(')*+

Fo!n%e% 1891

,ea%-!arter A,*(),/ N*)(

.e *eo*&e G*)*( '*/ EO

In%!tr E*'

'ro%!ct $,* E*'

Re"en!e 10.576 %'' 2006

Net inco$e 416 ,'' 2006

'arent P'':

/e+ite ;;;.$,*.:'':.,

'< E=$'> O?*

http://en.wikipedia.org/wiki/Types_of_business_entity

http://en.wikipedia.org/wiki/Subsidiary

http://en.wikipedia.org/wiki/Amsterdam

http://en.wikipedia.org/wiki/Netherlands

http://en.wikipedia.org/wiki/Gerard_Kleisterlee

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Electronics

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Consumer_Electronics

http://en.wikipedia.org/wiki/Revenue

http://en.wikipedia.org/wiki/Euro

http://en.wikipedia.org/wiki/1000000000_(number)


http://en.wikipedia.org/wiki/Net_income



http://en.wikipedia.org/wiki/Holding_company

http://en.wikipedia.org/wiki/Philips

http://en.wikipedia.org/wiki/Website

http://www.consumer.philips.com/

http://en.wikipedia.org/wiki/Types_of_business_entity

http://en.wikipedia.org/wiki/Subsidiary

http://en.wikipedia.org/wiki/Amsterdam

http://en.wikipedia.org/wiki/Netherlands

http://en.wikipedia.org/wiki/Gerard_Kleisterlee

http://en.wikipedia.org/wiki/Industry

http://en.wikipedia.org/wiki/Electronics

http://en.wikipedia.org/wiki/Product_(business)

http://en.wikipedia.org/wiki/Consumer_Electronics

http://en.wikipedia.org/wiki/Revenue



http://en.wikipedia.org/wiki/Net_income



http://en.wikipedia.org/wiki/Holding_company

http://en.wikipedia.org/wiki/Philips

http://en.wikipedia.org/wiki/Website

http://www.consumer.philips.com/



G*)*( '*

P*'( )( '< E=$'> O?* < R+) P'': E*'

Location

G$#a$ Head6uarters



Philips International !)&)

+#stelplein /

-01$ !A +#sterda#

*he (etherlands

Stock Ticker

Royal Philips >lectronics is a publicly listed co#pany in (ew ork stock e:change 3(S>M PH'4 and

>urone:t +#sterda# 3+>M PHI4)

&o+a& Foot*rint

Philips is a global leader across its healthcare, lighting and lifestyle portfolioM

• " )* ;*(@ )* , ))* ,:)+/ %' $,%* '

M'*' +,/ A$,)( E=*) DC%*')*/ )*(') U*)$(/

)*('>)$)* -*)+.

• " )* $,%* ' ),: ' E$*:/ L)' A,*') )( A') P)'C )( $,%*

; ' N* A,*') ' A$,'> ''/ ; )* )(' ' E$*:/ L)'

A,*')/ F):) )( A') P)'C.



• " )* $,%* ' *' )>* )( ,) *,' )*+ %)+.

• P'': ' < )(' )-TV %*)( %)+.

Lgtng

+s the world8s leader in "ighting, Philips is driing the switch to energyBefficient solutions) Eith

worldwide electrical lighting using -1 per cent of all electricity, the use of energyBefficient lighting will

significantly reduce energy consu#ption around the world and thereby cut har#ful A@/ e#issions) Philip

proides adanced energyBefficient solutions for all seg#entsM road lighting, office ; industrial, hospitalit

and ho#e B and has been instru#ental in enhancing sustainability through innoations in lighting

technology) Philips is also a leader in shaping the future with e:citing new lighting applications and

technologies such as ">2 technology, which, besides energy efficiency, proides attractie benefits and

endless new neerBbeforeBpossible8 lighting solutions) Philips "ighting e#ploys appro:i#ately C1,000

people worldwide)

Inno"ation

CC,000 registered patents illustrate the innoatie nature of the co#pany) Philips currently holds around

..,000 registered trade#arks, N1,000 design rights and /,$00 do#ain na#es)

Philips has adopted an @pen Innoation strategy which leerages the joint innoatie power of partnering



co#panies and researchers to bring #ore innoations to the #arket effectiely and faster)

In /00?, Philips inested >%R -)$ billion in Research and 2eelop#ent)

Philips is internationally recogni9ed as a global leader in design, receiing a ariety of international

awards each year) For e:a#pleM

• 2008 '# :*($ (' ,:'' 27 (' );)*( ' '= )*'

• 2007 >* 38 (' );)*( <*, >)*'$ *)')'/ '. ) *( ( % <

% );)*(@ )( ) '' ' T', M))'@ % '>' < +)*@ <* SIN

:*% :*J.

S!taina+i&it

Sustainability is at the center of Philips8 strategy) Philips is co##itted to reducing its eniron#ental

footprint in all aspects of its businessM in the products, #anufacturing, procure#ent, as well as in the

co##unities where the co#pany acts and in the working practices of its e#ployees)



+ll Philips products go through an >co2esign process, identifying eniron#ental i#pact in ter#s of

energy efficiency, ha9ardous substances, takeBback and recycling, weight and lifeti#e reliability) Philips8

processes on 'reen Product sales are erified annually by an independent third party and published in the

Sustainability +nnual Report)

Philips ai#s to co#bat global healthcare challenges by focusing on deliering better <uality healthcare at

lower costs, also in the e#erging #arkets, such as Ahina and India)

Philips also takes a leading position in educational progra#s, showing its stakeholders that energy

efficient solutions are si#ple, easy and actionable and #ake econo#ic sense for national and local

goern#ents, businesses, schools and indiiduals)

H'*+

Ou! 1'!ia+'

*he foundations of Philips were laid in -?1- when +nton and 'erard Philips established Philips ; Ao) in

>indhoen, the (etherlands) *he co#pany begun #anufacturing carbonBfila#ent la#ps and by the turn of

the century, had beco#e one of the largest producers in >urope) Sti#ulated by the industrial reolution in

>urope, Philips8 first research laboratory started introducing its first innoations in the :Bray and radio

technology) @er the years, the list of inentions has only been growing to include #any breakthroughs

that hae continued to enrich people8s eeryday lies)



K'/ In"'ni%ns

Since the beginning, Philips has placed R;2 and innoation at the core of its actiities, generating #any

breakthrough inentions, such as the Ao#pact Aassette and A2)

H'*+ < P'': B*)(

Re"rut&ent n P$$'s

R>AR%I*>(* It has two key ai#s MB Te attra"t#n and retent#n #! te nterest #! suta$e a''$"ants

and< Te 'r#*e"t#n #! a '#st%e &age #! te #rganat#n t# t#se # "#&e n "#nta"t t t

O*e"t%es #! te re"rut&ent '#$"y7 +dertise all acancies internally Reply to eery job applicant with

#ini#u# delay) Infor#ation potential recruits about the basic details and job conditions of eery job adertised)

Process all applications with efficiency and courtesy)Seek candidate on the basis of their <ualification for the

acancy concerned) >nsure that eery person inited for interiew will be gien through and fair hearing

Te "#&'any $$ n#t 7 2iscri#inate unfairly against potential applicants on grounds of se:, race, age, religion

or physical disability) 2iscri#inate unfairly against applicants with a cri#inal record) 7nowingly #ake any false or

e:aggerated clai#s in its recruit#ent literature or job adertise#ents)R>AR%I*>(* AH>A7"IS*- Has te

%a"an"y een agreed y te res'#ns$e &anager Is tere an u'-t#-date *# des"r't#n !#r te %a"ant



'#st#n 8at are te "#ndt#ns !#r e&'$#y&ent (sa$ary< #urs< #$days et") !#r te %a"ant '#st#n Has

te "anddate s'e"!"at#n een 're'ared Has te n#t"e #! te %a"an"y een "r"u$ated nterna$$y Has a

*# ad%ertse&ent een agreed and !#rarded t# re$e%ant agen"es D# a$$ '#tenta$ "anddates ,n# ere

t# a''$y and n at !#r 8at arrange&ents a%e een &ade !#r drang u' a s#rt$st #! "anddates

Ha%e nter%eng arrange&ents !#r s#rt$sted "anddates een agreed Ha%e unsuta$e "anddates< #r

"anddates e$d n reser%e een n!#r&ed #! ter '#st#n Ha%e #!!er $etters een agreed and ds'at"ed

su""ess!u$ s#rt$sted "anddates Ha%e re*e"t#n $etters een sent t# unsu""ess!u$ s#rt$$sted "anddates

Ha%e te ne"essary 'r#"edures !#r '$a"e&ent< ndu"t#n and !#$$#-u' #! su""ess!u$ "anddates 'ut nt#

e!!e"t

RECR1ITMENT PROCESS

A1THORISATION *his ensures that the recruit#ent process is agreed by senior #anage#ent in align with the

organi9ational Ldepart#ental objecties and its is necessary, ti#ely and costBeffectie) It proides an ideal

opportunity for #anage#ent to MB

• 2ebate the potential for restructuring workloads and depart#ents and redeploy#ent of surplus staff) *his #ean

that the inco#ing job holder #ay not necessarily the best person for the job)

• 2elay or eli#inate e:penditure on staffing and recruit#ent budgets)

SELECTION Selection inoles a series of steps by which the candidates are screened for choosing the #ost

suitable person for acant jobs) *he process of selection leads to e#ploy#ent of persons who posses the ability and

<ualifications to perfor# the jobs which hae fallen acant in an organi9ation)

*he basic of purpose of the selection process is to choose right type of candidates to #an arious position in the

organi9ation) In order to achiee this purpose, a well organi9ed selection procedure inoles #any steps and at each

step, unsuitable candidates) !ur recruit#ent, on the other hand, is a positie process) Its ai# it to attract applicant fo

acant jobs in the organi9ation) &arious source of recruit#ent are used for this purpose)

*he salient features of the selection process areMB



• +pplication details in the for# of A)&)=s letters etc)

• *he interiew and

• *he selection tests where applicable and other supporting eidences such as references)

A''$"at#n .#r&s @ne of the biggest adantages of using application for#s is that the infor#ation about the

candidates co#es in a standardi9ed for#at) *he application for# e#ployed by the organsiation #ay be =closed=

re<uiring only routine infor#ation for unskilled #anual and clerical posts and =open= re<uiring candidate to e:press

opinions and judge#ents as well as proiding so#e routine infor#ation for #anagerial, e:ecutie and professional

grades) *he application for# proides the basis for the final selection as it indicates the <ualifications and

e:perience an applicant has)

Curr"u$u& /tae *he A)&) is a candidate=s own description of how heLshe sees their personal history in relation to

a job application) It describes certain basic details such asM

-) (a#e, address and telephone nu#ber

/) +ge, #arital status

.) >ducational Kualifications

N) Professional Kualifications

*he application for#s and A)&)=s are usually sorted in three waysM

• Alearly suitable

• Possible

• %nsuitable

Alearly suitable candidates are called for interiew, possible candidates are held in te#porary resere, while

unsuitable candidates are rejected)



Se$e"t#n nter%e *he application for# is the core features of the first stage of the selection process and the

interiew is its counterpart in the second stage) *he selection interiew proides a twoBway opportunity to discuss

the job and the candidate) It is the best techni<ue to judge the candidates #oties and the ability to fit in

+n interiew is the for#al e:change of facts, i#pressions and iewpoints between a prospectie e#ployer and a

prospectie e#ployee with a iew to their selection) +n interiew #ay be conducted in three ways co#prising one

interiewer, two interiewers 3a line #anager and a personnel officer4 or a panel of interiewers 3N interiewers and

a chair#an4)

+ll interiews should be well plant and the interiewers should plan a se<uence)=

>stablish rapport Fa#ily background3+ base to #easure later

life achiee#ents4

!iographical <uestions >ducation

+nswering <ueries Aareer to date 3indicates #otiation

achiee#ent and pattern for potential4

arting Spare ti#e 3Indicates whether person is

group oriented or a longer ia his

hobbiesLinterests

5 *he future 3where do your see yourself

in C years4

3How realistic a personnel are they4

Se$e"t#n tests Standardi9ed tests #ay be designed to proide an objectie #easure of certain hu#an

characteristics by sa#pling hu#an behaior) *ests typically are used to identify an indiidual=s reasoning

skills, special aptitudes and his or her personality profile) *ests can be categori9ed as follows M



• *ests of intelligenceB *hey #easure perfor#ance of a nu#ber of standardi9ed #ental tasks and general

ability to learn)

• +ptitude testsB *hese are tests of special aptitudes such as #echanical ability, nu#erical ability etc)

• +ttain#ent testsB *hese #easure preious learning and include spelling, arith#etic, typing etc)

• Personality testsB *hese ai# to proide a profile of indiidual personality)

*herefore, the arious selection tests used or assessing the leel of intelligence, assessing the special

aptitudes and assessing the personality characteristics etc proide a useful aid to shortlisting for final

selection)

E&'$#yee re!eren"es References are brief state#ents about a candidate #ade by a third party, usually the

candidate=s superior) *hese state#ents are #ainly intended to proide confir#ation of infor#ation supplie

by an applicant on hisLher application for#) *he referees usually proide)

-) Factual infor#ation about the candidates period of e#ploy#ent in their organisation, and

/) @pinions concerning the candidate=s personal character 3sobriety, honesty, reliability etc)4

*hese references proide a backstop in cases of genuine atte#pts by applicants to #islead prospectie

e#ployers)

#$%#&ITM$'T A'( )$L$%TIO' #O%$)) O* MO)$#BA$#



Te Inter%e Pr#"ess

any job applicants #isrepresent their true status, background and e:perience) *his is true for both upper

and lower entry e#ployees) @ne surey reported by Inc) #aga9ine indicates the following about job

applicantsM

• -CG of all job applicants falsify acade#ic <ualifications)

• -0G falsely upgrade their acade#ic <ualifications)

• .CG clai# specific achiee#ents or e:periences that are untrue)

• D0G indulge in puffery 3upgrading the i#portance of achiee#ents4)

• -/G hae so#e kind of cri#inal record, including serious auto#obile conictions)



interiewee)

Te Inter%e Pr#"ess

>#ployers can aoid #ost hiring #istakes by si#ply spending a little #ore ti#e preparing for the

interiew in adance) *o do a wonderful job of preparing for interiewing and present one=s co#pany

professionally the following points #ust be consideredM

Be!#re te Inter%e

-4 2eter#ine your options B Ehich skills are ital as opposed to conenient)

/4 If other people are going to be inoled in the interiew process, #ake sure they hae taken the ti#e to

prepare for the interiew) >ach person should hae a couple of oerlap <uestions to proide insight on the

prospectie e#ployee=s responses)

.4 Hae co#pany infor#ation aailable for candidates)

N4 +llow plenty of ti#e for the interiew)

C4 Hae detailed infor#ation about the candidate)

Durng te Inter%e

-4 Interiew the person, not the skill set)

+sk <uestions that are, broad, openBended, jobBrelated, objectie, #eaningful, direct, clear, understood ;

related)

/4 !e open and honest with the candidate)

.4 *ell the candidate what to e:pect in the hiring process)

N4 *ell the# your e:pectationsM career adance#ent, training, duties, e:perience e:pected, the direction th

depart#ent is headed in)

http://www.manpowerindia.net/the-interview-process.html











C4 Show the candidate where they would fit into the organi9ation)

$4 2on=t talk #oney)

C$#sng te Inter%e

-4 Insure that you and the candidate hae concluded on co##on ground)

/4 +sk if sheLhe has any other <uestions)

.4 +t the end of the interiew, if you are interested in the candidate, let the# know)

N4 Reiew the ne:t steps with a clear and honest ti#etable 3and stick to it4)

C4 !e friendly and honest to the end of the interiewO don=t gie false encourage#ent or go into details for

rejection)

A!ter te Inter%e

-4 *ake ti#e to update the ne:t person in the interiew process)

/4 2iscuss the candidates reaction and interest) .4 Rate the applicant on a -BC scale as a potential

e#ployee)

RECR1ITMENT AND SELECTION

-) Prea#ble

*he fra#ework below will sere as the policy guidelines with regard to

recruit#ent and selection and each depart#ent is e:pected to further

deelop their own policy)

/)"egal #andate



/)- *he recruit#ent, selection and place#ent of personnel is done in ter#s of

the legal fra#ework applicable to the South +frican public serice, na#ely

the

T Aonstitution of the Republic of South +frica, -11$O

T Public Serice +ct, -11N 3as a#ended4O

T >#ploy#ent ><uity +ct, -11?O

T "abour Relations +ct, -11C, and

T Public Serice Regulations, /00-)

/)/ anage#ent of the selection process according to the regulatory fra#ework

ensures accountability) *hus all applicants who <ualify are gien an

opportunity to co#pete for appoint#ent, while sering officials #ay co#pete

for pro#otion or transfer)

.) 'eneral principles

.)- *he fra#ework shall underpin the following principlesM

T Fairness

T ><uity

T Aonfidentiality

T Professionalis#

T Hu#an dignity



.)/ *he Head of 2epart#ent on whose establish#ent the post3s4 e:ist3s4 that

isLare under reiew, accepts the pri#ary #anagerial responsibility for the

selection of candidates for appoint#ent to the post3s4 in <uestion)

.). Eithin the li#its of the applicable policy, all reasonable e:penses associated

with the attendance of selection interiews by candidates are to be defrayed

fro# the budget of the depart#ent by which the candidates were inited for

the interiew3s4)

.). 'ien the renewed focus 3at national and other leels4 on the authenticity of

educational <ualifications of candidates, especially where appoint#ents at

#anage#ent leel are concerned, this aspect #ust be handled #eticulously

yet diplo#atically) *he Proince therefore reseres the right to check with

the issuing institutions or persons, the authenticity of all certificates and

infor#ation sub#itted by candidates)

.)N +ll appoint#ents will be subject to a probation period of -/ calendar #onths,

which process shall be #anaged in ter#s of the policy guidelines in this

regard)

.)C Security clearances #ay be prescribed for posts leel 1 and aboe andLor

any post e#ployer dee#ed it necessary e)g) security officer, finance, etc)

.)$ (onBS+ citi9ens #ay not be appointed in a per#anent capacity, but #ay only



be considered for contract appoint#ents not e:ceeding a period of fie

years, and that only if no suitable South +frican citi9en is forthco#ing)

.)D In accordance with section -C3N4 of the >#ploy#ent ><uity +ct, -11?, no

absolute barrier is established to the prospectie or continued e#ploy#ent or

adance#ent of applicants who are not fro# designated groups 3as defined

in the >#ploy#ent ><uity +ct4)

N) P@"IA @!6>A*I&>S

N)-) *he purpose of this fra#ework is to ensure that recruit#ent and selection is

done in a fair, efficient, effectie, transparent and e<uitable #anner,

N)/) to achiee e<uity in the workplace,

N).) to pro#ote workplace diersity,

N)N) to attract scare skills and

N)C to enhance serice e:cellence)

C) P@"IA S*+*>>(*

*he EAP+ intents to recruit and select highly co#petent indiiduals by using sound

recruit#ent and selection practices)

$) IP">>(*+*I@(



$)-) >ery >:ecuting +uthority will be responsible for effectiely #eeting the hu#an

resources needs of hisLher depart#ent to delier on the strategic goals) anagers

#ust ensure that e#ployees are #anaged in an eniron#ent, which is enabling and

supportie to all especially to those who hae been disadantaged

$)/)

D) !asis of the selection process

D)- In ter#s of section -- of the Public Serice +ct, -11N 3as a#ended4, read

with section /03.4 of the >>+, all persons who <ualify for an appoint#ent or

transfer, or for pro#otion, shall be considered) *he ealuation, including the

selection of aaplicants shall be based on the training, skills, co#petence,

knowledge, for#al <ualifications,recognition of prior learning, releant

e:perience and precocity within a reasonable ti#e to do the job, coupled

with the need to redress historical i#balances 3pertaining to race, gender

and disability4) *he >#ploy#ent ><uity +ct, -11?, which applies to the

Public Serice as of - 2ece#ber -111, prescribes the drawing up of

>#ploy#ent ><uity plans, which #ust include nu#erical goals to achiee

e<uitable representation of suitably <ualified e#ployees fro# disadantaged

groups) *he selection process is designed to acco##odate these

i#peraties, insofar possible)

D)/ Points allocated in the shortlisting and selection processes are not absolute

cutBoff points, but are indicatie of a candidate8s relatie suitability for a post

and should be considered with due regard to the e#ploy#ent e<uity targets



#ay be taken into account during the screening process)

C)/ Standard procedures for co#piling a short list)

C)/)- +t least C0G of the #e#bers of the Selection Panel #ust be inoled

in co#piling the short list of candidates) *he Head of 2epart#ent and

the >:ecuting +uthority #ust finally accept the short list)

C)/)/ + short list is co#piled on the basis of an unifor# #ethodology)

2uring the process strong e#phasis is placed on the infor#ation

supplied in a candidate=s curriculu# itae and in the application for#,

as #easured against the adertised re<uire#ents) *here are a

ariety of techni<ues aailable, but it should be ensured that e<uity

preails at all ti#es) oreoer, the constitutional rights of indiiduals

hae to be taken into account)

C)/). +pplications of persons who do not #eet the threshold re<uire#ents

need not be considered further) Howeer, such applications #ust

also be listed, and the reason3s4 recorded why the candidate in

<uestion was not considered) 3Should the candidate re<uest it, these

reason3s4 #ust be supplied to herLhi# in writing)4) Short lists should

preferably be co#piled according to a “grid” co#prising the key

re<uire#ents, co#petencies and perfor#ance areas 3as adertised4)

*hese areas should focus on the #anagerial de#ands, functional



skills and key perfor#ance areas inherent in the releant post, as

well as the e#ploy#ent e<uity targets of the depart#ent) Eeighting

of the total points scored #ay, as a transersal guideline, be

considered as per the e:a#ple gien below, which focusses on

co#petencyL#erit, proided that where possible, applicants who are

#e#bers of designated groups 3i)e) !lacks, fe#ale or disabled4,

should constitute the #ajority on the short list)

C)/)N Haing deter#ined the relatie candidature in accordance with the

grid, short lists should be co#piled as to reflect a depart#ent8s needs

for efficiency and representatiity) *he short list should ensure that in

those cases where relatie efficiency and representatiity are not

reflected in the sa#e candidate, the #ost suitable candidate should

be identified in a balanced #anner fro# all focus areas)

C)/)C (o candidate, including sering officials, #ay be shortBlisted or

inited to an interiew through goodwill)

$) >:a#ple of a grid

*he following is a fra#ework for a grid suitable for the shortBlisting process) Please

note howeer that each selection panel #ay allocate its own weighting and points in

regard to its assess#ent of the relatie i#portance of the co#petencies and 7P+s

attaching to the post in <uestion) *he fact that different co#petencies and 7P+s hae

been adertised does not #ean that these enjoy e<ual weight)



(a#e of

candidate

Selection criteria

3>:a#ples4

Kualifications

Proen strategic #anagerial

and leadership skills

Proen interpersonal and

co##unication skills

Relatie co#petency and

suitability for the post

@erall co#pliance with other

generic #anagerial re<uire#ents

as adertised

UU eeting of specific, post

uni<ue 7P+s 3as adertised4

3score of . points for each of C

7P+s4

*otal

Eeightings 11 32 32 32 32 152 28

PointsU are allocated as followsM

- -Meets the #ini#u# <ualifications as adertised, 0M Fails to #eet the #ini#u# <ualifications as

adertised, and is not considered further)

/ For each of the 7P+s points are allocated as followsM .M Ao#plies fullyO /M Ao#plies partiallyO -M 2oes



not co#ply)

(@*>M U !ased on the infor#ation contained in the A& and other application docu#ents)

UU + certain positie pre#iu# #ay be placed on the fact that a candidate had co#pleted the P>P or

si#ilar progra##e)

D) Hearsay eidence

2uring both the shortBlisting process and the selection interiew no hearsay

eidence #ay be presented) Should a #e#ber of the Selection Panel be

party to infor#ation or hae knowledge supple#entary to or in contradiction

of that contained in a candidate=s application docu#ents, such infor#ation

#ust be erified and declared beforehand) +ny #e#ber who is party to

infor#ation of this nature and who is of the opinion that it #ay i#pede

hisLher ability to #ake objectie decisions, #ust recluse herLhi#self fro# the

process)

D) Responsibilities of the Selection Panel

?)- Ehere preBscreening 3the shortBlisting process4 takes place based on

e#pirical infor#ation 3preferably contained in the job description, but where

necessary, also in other docu#entation4, the interiew situation is utilised to

arrie at a <ualitatie assess#ent of the candidates) *he object of the

e:ercise is to ealuate the e:pertise and co#petencies of the candidates by

#eans inter alia of a <uestionnaire) It is essential that the process be

uni#peachable, objectie and accountable) In addition it is the responsibility



of the Panel to

?)-)- co#pile a <uestionnaire directed towards testing a candidate8s skills

and knowledge of the #anage#ent leel, co#petencies and 7P+sO

?)-)/ e:pose all candidates to the sa#e <uestions or testingLealuating,

although followBup <uestions #ay be ineitable depending on

candidates= responsesO

?)-). set nor#s for ealuation 3allocation of points4 in accordance with

standard practice, and

?)-)N attend to the probing of projected potential in support of candidates

whose appoint#ent would enhance representatieness

)

?)/ *he independent ealuations of indiidual panel #e#bers are to be recorded

and these inputs are to be processed as a reco##endation of the Panel as

an entity) +llocation of points proide the Panel with an indication of the

relatie assess#ents of indiidual Panel #e#bers, and for#s the basis for

#otiation by the Panel ai#ed at either consensus or a #ajority decision for

identifying the #ost suitable candidate) *he decision concerning the #ost

suitable candidate to be reco##ended for appoint#entLpro#otionLtransfer to

the post #ust be based on #erit as well as the e#ploy#ent e<uity targets of

a depart#ent) Howeer, “potential” #ay be considered by the Selection



Panel as one of the facets in their hori9ontal co#parison of candidates,

proided that such potential is assessed to be realisable within a reasonable

ti#efra#e as deter#ined by the panel, with reference to the position,

e:igencies and needs of the position and the e#ployer) *he candidate who

has scored the highest points in the selection process #ay thus be passed

oer and a candidate with a relatie lower score #ay be regarded as the

#ost suitable candidate in all the circu#stances)

?). Interiewing can be e#ployed in conjunction with roleBplaying, testing, skills

techni<ues, case studies, presentations etc, in which eent, these

techni<ues will insofar possible be culture and bias free) In ter#s of current

policyLpractice interiewing is a pri#ary selection techni<ue of the Proince)

Proficiency assess#ent will for# part of the selection process for all posts on

the leel of 2irectorB'eneral and 2eputyB2irectorB'eneral who are Heads of

2epart#ent)

?)N Ehen a candidate is referred by a participating recruit#ent agency, the

protocol is for all co##unication with the candidate 3for e:a#ple the

initation to attend a selection interiew4 to be forwarded ia such agency)

?) 2ocu#entation

+ll steps and processes #ust be fully docu#ented) +n applicant has the right to

en<uire as to why hisLher candidature had not been shortBlisted, and a

depart#entLthe Proince could be taken under ad#inistratie reiew) In such cases



only factually docu#ented eidence together with other reliable and releant

eidence, would be considered)

-0) Filling of posts in the Senior anage#ent Serice

Posts on the leel of 2eputyB2irectorB'eneral and higher shall be approed for

filling by the >:ecuting +uthority in consultation with Aabinet) *he current Aabinet

#e#orandu# shall be utilised for this purpose) Posts on the leel of 2irector and

Ahief 2irector #ay be approed for filling depart#entally, subject to the following

conditionsM

-0)- *he approal of the >:ecuting +uthority 3inister4 #ust be obtained)

-0)/ *he filling of the posts #ust #eet the re<uire#ents of the releant depart#ent8s

>#ploy#ent ><uity Plan)

--) FollowBup sessions with unsuccessful sering officials

Ehen necessary, depart#ents #ust #ake arrange#ents for followBup interiews

with currently e#ployed applicants whose applications had failed) 2uring these

interiews such persons #ust be gien particulars as to why their applications were

not successful) Eithin reason eerything possible #ust be done to restore the #otiation of these

indiiduals so that their continued coBoperation, as well as that of

personnel under their superision, #ay be ensured)

RECR1ITMENT PROCESS



Man'#er Budget

anpower budget is approed by the business Lplant head and the re<uire#ent for the #anpower is

catered through annual budget)*here is specific #anpower budget for each and eery dep8t in the

organi9ation

Settng #! &an'#er udget

@nce sales budget and production budget are co#piled,detailed a#ount of the arious #achines operation

inole and serices re<uired can be arried at)*his will facilitate preparation of an esti#ate of different

grades of labour re<uired) Fro# this the standard hours that re<uired to be work can be prepared)*he total

labour co#ple#ent thus budgeted can be diided into direct and indirect standard rates for each grade of

#anpower can be introduced and thus the direct and indirect #anpower cost budget can be introduced and

thus the direct and indirect #anpower cost budget can be prepared)

*he adantages of #anpower budget are following M

It defines the direct and indirect #anpower force re<uired)

It enables the personnel depart#ent to plan ahead in recruit#ent and training of workers so that

personnel turnoer can be reduced to #ini#u#)



It reeals the #anpower cost to incurred in the #anufacture,to facilitate preparation of

#anufacturing cost budgets and cash budget and cash budget for financing the wage bill)

2irect "abour is usually tracked as a ariable cost,that is,one that aries along with the rises and

falls in Product out put,Howeer Internal +ccounting tracks 2irect labour as Fi:ed cost,and notes

direct labour for it8s lack of rising and falling with product output,because wages are typically paid

by the hour ,regardless of output ,and pieceBwork which alone is tied to output)

Man'#er Budget n MBIL

anpower preparing #anpower budget forecast followingM

+dditional nu#ber of #anpower re<uire#ent)

+dditional nu#ber of lines re<uired in plant for budgeted production

'rades of #anpower e#ployed

Slabs of #anpower e#ployed anpower on roll or te#porary

# Des"r't#n .#r&at

*here is standard job description for#at ,which is to be forwarded to HR dep8t by the concerned dep8t to

get the desired candidate



Reearch

Metho%o&o0



12ESTIONNAIRE FOR IDENTIF3IN

SATISFACTION LE4EL AMONST EM'LO3EE ABO2T

RECR2ITMENT 5SELECTION 'ROCESS



1. I('<+ $* <*, ;* +$ ), K; )%$ J%

A(>*',

$)

P*) R<*

),:$

E -**$',

O*

2. A* +$ )'C( ;' **$', :* %+ ;' +$ )* (

! N

3. !$ >* , ;' +$* '*>';* %<* +$* '*>';

! N

4. "* +$ ,<*)% ;' +$* '*>';* ;' '*>';(

! N

5. D +$ < ) +$* )$ )> % $(* ',')* :*

! N

6. I :$%' ;$( +$ 'K )K )%$ ' *)')'

! N



6. "$( +$ 'K *<* +$* *)'><*'( <* J% ' ' *)')'

! N

7 ). !$ )* '*( :*<*, J% ;' '

'R$' ' )$* '' D,)( *)'> 'K'

'''D,)( ; '() '> #'(' ,(

>)' ' )$* >' P)*'':)' ' ('' ,)K'

%. !$* J% , +$@* )%> )( '*

! N

8. H)> +$ % )'( J% ;) ;) =:)'( +$ ) ', <

'

! N

9. H; ;' +$ 'K '$ ;' ' *)')'

! N

10. H; ;' +$ 'K '$ ;' ' *)')'

' 0-3 +*. ''3-6 +*.

''' 6-10 +*. '> T' R'*,

11. ") $( % + *) < +$* )>' J%

'"' ) '*) ' (')'



''"' ,* <*(, ' $ < )$*'+

'''"' ) '*) ' (')'

'>T ;*K ;' <*'(+ )( :' ::

12. !$* *)')' ' '(*( )

'P: *'( ! N

''T)K *'( ! N

''',%')' < % ! N

13. !$ >* )(>' <*, +$* '* * +$* )$ ',:*> +$*

:*<*,)

! N

14. D +$ )> )*'+ < +$* * )( *:'%''+

! N

16.!$* $' <* ',:*>, ' **$', )( ' :*/'< )+



QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ

QQQQQ.......


QQQQQQQ


QQQQQQQ.


QQQQQQQ.

QQQQQQQQQQQQQQQQQQQQQQQQQQ T)K !$



THIS QUESTIONNAIRE IS FILLED BY MOSERBAER EMPLOYEES, SAMPLE SIZE IS 60 PERSONS

Finance AM COSTING OFFICER ~ MGR

HR DY MGR OFFICER ~ MGR

Engineering DY ENGINEER ENGG ~ SRENGG

Engineering ENGINEER ENGG ~ SRENGG

Engineering MANAGER OFFICER ~ MGR

Engineering A.M

OFFICER ~ MGR

Engineering OFFICER OFFICER ~ MGR

Module maint. Asstt manager OFFICER ~ MGR

GET Module Process ENGG ~ SRENGG

Engineering D.E JB\TR ENGG ~ SRENGG

Module process Engineer ENGG ~ SRENGG

Module process AM OFFICER ~ MGR

Production AM OFFICER ~ MGR

MBPV DY MANAGER OFFICER ~ MGR

P&P spare &devl. ENGINEER ENGG ~ SRENGG

Administration OFFICER OFFICER ~ MGR



TQM SR. TECHNICIAN SR.TECH.-TECH

Purchase AM OFFICER ~ MGR

Quality AM OFFICER ~ MGR

M.L Prodution DY MGR OFFICER ~ MGR

Module line produ. DY ENGINEER ENGG ~ SRENGG

engineering ENG\ENGNEERING ENGG ~ SRENGG

engineering D.E ENGG ~ SRENGG

engineering SRENGG ENGG ~ SRENGG

engineering ENGINEER ENGG ~ SRENGG

engineering MANAGER OFFICER ~ MGR

engineering SR.MANAGER AGM ~ GM

Commercial SR. MANAGER OFFICER ~ MGR

Module Process ENGINEER ENGG ~ SRENGG

Module Process AM ENGG ~ SRENGG

human resource HEAD ADMIN GM ABOVE

finance OFFICER OFFICER ~ MGR

Engineering cell AM OFFICER ~ MGR

Rom -Process A.M OFFICER ~ MGR

QA AM OFFICER ~ MGR

IT GET OFFICER ~ MGR

Advance.Format-Dual layer SR ENGINEER ENGG ~ SRENGG

SKU development ENGINEER ENGG ~ SR ENGG

QC AM OFFICER ~ MGR

DVD origin maint. OFFICER OFFICER ~ MGR

Module line produ. DY. ENGINEER ENGG ~ SRENGG



Administration Officer OFFICER ~ MGR

Commercial JR.EXECUTIVE JR.EXE.-SR.EXE.

Commercial JR.EXECUTIVE JR.EXE.-SR.EXE.

IT MANGER OFFICER ~ MGR

Time office OFFICER OFFICER ~ MGR

Time office OFFICER OFFICER ~ MGR

HR DY MANAGER OFFICER ~ MGR

Administration OFFICER OFFICER ~ MGR

Administration AM OFFICER ~ MGR

JB Tool Room DY ENGINEER ENGG ~ SRENGG

ERP ENGINEER OFFICER ~ MGR

Quality DY ENGINEER OFFICER ~ MGR

ANAL3SIS OF 12ESTIONNAIRE



ASSESSMENT O# URRENT RERUITMENT AND SELETION PRATITIE

AT MBIL

1.T $* < **$', <*, ;* ='' ,:+ K; )%$

J% /*: ;* ) <;

I*) R<* 53

A(>*', 40

O* S$* 7

It i e"i%ent that interna& Re#erence an% A%"ertie$ent are the *re"ai&in0

o!rce o# Recr!it$ent in MBIL6

2. I *(* ) **$', :'+/ $' ;) )K( ;* +

)* )'C( %+ **$', :* %+ ;' + )* (/ 90 <

*:( )> <)>*)% *:. I ' >'( ) ,)J*'+ < *:(

)* )'C( ;' R*$', :* < MBIL.

3. $')'* *$ '(') ) 83.33 < *:( < ) + )>

, >* ;' '* '*>';*

4. $')'* *$ '(') ) 93.33< *:( < ) + ;*

,<*)% ;' '*>';(



5. $')'* *$ '(') ) 83.33 < < ) '* )$ )> %

( %+ ), :*. I ' >'( ) '* )$ )> % (

%+ ), :*. I ' >'( ) R*$', P'+ < *)')' ' $'

>''% )( :* ' <;( ',:)*')+.

6. I *(* ) *)')' ,,', ' ,:+/ $' ;) )K(

;* ' ) :$%' :) + 'K )K )%$ ' *)')'/ 83.33

*:( )> <)>*)% *:. I ' >'( ) *)')' ,,', '

>*+ ' ' ,:+/ ;' ; ) R*$', & ' :* ' $'

'> ' MBIL.

7. I *(* ) '* O*)')') ,,', /)* $' ;) )K(

;* + 'K :$ '* *)'> <*'( <* J% ' ' ,:)+ 70

*:( )> :''> *:/ ;* 26.7 (@ 'K )( 3.33 ('( '>

)+ *:. S ' ' >'( ) , < ,:+ )* ,,'( $

:$ '* *)'> )( <*'( ' ' *)')'. I ) ; ) + C( )**

*; ' ' *)')' )( :) ;*K <* MBIL ' '> $ '*

*' :* ) *' :) ) *' ',.

? # nature D&ens#ns Per"entage

Routine in nature -0G

2e#and creatie thinking -.)..G

Finding new #ethods -.)..G

Ahallenging in nature -$)$DG

Inole Participation in 2ecision aking /0G

So it is eident that different persons are haing different e:perience and interest areas)



response) *hat shows that organi9ation is #aking efforts towards their career growth and continuous

i#proe#ent

15. O $)'+ < ;*K '< (','/ $' ;) )K( ;* + )>

)*'+ )%$ '* * )( *:'%''+ * 93.33 *:( )> <)>*)%

*:.

16. R:( ('( '> < $' ' *(* ',:*> **$', )(

' :* '> ) ; ,:+ )* $' )'C( ;'

='' +,. B$ , $' )* '> %+ ,:+ )* ) <;

• P) (*) ;)'' ', %<* ' <* '*>'; ) )::')

*>$.

• G'> )::*')' ;, *$ ;' ) *<**( :* ' ( <*

>)) :.

• P) ,' * ,:)+ ()' ; ) >))+ ' )(>*'(. T$ ; $')'* ))+' ;) ( <;' (','

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RECOMMENDATION

The data has been gathered by the survey conducted of the employee at the various levels. We derived th

satisfaction at each level for development of recruitment process.

After analyzing the data & on the basis of my research. I would recommend the following steps to match

the satisfaction level of the employee

1.Assess the recruitment process I find that IJP’s are main source of the recriutmentn in

MBIL.they should adopt some other sources for right person at the right job.

2.Check the gap between the ideal & present recruitment process

3.After analyzing the gap. We have to fill the gap by surveys ,new innovation, suggestions by

employee who faced problem while they were recruited

4.We can use the following best practices for filling that gaps

Mentoring (longer-term developmental relationships),

Networks(connecting to others across the organization’s internal boundaries),

Reflection(making sense of experience),



"ORDS O# NE" FOINER

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M3 E7'ERIENCE AT MOSERBAER

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NEHA SINGH

MBAPGPPE

SUMMER TRAINEE

CONCL2SION

To conclude all the above recommendations we would help to create

EFFECTIVE RECRUITMENT & SELECTION Procedure here and will place

right person at the right job at the right time & enhancing their competencies

to move for the next level



Bi+i&io0ra*h



BOOKS

1.HUMAN RESOURCE MANAGEMENT BY V.S.P RAO

OTHER LITERATURE

MBIL HANDBOOK

SEARCH ENGINES

GOOGLE



WEBSITES

www.google.com

www.citehr.com

www.hrcommunity.com

www.moserbaer.com

www.wikipedia.org/

www.answer.com

www.mbaguys.com

www.scribd.com

http://www.google.com/

http://www.citehr.com/

http://www.hrcommunity.com/

http://www.moserbaer.com/

http://www.wikipedia.org/

http://www.answer.com/

http://www.mbaguys.com/

http://www.google.com/

http://www.citehr.com/

http://www.hrcommunity.com/

http://www.moserbaer.com/

http://www.wikipedia.org/

http://www.answer.com/

http://www.mbaguys.com/

69827353 Project Raeport on Recruitment Selection Process in Moserbaer

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Transcript of 69827353 Project Raeport on Recruitment Selection Process in Moserbaer