bANALYSIS OF

RECRUITMENT AND SELECTION

PROCESSAT

ADITYA ALUMINIUMa project office of

ADITYA BIRLA GROUPpunjab

A PROJECT REPORT

Submitted by

riya CHOUDHURY

In partial fulfilment for the award of

POSTGRADUATE DIPLOMA

INPERSONNEL MANAGEMENT

XAVIERS INSTITUTE OF SOCIAL SERVICE

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CONTENTS

APPROVAL SHEET:

CERTIFICATE:

ACKNOWLEDGEMENT:

CHAPTER 1: ADITYA ALUMINA at a glance

ADITYA BIRLA GROUP - A HISTORY

ADITYA ALUMINA-the project based office at Bhubaneswar ORGANIZATIONAL STRUCTURE

CHAPTER II : INTRODUCTION TO THE TOPIC

RECRUITMENT AND SELECTION IMPORTANCE OF RECRUITMENT AND SELECTION

CHAPTER III : RECRUITMENT AND SELECTION PROCESS AT ADITYA ALUMINIUM

Recruitment process at ADITYA ALUMINIUM Recruitment need at ADITYA ALUMILIUM Selection process at ADITYA ALUMINIUM

CHAPTER IV : RESEARCH METHODOLOGY

Objective of the study

Sampling design

CHAPTER V : ANALYSIS AND FINDINGS

CHAPTER VI : CONCLUSION AND SUGGESTIONS

CONCLUSION SUGGESTION

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GROUP OVERVIEW

The Aditya Birla Group is India’s first truly traditional multinational corporation. Global in vision, rooted in values , the Group is driven by a performance ethic pegged on value creation for its multiple stakeholders. US4 24 billion conglomerate with a market capitilisation of US4 31.5 billion, it is anchored by an extraordinary force of 100, 00 employees belonging to over 25 different nationalities. Over 50.5 of its revenues flow from its overseas operations. The Group’s .products and services offer distinctive customer solutions worldwide. It’s state of the art manufacturing units and sect oral services span 20 countries - India, Thailand, Laos, Indonesia, Philippines, Egypt, Canada, Australia, China, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxemburg ,Switzerland, Malaysia and Korea.

A premium global conglomerate, the Aditya Birla Group is a dominant player in all of the sectors in which it operates. Among these are viscose staple fibre, metals, cement, viscose, filament yarn, branded apparel, carbon black, chemicals, fertilizers,Insulators, financial services, telecom, retail, BPO, and IT services.

The Group has been adjudged the best employer in India and among the top 20 in Asia by the Hewitt-Economic Times and Wall Street Study 2007.

Globally the Group is;

A metals powerhouse, among the world’s most cost-efficient aluminium and copper producers.

No.1 in viscose staple fibre The 4th largest producer of insulators The 4th largest producer of carbon black Among the best energy efficient fertiliser plants. Among the world’s top 15 and among India’s top 3 – BPO companies.

In India the Group is:

A premier branded garments player.The 2nd largest player in cementThe 2nd largest in the Chlor- alkali sectorAmong the top 5 mobile telephony companiesA leading player in Life Insurance and Asset ManagementAmong the top 3 super market chains in the Retail business

Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep experimenting.

Beyond Business

The Aditya Birla Group:

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Works in 3700 villagesReaches out to 7 million people annually through the Aditya Birla Centre for Community Initiatives and Rural Development, spearheaded by Mrs Rajashree BirlaFocuses on health care, education, sustainable livelihood, infrastructure and espousing social causes.Runs 45 schools and 18 hospitalsTranscends the conventional barriers of business to send out a message that

“WE CARE”

Hindalco Industries Limited

Hindalco Industries Limited, the metals flagship company of the Aditya Birla Group, is an industry leader in aluminium and copper. A metal powerhouse with a consolidated turnover in excess of US$ 14 billion, Hindalco is the world’s largest aluminium rolling company and one of the biggest producers of primary aluminium in Asia. Its Copper smelter is the world’s largest custom smelter at asingle location.

Established in 1958, Hindalco commissioned its Aluminium facility at Renukoot in Eastern U.P. IN 1962. Later acquisitions and mergers, with Indal Birla Cooper and the Nifty and Mt.Gordon copper mines in Australia, strengthened the Company’s position value-added alumina, aluminium and copper products, with vertical integration through access to captive copper concentrates.

In 2007, the acquisition of Novelis Inc. A world leader in aluminium rolling and can recycling marked a significant milestone in the history of the aluminium industry in India. With Novelis under its fold Hindalco ranks among the global top five aluminium majors, as an integrated producer with low cost alumina and aluminium facilities combined with high-end rolling capabilities and a global footprint in 12 countries outside India. Its combined turnover of US$ 14billion, places it in the Fortune 500 league.

Hindalco’s Businesses

Hindalco in India enjoys leadership position in Aluminum and Copper . The Company’s aluminium units across the country encompass the entire gamut of operations from bauxite mining, alumina refining, aluminium smelting to downstream rolling, extrusions, foils and alloy wheels, along with captive power plants and coal mines. The Birla Copper unit produces copper cathodes, continuous cast copper rods along with other by products, including gold, silver and DAP fertilizers.

All of Hindalco’s units are ISO 9001-2000, ISO 14000-2004 and OHSAS 18001 certified. The Company has been accorded the Star Trading House status in India. Its

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aluminium metal is accepted for delivery under the High Grade Aluminium Contract on the LME (London Metal Exchange), wile its copper quality standards are also internationally recognised and registered on the LME with Grade “An” accreditation

ADITYA ALUMINIUM PROJECT, ORISSA

Adyta Aluminium includes a Rs.110 billion (USD 2-4 billion) Greenfield integrated aluminium complex including Bauxite Mining at Kodinamali and other mines of Orissa; 1.5 million tap Alumina Refinery and 3,25,000 tap Smelter in Raygada and Sambalpur districts. The smelter will be backed by a 750 MW Captive Power Plant with a captive coal mine and suitable port handling and storage facilities. The Orissa Government has granted SEZ status to the Aluninium project.

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INTRODUCTION

RECRUITMENT Successful employment planning is designed to identify an organization’s human resource needs. Once these needs are known, an organization will want to do something about meeting them. The next step, then in the staffing function assuming of course, that demand for certain skills, knowledge and abilities is greater than the current supply – is recruiting. This activity makes it possible for a company to acquire the people necessary to ensure the continued operation of the organization. Recruitment is the process locating and encouraging potential employees to apply for existing or anticipated job openings. Or, from another perspective it is a linking activity – bringing together those with jobs to fill and those seeking jobs.

RECRUITMENT PROCESS

Personnel Planning

Job analysis

Employee Requisition

Job Vacancies

Recruitment Planning Numbers Types

Searching activation “selling”messagemedia

Application Pool

Strategy DevelopmentwhereHowWhen

Application population

Evaluation & Control

Potential Hires

Selection

To Selection

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RECRUITING GOALS

For the recruiting process to work effectively there must be a significant pool of candidates to choose from and the more diversity within the group the better.

The first goal of recruiting is to communicate the position in such a way that job seekers respond. The more applications received, the better the recruiter’s chances for finding an individual who is best suited to the job requirements. Simultaneously, however, the recruiter must provide enough information about the job that unqualified applicants can select themselves out of job candidacy. Typically, when applications are received, the company acknowledges their receipt. That acknowledgement costs time and money. Then there are the application reviews, and a second letter is sent, this time rejecting the applications. which incurs a lot of time and money. So, whenever possible, applications from those who are unqualified must be discouraged.

FACTORS AFFECTING RECRUITING EFFORT

Organizational size Employees condition in the community Effectiveness of past recruiting efforts. Salary and benefit packages offered by the organization.

CONSTRAINTS ON RECRUITING EFFORTS

Image of the Organization Attractiveness of the Job Internal Organizational Policies Government Influence Recruiting Costs

RECRUITING FROM A GLOBAL PERSPECTIVE

Host-country National: Hiring a citizen from the host country to perform certain jobs in the global village.

Expatriates: Individuals who work in a country in which they are not citizens of that country

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RECRUITING SOURCES

Recruiting is more likely to achieve its objectives if recruiting sources reflect the type of position to be filled. Certain recruiting sources are more effective than others for filling certain types of jobs.

The Internal Search

Many large organizations will attempt to develop their own employees for positions beyond the lowest level. Of current employees these can occur through an internal search of current employees, who have either bi for the job, been referred by a fellow employee.

EMPLOYEE REFERRALS/RECOMMENDATIONS One of the best sources for individuals who will perform effectively on the job is a recommendation from a current employee. Because employees rarely recommend someone else unless they believe that individual can perform adequately. Such a recommendation reflects on the recommender, and when someone’s recommendation is at stake, we can expect the recommendation to be based on considered judgement. Employee referrals also may have acquired more accurate information about their potential jobs. The recommender often gives the applicant more realistic information about the job than could be conveyed through employment agencies or newspaper advertisements. Additionally, employee referrals are an excellent means of locating potential employees in those hard- to-fill job positions. Some negative features of employee referrals are that the existing employees may Confuse friendship with job performance, it may also lead to nepotism and it nay also minimize an organizations desire to add diversity to the organization.

The External Searches In addition to looking internally for candidates, it is customary for organizations to open up recruiting efforts to the external community for organizations to open up recruiting efforts to the external community. These efforts include advertisements (including internal postings), employment agencies, schools, colleges and universities, professional organizations, and unsolicited applicants.

Advertisements

When an organization wishes to communicate to the public that it has a vacancy, advertisement is one of the most popular methods used. However, where the advertisement is placed depends on the type of job. Although it is not common to see blue-collar jobs listed on placards outside the plant gates, we would be surprised onto find a vice presidency listed similarly. The higher the position in the organization, the

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more specialized the skills, or the shorter the supply of that resource in the labour force, the more widely dispersed the advertisement is likely to be, the search for a top Executive might include advertisements in national publications – like the Wall Street Journal – or posted on executive search firm websites. On the other hand, the advertisement of lower level jobs is usually confined to the local daily newspaper, regional trade journal, or broad- based Internet job sites.

A number of factors influence the response rate to advertisements. There are three important variables; identification of the organization, labour market conditions, and the degree to which specific requirements are included in the advertisement. Some organizations place what s referred to as a blind-box ad, one in which there is no specific identification of the organization. Respondents are asked to reply to a specific post office box number or to an employment firm that is acting as an agent between the applicant and the organization. Large organizations with a national reputation seldom use blind advertisements to fill lower level positions, however, when the organization does not wish to publicize the fact that it is seeking to fill an internal position, or when it seeks to recruit for a position where there is a soon to be removed incumbent, a blind box advertisement may be given .Although blind ads can assist HRM finding qualified applicants, many individuals may be reluctant to answer them. Obviously, there is the fear, sometimes just justified, that the advertisement has been placed by the organization in which the individual is currently employed. Also, the organization itself is frequently a key determinant of whether the individual is interested; therefore, potential candidates may be reluctant to reply. Further deterrents are the bad reputation that advertisements have received because of organizations that place ads when no position exists in order to test the supply of workers in the community, interested in finding a new position exists in order to test the supply of workers in the community, to build a blog of applicants, or to identify those current employees who are interested in finding a new position; or to satisfy affirmative action requirements when the final decision, for the greater part, has already been made.

The job analysis process is the basic source for the information placed in the ad. A decision must be made as to whether the ad will focus on descriptive elements of the job (job description) or on the applicant (job specification). The choice made will often affect the number of replies receive.

EMPLOYMENT AGENCIES

There are basically three types of employment agencies, private employment agencies and management consulting firms. The major difference between these sources is the type of clientele served. All states provide a public employment service. The main function of these agencies is closely tied to unemployment benefits, since benefits in some states are given only to individuals who are registered with their state employment agency. Accordingly, most public agencies tend to attract and list individuals who are unskilled or have had minimum training. This of course, does not reflect on the agency’s competence, but rather reflects on the image of public agencies. State agencies are perceived by prospective applicants as having few high- skilled jobs, and employers tend to see such agencies as having few high- skilled

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applicants. Therefore public agencies tend to attract nod place predominantly low-skilled workers. The agencies image as perceived by both applicants and employers thus tends to result in self-fulfilling prophecy; that is, few high-skilled individuals place their names with public agencies, and, similarly, few high-skilled individuals place heir names with public agencies, and similarly, few employers seeking individuals with high skills list their vacancies or inquire about applicants at state agencies.How does a private employment agency, which has to charge for its services, compete with state agencies that give their service away/ they must do something differently from what the public agencies do, or at least give that impression? The major difference between public and private employment agencies is believed to offer positions and applicants of higher calibre. Private agencies may also provide a more complete line of services. They may advertise the position, screen applicants against the criteria specified by the employer, and provide a guarantee covering six months or a year as protection to the employer should the applicant not perform satisfactorily .The private employment agency’s fee can be totally absorbed by either the employer or the employee, or it can be split. The alternative chosen usually depends on the demand- supply situation in the community involved.

The third agency source consists of management consulting, executive search, or “head-hunter” firms. Agencies of his type- such as Koran/Ferry International in New York, Hedrick& Struggles in Chicago – are actually specialized private employment, as well as hard to fill positions such as actuaries or IT specialists. In addition to the level at which they recruit, the features that distinguish executive search agencies from most private employment agencies are their fees, their nationwide contacts, and the thoroughness of their investigations.Executive search firms canvass their contacts and do preliminary screening. They seek out highly effective executives who have the skills to do the job, can effectively adjust to the organization, and most important, are willing to consider new challenges and opportunities. Possibly such individuals are frustrated by their inability to move up in their current organization at the place at which they are capable, or they recently may have been bypassed for a major promotion. The executive search firm can act as a buffer for screening candidates and, at the same time keep the prospective employer anonymous. In the final stages, senior executives in the prospective firm can move into the negotiation and determine the degree of mutual interest.

Schools, Colleges, and Universities

Educational institutions at all levels offer opportunities for recruiting recent graduates. Most educational institutions operate placement services for the benefit of their members. Most educational institutions operate placement services where prospective employers can review credentials and interview graduates. Most also provide employers an opportunity to witness a “prospective employees” performance through cooperative arrangements and internships.

Whether the educational level required for the job involves a high-school diploma, specific vocational training, or a college background with a bachelor’s masters, or doctoral degree, educational institutions are an excellent source of potential employees.

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High schools or vocational –technical schools can provide lower-level applicants; business or secretarial schools can provide professional and managerial level personnel. While educational institutions are usually viewed as sources for inexperienced entrants to the workforce, it is not uncommon o find individuals with considerable work experience using an educational institutions placement service. They may be workers who have recently returned to school to upgrade their skills, or former graduates interested in pursuing other opportunities.

Professional Organizations

Many professional organizations, including labour unions, operate placement services for the benefit of their members. The professional organizations include such varied occupations as industrial engineering, psychology, accounting, legal and academics. These organizations publish rosters of job vacancies and distribute these lists to members. It is also common practice to provide placement facilities at regional and national meetings where individuals looking for employment and companies looking for employees can find each other building a network of employment opportunities.

Professional organizations, however can also apply sanctions to control the labour supply in their discipline. For example, although the law stipulates that unit cannot require employees to hire only union members, the mechanisms for ensuring that unions do not break this law are poorly enforced. As a result, it is not unusual for labour unions to control supply through their apprenticeship programs and through their labour agreements with employers. Of course, this tactic is not limited to merely to blue-collared trade unions. In those professional organizations where the organization placement service is the focal point for locating prospective employers, and where certain qualifications are necessary to become a member, the professional organization can significantly influence and control the supply of prospective applicants.

Unsolicited Applicants Unsolicited applications, whether they reach the employer by letter, e-mail, telephone, or in person, constitute a source of prospective applicants. Although the number of unsolicited applicants depends on economic conditions, the organizations image, and the job seekers perception of the types of jobs that might be available, this source does provide an excellent supply of stockpiled applicants. Even if there are no particular openings when the applicant contacts the organization, the application can be kept on file for later needs. Unsolicited applications made by unemployed individuals however, generally have a short life. Those individuals who have adequate skills and who would be prime candidates for a position in the organization if a position were currently available usually find employment with some other organization that does have an opening. However, in times of economic stagnation, excellent prospects are often unable to

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locate the type of job they desire and may stay actively looking in the job market for many months.

Cyberspace recruiting

Newspaper advertisements and employment agencies may be on their way to extinction as primary sources for identifying job candidates. The reasons: Internet recruiting.

Nearly four out of five companies currently use the Internet to recruit new employees increasingly by adding a recruitment section to their website. As almost every organization – small as well as large creates its own website, these become natural extensions for finding new employees. Organizations planning to do a lot of internet recruiting often develop dedicated sites specifically designed for recruitment. They have the typical information one might find in an advertisement – qualification sight, experience desired benefits provided. But they also allow the organization to showcase its products, services, corporate philosophy and mission statement. This information increases the quality of applicants, as those whose values don’t mesh with the organization trend to select themselves out. The best designed of those websites include an online response form, so applicants don’t need only fill in a resume by mail, e-mail or fax. Applicants need only fill in a resume page and hit the “submit” button.

Facilitating the growth f Internet recruitment are commercial job- posting services that provide essentially electronic classified ads.

Aggressive job candidates are also using the Internet. They set up their own web pages – frequently called websumes to “sell” their job candidacy. When they learn of a possible job opening, they encourage potential employers to “check me out at my website.” There, applicants have standard resume information, supporting documentation, and sometimes a video where they introduce the

themselves to potential employers.. These same websumes are also frequently searched by recruiting firms that scan the Internet in search of viable job candidates.

Internet recruiting provides a low cost means for most businesses to gain unprecedented access to potential employers. These same websumes are also frequently in search of viable job candidates.

Internet recruiting provides a low-cost means for most businesses to gain unprecedented access to potential employees worldwide. Finally, Internet recruiting won’t be merely the choice of those looking to fill high- tech jobs. As computer prices fall, access costs to the Internet decrease, and the majority of working people become comfortable with the Internet, online recruiting will be

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used for all kinds of non technical jobs – from those paying thousands of dollars a week to those paying $7 an hour.

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RECEPTION

A company is known by the people it employs. In order to attract people with talent, skills and experience , a company has to create a favourable impression on the applicants right from the stage of reception. Whoever meets the applicants initially should be tactful and able to extend help in a friendly and courteous way. Employment possiblities must be presented honestly and clearly . If no jobs are available at that point of time, the applicant may be asked to contact the HR department after a suitable period of time has elapsed.

SCREENING INTERVIEW

A screening interview is generally planned by large organizations to cut the costs of selection by allowing only eligible candidates to go through the further stages in selection. A junior executive from the HR department may elicit responses from applicants on important items determining the suitability of an applicant for a job such as age, education, experience, pay expectations aptitude, location choice etc. This courtesy interview helps the department screen out obvious misfits. If the department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit.

APPLICATION BLANK

Application blank or form is one of the most common methods used to collect information on various aspects of the applicants academic, social demographic, work-related background and references. It is a brief history sheet of an employee’s background.

Contents of Application Blanks

Personal data ( address, sex, identification marks)

Marital data (single or married, children dependents)

Physical data ( height, weight, health conditions)

Educational data ( levels of formal education, marks)

Employment data ( past experience, promotions, nature of duties, reasons for leaving previous organization ,salary drawn last)

Extra-curricular activities data ( sports/games, NSS,NCC, prizes won)

References ( names of two or more people who certify the suitability of an applicant to the advertised position)

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SELECTION TESTING

Another important decision in the selection process involves applicant testing and the kinds of tests to use. A standardised, objective measure of a person’s behaviour. It is standardised because the way the test is carried out, the environment in which the test is administered and the way the individual scores are calculated – are uniformly applied. It is objective in that it tries to measure individual differences in a scientific way, giving a very little room for individual bias and interpretation.

Some of the commonly used employment tests are:

Intelligence tests

Aptitude tests

Personality tests

Achievement tests

Simulation tests

Assessment tests

Graphology tests

Polygraph tests

Integrity tests

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Intelligence tests These are mental ability tests. They measure the incumbents learning ability and also the ability to understand instructions and make judgements. The basic objective of intelligence tests is to pick up employees who are alert quick at learning things so that they can be offered adequate training to improve their skills for the benefit of the organization. Intelligence tests do not measure any single trait, but abilities such as memory, vocabulary, verbal fluency, numerical ability, perception, spatial vision. Stanford- Binet test, Binet- Simon test.

Aptitude tests

Aptitude tests measure individuals potential to learn certain skills – clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual can learn a job quickly and efficiently. In order to recruit efficient office staff, aptitude tests are necessary. Clerical tests for example, may measure the incumbent’s ability to take notes, perceive things correctly and quickly locate things, ensure proper movement of files.

Personality tests

Of all the tests required for selection, personality tests have generated a lot of heat and controversy. The definition of personality, methods of measuring personality factors and the relationship between personality factors and actual job criteria have been the subject of much discussion. Researchers have also questioned whether applicants answer all the items truthfully or whether they try to respond in a socially desirable manner. Personality tests are used to measure basic aspects of an applicant’s personality such as motivation, emotional balance, self confidence, interpersonal behaviour, introversion etc. The most frequently used tests are Minnesota Multiphasic Personality Inventory (MMPL), the California Psychological Inventory etc

There are three types of PIP tests

Projective tests

Interests tests

Preference tests

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Achievement tests

These are designed to measure what the applicant can do on the job currently, whether the testee actually knows what he or she claims to know. A typing test shows typing proficiency a shorthand test measures the testees ability to take dictation and transcribe, etc. Work sampling is a selection tests wherein the job applicant’s ability to do a small portion of the job is tested.

These tests are of two types:

Motor (physical manipulation of things.

Verbal (involving problem situations)

Simulation tests

Simulation exercise is a test which duplicates many of the activities and problems an employee faces while at work. Such exercises are commonly used for hiring managers at various levels in the organisation. To assess the potential of a candidate for managerial positions, assessment centres are commonly used.

Assessment centre

An assessment centre is an extended work sample. It uses procedures that incorporate group and individual exercises. These exercises are designed to simulate the type of work which the candidate will be expected to do. Initially a small batch of applicants comes to the assessment centre. Their performance in the situational exercises is observed and evaluated by a team of 6 to 8 trained assessors. The assessor’s judgements on each exercise are compiled and combined to have a summary rating for each candidate being assessed. The assessment

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centre approach, thus evaluates a candidates potential for management on the basis of multiple assessment techniques, standardised methods of making inferences from such techniques, and pooled judgement from multiple assessors.

Types of assessment tests

The in- basket test

The leaderless group discussion

Business games

Individual presentations

Structured Interview

Graphology tests

Graphology involves using trained evaluator to examine the lines, loops, hooks, strokes, curves and flourishes in a person’s handwriting to assess the person’s personality and emotional make- up. The recruiting company may, for example, ask applicants to complete application forms and write about why they want a job. These samples may be finally sent to graphologists for analysis and results may be put to use while selecting a person. The use of graphology, however, is dependent on the training and expertise of the person doing the analysis. In actual practice, questions of validity and just plain scepticism have limited its use.

Polygraph (lie- detector) tests

The polygraph ( The lie detector consists of a rubber tube around the chest, a cuff round the arm, and sensors attached to the fingers that record the physiological

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changes in the examinee as the examiner puts question that call for an answer of yes or no) records physical changes in the body as test subject answers a series of questions. It records fluctuations in respirations, blood pressure and perspiration on a moving roll of graph paper. The polygraph operator forms a judgement as to whether the subject’s response was truthful or deceptive by examining the biological movements recorded on the paper. Polygraphs, despite strong resistance by many applicants, are increasingly being used by companies which havoc problems with inventory and security of funds. Government agencies have begun to use the polygraph, though in a limited way after the passage of Employee Polygraph Protection Act in USA IN 1988, especially for filling security, police, and fire and health positions. Critics, however question the appropriateness of polygraphs in detecting the truth about an applicant’s behaviour. The fact is that polygraph records biological reaction in response to stress and does not record lying on even the conditions necessarily because a lie has been told?

Integrity tests

These are designed to measure employee’s honesty to predict, those who are more likely to steal from an employer or otherwise act in a manner unacceptable to the organization. The applicants who take these test are expected to answer several ‘yes’ or ‘no’ type questions, such as

Have you ever told a lie?

Do you report to your boss if you know of other employees stealing from the store?

Do you carry office stationary back home occasionally for use?

Do you mark attendance for your colleagues also?

Often these tests contain questions that repeat themselves in some way and the evaluator then examines the consistency in responses. Companies that have used integrity tests have reported success in tracking employees who indulge in theft.However these tests ultimately suffer from the same weaknesses as polygraph a graphology tests.

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Tests as Selection Tools

Tests are useful selection devices in that they uncover qualifications and talents that can not be detected otherwise. They can be used to predict how well one would perform if one is hired, why one behaves the way one does, what situational factors influence employee productivity. Tests also provide unbiased information that can be put to scientific and statistical analysis.

However, tests suffer from sizeable errors of estimate. Most psychological tests also have one common weakness, that is, we can’t use scales which have a known zero point and equal intervals. An intelligence test, for example starts at an arbitrarily point, where a person may not be able to answer questions properly. This does not mean that the person is totally lacking in intelligence. Likewise, a person who is able to answer all 10 questions correctly cannot be called twice as intelligent as one who is able to answer only 5 questions correctly. If the test has commenced at some other point, where there were easier questions, their scores might have been different. Tests also fail to elicit truthful responses from testees. To compound the problem further, tests results are interpreted in a subjective way by testers and unless these testers do their homework well, the results may not be reliable.

Standards for selection tests

To be useful as predictive and diagnostic, selection tools, tests that must satisfy certain basic requirements:

Reliability: test scores should not vary widely under repeated conditions. If a test is administered to the same individual repeatedly, he should get approximately identical scores. Reliability is the confidence that an indicator will measure the same thing every time. “A yardstick that measures me 60 inches tall everytime, I use it as reliable.” Generally speaking HR managers should use instruments that have the following types of reliability:

Test-retest reliability

Inner- rater reliability

Intra- rater reliability

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Validity; validity is the extent to which an instrument measures what it intends to measure. In typing test, validity measures a typist speed and accuracy. To determine whether it really measures the speed and accuracy of typists is its validity. The question of determining the validity of a selection test thus has a lot to do with later performance in the job.

There are three types of validity important in the selection and recruitment of human resources:

Content validity: it is the degree to which the content of the tests represents the actual work situation

Construct validity: is the degree to which a specific trait is related to specific job performance.

Criterion related validity: is the degree to which a specific selection tool accurately predicts the important elements of the work. The criterion related validity is sub divided in two types :

Predictive validity, Concurrent validity.

Qualified people: Tests require a high level of professional skills in their administration and interpretation. Professional technicians are needed for skilled judgemental interpretations of test scores.

Preparation: A test should be well prepared. It should be easy to understand and simple to administer.

Usefulness: Exclusive reliance on any single should be avoided, since the results in such a case are likely to be criticised. To be useful it is always better to use a battery of tests.

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Standardisation: Norms foe finalising test scores should be established, there must be prescribed methods and procedures for administering the test and for scoring or interpreting it.

Selection Interview

Interview is the oral examination of candidates for employment. This is the most essential step in the selection process. In this step, the interviewer tries to obtain and synthesize information about the abilities of the interviewee and the requirements of the job. Interview gives the recruiter an opportunity to.

Size up the interviewees agreeableness;

Ask questions that are not covered in the tests;

Obtain as much information as possible;

Assess subjective aspects of the candidate – facial

expressions, appearance, nervousness and so forth

; Make judgements on interviewees and intelligence;

Give facts to the candidate regarding the company, its policies, programmes, etc, and promote goodwill towards the company.

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Types of Interviews

Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization,

The non-directive interview; In a non – directive interview the recruiter asks questions as they come to mind. There is no specific format to be followed; the questions can take any direction. The interviewer asks broad ended questions such as ‘last job’ and allows the applicant to talk freely with a minimum of interruption. Difficulties with a non-directive interview including keeping it job related and obtaining comparable data on various applicants.

The directive or structured interview: In the directive interview the recruiter uses a predetermined set of questions that are clearly job related. Since every applicant is asked the same basic questions comparison among applicants can be made more easily. Structured questions improve the reliability of the interview process, eliminate biases and errors and may even enhance the ability of a company to withstand a legal challenge. On the negative side, the whole process is somewhat mechanical, restricts the freedom of interviewers and may even convey disinterest to applicants who are used to more flexible interviews. Also designing a structured interview may take a good amount of time and energy.

The situational interview; One variation of the structured is known as the situational interview. The applicant is confronted with a hypothetical incident and how asked how he or she would respond to it. The applicant’s response is then evaluated relative to pre-established benchmark standards.

The behavioural interview: It focuses on actual work incidents as against hypothetical situations in the situational interview in the applicants past. The applicant is supposed to reveal what he or she did in a given situation.

Stress Interview; Here the interviewer attempts to find out how applicants would respond to aggressive embarrassing rude and insulting questions. The whole exercise is meant to see whether the applicant can cope with highly stress producing, anxious and demanding solutions while at work in a calm and composed manner. Such an answer may backfire also, because the typical applicant is already somewhat anxious in any interview.

Panel Interview: In a typical panel interview, the applicant meets with three to five interviewers who take turns asking questions. After the interview, the interviewers pool their observations to arrive at a consensus about the suitability of the applicant. The panel members can ask new and incisive

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questions based on their expertise and experience and elicit deeper and more meaningful responses from candidates. Such an interview could also limit the impact of the personal biases of any individual interviewer. A manual interview may make one feel more stressed than usual.

General Interview Mistakes:

Favour applicants who share his own attitude Find it difficult to establish rapport with interviewees, because he

himself does not possess good interpersonal skills. Not be asking right questions and hence not getting relevant questions. Resort to snap judgements, making a decision as to the applicant’s

suitability in the first few minutes of the interview. May have forgotten much of the interviews content within minutes after

its conclusion. May have awarded high scores by showing leniency. May have been influenced by “ cultural bias” May have allowed him to be unduly influenced by associating a

particular personality trait with a person’s origin or cultural background.

May allow the ratings to be influenced by his own likes and dislikes. May conclude that a poorly dressed candidate is not intelligent,

attractive females are good for public dealings etc. May have rated an applicant poorly, following the interview of very

favourable or unfavourable candidates otherwise known as anamoly or candidate-order-error.

Have been under pressure to hire candidates at short notice Have been influenced by candidate’s behaviour.

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The Interview Process

Evaluation

Termination

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Information Exchange

Reception

Preparation

Preparation: Effective interviews don’t just happen they are planned This involves :

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Establishing the objectives of the interview and determining the areas and specific questions to be covered.

Reviewing the candidate’s application and resume, noting areas that are vague or that may show candidates strength and weaknesses on which questions can be asked.

Keeping the test scores ready along with interview assessment forms. Selecting the interview method to be followed. Choosing the panel of experts who would interview the candidates Identifying a comfortable, private room preferably away from noise and

interruptions and clean well furnished where the interview could be held.

Reception: The candidate should be properly received and led into the interview room. Greet the candidate with a warm friendly and, greeting smile. Names are important. So tell the applicant what to call you and then ask the applicant for his preferred form of address. Tell briefly about yourself and put the applicant at ease so that he may reciprocate with personal information. Ask the applicant about hobbies, activities or some other topic so as to break the ice. As a rule treat all candidates even unsolicited drop-ins at your office courteously, not on humanitarian grounds but because your company’s reputation is at stake. Start the interview on time.

Information exchange: To gain the confidence of the candidate and start the interview with a cheerful conversation. The information exchange between the interviewer and the interview may proceed thus:

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State the purpose of the interview, how the qualifications are going to be matched with skills needed to handle the job. Give information about the job for which the interviewee is applying. Known as a realistic job preview, such an exercise would be most fruitful when the applicant gets a realistic picture of what he is supposed to do on the job. A realistic job preview helps minimise surprises for the new recruit, enhancing the comfort level and decreasing the ambiguity and uncertainty in the early stages of work.

Begin with open ended questions where the candidate gets enough freedom to express himself freely instead of ‘yes’ poor “no” type of questions.

Do not put words in the applicant’s mouth, by asking open ended questions. Do not telegraph the desired answer by nodding or smiling when the right answer is given. Do not interrogate the applicant as if the person is a prisoner and do not be patronising,

sarcastic or ultra critical. Do not let the applicant dominate the interview by rambling from point to point so you

cannot ask all your questions. Do not monopolise the conversation, giving very little chance to the applicant to reveal

himself. Do not use difficult words to confuse the applicant. Provide information as freely and

honestly as possible. Focus on the applicant’s education, training work experience. Find unexplained gaps in

applicants past work or college record and elicit facts that are not mentioned in the resume. Listen to the applicants answers attentively and patiently. And pay attention to non- verbal

cues.

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Termination; End the interview as happily as it began without creating any awkward situation for the interviewee. Here, avoid communicating through unpleasant gestures such as sitting erect, turning towards the door, glancing at watch or clock, etc. Some interviewers terminate the show by asking do you have any question to ask us. At this point inform the applicant about the next step in the interview process, which may be to wait for a call or letter. Regardless of the interview performance of the candidate and the interviewer’s personal opinion, the applicant should no be given any indication of his prospects at this stage.

Evaluation : After the interview is over, summarise and record your observations carefully constructing the report based on responses given by applicant, his behaviour, your own observations and the opinions of other exports present during the interview. Better to use a standardised evaluation form for this purpose,

Medical Examination : Certain jobs require physical qualities like clear vision, acute hearing, usually high stamina, tolerance of arduous working conditions, clear tone of voice etc. Medical examination reveals whether or not a candidate possesses these qualities. Medical examination can give the following information;

Whether the applicant is medically suitable for the specific job or not. Whether the applicant has health problems or psychological attitudes likely to interfere

with work efficiency or future attendance. Whether the applicant suffers from bad health which should be corrected before he can

work satisfactorily. Whether the applicant’s physical measurements are in accordance with job requirements

or not.

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Reference Checks

Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of two or three references in their application forms. These references may be from individuals who are familiar with the candidate’s academic achievements, or from applicant’s previous employer, who is well versed with the applicant’s job performance, and sometimes from co-works. Incase the reference check is from the previous employer, information in the following areas may be obtained.

Job title Job description Period of employment Pay and allowances Gross emoluments benefits provided Rate of absence Willingness of the previous employer to

employ the candidate again.

Further information regarding candidate’s regularity at work, character progress can be obtained. Further, information regarding candidate’s method of mail query provides detailed information about the candidate’s performance, character and behaviour. However a personal visit is superior to the mail and telephone methods and is used where it is highly essential to get a detailed, first hand information which can also be secured by observation. Reference checks are taken as matter of routine and treated casually or omitted entirely in many organizations. But a good reference check, when used sincerely, will fetch useful and reliable information to the organization.

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Hiring Decision:

The Line Manager concerned has to make the final decision now- whether to select or reject a candidate after soliciting the required information through different techniques. The line manager has to take adequate care in taking the final decision because of economic, behavioural and social implications of the selection decisions. A careless decision of rejecting a candidate would impair the morale of the people and cause them to suspect the selection procedure and the very basis of selection in established so as to facilitate good selection decisions. A careless decision of rejecting a candidate would impair the morale of the people and cause them to suspect the selection procedure and the very basis of selecting in a particular organization. A true understanding between line managers and HR managers should be established so as to intimate this decision to the successful as well as unsuccessful candidates. The organization sends the appointment letter either immediately or afterwards depending on its Time schedule

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.

Requirement is first traced by the department concerned.

The requirement is then approved by the authority.

Approval is then sent to the HR department

Recruiter then checks if there is any internal availability. If internal availability exists then promote or transfer as applicable. If availability is not there then consultancies are approached.

Or openings are posted online. Curriculum Vitae are received from consultancies. Written interviews are conducted for screening ( especially

for fresher’s) The CVs received are then short listed. Short listing ( by department head) Arrange the date, time, venue and committee for the

interview. Convey to the applicants and the committee, about the date,

time and venue of the interview. Also about the reimbursement if any.

On the date of interview, arrange the assessment sheet and name list of the appearing candidates for the committee and arrange required stationeries.

Arrange for the reception and refreshments for the applicants.

After the technical round, rank the interviewees in order of performance and shortlist the candidates for the HR round.

Negotiations are done and then lists of people who are short listed are taken out.

Reimbursements (if any) are done. Selected candidates are informed, and they are given the

offer letter. Once the offer letter is accepted, selected candidates are

examined medically.

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On being declared medically fit the candidates are given appointment letter on joining

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STEP 1: Requirement is traced by the concerned department.

There are departments in Adyta Aluminium operating currently

Human Resource Commercial and

Materials Power and distribution Infrastructure Civil Finance and Accounting Projects Geology

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Aditya Aluminium being a project office of Hindalco, there are heavy requirements at present due to to the ongoing land acquisition and resettlement and rehabilitation work at its site office at Sambalpur and Raygarh. Electrical sub-stations are also being established at the site. The entire process of recruitment and selection is carried on at its head office at Bhubaneswar.

Since the project work at ADITYA ALUMINIUM is heading at a fast pace. With the increase in the rate of work, workload on various department is also increasing Suppose the Commercial department of Aditya Aluminium feels the necessity of an additional manpower, one who could formulate commercial policies and procedures for business transactions, formulation of appropriate policies for contracting and procurement of plant equipments, spares, consumable and raw materials whether purchased through indigenous or international sources. Also required would be the formulation of store management, Inventory control, and Spare part management work contracts for handling of materials. Developing proper MIS for performance monitoring and evaluation for materials management activities. So the line manager traces the need of a Deputy Manager in the Commercial department of Aditya Aluminium.

STEP 2 THE LINE MANAGER, FORWARDS THE REQUISITION FOR THE APPROVAL OF THE HEAD OF THE CONCERNED DEPARTMENT

Usually the line manager traces the requirement of manpower in his/her concerned department. Now that the need is traced, a proposal is sent to the head of the concerned department for the approval regarding the requisition of manpower. If the department head also agrees that the increasing workload can not be handled by the existing manpower of the department then the head of the department approves the proposal regarding the requirement of additional manpower in his department.

Now the head of the Commercial Department would approve the proposal from the line manager, regarding the requirement of a new deputy manager for the commercial department of the organization.

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STEP 3: APPROVAL FROM THE HEAD OF THE DEPARTMENT IS SENT TO THE HR DEPARTMENT OF THE ORGANIZATION

Once the requisition is approved by the head of the department seeking additional manpower, the head of the department now sends it to the HR department of the organization. The HR department looks into the matter of recruitment and selection in an organization, so now the HR department starts the entire process of recruitment and selection as per the requisition of the organization.

Now the approval from the Commercial department is sent to the Deputy General Manager of the HR department and the entire process of recruitment and selection of the required deputy manager of the commercial department.

STEP 4: RECRUITER THEN CHECKS FOR INTERNAL AVAILABILITY.

After the proposal is sent to the head of the HR department, it now becomes the responsibility of the department to ensure the manpower in the concerned department by the time specified to them. So the head of the HR department now delegates the job to the recruiting officer. The recruiter then checks in for any internal availability. If any internal availability is found within the organization, or within the group as per the internal recruitment policy of the Aditya Birla Group then the recruiting officer goes in for promotion or transfer as required. In case the availability is traced then the requisition is fulfilled and the process ends here.

If the vacant positions could not be fulfilled internally then the requirement is posted online and the various consultancies are asked to forward CVs with regard to the vacancy. Then the various consultancies forward resumes to the company as per the requirement of the company. Now, for the recruitment of the deputy manager in the commercial department of Aditya aluminium the D.G.M (HR) delegates the job to the HR Officer .Now it becomes the responsibility of the HR officer to post the job opening on their internal recruiting portal called “POORNATA.” If there is an internal availability then the concerned person is promoted or transferred as per the requirement. If internally the availability is fulfilled then the search ends here. But incase the recruiting panel is not satisfied with the internal availability they can always look for better opportunities outside the organization or outside the Aditya Birla Group.

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The job opening is posted online on job sites and consultancies are informed about the vacancy in the company. The various consultancies that work for Aditya Aluminium are

Mafoi Consulatancies,

These consultancies are provided with Job Description of various vacancies available in the company, the number of vacancies available and the time by which the CVs are required by the organization. The consultancies after receiving job descriptions of various vacancies of the company look for the suitable candidates who are registered with them. Then these consultancies forward the CVs to the organization,

If Aditya Aluminium informs its consultant Ma foi to send CVs within a week after receiving the job description, of the deputy manager (commercial) then considerable number of CVs are forwarded from Ma foi in this regard. Several other Cvs are also received from the other consultants working with the company.

STEP 5: CVs ARE THEN SHORTLISTED BY THE RECRUITING OFFICER Now that the consultancies have forwarded the CVs as per the requirement of the job the recruiting officer (either by him or by delegating the job) rechecks if the candidates who are CVs have been forwarded to them meet the various eligibility criteria set by the company. This process is known as shortlising of CVs.As a part of this process the various Cvs received are individually matched with the job description set up by the recruiting officer or the one that is already available with the department. The CVs which do not meet the set criteria are rejected.

Now when the CVs are received by Aditya Aluminium from all its consultancies the Recruiting Officer rechecks if the CVs sent meet the eligibility criteria set by the company. Only those candidates who match upto the expectations of the job description set by the department are contacted for further correspondence, others

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who do not match up are rejected. This entire process of scanning the the candidates is known as ‘‘Shortlisting ‘ The process of shortlisting has a great relevance in the entire process of recruitment and selection. The candidates who do not fulfil the criteria set by the company or do not meet the requirements of the vacant post are rejected right from the beginning so that a lot of time and money of the company is saved. Moreover the candidate who does not fit the bill does not build unnecessary castle of expectations, keeping in view both the sentiments of the candidates applying and the growth of the company the shortlisting process is highly beneficial.

STEP 6: SHORTLISTNG BY DEPARTMENT HEAD

Now after the Recruiting Officer has shortlisted the CVs, the CVs shortlisted are again sent to the head of the department for further screening. If the department head sees the scope of any shortlisting further then another set of rejection of CVs is done. If the department head feels that all the candidates shortlisted are eligible , and meet the criteria set by the company then no shortlisting is done further.

Here the Recruiting Officer at Aditya Aluminium forwards the shortlisted Cvs to the DGM (HR). Now the head of the department looks in at the short listed Cvs and makes further corrections if necessary.If not the candidates short listed is called in for further correspondence.

STEP 7: ARRANGE THE DATE, TIME, VENUE AND COMMITTEE FOR THE INTERVIEW

Once the candidates are short listed by the department head the recruiting officer in consultation with the department head fixes the date, time, venue and committee for the interview. The convenience of both the candidates appearing in the interview as well as the interview committee is duly taken care of. The date of interview should be convenient enough and should not (preferably) clash with any other major occasion or National holidays. The time to be scheduled for the interview should be within the working hours of the company. The venue should preferably be a calm n cool place away from any disturbances so that the interviewing committee can take proper and absolutely unbiased decision away from any disturbances.

The interviewing committee should be chosen very carefully. One experienced member from the concerned department, and one senior person from the Hr department should be an inevitable part of the committee.

Now in Aditya Aluminium we are looking for deputy manager, Commercial department. So once the CVs are short listed by the DGM (HR) in consultation with the head the Recruiting officer schedules the date, time, venue and committee for the interview. The recruitment at Aditya Aluminium is carried on at their Guest house at

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Shahid Nagar, Bhubaneswar which is a very calm place. The date of interviews is working days and within 8:30 am to 7; 00 pm in the evening.

STEP 8: THE CANDIDATES AND THE COMMITEES ARE INFORMED ABOUT THE DATE, TIME AND VENUE

Now that the interview date, time and venue are fixed the next step would be to inform the candidates and the interviewing committee about the same so that they can ensure their availability on the required date, at the required place and on the required time. Also as per the policy if there are travel reimbursements to be made then the information with respect to reimbursement is also given to the applicants. All these information’s are sent to the candidate via email and the candidate is asked to acknowledge the interview call letter.

At Aditya Aluminium the e-mail containing these information’s entire are sent to the candidate via mail and an acknowledgement mail or call is called for. Aditya Aluminium reimburses II tier AC fare (to and fro) from the candidates location to the place of interview i.e. Bhubaneswar.

STEP 9: ON THE DATE OF INTERVIEW ARRANGE FOR THE ASSESSMENT SHEETS, NAME OF CANDIDATES APPEARING AND THE REQUIRED STATIONARIES

Now that the candidates and the interviewing committee are informed about the date time venue and reimbursement status to short listed candidates by the HR department

It becomes the responsibility of the recruiting officer to delegate the task of arranging the assessment sheet, name of the candidates appearing for the interview along with time and the general stationeries that can be required during the interview process.

At Adyta Aluminium the candidates short listed are informed about the date, time and venue of the interview scheduled, the recruiting officer either by herself or by delegating the job to a junior officer, sets the assessment sheets, name of the candidates appearing for the interview of the day and the various stationeries such as stapler, pencil, paper, folder and writing pad etc. are made available at the place of recruitment. Reimbursement forms are also taken along.

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STEP 10; ARRANGE FOR THE RECEPTION AND REFRESHMENTS OF THE CANDIDATES APPEARING FOR THE INTERVIEW.

They say ‘FIRST IMPRESSION IS THE LAST IMPRESSION’ When a candidate from outside comes to our organization it becomes our responsibility to give him a warm reception, make him feel comfortable and look after refreshments, as this would build a good image of our company, it will promote our goodwill and this good will earned would bring in long time benefits to our company.

On the date of interview when a candidate comes to the venue, the receptionist at Aditya Aluminium greets him/her with a smile and makes them sit comfortably at the visitors lounge. All candidates are asked for refreshments if any. All efforts are made to make the candidates feel comfortable. Utmost care is taken so that the arrived candidate does not have to wait much and the initial procedure of interview begins. The candidates are given the application blank and the reimbursement form to fill. Once the forms are filled they are individually guided into the interview room as per the schedule. The application blank is sent to the interviewing committee while the junior officer takes care of the reimbursement form.

STEP 11: CANDIDATES ARE RANKED AS PER THEIR PERFORMANE IN THE TECHNICAL ROUND

As discussed earlier the candidates are ranked in the assessment sheet provided to each member of the interviewing committee. After assessing and ranking the candidates in the technical round efficient candidates are short listed for the HR round.

After the technical round the assessment sheets are evaluated and the candidates are ranked as per their performance by the interviewing committee. The candidates are then short listed for the HR round.

STEP 12: NEGOTIATIONS

The HR officer negotiates the compensation and other formalities with the candidate and the candidates who come to consensus with the terms of the company is finally short listed.

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STEP 13; REIMBURSEMENTS (if any) ARE DONE.

All the candidates are asked to submit the reimbursement forms given to them and the supporting receipts or tickets. The amount incurred on travelling is reimbursed

to the candidates.

STEP 14; SELECTED CANDIADTES ARE GIVEN THE OFFER LETTER

The candidates selected are sent the offer letter after taking the consensus of the interviewing committee.

STEP 15; ON ACCEPTANCE OF THE OFFER LETTER, MEDICAL EXAMINATION IS DONE.

Once the candidate accepts the offer letter it is necessary to get his medical check up done to confirm if he/she would be physically and mentally fit to meet all the work pressures required as per their designation. The medical examination process at Aditya Aluminium after the acceptance of the offer letter is conducted at Ayush Hospital, Jaydev Vihar under the guidance of Dr Dipankar Biswal. The basic policy framework of medical examination is given as below;

Policy Framework

This policy outlines the framework for Pre-Employment Health Check Up for all New Joiners to the Aditya Birla Group.

Objective: To ensure that all new permanent hires in Job Band 11 & above joining the Group are medically fit to discharge their respective duties. To ensure that there is a uniform pre - employment health check up plan across Aditya Birla Group.

Process: Any offer being made to a selected candidate, is valid subject to clearance on the pre-employment health check up report.

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The pre-employment health check up is to be carried out at a diagnostic center / hospital authorized by the Group / Unit. In case the candidate is situated at a place where no authorized center is available, he would need to carry out the tests at a reputed diagnostic center / hospital and send the reports as well as the fitness report to the Hiring Unit. The Hiring Unit will in turn verify the report with the local unit hospital doctor or the authorized center, after which a clearance is given to the candidate to proceed with the hiring process. It is imperative that a candidate resigns from his current duties only after getting a clearance on the medical report from the Hiring Unit.

Annexure A provides a list of medical tests recommended for any new joiner. This annexure gives the details of tests being carried out for hires through Corporate HR. However, businesses are expected to include any other tests deemed essential for discharging satisfactory duties. Units are advised to negotiate rates based on bulk commitments wherever possible.

Annexure B provides a list of centers, which Corporate HR has tied up with across the country. Units are free to use the centers mentioned in Annexure B. However, they can also identify and tie up with local hospitals / diagnostic centers for the convenience of the Unit as well as the candidate. The Hiring Unit will bear the expenses for the health check-up. The medical reports should be sent directly to the Hiring Unit by the authorized hospital / diagnostic centre, which is to be filed in the personal file once the candidate comes on board.Any additional tests prescribed by the doctor, will be carried out if it impacts “On the Job Performance” of an employee. The additional fees will also have to be borne by the Hiring Unit. However, if the tests do not impact performance, the candidate can at his own discretion carry out the tests, for which he will pay the fees. It is the responsibility of the Hiring Unit to ensure that the medical tests are carried out and verified by the Unit Doctor. In exceptional cases where the candidate joins the organization in less than 7 days of making the offer and is unable to go for the medical, the onus of clearance of the medical lies with the candidate / employee. It would also be the responsibility of the Hiring Unit to ensure that the new joiner undergoes medical examination within 7 days of joining, the reports are duly received from the medical center and the results communicated to the employee. If the medical report is for some reason not clear or unacceptable, the Hiring Unit has the option of not confirming the said employee or increasing the probation period, as this would allow the employee time to address the health issue. This should be clearly stated in “writing” in the offer letter issued to the candidate.

Annexure A

The Pre-Employment Health Check up Plan includes: History Review Full Examination by a Specialist Electrocardiogram

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Chest X-Ray Eye Check-Up and colour vision Laboratory Tests: Urine Examination Blood Count Blood Group Fasting Blood Sugar Creatinine, BUN Bilirubin, SGPT Lipid profiles test A fitness report by the Medical Practioner at the center needs to be submitted along with the reports.

REFERENCE CHECKS

Once the interview and medical examination of the candidate is over, the personnel department will engage in checking references. Candidates are required to give the names of two or three references in their application forms. These references may be from individuals who are familiar with the candidate’s academic achievements, or from applicant’s previous employer, who is well versed with the applicant’s job performance, and sometimes from co-works. Incase the reference check is from the previous employer, information in the following areas may be obtained.

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POLICY FRAMEWORK Reference check is defined as a process of capturing comments, oral or written, from current and past employers or colleagues concerning a candidate's strengths and weaknesses vis-a- vis the proposed position for which he is being considered. Past performance is often a good indicator of likely future performance. The interview process enables us to gather information and assess the credentials, skills & behaviour of a candidate on certain aspects e.g., technical know how, behavioural skills, quality of experience and cultural fit into the Group. However, keeping in mind the time constraints it is not possible to assess the skills / behaviour of a candidate as displayed over a long period of time. Reference checking is, therefore, a way to expand our understanding of the candidates' skills and experience through the opinions of those who have worked with them in the past. The intention is to build up a comprehensive picture of a candidate and to validate or challenge conclusions that may have been reached during the interview process. Objective: The objective of the Reference Check Process is to: i) Validate / challenge our assessment of the candidate ii) To get an insight into a candidate's normal behaviours, as opposed to those that might

emerge under the stress / in an interview scenario iii) Check to what extent the candidate has competencies / skills / behaviours that are

critical for the position the candidate is being considered for iv) Gather any additional information on the candidate that will help us in taking an

informed decision about the candidate v) In some geographies, where there are privacy laws wherein you cannot ask

discriminatory questions during the interview process, the reference check process can be used to sensitively get the required information on the candidate.

Applicability: The Reference Check Process is applicable to all new recruits at Job Band 11 & above across the Aditya Birla Group. Kinds of Reference Checks: Reference checks, customarily are conducted both in the preliminary stages of a selection process and, more comprehensively, in the final stages of the selection process as an individual becomes the favoured candidate. Therefore, it is critical to manage discretion and confidentiality issues while conducting the reference check so that the candidate’s interest is not compromised. There are primarily two kinds of Reference Checks as follows: i) Preliminary Reference Check: Here, verification of a candidate’s profile is done very early in the selection process – either at the time of screening resumes or after the first round of interview. This is

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POLICY FRAMEWORK Reference check is defined as a process of capturing comments, oral or written, from current and past employers or colleagues concerning a candidate's strengths and weaknesses vis-a- vis the proposed position for which he is being considered. Past performance is often a good indicator of likely future performance. The interview process enables us to gather information and assess the credentials, skills & behaviour of a candidate on certain aspects e.g., technical know how, behavioural skills, quality of experience and cultural fit into the Group. However, keeping in mind the time constraints it is not possible to assess the skills / behaviour of a candidate as displayed over a long period of time. Reference checking is, therefore, a way to expand our understanding of the candidates' skills and experience through the opinions of those who have worked with them in the past. The intention is to build up a comprehensive picture of a candidate and to validate or challenge conclusions that may have been reached during the interview process. Objective: The objective of the Reference Check Process is to: i) Validate / challenge our assessment of the candidate ii) To get an insight into a candidate's normal behaviours, as opposed to those that might

emerge under the stress / in an interview scenario iii) Check to what extent the candidate has competencies / skills / behaviours that are

critical for the position the candidate is being considered for iv) Gather any additional information on the candidate that will help us in taking an

informed decision about the candidate v) In some geographies, where there are privacy laws wherein you cannot ask

discriminatory questions during the interview process, the reference check process can be used to sensitively get the required information on the candidate.

Applicability: The Reference Check Process is applicable to all new recruits at Job Band 11 & above across the Aditya Birla Group. Kinds of Reference Checks: Reference checks, customarily are conducted both in the preliminary stages of a selection process and, more comprehensively, in the final stages of the selection process as an individual becomes the favoured candidate. Therefore, it is critical to manage discretion and confidentiality issues while conducting the reference check so that the candidate’s interest is not compromised. There are primarily two kinds of Reference Checks as follows: i) Preliminary Reference Check: Here, verification of a candidate’s profile is done very early in the selection process – either at the time of screening resumes or after the first round of interview. This is

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50

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METHLODOGY: The process of recruitment and selection, to be analyzed through various recruitment sessions and selection processes thereafter.

COMPENTENCIES ADDRESSED: Transparency and effectiveness of the process.

TARGET GROUP: All the GETs and officers of managerial level.

DURATION: 48 Man days.

OBJECTIVE OF THE STUDY

To determine the level of awareness among the employees regarding the

importance of recruitment and selection process.

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To determine the immediate impact of the selection and recruitment process

on the date of interview and further.

To measure the effectiveness of recruitment and selection process through,

during and pre-working evaluation.

To determine the perception of the employees regarding the different phases

of recruitment and selection.

Evaluation of the effectiveness of recruitment and selection process is essential so as

to check the general opinion of the employees about the process, as the existence of a

transparent and effective recruitment and selection procedure would firm the incessant

‘s belief in the organization and hence would lead in the improvement in the

effectiveness and performance of various program that directly influences the task of

every individual who contribute towards attainment of overall organizational goals.

Thus the process of recruitment and selection decides the refined workforce that

works in the organization and is also related to the performance of those employees

underwent which reflects in their actual job performance.

SAMPLING DESIGN

Defining the population.

There are approximately 100 employees at Aditya Aluminum -

CORPORATE working on regular basis.

Sampling Unit

It consisted of the employees at Aditya Aluminium who had worked in the organization for minimum 6 months. The survey was undertaken at managerial level and GET level

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Sample study

The researcher went for a sample study rather than census due to cost and time

constraints, due to recent selection and induction the new employees could not do full

justice as they were not really aware of the process and as the Population was too

large to be covered.

Time

12t h

May 2007 to 12t h

June 2007

Sample frame

Since our research is being conducted on a small scale and the

population is considerably large, so we could not obtain sample

frame.

SAMPLING PLAN

Total --- 50 employees from various departments.

SAMPLING TECHNIQUES

Sampling techniques used:

Simple random sampling.

TOOLS OF DATA COLLECTION

Primary Data:

Questionnaire - The necessary information has been gathered by

filling the questionnaire and subsequently interviewing the

employees at their work place.

In order to evaluate effectiveness of recruitment and selection process, the

parameters that were used in the questionnaire are as under:

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General information

Awareness

Performance

Attitude

Time factor

Ability to get along with others

Secondary Data:

The secondary information was collected from:

organizational brochure

previous records

documents

Personal manuals.

SCALING TECHNIQUE USED

DICHOTOMUS SCALE

5 – POINT LIKERT SCALE

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ANALYSIS

1. Apart from recruiting person through outside source, vacant posts are also filled up in Aditya Aluminium through the process of parallel posting; transfer from internal source and also by up gradation of post.

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2. Since the job market has been more competitive, does Aditya Aluminium through its advertisement/ notification for recruitment is able to reach out the talented candidates seeking employment/?

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3. . Through company advertisement, brochures, annual reports, does a conscious effort is being continuously made to build up the image of the company so that Aditya Aluminium becomes an “employer of choice “for outside talent.

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4. . Procuring the right person for the organization solves half of the recruitment problem. But the real challenge is to retain them and keep them motivated enough so that they perform well.

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Ques.5. Is Aditya Aluminium suffering from syndrome of ideal workforce and redundancies?

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.6. When an employee leaves the organization Aditya aluminium consider it as an event as a simple reduction in manpower strength.

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.7. When an employee leaves the organization, the company considers it as an event where a talent is leaving the organization.

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.8. Your experience at Aditya Aluminium on the day of interview was overwhelming

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.9. The selection process for both executives and non- executives an enumerated in recruitment and selection policy in Aditya Aluminium focus on tomorrows need.

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10. With changing requirements of jobs, increase emphasis is now on behavioural competencies at the time of selection.

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11. Inclusion of an industrial psychocologist in all Selection interview for better assessment of candidates mental make up has become a necessity.

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12. Aditya Aluminium nurtures a pool of interviewers from its senior and middle level management having expertise in interviewing skills.

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ANALYSIS

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ANALYSIS

CONCEPT

Apart from recruiting person through outside source, vacant posts are also filled up in Aditya Aluminium through the process of parallel posting; transfer from internal source and also by up gradation of post.

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Interpretation: Out of the total 50 responses 17 respondents strongly agree and 16 respondents agree to the above question i.e. 66% of the respondents believe that basic

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recruitment and selection concept at Aditya Aluminium is effective.

SOURCE SEARCHING

Since the job market has been more competitive, does Aditya Aluminium through its advertisement/ notification for recruitment is able to reach out the talented candidates seeking employment?

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of the total 50 responses 21 respondents agree and 10 respondents strongly agree to the question i.e. 62% of the respondents believe that the searching source at Aditya Aluminium is effective in finding talented candidates.

TO ATTRACT

Through company advertisement, brochures, annual reports, does a conscious effort is being continuously made to build up the image of the company so that Aditya Aluminium becomes an “employer of choice “for outside talent.

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Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of total 50 respondes, 22 strongly agree and 17 respondents agree that the organization is able to attract the right talent at the right time at the right place.

RETENTION

Procuring the right person for the organization solves half of the recruitment problem. But the real challenge is to retain them and keep them motivated enough so that they perform well.

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

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Out of the 50 responses,29 respondents strongly agree and 16 respondents agree that the organization is making constant efforts to retain talented employees of the organization 70% of the respondents believe that efforts to retain employees are being made.

Aditya Aluminium is suffering from syndrome of ideal workforce and redundancies?

Yes

No

Out of a total 50 responses, 37 respondents said no and 13 respondents said yes i.e. 76% of the respondents disagree to the existence of any workforce redundancies at the organization

MANPOWER REDUCTION

When an employee leaves the organization Aditya aluminium consider it as an event as a simple reduction in manpower strength.

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Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of a total 50 responses, 29 respondents strongly agree and 12 respondents agree regarding the reaction of the organization to manpower reduction. Hence 82% of the respondents believe that the issue of manpower reduction is taken seriously at Aditya Aluminium.

When an employee leaves the organization the company considers it as an event where a talent is leaving the organization.

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of total 50 responses 20 respondents agree and 18 respondents disagree to the above question 76% of the respondents believe that the organization considers such events as an event f talent reduction.

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FIRST IMPRESSIONYour experience at Aditya Aluminium on the day of interview was overwhelming

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of a total of 50 responses 20 respondents strongly agree and 16 employees agree to have a good experience on the interview date i.e. 72% of the respondents had an overwhelming experience with the organization the first day at the organization.

CAREER OPPORTUNITIESThe selection process for both executives and non- executives an enumerated in recruitment and selection policy in Aditya Aluminium focus on tomorrows need.

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

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Out of a total of 50 responses 19 respondents strongly agree and 13 respondents agree to the above question i.e. 64% of the respondents agree to the availability of good career opportunities in the organization.

SELECTION REQUIREMENT

With changing requirements of jobs, increase emphasis is now on behavioural competencies at the time of selection.

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of a total of 50 responses,15 employees strongly agree and 17 employees agree to the increasing requirements of behavioural competencies at the time of selection i.e. 62% of the respondents agree to the requirement of judging behavioural competencies at the time of interview.

NEED FOR INDUSTRIAL PSHYCOLOGIST

Inclusion of an industrial psychocologist in all Selection interview for better assessment of candidates mental make up has become a necessity.

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Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of a total 50 responses 12 respondents strongly agree and 22 employees agree to the above question i.e. 68% of the respondents agree to the requirement of an industrial psychologist at the time of selection.

EXPERT INTERVIEWERSAditya Aluminium nurtures a pool of interviewers from its senior and middle level management having expertise in interviewing skills

Strongly Disagree

Disagree

Can'nt say

Agree

Strongly Agree

Out of a total of 50 responses, 19 respondents strongly agree and 17 respondents agree that Aditya Aluminium nurtures a pool of experts from its senior and middle level of

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management for interviews i.e. 72% of the respondents agree to the

Above question.

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CONCLUSION

Aditya Aluminum has a very effective recruitment and selection module. The GROUP has set an

example in the field of Human Resource Development with the ‘BEST EMPLOYER” award in

2007.

It has also been successful IN HIRING THE RIGHT CANDIDATE AT THE RIGHT TIME AT

THE RIGHT PLACE.

The transparent and effective recruitment process at Aditya Aluminium of employees has

brought about significant changes in the performance of the employees to achieve the

organizational goal. . It has also facilitated the employees in taking up higher responsibilities.2

The time gap between tracing the vacancy and appointing candidates is appropriate and is done

at the right time. 3

The interpersonal relationship and the moral of the employees are also on high as a result of

hiring candidates with the appropriate attitude. 4

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SUGEGESTIONS

There shouldbe recruitment in the higher level so that candidates from reputed institutes like IIT, IIMetc will be attracted and there should be regular search for better source.

There should be more awareness among family members so that talented candidates can be attracted.

Regular job rotation and job enrichment should be enouagd in the organization Clear cut job descriptin should be practiced Promotion process should be dynamic. Big players are emerging in the state so its very risky for the organization as it

gives rise to attrition. So each and every reason should be examined o as to why an employee leaves the organization.

As retention is less costly than recruitment, so efforts should be made for the retention of employees.

Attitude is very vital so there should be a constant mapping of attitude apart from knowledge skill. So behavorial competencies is very important at the time of selection.

Involvement of industrial pshycologists should be emphasized for the better selection of candidates.

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Name : Designation : Years of Service : QUESTIONNAIRE 1. Apart from recruiting person through outside source,

vacant posts are also filled up in Aditya Aluminium through the process of parallel posting; transfer from internal source and also by upgradation of post.

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The pie chart below shows the cumulative result of the effectiveness of the pre training at Aditya Aluminium.

STRONGLY AGREE, 119, 33%

AGREE, 169, 45%

NEUTRAL, 47, 13%

DISAGREE, 28, 8%

STRONGLY DISAGREE, 3, 1%

STRONGLY AGREE

AGREE

NEUTRAL

DISAGREE

STRONGLY DISAGREE

Our analysis shows that 33% of the respondents strongly agree that the recruitment process at Aditya Aluminium is effective. Another significant percentage (45%) has opted for ‘agree’ as their response.Hence we can say that the recruitment at Aditya Aluminium is effective.

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