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Preface
The Human Resource Management has become an important aspect for
the fast development of an organization. It plays an important role in
managing the people efficiently. Considering its importance, the need for ithas been felt at every organization and therefore it has a wider scope.
In todays rapidly changing business environment, organizations have to
respond !uic"ly to re!uirements for people. Hence, it is important to have a
well recruitment policy in place, which can be e#ecuted effectively to get the
best fits for the vacant positions. $electing the wrong candidate or re%ecting
the right candidate could turn out to be a big mista"e for the organization.
$election is one area where the interference of e#ternal factors is minimal.
Hence the HR department can use its discretion in framing its selection policy
and using various selection tools for the best results.
The practical training is very much important in understanding the
theoretical aspect. &iewing to this importance, my training at C'' and
preparation of this pro%ect report has helped to enrich my "nowledge
regarding (Human Resource Management). My pro%ect report is with respect
to (Recruitment & Selection Process at Centre for Environment
Education (CEE).
My %ourney towards the professional world starts with this research
providing me the practical training through which I can handle related
situation .It may be a small step but it is strong base for my career. *or a
management student to "now various angles of business unit and to "now
practicality of summer training and report plays dominant role, to develop the
practical view point of student and also to ma"e them aware about problem
prevailing in corporate world.
I got a chance to wor" with (Centre for 'nvironment 'ducation +C'')
by doing the summer training as well as by preparing the pro%ect. The Centre
is one of the leading -/ engaged in developing programmes and material to
increase awareness about the 'nvironment and $ustainable 0evelopment.
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ACKNOWE!"E#EN$
The training and pro%ect on Recruitment and $election 2rocesses of
C'' has been a huge learning e#perience for me. I got a chance to learn about
the Human Resources Management in -/3s. Thus foremost, I would li"e to
than" Centre for Environment Education% for giving me opportunity toundergo my summer training at their Centre.
I am very glad to present this report before you whose wor"s and ideas
have been so helpful in wor"ing out on this pro%ect report. 4s I carried my
way towards the completion of this pro%ect, I had many people involved
directly or indirectly and all guiding me, directing me and motivating me
towards attaining my specific goal.
*irst I would li"e to than"#r. A'inavaSin'%*aculty uide, who
has directly or indirectly helped me in my summer pro%ect report.
I would also li"e to than" S'ri Kart'ie*a Sara'ai% !irector% CEE
forallowing me to under ta"e this pro%ect at their Centre.
I would also li"e to than" #s. Arc'ana "e'lotand #s. Su'ala+mi
Samalwho gave me very precious guidance and have provided me immense
help, guidance 5 cooperation. I am very much grateful to my 2arents, friends5 all those who have always been with me through out this pro%ect.
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O,-EC$/E
2rimary /b%ective7
To study the HR practices carried out by the Centre for
'nvironment 'ducation
$econdary /b%ective7
To identify the limitations in the e#isting HR practices and
suggesting better practices for managing the wor" force at Centre
for 'nvironment 'ducation.
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RESEARC0 #E$0O!OO"1
The tas" of data collection is important for the pro%ect for analysis. 9hile
deciding about the ways of data collection to be used for the study is as
primary and secondary data7
2rimary 0ata7
2rimary 0ata are those, which are collected afresh and for the
first time and thus happen to be original in character.
$econdary 0ata7
$econdary 0ata are those, which someone else has developed already and
which have already been passed to the statistical process, arranged and
analyzed. This type of data is e#tensively used here in rearranging form
to provide strong logical base
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Types of HR 2lanning 5 its values;;;;;..;;;;;;;..
/utputs from HR 2lanning;;;;;;;;;;;;;;;;.
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03#AN RESO3RCE #ANA"E#EN$
Conce4t of 0uman Resources50istor*
The 2ersonnel *unction has undergone rapid changes in recent times. The
term DHuman Resource Management3 is increasingly put to use in place of the
traditional D2ersonnel *unction3. Ten years ago most organizations used to be
content with having a middle level manager head the 2ersonnel 0epartment,
whereas today most organizations have eneral Managers, &ice 2residentsand 0irectors heading this function. The Human Resource *unction has
enriched itself by including within it a Ddevelopment3 dimension and thus
moved itself from a Dreactive3 and Dmaintenance3 oriented function to
Dproactive3 and Ddevelopment3 oriented function. Modern Human Resource
2rofessional tal" in terms of corporate planning, a HR0 approach to
Industrial Relations, a HR0 climate of the company, HR0 budget, open and
development oriented appraisal systems, multiple reward mechanisms, %ob?
redeisgn, wor" climate and culture, wor" ethos, organizational renewal etc.
Though human resources have been part of business and organizations since
the first days of agriculture, the modern concept of human resources began in
reaction to the efficiency focus of Taylorismin the early 1E
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!efinition of 0uman Resource #anaement
Miller +1EBA suggests that HRM relates to7
".......those decisions and actions which concern the management of
employees at all levels in the business and which are related to the
implementation of strategies directed towards creating and sustaining
competitive advantage"
(Human Resource Management +HRM is the function within an
organization that focuses on recruitment of, management of, and providingdirection for the people who wor" in the organization) by 9i"ipedia.
In any organization HRM works between staff and management to reach
common goals and achieve a good workplace environment and an instant
increase in productivity.
Human Resource Management is the organizational function that deals with
issues related to people such as compensation, hiring, performance
management, organization development, safety, wellness, benefits, employee
motivation, communication, administration, and training.
The terms GHuman Resource ManagementG and GHuman ResourcesG +HR
have largely replaced the term G2ersonnel ManagementG as a description of
the processes involved in managing people in organizations.1 Human
Resource management is evolving rapidly. Human Resource Management is
both an academic theory and a business practice that addresses the theoretical
and practical techni!ues of managing a wor"force.
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Ke* 2unctions of 0uman Resource #anaement
Human Resource Managementserves these "ey functions7
1. Recruitment $trategy 2lanning
6. Hiring 2rocesses(Recruitment)
8. $election
:. Training and 0evelopment
>. 2erformance 'valuation and Management
@. 2romotions
A. Redundancy
B. Industrial and 'mployee Relations
E. Record "eeping of all personal data.1
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0uman Resource
Human Resources is a term with which many organizations describe thecombination of traditionally administrative personnel functions with
performance management, 'mployee Relations and resourceplanning. The
field draws upon concepts developed in Industrial=/rganizational 2sychology.
Human Resources has at least two related interpretations depending on
conte#t. The original usage derives from political economy and economics,
where it was traditionally called labor, one of four factors of production. The
more common usage within corporations and businesses refers to the
individuals within the firm, and to the portion of the firms organization that
deals with hiring, firing, training, and other personnel issues. This article
addresses both definitions.
O6ective of 0uman Resource
The ob%ective of Human Resources is to ma#imize the return on investment
from the organizations human capital and minimize financial ris". It is theresponsibility of human resource managers to conduct these activities in an
effective, legal, fair, and consistent manner. HR concerns are "ey business
issues and good human captial management is a business necessity.
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!ifference et7een 0R#% P#% 0R!
0uman Resource #anaement89
Human Resource Management is concerned with the (people) dimension in
management. 'very organization is made up of people, ac!uiring their
services, developing their s"ills, motivating them to high levels of
performance, and ensuring that they continue to maintain their commitment to
the organization are essential to achieving organizational ob%ectives.
Personnel #anaement7?
,usiness !efinition for8 Personnel #anaement The part of management that is concerned with people and their
relationships at wor". 2ersonnel management is the responsibility of all
those who manage people, as well as a description of the wor" of
specialists. 2ersonnel managers advise on, formulate, and implement
personnel policies such as recruitment, conditions of employment,
performance appraisal, training, industrial relations, and health and
safety. There are various models of personnel management, of which
human resource management is the most recent.
'tt4855dictionar*.net.com5definition5Personnel:#anaement.'tml
0uman Resource !evelo4ment89
Human Resources 0evelopment is to improve individual, group=process, and
organizational performance. 4 definition of HR0 is Gorganized learning
activities arranged within an organization in order to improve
performance and=or personal growth for the purpose of improving the
%ob, the individual, and=or the organizationG. HR0 includes the areas of
training and development, career development, and organizationdevelopment. This is related to Human Resource Management ?? a field
which includes HR research and information systems, union=labor
relations, employee assistance, compensation=benefits, selection and
staffing, performance management systems, HR planning, and
organization=%ob design.
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0uman Resource Plannin
Human resource planning is the term used to describe how companies ensure
that their staff is the right staff to do the %obs. $ub topics include planning for
staff retention, planning for candidate search, training and s"ills analysis and
much more. Rigorous HR planning lin"s people management to theorganizations mission, vision, goals and ob%ectives, as well as its strategicplan and budgetary resources. 4 "ey goal of HR planning is to get the right
number of people with the right s"ills, e#perience and competencies in the
right %obs at the right time at the right cost.
The processes by which management ensures that it has the right personnel,
who are capable of completing those tas"s that help the organization, reach its
ob%ectives. 2lanning is not as easy as one might thin" because it re!uires a
concerted effort to come out with a programme that would easy your wor".
Commencing is complicated, but once you start and finish it you have a smilebecause everything moves smoothly.
HR 2lanning involves gathering of information, ma"ing ob%ectives, and
ma"ing decisions to enable the organization achieve its ob%ectives.
$urprisingly, this aspect of HR is one of the most neglected in the HR field.
9hen HR 2lanning is applied properly in the field of HR Management, it
would assist to address the following !uestions7
1. How many staff does the /rganization haveJ6. 9hat type of employees as far as s"ills and abilities does the
Company haveJ
8. How should the /rganization best utilize the available resourcesJ
:. How can the Company "eep its employeesJ
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0R Plannin8 Pur4ose and oals
The purpose and goals of HR planning are mainly7
1. To ensure optimum and effective use of human resources currently
employedK6. To research and reconfigure new s"ill sets to cope with organizational
needs given depleting relevant s"ills population
8. To assess the employability of the human resource given changing s"ills
and competencies
:. To draw specific outlines of competencies as they differ from today
>. To assess or forecast future s"ills re!uirement if organization3s overall
ob%ectives are to be achievedK and
@. To identify control standards to ensure that necessary resources are
identified, available as and when re!uired.
A. To fundamentally study the corporate strategy, the business mission and
overall philosophy of recruiting &$ systems, technology, outsourcing.
B. 4nalyze the people mar"et environment andits changes as it affects the
firm Vis a Vis competition.
HR planning ma"es the organization move and succeeds in the 61 stCentury
that we are in. Human Resources 2ractitioners who prepare the HR 2lanningprogramme would assist the /rganization to manage its staff strategically.
The programme assists to direct the actions of HR department.
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m4ortance of 0R Plannin
2oor HR 2lanning and lac" of it in the /rganization may result in huge costs
and financial loses. It may result in staff posts ta"ing long to be filled. This
augment costs and hampers effective wor" performance because employees
are re!uested to wor" unnecessary overtime and may not put more effort due
to fatigue. If given more wor" this may stretch them beyond their limit and
may cause unnecessary disruptions to the production of the /rganization.
'mployees are put on a disadvantage because their live programmes are
disrupted and they are not given the chance to plan for their career
development.
The most important reason why HR 2lanning should be managed and
implemented is the costs involved. ecause costs forms an important part of
the /rganizations budget, wor"force planning enable the /rganization to
provide HR provision costs. 9hen there is staff shortage, the organization
should not %ust appoint discriminately, because of the costs implications of the
other options, such as training and transferring of staff, have to be considered.
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Ste4s in 0R PlanninThere is no single approach to developing a Human Resources $trategy. This
will vary from organization to organization. However, here are the steps most
commonly used in developing an HR strategy7
$etting the strategic direction
0esigning the Human Resource Management $ystem
2lanning the total wor"force
enerating the re!uired Human Resources
Investing in Human Resource 0evelopment and performance
4ssessing and sustaining organizational competence and performance
Ste4s in detail89
;. 2orecastin89
HR 2lanning re!uires that we gather data on the /rganizational goals
ob%ectives. /ne should understand where the /rganization wants to go and
how it wants to get to that point. The needs of the employees are derived from
the corporate ob%ectives of the /rganization. They stern from shorter andmedium term ob%ectives and their conversion into action budgets.
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occurred in the past and at present in terms of labor turn over, age and se#
groupings, training costs and absence. ased on this information, one can then
be able to predict what will happen to HR in the future in the /rganization.
>. 0uman Resource Plan89
Here we loo" at career 2lanning and HR plans. 2eople are the greatest assets
in any /rganization. The /rganization is at liberty to develop its staff at full
pace in the way ideally suited to their individual capacities. The main reason
is that the /rganization3s ob%ectives should be aligned as near as possible, or
matched, in order to give optimum scope for the developing potential of its
employees. Therefore, career planning may also be referred to as HR 2lanning
or succession planning.
The !uestions that should concern us are7
a 4re we ma"ing use of the available talent we have in the/rganization, and have we an enough provision for the futureJ
b 4re employees satisfied with our care of their growth in terms of
advancing their careerJ
4ssignment of individuals to planned future posts enables the administration
to ensure that these individuals may be suitably prepared in advance.
?. Actionin of Plan89
There are three fundamentals necessary for this first step.
1 Lnow where you are going.
6 There must be acceptance and bac"ing from top management for the
planning.
8 There must be "nowledge of the available resources +i.e. financial,
physical and human +Management and technical.
/nce in action, the HR 2lans become corporate plans. Having been made and
concurred with top management, the plans become a part of the company3s
long?range plan. *ailure to achieve the HR 2lans due to cost, or lac" of"nowledge, may be serious constraints on the long?range plan.
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$*4es of 0uman Resource Plannin
;. ntermediate9 evel Plan89
arge?scale and diversified companies organize $trategic usiness Fnits
+$F for the related activities .$Fs prepare intermediate plans and
implement them .HR managers prepare specific plans for ac!uiring future
managers, "ey personnel and total number of employees in support of
company re!uirements over the ne#t three years.
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Com4assion is showing care and concern for the organization, its
employees and sta"eholders. HR must e#hibit unwavering compassion and
care in all situations.
$'ere are t'ree out4uts from 0uman Resource Plannin 7'ic'
are found elo78
Roles and Res4onsiilities? Clarification of roles and responsibilities
gives pro%ect team members an understanding of their own roles and the
roles of others in the pro%ect. Clarity is always a "ey component of
pro%ect success.
Pro6ect Orani@ation C'arts ? 4 pro%ect organization chart is adiagram of the reporting relationships of pro%ect team members. 2ro%ect
organization charts should be tailored for their audience, they can give a
generalize overview or highly granular.
Staffin #anaement Plan ? The $taffing Management 2lan is an
important output of the Human Resource 2lanning process which
establishes the timing and methods for meeting pro%ect Human
Resource re!uirements.
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Non "overnmental Orani@ation (N"O)
!efinition8
4 non?governmental organization +-/ is a legally constituted organization
created by private persons or organizations with no participation or
representation of any government. In the cases in which -/s are funded
totally or partially by governments, the -/ maintains its non?governmental
status insofar as it e#cludes government representatives from membership in
the organization. Indiais estimated to have between 1 million and 6 million
-/s.
Role of Human Resources Development in NGO's
The ma%or development roles ascribed to -/s are to act as7
N 2lanner and implementer of development programmers,
N Mobiliser of local resources and initiative,
N Catalyst, enabler and innovator,
N uilder of self reliant sustainable society,
N Mediator of people and government,
N $upporter and partner of government programme in activating delivery
system implementing rural development programmes, etc.,
N 4gents of information,
N *actor of improvement of the poor, and
N *acilitator of development education, training, professionalisation, etc.
asically -/s role is to prepare people for change. They empower the
people to overcome psychological problem and opposition of oppress. Its role
cannot be denied.
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Role of 0R Professionals in an N"O
The HR professionals should ta"e lead in its effort to ma"e a lin"age
between community and the industry.
To develop better rapport with the people, HR professionals have to
ma"e use of their $trategic Relationship Management $"ills.
They should interact with the community by establishing better lin"age
with the -on overnmental /rganizations 9or"ing there in the
locality. The HR professionals can initially conduct *ocus roup 0iscussion
+*0 with the community and community leaders with the help of
-on overnmental /rganizations and need evaluation and need
prioritization is to be conducted.
Here HR professionals can act as facilitators in the Corporate $ocial
Responsibility initiatives. The community may have unlimited social
needs.
It is the responsibility of the HR professionals to intervene into those
needs and give a realistic perception to the community members related
to their unlimited and unrealistic needs.
oth short?term goals and long?term goals are to be segregated.
The HR professionals who act as the implied leaders should lead the
community towards realistic goal perception that integrates the goals
and ob%ectives of Corporate $ocial Responsibility programme initiated
by the organization.
HR professionals should integrate the needs of the community and that
of the organization.
The list of social development needs and the environmental protection
needs to be discussed soon after the *ocus roup 0iscussions, with thetop management in order to ascertain whether all those needs can be
met with the budget allotment for the developmental programs.
4 multi level discussion, with members of the -/s, HR professionals
and representative of the Top Management, is to be initiated for the
finalization of the social intervention programme.
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The relationship with the community and -on overnmental
/rganizations indicates the level of HR professional3s success role in
the Corporate $ocial Responsibility effort.
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0uman Resources C'allenes 9 An N"O 4ers4ective
HR in a comple# organization re!uires a very special s"ills set. It has to be
firm in areas of policy, safety, !uality and with the organizations core cultural
values in order to bring some sense of cohesion and unity.
HR needs to balance the management of employee ris" with the
development of tools, resources, training and policies that would
increase organizational effectiveness.
In an organization where HR is new, the ob%ective would be to create an
HR function that would balance systems needs and staff concernsK
2rotect the institution from liability without treating each employee as a
potential litigantK
'ngage and influence staff without e#erting overt controlK
e perceived as a resource, mentor and educator rather than a rule
ma"er and obstacleK
e an ally in the wor" of management and staff, supporting the
attainment of the organization3s mission.
It is very important to create a positive e#perience of the HR function
from the start.
To achieve this, focus should be on demonstrating
9hen the HR function adopts these values and ob%ectives, the staff will
come to view HR as a resource and problem solver.
To be effective, HR3s practices need to be grounded in two ways. *irst,
HR must reflect company wide commitments as to how it will manage
and relate to its employees.
$econd, HR must follow through on such commitments in the momentso that the words of the enterprise and deeds of its agents are congruent.
ac" of overnmental support and declining public spending.
ac" of motivation
Inade!uate professional development=opportunities
ac" of recognition and rewarding systems for good wor"
-o accountability
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0ebatable leadership
Turning a blind eye to Drain 0rain3
2oor monitoring an controlling mechanism=machineries
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CEN$RE 2OR EN/RON#EN$ E!3CA$ON
ntroduction
Centre for 'nvironment 'ducation +C'' is a national institution engaged indeveloping programmes and material to increase awareness about the
environment and sustainable development. C'' was established in 1EB: as a
Centre of '#cellence in 'nvironmental 'ducation, supported by the Ministry
of 'nvironment and *orests +Mo'*, overnment of India. It is affiliated to
the Ne'ru 2oundation for !evelo4ment. It is registered under $ocieties
Registration 4ct 1B@
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S$RA$E"ES
*rom its inception, C''3s activities and programmes have been rooted in, and
guided by, certain strategies for ma#imization of !uality, effectiveness and
impact7
Informing '' with state?of?the?art thin"ing, developments, innovations
and perspectives in the areas of 'nvironment and $ustainable
0evelopment.
4daptability to different geographic, cultural, social and economic
conte#ts.
2artnerships utilizing complementary strengths of other organizationsto avoid duplication of effort, and to networ" effectively for synergistic
convergence of ideas and goals.
uilding synergies among overnment, -/3s and C'' for
comprehensive impact.
Identifying "ey entry points for different thrust areas, and "ey targets
for initiating and consolidating gains, to achieve a multiplier effect.
0ialogues, directories, newsletters, etc.
9or"ing to develop a cadre of professionals in order to improve and
strengthen professionalism in the field of '$0, by capacity?building
individuals who in turn would infuse this professionalism into the
organizations where they wor", to the mutual advantage of both these
organizations and C''.
ringing international e#periences within the ambit of '$0 in India, so
as to enhance !uality, depth and range of performances.
'nsuring !uality control and e#cellence in the production of all material
through in?house infrastructural support +studios, wor"shops, editorial
services, and printing facilities.
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CEEs Sister Orani@ations are
C0E$NA +Centre for Health, 'ducation, Training and -utrition 4wareness
/KSA$+&i"ram $arabhai Centre for 0evelopment Interaction
/ASCSC+&i"ram .4. $arabhai Community $cience CentreK0A#R +Centre for Lachchh Heritage, 4rts, Music and Information
Research
CEES N$ERNA$ONA NKA"ES
C'' has developed international lin"ages with numerous agencies, both
governmental and non?governmental, that are wor"ing in related fields. The
lin"ages are in the form of collaborative pro%ects, e#change programmes,
capacity?building wor"shops, training, symposia and seminars. C'' has
international offices in 4ustralia and $ri an"a.
Orani@ational Structure
The Centre has a overning Council +C, comprising, amongst others,
eminent persons in the field of environment, education, communication and
management. +CEEs "overnin Council). The GC guides programmes, approves budgetsand designs policy. The Council is assisted by the Standing Committee on matters relating to administrativeprocedures and norms. It also receives advisory support from the Finance Committee.
The head of the Centre is the 0irector, $hri Larti"eya $arabhai, who is the
chief e#ecutive of a team comprising 2rogramme, Technical and
4dministrative staff.
Currently C'' has around 86< staff. These include about 1B< core $taff.
9hile 1:> staff members are in 4hmedabad, The others are located in C''3s
offices across the country.
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CONNEC$ON W$0 $0E ,RANC0ES AN! 0EA! O22CE89
The above diagram shows that C''3$ main Head /ffice is at 4hmedabad and it isconnected to all the Regional cells and International /ffices.
$'rust AreasC''3s programmes=pro%ects are organized around thrust areas. 4s an
organizing principle, this helps us indicate our focus and plan our activities.
These thrust areas are a dynamic listing.
Education for C'ildren8 0evelop, coordinate and conduct a number of
educational programmes for school children. Fsing mainly a Gcluster
approachG, the programme reaches out over 8
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E+4eriencin Nature8 Introduce children and adults to the beauty and
harmony of nature, and in the process sensitize them to the need for
concern and conservation.
EE t'rou' nter4retation8 0esign interpretive programmes to
transform the visits to zoos, national par"s and other heritage sites, into
e#citing educational e#periences.
Kno7lede #anaement for Sustainale !evelo4ment8 $erve as a
"nowledge centre on "ey sustainable development issues, and as a
resource base for comprehensive and relevant information.
ndustr* nitiatives8 9or" with the industrial sector to facilitate
acceptance of the concept of waste minimization as a tool for
sustainable growth and profits.
Sustainale Rural !evelo4ment8 0evelop programmes for income
generation and better utilization of resources, through field programmes
designed specifically for rural communities.
Water and Sanitation8 2rovide infrastructure, educational,
communication, and e#periential support for developing village water
supply, sanitation and hygiene systems.
Sustainale 3ran !evelo4ment8 *acilitate e#change of ideas on
urban environment and planning issues, community participation, andpartnerships with local governing bodies.
Waste #anaement8 0evelop education tools and facilitate the
establishment of management systems for solid as well as biomedical
wastes.
EE for 2raile Areas8 0emonstrate ecologically sound alternatives to
support sustainable resource management in ecologically fragile areas.
,iodiversit* Conservation8 Co?ordinate education, awareness, trainingand networ"ing programmes that focus on biodiversity and its
conservation.
Eco9tourism8 2romote tourism practices that are environmentally
sustainable, economically beneficial to local communities and
educational e#periences for tourists.
6B
http://www.ceeindia.org/cee/exp_nature.htmlhttp://www.ceeindia.org/cee/interpretation%20.htmlhttp://www.ceeindia.org/cee/kmsd.htmlhttp://www.ceeindia.org/cee/industries.htmlhttp://www.ceeindia.org/cee/rural.htmlhttp://www.ceeindia.org/cee/water_san.htmhttp://www.ceeindia.org/cee/urban.htmlhttp://www.ceeindia.org/cee/waste_m.htmlhttp://www.ceeindia.org/cee/fragile.htmlhttp://www.ceeindia.org/cee/biodiversity.htmlhttp://www.ceeindia.org/cee/eco_tour.htmlhttp://www.ceeindia.org/cee/exp_nature.htmlhttp://www.ceeindia.org/cee/interpretation%20.htmlhttp://www.ceeindia.org/cee/kmsd.htmlhttp://www.ceeindia.org/cee/industries.htmlhttp://www.ceeindia.org/cee/rural.htmlhttp://www.ceeindia.org/cee/water_san.htmhttp://www.ceeindia.org/cee/urban.htmlhttp://www.ceeindia.org/cee/waste_m.htmlhttp://www.ceeindia.org/cee/fragile.htmlhttp://www.ceeindia.org/cee/biodiversity.htmlhttp://www.ceeindia.org/cee/eco_tour.html8/13/2019 Bindiya%27s Project[1]
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!isaster Pre4aredness and Re'ailitation8 9or" on a long?term
basis with communities affected by disasters, and strengthen their
livelihood opportunities.
$rainin% Net7orin and Ca4acit* ,uildin8 /ffer professional and
short?term training and capacity?building in '' and sustainable
development issuesK 2ool institutional resources and e#tend the reach ofprogrammes through lin"ages with various agencies.
2acilitatin N"O and Communit* nitiatives8 $upport activities
which demonstrate community?based, innovative, gender?sensitive and
sustainable approaches.
nitiatives for t'e 3N !ecade of Education for Sustainale
!evelo4ment8 2romote the goal of education as the basis for a
sustainable human society, through training, internships, youth
programmes, consultancy and research.
Researc' in EE and ES!8 0ocument, analyze and research the
e#periences of C'' and other organization in '' and '$0.
Recruitment Process at CEE6E
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The 2ersonnel 5 egal +25 0epartment at C'' handles all the
4dministrative functions for the 2ersonnel related functions at C''. In case
of any recruitment, the 0epartment in which the vacancies arise has to fill the
Human resource Re!uisition form, 25 *orm -o 1B and sends it to 25
0ept. 25 0ept. verifies with the 4ccounts 0ept. about the re!uisite
budgetary provisions. If it is not within the budget then it is sent bac" to the
0epartment.
The 0irector C'' is the approving authority for any recruitment at C''.
*inally, 25 puts it up for 0irector3s approval. 0irector3s 4pproval. If it is
approved by the 0irector, the further procedures of Recruitment 5 $election
are carried by the 25 0ept. The format of 25 *orm -o 1B is enclosed
as 4nne#ure ?1.
The staff members at C'' are appointed under four different rules and
guidelines7
They are7?
1. Rules for Recruitment and Review for Regular staff members, 1EBB
6. Rules for Recruitment and Review of Core $taff, 6
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$cientist7 ? It includes the staff engaged in discoveries, researches,
publications, articles, finding new theories and observations related
to environmental issues. 'tc.
Technical $taff7 ? It includes 0T2 /perator, Illustrator, Carpenter,
9or"shop $uperintendent, $culptor, *ield=2ar" $upervisor, *ield4sst. Technical 4sst., 4sst.ibrarian, Or.4rtist, 0raughtsman,
Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems '#ecutive
+Hardware $ystems '#ecutive +$oftware etc.
4dministration $taff7 ? It includes Cler", 4ssistant, /fficer, $enior
/fficer and Chief /fficer.
2i+ed $erm A44ointment (2$A)89
There are different types of programmes, pro%ects, wor"shops underta"en at
C''. The staff under fi#ed term is appointed for a period of three years. They
may be given different tas"s, and their performance will be evaluated at the
end of the year and based on their performance they will be given further
e#tension.
Rollin 2i+ed $erm A44ointment (R2$A)89
4t the initial stage, the appointment shall be for a period of three years and
after the first annual review, there can be a further e#tension of one year
ma"ing the balance period bac" to three years. It therefore becomes a rolling
three year appointment concept based on the recommendations of the
Committee in such a manner that a staff member, whose performance has
been found good, shall have three years appointment left till he=she reaches up
to @< years which is the current retirement age as per the laws.
Pro6ect Staff89
9henever a pro%ect has to be underta"en pro%ect staff members are appointed.These are the staff appointed by C'' for the accomplishment of a particular
tas" under a specific pro%ect, for a particular time period, agreed on a specific
remuneration.
C''3s authority discusses with the appointed pro%ect staff regarding the
pro%ect that has to be underta"en. oth the parties on a mutual understanding
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ma"e a final deal and an agreement is signed by both the parties. These staff is
associated with C'' till the pro%ect finishes.
-o Wor Contract (-WC)89
It consists of that staffs who is appointed for a short period i.e. for threemonths or si# months for very specific tas"s li"e data entry, website
developers, tally operators, wor"shop managers, event helpers, etc. They are
not the permanent staff members of C''.
4part from the above, C'' have people wor"ing as Interns, Trainees,
&olunteers etc. who %oins C'' in order to learn about the organization and
gain "nowledge. They are given guidance and mentor to help learn the above.
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Rules for Recruitment and Revie7 of Core Staff%
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The following are the designations of the staff falling in the 2rogramme $taff
category7
0irector, roup 0irector, 2rogramme 0irector, -ational Co?ordinator,
2rogramme Manager, 2rogramme /fficer, Community /rganizer, 2rogramme
Co?ordinator, *ield Co?ordinator, *ield /fficer, *ield 4ssociate 'ditor,
9riter, 'ngineer, 9eb?0esigner, raphic 0esigner, Technical /fficers etc.
$ec'nical S4ecial Staff8
The following are the designations of the Technical $pecial $taff7
0T2 /perator, Illustrator, Carpenter, 9or"shop $uperintendent, $culptor,
*ield=2ar" $upervisor, *ield 4sst. Technical 4sst., 4sst.ibrarian,Or. 4rtist,
0raughtsman, Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems
'#ecutive+Hardware $ystems '#ecutive +$oftware, etc.
Administration & Su44ort Staff8
The following are the designations of the 4dministration 5 $upport $taff7
4ttendant, 0river=$r.4ttendant, Cler",+4dministration 5 $upport $taff,
4ccounts, 0ata 'ntry, 4ssistant +$ecretarial 4sst. 2ersonal=e#ecutive 4sst.
2ersonnel, 4dministration 5 $upport $taff, 4ccounts, House "eeping,
ibrary, 2ublic Relations, $tores, 2urchase, egal etc.$enior /fficer, Chief/fficer, etc.
8:
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RE/EW PROCESS89
There are two "inds of review process carried out in C'' viz. 4nnual
Review and 2romotion Review. The 4nnual Review is done at the end of
the year and 2romotion Review is done at the end of five years.
Eliiilit* Criteria8
NOR#S 2OR RECR3$#EN$ $O PRO"RA##E ASSOCA$ES
24?4
Rs.B
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NOR#S 2OR RECR3$#EN$ $O PRO"RA##E O22CERS
2/?C
Rs.1>
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0egree P 8
years 0iploma
in T&=Cinema
0irection
*resh P> P1
NOR#S 2OR RECR3$#EN$ $O 2E! ASSOCA$ES
*4?4
Rs.B
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NOR#S 2OR RECR3$#EN$ $O 2E! O22CERS
*/?C
Rs.1>
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2ost rade
Qualification
$r. 0river
Rs.@>
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2ost rade
Qualification
/fficer?I
Rs.1>
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RECR3$#EN$ PROCESS C0AR$
$crutinizes
The vacancies
If Ses If -o
$ends bac"
:1
&acancies created in
the departments
Ne7 Positions
1 -ew 2ost
6 '#pansion plans8 *ormation of
-ew department
1
Re4lacements
1 Resignation
6 0ismissals8 Transfers
: 2romotions
*ills up HumanResource
Re!uisition formand sends it to
25 0ept.
2uts it up for0irector3s 4pproval
Start t'e Selection
Process
$hortlist candidates
$earch Resumes
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/ACANCES CREA$E! N $0E !EPAR$#EN$S
1 Reasons for replacements
?8Re4lacements
1 Resignation
6 0ismissals
8 Transfers
: 2romotions
98 Ne7 vacancies
1 -ew post
6 '#pansion plans
8 *ormation of -ew department
The vacancies arise in the departments are the origin of the recruitment
process. The vacancies arise either due to replacements i.e. Resignation,
dismissals, transfers, promotions etc. or due to new position created in the
department or due to e#pansion plan or formation of a new department.
6 *illing up the Human Re!uisition *orm and sending it to the 25
0epartment?7 Man power re!uisition *orm filled
?7 Ma"e aware the 25 department about vacancies arisen
The department in which the vacancies arises will re!uire to fill the DMan
power Re!uisition *orm3. The form specify the details regarding the
vacant post, name of the department, nature of the %ob, preferable period of
%oining of the new employee, e#perience re!uired for the vacant post,
educational !ualification re!uired etc are fulfilled in the form
:6
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8. $crutinizing the vacancies 5 search for resumes
25 verifies with the 4ccounts 0ept. about the re!uisite budgetary
provisions. If it is not within the budget then it is sent bac" to the
0epartment.
The 0irector C'' is the approving authority for any recruitment at
C''. *inally, 25 puts it up for 0irector3s approval.
If it is approved by the 0irector then the search for resumes begins.
/nce the re!uirement of posts is "nown, the 25 0ept. puts its
advertisements on the website of C'', 0aily -ewspapers etc
Searc' for ResumesThe actual search for the resumes of the prospective candidates is underta"en
at this stage. The 6 processes go parallel further.
The resumes are collected from the following resources7?
nternal Sources
1 Through -ewspapers
6 Through 9ebsites of C''
E+ternal Sources
Through Campus Recruitment
Through 2anels prepared by different Ministers
Through Research 4ssociate $cheme
Through -otice put up at decided locations
: Compilation of vacancies and short listing Resumes
/acancies Status
The Review Committee ma"es a compile list of all the vacancies as onparticular date. The vacancies are listed department wise and other details
about vacancies are noted in the form i.e. details regarding number of
vacancies, %ustification of recruitment, internal or e#ternal candidates, etc.
S'ort listin t'e resumes
The resumes collected are short?listed and the most unli"ely candidates are
re%ected. The short listed candidates3 resumes are tied?up.:8
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SEEC$ON PROCESSES A$ CEE
$EEP0ONC N$ER/EW
1 2re Interview 0etails form
The details of the candidates are available in the resumes of the candidates
although some general !uestions related to his=her current %ob, total
e#perience, e#pected salary and readiness to shift the location of outside is
as"ed .The communication s"ill is also measured at this stage. The candidate
is also as"ed about the proposed date of meeting.
6 DInterview call letter D
The interview call letter is sent to the candidate mentioning the place, date and
time of interview.
ASS"N#EN$S
The candidates who appear for interview are given the following
assignments7?
1 $hort paragraph on any particular topic in order to chec" the writing
s"ills, speed, capabilities of the candidates.
6 $ome optional !uestions that have to be answered within limited time
in order to chec" the intelligence of the candidates.
CER$2CA$E /ER2CA$ON
4ll the candidates are informed earlier to bring all the certificates at the time
of interview. 4ll the certificates produced by the candidates are thoroughly
chec"ed. If any certificates are found missing then e#planation for it is as"ed.
::
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WR$$EN $ES$
4ll the candidates who get through the 4ssignments or Telephonic interviews
have to compulsorily attempt the written e#amination. The written test is a
combination of the topics mentioned below.
1 .L
6 'nvironmental issues
8 'nglish 5 Communication
: $ports
> Current Issues
The written test is having a weight age of >
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PERSONA N$ER/EW89
,acround nvestiation
The interview includes bac"ground investigation. This is done by
contacting the former employers to confirm the candidate3s wor"records and to obtain their appraisals of performance, credit references
verifying the educational accomplishments shown on the application
etc.
References C'ecin
The references mentioned in the 4pplication *orm are verified by the
2ersonnel 0epartment by contacting the mentioned references
personally to "now the candidate3s professional capacity, bac"groundand past history.
APPCA$ON 2OR#The candidate is as"ed to fill up the Dapplication form3 in his own
handwriting.
The 4pplication form is useful for the following reasons7
UThe carefully designed 4pplication form is itself an effective selectiondevice.
UIt is also useful in obtaining information, the company wants.
U4dditionally, completing application serves as another hurdle, if the %ob
re!uires one to follow direction and the individual fails to do so on the
application which is a %ob related reasons for re%ection.
UThe application re!uires a signature attesting to the truthfulness of the
information given and to give permission to chec" references.
:@
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2NA ASSESS#EN$
The views and feedbac"s ta"en at preceding interviews are finally
assessed by comparing the 4ssessment $heets and the decision regarding
selection and offer is made at a further stage.
SEEC$ON & O22ER
$election 0ecision
The selection decision is the most critical of all the steps. The decision
has to be made from the pool of candidates who pass all the interviews.
$ometimes, more candidates are selected so a waiting list is prepared.
Offer etter
The last step of the $election 2rocess is the employment offer. The successful
candidate is now considered to be eligible to receive the employment offer.
The Offer etteralong with a duplicate copy of it is issued to the candidate
mentioning the last date of accepting the offer and documents re!uired to
produce at the time of %oining the duties. The Offer etter is signed by the
0irector.
:A
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Procedures after t'e 6oinin of t'e selected candidate
/n the %oining date the person appointed has to submit the %oining report
along with the appointment letter, medical report and the certificates and itsattested copy at the 25 0epartment. The e#pense incurred during the
medical chec" up is reimbursed. The certificates produced by the appointee
are verified and the original certificates are returned bac".
The 25 0epartment maintains a 2ersonal record *ile of the appointee. The
*ile contains a copy of appointment letter, biodata, the certificates, medical
report. 4 service record file of the appointee is also attached along with the
2ersonal file which contains a copy of services rendered earlier, a copy of
publications, newsletters, articles, Honours achieved.
/nce the formalities are completed the appointee is given orientation by the
HI0 staff. The appointee gets the chance to "now about the organization, its
rulesand regulations, norms, culture, atmosphere. The %ob description is also
given to the appointee.
:B
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CONC3SON
2ollo7in are t'e conclusions.
0R 4ractices 'eld at CEE are carried out in t'e most efficient
manner.
Recruitment and Selection 4rocess at CEE are conducted in t'e
most sim4lest manner and it 'as enric'ed m* no7lede.
All t'e asic functions of 0R 'as een understood ver* 7ell
ecause of t'e 0R 4rofessionals at CEE.
:E
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RECO##EN!A$ON
0R 4ractices at CEE are structured% its im4ortance can also e
increased * conductin seminars and trainin 7'ic' 7ill en'ance
t'e no7lede of ot'ers.
#ore oos related to 0uman Resource #anaement s'ould e
made availale at t'e lirar* of CEE.
Peo4le at CEE s'ould t'in of t'e orani@ation as a 7'ole.
>
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Anne+ure 9 ;
Centre for Environment Education
Re!uest for *resh 4ppointment+s='#tension of Current 4ppointment+s on Contract=
2ro%ect=Temporary=Oob 9or" Contract= Consultant= Internship= Traineeship= &olunteer asis
1 -ame of the proposed appointee 7
6 -ame of the 2ro%ect 7
8 0uration of the pro%ect 7 *rom7 VVVVV To7 VVVVVVVVV
: 9hether pro%ect appointment, %ob 79or" contract or consultancy
+2lease specify
> evel of appointment 7
+e.g. 2./., 2.4. etc.
@ 0uration of appointment 7 *rom7 VVVVV To7 VVVVVVVVVVVVVVVVVV
A ocation 7
B Monthly salary=honorarium=contract
4mount proposed 7
E 2ro%ect $ub?head 7
1
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,iliora4'* of References
Wesites8
http7==en.wi"ipedia.org=wi"i=HumanVresources
http7==humanresources.about.com=od=glossaryh=f=hrVmanagement.htm
http7==www.answers.com=topic=human?resourcesJcatWbiz?fin
http7==www.madrasmar"ets.com=HR0=-/6
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