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Mas Intimates Unichela

Internal Recruitment Drive

Lalindra De Silva

Executive Summary

This report is regarding the recruitment process of Mas Intimates Unichela. The core is regarding how employees are inducted in to the Mas as directs. There are machine operators, checkers etc... The best is selected through a rigorous interview. Those who come to interviews are selected firstly by test paper .Those who pass the test paper are then selected through a verbal interview. Then they are called for orientation. In the orientation they are given a deep understanding about the company. In the recruiting process people are attracted and then developed. People are engaged and inspired to work. There is the culture of empowerment. In it Mutual trust, respect, Safety,

ergonomics and skill development are practiced. Furthermore For the Personal File information is gathered, EPF forms are filled, Death society forms, Bank A/C opened, Barcode photos taken. And information is feeded in to the IHRMS software application.

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Preface

I am extremely happy to produce this report regarding the recruitment process of the company.The recruitment process is driven forward by the internal recruitment campagin. This report is an interim outcome of a one month research project. I have particulary focused on the apparel industry, which is an important source of employment in most of the South Asian countries. In order to see the changes taking place in the new settings, I have conducted interviews with directs,with experts who have been working on this issue.

I would like to express my utmost gratitude to the HR Department. In the HR Department Sameera Perera has given me extensive support. I would like to appreciate the efficient and compassionate work of Gauri Pulindran. And also Gangani Liyanage, Lalitha Perera and all in the HR department.

The discussions with Manjula Bandara, Nalin, Shenali and Directs in the production area have contributed greatly to formulate the research framework.They provided useful information to the project not only by their knowledge but also by organizing trade data.Gangani Liyanage and Lalitha Perera gave timely intellectual and moral support to complete the survey. Above all,an efficient administrative support by Mr.Janaka Masakkara made a significant contribution in carrying out the research.

Due to time constraints,the papers in this report present preliminary analysis of the issues the project intend to discuss. The remaining questions and shortcomings of the my report will be clarified and examined end of the year of the project.

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Acknowledgment

I would like to acknowledge the fact the help given by the HR Department. In this task of preparing the report regarding the cost cutting measures they adopt and the 6S procedures they adopt.

I would like to express my hearfelt gratitude to Mr. Janaka Masakkara, for his able guidance and consistent support in making this project a success.

I am thankful to Gauri Pulindran and Sameera Perera for providing me an opportunity to pursue my survey work and for providing me sufficient help whenever I needed.

I am grateful to the HR department, Employ relations department and Production area for the immense help extended by them to me.

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Contents

Executive summary…………………………………………………………………………i

Preface…………………………………………………………………………………………ii

Acknowledgement…...................................................................................................................iii

Introduction……………………………………………………………………………………1

Background……………………………………………………………………………………..2

Methodology…………………………………………………………………………………..3

findings……………………………………………………………………………………….5

Internal recruitment policy and procedure…………………………………………………..6

Analysis ……………………………………………………………………………………..8

recommendations……………………………………………………………………………..9

Introduction

The industrial training began on 3rd September since then work has been going on. Production area has been the busiest with day in day out sewing work, cutting and moulding. The recruits are recruited through an interview and then given a test paper to test their knowledge. Those who are choosen through the internal recruitment campagine are given a test to test their knowledge an orientation is given regarding the processes. The choosen are put in to a sample training facility. Next when the sample training is done the directs who are choosen are then put into the production area.

In the production area there are 60 lines and it’s managed by three heads. The ER Section overlooks the processes that happen in the production line. All together there are 1780 directs that operate in the production area. Then when the sewing of lingerie is completed there are sent in to the finished goods area. From the finished goods area there are exported.

The recruits are called for interviews through job seminars as well. Then their called and interviewed and taken to the company as machine operator’s. In the internal recruitment campagine people are motivated by providing incentives through radio shows. From time to time through the internal recruitment campagine people are given gifts and motivated to work as well.

Mas Unichela surpasses the most superior of the local industry compliance levels in human resources management and development. Regular remuneration and benefits are augmented with recruitment incentives, cash awards for service and a significant annual bonus. They extend to many other benefits and welfare schemes that cover meals, transport, health and medical schemes and more.

The company organises sports events, special religious and cultural festivities and encourages drama and arts and publishes its own newsletter. A multi-skilled incentive via performance assessment is another HR initiative. Teams are rewarded for innovation and following superior standards and recognition schemes promote mutual appreciation among the associates.

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Background

With 30 machines first the company had started. Then gradually after starting with 30 machines the expansion had started. Mas Unichela had been the first plant that Mas had started. The start to present there has been a remarkable change. At Mas women are empowered to work and go beyond boundaries.

In the production area there are 60 lines and it’s managed by three heads. The ER Section overlooks the processes that happen in the production line. All together there are 1780 directs that operate in the production area. They work on a schedule. Their efficiency is measured.

Mainly in the production area the lingerie is made up and it goes through various cutting and moulding processes and then sent in to the finished goods area.

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Methodology

The methodology that has been mainly been used is questioning. Through questioning the meaning is gathered and there in after the implementation begins. In various ways and forms contribution is been done. Integrity is quiet critical.

Internal recruitment drive

1. Are you aware of the internal recruitment campagine?

Fully aware

Moderate

Unknown

2. How many new employees did you introduce to the company?

………………………………………………………………………………………………………………………………………………………………………………………………………………

3. What is the relationship you have

Friend

Relation

Neighbour

Family member

4. The person whom you have introduced has he/she left work?

………………………………………………………………………………………………………………………………………………………………………………………………………………

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5. According to your point of view what is the reason for leaving the company?

………………………………………………………………………………………………………………………………………………………………………………………………………………

6. Those who have left the company for how long were they employed in the company?

………………………………………………………………………………………………………………………………………………………………………………………………………………

7. Has the internally recruited employee been working previously?

Yes No

8. Are the new recruits satisfied with the financial incentives and other benefits provided by the company?

………………………………………………………………………………………………………………………………………………………………………………………………………………

9. What are the prominent draw backs you have identified pertaining to this Programme?

………………………………………………………………………………………………………………………………………………………………………………………………………………

10. Other ideas

………………………………………………………………………………………………………

………………………………………………………………………………………………….

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Findings

How the company grew from a humble beginning. With 30 machines to a fully-fledged factory the turnaround has been incredible. The Efficiency and effectiveness has been a stone pillar when it comes to developing the factory to where it is today.

At MAS mainly the crowd is attracted there in after they are developed by putting them through training sessions. When continuously recruiting and attracting the current cadre that is there in the production line is challenged and competion is created among directs and other workforce levels.Through training programmes developing the directs and then they are been engage in to work.Those who stick are given promotions and through engagement they are inspired. Through the U Fm radio show when people’s in mindset tunes are played their continuously empowered to work.Culture of empowerment and mutual respect is given to each other and through it labour relations are developed. Safety and ergonomics is practiced. Safety is quintessential. With safety ergonomics is practised. The recruits are recruited through internal connections. After

their recruitment their given an orientation. Mainly the safety measures that are taken are in case of a fire, the fire extenguishers are kept in the relavent areas. Ergonomics is practiced with wether when sitting wether the chair is there to the right height of the table. The arrangement of

furniture wether in the relavent spots.

Empowering people through cartoon characters. Empowering them and creating imagination. creating a process where the labour turnover is less. Spongeboop square pants. This sort of cartoon characters could be used to motivate the people in a way that is imaginative. Traping people in an imaginative world. Creating an atmosphere where the people feel special. Motivating them to continuously improve their wellbeing and day to day liveliyhoods. To attract dynamic characters continuously marketing and advertising about sportsmen and women.

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Internal recruitment campagin policy and procedure

1.0 Purpose

Mas intimates Unichela believes that the internal recruitment campagine is a successful initiative in order to attract new and potential team member level employees to the company. In order to continue its success rewarding the existing employee for their loyalty and effort is an integral aspect. The Company believes in establishing an internal recruitment campagine policy about that procedure that adheres to a standard under which employees obtain their reward entitlement for being a part of the internal recruitment campagine.

2.0 Scope

This Policy and Procedure document is applicable to all employees of MAS Intimates Unichela who are either governed by the shop and Office Act or the Wages Board Ordiance.

3.0 Definitions

Internal recruitment campagin means promoting existing employees to bring in new employees to the organization.

Internal recruitment campagin reward means the cash reward provided to the existing employee for introducing a new candidate to the organization. This reward is two folds:

Regular Internal recruitment campagin reward means of providing a cash reward of Rs.1000 to the existing employee once a candidate is introduced and recruited to the organization.

On the spot reward for internal recruitment campagin means providing a Rs 1500 reward during special seasonal defined time periods, to the existing employee once a candidate is introduced and recruited to the organization.

Special seasonal defined time periods mean a time period where the organization is undergoing an expansion or there is an urgent demand in fulfilling the requirement of the budgeted head count of team members. The definition of this period is at the discretion of the management.

4.0 Types of Rewards

4.1 Regular Reward

The regular reward amounts to a value of Rs. 1000 and is provided to the employees for introducing a team member level candidate during a non special seasonal defined time period.

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4.2 On the Spot reward

The on the spot reward amounts to the value of Rs 1500. This is awarded to an employee for introducing an employee during a special seasonal defined time period of the organization.

5.0 General Procedure

The new candidate is to produce the internal recruitment leaflet to the member of the recruitment team who will be conducting the interview.

The member of the recruitment team is to then note down the EPF number or name of the existing employee who introduced the new candidate on the interview application form at the point of the interview and is to duly complete the internal recruitment form after placing the signature and provide it to the candidate.

The new candidate upon recruitment is to provide the duly filled internal recruitment form to the existing employee who should in turn produce it to the recruitment team after obtaining sign off from relevant manager.

The member of the recruitment team is to recheck the personal file of the new candidate to ensure the accuracy of the EPF number and name of the existing team member.in the event that the EPF number is an accurate or is not present the reward will not be given.

If all information is accuarate the member of the recruitment team will raise a petty cash voucher and obtain the signature of the deputy HR Manager or HR Manager and provide the petty cash voucher to the existing employee after obtaining the signature for confirmation.

The existing employee will then produce the internal recruitment voucher and the petty cash voucher to the petty cash counter where this documentation will go through a verification process prior to the sign off from the Plant Accountant.

Once the necessary approvals are obtained the cash reward will be released to the existing employee upon obtaining signature for confirmation of receipt.

6.0 Responsibility

The Mas Intimates Unichela HR Manager shall have authority to amend this Policy in the best interests of the Company and the employees from time to time.

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Analysis

PDCA

Plan – Planning the philosophy.

Do – implementing the activities and doing the process.

Check – checking the done actions, people and partner.

Action - implementing the rightful actions for the observed mistakes and problems.

In the PDCA Cycle first a plan is drafted and in accordance of that the stated activities to be done are planned out. Next the activities are implemented. After that the mistakes are observed an overview is taken and remedial action is taken.

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Recommendations

Enhancing the Efficiency by putting up energy efficient L.E.D TV Screens in the production lines.

Putting up electronic screens so that the efficiency of the directs is measured.

Showing a motivational clip when recruiting the directs so that there are motivated to work.

Continuous improvement.

Implementing cost cutting measures.

Adopting green iniatives.

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