Recruitment Strategies: Managing/Effecting the Recruitment Process
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SUMMER TRAINING
PROJECT REPORT
ON RECRUITMENT ON BON D PROCESS
SIMBHAOULI SUGAR
Submitted in partial fulfillment of the requirement for the
Award of the degree of MBA
Submitted by
PRATIBHA GUPTA
1007570050MBA III Sem
Submitted To
Ms. RK Tyagi (HOD MBA Department)
1007570042
MBA III Sem
RADHA GOBIND GROUP OF INSTITUTIONS
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ACKNOWLEDGEMENT
I acknowledge the sincere assistance provided to me from several rather unexpected
quarters during the course of execution of this study. It would be a mammoth task to place
on record my gratitude to each and every one of them but a whole hearted attempt would
be made nevertheless, least I be branded ungrateful.
I am extremely thankful to for giving me an opportunity to undergo training in and
making my stay at a memorable learning experience.
Where the emotions are involved words cease to work. I am deeply indebt to ---------------
------- for her encouragement, affections, valuable advice and guidance that helped me to
complete this project successfully.
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TABLE OF CONTENTS
1. Executive Summary2. CHAPTER-1. Introduction
3. CHAPTER-2. Company profile (including SWOT analysis)
4. CHAPTER-3.
3.1Objectives of the project3.2Importance and scope of the project
5. CHAPTER-4. Literature Review
6. CHAPTER-5. Research Methodology5.1Research Design5.2Data Collection5.3Limitation
7. CHAPTER-6. Data analysis and interpretation
8. CHAPTER-7.
7.1Findings7.2Conclusion7.3Recommendations & Suggestions
9. Appendices
10. Bibliography
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INTRODUCTION
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INTRODUCTION
Recruitment is the discovering of potential applicants for actual or anticipated
organizational vacancies. Certain influences constrain managers in determining recruiting
sources such as image of the organisation, internal policies, attractiveness of the job,
union requirements, government requirements and recruiting budgets.
Popular sources of recruiting employees include internal search, advertisements,
employee referrals, employment agencies, schools, colleges and universities; professional
organizations and casual or unsolicited applicants. In practice, recruitment methods
appear to vary according to job level and skill.
Proper Recruitment can minimize the costs of replacement and training, reduce legal
challenges, and result in more productive workforce. The primary purpose of Recruitment
activities is to predict which job applicant will be successful if hired. During the
Recruitment process, candidates are also informed about the job and the organisation.
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SUGAR INDUSTRY IN INDIA
Sugar Industry in India is well developed with a consumer base of more than billions of
people. It is also the second largest producer of sugar in the world.
There is around 45 millions of sugar cane growers in India and a larger portion of rural
labourers in the country largely rely upon this industry. Sugar Industry is one of the
agricultural based industries. In India it is the second largest agricultural industry after
textile industry.
INDIASUGAR STATISTIC (STATE WISE)
India is the second largest producer of sugar in the world after Brazil and is indulged in
the production of cane sugar and not beet sugar. It produces approximately 22 million
tons of sugar annually. The major states that are producing sugarcane in India are: -
Maharashtra
Uttar Pradesh
Karnataka
Tamil Nadu
Andhra Pradesh
Gujarat
These states contribute around 85% sugarcane production of the country. The other
important producers of sugar in the country are Assam, Bihar, Gujarat, Haryana, Kerala,
Madhya Pradesh, Orissa, Punjab, Rajasthan and West Bengal. The production of sugar in
the country highly depends upon the availability of sugarcane. The leading producer of
sugar is Maharashtra producing about 6 million tons of sugar followed by Uttar Pradesh
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and Karnataka. Uttar Pradesh constitutes the maximum area covered and the sugarcane
production in the country. Two grades of sugar namely S-30 and M-30 are produced in
India; grade S-30 dominating the share in total production.
The production of sugarcane in India has increased during the last ten years and is still on
an increasing trend. The productivity of sugarcane in the northern areas of the country is
lower than the productivity in southern areas. In India, sugar is grown over 4 million
hectares of land
As history foretells, India had been connected to sugar for a long time. In fact, it is
known as the place of origin of sugar. India maintains this reputation of sugar connection
by producing the second largest quantity of sugar in the world and also being the largest
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As to the statistics there were a total number of 571 sugar factories in India as on March
31, 2010 compared to 138 during1950-51. These 571 sugar mills produce a total quantity
of 19.2 million tonnes (MT).
Trends in Indian sweetener/sugar production and consumption
In addition to the economic cycle, outline above, natural cycles, such as climate variation, water availability
and pest attacks, also affect sugar cane production. In the current sugar cycle, production of sugarcane wasaffected on account of higher realizations from other food crops such as wheat, paddy and oil. With two
years of excessive sugarcane/sugar production, the cycle is turning into lower production in the sugar year
2008-09. With rising consumption and linkages with world sugar markets, these cycles are becoming shorter
and more volatile.
WORLD STATISTICS
5
10
15
20
25
30
35
40
1980-
81
1982-
83
1984-
85
1986-
87
1988-
89
1990-
91
1992-
93
1994-
95
1996-
97
1998-
99
2000-
01
2002-
03
2004-
05
2006-
07
2008-
09
2010-
11
Sugar Consumption Sugar production Sweetener Consumption Total Sweetener production
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WORLD SUGAR BALANCE
2009/10 2008/09 Change
(mln tonne, raw value) in min t in %
Production 157.160 152.482 4.678 3.07
Consumption 166.585 164.153 2.432 1.48
Surplus / Deficit -9.425 -11.671
Import demand 54.281 50.068 4.213 8.41
Export availability 52.156 50.070 2.086 4.17
End Stocks 53.068 60.368 -7.300 -12.09
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MARKET INFLUENCING FACTORS
Factors pertaining to the climatic conditions and rainfall
Production of sugarcane in the country
Sales of sweets including candies and confectioneries
Political factors
Technological changes resulting in development of new uses of sugar
Income of the consumer
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Sugar Industry in up
Uttar Pradesh Sugar Industry is one of the largest sugar industries in the Indian economy.
The lavish measures in form of new promotional policies for the Uttar Pradesh sugar
industry by the state government of Uttar Pradesh was introduced at a time when it was
much needed to further boost the growth of the Uttar Pradesh sugar industry. The
improvements in the plant capacity and the introduction of new techniques which enables
the optimization of the existing plant capacities has the further made the growth definite.
With the new promotional policies of the Uttar Pradesh sugar industry, the investors have
already starting eying the future prospects. There are 20 more sugar processing units are
coming up as a part of Uttar Pradesh sugar industry. The existing companies under the
Uttar Pradesh sugar industry are planning an investment pertaining to expansion of about
Rs 4,000 crore. At present the major companies in the Uttar Pradesh sugar industry are
BalrampurChini, Simbhaoli Sugars Ltd., Bajaj Hindustan Ltd., etc. A batch of Brownfield
and Greenfield expansion projects has already started their activities of crushing cane.
The increase in the capacity would help the Uttar Pradesh sugar industry to churn out an
extra 140,000 tons of crushed cane everyday to the existing 2.5 million tons of sugar
produced within a few years time. The total sugar production under the Uttar Pradesh
sugar industry would lead to 7.5 million tons, making Uttar Pradesh the biggest
manufacturer of sugar in India.
The Uttar Pradesh sugar industry has a bright future as one of the prospective players in
the global sugar market. The demand for sugar across the world has been growing
exponentially. The Uttar Pradesh sugar industry with its capacity can cater to this
international demand. The advantages of the Uttar Pradesh sugar industry are that the cost
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of production is quite low and the climatic conditions and the conditions of the soil are
favorable to the sugarcane production. The region of India where the state of Uttar
Pradesh lies is one of the most fertile lands in India called the 'doab'. This is an extremely
fertile belt of lands between the rivers Ganges and Yamuna. To boost the production of the
Uttar Pradesh sugar industry, the government of Uttar Pradesh is likely to set up a
research and development unit which would develop better quality sugarcane plants to
have better yield and diseases-resistant crops to ensure that the industry has a sustainable
growth. The geographical position of the state of Uttar Pradesh is one of the key
advantages as it is very easy to access. With all these developments the Uttar Pradesh
sugar industry can meet the increasing domestic demands in India, which due to the
improvements in the economic conditions and the rise in the general income level. The
present consumption of sugar is nearly 19 mt annually and it may go up to 24 MT on a
yearly basis.
COMPANY PROFILE
Simbhaoli Sugars Limited (SSL) is one of Indias leading sugar, power and alcohol
business company. In the 75 years of its existence SSL has emerged from single sugar
unit into multi-location sugar units and distilleries group. SSL has three large sugar
complexes in Northern India producing broad spectrum of all products possible from
sugarcane. Simbhaoli and Brijnathpur Sugar Units combined is the largest sugar refinery
in the Country producing raw sugar and 45 i.e. refined sugar, pharma grade sugar and
number of specialty sugars. SSLs distilleries produce Rectified Sprit, ENA, etc. SSL is
one of the largest producers of ethanol in Northern India catering to the requirements of
ethanol doping in petrol by Oil marketing companies like Indian Oil, Bharat Petroleum
and Hindustan Petroleum. SSL is also one of the largest players in Co-generation of bio-
electricity from sugarcane bagasse and exporting the power to U P Power Corporation.
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SSL also produces huge quantity of organic manure branded as SOM.
SSL has a presence in the market for its products of sugar and IMFL. SSLs sugar brand
TRUST is one of the most popular brands for specialty sugar in retail, F&B and
institutional buyers. SSLs IMFL products are preferred brands in many States across the
country.
HISTORY:
Simbhaoli Sugars Limited (SSL), formerly known as The Simbhaoli Sugar Mills Limited
(SSML), a 75 years old company is reinventing itself as a growth oriented, innovative and
customer facing enterprise. A culmination of a process that started at the turn of the
century, SSL has transformed itself into a leaner, fitter and stronger corporation. The
Company has evolved a de- risked growth model that mitigates the volatility of the
commodity market by investing in the diversified revenue streams, stringent quality and
branding, in a cost effective manner.
Origin
Simbhaoli Sugars Limited (SSL) was established as a partnership firm in 1933 with a 400
TCD (tones of sugarcane crushed per day) sugar unit at Simbhaoli in Western Uttar
Pradesh region of India. It was incorporated in 1936 as a private limited company. The
company went public in 1989 and has followed a stable growth strategy in its business. In
the year 1992 it acquired a distillery and converted its Simbhaoli sugar plant into a sugar
complex.
As we celebrate the 75th birthday of our Simbhaoli Sugar plant, it'sa matter of great pride
to look back on the defining milestones in our seven decades plus existence. Established
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by SardarRaghbir Singh Sandhanwalia in the village that goes by its name, Simbhaoli was
one of the earliest sugar plants to be set up in western Uttar Pradesh. Over the years, SSL
set industry trends for technology, professional management, product quality, research and
innovation efforts, covenant with farmers, corporate social responsibility initiatives and
welfare schemes for employees.
VISION
To be an environment friendly, stake holder centric, innovative, professionally managed,
Integrated sugar refining company with low Cost global technologies producing range of
value added products.
The 75th Year of Simbhaoli Sugar Plant..
Simbhaoli Sugar plant is celebrating its 75th year of commercial operations during the year 2007-08. The
plant was started on January 25, 1933 with a moderate capacity of 400 TCD. Today, it is one of Indias
leading producers of high quality refined sugar, alcohol, ethanol, co-generated power and bio manure.
Operating Units/capacities:
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refined sugar. The sugar produced conforms to European Union standards. The sugar
facilities are highly efficient, with a sugar recovery rate (the amount of sugar produced to
sugarcane consumed) of around 10% (averaged over the last five sugar seasons), which
the Company believes is amongst the highest in the region. The Chilwaria facility is an
energy efficient sugar plant and saves a part of the bagase produced during sugar
production for use in co-generating power.
EXPERIENCED MANAGEMENT TEAM
The Company is led by an experienced management team under the guidance of its
Chairman, Mr. Gurmit Singh Mann, who has over 30 years experience in the Indian sugar
industry. Mr. Gurmit Singh Mann, Chairman and Managing Director, is ably supported by
his talented executive team.
BOARD OF DIRECTORS
Name of Director Directorship
Mr. Gurmit Singh Mann Chairman and Managing Director/ Promoter
Mr. Gurpal Singh Executive/ Promoter
Dr. G.S.C. Rao Executive, Chief Operating Officer
Mr. Sanjay Tapriya Executive, Chief Financial Officer
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Mr. S. K. Ganguli Independent
Mr. S. C. Kumar Independent/ Non-Executive
Mr. Naveen Atrishi Independent (Nominee ICICI)
KEY MANAGERIAL PERSONNEL
The Board of Directors is responsible for overall management, control and supervision.
The Chairman and Managing director is assisted by the Deputy Managing director,
Executive Director and Director Finance for carrying out day-to-day management under
the supervision, direction and control of the Board. The Company has employed a number
of professionals in various areas of management:
Name Designation
Dr. G. S. C. Rao Chief Operating Officer
Mr. Sanjay Tapriya Chief Financial Officer
Mr. Indip Singh Bhatia Unit head Simbhaoli Plant
Mr. Naveen Tyagi Unit head Brijnathpur Plant
Mr. Ajay Verma Unit head Chilwaria Plant
Mr. R. K. Singh Unit head Simbhaoli Distillery
Mr. A. K. Srivastava Corporate head, Technical
Mr. S. C. Reddy Corporate head, Agriculture and sugar cane
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Mr. Sunil K. Gupta Corporate Head Accounts and Finance
Mr. A. P. Singh Corporate head, Cogeneration
Mr. Shiv Sinha Head Marketing (Premium Spirits)
Mr. Rajiv Bhatia Head Marketing (Sugar)
Mr. Dilip Jain Head Project Development
Ms. GursimranKaur
Mann
Head Business Promotion
Mr. Kamal Samtani Company Secretary
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Customers/Clients:
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COMPANYS PHILOSOPHY
Simbhaoli Sugars has been implementing its growth plan involving capital expenditure in
the expansion of sugar, alcohol, bio- fuel and bio power capacities. As part of the future
growth strategy, it has developed the practices to fulfill its corporate and social
responsibilities to various stakeholders and believes in adopting good governance, which
is founded upon the principles of transparency, monitoring, accountability, growth-
oriented approach, trusteeship, corporate citizenship and environmental consciousness. At
the core of the governance is the Board of directors, who acknowledges responsibilities
for servicing and protection of the long-term interest of all the stakeholders. The process
consists of various business practices, which not only results in working towards
sustainable and least risk earning model and enhancing shareholders wealth but also
enables the Company to fulfill its obligations towards its suppliers, customers, employees,
lenders and to the society in general.
The Companys corporate governance norms fulfill business ethics as an enabling and
facilitating process encompassing all its functions at different levels. The management
follows the policies of compliance, protection of the rights and interests, equality in
dealing with all the shareholders, act as a trustee of shareholders capital, transparency in
business dealings, timely disclosures, effective internal and external communication,
strategic guidance and monitoring and the accountability to the Company and its
shareholders. The Board has the necessary authority and practices in place to review and
evaluate the operations conducted by the Company. It allows the Board to take decisions
that add value to the stakeholders.
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MARKETING INITIATIVES: SPECIALTY AND REFINED SUGAR
Simbhaoli Sugars has transformed from a manufacturing company to a manufacturing
plus retailing organization. During the last five years it has created a number of brands/
products in its sugar and alcohol segments. Achieving the highest levels of quality and to
meet the customers expectations have been major driving forces of its brand initiatives.
Simbhaoli Sugars continue to promote and develop new brands under its specialty sugar
segment during the year. The Trust brand of premium white sugar (refined) has been re-
launched under the new consumer friendly pack. In addition, the Trust brand has been
extended for brown sugar, sugar cubes (white and brown), icing sugar, table sugar,
breakfast sugar, sugar sachets and tubes, institutional, retail, and economy packs etc. The
Company has commenced manufacture of pharma sugar, which is supplied to the
pharmaceutical companies. During the year, it has launched candy sugar (Mishri) for bulk
as well as retail market. Further large bulk buyers viz. Coca Cola, Pepsi, Haldirams and
GlaxoSmithkline continued to purchase white refined sugar of the Company on regular
basis. In the retail segment departmental stores, Indian Railways, Airlines, luxury hotels,
restaurants, vending companies, Government agencies, coffee houses, foreign embassies
etc continued to remain the regular buyers of the specialty sugar products.
BUSINESS STRATEGY
Simbhaoli Sugars aspires to be one of Indias largest sugar and sugar by -products
companies, while at the same time pursuing a strategy of least business risk. In order to
achieve these objectives, the Company has the following business strategies:
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a) Diversify Revenue Base: de- risking of traditional business model:
To benefit from the expected growth of markets, improve operational efficiency and
economies of scale, Simbhaoli Sugars has expanded its co-generation and distillation
capacities in its Simbhaoli facility, and developed its Chilwaria facility into a fully
integrated sugar complex through the addition of an ethanol distillery and is expanding its
current co-generation power plant units (refer capacity expansion table).
b) Expand Sugar Manufacturing Capacity:
The Company has expanded its Simbhaoli and Chilwaria sugar facilities and has
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successfully commissioned a Greenfield sugar manufacturing facility in Brijnathpur. The
Companys sugarcane crushing capacity has been increased from 11000 TCD to a total
capacity of 20,100 TCD.
c) Diversify Sugar Product Range:
The Company plans to supply a more diversified sugar product range to meet the specific
needs of a broader customer base. Additional sugar products include rock, flavored and
breakfast sugar, which are brought to market in fiscal 2008.
d) Pursue Strategic Acquisitions and Minority Investments:
Simbhaoli Sugars may pursue selective strategic acquisitions and minority investments to
augment its capabilities, broaden its product offering, or achieve greater raw material
security.
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CORE COMPETENCIES
Aim of being not only a manufacturer but a large trader of sugar and allied:
Production being at 27 MMT, Last years closing stock of around 10 MMT, takes the total
output to about 37 MMT for the year. Assuming a consumption of 21 MMT, export of 3
MMT and buffer stock of 5 MMT, there would still be a comfortable 8 MMT as the
closing stock. Thus, with high production and stock, Simbhaoli is aiming of continuing
not only a miller but a trader as well. In adverse conditions like monsoon it can look at
various options of moving the cargo from Ports like Mumbai, Kandla, and Tuticorin etc.
Government is encouraging industry by giving export subsidies which can make Indian
sugar much more competitive in the world market. Thus, with all this production and the
subsidies available, the Company is in a cost benefit situation and can export much more
than what it is expecting will be traded.
Better infrastructure support:
During the harvest season, sugar mills operate round the clock processing raw cane into
sugar and other products. A high level of cooperation is required between farmers, harvest
contractors, transport contractors and mill managers to make sure the mill receives a
steady stream of fresh cane. Simbhaoli Sugars uses an integrated supply chain model to
improve its efficiency and cost-effectiveness.
Risk mitigation and hedging:
The company has a futures desk active in the market and processing information through
the plants. This helps in taking the right decision and steps on time so that we are able to
hedge our positions and avoid many market risks. It hedges all the trading operations and
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takes proper care of the insurance both transit and warehouse. It follows Standard
Operating Procedures to ensure the smooth execution of the contracts.
In order to maximize returns SSL is making constant efforts to increase the accessibility
to the available markets. It stays updated in the forex markets through the forex desk. It
has also commenced trading operations on the International sugar exchanges.
Manpower support:
The trading and exports division of the company works as an independent business
section of the Company. It has a dedicated team of people experienced and trained in the
fields of
Accounts and Finance Futures Trading Indian Sugar Industry Global Sugar Industry Logistics and Documentation Contract Management Risk Management Domestic Trading Sugar Production and Quality Supervision details
The division publishes a weekly market report detailing the information and analysis from
the Local and International markets that week.
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Certificates Granted (HACCP, ISO, HALAL, Star Export House):
The Company is ISO 9000, 14001 and HACCP certified which helps in selling the sugar
better in the International market where there is continuous demand for premium and
hygienic products. The Company has also been granted status of Star export house vide
certificate of recognition issued by Government of India, Ministry of Commerce and
Industry. Some Muslim countries require certificates like Halal and we are certified for
the same e.g. Indonesia one of the largest importers of refined sugar requires imported
sugar to be Halal certified.
Domestic Trading:
SSL is always on the lookout for the domestic rake movements mainly, between the major
trading areas like MHKolkata, UP etc through a well established network with millers,
traders and buyers that enables it to navigate the domestic market efficiently.
ORGANIC MANURE
SOM (Simbhaoli Organic Manure)is high quality organic manure produced by aerobic
composting process under windrow system that uses sugarcane press mud & distillery bi-
products treated with distinctive micro-organisms. SOMs ingredients are derived from
environmentally safe natural ingredients and no Genetically Modifiedsubstance is used in
our Bio- Composting. SOM is certified organic by IMO (Institute forMarket logy)
Switzerland under NPOP program as per European standards (EC-2092/91). It has also
got certified for National Organic Standards by Agricultural & Processed Food Product
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Export Development Authority (APEDA), Ministry of commerce, Government of India.
INTERNATIONAL EXCHANGEROAD AHEAD
The New York Board of Trade is the designated futures market and exclusive global
marketplace for Sugar No. 11sm futures and options on futures contracts, and Sugar
No.14sm futures. The world comes to NYBOT everyday to price this critical commodity,
and market users can access real time sugar prices direct from the NYBOT trading floor
through NYBOT Live.com. Since the Company is trading internationally and operating
on the NCDEX as well, it has become vital for it to trade on these exchanges.
ENTERING INTO INTERNATIONAL RETAIL MARKET
Till now SSL was exporting bulk sugar but now it is entering into retail trade also. It has
started exporting its own specialty sugar into the international markets.
SOCIAL RESPONSIBILITIES
The Company is a responsible corporate citizen and has worked out a number of
programmes for the social development in the area of its operations. It has set up a
school, farmer service centers, fair price shop and carrying out a number of programmes
for local area development including roads maintenance, drinking water, medical and
family planning camps etc. On account of these reasons one can see the better
development and prosperity in and around the areas in the vicinity of the Simbhaoli Sugar
complex.
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PRODUCT PROFILE
SUGAR:
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Simbhaoli Sugars has built strong relationship with over 120,000 sugarcane farmers,
which are critical to any sugar companys success. The Companys impetus on sugarcane
R&D has been a key driver of its sugar divisions operational performance and
relationship with farmers. Research farms at each facility conduct extensive sugarcane
crop analysis, and monitor disease and pests. The results, which are fed back to farmers,
Simbhaoli Sugars has successfully developed a bio-pesticide that enhances the quality and
yield of the sugarcane crop and is distributed to farmers free of charge. Additionally, the
research laboratory have also led to the development and manufacture of pharmaceutical-
grade and specialty sugar products, such as sugar cubes, brown sugar, icing sugar, table
sugar and sugar sachets, targeting the hospitality and tourism industries.
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CO-GENERATED POWER:
Bagasse, the fibrous portion of sugarcane, is burned in power plants onsite to co-generate
heat and electricity which can be utilized for captive consumption by the sugar
manufacturing facility as well as for sale to state electricity boards and other companies.
Currently, the Companys facilities at Simbhaoli and Chilwaria have co-generation plants
producing 50.00 MW/hr of bio-electricity, of which 27 MW/hr is exported to U P Power
Corporation Ltd. This surplus will go up to 36 MW/ hr by the beginning of 2008-09
seasons.
SSL adopted Clean Development Mechanism (CDM)in its Sugar Unit at Simbhaoli. It
is one of the few sugar units in the country to get registered as CDM project in United
Nations Frame Work of Convention for Climate Change and generating Carbon Emission
Reduction (CER) and getting verified yearly to earn revenue.
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DISTILLERY:
Molasses, a liquid by-product of sugar production, can be used for the production of
alcohol and ethanol. The Simbhaoli facility houses a distillery with a capacity of 90 kilo-
liters per day (KLD), which is capable of producing up 60 KLD of ethanol, 25 KLD of
potable liquor and 20 KLD of extra neutral alcohol (ENA). In addition, 30 MT per day of
carbon dioxide is also recovered and sold, providing additional revenues. The
technologically advanced ethanol plant is fully automated and employs the new
generation molecular de-hydration sieve technology. ENA is a raw material used for
manufacturing high quality potable liquor, including whisky, rum, and gin. This potable
liquor is sold in northern India under the Hunters/Simbhaoli XXX (rum), Seven Knights
(Whisky), Seven Knights Lemon flavor dry Gin, Gorki (Premium Vodka) and Ice Blue
Tango. These brands have been developed after extensive research (product and
packaging) and as per the choice and taste of consumers. Under the country liquor
category the Company is creating brand awareness and promotion plan for its brands for
the first time in the state of Uttar Pradesh. The Chilwaria distillery has a capacity to
produce 60 KLPD of Fuel Ethanol with an optionally to produce ENA/ RS of same
quality.
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BIO-MANURE:
Press-mud, another by-product of sugar production, when combined with treated effluent
(a waste product of the distillation process) is used to manufacture bio-manure. The
Simbhaoli and Chilwaria facilities house bio-manure plants with production capacity of
34,000 MTPA. Marketed under the SOM (Simbhaoli Organic Manure) brand name, the
bio-manure is sold both to farmers and domestic consumers across northern India. The
Companys research has shown that the use of SOM increases crop yields. Further, the
Company has diversified into organic manure products such as bio-enzymes, which are an
additional potential revenue source.
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ETHANOL:
The SSL has two Fuel ethanol plants having an aggregate capacity of 120 KLD. This will
further go up to 180 KLD by March 2008 with the commencement of Brijnathpur
Distillery. The technologically advanced ethanol plants are fully automated and employ
the new generation molecular de-hydration sieve process. These plants have the option to
produce ENA with minor modifications, if desired, meeting the international standards.
SSL is one of the largest suppliers of anhydrous Ethanol to Oil Marketing Companies like
Indian Oil Corporation, Bharat Petroleum and Hindustan Petroleum.
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AGRI BUSINESS
Improvement in the cane yields is being emphasized by improved agri practices and seed
replacements. This will benefit both the farmer and the Company. Schemes are
implemented along with banks having presence in the area to facilitate credit to farmers
for meeting the money requirement for this purpose. SSL is already acting as a catalyst to
rural growth through channel partners with various banks in its cane areas. Presently
disbursing over Rs. 50 Cr p.a. to cane farmers.
Multi cropping of 17 crops including oil seeds with sugarcane cultivation in an area of
over 10,000 hectares (shall go up to 50,000 hectares in three years). As a result of these
measures, there has been an increase in the earnings of farmers by 50 to 75%. The
Company is leveraging its strong relationship with over 1, 20,000 growers to develop
various Agri products in fertile areas of all the three sugar units. With the growing
urbanization and increase in personal house hold earnings, Agri initiatives are in sync
with the present retail and farming revolution in the country.
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MAJOR DIFFICULTIES IN BRANDING TRUST
sales.
Failure in marketing strategies of branded sugar like TRUST is attributed to several
factors:
First, sugar per se is considered bad for health, so a health proposition is difficult
to convey to the target customers. Even where the companies have tries to offer
innovative products like low calorie sugar, the price poses a problem. For, they then have
to compete directly with artificial sweeteners, which offer zero calories at similar prices.
Second,sugar brands like TRUSThave not been able to add a product offering, which
could stand out and tempt customers to pay a premium. While clean sugar is a good
proposition, it cannot take the brand forward.
Third, though varieties of consumable sugar like brown sugar, sugar cubes, quick
dissolve sugar, and breakfast sugar are available, public in general doesnt know about
them or dont buy due to high prices.
Fourth,limited advertising has hampered the brand building efforts of the company.
Fifth,Sugar consumption is linked t bad health. So playing upon the health platform is
very challenging for TRUST. Then, most supermarkets and retail outlets display branded
sugar besides artificial sweeteners such as Sugar Free, Equal and Zero. So a health
conscious customers choices go either way.
RE- LAUNCH OF TRUST BRAND
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SSL launched its new range of sugars, namely Trust Sunehra and Trust Classic range.
The Trust Sunehra is complete natural golden mineral sugar. The Trust classic white
sugar is available in multiple variants namely Sulphur less white crystal sugar, Superfine,
Cubes and Pure Mishri.
The Trust Sunehra sugar is a totally natural golden sugar made for the first time in India
which retains all the goodness of sugarcane. It is the purest form of mineral sugar, which
preserves all the natural value and taste of sugarcane. Sunehra is made from sugarcane
juice without addition of sulphur or any harmful chemicals whilst retaining all its
nutrients such as minerals like calcium, iron, potassium and other natural pigments like
chlorophylls, xanthophylls, and flavanoids. Trust classic sugar is in white crystal,
superfine, cubes and candy form. It is made through the DRPIE technology, in which
color is removed by a sophisticated filtration process supported by natural crystallization
without using sulphur in the process.
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New launches:
True to the Simbhaoli tradition of product innovation and goal to evolve into a FMCG
company, we are in process of launching a new, instant fruit- drink mix powder- Trust
Sipp.
Trust Sipp will be available in four fun-filled flavours- Tender Coconut, Orange Delight,
Tangy Lemon and Alphonso Mango. Presentation includes an attractive 500g family pack
and 12g/ 19g single-serve sachets.
The mango, lemon and orange flavours (500g) will be priced at Rs. 80 and the coconut
flavor (500g) at Rs. 90. The single-serve mango, lemon and orange sachet (19 g) will be
priced at Rs. 4 and the coconut sachet (12 g) Rs. 5.
Trust Sipp is a natural thirst quencher with the goodness o vitamin C, A, E and B. Just add
water, stir and top up with ice for pure, wholesome refreshment, glass after glass. It does
not contain any preservatives or artificial colors and flavors.
Launch Plan: In phase 1, Sipp will be launched in April in the Delhi/ NCR and major
towns within the radius of 5 km. Phase 2 will kick off in July, when the efforts will be to
seed the virgin markets. Finally, therell be a pan- India roll out by October this year.
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OBJECTIVES OF THE
PROJECT
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.
OBJECTIVES OF THE PROJECT
Thebasic objective of this report is to On contract Recruitment process In Simbhaouli
Sugar . Following fundamental objectives have been identified as the sub-objectives of
the study:-
1. To study On bond recruitment process at Simbouli Sugar2. To Study Recruitment process in the company3. To find Effect Contract Recruitment Process in the Company
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IMPORTANCE AND SCOPE
OF THE PROJECT
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IMPORTANCE AND SCOPE OF THE PRO JECT
The scope of study is to observe the degree of satisfaction levels of the employer as well
as the employees towards the process of recruitment and selection techniques adopted by
the company. It will also show the deviations if any, towards this affect that will be
experienced in research. Apart from getting an idea of the techniques and methods in the
recruitment procedures it will also give a close look at the insight of corporate culture
prevailing out there in the organization. This would not only help to aquanaut with the
corporate environment but it would also enable to get a close look at the various levels
authority responsibility relationship prevailing in the organization. Also the stipulated
time for the research is insufficient to undergo an exhaustive study about the topic
assigned and moreover the scope of the topic (recruitment and selection) is wide enough,
so it is difficult to cover all the topic within the stipulated time.
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LITERATURE REVIEW
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LITRETURE REVIEW
The purpose of my research report was to learn the practical application of Recruitment
and Selection Process and its importance in Simbhaoli Sugaralong with the HR policies of
Simbhaoli Sugarwhich prides itself to be the market leader.
While carrying out the study I have gained a good amount of knowledge and insights of
how HR department works but I have touched the tip of iceberg. There was more to learn
but due to constraint of time it was not possible. The HRD manager has to work with the
missionary spirit. Unlike many roles in an organization where tangible short- term
benefits can be obtained, it is difficult for HRD functionary to demonstrate any tangible
short- term accomplishment. Yet HRD managers are tempted to show to the top
management, line manager and themselves that they are making things happen through
training program, recruitment& selection.
In Simbhaoli Sugara meticulously natural team stands at the very heart of the group.
4,000 Personnel evince perfect camaraderie. A steadfast dedication to qualify an
attainment of maximum team potential is the touchstones of the company.
The company is engaged in constant learning process through intensive selection and
training program. Indeed, the aspiration is to shape a winning team of self motivated,
empowered, professionals with knowledge and confidence to take independent decision.
Simbhaoli Sugarrecognizes each employees individuality, ability and efforts and also
applauds for their contribution to the success of the group.
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RECRUITMENT PROCESS
AN INTRRODUCTION
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RECRUITMENT
Recruitment and selection are the most important functions in an organization because
with the help of these functions the management selects the best available candidate from a
batch of them. The organizations, in this growing competitive world, need to have the best of
the manpower so as to have an edge over its competitive.
According to Flippo, "Recruitment is the process of searching for prospective employees
and stimulating and encouraging them to apply for jobs in an organization."
In the words of Yoder,"Recrutiment is a process to discover the sources of manpower to
meet the requirements of the staffing schedule and to employ effective measured for attracting
that manpower in adequate numbers to facilitate effective selection of an efficient working
force."
The recruitment needs can be classified into-
Planned.
Anticipated.
Unexpected.
Planned need arise from changes in the organization and retirement policy. These occur due
the expected changes in the organization so the management can make a proper policy for it.
Anticipated need refer to the movements in personnel which an organisation can predict by
studying the trends in the internal and external environments.
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Resignations, deaths, accidents and illness result in to the unexpected needs.
FEATURES:
Recruitment is a process or a series of activities rather than a single event.
It is a linking activity as it brings together the employers and employees.
It is positive process because in this activity the employers want to have the maximum
number of job seekers so as to have a wider scope for choice ultimately leading in
spotting right persons for job.
It is an important function as it makes it possible to acquire the number and type of
persons required for the effective functioning of the organization.
It is an on going function in all the organizations, but the volume and nature of
recruitment varies with the size, nature and environment of the organization.
It is a complex process because a number of factors affect it --the nature of the job
offered, image of the organization, organizational policies, working conditions etc.
SOURCES OF RECRUITMENT:
The various sources of recruitment are -
Internal Sources: Include-
Present Employees who can be transferred or given promotions.
The retired and retrenched employees who want to return to the company.
Dependents and relatives of the deceased and disabled employees.
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External Sources: Consist of- Press advertisements.
Campus Interviews.
Placement Agencies.
Recommendations.
Recruitment at factory gate.
Employment Exchanges.
During my short stint at DIL, it was observed that the recruitment need of DIL is
diversified. It needs persons who have knowledge of use, processing of natural
ingredients of number of varied products, technical know-how of latest industrial
technical knowledge, and computer applications to pharmaceutical industry to manual
workers. The importance of the process could be understood that the present work force
of DIL is 2,500 employees. Hence, the recruitment and selection procedure should match
the complexities of the need and at the same should commensurate with the complex need
of the organization.
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RECRUITMENT
PROCEDURE
IN
Simbhaoli Sugar
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Simbhaoli SugarIndia Ltd. selects the future employees keeping everything in mind right
from the qualification of the employees to the future prospects-both of the organisation and
the employees.
The first step involves the filling up of Manpower Indent Form. This form is filled up by the
department, which is having the vacancy. The form consists of various questions which are to
be answered like if the current vacancy is a replacement vacancy, its reason is to be specified
-the factors which resulted it like death, retirement etc.
The department is required to give the qualifications that the future candidate should possess.
In the next step, this form is given to the Human Resource (HR) department; this department
sees if the position can be filled through internal sources. The internal sources can be
transfers, promotion etc. In the case of internal sources, the recommendations of the
employees are not taken into consideration. If the HR department does not find suitable
candidate within the organisation then this department has to give reasons for it. The form
then goes to the Corporate HR for its approval.
When the suitable candidate is not available within the organisation, the organisation then
moves to the outside world for filling up the vacancies.
If the number of employees required is large then the company has in its consideration three
ways-
The Data bank of the organisation.
Advertisements.
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Contacting large consultants.
The company maintains a databank of the candidates, which is used when the number of
vacancies to be filled up is large. The sources of databank can be the qualified candidates
who had applied in the organisation earlier but due to some reasons could not join the
organisation.
Advertisements are the second big source to attract the candidates. These are having much
larger scope and reach to a number of people. The qualifications required by the organisation
and the criteria could be described in detail.
Large number of consultants also constitutes a big source. Many people register themselves
with these consultants and they act as a bridge between the organisation and the candidates.
The consultants provide the company required details about all criteria. These consultants are
fixed for the organisation, which are chosen on the basis of their performance. In case of
overseas recruitment it is checked whether their Indian counterparts can perform the job
efficiently or not. If need arises then they are also taken through consultants.
But if the number of vacancies is very small then the organisation takes the help of the local
consultants.
The candidates are then required to fill up the Application Form. This form requires the
candidate to fill the details regarding the previous employment, if any and his personal data.
The form is having details regarding like the marital status, organisation structure, the
position held by the candidate, his salary structure, the top three deliveries to the organisation
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that proved to be beneficial to the organisation, career goals, his strengths and weaknesses
etc.
After the application form has been duly filled and submitted, the selection process starts
wherein the candidate has to pass through various stages and interview. The interview panel
consists of the persons from Corporate (HR), and other persons including the executives from
the department for which the vacancy is to be filled.
The selected candidates are then short-listed. The short listed candidates are then given
priority numbers; this is due to the reason that sometimes the candidate who is having first
priority is unable to join the organisation due to some reasons then in that case the candidate
next in the priority list is given preference. The candidate has to under go medical
examination and his credentials are verified.
After qualifying these stages, the candidate is then absorbed in the organisation and explained
his/her duties. This phase marks the end of the selection procedure.
Simbhaoli SugarIndia Ltd.also performs Campus interviews as and when the need arises. The
esteemed organisation also provides apprentice training-wherein the organisation trains the
people in the working of the organisation and gives then stipend. If these trainees are found
useful to the organisation then they are absorbed in the organisation else they are given
certificate so that they can show this as an experience and get a job elsewhere.
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RECRUITMENT IN SIMBHAOLI SUGAR
Mrs. Vandana Bhar ava De ut
Mr. U.K. Bose CEO
Mr. Samir Bhar ave Controller
Mr. Ka il Kaul C.G.M. Capt. S.P.S. Sandhu C.G.M.
(Operations)
Mana er Personal
Mr. Manchanda
G.M North
Mr. Roshan Nowroj
G.M. South
Mr. Sanjay Kumar
Commercial Mr .
R.S.M. Delhi
Mana er
Deputy
Mana er Sales
Asst.Mana er Sales
Senior OfficerSales
Officer Sales
Manager
FFP De artment
Manager International
MRTG.
Manager
CSC & Automation
Product
Manater
A.S.M.Delhi
SeniorOfficer
Officer
Brand
Manater
A.S.M.Delhi
SeniorOfficer
Officer
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HRM in the food Industry
When we talk of human resource management, we have in our mind a variety of things.
These include:
Training Skill development and up-gradation of knowledge and skills of the employees. Motivating the employees, Effective utilization of the employees skills and capabilities Attracting the personnel and their retention Wages, salaries and rewards and Monitoring and controlling the employees performanceThese aspects of human resource management and development are essential for every sector
but in the case of tourism, they have a special significance. This is because tourism is a
service industry and here the customer is not only buying a service or a product but he is also
experiencing and consuming the quality of service which is reflected in the performance of
the person involved in the production and delivery of the service. Since what is marketed here
is a relationship between the customer and the producer of services, the importance of human
resources becomes vital for the success of the business. Generally, in such service operations
the emphasis has been on courtesy and efficiency and it is assumed that the service in tourism
is all smiles and effective communication. However, with the changing nature of tourism and
growing special sation only smiles, communications skills and courtesy will not serve the
purpose. For example, a guide may be very good in communication but unless he or she is
equipped with knowledge and information related to the monument or the city, he or she will
not be able to perform quality service. Similarly, a driver may be very good at driving but
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unless he knows the roads and addresses of the city, only his driving capabilities will be of no
help in providing quality service. And we must remember here that tourists, whether foreign
or domestic, are increasingly becoming more demanding as regards quality of service.
Generally, human resource management, planning and development in tourism have to be
taken at both macro as well as micro levels. At the macro level, one takes into account the
educational and training infrastructure available in a country and the efforts initiated by the
ICAO. This also includes the efforts initiated by the private sector. At the micro level, one
takes into account how best individual organizations plan and manage their human resources
V S Mahesh, formerly Vice President (Human Resources) with the Taj Group of Hotels, is of
the opinion that two central features common to all sectors of the tourism industry must be
considered in this regard:
1) The concept of Moments of Truth (MOT), and2) MOTs relationship to the attainment of service excellence in an organization.Jan Carlzon has defined MOT as an intention between a customer and an organization,
which leads to a judgement by the customer about the quality of service received by her or
him. In tourism industry, 95% of the MOTs take place between customers and the front line
staff and most of the time they are not visible to the management. For example, how a hotel
receptionist is handling the customers or how an escort is conducting the tour is not visible to
the management. Yet, the tourists experience of the holiday is dependent on how the staff
manning such services has treated him or her. Mahesh has pointed out that in case of
negative experiences, only less than five percent cases get reported to the management by the
customers and hence according to him the crucial questions is are human beings capable of
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doing their job correctly, willingly and with a smile, when they know that their management
is most unlikely to be able to see or hear them, let alone bear of their failure to do so? This
puts additional on the human resources management factor in the tourism industry. Certain
organizations, companies and even destinations are known for their hospitality and are even
termed as service leaders in their areas of operations. Researches conducted by various
scholars in this area show that they have achieved this, status, through effective human
resource management in their organizations. According to Gail Cook Johnson these
companies have applied the principal of empowerment to all employees. This empowerment
is manifested in the way that companies:
Are highly focused and consistent in everything they do and say in relation to employees, Have manager who communicate with employees Facilitate, rather that regulate, their employees response to customers Solicit employee feedback about how they can do things better Stress the importance of team work at each level of the organization and Plan carefully the organizations recruitment and training needs.These companies give less emphasis on hierarchy and formal relationship rather; they adopt
flat organizational structure in terms of span of control. Johnson further states that these
service leaders can be recognised for:
Their unfailing commitment to service principles, Their investments in people to ensure staffing competence, A management philosophy which stresses communication a proactive orientation and
employee feedback and
A dedication to teamwork
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In fact, human resource management and customers care/expectations management are inter
related area in the area of tourism. Sarah Mansfield has identified four key principles in the
development of customer care within companies. These according to her are
1) Customer care starts at the top was meaning that commitment to the principle ofcustomer care must emanate from senior management levels within an organization.
Successful management is not only about the right management style but also an
attitude, ethos or culture of the organization which overrides the management
techniques used, such that in the absence of other instructions these values will dictate
how an employee will behave.
2) Customer care involves everyone within the organization. It is not just about front-line staff. The contrary view only services to reinforce the electricians or
administrators, opinion that the standard of service they give in support of the front-
line staff is not important. How can cleaners do the right job unless they fully
appreciate their customer needs and the importance of their role? High standards of
customer care cannot be achieved by ignoring seasonal, part time or voluntary staff
that represents the face of the business to many customers.
3) Care for your staff and they will care for your customers. Too often organizationslook first to the customer, whereas the emphasis should be placed on the staff.
Improving the experience of the staff encourages a better service and a better
experience for customers. More customers are obtained thereby improving the
climate in which management and staff work. Investment and greater professionalism
follow success and the cycle of achievement is reinforced.
4) Its a continuous, meaning that customer care is not a quick fix Research but it longterm plan.
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According to V S Mahesh The nature, determinates and problem areas of service quality
within tourism points clearly to the central role of personnel, at all levels, in attaining levels,
of excellence in this respect. Development the service culture, within a company, and within
tourism industry, cans he seen as crucial to the success of tourism. Hence, the activities of
an HRD manager in tourism can be categorised as:
Human resource planing and Human resource development
Aspect like forecasting, recruiting and induction in the human resource area are taken care of
through human resource planning. The identification of specific developmental needs for the
manpower aimed at developing and exploiting the competencies of the human resources are
taken care of through human resource development.
HUMAN RESOURCE PLANNING
In this Section, we will deal with certain aspects which are relevant for managers or
entrepreneurs at an organizations level in the area of human resource planning. Human
resource planing can be termed as a process for preparing a plan for the future personnel
needs of an organization. It takes into account the internal activities of the organization and
the external environmental factors. In a service industry like tourism, such planning also aims
at improving the quality of manpower resources. Human resource planning involves:
Analysis of existing manpower resources, Planning for future needs taking into account how many people with what skills and at
what levels the organization will need, and
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HUMAN RESOURCE MANAGEMENT
Organisation structure:
The whole organisation behaves as a Parivar, with one legal guardian. All directors and
shareholders are from among workers and the entire have taken an oath through affidavit. In
the court of law that neither their family members shall have claim or share in the assets or
profits of the company. All workers of company are the proud owners of the organisation.
The workers believe in the concept that manpower is superior to money power.
Recruitment and selection
Recruitment is the process of seeking out and attempting to attract individuals in external
labour markets, who are capable of and interested in filling available vacancies. Recruitment
is an intermediate activity whose primary function is to server as a linked between Human
Resource Planning on the one hand and selection on the other. Sources of recruitment are
through internal and external channels. Simbhaoli Sugarrecruits its employees both
externally as well as internally. Recruitment for the airline is done through interviews of
selected applicants and people who pass the interviews of selected applicants and people who
pass the
interview are required to undergo a medical test before he/she is finally placed in the Bhushan
Steel .
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Employees are also recruited through internal mobility. This is done on the basis of merit and
seniority. After passing the examination the candidates are called for an interview along with
the employees who have become eligible for promotion on the basis of seniority.
HUMAN RESOURCE FUNCTIONS
Recruitment and selection. Performance Appraisal.
Training and Development.
Promotion, Transfer, Separation.
General administration & Welfare.
Security.
Public Relations.
Industrial Relations.
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HUMAN RESOURCE PROCESS IN ORGANISATION
Human Resource Recruitment Selection
SocializationTraining &Development
Performance
AppraisalPromotions, Transfers,
Demotions & Separations.
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HUMAN RESOURCE DEPARTMENT
Unit Head
DDDeeepppuuutttyyyMMMaaannnaaagggeeerrr---HHHRRR
Additional GeneralManager-Corporate HR &
IR
Senior Executive-
HR
Assistant HR
Officer
Supervisor-
Administratio
Security
Housekeepin
g
General
Administration
Executive
Assistant-HR
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RESEARCH METHODOLOGY
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RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This includes
overall research design, the sampling procedure, the data collection method, and analysis
procedure.
Out of total universe 15 respondents from Simbhaoli Sugarhave been taken for convenience.
The sample procedure chosen for this are statistical sampling method. Here randomly
employees are selected and interviewed. Information, which I collected, was based on the
questionnaires filled up by the sample employees.
Under secondary method I took the help of various reference books which I have mentioned
in bibliography and also by way of surfing through the company website.
RESEARCH DESIGN
Research DesignA questionnaire will be used for the purpose of research:
Questionnaire: To test the validity and effectiveness of the recruitment and selectionprocedures within the organisation and to test the validity and effectiveness of the policies
and procedures within the organisation.
The basic rationale of Questionnaire is to ascertain the perception of the non-HR
departments in terms of the validity and effectiveness of the policies and procedures used
by the organisation. It is also in line with the assessment of any
suggestions/recommendations that the respondents from these Departments might have in
terms of the use of an alternative source/device of recruitment and selection, than what
already forms the current practice of the HR Department .
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Questionnaire would be administered to 15 respondents, holding a senior designationwithin the Personnel Department of the organisation. It will also be administered to at
least 15 respondents belonging to typical Departments within the organisation and
holding senior designations within their respective Departments.
Sampling Element For the purpose of administering theQuestionnaire, the respondents would comprise of
personnel holding senior designations within the Personnel Department of the
organisation. The respondents for the Questionnaire will also be preferably being panel
members of the Recruitment Board of the organisation.
The respondents would comprise of personnel holding senior designations within certaintypical Departments identified within the organisation, namely:
- Stores- Finance- Operations- Electronics- Engineering Judgement Sampling would be used for the purpose of choosing the sample for the
purpose of administering Questionnaire. The identified expert would have a thorough
knowledge about all the respondents within the Personnel Department of the organisation.
Thus his/her expertise would be incorporated in locating, identifying and contacting the
required respondents.
Again Judgement sampling would be effectively used in identifying the typical non - HR
Departments within the organisation and subsequently for the location and identification
of suitable respondents for Questionnaire.
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DATA COLLECTION
Primary Data
Questionnaire: Corresponding to the nature of the study direct, structured questionnaires
with a mixture of close and open-ended questions will be administered to the relevant
respondents within the Personnel and other Departments of the organisation.
Secondary Data Organizational literature: Any relevant literature available from the organisation on the
Company profile, recruitment & selection procedures, Job specifications .
Other Sources: Appropriate journals, magazines such as Human Capital, relevantnewspaper articles, company brochures and articles on www sites will also be used to
substantiate the identified objectives.
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LIMITATIONS
The scope of the study in terms of coverage is limited to the of the Simbhaoli Sugar Within the organisation the study is limited to the top-level management of the Personnel
Department of the organisation (out of which samples of the respondents are also
members of the Recruitment). This is for the purpose of administering the questionnaire.
In line with the purpose of conducting employee interviews, the study would be confinedto personnel holding typical designations within the organisation at different levels of
management.
Although the limitations that I faced in the organizations is the absence of Trade Unionsco-operation, otherwise which could have help me in understanding the industrial
relations in a comprehensive manner.
Secondly, the limitation that I have is the scope of collection of sample size which was
confined to only one department, which would have other wise made my study and
observations in an effective manner.
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DATA ANALYSIS AND
INTERPRETATION
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DATA ANALYSIS AND INTERPRETATION
The analysis of the various sources of recruitment and selection devices is presented on the
following pages.
The response entailed from the HR Department (as analysed from Questionnaire)represents current practice within the organisation in terms of the sources of recruitment
and selection devices used.
The analysis of the response entailed from all the other departments (as analysed fromQuestionnaire) forming the sample, represents the perception of the respondents from
these Departments in terms of the validity and effectiveness of the various
sources/devices of recruitment/selection (specific to these Departments)
The analysis further entails any suggestions/recommendations given by these non-HRDepartments (forming the sample for administering Questionnaire), in terms of any
recruitment source and/or selection device that should be deployed by the organisation
apart from what already constitutes current practice (specific to these Departments)