Recuritment and Selection at Centre for Environment Education-project

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A

PROJECT REPORT ON

“RECRUITMENT AND SELECTION

PROCESS AT

CENTRE FOR ENVIRONMENT AND EDUCATION

(CEE )”

Submitted to

In requirement of partial fulfillment of Master of

Business Administration (MBA)

Submitted on

Submitted by

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ACKNOWLEDGEMENT

An acknowledgement is something which is overlooked by many, but it forms and

integral part of my project and is the only means through which I could communicate

my thanks to all those who have extended their help and support with selflessness in

an untiring manner.

Behind every achievement lies the support and encouragement by many, without

whom the endeavor would ever have been successful. To those important

personalities whose guidance, cooperation and encouragement had helped me in

building up this work, I offer my sincere words of gratitude from the depths of my

heart.

I am very much thankful to my institute _________________________ and Prof.

______________________and all professors for providing me an opportunity and

valuable guidance for doing this project.

I am indebted to the Management of CEE, to HR Department and the other staff for

extending their active support and guidance throughout the project work.

Finally I am thankful to my parents and Lord Almighty without whose blessings tasks

are incomplete.

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PREFACE

In today’s world of globalization, opportunities are plenty and they keep knocking at

our doors all the time. One should be bold, ready to take risk and seek the

opportunities and put them into action.

The world of success is always open to the dynamic, confident and courageous youth.

All we need is positive attitude and forceful personality to breathe the myth of bad

block. Adequate business knowledge of how to snide is major attributes. All these

qualities have nearly become compulsory, especially for the students of management

who want to achieve success.

For achieving all these qualities theoretical knowledge is not enough. It provides only

a base. So opportunities for practical studies are provided along with theoretical

concepts. It definitely helps us the students to face the world with courage, confidence

and positive attitude. Keeping all these things in mind course has introduced practical

studies which bridges the gap between theoretical knowledge and practical training.

I got a chance to work with CEE for preparing project. The centre is one of the

leading NGO engaged in developing programs and material to increase awareness

about the Environment and Sustainable development. I wish to mention that I have

tried to keep the simple language and straight presentation of the entire matter as

evidenced by classification of topics into parts and section. An attempt has been made

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throughout the report to clarify various business and management concepts with the

help of collective information.

TABLE OF CONTENT

SR. No. PARTICULAR PAGENO.

Executive Summary 5

1 Human Resource Management 7

2 Non Government Organization 21

3 Human Resource Challenges -NGO Perspective 24

4 Centre For Environment Education 26

5 Recruitment Process At CEE 34

6 Selection Process At CEE 49

7 Research Methodology 54

8 Data Analysis and Interpretation

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56

9 Finding and Suggestion 68

10 Conclusion 70

11 Bibliography 71

Annexure 72

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EXECUTIVE SUMMARY

Human Resource Management is dealing with each and every aspect of human

involvement which involves creation of internal environment in an organization

which allows the people to work effectively and efficiently towards the prosperity of

the organization and achievement of organizational goals. It is the process of

acquiring, training, appraising and compensating employees and attending their labor

relations, health and safety and fairness concerns.

Human Resource Management has become an important aspect for the fast

development of an organization. It plays an important role managing the people

efficiently. Considering its importance, the need for it has been felt at every

organization and therefore it has wide scope. Success of every business enterprise

depends on its human resource.

With the changing scenario of the market, increase in the competition and the advent

of cutting edge technology, it has become inevitable for the organizations to attract

and employ “Quality Manpower”. The main objective of HRM is to maximize the

return on investment from the organization’s human capital.

The world's best companies have established their strength with their people. The

employees identify themselves with the company they are working for. This also

help in building up their spirit, morale and espirit-de-cops which becomes

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strength of the company. The culture of excellence thus nurtured contributes to

growth with stability and continuous improvement in productivity.

Thus, personnel functions such as manpower planning, recruitment, selection and

training, when carried out properly, would enable the organization to hire and retain

the services of the best brains in the market.

This project contains detail study of the Recruitment and Selection at CEE. Project

starts with introduction of CEE and then every steps of recruitment and selection

process is discussed in detail. Last part contains research on what employee thinks

about company’s recruitment and selection process.

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Chapter – 1 Human Resource Management

Concept of Human Resources/History

The Personnel Function has undergone rapid changes in recent times. The term

‘Human Resource Management’ is increasingly put to use in place of the traditional

‘Personnel Function’. Ten years ago most organizations used to be content with

having a middle level manager head the Personnel Department, whereas today most

organizations have General Managers, Vice Presidents and Directors heading this

function. The human resource function has enriched itself by including within it a

‘development’ dimension and this moved itself from a ‘reactive’ and ‘maintenance’

oriented function to ‘proactive’ and ‘development’ oriented function. Modern Human

Resource Professional talk in terms of corporate planning, a HRD approach to

Industrial Relations, a HRD climate of the company, HRD budget, open and

development oriented appraisal systems, multiple reward mechanisms, job-redesign,

work climate and culture, work 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 Taylorism in the early 1900s. By 1920, psychologists and

employment experts in the United States started the human relations movement,

which viewed workers in terms of their psychology and fit with companies, rather

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than as interchangeable parts. This movement grew throughout the middle of the 20 th

century, placing emphasis on how leadership, cohesion, and loyalty played important

roles in organizational success. Although this view was increasingly challenged by

more quantitatively rigorous and less “soft” management techniques in the 1960s and

beyond, human resources had gained a permanent role within an organization.

Definition of Human Resource Management

Miller (1987) suggested that HRM relates to:

".......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 providing direction for the people who

work in the organization” by Wikipedia.

“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.

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The terms “Human Resource Management” and “Human Resources” (HR) have

largely replaced the term “Personnel Management” as a description of the processes

involved in managing people in organizations. Human Resource Management is

evolving rapidly. Human Resource Management is both an academic theory and a

business practice that addresses the theoretical and practical techniques of managing a

workforce.

Key Functions of Human Resource Management

Human Resource Management serves these key functions:

1. Recruitment Strategy Planning

2. Hiring Processes (Recruitment)

3. Selection

4. Training and Development

5. Performance Evaluation and Management

6. Promotions

7. Redundancy

8. Industrial and Employee Relations

9. Record keeping of all personal data.

10. Compensation, pensions, bonuses etc. in liaison with Payroll

11. Confidential advice to internal ‘customers’ in relation to problems at work.

12. Career Development.

Some of the other Functions are”-

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Effectively managing and utilizing people.

Trying performance appraisal and compensation to competencies.

Developing competencies that enhance individual and organizational

performance.

Increasing the innovation, creativity and flexibility necessary to enhance

competitiveness.

Applying new approaches to work process design, succession planning, career

development and inter-organization mobility.

Managing the implementation and integration of technology through improved

staffing, training and communication with employees.

Human Resource

Human Resource is a term with which many organizations describe the combination

of traditionally administrative personnel functions with performance management,

employee relations and resource planning. The field draws upon concepts developed

in Industrial/Organizational Psychology.

Human resources have at least two related interpretations depending on context. 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 firm's organization that deals with hiring, firing, training, and other

personnel issues. This article addresses both definitions.

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Objective of Human Resource

The objective of Human Resource is to maximize the return on investment from the

organization’s human capital and minimize financial risk. It is the responsibility of

human resource managers to conduct these activities in an effective, legal, fair and

consistent manner. HR concerns are key business issues and good human capital

management is a business necessity.

Difference between HRM, PM, HRD

Human Resource Management:

Human Resource Management is concerned with the “people” dimension in

management. Every organization is made up of people and thus acquiring their

services, developing their skills, motivating them to high levels of performance, and

ensuring that they continue to maintain their commitment to the organization are

essential to achieving organizational objectives.

Personnel Management:-

Business Definition for: Personnel Management

The part of management that is concerned with people and their relationships

at work. Personnel management is the responsibility of all those who manage

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people, as well as a description of the work of specialists. Personnel 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.

Human Resource Development:-

Human Resources Development is to improve individual, group/process and

organizational performance. A definition of HRD is “organized learning activities

arranged within an organization in order to improve performance and /or personal

growth for the purpose of improving the job, the individual, and/or the organization.

HRD includes the areas of training and development, career development, and

organization development. 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/job design.

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Human Resource Planning

Human Resource Planning is the term used to describe how companies ensure that

their staff is the right staff to do the jobs. Sub topics include planning for staff

retention, planning for candidate search, training and skills analysis and much more.

Rigorous HR Planning links people management to the organization’s mission, vision,

goals and objectives, as well as its strategic plan and budgetary resources. A key goal

of is to get the right number of people with the right skills, experience and

competencies in the right jobs 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 tasks that help the organization reach its objectives.

Planning is not as easy as one might think because it requires a concerted effort to

come out with a programme that would ease your work. Commencing is complicated,

but once you start and finish it you have a smile because everything moves smoothly.

HR Planning involves gathering of information, making objectives, and making

decisions to enable the organization achieve its objectives. Surprisingly, this aspect of

HR is one of the most neglected in the HR field. When HR Planning is applied

properly in the field of HR Management, it would assist to address the following

questions:

1. How many staff does the Organization have?

2. What type of employees as far as skills and abilities does the Company have?

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3. How should the Organization best utilize the available resources?

4. How can the Company keep its employees?

HR Planning: Purpose and Goals

The purpose and goals of HR planning are mainly:

To ensure optimum and effective use of human resources currently employed;

To research and reconfigure new skill sets to cope with organizational needs

given depleting relevant skills population

To assess the employability of the human resource given changing skills and

competencies

To draw specific outlines of competencies as they differ from today

To assess or forecast future skills requirement if organization’s overall

objectives are to be achieved; and

To identify control standards to ensure that necessary resources are identified,

available as and when required.

To fundamentally study the corporate strategy, the business mission and

overall philosophy of recruiting VS systems, technology, outsourcing.

Analyze the people market environment and its changes as it affects the firm

Vis a Vis competition.

HR planning makes the organization move and succeeds in the 21st century that we

are in. Human Resources Practitioners who prepare the HR planning progames would

assist the Organization to manage its staff strategically. The programme assists to

direct the actions of HR department.

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Importance of HR Planning

Poor HR planning and lack of it in the organization may result in huge costs and

financial loses. It may result in staff posts taking long to be filled. This augment costs

and hampers effective work performance because employees are requested to work

unnecessary overtime and may not put more effort due to fatigue. If given more work

this may stretch them beyond their limit and may cause unnecessary disruptions to the

production of the Organization. Employees 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 Planning should be managed and implemented is

the costs involved. Because costs forms an important part of the Organizations

budget, workforce planning enable the organization to provide HR provision costs.

When there is staff shortage, the organization should not just appoint discriminately,

because of the costs implications of the other options, such as training and transferring

of staff, have to be considered.

Steps in HR Planning

There is no single approach to developing a Human Resources Strategy. This will

vary from organization to organization. However, here are the steps most commonly

used in developing an HR strategy:

Setting the strategic direction

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Designing the Human Resource Management System

Planning the total workforce

Generating the required human resources

Investing in human resource development and performance

Assessing and sustaining organizational competence and performance

Steps in Detail:-

1. Forecasting

HR Planning requires to gather data on the Organizational goals objectives.

One should understand where the Organization wants to go and how it wants

to get to that point. The needs of the employees are derived from the corporate

objectives of the Organization. They stern from shorter and medium term

objectives and their conversion into action budgets.

2. Inventory

After knowing what human resources are required in the organization, the

next step is to take stock of the current employees in the organization. The HR

inventory should not only relate to data concerning numbers, ages, and

locations, but also an analysis of individuals and skills. Skills inventory

provides valid information on professional and technical skills and other

qualifications provided in the firm. It reveals what skills are immediately

available when compared to the forecasted HR requirements.

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3. Audit

We do not live in a static World and our HR resources can transform

dramatically. HR inventory calls for collection of data: the HR audit requires

systematic examination and analysis of this data. The Audit looks at what had

occurred in the past and at present in terms of labor turn over, age and sex

groupings, training costs and absence. Based on this information, one can then

be able to predict what will happen to HR in the future in the Organization.

4. HR Resource Plan

Here we look at career Planning and HR plans. People are the greatest assets

in any Organization. The Organization 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 Organization’s objectives 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 Planning

or succession planning.

The questions that should concern us are:

(a) Are we making use of the available talent we have in the Organization,

and have we an enough provision for the future?

(b) Are employees satisfied with our care of their growth in terms of

advancing their career?

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Assignment of individuals to planned future posts enable the administration to

ensure that these individuals may be suitably prepared in advance.

5. Actioning of Plan

There are three fundamentals necessary for this first step.

(1) Know where you are going.

(2) There must be acceptance and backing from top management for the

planning.

(3) There must be knowledge of the available resources (i.e) financial,

physical and human (Management and technical).

Once in action, the HR Plans become Corporate plans. Having been made and

concurred with top management, the plans become a part of the company’s

long-range plan. Failure to achieve the HR Plans due to cost, or lack of

knowledge, may be a serious constraints on the long-range plan.

Types of Human Resource Planning

1. Intermediate-Level Plan:

Large-scale and diversified companies organize Strategic Business Units

(SBU) for the related activities. SBUs prepare intermediate plans and

implement them .HR managers prepare specific plans for acquiring future

managers, key personnel and total number of employees in support of

company requirements over the next three years.

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2. Operations Plan

Operations plans are prepared at the lowest business profit centre level. These

plans are supported by the HR Plans relating to recruitment of skilled

personnel, developing compensation structure, designing new jobs, developing

leadership, improving work life etc.

3. Short-term Activities Plan:

Day-to-day business plans are formulated by the lowest level strategists .Day-

to-day HR plans relating to handling employee benefits, grievances,

disciplinary cases, accident reports etc. are formulated by the HR managers.

The three essential values that an effective HR function must embody are: Credibility,

Competence and Compassion.

Credibility is created when promises are kept and trust is built. It is grounded

in honesty, openness and follow-through. HR becomes credible when its

communications and actions are in harmony-in other words by “walking the

talk”. Through this HR builds relationships and its reputation. This takes time.

Competence is doing something well and exhibiting knowledge and skills. To

be effective, HR must demonstrate competence in everything it does.

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Compassion is showing care and concern for the organization, its employees

and stakeholders. HR must exhibit unwavering compassion and care in all

situations.

There are three outputs from Human Resource Planning which are found below:

Roles and Responsibilities- Clarification of roles and responsibilities gives

project team members an understanding of their own roles and the roles of

others in the project. Clarity is always a key component of project success.

Project Organization Charts – A project organization chart is a diagram of

the reporting relationships of project team members. Project organization

charts should be tailored for their audience, they can give a generalize

overview or highly granular.

Staffing Management Plan – The Staffing Management Plan is an important

output of the Human Resource Planning process which establishes the timing

and methods for meeting project Human Resource requirements.

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Chapter – 2Non Governmental Organization (NGO)

Definition:

A non-governmental organization (NGO) is a legally constituted organization created

by private persons or organizations with no participation or representation of any

government. In the cases in which NGOs are funded totally or partially by

governments, the NGO maintains its non-governmental status infosar as it excludes

government representatives from membership in the organization. India is estimated

to have between 1 million and 2 million NGOs.

Role of Human Resources Development in NGO’s

The major development roles ascribed to NGOs are to act as:

Planner and implementer of development programmers,

Mobilizer of local resources and initiative,

Catalyst, enabler and innovator,

Builder of self reliant sustainable society,

Mediator of people and government,

Supporter and partner of government programme in activating delivery system

implementing rural development programmes, etc.,

Agents of information,

Factor of improvement of the poor, and

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Facilitator of development education, training, professionalisation, etc.

Basically NGOs role is to prepare people for change. They empower the people to

overcome psychological problem and opposition of oppress. Its role cannot be denied.

Role of HR Professional in an NGO

The HR professionals should take lead in its effort to make a linkage between

community and the industry.

To develop better rapport with the people, HR professionals have to make use

of their Strategic Relationship Management Skills.

They should interact with the community by establishing better linkage with

the Non Governmental Organizations working there in the locality.

The HR professionals can initially conduct Focus Group Discussion (FGD)

with the community and community leaders with the help of Non

Governmental Organizations and need evaluation and need prioritization is to

be conducted.

Here HR professionals can act as facilitators in the Corporate Social

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.

Both 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

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objectives of Corporate Social 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 Focus Group Discussions, with the top

management in order to ascertain whether all those needs can be met with the

budget allotment for the developmental programs.

A multi level discussion, with members of the NGO’s, HR professionals and

representative of the Top Management, is to be initiated for the finalization of

the social intervention programme.

The relationship with the community and Non Governmental Organizations

indicates the level of HR professional’s success role in the Corporate Social

Responsibility effort.

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Chapter – 3Human Resources Challenges – An NGO Perspective

HR in a complex organization requires a very special skills set. It has to be firm in

areas of policy, safety, quality 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 risk with the development

of tools, resources, training and policies that would increase organisational

effectiveness.

In an organisation where HR is new, the objective would be to create an HR

function that would balance systems needs and staff concerns; Protect the

institution from liability without treating each employee as a potential litigant;

Engage and influence staff without exerting overt control;

Be perceived as a resource, mentor and educator rather than a rule maker and

obstacle

Be an ally in the work of management and staff, supporting the attainment of

the organisation’s mission.

It is very important to create a positive experience of the HR function from the

start.

To achieve this, focus should be on demonstrating

When the HR function adopts these values and objectives, the staff will come

to view HR as a resource and problem solver.

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To be effective, HR’s practices need to be grounded in two ways. First HR

must reflect company wide commitments as to how it will manage and relate

to its employees.

Second, HR must follow through on such commitments in the moment so that

the words of the enterprise and deeds of its agents are congruent.

Lack of Governmental support and declining public spending.

Lack of motivation.

Inadequate professional development/opportunities.

Lack of recognition and rewarding systems for good work.

No accountability.

Debatable leadership.

Turning a blind eye to ‘Brain Drain’.

Poor monitoring an controlling mechanism/machineries

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Chapter – 4Centre for Environment Education

Introduction

Centre for Environment Education (CEE) is a national institution engaged in

developing programs and material to increase awareness about the environment and

sustainable Development. CEE was established in 1984 as a Centre of Excellence in

Environment Education supported by the Ministry of Environment and Forests

(MoEF), Government of India. It is affiliated to the Nehru Foundation for

Development. It is registered under societies Registration Act 1960.

CEE’s Mandate

Facilitating networks at local, national and regional levels, through a number of tools

such as CEE’s primary objective is to improve public awareness and understanding of

the environment with a view to promoting the conservation and sustainable use of

nature and natural resources, leading to a better environment and a better quality of

life. To this end CEE develops innovative programmes and educational material, and

builds capacity in the field of education for sustainable development (ESD). It

undertakes demonstration projects in education, communication and development that

endrose attitudes, strategies and technologies which are environmentally sustainable.

CEE is committed to ensuring that due recognition is given to the role of education in

the promotion of sustainable development.

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Strategies

From its inception, CEE’s activities and programmes have been rooted in, and guided

by, certain strategies for maximization of quality, effectiveness and impact:

Informing EE with state-of-the-art thinking, developments, innovations and

perspectives in the areas of Environment and Sustainable Development.

Adaptability to different geographic, cultural, social and economic contexts.

Partnerships utilising complementary strengths of other organisations to avoid

duplication of effort, and to network effectively for synergistic convergence of

ideas and goals.

Building synergies between Government, NGOs and CEE for comprehensive

impact.

Identifying key entry points for different thrust areas, and key targets for

initiating and consolidating gains, to achieve a multiplier effect .

Dialogues, directories, newsletters, etc.

Working to develop a cadre of professionals in order to improve and

strengthen professionalism in the field of ESD, by capacity-building

individuals who in turn would infuse this professionalism into the

organizations where they work, to the mutual advantage of both those

organizations and CEE.

Bringing international experiences within the ambit of ESD in India, so as to

enhance quality, depth and range of programmes.

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Ensuring quality control and excellence in the production of all material

through inhouse infrastructural support (studios, workshops, editorial services

and printing facilities).

CEE’s Sister Organization are

CHETNA (Centre for Health, Education, Training and Nutrition Awareness)

VIKSAT (Vikram Sarabhai Centre for Development Interaction)

VASCSC (Vikram A. Sarabhai Community Science Centre)

KHAMIR (Centre for Kachchh Heritage, Arts, Music and Information Research)

CEE’s International Linkages

CEE has developed international linkages with numerous agencies, both

governmental and non-governmental, that are working in related fields. The linkages

are in the form of collaborative projects, exchange programmes, mail contact,

capacity-building workshops, training, symposia and seminars. CEE has international

offices in Australia and Sri Lanka.

Organizational Structure

The Centre has a Governing Council (GC), comprising, amongst others, eminent

persons in the field of environment, education, communication and management.

(CEE's Governing Council). The GC guides programmes, approves budgets and

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designs policy. The Council is assisted by the Standing Committee on matters relating

to administrative procedures and norms. It also receives advisory support from the

Finance Committee.

The head of the Centre is the Director, Shri Kartikeya Sarabhai, who is the chief

executive of a team comprising programme, technical and administrative staff.

Currently CEE has around 320 staff. These include about 180 core staff. While 145

staff members are in Ahmedabad. The others are located in CEE’s offices across the

country.

Connection with the Branches and Head Office

The above diagram shows that CEE’s main Head Office is at Ahmedabad and it is

connected to all the Regional cells and International Offices.

Head office at Ahmedabad

CEE South

CEE Australia

CEE East

CEE North-East

CEE North

CEE Central

CEE West

CEE Srilanka

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Thrust Areas

CEE’s programmes/projects are organized around thrust areas. As an organizing

principle, this helps them indicate their focus and plan their activities. These thrust

areas are a dynamic listing.

Education for Children

Develop, coordinate and conduct a number of educational programmes for

school children. Using mainly a "cluster approach", the programme reaches

out over 3000 Schools across the country today.

EE in Higher Education

Recognize the need to extend EE to collage students who are on the threshold

of becoming active participants in society, as citizens, decision makers and

leaders.

Examination Systems for EE

Research and test innovative and creative ways of measurement, monitoring

and evaluation of learning.

Education for Youth

Create awareness and involve youth in formal and non-formal environmental

improvement action projects.

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Communicating Environment through the Media

Optimally utilize existing and new media networks as powerful means of

reaching of the Community at large.

Experiencing Nature

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 through Interpretation

Design interpretive programmes to transform the visits to zoos, national parks

and other heritage sites into exciting educational experiences.

Knowledge Management for Sustainable Development

Serve as a knowledge centre on key sustainable issues, and as a resource base

for comprehensive and relevant information.

Industry Initiatives

Work with the industrial sector to facilitate acceptance of the concept of

waste minimization as a tool for sustainable growths and profit.

Sustainable Rural Development

Develop programmes for income generation and better utilization of resources,

through field programmes designed specifically for rural communities.

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Water and Sanitation

Provide infrastructure, educational, communication, and experiential support

for developing village water supply, sanitation and hygine systems.

Sustainable Urban Development

Facilitate exchange of ideas on urban environment and planning issues,

community participation, and partnership with local governing bodies.

Waste Management

Develop education tools and facilitate the establishment of management

systems for solid as well as biomedical wastes.

EE for Fragile Areas

Demonstrate ecologically sound alternatives to support sustainable resource

management in ecologically fragile areas.

Biodiversity Conservation

Co-ordinates education, awareness, training and networking programmes that

focus on biodiversity and its conservation.

Eco-tourism

Promote tourism practices that are environmentally sustainable, economically

beneficial to local communities, and educational experiences for tourists.

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Disaster Preparedness and Rehabilitation

Work on a long-term basis with communities affected by disasters, and

strengthen their livelihood opportunities.

Training, Networking and Capacity Building

Offer professional and short-term training and capacity-building in EE and

sustainable development issues; Pool institutional resources and extend the

reach of the programmes through linkages with various agencies.

Facilitating NGO and Community Initiatives

Support activities which demonstrate community-based, innovative, gender

sensitive and sustainable approaches.

Initiatives for the UN Decade of Education for Sustainable Development

Promote the goal of education as the basis for a sustainable human society,

through trainings, internships, youth programmes, consultancy and research.

Research in EE

Document, analyze and research the experiences of CEE and other

organizations in EE and ESD.

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Chapter – 5Recruitment Process at CEE

The Personnel & Legal (P&L) Department at CEE handles all the administrative

functions for the Personnel related functions at CEE. In case of any recruitment, the

Department in which the vacancies arise has to fill the Human Resource Requisition

form, P&L Form No.18 and sends it to P&L Dept. P&L Dept. verifies with the

Accounts Dept. about the requisite budgetary provisions. If it is not within the budget

then it is sent back to the Department.

The Director CEE is the approving authority for any recruitment at CEE. Finally,

P&L puts it up for Director’s approval. If it is approved by the Director, the further

procedures of Recruitment & Selection are carried by the P&L Dept. The format of

P&L Form No. 18 is enclosed as Annexure -1.

The staff members at CEE are appointed under four different rules and guidelines:

They are:-

1. Rules for Recruitment and Review for Regular Staff Members, 1988.

2. Rules for Recruitment and Review of Core Staff, 2006.

3. Guidelines for recruitment of Fixed Term Appointment/Contract staff

4. Guidelines for recruitment of Project Staff.

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Regular Staff:- The Regular Staff Members of CEE includes Scientific, Technical

and Administrative staff that has an appointment with CEE up to 60 years of age.

It consists of

Scientist:- In includes the staff engaged in discoveries, researches,

publications, articles, finding new theories and observations related to

environmental issues, etc.

Technical Staff:- It includes DTP operator, Illustrator, Carpenter, Workshop

Superintendent, Sculptor, Field/Park Supervisor, Field Asst. Technical Asst.

Asst. Librarian, Jr. Artist, Draughtsman, Tradesman, Horticulturist, translator,

Sr. Artist, System executive (Hardware) Systems Executive (Software) etc.

Administrative Staff:- It includes Clerk, Assistant, Officer, Senior Officer

and Chief Officer.

Fixed Term Appointment (FTA):-

There are different types of programmes, projects, workshops undertaken at CEE. The

staff under fixed term is appointed for a period of three years. They may be given

different tasks, and their performance will be evaluated at the end of the year and

based on their performance they will be given further extension.

Rolling Fixed Term Appointment (RFTA):-

At the initial stage, the appointment shall be for a period of three years and after the

First annual review, there can be further extension of one year making the balance

period back 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

36

member, whose performance has been found good, shall have three years appointment

left till he/she reaches up to 60 years which is the current retirement age as per the

laws.

Project Staff:-

Whenever a project has to be undertaken project staff members are appointed. These

are the staff appointed by CEE for the accomplishment of a particular task under a

specific project, for a particular time period, agreed on a specific remuneration.

CEE’s authority discusses with the appointed project staff regarding the project that

has to be undertaken. Both the parties on a mutual understanding make a final deal

and an agreement is signed by both the parties. These staff is associated with CEE till

the project finishes.

Job Work Contract (JWC):-

It consists of that staffs who is appointed for a short period i.e. for three months or six

months for very specific tasks like data entry, website developers, tally operators,

workshop managers, event helpers, etc. They are not the permanent staff members of

CEE.

Apart from the above, CEE have people working as Interns, Trainees, Volunteers etc.

who joins CEE in order to learn about the organization and gain knowledge. They are

given guidance and mentor to help learn the above.

37

Rules for Recruitment and Review of Core Staff, 2006

In the year 2004 new Rules for Recruitment and Review of Core Staff were formed

and it came into action in the year 2006. New rules were introduced for the

recruitment and review of Core Staff falling into the categories of “Programme Staff”,

“Technical Special Staff” Administration & “Support Staff” at CEE.

Norms for Recruitment under various categories:-

Under the Rules for Recruitment and Review of Core staff, the norms are laid down

as per the levels of appointment and the eligibility as defined.

Levels of appointment of Core Staff at CEE:-

The core staff recruited under these rules fall into three broad categories.

1. Programme Staff – It includes Programme Associates, Programme Officers,

Field Associates, and Field Officers.

2. The other two categories are Technical Special Staff, and Administration &

Support Staff.

Programme Associates:- Staff recruited under this category is programme staff at

junior levels, basically with a Bachelors Degree who provide programme support to

the programmes Officer Staff. The functional designations are based on particular

assignments given from time to time.

38

Programme Officers:- The programmes Officer Staff represent the general

programme cadre of CEE. Programme Officer Staff are expected, at one level, to be

able to work for any of the Centre’s programme areas as needed. They are having an

educational background of Science, Social Science, Communication and

Management.

Field Associates:- The staff carrying out programmes and activities and is recruited

as field Associates with Bachelor’s degree.

Field Officer Staff:- The field officers constitute the staff that is recruited as such.

They hold Master Degree in Rural studies or equivalent.

The following are the designations of the staff falling in the Programme Staff

category:

Director, Group Director, Programme Director, National Co-ordinator, Programme

Manager, Programme Officer, Community Organizer, Programme Co-ordinator, Field

Co-ordinator, Field Officer, Field Associate Editor, Writer, Engineer, Web-Designer,

Graphic Designer, Technical Officers etc.

Technical Special Staff:

The following are the designations of the Technical Special Staff:

DTP Operator, Illustrator, Carpenter, Workshop Superintendent, Sculptor, Field/Park

Supervisor, Field Asst. Technical Asst., Asst. Librarian, Jr. Artist, Draughtsman,

39

Tradesman, Horticulturist, Translator, Sr. Artist, Systems Executive (Hardware)

Systems Executive (Software), etc.

Administration & Support Staff:

The following are the designations of the Administration & Support Staff:

Attendant, Driver/Sr. Attendant, Clerk, (Administration & Support Staff; Accounts,

Data Entry), Assistant (Secretarial Asst. Personal/Executive Asst. Personnel,

Administration & Support Staff, Accounts, House Keeping, Library, Public Relations,

Stores, Purchase, Legal etc.) Senior Officer, Chief Officer, etc.

Review Process:-

There are two kinds of review process carried out in CEE viz., Annual Review and

Promotion Review. The Annual Review is done at the end of the year and Promotion

Review is done at the end of five years.

40

Eligibility Criteria:-

Norms For Recruitment to Programme Associates

PA-A

Rs.8000-350-

12200

PA-B

Rs.10000-450-

15400

PA-C

Rs.15000-700-

23400

PA-D

Rs.19000-750-

28000

Bachelors

Degree in

Science, Arts or

Equivalent

Fresh +2

41

Norms for Recruitment to Programme Officers

PO-CRs.15000-700-23400

PO-DRs.19000-750-28000

PO-ERs.23000-850-31500

PO-FRs.25000-1000-35000

PO-GRs.23000-1200-37600

PO-HRs.3100-1400-42200

Doctorate in Science, Technology, Masters Degree in Engineering or equivalent

- Fresh +5 +10 +15

Masters Degree in Science Bachelor’s Degree in Engineering, Technology or equivalent

Fresh +5 +10 +15

Bachelor’s Degree with 2 years post-graduate Diploma in Management or Higher Secondary with five years diploma

Fresh +5 +10 +15

Degree +3 years Diploma in TV/Cinema Direction

Fresh +5 +10

Master of Library

Fresh +0 +10 +15

42

Science

Norms For Recruitment to Field Associates

FA-A

Rs.8000-350-

12200

FA-B

Rs.10000-450-

15400

FA-C

Rs.15000-700-

23400

FA-D

Rs.19000-750-

28000

Bachelors

Degree in

Science, Arts

or Equivalent

Fresh +2 - -

Norms For Recruitment to Field Officers

FO-C

Rs.15000-700-

23400

FO-D

Rs.19000-750-

28000

FO-E

Rs.23000-850-

31500

Doctorate in Rural

Studies or

equivalent

- Fresh +5

Master Degree in

Rural Studies or

equivalent

Fresh +5 +10

43

Norms for Recruitment for Administration and Support Staff

Post Grade Qualification

Attendant 4000-200-8000VII standards Pass; at least 3 yrs relevant experience


Sr. AttendantRs.5000-250-8000At least 5 years experience as Attendant


DriverRs.5000-250-8000Studies up to SSC or equivalent with Light Motor Vehicle License with at least 2 years experience as Driver at the Centre.


Sr. DriverRs.6500-300-10600At least 5 years experience as Driver at the Centre


Office Clerk-ARs.5000-250-8000HSC or equivalent with a speed of 40 words per minute in Typewriting plus knowledge of PCs.


Office Clerk-BRs.6500-300-10600Graduate with a speed of 40 words per minute in English Typewriting knowledge of PCs OR at least 5 years experience as Clerk-A at the centre.


Assistant/Secretarial Asst.Rs.8000-350-12200Graduate with 5 years relevant experience as Clerk B. For Secretarial Asst. the candidate should have a speed of 80/40 w.p.m. in English shorthand and typewriting respectively at the Centre.


Executive Asst./PA to DirectorRs.10000-450-15400Graduate with 5 years relevant experience and proficiency in shorthand and typewriting or 5 years experience in Assistant/Secretarial Assistant at CEE.


Asst. Adm. OfficerRs.12000-500-18000Graduate with post graduate diploma in office administration and management or equivalent graduate with degree in Law with 2 years experience OR executive Asst. /PA to Director with 5 years experience OR assistant with 10 years experience.

Post Grade Officer-1

44

Qualification Rs.15000-700-23400C.A. or Master’s Degree plus diploma in Office Admn. Or equivalent. Management Or Bachelors degree and degree with law with 5 years experience OR AAO +5 years experience or executive Asst./PA to the Director plus 7 years experience.


Officer-IIRs.19000-750-28000Officer-I +5 years experience


Senior OfficerRs.23000-850-31500Officer-II +5 years experience OR direct recruitment based on qualifications prescribed for Officer-I


Chief OfficerRs.25000-1000-35000+5 years experience Or direct recruitment.

45

Recruitment Process Chart

Scrutinizes

the vacancies

If No

Replacements1. Resignation2. 2. Dismissals3. Transfers4. Promotions

New Positions1. New post2. Expansion plans3. Formation of new

department

Vacancies created in the department

Fills up human resource requisition form and sends it to P & L Dept.

Puts it up for director’s Approval

Search Resumes

Shortlist Candidates

Sends Back

46

Vacancies Created in the Departments

1. Reasons for replacements

Replacements

(1) Resignation

(2) Dismissals

(3) Transfers

(4) Promotions

New Vacancies

(1) New post

(2) Expansion plans

(3) Formation of New 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 expansion plan or formation of a new department.

2. Filling up the Human Requisition Form and Sending it to the P&L

Department.

Man Power requisition Form Filled

Make Aware the P&L department about vacancies arisen

Starts the Selection Process

47

The department in which the vacancies arise will require to fill the ‘Man

Power Requisition Form’. The form specify the details regarding the vacant

post, name of the department, nature of the job, preferable period of joining of

the new employee, experience required for the vacant post, educational

qualification required etc are fulfilled in the form.

3. Scrutinizing the vacancies & search for resumes

P&L verifies with the Accounts Dept. about the requisite budgetary

provisions. If it is not within the budget then it is sent back to the

department.

The Director CEE is the approving authority for any recruitment at

CEE. Finally, P&L puts it up for Director’s approval.

If it is approved by the Director then the search for resumes begins.

Once the requirement of posts is known, the P&L Dept. puts its

advertisements on the website of CEE, Daily Newspapers etc.

Search for Resumes

The actual search for the resumes of the prospective candidates is

undertaken at this stage. The 2 processes go parallel further.

The resumes are collected from the following resources:

Internal sources

(1) Through Newspapers

48

(2) Through Websites of CEE.

External Sources

(1) Through Campus Recruitment

(2) Through Panels prepared by different Ministers

(3) Through Research Associate Scheme

(4) Through Notice put up at decided locations

4. Compilation of vacancies and short listing Resumes

Vacancies Status

The Review Committee makes a compile list of all the vacancies as on

particular date. The vacancies are listed department wise and other

details about vacancies are noted in the form i.e. details regarding

number of vacancies, justification of recruitment, internal or external

candidates, etc.

Short listing the resumes

The resumes collected are short-listed and the most unlikely candidates

are rejected. The short listed candidates resumes are tied-up.

49

Chapter – 6Selection Process at CEE

Telephonic Interview

(1) Pre Interview Details form

The details for the candidates are available in the resumes of the

candidates although some general questions related to his/her current job,

total experience, expected salary and readiness to shift the location of

outside is asked. The communication skill is also measured at this stage.

The candidate is also asked about the proposed date of meeting.

(2) Interview Call latter

The interview call latter is sent to the candidate mentioning the place, date

and time of interview.

Assignments

The candidates who appear for interview are given the following assignments

(1) Short paragraph on any particular topic in order to check the written skills,

speed, capabilities of the candidate.

(2) Some optional questions that have to be answered within time in order to

check the intelligence of the candidates

Certificate Verification

50

All the candidates are informed earlier to bring all the certificates at the time

of interview. All the certificates produced by the candidates are thoroughly

checked. If any certificates are found mission then explanation for it is asked.

Written Test

All the candidates who get through the assignments of telephonic interviews

have to compulsory attempt the written examination. The written test is a

combination of the topics mentioned below.

(1) G.K.

(2) Environmental Issues

(3) English & Communication

(4) Sports

(5) Current Issues

The written test is having a weight age of 50%. All the candidates who secures

50% marks are eligible to go for the next round of interview i.e. Group

Discussion.

Group Discussion

A panel of six members that consists of Director, three Sr. Staff Members and

two External Experts conducts the group discussion. If the number of

candidates is more, then they are divided into groups and are asked to discuss

on different topics. If the number of candidates is less in groups then they are

supposed to discuss individually on each topic.

Group discussion consists of 60% weight age. The interview panel interviews

candidate’s communication, mental, interest, reasoning abilities. The panel

51

members ask distinct questions to the candidates. The feedbacks and views of

interviewers about the candidate are taken in the assessment sheets. All the

candidates who scores the minimum weight age of marks are eligible for

Personal Interview.

Personal Interview

Background Investigation

The interview includes background investigation. This is done by contacting

the former employers to confirm the candidate’s work records and to obtain

their appraisals of performance, credit references verifying the educational

accomplishments shown on the application etc.

Reference Checking

The references mentioned in the Application Form are verified by the

Personnel Department by contacting the mentioned references personally to

know the candidate’s professional capacity, background and past history.

Application Form

The candidate is asked to fill up the application form in his own handwriting.

The application form is useful for the following reasons:

The carefully designed Application form is itself an effective selection device.

It is also useful in obtaining information, the company wants.

52

Additionally, completing application serves as another hurdle, if the job

requires one to follow direction and the individual fails to do so on the

application which is a job related reasons for rejection.

The application requires a signature attesting to the truthfulness of the

information given and to give permission to check references.

Final Assessment

The views and feedbacks taken at preceding interviews are finally assessed by

comparing the assessment sheets and the decision regarding selection and

offer is made at a further stage.

Selection & offer

Selection Decision

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. Sometimes,

more candidates are selected so a waiting list is prepared.

Offer Letter

The last step of the Selection Process is the employment offer. The successful

candidate is now considered to be eligible to receive the employment offer.

The offer letter along with a duplicate copy of it is issued to the candidate

mentioning the last date of accepting the offer and documents required to

produce at the time of joining the duties. The Offer letter is signed by the

director.

53

Procedures after the Joining of the Selected Candidate

On the joining date the person appointed has to submit the joining report along with

the appointment letter, medical report and the certificates and its attested copy at the

P&L Department. The expense incurred during the medical check up is reimbursed.

The certificates produced by the appointee are verified and the original certificates are

returned back.

The P&L Department maintains a Personal record File of the appointee. The File

contains a copy of appointment letter, biodata, the certificates, medical report. A

service record file of the appointee is also attached along with the Personal file which

contains a copy of service rendered earlier, a copy of publications, newslatters,

articles, Honours achieved.

Once the formalities are completed the appointee is given orientation by the HID

staff. The appointee gets the chance to know about the organization, its rules and

regulations, norms, culture, atmosphere. The job description is also given to the

appointee.

54

Chapter – 7 Research Methodology

Objective of the Research

1) To study the Recruitment and Selection process at Centre for Environment

Education.

2) To study the various models used by CEE for Recruitment and Selection

process.

3) To identify the limitations in the existing HR practices and suggesting

better practices for managing the work force at Centre for Environment

Education.

Nature of Research

The nature of study conducted is to understand the procedure of the recruiting

program, assess the effectiveness of the recruiting programmes and to suggest

improvements for enhancing their effectiveness.

Primary Source of Data

The primary data is collected through the personal interview with the HR manager

and the other employees of the HR circle. Observation is also made at the

55

recruitments which were conducted at the time of the study. A questionnaire is

designed to collect responses from the employees of the organization.

Secondary Source of Data

The Secondary sources of data are the textbooks mentioned in the bibliography,

records of the organization and World Wide Web.

Sampling Technique

The sampling technique used for the collection of information through the

questionnaires is the simple random sampling.

Questionnaire Design

The designed questionnaire consists of 12 questions, a combination of open

ended and close ended questions for employees.

Analysis of Data

For the purpose of analysis, feedback is collected from the employees in the

organization by the way of questionnaire. Data collected is represented in the form of

percentages and graphs and an analysis has been done on the basis of these

percentages and graphs.

Limitation of the Study

1) This project is restricted to study purpose only and can be used keeping in

view the object that is made for.

56

2) The respondent in the project may not reveal important / confidential

information pertaining to the company policy and for this the project

should be used keeping in view the said limitation.

Chapter – 8 Data Analysis and Interpretation

1. Opinion on R & S Process

Opinion on No. of % of

Excellent 15 15

Good 60 60

Average 20 20

Bad 5 5

Total 100 100Table No. 1

15%

60%

20%

5%

Excellent

Good

Average

Bad

Figure No.1

Interpretation:

From the above table it is evident that the recruitment and selection process of CEE is

good. 60% of the employees responded that the recruitment & selection process of the

company is good 15% and 20% of the candidates said it is excellent & average

respectively. But it can be seen that around 5% of the employees responded that the

recruitment of the selection process of the company is bad. Different people have

57

perceived the process differently. But it is clear that the maximum number of people have

responded as good.

2. Work Experience in the Company.

S.NO.

Opinion on Respondents

No. of Respondents

% of Respondents

1 0-1 Years 24 24

2 1-3 Years 46 46

3 3-5 Years 30 30

Total 100 100

Table No.2

Figure No.2Interpretation:

The above table shows the percentage of the employees years of working in CEE

46% of the employees are working from since 5 years. From this it can be understood

that R & S process of Job is good enough that the employees are able to stay for a

long time in the company.

58

3.

Source of information about vacancies:-

Table No.3

21%

24%40%

15%Advertisement

Walk-Ins

Job Portals

CampusPlacement


From the table, it is clear that only 21% of the employees come to know about the

company through advertisement, 24% of the employees to know through Walk-ins,

40%of the employees to know through Job Portals and 15% of them came to know

through Campus Placement. The study shows that most of them are recruited through

consultancies.

S.NO.

Information about Vacancies

No. of Respondents

% of Respondents

1 Advertisement 21 212 Walk-Ins 24 243 Job Portals 40 404. Campus Placement 15 15

Total 100 100

59

4. Attracted Factor:-

S.NO. Attracted FactorNo. of

Respondents% of

Respondents

1 Decent Salary 27 27

2 Opportunity for growth 28 28

3 Job Security 35 35

4 Identification with the company 10 10

Total 100 100

Table No.4

Figure No.4

Interpretation:

The table explains that the most alternative factor to the employees to apply for the

job at CEE is decent salary which is of 27%. Around 28% of the employees have

responded that the opportunity for the growth has attracted them to apply for job,

whereas around 35% of the employees attracting factor is job security and the least

attracting factor is identification with the company, which is of only 10%. As there is

no advertising for the company, the identification for the company is very less. But

the other their factors are making the employees to apply for the job & remain in the

company for long time.

60

5. Information provided by the recruiter to the candidates:-

S.NO.

Information provided by the Recruiter

No. of Respondents

% of Respondents

1 Job Description 41 412 Job Specification 24 243 Employee Specification 35 354 None 0 0 Total 100 100

Table No.5


From the above table it is understood that 41% employees have responded that the

recruiter give job description to get the candidates which is the main required

information. And 35% of the employees responded that they are provided employee

specification and 24% of them are provided with job specification. And there is no

one where they are not provided with at least the above one of the 3 factors.

61

6. Required Statement by applicants:

S.NO.Req. Statement by

applicants.No. of

Respondents% of

Respondents1 Job Description 33 332 Job Specification 16 163 Employee Specification 21 214 All the above 30 30

Total 100 100

Table No.6


From the above table it is evident that 33% of the respondents prefer to know job

description before applying for the job then 16% & 21% of them prefer to know job

specification & employee specifications respectively 30% of them are interested to all

the 3 factors before applying for the job. As the recruiter is providing at least one of

them it will be good for the process of recruitment in future if they provide all the

three factors.

62

7 . Time gap between Recruitment & Selection Process:-

S.NO. Time GapNo. of

Respondents% of

Respondents1 1 Week 20 202 2 Week 40 403 3 Week 25 254 One month 15 15

Total 100 100

Table No.7

Figure No.7

Interpretation:

The table given depicts that 20% of the respondents responded that the time gap

between recruitment & selection is one week, whereas 40% said it is 2 weeks 25%

said it is 3 week & 15% said it one month. It shows that there is no particular time gap

between recruitment & selections process.

63

8. Whether the work is related to the academic studies:-

S.NO. Work related to studiesNo. of

Respondents% of

Respondents1 Yes 100 1002 No 0 0 Total 100 100

Table No.8


The table presents that 100% of the employees’ job profile exactly matches with their

academic studies. With this it is understood that their academic studies are related to

the work they perform and hence the job description, job specification and employee

specification are exactly matched.

64

9. Awareness of other departments:-

S.NO.Awareness of Other

departmentsNo. of

Respondents% of


Table No.9

Figure No.9

Interpretation:

The table shows that 78% of the respondents are aware of the happenings of the other

departments of the company and 22% of the employees are unaware of the happening

of the other departments of the company.

65

10. Difference between job description and the role that is being played in the organization:-

S.NO.Organization

CultureNo. of

Respondents% of

Respondents1 Formal 58 582 Semi-Formal 32 323 Informal 10 10 Total 100 100

Table No.10


In the above table, it is clearly shows that 58% of the employees described their

organization as formal 32% of the candidates responded as semi-formed and 10%

responded it as informal. The detailed study of the organization reveals that the

culture of the organization creates on open environment where the employees can

show their creativity and innovation and much scope for the process development.

66

11. Difference between job description and the role that is being played in the organization:-

S.NO.Organization

CultureNo. of

Respondents% of

Respondents1 Both are same 71 712 Slightly different 23 233 Significantly different 6 6

Total 100 100

Table No.11

Figure No.11

Interpretation :

From the above table it is evident that 70% of the respondent job descriptions are

some with their role played in the organization 23% of the respondents said its

slightly different and 6% said that it is significantly different. This shows that most of

the respondent’s role-played matches with their job description.

67

12. Recommending others to join the company:-

S.NO. Recommending OthersNo. of

Respondents% of


Table No.12

Figure No.12

Interpretation :

The table shows that 85% of the respondents will recommend their friends of the join

this company where as only 15% study unveils that may recruitments are made

through that employee referrals & friend’s recommendations.

68

Chapter – 9Findings and suggestions

The Company is employing the right candidates at right time and at right

place.

The company is concentrating to attract the candidates mostly through the

technique of job portals and advertisements where as it is ignoring the new &

emerging techniques of recruitment.

The company is attracting the candidates by highlighting the factors like

decent salary, opportunity for growth with the company which drags many

candidates.

The company is providing proper information for recruiting the candidates like

job description, job specification & employee specification.

There is no particular time gap between the recruitment and the selection of

the candidates. The time gap extended till one month in few cases.

The recruiter is able to place the candidate at the job which he deserves. The

job performance of the candidates will increase by proper placement.

Placement is also given equal importance with recruitment and selection. This

will increase the performance of the company.

The employees are provided an open work environment where they can use

their creativity.

There is much scope for learning & growth of the employees.

The culture of the organization is formal.

Many employees have responded that they will recommend their friends to

join this organization. This gives more employee referrals for the recruitment.

69

Most of the employees are working from since three years. This shows that

they are satisfied with the jobs and with the company.

Employees want to stay for long period of time.

Suggestions

Proper advertising of CEE is to be given so that the identification with the

company increases and more and more candidates are attracted to the company

maximum utilization of employee’s energy is possible only if the placements are

made according to the capabilities, capacities, aptitudes & inclinations of the

employees. It is a positive feature identified in the company.

Management can also economize the time and money and it can justify the

purpose of the recruitment & selection.

To get the right person the recruiter should provide good advertising about the

company and provide the job description to the candidates.

Good Environment should be maintained so that the candidates all attracted to the

company which helps them to work with supportive environment.

Interview rounds for the employees should be increases so that the capable

candidates are screened out and places at the right place.

The long time gap between the recruitment & selection of the candidates will give

the negative effect to the company. In the process there may be chance of missing

the right person for the company. An ideal time gap should be maintained by the

company.

To maintain the growth of the employees, the semi formal & formal culture of the

organization should be maintained.

70

Chapter – 10Conclusion

Following are the conclusions.

HR practices held at CEE are carried out in the most efficient manner.

Recruitment and Selection process at CEE are conducted in the most simplest

manner and it has enriched my knowledge.

All the basic functions of HR has been understood very well because of the

HR professionals at CEE.

71

Chapter – 12Bibliography and Reference

Website:

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

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

http://www.answers.com/topi/human-resources?cat=biz-fin

http://www.indianmba.com/Faculty_Column/FC292/fc292.html

Books:

P. Subbaro: HRM: 2000 Indian Experience, Discovery Publishing House, New Delhi,

1992.

David A. DeCenzo & Stephen P. Robbins: Personnel/Human Resource Management,

Third Edition, Prentice Hall, Englewood Cliffs, New Jersey 07632.

Shyamal Banerjee, Principles and Practice of Management, Oxford & IBH Publishing

Co. Pvt. Ltd.

http://www.indianmba.com/Faculty_Column/FC292/fc292.html

http://www.answers.com/topi/human-resources?cat=biz-fin

http://humanresources.about.com/od/glossaryh/f/hr_management.htm

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

72

ANNEXURE

Survey on Employee Perception on Recruitment and Selection

Process of CEE

Name:

Designation:

Qualification;

1. What is your opinion on the Recruitment & Selection process in CEE

a) Excellent b) Good c) Average d) Bad

2. How long have you been working with CEE?

a) 0-1 year b) 1-3 yrs c) 3-5 yrs

3. How did you come to know about the vacancy, when applying at CEE?

a) Advertisement b) Walk-Ins c) Job Portals d) Campus Placement

4. Which of the following attracted you to apply for the job at CEE?

a) Decent Salary b) Opportunity for growth

c) Job security d) Identification with the company

5. What information does the recruiter provide to attract the candidates?

a) Job description b) Job specification c) Employee specification d) None

6. What do you prefer to know before applying for the job?

a) Job description b) Job specification

c) Job responsibilities d) Employee specification e) Alt the above

73

7. What do you think is the time gap between recruitment and selection process?

a) 1 week b) 2 weeks c) 3 weeks d) 1 month

8. Are your academic studies related to the work you perform?

a) Yes b) No

9.. Are you aware of the happenings of other departments of the company?

a) Yes b) No

10. How do you describe the organization?

a) Formal b) Semi-formal c) Informal

11. How is your job description different from your role being played in the

organization?

a) Both are same b) Slightly different c) significantly different

12. Would you recommend your formal colleagues or friends to join this

organization?

a) Yes b) No

Recuritment and Selection at Centre for Environment Education-project

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