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SUMMER TRAINING REPORTOn
SELECTION & RECRUITMENT at
TRACO CABLE COMPANY, THIRUVALLA
Submitted in partial fulfillment of the requirements for the award of
2 year full-time PGDM programme at Accurate Business SchoolGreater !oida
Under the Gudan!e "#$ Su%tted %'$
SMITA SONA SHI(I M ABRAHAMR"))* N"$ +M -.-/
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DECLARATION
I SHIJI M ABRAHAM hereby declare that the project report entitled
RECRUITMENT & SELECTION PROCESS AT TRACO CABLE COMPANY
Submitted in partial fulfillment of the requirements for the degree of PGDM to Accurate
business school Greater !oida is my original "or# and not submitted for the a"ard of any
other degree diploma fello"ship or any other similar title or pri$es% I "ould li#e to category
mention that all the information that ha&e been collected analy$ed and #no"n for the project
is entirely authentic possession of mine
S'I(I M A)*A'AM
Date+
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ACKNOWLEDGEMENT
I "ould li#e to e-press my profound gratitude to my research guide Ms Smita sona ofPGDM department A../*A0 )/SI!SS S.'223 G*A0* !2IDA of her &aluable
guidance 4 encouragement in completing this "or#%
I e-press my sincere gratitude to the senior manager for granting permission to do the project
"or# at 0*A.2 .A)3 .2MPA!5%
At the outlet I besto" my sincere than#s to Mr% *%S S*!I6AS Manager P4A for the
guidance to achie&e the goal of selection 4 recruitment study%
I am grateful to Ms 3e#shmi !air officer P4A for gi&ing me her &aluable assistance at
e&ery stage of my study%
I shall e-press my deepest gratitude to the other member of company for immense help 4
cooperation%
0'I*/6A33A S'I(I%M%A)*A'AM
Date
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INTRODUCTION
TRACO CABLE COMPANY
0*A.2 .A)3 .2MPA!5 a premier Berala go&t% company
.ommenced operation in year 1@=; manufacturing high quality electric cables 4 "ires
technical collaboration "ith MS Belsey ngineering .ompany 3td .anada% since 0raco has
been in the forefront in meeting the needs of public sector underta#ing in India li#e *ail"ays
lectricity board of &arious states in the country and others for AA.A.S* Po"er 4
signaling cable%
0he company has t"o manufacturing di&ision one is one is po"er cable di&ision and other is
telephone cable di&ision% 0he po"er cable di&ision commissioned in 1@=< has facilities for
manufactured P6. insulated armoured and unarmoured hea&y duty cable up to 11#& "ith
copperaluminium conductors% All these type of cables are used for electrical transmission
and distribution system%
0*A.2 has recei&ed an industrial license number .337;@E?F dated on !o&ember 1@?
from go&t of India under the industrial de&elopment act 1@
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1.1 WHY HUMAN RESOURCE MANAGEMENT IS IMPORTANT
An organi$ation is nothing "ithout human resources% 8hat is I)M "ithout its employees
Same is in a hotel industry% It is totally based on managing people or manpo"er in an
efficient "ay%
8hen "e thin# about the million of organi$ation that pro&ide us "ith goods and
ser&ices any one of more of "hich "ill employ us during our lifetime often do "e
e-plicitly consider that these organi$ation depend on people to ma#e them operate It is only
under unusual circumstances such as "hen cler#s go on stri#e at our local supermar#et or
the teacherHs "al#out from our schools colleges or employees "or#ing in a hotel industry
that "e recogni$e the important role play in ma#ing organi$ation "or#%
0here are some :uestion "hich is listed do"n in order to #no" ho" important '*M is+
'o" did these people come to be employees in an organi$ation
'o" "ere they found and selected
8hy do they come to "or# on a regular basis
'o" do they #no" "hat to do on their jobs
'o" does management #no" if the employees are performing adequately If they are
not "hat can be done about it
8ill todayHs employees be prepared for the "or# the organi$ation "ill require of them in
ten t"enty thirty years
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1.2 Mn!e"ent+ It is the process of efficiently getting acti&ities completed "ith and
through other people% 0he management process includes the planning organi$ing leading
and controlling acti&ities that ta#e place to accomplish objecti&es%
8ith reference to our definition Goals are the acti&ities completedJ% 3imited resources are
implied in efficientlyJ% People are those in through other peopleJ%
#$%stgoals are necessary because acti&ities must be directed to"ard some end% 0here is
a considerable truth in the obser&ation that if you donHt #no" "here you are going any
road "ill ta#e you thereJ% 0he established goals may not so e-plicit but "here there are
no goals there may be a need for a ne" managers or no need for managers at all%
Seon' there are limited sources% conomic resources are scarce thereforeK the manager
is responsible for their allocation% 0his requires not only that manager be effecti&e in
achie&ing goals that are established but they be efficient in relating output to input% 0hey
must see# a gi&en output "ith a lo"er input that is no" being used or for a gi&en input
stri&e for a greater output% It again depends ho" much the manager #no"s about his
capacity and ho" he designs his planning structure and ho" efficiently he gi&es a better
picture and utili$es it accordingly%
Managers then are concerned "ith the attainment of goals "hich ma#es them effecti&e and
"ith the best allocation of scarce resources "hich ma#es them efficient%
0he need for t"o or more people is third and last requisite for management% It is "ith and
through people that managers perform their "or#%
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Managers are those "ho "or# "ith and through other people allocating scarce resources to
achie&e goals%
1.(HRM AND ITS #UNCTIONS
'uman resource management is concerned "ith the peopleJ dimensions in management%
Since e&ery organi$ation is made up of people acquiring their ser&ices de&eloping their
s#ills moti&ating them to high le&els of performance and ensuring that they continue to
maintain their commitment to the organi$ation are essential to achie&ing organi$ational
goals%
0o loo# '*M more specifically "e suggest that it is a process consisting of four functions+
A)st$on* De+e,o-"ent* Mot$+t$on n' M$ntenne o/ H)"n
Reso)%e.
1.(.1 AC0UISITION #UNCTION
0he acquisition function being "ith planning% *elati&e to human resource requirements "e
ne" to #no" "here "e are gi&ing and ho" "e are gi&ing to get these% 0his includes the
estimating demands and supplies of labour% Acquisition also includes the recruitment
selection and sociali$ation of employees%
1.(.2 DEELOPMENT #UNCTION
It can be seen along three dimensions% 0he first is e"-,oee t%$n$n! "hich emphasi$es s#ill
de&elopment and the changing of attitudes among "or#ers% 0he second is "n!e"ent
'e+e,o-"ent "hich concerns itself primarily "ith #no"ledge acquisition and the
enhancement of an e-ecuti&eHs conceptual ability% 0he third is career'e+e,o-"ent "hich is
the continual effort to match longterm indi&idual and organi$ational needs% It also has a
major functionK it prepares the employees to adopt change at any point of time% Since the
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scenario of the mar#et changes day by day it is &ery important for an organi$ation to #eep his
employees ready to face the change and accordingly change in order to adapt the change in
order to sustain in this competiti&e mar#et scenario%
1.(.( MANAGEMENT #UNCTION
0he final function is maintenance% In contrast to the moti&ation function "hich attempts to
stimulate performance the maintenance function is concerned "ith pro&iding those "or#ing
conditions that employees belie&e are necessary in order to maintain their commitment to the
organi$ation%
1.(.3 MOTIATION #UNCTION
0he moti&ation function begins "ith the recognition that indi&iduals are unique and that
moti&ation techniques must reflect the needs of each indi&idual% 8ithin the moti&ation
function alienation job satisfaction performance appraisal beha&ioral and structural
techniques for stimulating "or#er performance the importance of lin#ing regards to
performance compensation and benefits administration and ho" to handle problem
employees are rene"ed%
In recent years more emphasis "as gi&en on manpo"er because of the change in the society
attitude of an indi&idual etc% etc% In a study ASID i%e% the AM*I.A! S2.I05 92*
0*AI!I!G A!D D632PM!0 recogni$ed nine are of '*M%
, 0raining and De&elopment
7 2rgani$ation and De&elopment
; 2rgani$ation(ob Design
< 'uman *esource Planning
= Selection and Staffing
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> Personnel *esearch and Information Systems
? .ompensation)enefits
@ mployee Assistance
1 /nion3abour *elations
0he outputs of this model are+
11 :uality of 8or# 3ife
1, Producti&ity
17 *eadiness to .hange
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HRM MODEL
T%$n$n! n'
De+e,o-"ent
9ocus is on identifying
and assessing
Un$on4,5o)%
Re,t$on
9ocus+ Assessinghealthy
unionorgani$ation
relationship%
2rgani$ation
De&elopment
9ocus + assessinghealthy inter
relationship as bell
as intra
E"-,oee
Ass$stne #o)s +
Pro&iding personal
problem sol&ingcanceling to
indi&idual
employees
:uality of "or#life
Producti&ity
*eadiness to
change
O%!n$6t$on4Jo5
Des$!n.
9ocus + definingho" tas#s authority
and system "ill be
organi$ed
Co"-enst$on n'Bene/$t
9ocus + Assessingcompensation and
benefits
H)"n Reso)%eP,nn$n! 7
Determining the
origins major '*Mneeds strategies and
policies
Pe%sonne,
%ese%8 n'
$n/o%"t$on
sste"s
9ocus + assuring apersonnel
information base
Se,et$on n' St//$n! 7
9ocus + Matching peopleand their career needs
and capabilities "ith
join and career path
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9rom the abo&e introduction about 'uman *esource management it has been pretty clear
that ho" important is human resource and its allocation% Again it depends on human resource
planning% So the ne-t question "hich arises is "hat is 'uman *esource Planning
1.3 HUMAN RESOURCE PLANNING
It is one of the most important and essential programme of 'uman *esource Management%
'uman *esource Planning is the process by "hich an organi$ation ensures that it has right
number of people right #ind of people at the right places at the right time capable of the
right places at the right time capable of effecti&ely and efficiently completing those tas#s
"hich "ill help the organi$ation to achie&e its o&erall objecti&es as "ell as goals% 'uman
*esource Planning then translation the organi$ationHs objecti&es and plans into the number
of "or#ers needed to meet those objecti&es% 8ithout clearcut planning estimation of
organi$ationHs human resource need is reduced to more guess"or#%
2f all the MSJ in management Ethe management of materials machines methods money
moti&e po"erF the most important is MJ for men or manpo"er% Manpo"er is a primary
resource "ithout "hich other resources li#e money machines materials can not be put to use%
&en in the age of computer and *obert it requires human resources to e-ecute it and plan
further impro&ement% It is the most &aluable asset of an organi$ation%
If people of poor caliber are hired nothing much can be accomplished and GrasismHs la"
"ill "or# the bad people "ill dri&e out the good car cause them to deteriorate%
2rgani$ation of men for managing a purpose is ageold e&en though this science of
management is yet in a de&eloping stage especially in de&eloping countries%
ffecti&e utili$ation of manpo"er resources is the #ey note of manpo"er management% &er
since the factory system production managers ha&e de&oted a great deal of time and effort to
the physical organi$ations of the industry% During the nineteenth .entury the a&erage
employer in their efforts to reduce costs centrali$ed their attention upon management of men
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and machines% Man management is basically concerned "ith ha&ing right type of people
a&ailable as and "hen required and impro&ing the performance of the e-isting people to
ma#e them more producti&e on their job%
*ecruitment forms the first stage in the process "hich continues "ith selection and ceases
"ith the placement of the candidates% It is the ne-t step in the procurement function the first
being the manpo"er planning% *ecruitment ma#es it possible to acquire the number and
types of people necessary to ensure the continued operation of the organi$ation% *ecruiting is
the disco&ering of potential applicants for actual or anticipated organi$ational &acancies% In
other "ords it is a lin#ing acti&ity bringing together those "ith jobs and those see#ing jobs%
ItHs purpose is to pa&e the "ay for the selection procedures by producing ideally the smallest
number of candidates "ho appear to be capable either of performing the required tas#s of the
job from the outset or of de&eloping the ability to do so "ithin a period of time acceptable to
the employing organi$ation% 0he smallest number of potentially suitable candidates can in
theory of course be any number% 0he main point that needs to be made about the recruitment
tas# is that the employing organi$ation should not "aste time and money e-amining the
credentials of people "hose qualification do not match the requirements of the job% A primary
tas# of the recruitment phase is to help "ould be applicants to decide "hether they are li#ely
to be suitable to fill the job &acancy% 0his is clearly in the interest of both the employing
organi$ation and the applicants%
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1.3.1 SCOPE O# THE STUDY 7
0he organi$ational study is conducted to ha&e practical #no"ledge about the &arious
functions4 acti&ities of an organi$ation% 0he study done in 0raco .able .ompany helped to
attain the aim of study%
1%;%, OBJECTIES O# STUDY
0he main objecti&es of organi$ational study are
aF 0o #no" the objecti&e 4 aims of the company%
bF 0o ascertain "hether the company is in profit or loss%
cF 0o #no" the acti&ities of the company%
dF0o #no" the duties 4 responsibilities of different officials in the
company%
eF 0o #no" more about products of the company%
fF 0o #no" more about customer relationship of the company%
gF 0o #no" about "elfare measures adopted by the company%
1.3.( SIGNI#ICANCE O# STUDY 7
0he academic curriculums pro&ide only an outline &ie" about theoretical aspect
of different type of companies %0he organi$ational study helps us to familiari$e "ith the
practical side of the organi$ational function% 0his study helps us to find real organi$ational
position apart from studies% 0o #no" the history of company%
1%;%; PURPOSE O# THE STUDY 7
0he objecti&e of the study is to analyses the actual recruitment process in 0*A.2 and to
e&aluate ho" far this process confirms to the purposes underlying the operational aspects of
the industry% 'o" far the process is accepted by it And "hat are the options of the family
members of the organi$ation 0he study on recruitment highlights the need of recruitment in
0*A.2 .A)3 .2MPA!5%
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1.3.9 LIMITATIONS7
1% 0he major limitation "as limited time period of study%
,% 0he time limit "as ;< days only%
7% 0he incon&enience of employees due to their busy schedule "as another major
obstacle%
;% 0he company "as not ready to gi&e "hole data because they need to maintain
secrecy of data "hich affected the study to great e-tent%
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1.3.: METHODOLOGY 7
0he study is carried on in a proper planned and systematic manner% 0his methodology
includes
EiF 9amiliari$ation "ith the organi$ation%
EiiF 2bser&ation and collection of data%
EiiiF Analysis of data%
Ei&F .onclusion and suggestion based on analysis%
1.3.; HYPOTHESIS
0he organi$ation follo"s a systematic recruitment process "hich contributes to"ards
continuous flo" of production "ithout shortage or e-cess of labours%
1.3.< SAMPLING
0he study co&ers 1 e-ecuti&e , employees from different departments sections of
0*A.2 as sample in order to elicit rele&ant facts% Since it is not possible to approach each
and e&ery manpo"er of the organi$ation%
1.3.= UNIT O# STUDY7
An e-ecuti&e and a "or#er irrespecti&e of their position and placements in any of the
departments of the organi$ation is considered as unit of study%
1.3.1> SOURCES O# DATA COLLECTION7
0he primary as "ell as the secondary sources "as used for collection of data% In primary
source of data collection the inter&ie" schedule and questionnaire and opinion sur&ey "ere
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used and in secondary source of data collection rele&ant records boo#s diary and maga$ines
"ere used% 0hus the sources of data collection "ere as follo"s+
1.3.11 SOURCE O# DATA COLLECTION
PRIMARY SECONDARY
1% Inter&ie" schedule 1% Diary
,% :uestionnaire ,% )oo#s
7% 2pinion Sur&ey 7% 2ther records
;% Maga$ines
0he in&estigator used structural inter&ie" schedule questionnaire and opinion sur&ey for
collection of data from primary source% Inter&ie" schedules "ere used for "or#ers clerical
category and questionnaires "ere used for super&isory and e-ecuti&e cadre and opinion
sur&ey "as used to #no" the technology perceptions thoughts and reactions of the
e-ecuti&es employees"or#ers and trade union members of the organi$ation%
0he in&estigator used the secondary source li#e diary boo#s maga$ines and other rele&ant
records for collection of data to #no" about the industry as "ell as the respondents%
1.3.12 TABULATION* ANALYSIS AND INTERPRETATION7
After completion of data collection the editing of the responses go obtained "as done% 0his
edited data further codified and code boo# "as prepared% 2n the basis of these tables the
data "ere interpreted and analyses and conclusion "as dra"n%
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TRACO CABLE COMPANY
0raco .able .ompany "as incorporated in year 1@=%0he total paid up is 1;@%, la#h of
"hich 1,>%1> la#h E?=%=LF are held by the go&t of Berala% 0his is go&t of Berala
underta#ing%
0he company has no" t"o manufacturing di&ision they are po"er cable 4 telephone cable
di&isions as first step to"ards di&ersification and e-pansion% 0raco commenced product of
paper insulated lead sheated polythene jac#eted copper telephone cables in 1@>; "ith
technical assistance from MS 'I!D/S0A! .A)3 30D% 0hese cables are used to
subscribe connection of telephones are generally laid underground in &ie" to enlarge
acti&ities%
0he po"er cable di&ision commissioned in1@=< has facilities for manufacture P6. insulated
armoured 4 unarmoured hea&y duty cables up to 11#& "ith copperaluminum conductors
P6. insulated "ires 4 fle-ible 4bare aluminum conductors%
It had recei&ed an industrial license no c#+7;@E?F dated ,@111@? from go&t of #erala
under I*DA in 1@
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0he range consist of underground armoured 4 unarmoured jelly filled telephone cables Arial
cables 4 P6. cables besides AA. A.S* P28*.2!0*23 etc%
Superiority of 0raco .able .ompany in a result of better ho" combines "ith latest
sophisticated machinery 4 equipment employed in their manufacture% Gregarious quality
control is maintained at e&ery stage of manufacture "hich ensure only product better than
prescribed standard are allo"ed to go but to mar#et for quality 4 dependability%
2.1 OBJECTIE O# COMPANY
2bjecti&e of 0raco .able .ompany can be di&ide into t"o
Primary
Secondary
0he standard primary objecti&e of 0raco cable company as follo"s
.reate 4 distribute production or ser&ice
Profit for o"ner
Physic income
Pride in "or#
Security
*ecognition
Acceptance
0he secondary objecti&es are
conomy of operation in meeting primary objecti&e
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ffecti&eness of operation in meeting primary objecti&e
0he function of traco .able .ompany
Acceptance order from customer
Purchasing of ra" material
Manufacturing cables
Dispatching finished goods to customers
Departments of traco cable company
9inance department
Personal 4 Administrati&e department
'* department
:uality 4 Assurance department
Production 4 Maintenance department
Stores department
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2.2 #$,$t$es o/ T%o 5,e o"-n
0he plant comprise of total acre of 1?% It "as de&eloped by MS General cable%
0he po"er cable Di&ision commissioned in 1@=
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ducation 4 training too% 0he collaboration of project ha&e underta#en to tracoHs
Personnel in production operation of machinery 4 equipment 4 in testing the
*a" materials 4 finished goods%
2.( PRODUCT PRO#ILE
Po"er cable "ith aluminium conductor
P6. insulated 4 sheated armoured unarmoured aluminum po"er cable
11&% Grade specification IS 1
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energy conser&ation moment% All aluminium conductors mar#ed by
superior to A.S* are follo"s
'igh strength or "eight ratios ,1 to ,= L higher as compared to A.S*
reduction of tension is ,1 to ,7 L
'igh electrical conducti&ity conductor is =L 11L higher than A.S*
lo"er A. resistance 4 hence considerable decrease in line losses%
Great abrasion and creap resistance abrasion resistance of alloy is more
0han that of .G grade aluminium%
2.9 DEPARTMENT PRO#ILE
2.9.1 #INANCE
9inance manager is the head of finance dept %0he finance manager has
senior A. 4 system officers under him to assist in daily acti&ities%
9inance function is the most important of all business function% 0he need
2f money is continuous% 0he management should ha&e an idea of using
More profitability% It may easy to raise fund but it may difficult to repay
them the inflo" 4 outflo" of fund should be properly matched%
2.9.1.1 #UNCTIONS O# #INANCE DEPARTMENT
9inancial 4 budgetary control
Accounting of e-penditure on "or#
Dealing of budget estimated 4 financial statement
Payment of salary 4 other dues to employees
.osting of operation to facilitate cost control
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0he finance dept is responsible for #eeping of &arious financial A. of
company% It is headed by an officer "ho directly report to "or# manager%
0he clerical staff assist the officer requisitions for local purchase are
Passed to finance dept "hich pro&ide the finance thus dept does the
material requisition analysis%
2.9.1.2 SOURCE O# #UND
I!0*!A3 S2/*. A*
Share capital authori$ed capital of 1;>
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'ouse rent allo"ance
8ashing allo"ance
arned lea&e encashment
Gross earning
DD/.0I2!
P9
*ent reco&ery
SI
GSI3
P3I
.anteen
Societies
2thers
AD6A!.S
School ad&ances
Salary allo"ances
6ehicle allo"ances
2ther allo"ances
0he o&erall monetary function of traco ltd are controlled 4 e-tinct by
9inance dept their dept efficiently deals "ith
8ages
P9
Sales ta-
S
.entral e-cise
.ash 4 ban# dealing
2.9.2 PERSONAL & ADMINISTRATION DEPARTMENT
In 0raco .able .ompany the personal 4 administration department ta#e
care of "hole man po"er employed in the company% An officer assist the
Manager%
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2.9.2.1 #UNCTIONS
839A* 9/!.0I2!
0he function of dept require pro&iding "elfare acti&ities such as
Subsidi$ed canteen facility uniform glo&es safety shoes transportation
9acility etc%
2.9.2.2 WAGES & SALARY ADMINISTRATION
0he "age system used in traco is time "age system% Punch card
method is used for time #eeping% 8or#ers are allo"ed to "or#
o&ertime "ith the prior consent from the respecti&e superior%
2.9.2.( PERSONAL #UNCTION
It include time #eeping 4 shift allocation of "or#ers %0he personal
dept does the allocation of shift timing% 0here are 7 shifts "ith 1
general shift% 0he general shift is from @am
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2.9.2.9 INSURANCE SCHEME & ALLOWANCE
In the traco cable company there are different type of insurance 4 allo"ance%
0he main insurance scheme is SI Employees state insuranceF the other
insurance and national insurances medical claim accident claim etc%
,%
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3abour are the needs of the company% 3abourers of traco .able .ompany play
an important role in production% .lassification of "or#ers in traco cable
company are
.AS/A3
.2!0*A.0
P*2)A0I2!*
P*MA!!0
S/)S0I0/0
0*AI!
0MP2*A*5
APP*!0I.S'IP
1F .AS/A3 82*B*K .asual "or#er is one "hose employee is of casual
nature% 0here are 1= casual "or#ers for loading 4 uploading the product%
,F .2!0*A.0 82*BMA!K
.ontract "or#man is one "ho is ta#en in the factory or office purely
on contract basis for not more than 7 years%
7F P*2)A0I2!*K
Probationer is one "ho is pro&isionally employed to fill a permanent
&acancy in past 4 "ho has not been confirmed in "riting%
;F P*MA!!0 82*BMA!K
7,
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Is one "ho has been engaged on "or# of a permanent nature 4 "hose
appointment has been confirmed by an order in "riting by management%
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0raining helps the employees of 0raco cable to familiari$e "ith the
production 4 other process of company%
,%
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)F 26*0IM A3328A!.K
.ompany pro&ide rupees ; min to those employees "ho do o&ertime
.F .2!65A!. A3328A!.K
.ompany "ill ta#e ;L of employeeHs transportation charge
DF '*A
F A00!DA!. )2!/S
0he company pro&ide bonus to those employees "ho ha&e ,< days
attendance they "ill get 7 days salary as bonus%
839A* 9/!D
&ery employees shall be gi&en *s
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*eporting
2.9.3 PRODUCTION DEPARTMENT
0he production dept is concerned "ith production 4A.S* 4 8eather
cables% 0he main ra" material used in production is aluminium
conductor @%
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2.9.: 0UALITY ASSURANCE & CONTROL DEPARTMENT
.'.BI!G 29 *A8 MA0*IA3
:uality of aluminum should be analy$ed before entering into rod brea# do"n machine "ith
the help of brea#ing load machine 4 Bel&inHs bridge machine% :uality of steel is analy$ed
"ith the help of torshan testing 4 brea#ing load machine% 9inally quality dept should
analy$e quality of finished goods by diameter measurement for measuring lay strength they
fi- a carbon paper4 a paper of A.S* cables 4 dra" line%
2.9.; MARKETING DEPARTMENT
Mar#eting dept of 0raco cables 0hiru&alla is attached to its registered office
rna#ulum% 0raco has the monopoly mar#et in A.S* 4 "eather proof cables%
Mar#eting dept attend the requirement of all type of customers% 0he "holesale 4 retail
businesses are attend "ith indi&idual case in this department%
COMPETITORS
9I!23C .A)3 30D
D302! 30D
'I!D/S0A! 30D
7>
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CONCEPTUAL #RAME WORK O# RECRUITMENT PROCESS
'uman resource Management classically pertains to planningK recruitment selection
placement induction compensation maintenance de&elopment "elfare etc% of 'uman
*esources of any organi$ation to enable the organi$ation to meet its objecti&e "hile also
enabling the human resources to attain their indi&idual goals%
As is e&ident from the definition of the concept the entire theme re&ol&es centrally around
human resource and its role in enabling simultaneous satisfaction of indi&idual and
organi$ational goals% 0he immediate conclusion that follo"s from this is that the prime
mo&ers of the organi$ation are the indi&iduals% 0he process of bringing employees into the
folds of organi$ation is termed as recruitment and can be unambiguously treated as the
central pillar for foundation stone of the entire concept of human resource management%
It is easy to see "hy recruitment has accorded such a high position out of the &arious facets
of human resource management% 0he reason is simply that unless one has human resource in
the organi$ation "hom "ill the human resource managers manage or "hose energy "ill they
channeli$e producti&ely and usefully%
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Beeping this idea into mind these Projects is an attempt to study &arious options that are
a&ailable both theoretically as "ell as practically for an organi$ation to launch itself into the
tas# of recruitment%
0he entire report is di&ided into &arious subsections "hich appear in a chronology of e&ents
that are steps in the process%
(.1 DE#INITION
0he success of and organi$ation largely depends upon the 0eam of the s#illed and qualified
human resources "ho are chosen out of number of applicants for the job% It is the primary
duty of the '*D department to procure and maintain an adequate qualified "or#ing force of
&arious personnel necessary for manning the organi$ation%
Procurement function of personnel Department includes three major subfunctions EAF
*ecruitmentK E)F Selection+ and E.F Placement on the job%
*ecruitment is the positi&e process of employment% 0he process of *ecruitment is to identify
the prospecti&e employees attract encourage and stimulate them to apply for the job
Inter&ie" the eligible and select them for a particular job in the organi$ation%
*ecruitment is a process to disco&er the sources of manpo"er to meet the requirements of the
staffing schedule and to employ effecti&e measures for attracting selection of an efficient
"or#ing force%
(.2 OBJECTIES O# STUDY
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0he objecti&e of organi$ational study are
1% 0o structure the *ecruitment policy of 0raco cable company for different categories ofemployees%
,% 0o analy$e the recruitment policy of the organi$ation%
7% 0o compare the *ecruitment policy "ith general policy%
(.( SCOPE O# RECRUITMENT
It e-tends to the "hole 2rgani$ation% It co&ers corporate office sites and "or#s appointments
all o&er India%
It co&ers "or#ers .lerical Staff 2fficers (r% Management Middle Management and Senior
Management cadres%
(.3 CATEGORICALLY CLASSI#ICATION O# EMPLOYEES O#
TRACO CABLE COMPANY
. A0G2*5 I All "or#men All Assistants EAccounts Stores 9ieldF cler# 0ypist.omputer 2perator%
.A0G2*5 II Accountant Store #eeper Super&isor up to the le&el of 2fficersDesigner P%A DP Programmer up to officer Admin% personnel
'*D officer%
.A0G2*5 III Management 0rainee Asst% ngineer ngineer Sr% ngineer Sr%Programmer Sr% 2fficer Asst% Manager Dy% Manager Manager Sr%
Manager 8or#s Superintendent%
.A0G2*5 I6 AGM DGM GM S*% G%M%
7%< 2*GA!ISA0I2! S0*/.0/* 29 0raco cableA brief introduction to D$+$s$on, 4 De-%t"ent,heads%
DIRECTOR OPERATIONS7
'e is the o&erall in charge of P4A '*D Systems 0:M and .ritical Issues%
GMPRODUCTION7
;1
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'e is the o&erall in charge of "or#s% 'e is directly in&ol&ed in production planning% 'e
formulates &arious policies for betterment of the product% 'e issues guidelines to Production
Department and :uality .ontrol Department for implementation of the policies%
P#INANCE7
'e is directly in&ol&ed in finance matters and finance policy% 'e is also in&ol&ed "ith
personnel department for "ages compensation salaries and other financial benefits%
AGM PERSONNEL & ADMINISTRATION7
'e is the o&erall in charge of personnel Administration and Industrial *elations of the group
and also o&ersees the '*D acti&ities%
SR.MANAGERCORPORATE HRD7
'*D Department is responsible for better utili$ation of manpo"er through *ecruitmentHsSelections 0raining De&elopment *etention and 8elfare of the group% It is in&ol&ed in
policy formation and its implementation%
PMHD7
'e is the profit center head of the Material 'andling Di&ision% 'e is responsible for Design
and Projects -ecution%
PBUSINESS DEELOPMENT7
'e is the main source of )usiness Procurement to M'D%
SR.GENERAL MANAGER
'e is responsible for mar#eting Design stimation and Projects Management
;,
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;7
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*.*/I0M!0 P*2.D/* I! 0*A.2 .A)3 .2MPA!5
'uman resource is a most &aluable asset in the 2rgani$ation% Profitability of the
2rgani$ation depends on its utili$ation% If their utili$ation is done properly 2rgani$ation "ill
ma#e profit other"ise it "ill ma#e loss% If a good dancer appointed as a .hief -ecuti&e
2fficer of a .ompany he may not run the business% So right man should be procured at right
place in right time other"ise their proper utili$ation may not be done% 0o procure right man
at right place in right time some information regarding job and job doer is highly essential%
0his information is obtained through (ob Analysis (ob Descriptions (ob Specifications%
0*A.2 procure manpo"er in a &ery scientific manner% It gets information by use of these
important documents li#e (ob Analysis (ob Descriptions and (ob Specifications% 8ithout
these recruitment may be unsuccessful% )efore recruit a person all information regarding job
"or#ing conditions duties and responsibilities of job doer S#ills e-periences qualifications
of an employee to do the particular job is highly essential% 0o obtain the pertinent
information regarding job duties responsibilities "or#ing conditions s#ill efficiency
education and e-perience of the employee 0*A.2 gets the help of (ob analysis job
description and job specifications%
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;%1 APP3I.A0I2! 92*MA0S
JOB ANALYSIS #ORM O# TRACO.
(ob 0itle% Date
.ode !o 3ocation %%
Department Analyst%
*eason for the job Super&ised%% 8age or salary range
*elation to other jobs+ Promotion from%% Promotion to%%
(ob summary+
8or# performed+Major duties +%
2ther tas#s +
quipmentMachines used+%8or#ing .ondition
S#ill *equirements+
ducation+ EGrade or 5earF0raining +
(ob e-perience+ EaF0ype of e-perience%%
EbF 3ength of e-perienceSuper&ision+ EaF Positions super&ised%
EbF -tent of super&ision%%
(ob #no"ledge+ EaF General EbF 0echnical
EcF Special
*esponsibility+ EaF 9or product and material %
EbF 9or equipment and machineryEcF 9or "or# of others%
EdF 9or safety of others
Physical Demands + Physical effortsSurroundings
'a$ards
*esourcefulness
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JOB SPECI#ICATIONS #ORM O# TRACO
(ob 0itle + Drill 2perator Department
(ob .ode Date%%
RE0UIREMENTS
1% D/.A0I2! + Ability to read and understand production orders and to ma#e simple
calculations% Preferably 'igh School .ertificate%
,% 0*AI!I!G A!D CP*I!.+ !o special training required% *equires one month
e-perience to learn job duties and to attain acceptable degree of proficiency%
7% P'5.IA3 992*0+ !o special physical effort is required%
;% M!0A3 SBI33+ *equires reasoning to interpret instructions and dra"ings and
productions orders% Must be able to concentrate "hen operating%
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INTERIEW SCHEDULE
Date+
6enue+
Position+
NAME O# THE CANDIDATE TIME REMARKS
INTERIEW CALL LETTER
Date Dear Sir
QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQJ
0his has reference to your application for the abo&e mentioned position in our organi$ation%
8e are pleased to in&ite you for a meeting "ith the undersigned
on%ata%m%p%m% please confirm this appointment%8e ha&e enclosed a blan# personal Data 9orm% Please fill this in and bring "ith you along
"ith your educational and e-perience certificates testimonials in original for the meeting%
!o 0ADA shall be admissible for attending this inter&ie"%
5ou "ill be reimbursed to and for train fare by 1st ,ndclass for attending this inter&ie"%
8e ta#e this opportunity to than# for the interest you ha&e sho"n in joining our organi$ation%
5ours sincerely
;?
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9or TRACO CABLE COMPANY.
Authori$ed SignatoryPreliminary inter&ie" of the candidates is conducted by '*D based on Personal Data 9ormat
gi&en belo" filled up by the candidate "ith the help of technical person along "ith the Dept%
'ead%
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TRACO CABLE COMPANY.
Address+
PERSONAL DATA #ORM
P2SI0I2!APP3ID 92*
S2/*.
!ameQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQSurname 9irst !ame Middle !ame
Present AddressQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
QQQQQQQQQQQQQQQQQQQQQQQQQQQQPhoneQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
permanent Address
QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
QQQQQQQQQQQQQQQQQQQQQQQQQQPhoneQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
Date of )irth+ *eligion+ !ationality+
Marital Status+ Se-+ Date of Marriage+
3anguages Bno"n Spea# *ead 8rite
QQQQQQQQQQQQQQQQQ
QQQQQQQQQQQQQQQQQQ
9atherHs !ame
4 2ccupation
Spouse !ame+2ccupation
!o% of children+
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E')t$on, 4 P%o/ess$on, 0),$/$t$on St%t ?$t8 Ltest De!%ee4 D$-,o"
Degree
Diploma
Institution
/ni&ersity)oard
5ears
9rom 0o
Main Subject Di&ision 4
L of mar#s
Publication 4
Membership
Special Interest'obbies
mployment *ecord+ EStarting from present to first oneF
Period9rom 0o
!ame ofmployer
Designation
!ature of DutiesPerformed
GrossSalary
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Det$, o/ P%esent S,%
)asic '*A .on&eyance )onus 30A Medical Superan
nuation
P%9% 2thers
Salary -pected+
(oining 0ime *equired+
Are you ready "or# any "here in India+
*elati&es 4 Acquaintances in 0..
!ame Designation Department *elation
Any other information "hich you thin# should be ta#en into account "hile
considering your candidature
*eferences+ please gi&e name and address of t"o persons "ho #no"s you
professionally or under "hom you ha&e "or#ed%
!ame+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
!ature of
Acquaintance+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
Position+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
Address+ QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
0el %+ 2ff%+QQQQQQQQQQQQ *es%+QQQQQQQQQQQ2ff%+Q QQQQQQQQQQ *es%+QQQQQQQQQQQ
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Declaration+
I hereby authori$ed &erification of all statements in the record and shall agree to
produce any documentary e&idence in proof of abo&e statements as desired by !P3% I
certify that all the abo&e statements are true and understand that misrepresentation or
mission of facts called for in this from "ill cause separation from the companyHs
ser&ices "ithout any notice or compensation%
DateQQQQQQQQQQQQQQQQ SignatureQQQQQQQQQQQ
#OR O##ICE USE ONLY
0est Performance
INITIAL INTERIEW NOTES
1% P*S2!A3I05
,% MA0/*I05
7% .2MM/!I.A0I2!;% S39.2!9ID!.
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(oining Date+ Probation Period+
DA0 '2D '*DDP00%
9inal appro&al for Asst% Manager and abo&e is after final inter&ie" by the MD%
0ra&el -penses to outstation candidates are reimbursed as per the tra&elling rules e-isting inthe company in format gi&en belo"%
ACCOUNTS DEPARTMENT
OUTSTATION CANDIDATE
TRAEL E@PENSES REIMBURSEMENT
!AM 7
ADD*SS 7
I!0*6I8 DA0 7P2SI0I2! 7
DA0 P3A.E9*2M02F 9A* EAM2/!0 *S%F
TOTAL 7
DA0 7
SIG!A0/* 29 0' .A!DIDA0 '*D DPA*0M!0
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After final selection 3etter of Intent is issued in the follo"ing format
LETTER O# INTENT
8ith reference to your application and the subsequent inter&ie"s you had "ith us "e are
pleased to offer you the position of QQQQQQQQQQQQQQJ in our organi$ation at mutually
agreed terms and conditions based at QQQQQQQQQQQQQQQ% 'o"e&er you are liable to be
transferred to any of our sites sister concerns associates companies at the sole discretion of
the management%
5ou "ill report for "or# on QQQQQQQQQQQQQatQQQQQQQQQQQQQQ failing "hich this offer "ill
stand automatically "ithdra"n% 0he detailed letter of appointment "ill be issued to you on
your joining%
Please submit the follo"ing documents at the time of joining+
1. 7 passport si$e photographs%
2. .opy of last appointment letter relie&ing letter 4 salary certificate%
(. Photocopies of educational and e-perience certificates%
Please sign you to our organi$ation and "ish you a successful career "ith us%
5ours sincerely9or TRACO CABLE COMPANY.
Authori$ed Signatory
;%, (2I!I!G 92*MA3I0IS
2n the joining detailed appointment letters are issued as per belo" mentioned le&els+
1 APP2I!0M!0 300* 3anguage for belo" Asst% Manager le&el is gi&en in the
follo"ing format %
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BELOW ASSTT. MANAGER LEEL
Dated+
LETTER O# APPOINTMENT
Dear Mr% QQQQQQQQQQQQQQQQQQQQQQQQQQ
8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQQQQQQdated QQQQQQQQQQ "e are
pleased to appoint you as QQQQQQQQQQQQQQQQQQQQ on the follo"ing terms and conditions+
1F 2rdinarily your period of probation "ill be S$ "ont8s "hich could be further
e-tended for a period not e-ceeding three months and during probationary
periode-tended probationary period your ser&ices are liable to be terminated "ithout
any notice or "ithout assigning any reason or compensation in lieu thereof%
2 EMOLUMENTS7
AF you "ill be paid follo"ing emoluments+
)asic Salary + *s% QQQQQQQQQQ p%m%
'ouse *ent Allo"ance + *s% QQQQQQQQQQ p%m%
3ocal 0ra&elling -penses + *s% QQQQQQQQQQ p%m%
5ou shall also be entitled to benefits li#e )onus Gratuity P9 SI 4 3%0%. as per
rules of the company%
)F 9urther increment "ill be based on efficient satisfactory and loyal discharge of duties
and may be "ithheld in case the standard of "or# and conduct is found subnormal of
may be accelerated in case the same is adjudged to be commercial at the discretion of
the management%
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7F 5our place of posting "ill be at our QQQQQQQQQQQQQQQQQsituated at
QQQQQQQQQQQQQQQQQQQQ% 'o"e&er you are liable to be transferred to any of our
sitesfactoryoffice at the discretion of the management%
3. During the period of your employment you shall not secure or try to secure any other
post and underta#e any course of study or "or# on part time basis "ithout the
pronouncement or the Management in "riting% 5ou "ill also not hold any office of profit
outside the company or engage yourself in any other trade or business either part time or
full time "hether for profit or gain or on honorary basis or other"ise engage in an
insurance agency or commission agency etc% "ithout the prior "ritten permission of the
management%
9. 5our hours of attendance shall be regulated to suit the duties entrusted to you from time
to time subject to the statutory pro&isions%
:. 5ou shall be go&erned by the rules and regulations of the company in force from time to
time that may be applicable to you%
;. In the e&ent of your confirmation in "riting in addition to the terms and conditions
mentioned in this letter e-cept para E1F+
aF 5ou "ill be liable to be retired on your reaching the age of
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as and "hen considered necessary by a registered medical practitioner or by the
.ompanyHs medical officer%
bF 0he employment "ill be liable to be terminated on either by gi&ing one monthHs basic
salary in lieu thereof% 'o"e&er no notice "ould be necessary to be gi&en by the
organi$ation if in their opinion you are found guilty of any gross misconduct as
generally understood in employment particularly disobedience insubordination
insolence and acts sub&ersi&e of discipline habitual negligence of duties distrust
dishonesty or embe$$lement illegal stri#e habitual late attendance absence goslo"
etc%
. 5our date of joining the ser&ices in the organi$ation is
QQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQQ
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11. 0his letter is being offered to you in duplicate% In case the terms and conditions e-pressly
enumerated abo&e are acceptable to you please sign the duplicate copy of this letter in
to#en of your ha&ing read understood and accepted the terms and conditions mentioned
abo&e%
12. Please note that the court of jurisdiction shall be at ERNAKULAM.
8e "elcome you to our organi$ation and "ish you a successful career "ith us%
5ours sincerely
9or 0*A.2 .A)3 .2MPA!5
A/0'2*ISD SIG!A02*5
ACCEPTANCE
I ha&e clearly understood the terms and conditions mentioned in this letter of appointment
and I hereby accept the same%
!AM SIG!A0/* DA0
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2 Appointment letter language for asst% Manager to manager is gi&en in the
follo"ing format%
#OR ASSISTANAT MANAGER TO MANAGER
Dear Mr%Date%%
APPOINTMENT LETTER
8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQ datedQQQQQQQQQQQQQQQQ
"e are pleased to appoint you in our organi$ation on the follo"ing terms and
conditions+
1F Designation + 5our position in the company "ill be
,F Date of (oining+ 5our date of joining the ser&ices in the organi$ation is
7F Probation Period+ 2rdinarily your period of probation "ill be Si- months
from the date of joining% Management may e-tend the probation perioddepending upon your performance% 2n successful completion of probation
you "ill be issued a confirmation letter%
During the probation period your ser&ices are liable to be terminated "ithoutassigning any specific reason "hatsoe&er "ithout gi&ing any notice% After
confirmation the notice period "ill be one month or one monthHs basic salary
on either side%
;F Salary Details+
5our )asic Salary "ill be *s% % p%m%
E*upees onlyF
In addition you "ill be entitled to 'ouse *ent Allo"ance of *s%
p%m%E*upees onlyF
5ou "ill entitle to reimbursement of 3ocal 0ra&elling -penses up to a
ma-imum limit of *s% p%m% E*upees% onlyF
5ou shall also be entitled to benefits li#e SIMedical *eimbursement 30.
)onus -gratia Gratuity 4 P9 as per rules of the company%
=
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( Appointment letter language for sr% manager and abo&e is gi&en in the follo"ing format%
#OR SR. MANAGER AND ABOE
Dear Mr% % Date
APPOINTMENT LETTER
8ith reference to the offer letter no%QQQQQQQQQQQQQQQQQQQQ dated QQQQQQQQQQQQQQ "e are
pleased to appoint you in our organi$ation on the follo"ing terms and conditions+
1F Designation + 5our position in the company "ill be
,F Date of (oining+ 5our date of joining the ser&ices in the organi$ation
is %%
7F Salary Details +5our )asic Salary "ill be *s% p%m%
E*upees onlyF
In addition you "ill be entitled to 'ouse *ent Allo"ance of *s%% p%m%E*upees onlyF
5ou "ill entitled to reimbursement of 3ocal 0ra&elling -penses up to a ma-imum
limit of *s% %% p%m% E*upees %%
onlyF
5ou shall also be entitled to benefits li#e -gratia Gratuity P9 etc% as per rules of the
company%
5ou "ill be entitled to reimbursement of Medical -penses for yourself and family
the total cost of "hich shall be a ma-imum of one monthRs basic salary in a year%
5ou "ill be entitled to reimbursement of 30. equi&alent to one monthHs basic salary
per completed year of ser&ice% 5our first entitlement for 30. "ill be on completion of
1, monthHs ser&ice "ith the .ompany%
=,
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TRACO CABLE COMPANYTHIRUALLA
DA0+
'*D DPA*0M!0
JOINING REPORT
0his is to inform you that I ha&e joined the organi$ation as
2n in
Department% My present address is
0elephone !o%
And my Date of )irth is % Any change in my address "ill be intimated to
you%
!AM +
SIG!A0/*+
DA0+
;%7D2./M!0A0I2!
1% Indi&idual personal files are maintained%
,% .omputeri$ed Personal details are maintained%7% After separation also the personal files are maintained of e-employees%
;% Position "ise Data )an#s are maintained for future reference%
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Internal sources of recruitment means promotion of employees from the lo"er ran# to the
upper ran#% Majority of companies ha&e established a policy of promotion from "ithin thatis &acancies other than at the lo"est le&el are filled up by promoting the personnel to the
higher ran#% Such practice leads the healthy progressi&e atmosphere and the cost of training
and the rage of labor turno&er%
0his source of recruitment is generally adopted to fill &acancies of middle and top personnel%
E@TERNAL SOURCES7
It is al"ays not possible to recruit the employees from "ithin especially &acancies at lo"erle&el or recruitment at the time of e-pansion of the firm or "here job specification cannot be
met by the present employees the employer has to go to e-ternal sources of manpo"er
supply% Amongst the most commonly used outside sources are as follo"s+
1. ADERTISEMENT7
Ad&ertisement in ne"spapers and journals is no" an e-ternal popular source of recruitingstaff% 9or all types of types of &acancies employers resort to ad&ertising but it is the most
suitable source for filling the &acancies of technical and senior personnel% All particulars
regarding the job and the qualifications of the perspecti&e candidate are gi&en in theirad&ertisement% .andidates processing the requisite qualification apply for the job%
2. TECHNICAL INSTITUTIONS7
.ampus inter&ie" is a &ery useful source of recruitment for a full range of jobs% 0he
employment managers of the enterprises maintain a close liaison "ith the /ni&ersity and0echnical institutions% 0his method is used for recruiting 2fficer Apprentices ngineers or
Management 0rainees% 0echnical Institutions empanel the promising young talents for
employment and refer their names to the prospecti&e employers as and "hen as#ed for%
7% EMPLOYMENT E@CHANGE7
mployment e-changes are regarded as good source of recruitment for uns#illed s#illed orsemis#illed operati&e jobs% 0he job see#ers get their names registered "ith employment
e-changes managed and operated by the .entral and State Go&ernment% 0he employers
notify the &acancies to be filled in by them to such e-changes and the e-changes refer the
names of prospecti&e candidates to them%
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;% PRIATE AGENCIES7
Some pri&ate agencies are also doing a great ser&ice in recruiting technical and professionalpersonnel% 0hey pro&ide a nation"ide ser&ice in attempting to match the demand and supply
of personnel% Many pri&ate agencies tend to speciali$e supply of personnel% Many pri&ate
agencies tend to speciali$e in a particular type of jobs li#e Sales Mar#eting 0echnicalProfessional%
%UNSOLICITED APPLICATIONS7
An organi$ation of repute dra"s a steam of unsolicited applications at the companyHs office%0hese applications are screened and places in the rele&ant Data )an#s% 8hene&er needed to
locate suitable candidates for that particular s#ill these are used%
?% RECRUITMENT AT THE GATE7Sometimes direct recruitment of "or#ers is made at the gate of the factory or office%
Generally the number of &acancies nature of "or# and time of inter&ie" are notified by the
Personnel Department on the blac#board at the gate% Prospecti&e candidates attend theinter&ie" at the appointed time and get the appointment% 0his system of recruitment is
generally used to recruit the uns#illed "or#ers%
@% PART TIME EMPLOYEES7
Sometimes persons are employed to dispose of the hea&y seasonal "or# or the areas of "or#of temporary nature on part time basis% 0hese part time employees form a good source oflabours supply as and "hen &acancies occur% 6acancies are filled up among them if they
fulfill the requisite qualification to suit the jobs%
1% LEASING7
0he short term fluctuations in personnel needs may be stabili$ed through leasing of personnel
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for some specified period from other industries offices and units% 0his system of leasing has
been "ell adopted by the public sector organi$ations% 8ith the rapid gro"th of public sector
the acute shortage of managerial personnel particularly at higher le&els they borro" thepersonnel of requisite caliber from the Go&ernment Departments% At the end of their term
they are gi&en an option to choose either their parent ser&ices or the present organi$ations%
11%TRADE UNION7
In some companies trade unions also assist in recruiting the staff% 0his sense of cooperation
helps in de&eloping the better labor relations% 0his source of labor supply cannot be reliedupon on the ground that sometimes trade unions support a candidate "ho in not fit for the job
and is not acceptable to management% Such &ie" really "orsens the labor relations%
'o"e&er this method is not being adopted by out organi$ation%
3.3 SELECTION TEST
Psychological tests are essentially an objecti&e and standardi$ed measure of a sample ofbeha&ior% 2bjecti&e of this definition refers to the &alidity and reliability of measuring
instruments% It also means the job relatedness of the test%
KINDS O# TEST
.hapter 1 9ollo"ing tests are adopted for selection+
1% Achie&ement,% Aptitude
7% Interest
;% Personality% Inter&ie"
1. ACHIEEMENT TESTS
0his test measures a personHs potential in a gi&en area% 0his test measure the s#ill "hichin&ol&es performance of a sample operation requiring speciali$ed s#ill and belie&ed to be
satisfactorily ans"ered by those "ho ha&e some #no"ledge of the occupation and trade%
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,% APTITUDE TEST
0his measures ability and s#ills% Specific aptitude tests ha&e been designed for jobs thatrequire clerical mechanical and manual de-terity% Aptitude tests do not measure moti&ation%
Aptitude test is supplemented by interest and personality test%
7% INTEREST TESTS
0his test has been designed to disco&er a personHs area of interest and do identify the #ind of"or# that "ill satisfy him%
;% PERSONALITY TESTS
Personality tests assess indi&idualHs moti&ation predisposition and other pattern of beha&ior%
0he personality tests more often than the intelligence achie&ement or aptitude tests predict
performance success for jobs that require dealing "ith people% Dimensions of personality
such as interpersonal competence dominancesubmission ability to lead and ambition aremore suitably measured by the personality test%
9. INTELLIGENCE TEST
0his tests generally aptitude ones% 0he scores on intelligence tests are usually e-pressed as
Intelligence :uotient EI:F "hich are calculated by the follo"ing formula%
Mental Age
I: - 1Actual Age
:. LEADERLESS GROUP DISCUSSION
0he essential feature of this technique is that instead of the candidates being inter&ie"ed
separately they are brought together in group of si- to eight for informal discussion andabsol&ed and e&aluated by the selectors% 0he t"o #inds of group discussions are one "here
the group is gi&en a problem to discuss and the indi&idual member is free to choose his o"n
approach to sol&ing this problemK and t"o "here each indi&idual is allotted an initial
position and supplied "ith supporting information to defend his position%
0he ad&antage of this method is that the decision to hire a person can be made "ithin a &eryshort time and the selector can e&aluate the candidateHs personality or leadership qualities
&ery "ell%
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;. INTERIEW TECHNI0UES
0he inter&ie" technique consists of interaction bet"een inter&ie"er and inter&ie"ee
EapplicantF%9ollo"ing are the methods of inter&ie" technique+
1% PRELIMINARY INTERIEW
0hese inter&ie"s are preliminary screening of applicants to decide "hether a more detailed
inter&ie" "ill be "orth"hile% 0he applicant is gi&en job details during the inter&ie" to afford
him freedom to decide "hether the job "ill suit him% It is argued that preliminary inter&ie"sare unsatisfactory first because they might lead to the elimination of many desirable
candidates and second because inter&ie"s may not ha&e much e-perience in e&aluating
candidates% 0he only argument for this method is that it sa&es the companyHs time and money%
,% DEPTH INTERIEW
Depth inter&ie"s co&er the complete life history of the applicant and include such areas as
the candidates "or# e-perience academic qualifications health interests and hobbies% It is
an e-cellent method for e-ecuti&e selection performed by qualified personnel% It is ho"e&er%.ostly and time consuming%
7% OATTERNED INTERIEW
Patterned inter&ie"s are a combination of direct and indirect questioning of the applicant%
8hat is to be as#ed is already structured% 0he inter&ie"er has certain clues and guidelines to
areas "hich should be probed deeply% 0he inter&ie" also encourages the candidate to e-pressthe rele&ant information freely%
SELECTION METHODS
A &ariety of methods is used to personnel% 0he selection pattern is not common for all
organi$ations% It &aries from one to another depending on the situation and needs of the
organi$ation%
APPLICATION BLANK
0he application blan# is a highly inter&ie" in "hich the questions are standardi$e and
determined in ad&ance% It tests the applicantHs ability to "rite organi$e his thoughts and
present facts% A number of application blan#s gi&e the impression that if you ha&e seen oneyou ha&e them all% Despite the di&ersity all application blan#s essentially require three broad
categories of information%
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A% BIOGRAPHIC DATA
0his is concerned "ith such &ariables as age se- marital status and number of dependents%
0his also ha&e used items li#e the local address age pre&ious salary and age of children and
ha&e found no difference in long and short tenure employees%
)% EDUCATION AND PAST E@PERIENCE
0his is concerned "ith grade point a&erage di&ision and percentage of mar#s as
prerequisites for a job%
.% RE#ERENCES
*eferences are letters of recommendation "ritten by pre&ious employees or teachers% 0he
general format is a paragraph or so on the person% )esides inaccurate facts this can be
attributed to the refereeRH inability to assess and describe the applicant and his limited#no"ledge about him%
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DATA ANALYSIS INCLUDING OPINION SUREY O# E@ECUTIES
STA##4EMPLOYEE REGARDINDING RECRUTIMENT POLICY O#
TRACO
9.1 MANPOWER POSITION O# TRACO IN THE LAST 1> YEARS
5A* '%2
E.2*P0F
9A.02*5 9I3D 020A3
,1 ? , 1; ;1;
,, ?, , 1@ ;,=
,7 ?, ,, 1@ ;,?
,; ?1 1@? 11 ;71
,< ?1 1@< 1, ;;,= >< 1?= 11< ;17
,> >= 1@ 11? ;7@
,? >? 1@, 17 ;=;
,@ >= 1?? 17; ;=;
,1 > 1;, 1, 7?@
9rom the abo&e table it is sho"n that increase in recruitment of manpo"er is based on
a&ailability of Projects and di&ersification of business% At the saturation point of one business
it di&ersifies to another business "hich is highly required for a business house% 0here is a
little bit effect of nona&ailability of Projects and di&ersification of business on manpo"er
positions% In this "ay 0raco a&oids retrenchment and lay off and adjust the deficit and
surplus manpo"er "ithin the organi$ation%
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,; ;71 1@ ;7?,
,? ;=; ,;,%,>
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It is clear from the abo&e table that "hen recruitment of manpo"er increases profitability of
the organi$ation decreases and "hen recruitment of manpo"er decreases profitability of the
organi$ation increases% So it is clearly understood that cost benefit analysis is not done
properly before recruitment or creation of a position in the organi$ation%
9.( YEARWISE E@ECUTIES FP AND MANAGERS AND NONE@ECUTIES
FSUPERISORS AND STA##S STRENGTH O# M4S. TRACO.
5A* C./0I6S !2!C./0I6S *A0I2
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9rom the perusal of the abo&e table it is found that the ratio of span of control of 0.. is
appro-imately 1+1 "hich is &ery good for an organi$ation in increase in the producti&ity for
better cost control% )ut it may not lead to proper super&ision and quality of "or#% 2ptimum
utili$ation of none-ecuti&es staff may not be achie&ed%
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S?ot An,s$s
STRENGTHS
So$, o""$t"ent
E//et$+e Mn!e"ent Un5$se' e$stene Co""$tte' Wo% #o%e
WEAKNESS L o/ -%o/ess$on,$s" Gene%t$on !- 5et?een t8e e"-,oees. T%ns-o%tt$on
OPPORTUNITIES D$+e%s$/$t$on o/ P%o')t. E-ns$on o/ #$,$t$es.
THREATS #,o)%$s8$n! ot8e% 5,es Co"-et$t$on /%o" ot8e% ,e'$n! o"-n$es.
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#INDINGS & SUGGESTIONS
#INDINGS
1% /nder recruitment Procedures *equisition System is incorrect because the replacement
does not require fresh appro&al unless it is in place of termination%
,% 0he data ban#s are not properly maintained%
7% 0he dead biodata are ne&er being destroyed%
;% Proper induction is not gi&en to all the employees% It reser&es to only a fe" le&els%
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SUGGESTIONS
1% 9resh requisition requires appro&al and not replacement%
,% 0he Data )an#s should be computeri$ed%
7% 0he dead .6s should be destroyed%
;% ach le&el of employee should be formally inducted and introduced to the Departmental
'ead% If not all le&els at least Asst% Manager and abo&e category of employees%
% .ost benefit analysis should be alone before creating a position or recruitment of
manpo"er%
?% *ecruitment process should be fully computeri$ed%
@% -ternal source should be gi&en equal importance "ith internal source% )y "hich ne"
brain "ill be inducted in the company "ith s#ill talent efficiency etc%
1% Manpo"er planning should be follo"ed before recruiting%
11% Proper inquiry should be done regarding pre&ious employment of a candidate before
recruitment to a&oid industrial disputes%
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CONCLUSION
Studying the recruitment procedures of 0*A.2 analy$ing the respondentHs ans"ers opinion
sur&ey and date analysis the researcher came to a conclusion that 0*A.2 is a gro"ing
.ompany% It has a separate personnel department "hich is entrusted "ith the tas# of carrying
out the &arious policies programmes li#e recruitment selection training etc% effecti&ely and
efficiently% 0he business of 0*A.2 is carried on in a &ery scientific manner% In the
saturation point of business it need not "aste the time to di&ersify into the business%
Management understands the business game &ery "ell% At the time of difficulty it ta#es
necessary action to sol&e the problem% !o" the personnel department of 0*A.2 is in
infancy stage% It al"ays try to moderni$e the department% It strongly belie&es in manpo"er
position of the organi$ation because it #no"s in the absence of TMH for man all TMsH li#e
money material machines methods and moti&ation are failure% It al"ays tries to de&elop the
human resources% In the absence of right man material money machines all things "ill not
be properly utili$ed% So it al"ays recruits manpo"er in a scientific manner%
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?7
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B$5,$o!%-8
Principles of Management by #oont$ oH Donel%
Principles and practice of Management by .%)% Gupta%
'uman *esource De&elopment by /%)% Singh
Principle and practice of Management by 3% M% Prasad%
Personnel Management by .%)% Mamoria%
Management of human *esource%
Dynamic of personnel administration by M%!% *udrabasa&araj%
Personal Management and industrial relation by *%S Da&ar%
8orld *esources by M%S #ar%
"""%traco cable%com
"""%domainQb%com
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ANNE@URE 1
0UESTIONNAIRE TO E@ECUTIES
1% aF !ame of the respondent +
bF Date of joining+
cF mployment !2+
dF Designation+
eF Department+
,% Details of the 2rgani$ation+
aF !ame +
bF Address+
cF !ature of Production+
dF 3ocationK
eF EiF Are the organi$ational acti&ities
.oncentrated any"here E5es!oF
EiiFIf yes then "here
fF 8hen started
gF Production figure of last 1 years
YEAR TARGET ACTUAL PRODUCTION
1@@@
,
,1
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,,
,7
,;
,
,?
hF .apital in&ested in the last 1 years+
5A* .API0A3 I!6S0D
1@@@
,
,1
,,
,7
,;
,
,?
iF EaF "or#force strength E1 yearsF
i% 1@@@ , ,1 ,, ,7 ,; ,< ,= ,> ,? /ns#illed
ii% Semis#illed
iii% S#illed
i&% 'ighly s#illed
EbF mployees strength E1 yearsF
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Managerial !o% 1@@@ , ,1 ,, ,7 ,; ,< ,= ,> ,?
Super&ising !o%
.lerical !o%
2thers !o%
jF EaF 2rgani$ation .hart+
EbF Method of "age payment ELage of employee co&eredF
0ime rate
Piece rate
Any other method
E.F 9actors "hich influence "age determination for different categories of "or#ers%
EdF Method of "age determination
EiF .ollecti&e bargaining
EiiF 8age board
EiiiF Any other method
7% Are you satisfied in your job Satisfied!otSatisfied
iF Are you satisfied "ith the e-isting manpo"er position your department
ESatisfied!onSatisfiedF
iiF If not do you need more manpo"er in your department E5es!oF
iiiF Is it justified according to your "or#load E(ustified!ot (ustifiedF
i&F Bindly gi&e reasons for your ans"er in brief%
;% EiF 'o" do you ascertain the need of manpo"er in your department Mention thetechnique of manpo"er assessment%
EiiF8hether the planning period is long rangeMedium rangeShort range%
EiiiF8hether the process of recruitment is appro&ed by top management%
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EiF 0hrough e-ternal source
EiiF 0hrough internal source
EiiiF 2r the both
EbF Are you satisfied "ith the e-isting recruitment system of the organisation E5es!oF
EcF Bindly gi&e reasons foe your ans"er briefly%
=% 8hile recruiting the ne" personnel+
EaF Is there any job e&aluation or job analysis procedure adopted E5es!oF
EbF Is there rate of labours turn o&er e-actly calculated E5es!oF
EcF 8hat are the requisite sources to fill the &acancies
EiF 0hrough employment e-change
EiiF Ad&ertising through 0%6 *adio Maga$ines and other (ournals%
EiiiF 0hrough campus inter&ie"%
Ei&F 0hrough management consultancy%
E&F At factory gate from any reliable source
>% "hile the selection procedure is going on
EAFIs the inter&ie" conducted in a special roomE5es!oF
EbF 8hether the organi$ation conducts "ritten test&erbal testthe both
EcF 8hether the inter&ie"er are company menoutsider the both
?% After selecting the candidate
EiF Is the induction programme being conducted E5es!oF
EiiF Is proper placement offered to the candidateE5es!oF
@% Is performance appraisal conducted for recogni$ing the efficiency in the performance of
employees E5es!oF
1% EaF Is there any pro&ision for imparting training facilities to the employeesE5es!oF
c EbF 8hich type of training for imparting training facilities to the employeesE5es!oF
d EcF In present conte-t "hich type of training you considered as appropriate
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EdF Do you feel that training helps in recruitment policy E5es!oF
11% EaF Is there any promotion facility pro&ided to the employees in your organisation
E5es!oF
EbF If yes is it gi&en on the basis of fficiencySenioritythe both
1,% EaF 8hat are the "elfare amenities pro&ided in your organi$ation
.rUche 5es!o
.anteen 5es!o
*ecreation 5es!o
Medical 5es!o
.on&eyance 5es!o
9ree education for children 5es!o
bF Is there any moti&ational technique adopted by the companyE5es!oF
iF If yes "hether it is financial!onfinancialthe bothiiF 8hether it is job enrichmentjob enlargementthe both
iiiF If no #indly gi&e your option
17% EaF 'o" do your manage the shortage of manpo"er in your organi$ation
)y "ay of retrenchmentlay off the both!o one%
EbF 'o" do you manage the shortage of manpo"er in your organi$ation
*ecruiting casual "or#ersngaging o&ertime*ecruiting permanent "or#ersthe both
1;% Since the technology follo" by the organi$ation is not uptodate% It needs rationali$ation
is there any future plan to bring latest technological #no"ho" E5es!oF
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ANNE@URE II
OUESTIONNAIRE TO EMPLOYEE4WORKER
1% aF !ame of the respondent%
bF Designation+
cF Date of joining +
dF 0o#en no +
eF Department +
,% aF Are you a "or#man employee in the follo"ing category permanent
0emporary .asual%
bF Are you getting "ages in piece rate 0ime rate any other method
cF Is "ages fi-ed by "age )oard .ollecti&e bargaining any other method%
dF Are you feeling any "or# load in your job 5es!o%
eF If yes do you need e-tra hands 5es!o
7% aF 'o" do you ha&e recruited
0hrough a employment e-change through union Political pressure
through relati&es%
bF Do you li#e internal source of recruitment 5es!o%
e cF Do you feel that any e-tra manpo"er is needed for your organi$ation
f 5es!o
;% aF Is there any training facility for you 5es!o
g bF If yes is it on the job training loft the job training off the job training
h 5es!o%
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i
cF Do you feel that training is ine&itable for you 5es !o
% Are you getting any moti&ational facilities 9inancial !onfinancial 0he
l both%
1% 8hat types of facilities the company is e-tending for you
.reche 5es!o
.anteen 5es!o
*ecretion 5es!o
Medical 5es!o
.on&eyance 5es!o
9ree education for children 5es!o
,% 8hether the organisation pro&ides employment opportunity to the family members in
case of death of the "or#er employee%
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0UESTIONNAIRE CIRCULATED AMONG
2> EMPOLYEES4 WORKMEN7 5es !o% !o%
*esponse
1%Are you satisfied "ith the e-isting recruitment policy in
your organi$ation
,Do you feel "or# load in your department
7% Do you feel of your optimum utili$ation
;% Do you satisfied "ith your job
% Do you feel that training imported by your
organi$ation helps in impro&ing your performance
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cF )y lay off retrenchment
@L
@L
!il
!il
!il
@L
1L
1L
1L
9rom the response indicated abo&e it appears that the pre&ailing recruitment policy has
definite impact on the organi$ation% Most of the e-ecuti&es sho"ed positi&e response to
different questionnaires by &irtue of manpo"er planning they used proposed deletion of
manpo"er planning they used proposed deletion or addition of man in the organi$ation for a
planning period% 0he e-cess or shortages are being adjusted and hence misutilisation is mere
chance% 0he e-ecuti&es did not respond to the lay off and retrenchment for reduction in
a&ailable human resources% 9orm the questionnaires it appears that the managerial staff are
only interested for filling of the &acancies of higher post from out of the internal sources%
0his attitude "ill sei$e the professional approach of the organi$ation and may not able to
induct fresh brain% 9rom the ans"ers of most of the managers it is obser&ed that they "ant
entry of ne" managers should be a&oided and fresh recruitment shall be limited up to only
staff cadre and not abo&e that% 9rom the ans"ers of most of the e-ecuti&es it appears that cost
benefit analysis is not properly follo"ed by the organi$ation and job rotation also notfollo"ed properly in the organi$ation "hich ma#e an employee all rounder in all respects%
)y "hich in the absence of an employee the "or# "ill not discontinue%
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