INTRODUCTION

INTRODUCTION

Recruitment is the discovering of potential applicants for actual or anticipated organizational vacancies. Certain influences constrain managers in determining recruiting sources such as image of the organisation, internal policies, attractiveness of the job, union requirements, government requirements and recruiting budgets.

Popular sources of recruiting employees include internal search, advertisements, employee referrals, employment agencies, schools, colleges and universities; professional organizations and casual or unsolicited applicants. In practice, recruitment methods appear to vary according to job level and skill.

Proper selection can minimize the costs of replacement and training, reduce legal challenges, and result in more productive workforce. The primary purpose of selection activities is to predict which job applicant will be successful if hired. During the selection process, candidates are also informed about the job and the organisation.

The discrete selection process would include the following: initial screening interview, completion of the application form, employment tests, comprehensive interview, background investigations, physical examination and final employment decision. In the discrete selection process, an unsuccessful performance at any stage results in the rejection of the applicant.

An alternative to the discrete selection process is the comprehensive approach, where all applicants go through every step in the selection process and the final decision is based on

a comprehensive evaluation of the results of each stage. To be an effective predictor, a selection device should be reliable, valid and predict a relevant criterion.

Selection devices provide managers with information that will help them predict whether an applicant will prove to be a successful job performer. The application blank is effective for acquiring hard biographical data, while the weighted application can provide information for predicting job success.

Traditional tests that assess intelligence, abilities and personality traits can predict job proficiency but suffer from being non-job related. On the other hand, interviews consistently achieve low marks for reliability and validity. Background investigations are valuable when they verify hard data from the application, although they offer little practical value as selection devices. Physical examinations are valid when certain physical characteristics are required to be able to perform a job effectively.

COMPANY PROFILE

COMPANY PROFILE

Amongst the various reasons behind BSL's unprecedented growth and rapid integration on the steel value chain, perhaps, the most important would be its unwavering focus on acquiring the latest technology and know-how. The most important reason behind this focus has been BSL's commitment to provide its customers with the best quality products. The result, to say the least, has been awe-inspring growth.

The Khopoli plant, commissioned in 2004 has been playing a remarkable role not only in the growth of exports, but in the production of a much wider variety of value added steel like Colour Coated Sheets, High Tensile Steel Strappings, Hardened and Tempered Strips and Precision Tubes. In addition to these, the Khopoli plant has recently launched the Galume value added steel (Aluminium & Zinc Coated Sheet) for the first time in the country.

Operating with the most advanced technology, expressed through a large fleet of latest equipment, machinery and systems, the Khopoli plant has given a tremendous boost of 425000 MT per annum to BSL's total production capacity Including 240000 MT of galvanised steel, which are further forward integrated into Colour Coated Sheet, Galume

and other value added products.

Giving a tremendous volume-thrust to the production capacity of BSL is its plant at Sahibabad, with a production of 475,000 MT per annum comprising products such as Automotive Grade C R Sheet and Galvanised Sheets.

As a strategic move to optimise the usage of resources and services, as well as to streamline the functioning of all systems and process within the organisation, BSL has recently implemented SAP (the global leader in Enterprise Resource Planning Systems). After all, with sales touching Rs. 3070 crores and installed capacity in the one million tonnes per annum range, BSL is now India's 3rd largest Secondary Steel Producer after SAIL and TISCO. BSL has the distinction of being the only producer In India of the widest width CR Sheet, besides being a preferred supplier of automotive grade steel sheets for inner and outer panels to all leading 4-wheeler and 2-wheeler manufacturers in the country.

The most brilliant milestone in BSL's journey of excellence is the setting up of a state-ofthe-art Hot Rolling Steel & Power Plant in Orissa. This Integrated Steel and Power Plant will, no doubt, put BSL firmly on the fast track of progress.

Bhushan Steel Limited, is an ISO 9002,QS 9000 certified and a company of Rs. 2868 crores ($650 million approx.).

As one of the prime movers of the Technological Revolution in the Indian Cold Rolled Steel Industry, BSL has emerged as the countrys largest and the only CR steel plant with

an independent line for manufacturing Cold Rolled coils and sheets up to a width of 1700 mm, as well as Galvanised Steel Coils & Sheets up to width of 1350mm.

The Company currently has capacity to produce ALMOST ONE MILLION MT/Annum of Cold Rolled Steel at Sahibabad and Khopoli Works .

The Company is a single-point source for a wide variety of products such as CRCA , Galvanized and Colour coated sheets, High tensile steel ttrapping, Hardened and tempered steel strips (HTSS) and Precision tubes.

EXCELLENT SURFACE FINISH

Mill Clean System With A Synthetic Coolant To Avoid Any Coolant Mark On The Strip

Electrolytic Cleaning Line To Remove Iron Fines From Strip , Which Helps In Improving The Life Of Salt Spray Test After Painting And Avoids Carbon Soot Completely . It Also Increases The Tool Life In Press Shop

Latest And Sophisticated Edt Machine To Provide Controlled Texture For Better Paint Adhesion And To Achieve Surface Roughness To Close Tolerances

On- Line Tension Levelling Equipment For Better Flatness And Controlled Elongation

Computerized Inventory Control Management And Independent Skin- Pass Mill To

Avoid Any Unwanted Storage In Between Annealing And Skinpass Process.

Kathabar Storage System To Avoid Atmospheric/Rustiness Oxidation Through DeHumidified Air..

Electro - Static Rust Preventive Oil Spray System For Controlled Oil Coating On Crca Surface . Oil Coating Can Be Maintained In Between 0.50 Gms/M To 2.00 Gms/M Per Side.

EXCELLENT MECHANICAL PROPERTIES

Practically , No Variation In Mechanical Properties Due To 100 % Hydrogen Annealing Furnace

The Raw Material Selection Is Done By Computerized Program For Different Applications

Close Tolerances On Thickness, Width And Length

- X- Ray Thickness Gauge To Measure Thickness To A Fraction Of A Micron. - Radiometrie Thickness Checking Across The Width - Automatic Computerized Thickness Control.. - Shim Less Tooling On Slitting Lines With Computerized Setting Ensures Correct Width In Close Tolerances . - Precision Cut- To Length Lines To 0.75 Mm.Ensure Length Tolerances Better Than

- Automatic Electromagnetic Stacker On Shearing Lines To Produce Scratch Free Vision Giving Definition To A Far-sighted Vision

The vision of evolving into a totally integrate steel producer, committed to achieving the highest standards of quality through cutting-edge technology, is being realised at Bhushan Steel Ltd.

If you can anchor your organist sation with a single-mindedness of purpose, for providing-the best service, technology and quality to customers and stakeholders, then you can deliver higher value for money wrthin schedule and budget, and continue to thrive even in the face of rapid change and other challenges besotting the Indian economy This is, precisely, what BSL has been doing since its inception: Acquiring the latest technology sourced from the global leaders and maintaining global quality standards; continually upgrading the steel plants and efficiently implementing projects within schedule and budget always meeting financial obligations on time and yes, these are the hallmarks of BSL's Saga of Excellence.

BSL's vision of total integration is a lot closer to realisation today. Through seamless backward integration, BSL is consolidating its position on the entire steel value chain - from iron ore to specialised, value-added steel, the company is surging ahead.

Policies

BHUSHAN STEEL LTD, SAHIBABAD

Integrated Quality, Environment, Occupational Health & Safety Management System Policy

Bhushan Steel Ltd. commits to produce cold rolled and galvanized steel sheets of world class quality in a safe, healthy and clean environment by involving employees with continual improvements in system implementation, technological advancement, operational integration, prevention of pollution & hazards maintaining

Legal compliance and satisfying needs & expectations of Customers.

For Environmental Management System we have ISO 14001:2001 Certification

For Quality System we have ISO/TS 16949:2002 Certification For Safety Management System we have OHSAS 18001:1999 Certification

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Products

Finished Product List of Sahibabad Plant 1. 2. 3. 4. 6. Cold Rolled Coil Cold Rolled Sheet Galvanised Plane Coil Galvanised Plane Sheet Galvanised Corrugated Sheet

Cold rolled coil BSL ( Formerly BSSL)is spearheading a technological revolution in Indias Cold Rolled Steel industry and, in the spirit of a true leader, is ceaselessly striving to raise the bar, achieve new milestones and set new benchmarks in terms of quality of products and degrees of customer satisfaction. The most brilliant milestone in BSLs journey of excellence is the setting up of a stateof-the-art Steel & Power plant in Orissa. On completion, the plant will be one of the largest integrated HR steel and Power complexes of the nation.

BSLs Galvanised Sheets, Color Coated Sheets, Coils, Corrugated Sheets and Galume (Zinc and Aluminium coated) Sheets/Coils are being accepted and appreciated across the world...

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S.no 1. 2. 3. 4.

Technical details/specifications 0.10t04.00 10to 1700(Max) Up to 30 MT (7 to 18 kg/mm width) Super Bright, Bright, Dull&Matte. (RaValuewith controlled Rmax on request). 5. Grades Specifications - As per JIS/BIS/ ASTM/EN Standards Low Carbon CRCA Grades Super EDD/EDD/DD/D (SPCX, SPCEN, SPCD, SPCC) non-aging, IF-High Strength steel(IF-HSS), High Strength Low Alloy Steel (HSLA), viz., ST -42, ST-45, ST-52, SAPH-400/41O, Steel for Porcelein Enammeling, Corrosion Resistant Steel, viz., Tin Mill Black Plate (TMBP) Medium &High Carbon CRCA Grades C- 30, C-40,MC -ll,EN - 8, for spring steel application, C55, MC-12, EN- 9 C-62,C-60, C-80,HC-14,EN-42J 6. Strip widths mm ELECTRICAL Grades Elec -I, Elec-n, Elec-nI, Semi Processed Elect. Steel 7. Chemical OTHER CRCA Grades composition Case Hardening Steel- 15Cr3, SAE 1010, SAE 1012 (Coating) Through Hardening Grades- SAE 1040,SAE 1045, 1055, 1065, 1080, 1541 H.R PICKLED/ SKIN PASSED & OILED 8. Up to 3.00 mm 3.00 mm - 4.00 mm Above 4.00 Thickness mm 9. Max. Width for Cut 1500 mm 1250 mm 600 mm Size 10. 50 mm - 1700 mm 50 mm - 1700 mm 50 mm Width for Coil 1700 mm

Parameters Thickness(nun) Width(mm) Coil Weight(MT) Surface Finish

Cold rolled sheet S.no Parameters 1. Thickness(nun) 2. Width(mm) Technical details/specifications 0.10t04.00 10to 1700(Max)

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3. 4. 5. 6.

Cut- to -Length Up to4500mm with tolerance of +2/-0 mm(Further close (mm) tolerance onrequest) CoilWeight(MT) Up to 30 MT (7 to 18 kg/mm width) Surface Finish Super Bright, Bright, Dull&Matte. (RaValuewith controlled Rmax on request). Grades Specifications - As per JIS/BIS/ ASTM/EN Standards Low Carbon CRCA Grades Super EDD/EDD/DD/D (SPCX, SPCEN, SPCD, SPCC) non-aging, IF-High Strength steel(IF-HSS), High Strength Low Alloy Steel (HSLA), viz., ST -42, ST-45, ST-52, SAPH-400/41O, Steel for Porcelein Enammeling, Corrosion Resistant Steel, viz., Tin Mill Black Plate (TMBP) Medium &High Carbon CRCA Grades C- 30, C-40,MC -ll,EN - 8, for spring steel application, C55, MC-12, EN- 9 C-62,C-60, C-80,HC-14,EN-42J ELECTRICAL Grades Elec -I, Elec-n, Elec-nI, SemiProcessed Elect. Steel OTHER CRCA Grades Case Hardening Steel- 15Cr3, SAE 1010, SAE 1012 Through Hardening Grades- SAE 1040,SAE 1045, 1055, 1065, 1080, 1541

7. 8.

Strip widths mm Chemical composition (Coating)

9. 10. 11.

H.R PICKLED/ SKIN PASSED & OILED Up to 3.00 mm 3.00 mm - 4.00 mm Above Thickness 4.00 mm 1250 mm 600 mm Max. Width for Cut 1500 mm Size 50 mm - 1700 mm 50 mm - 1700 mm 50 mm Width for Coil 1700 mm

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PROCESS ROUTE OF CRCA MATERIAL

Galvanised plane coil

Galvanised Plane Coil Technical details/specifications FGP HILGP GPC SKIN FAN PLAIN CORRUGATED PETROL/FU BUSES/COAC PASSED BLAD EL TANK HES E Thickne 0.10 to 0.30 to 0.40 to 0.12 to 1.60 0.30 to 2.50 0.60 to 1.60 ss (mm) 2.50 2.50 1.20 Width 602,762,800,900,1 100 to upto 1350 upto 1350 200 to 1350 100 to 1350 (mm) 050 1350 Surface Matte Finish Regular & Matte with Matte, Bright finish, Matte, Bright mim.span zero/min. Regular Spangle Finish, No No finish, No gle spangle spangle spangl spangle e Coating Mass 60 to 80 to 300 80 to 300 80 to 300 20 to 80 60 to 80 (gms/m2 90 ) Grades Soft/Lock EDD, forming DD,D, EDD, DD,D, SPCD, SPCEN, SPCD, SPCEN, Roofing SPCEN, SPCC SPCC SPCD,SP SPCD,SPCC CC

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Galvanised plane sheet Galvanised Plane Sheet Technical details/specifications FGP HILGP GPC SKIN FAN PLAIN CORRUGATED PETROL/FU BUSES/COAC PASSED BLAD EL TANK HES E Thickne 0.10 to 0.30 to 0.40 to 0.12 to 1.60 0.30 to 2.50 0.60 to 1.60 ss (mm) 2.50 2.50 1.20 Width 602,762,800,900,1 100 to upto 1350 upto 1350 200 to 1350 100 to 1350 (mm) 050 1350 Cut to upto Length upto 4500 upto 4500 upto 4500 upto 4500 upto 4500 4500 (mm) Surface Matte Finish Regular & Matte with Matte, Bright finish, Matte, Bright mim.span zero/min. Regular Spangle Finish, No No finish, No gle spangle spangle spangl spangle e Coating Mass 60 to 80 to 300 80 to 300 80 to 300 20 to 80 60 to 80 (gms/m2 90 ) Grades Soft/Lock EDD, forming DD,D, EDD, DD,D, SPCD, SPCEN, SPCD, SPCEN, Roofing SPCEN, SPCC SPCC SPCD,SP SPCD,SPCC CC

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Products > Colour Coated Coil

Introduction: Coil coating is the most advanced techniques used in the continuous application of an organic coating on to a flat metal substrate in the coil form

Coil Coating Process:

CLEANING OF SHEET CHEMICAL COATING DRYING PRIMER APPLICATION(ON BOTH TOP & BOTTOM) CURING OF PRIMER TOP COAT & BACK COAT APPLICATION CURING OF TOP & BACKING COAT GUARD FILM APPLICATION

Cross Section of Coil Coated Metal

Products > Colour Coated Tiles / Profile Sheet

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Pre-Painted GI / Galume Tile Profiled Steel Sheet -

Overal

sheet

width

before

profile is 1120 mm (+/-10)

Overal width after profile is 980 mm (+/-10) Effective covered width is 888 mm (+/-5) Pitch is 178 mm (+/-2) Depth TP1 is 27 mm (+/-2) Depth TP is 2.5 mm (+/-2) Length of step is 203 mm

Pre-Painted GI / Galume Tile Profiled Steel Sheet 1

Overal sheet width before profile is 1200 mm (+/-10)

Overal width after profile is 1006 mm (+/10)

Effective covered width is 950 mm (+/-5) Pitch is 190 mm (+/-2) Depth P1 is 27 mm (+/-2) Depth P2 is 2.5 mm (+/-2) Depth of step is 15 mm

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Pre-Painted GI / Galume Trapezoidal Profiled Steel Sheet

Overal sheet width before profile is 1220 mm (+/-10)

Overal width after profile is 1050 mm (+/10)

Effective covered width is 1010 mm (+/-5) Pitch is 250 mm (+/-2) Depth TP1 is 30 mm (+/-2) Depth TP is 2.5 mm (+/-2)

Pre-Painted GI / Galume Trapezoidal Profiled Steel Sheet

Overal sheet width before profile is 1220 mm (+/-10)

Overal width after profile is 1030 mm (+/10)

Effective covered width is 930 mm (+/-5) Pitch is 186 mm (+/-2) Depth 32 mm (+/-2)

Products >Drawn Tubes of OEM Grade

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Tube Range Special grade tubes like, SAE 1541, SAE 1010, SAE 1020, SAE 1030, Medium Carbon Tubes and High tensile strength tubes for special applications are also available as per customers requirements in ERW / ERW Annealed / CEW / CEW Annealed conditions.

Line Diagram of Tube Mill- ERW

ERW TUBES

TECHNICAL DATA SHEET FOR PRECISION ERW TUBES

Outer (mm)

Diameter 12.70 to 114.00 mm.

Thickness (mm) Length

0.40 to 6.00 upto 12 Mtrs.

Process Flow Chart - ERW Tubes

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OBJECTIVES OF THE PROJECT

20

OBJECTIVES OF THE PROJECT

The basic objective of this report is to Recruitment and selection process In Bhushan Steel . Following fundamental objectives have been identified as the sub-objectives of the study:-

1. To study the identity of the recruitment & selection process in the organization as a whole.

2. To find out the employees as per companys vacancies.

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IMPORTANCE AND SCOPE OF THE PROJECT

22

I MPORTANCE AND SCOPE OF THE PROJECT

The scope of study is to observe the degree of satisfaction levels of the employer as well as the employees towards the process of recruitment and selection techniques adopted by the company. It will also show the deviations if any, towards this affect that will be experienced in research. Apart from getting an idea of the techniques and methods in the recruitment procedures it will also give a close look at the insight of corporate culture prevailing out there in the organization. This would not only help to aquanaut with the corporate environment but it would also enable to get a close look at the various levels authority responsibility relationship prevailing in the organization. Also the stipulated time for the research is insufficient to undergo an exhaustive study about the topic assigned and moreover the scope of the topic (recruitment and selection) is wide enough, so it is difficult to cover all the topic within the stipulated time.

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LITERATURE REVIEW

24

LITRETURE REVIEW
The purpose of my research report was to learn the practical application of Recruitment and Selection Process and its importance in Bhushan Steel along with the HR policies of Bhushan Steel which prides itself to be the market leader. While carrying out the study I have gained a good amount of knowledge and insights of how HR department works but I have touched the tip of iceberg. There was more to learn but due to constraint of time it was not possible. The HRD manager has to work with the missionary spirit. Unlike many roles in an organization where tangible short- term benefits can be obtained, it is difficult for HRD functionary to demonstrate any tangible short- term accomplishment. Yet HRD managers are tempted to show to the top management, line manager and themselves that they are making things happen through training program, recruitment& selection. In Bhushan Steel a meticulously natural team stands at the very heart of the group. 4,000 Personnel evince perfect camaraderie. A steadfast dedication to qualify an attainment of maximum team potential is the touchstones of the company. The company is engaged in constant learning process through intensive selection and training program. Indeed, the aspiration is to shape a winning team of self motivated, empowered, professionals with knowledge and confidence to take independent decision. Bhushan Steel recognizes each employees individuality, ability and efforts and also applauds for their contribution to the success of the group.

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RECRUITMENT AND SELECTION PROCESS AN INTRRODUCYION

26

RECRUITMENT
Recruitment and selection are the most important functions in an organization because with the help of these functions the management selects the best available candidate from a batch of them. The organizations, in this growing competitive world, need to have the best of the manpower so as to have an edge over its competitive.

According to Flippo, "Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization."

In the words of Yoder,"Recrutiment is a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measured for attracting that manpower in adequate numbers to facilitate effective selection of an efficient working force."

The recruitment needs can be classified into

Planned. Anticipated. Unexpected.

Planned need arise from changes in the organization and retirement policy. These occur due the expected changes in the organization so the management can make a proper policy for it.

Anticipated need refer to the movements in personnel which an organisation can predict by studying the trends in the internal and external environments.

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Resignations, deaths, accidents and illness result in to the unexpected needs.

FEATURES:

Recruitment is a process or a series of activities rather than a single event. It is a linking activity as it brings together the employers and employees. It is positive process because in this activity the employers want to have the maximum number of job seekers so as to have a wider scope for choice ultimately leading in spotting right persons for job.

It is an important function as it makes it possible to acquire the number and type of persons required for the effective functioning of the organization.

It is an on going function in all the organizations, but the volume and nature of recruitment varies with the size, nature and environment of the organization.

It is a complex process because a number of factors affect it --the nature of the job offered, image of the organization, organizational policies, working conditions etc.

SOURCES OF RECRUITMENT:
The various sources of recruitment are -

Internal Sources: Include-

Present Employees who can be transferred or given promotions. The retired and retrenched employees who want to return to the company. Dependents and relatives of the deceased and disabled employees.

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External Sources:

Consist of-

Press advertisements. Campus Interviews. Placement Agencies. Recommendations. Recruitment at factory gate. Employment Exchanges.

During my short stint at DIL, it was observed that the recruitment need of DIL is diversified. It needs persons who have knowledge of use, processing of natural ingredients of number of varied products, technical know-how of latest industrial technical knowledge, and computer applications to pharmaceutical industry to manual workers. The importance of the process could be understood that the present work force of DIL is 2,500 employees. Hence, the recruitment and selection procedure should match the complexities of the need and at the same should commensurate with the complex need of the organization.

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SELECTION
Selection is the process of choosing the best candidate out of the all the applicants. In this process, relevant information about the applicants is collected through a series of steps so as to evaluate their suitability for the job to be filled.

It is the process of matching the qualifications with those required for the job so that the candidate can be entrusted with the task that matches with his credibility. It is a process of weeding out unsuitable candidates and finally identifying the most suitable candidates. This process divides the candidates into two categories-the suitable ones and the unsuitable ones. The suitable people prove to be the asset for the organization. Selection is a negative process because in this process the management tries to minimize the number of people at each step so that the final decision can be in the light of all the factors and at the end of it best candidate is selected. Selected candidate the has to pass through the following stages

Preliminary Interview. Application Form. Selection Test. Selection Interview. Physical Examination. Reference Check. Final Approval. Employment.

Preliminary Interview is the initial screening done to weed out the undesirable candidates. This is mainly a sorting process in which the prospective candidates are given
30

the necessary information about the nature of the job and the organization. Necessary information about the candidate is also taken. If the candidate is found suitable then he is selected for further screening else he is dropped. This stage saves the time and effort of both the company and the candidate. It avoids unnecessary waiting for the candidate and waste of money for further processing of an unsuitable candidate.

Application Form is a traditional and widely used device for collecting information from candidates. This form asks the candidates to fill up the necessary information regarding their basic information like name, address, references, date of birth, marital status, educational qualifications, experience, salary structure in previous organization and other such information. This form is of great help because the scrutiny of this form helps to weed out candidate who are lacking in education, experience or any other criterion provided by the organization. It also helps in formulation of questions, which will be asked in the interview. These forms can also be stored for future references thus maintaining a databank of the applicants. Selection Tests are being increasingly used in employee selection. Tests are sample of some aspect of an individual's attitudes, behavior and performance. It also provides a systematic basis for comparing two or more persons. The tests help to reduce bias in selection by serving as a supplementary screening device. These are also helpful in better matching of candidate and the job. These reveal the qualifications, which remain covered in application form and interview.

Selection Interview involves the interaction of the employer and the employee. Selection involves a personal, observational and face-to-face appraisal of candidates for

31

employment. It is an essential element of the selection procedure. The information obtained through application form and test can be crosschecked in the interview.

The applicants who have crossed the above stages have to go through Physical Examination either by the company's physician or the medical officer approved for the purpose. The main aim is to ensure that the candidate is physically fit to perform the job. Those who are found physically unfit are rejected.

The next stage marks of checking the references. The applicant is asked to mention in his application form the names and addresses of two or three person who know him well. The organization contacts them by mail or telephone. They are requested to provide their frank opinion about the candidate without incurring a liability. The opinion of the references can be useful in judging the future behaviour and performance of a candidate.

The executives of the concerned departments then finally approve the candidates shortlisted by the human resource department. Employment is offered in the form of an appointment letter mentioning the post, the rank, the salary grade, the date by which the candidate should join and other terms and conditions in brief. Appointment is generally made on probation of one or two years. After satisfactory performance during this period the candidate is finally confirmed in the job on permanent basis or regularized.

Selection is an important function as no organization can achieve its goals without selecting right persons for the required job. Faulty selection leads to wastage of time and money and spoils the environment of an organisation. Scientific selection and placement
32

of personnel can go a long way in building up a stable workforce. It helps to reduce absenteeism and labour turnover. Proper selection is helpful in increasing the efficiency and productivity of the enterprise.

33

RECRUITMENT AND SELECTION PROCEDURE IN BHUSHAN STEEL INDIA

34

Bhushan Steel India Ltd. selects the future employees keeping everything in mind right from the qualification of the employees to the future prospects-both of the organisation and the employees.

The first step involves the filling up of Manpower Indent Form. This form is filled up by the department, which is having the vacancy. The form consists of various questions which are to be answered like if the current vacancy is a replacement vacancy, its reason is to be specified -the factors which resulted it like death, retirement etc.

The department is required to give the qualifications that the future candidate should possess.

In the next step, this form is given to the Human Resource (HR) department; this department sees if the position can be filled through internal sources. The internal sources can be transfers, promotion etc. In the case of internal sources, the recommendations of the employees are not taken into consideration. If the HR department does not find suitable candidate within the organisation then this department has to give reasons for it. The form then goes to the Corporate HR for its approval.

When the suitable candidate is not available within the organisation, the organisation then moves to the outside world for filling up the vacancies.

If the number of employees required is large then the company has in its consideration three ways

The Data bank of the organisation. Advertisements.

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Contacting large consultants.

The company maintains a databank of the candidates, which is used when the number of vacancies to be filled up is large. The sources of databank can be the qualified candidates who had applied in the organisation earlier but due to some reasons could not join the organisation.

Advertisements are the second big source to attract the candidates. These are having much larger scope and reach to a number of people. The qualifications required by the organisation and the criteria could be described in detail.

Large number of consultants also constitutes a big source. Many people register themselves with these consultants and they act as a bridge between the organisation and the candidates. The consultants provide the company required details about all criteria. These consultants are fixed for the organisation, which are chosen on the basis of their performance. In case of overseas recruitment it is checked whether their Indian counterparts can perform the job efficiently or not. If need arises then they are also taken through consultants.

But if the number of vacancies is very small then the organisation takes the help of the local consultants.

The candidates are then required to fill up the Application Form. This form requires the candidate to fill the details regarding the previous employment, if any and his personal data. The form is having details regarding like the marital status, organisation structure, the position held by the candidate, his salary structure, the top three deliveries to the organisation

36

that proved to be beneficial to the organisation, career goals, his strengths and weaknesses etc.

After the application form has been duly filled and submitted, the selection process starts wherein the candidate has to pass through various stages and interview. The interview panel consists of the persons from Corporate (HR), and other persons including the executives from the department for which the vacancy is to be filled.

The selected candidates are then short-listed. The short listed candidates are then given priority numbers; this is due to the reason that sometimes the candidate who is having first priority is unable to join the organisation due to some reasons then in that case the candidate next in the priority list is given preference. The candidate has to under go medical examination and his credentials are verified.

After qualifying these stages, the candidate is then absorbed in the organisation and explained his/her duties. This phase marks the end of the selection procedure.

Bhushan Steel India Ltd.also performs Campus interviews as and when the need arises. The esteemed organisation also provides apprentice training-wherein the organisation trains the people in the working of the organisation and gives then stipend. If these trainees are found useful to the organisation then they are absorbed in the organisation else they are given certificate so that they can show this as an experience and get a job elsewhere.

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RECRUITMENT AND STEEL

SELECTION

IN

BHUSHAN

HIERARCHY OF BHUSHAN STEEL

Mrs. Vandana Bhargava Deputy dDirector Mr. U.K. Bose CEO Mr. Samir Bhargave Controller

Mr. Kapil Kaul C.G.M. (M&S)

Capt. S.P.S. Sandhu C.G.M. (Operations)

Manager Personal

Mr. Manchanda G.M (North)

Mr. Roshan Nowroj G.M. (South)

Mr. Sanjay Kumar Commercial Mrg.

R.S.M. Delhi
Manager FFP Department Manager International MRTG. Manager CSC & Automation

Manager Sales
Deputy Manager Sales Product Manater Brand Manater

Asst. Manager Sales

A.S.M. Delhi

A.S.M. Delhi

Senior Officer Sales

Senior Officer

Senior Officer

Officer Sales

Officer

Officer

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HRM in the food Industry When we talk of human resource management, we have in our mind a variety of things. These include: Training Skill development and up-gradation of knowledge and skills of the employees. Motivating the employees, Effective utilization of the employees skills and capabilities Attracting the personnel and their retention Wages, salaries and rewards and Monitoring and controlling the employees performance

These aspects of human resource management and development are essential for every sector but in the case of tourism, they have a special significance. This is because tourism is a service industry and here the customer is not only buying a service or a product but he is also experiencing and consuming the quality of service which is reflected in the performance of the person involved in the production and delivery of the service. Since what is marketed here is a relationship between the customer and the producer of services, the importance of human resources becomes vital for the success of the business. Generally, in such service operations the emphasis has been on courtesy and efficiency and it is assumed that the service in tourism is all smiles and effective communication. However, with the changing nature of tourism and growing special sation only smiles, communications skills and courtesy will not serve the purpose. For example, a guide may be very good in communication but unless he or she is equipped with knowledge and information related to the monument or the city, he or she will not be able to perform quality service. Similarly, a driver may be very good at driving but

39

unless he knows the roads and addresses of the city, only his driving capabilities will be of no help in providing quality service. And we must remember here that tourists, whether foreign or domestic, are increasingly becoming more demanding as regards quality of service. Generally, human resource management, planning and development in tourism have to be taken at both macro as well as micro levels. At the macro level, one takes into account the educational and training infrastructure available in a country and the efforts initiated by the ICAO. This also includes the efforts initiated by the private sector. At the micro level, one takes into account how best individual organizations plan and manage their human resources V S Mahesh, formerly Vice President (Human Resources) with the Taj Group of Hotels, is of the opinion that two central features common to all sectors of the tourism industry must be considered in this regard:

1) The concept of Moments of Truth (MOT), and 2) MOTs relationship to the attainment of service excellence in an organization. Jan Carlzon has defined MOT as an intention between a customer and an organization, which leads to a judgement by the customer about the quality of service received by her or him. In tourism industry, 95% of the MOTs take place between customers and the front line staff and most of the time they are not visible to the management. For example, how a hotel receptionist is handling the customers or how an escort is conducting the tour is not visible to the management. Yet, the tourists experience of the holiday is dependent on how the staff manning such services has treated him or her. Mahesh has pointed out that in case of negative experiences, only less than five percent cases get reported to the management by the customers and hence according to him the crucial questions is are human beings capable of
40

doing their job correctly, willingly and with a smile, when they know that their management is most unlikely to be able to see or hear them, let alone bear of their failure to do so? This puts additional on the human resources management factor in the tourism industry. Certain organizations, companies and even destinations are known for their hospitality and are even termed as service leaders in their areas of operations. Researches conducted by various scholars in this area show that they have achieved this, status, through effective human resource management in their organizations. According to Gail Cook Johnson these

companies have applied the principal of empowerment to all employees. This empowerment is manifested in the way that companies: Are highly focused and consistent in everything they do and say in relation to employees, Have manager who communicate with employees Facilitate, rather that regulate, their employees response to customers Solicit employee feedback about how they can do things better Stress the importance of team work at each level of the organization and Plan carefully the organizations recruitment and training needs.

These companies give less emphasis on hierarchy and formal relationship rather; they adopt flat organizational structure in terms of span of control. Johnson further states that these service leaders can be recognised for: Their unfailing commitment to service principles, Their investments in people to ensure staffing competence, A management philosophy which stresses communication a proactive orientation and employee feedback and A dedication to teamwork
41

In fact, human resource management and customers care/expectations management are inter related area in the area of tourism. Sarah Mansfield has identified four key principles in the development of customer care within companies. These according to her are 1) Customer care starts at the top was meaning that commitment to the principle of customer care must emanate from senior management levels within an organization. Successful management is not only about the right management style but also an attitude, ethos or culture of the organization which overrides the management

techniques used, such that in the absence of other instructions these values will dictate how an employee will behave. 2) Customer care involves everyone within the organization. It is not just about frontline staff. The contrary view only services to reinforce the electricians or administrators, opinion that the standard of service they give in support of the frontline staff is not important. How can cleaners do the right job unless they fully appreciate their customer needs and the importance of their role? High standards of customer care cannot be achieved by ignoring seasonal, part time or voluntary staff that represents the face of the business to many customers. 3) Care for your staff and they will care for your customers. Too often organizations look first to the customer, whereas the emphasis should be placed on the staff. Improving the experience of the staff encourages a better service and a better experience for customers. More customers are obtained thereby improving the

climate in which management and staff work. Investment and greater professionalism follow success and the cycle of achievement is reinforced. 4) Its a continuous, meaning that customer care is not a quick fix Research but it long term plan.

42

According to V S Mahesh The nature, determinates and problem areas of service qualit y within tourism points clearly to the central role of personnel, at all levels, in attaining levels, of excellence in this respect. Development the service culture, within a company, and within tourism industry, cans he seen as crucial to the success of tourism. Hence, the activities of an HRD manager in tourism can be categorised as: Human resource planing and Human resource development

Aspect like forecasting, recruiting and induction in the human resource area are taken care of through human resource planning. The identification of specific developmental needs for the manpower aimed at developing and exploiting the competencies of the human resources are taken care of through human resource development. HUMAN RESOURCE PLANNING In this Section, we will deal with certain aspects which are relevant for managers or entrepreneurs at an organizations level in the area of human resource planning. Human resource planing can be termed as a process for preparing a plan for the future personnel needs of an organization. It takes into account the internal activities of the organization and the external environmental factors. In a service industry like tourism, such planning also aims at improving the quality of manpower resources. Human resource planning involves:

Analysis of existing manpower resources, Planning for future needs taking into account how many people with what skills and at what levels the organization will need, and

43

Planning for the development of the employees by adopting in-house training and continuing education methods to upgrade the knowledge and skills of the employees.

RECRUITMENT AND SELECTION PROCEDURES IN HR

Recruitment and selection procedure is a vital factor of an organization. If it is not done properly the production procedure will be hampered. Hence productivity will fall down. So the organization will be in trouble and it will affect the employer- employee relationship. So recruitment and selection procedure should be done in proper and correct manner. The new candidates should replace the vacant post so that the production of the company does not hamper. By this the productivity will increase and the organization will gain profit. So the employer will be happy and will not hesitate to distribute bonus and increments to the workers. The workers will also be more motivated to work. Hence there will be harmonious relationship in the organization. It will also stabilize the organization in the long run.

44

HUMAN RESOURCE MANAGEMENT IN BHUSHAN STEEL

Organisation structure: The whole organisation behaves as a Parivar, with one legal guardian. All directors and shareholders are from among workers and the entire have taken an oath through affidavit. In the court of law that neither their family members shall have claim or share in the assets or profits of the company. All workers of company are the proud owners of the organisation. The workers believe in the concept that manpower is superior to money power. Recruitment and selection Recruitment is the process of seeking out and attempting to attract individuals in external labour markets, who are capable of and interested in filling available vacancies. Recruitment is an intermediate activity whose primary function is to server as a linked between Human Resource Planning on the one hand and selection on the other. Sources of recruitment are through internal and external channels. Bhushan Steel recruits its employees both externally as well as internally. Recruitment for the airline is done through interviews of selected applicants and people who pass the interviews of selected applicants and people who pass the

interview are required to undergo a medical test before he/she is finally placed in the Bhushan Steel .

45

Employees are also recruited through internal mobility. This is done on the basis of merit and seniority. After passing the examination the candidates are called for an interview along with the employees who have become eligible for promotion on the basis of seniority.

46

HUMAN RESOURCE FUNCTIONS

Recruitment and selection. Performance Appraisal. Training and Development. Promotion, Transfer, Separation. General administration & Welfare. Security. Public Relations. Industrial Relations.

47

HUMAN RESOURCE PROCESS IN ORGANISATION

Human Resource

Recruitment

Selection

Training Development

&

Socialization

Performance Appraisal

Promotions, Transfers, Demotions & Separations.

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HUMAN RESOURCE DEPARTMENT Unit Head

Additional General Manager-Corporate HR & IR

D De ep pu utty yM Ma an na ag ge er r--H HR R

Senior ExecutiveHR

Assistant HR Officer

SupervisorAdministratio n Security

Executive Assistant-HR Housekeepin g General Administration

49

RESEARCH METHODOLOGY

50

RESEARCH METHODOLOGY
The purpose of the methodology is to describe the research procedure. This includes overall research design, the sampling procedure, the data collection method, and analysis procedure. Out of total universe 15 respondents from Bhushan Steel have been taken for convenience. The sample procedure chosen for this are statistical sampling method. Here randomly employees are selected and interviewed. Information, which I collected, was based on the questionnaires filled up by the sample employees. Under secondary method I took the help of various reference books which I have mentioned in bibliography and also by way of surfing through the company website.

RESEARCH DESIGN
Research Design A questionnaire will be used for the purpose of research: Questionnaire: To test the validity and effectiveness of the recruitment and selection procedures within the organisation and to test the validity and effectiveness of the policies and procedures within the organisation. The basic rationale of Questionnaire is to ascertain the perception of the non-HR departments in terms of the validity and effectiveness of the policies and procedures used by the organisation. It is also in line with the assessment of any

suggestions/recommendations that the respondents from these Departments might have in terms of the use of an alternative source/device of recruitment and selection, than what already forms the current practice of the HR Department.

51

Questionnaire would be administered to 15 respondents, holding a senior designation within the Personnel Department of the organisation. It will also be administered to at least 15 respondents belonging to typical Departments within the organisation and holding senior designations within their respective Departments.

Sampling Element For the purpose of administering the Questionnaire, the respondents would comprise of personnel holding senior designations within the Personnel Department of the organisation. The respondents for the Questionnaire will also be preferably being panel members of the Recruitment & Selection Board of the organisation. The respondents would comprise of personnel holding senior designations within certain typical Departments identified within the organisation, namely: Stores Finance Operations Electronics Engineering

Sample Extent: The extent of the sample is confined to the Sahibabad operations of the Bhushan Steel , specifically to the Administration. Sampling Technique Judgement Sampling would be used for the purpose of choosing the sample for the purpose of administering Questionnaire. The identified expert would have a thorough knowledge about all the respondents within the Personnel Department of the organisation. Thus his/her expertise would be incorporated in locating, identifying and contacting the required respondents.

52

Again Judgement sampling would be effectively used in identifying the typical non - HR Departments within the organisation and subsequently for the location and identification of suitable respondents for Questionnaire.

53

DATA COLLECTION
Primary Data Questionnaire: Corresponding to the nature of the study direct, structured questionnaires with a mixture of close and open-ended questions will be administered to the relevant respondents within the Personnel and other Departments of the organisation. Secondary Data Organizational literature: Any relevant literature available from the organisation on the Company profile, recruitment & selection procedures, Job specifications (Bhushan Steel ), department-wise break up of manpower strength and the organisational structure. Other Sources: Appropriate journals, magazines such as Human Capital, relevant newspaper articles, company brochures and articles on www sites will also be used to substantiate the identified objectives.

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LIMITATIONS
The scope of the study in terms of coverage is limited to the Delhi operations of the Bhushan Steel Within the organisation the study is limited to the top-level management of the Personnel Department of the organisation (out of which samples of the respondents are also members of the Recruitment & Selection committee). This is for the purpose of administering the questionnaire. In line with the purpose of conducting employee interviews, the study would be confined to personnel holding typical designations within the organisation at different levels of management. Although the limitations that I faced in the organizations is the absence of Trade Unions co-operation, otherwise which could have help me in understanding the industrial relations in a comprehensive manner. Secondly, the limitation that I have is the scope of collection of sample size which was confined to only one department, which would have other wise made my study and observations in an effective manner.

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DATA ANALYSIS AND INTERPRETATION

56

DATA ANALYSIS AND INTERPRETATION

The analysis of the various sources of recruitment and selection devices is presented on the following pages. The response entailed from the HR Department (as analysed from Questionnaire) represents current practice within the organisation in terms of the sources of recruitment and selection devices used. The analysis of the response entailed from all the other departments (as analysed from Questionnaire) forming the sample, represents the perception of the respondents from these Departments in terms of the validity and effectiveness of the various sources/devices of recruitment/selection (specific to these Departments) The analysis further entails any suggestions/recommendations given by these non-HR Departments (forming the sample for administering Questionnaire), in terms of any recruitment source and/or selection device that should be deployed by the organisation apart from what already constitutes current practice (specific to these Departments)

DOES THE RECRUITMENT AND SELECTION PROCEDURE AFFECTS THE PERFORMANCE OF THE EMPLOYEES?

57

100% 80%
Percentage of Employees

90%

60%
Yes

40% 20% 0%
Company name

No

10%

INTERPRETATION: Yes, it does because if in appropriate candidates are selected it would lead to loss of productivity, labor turnover.

90 out of 100 employees said that recruitment and selection procedure affects the performance of the employees while 10 out of 100 employees said that it does not.

58

DOES THE COMPANY RECRUIT EMPLOYEES INTERNALLY?

100% 80%
Percentage of Employees

100%

60%
Yes

40% 20% 0% 0%

No

Company name

INTERPRETATION: 100 out of 100 employees said Bhushan Steel recruit employees internally.

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IS THE RECRUITMENT AND SELECTION PROCEDURE FOLLOWED BY THE COMPANY APPROPRIATE?

80% 70% 60% 50% Percentage of Employees 40% 30% 20% 10% 0%

75%

Yes

25%

No

Company name

INTERPRETATION: 75 out of 100 employees believe that the recruitment and selection procedure followed by the company is appropriate while 25 out 100 employees believe its inappropriate.

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DOES YOUR COMPANY DISCLOSE THE JOB SATISFACTION AT THE TIME OF SELECTION OF A CANDIDATE ?

70% 60% 50%

Percentage of 40% Employees

65%

35%
Yes

30% 20% 10% 0%

Company name

No

INTERPRETATION: Disclosing of job specification basically depends on the job profile of the candidate. 65 out of 100 employees say that the economy discloses the job specifications at the time of selection of a candidate while 35 out of 100 employees said the company doesnt disclose job specifications at the time of selection.

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DOES YOUR COMPANY ASK FOR REFERENCES AT THE TIME OF SELECTION?

100% 80%
Percentage of Employees

100%

60%
Yes

40% 20% 0%

No

0%

Company name

INTERPRETATION: 100 out of 100 employees said that the company ask for references at the time of selection.

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WHAT PERCENT OF THE SELECTION PROCEDURE DOES THE WRITTEN TEST CONTRIBUTE?

80% 70% 60% 50% Percentage of Employees 40% 30% 20% 10% 0%

70%

30%

Yes

No

Company name

INTERPRETATION: 70 out of 100 employees say that the written test contribute the main factor of recruitment but 30% employees say that written test not take a main part of recruitment.

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WHICH TYPE OF INTERVIEW METHODS DOES YOUR COMPANY USUALLY FOLLOW?

80% 60%
Percentage of Employees 40%

70%

30%

Direct GD interview Other

20% 0%
Company name

0%

INTERPRETATION: 70 out of 100 employees say that company follows direct interview method, and 30 out of 100 says company follow the GD interview.

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BHUSHAN STEEL GO FOR A CAMPUS RECRUITMENT FOR FRESHERS

60% 50% 40% 30% 20% 10% 0%

55%
45%

Yes No

INTERPRETATION: In the survey I find that BHUSHAN STEEL prefer the fresher only 55% in campus and 45% Not prefer for fresher in campus.

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DOES YOUR COMPANY RECRUITMENT FOR THE OTHER STATE

100% 80%

100%

60%
40% 20% 0% 0%

Yes No

INTERPRETATION: In the survey I find that BHUSHAN STEEL recruit the people in other state.

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YOU ARE SATISFIED WITH THE QUESTION AND WHICH ARE ASKED FROM THE CANDIDATES AT THE TIME OF INTERVIEW

45% 40% 35% 30% 25% 20% 15% 10% 5% 0%

45%

30%

25%

Agree Partially agree Disagree

INTERPRETATION: In the survey I find that maximum 45% persons are agree with BHUSHAN STEEL and some 30% persons are disagree.

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MANPOWER IS BASED ON PREVIOUS PRODUCTION DATA

100% 80% 60% 40%

100%

Yes No

20%
0% 0%

INTERPRETATION: In the survey I find that 100% manpower is based on previous production data.

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MANPOWER IS LINKED OF VISION OF THE COMPANY

80% 70% 60% 50% 40% 30% 20% 10%

80%

Yes No

20%

0%

INTERPRETATION: In the survey I find that maximum 80% is linked of vision of the company.

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MEDICAL TEST IS DONE AT THE TIME IN BHUSHAN STEEL

80% 70% 60% 50% 40% 30% 20% 10%

80%

Yes No

20%

0%

INTERPRETATION: In the survey I find that maximum cases 80% medical test is done at the time in BHUSHAN STEEL but in some cases medical test is not required.

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INTERVIEW CONDUCTED BY BHUSHAN STEEL IS FREE FROM BIAS

100% 80% 60% 40%

100%

Yes No

20%
0% 0%

INTERPRETATION: In the survey I find that maximum BHUSHAN STEEL conducted the interviews is free from bais.

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BHUSHAN STEEL

CHECK ALL INFORMATION WHICH IS GIVEN BY THE

APPLICANT BEFORE SELECTION

100% 80%

100%

60%
40% 20% 0% 0%

Yes No

INTERPRETATION: In the survey I find that BHUSHAN STEEL check all the information before interview.

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BHUSHAN SELECTION

STEEL

CONDUCT

THE

PHYSICAL

EXAMINATION

BEFORE

80% 70%

75%

60%
50% 40% 30% 20% 10% 0% 25%
Yes No

INTERPRETATION: In the survey I find that maximum cases BHUSHAN STEEL not conduct the physical examination before selection but in some cases BHUSHAN STEEL conduct the physical examination.

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YOU ARE SATISFIED WITH RECRUITMENT PROCESS IN BHUSHAN STEEL

80% 70% 60% 50% 40% 30% 20% 10%

75%

Yes

25%

No

0%

INTERPRETATION: In the survey I find that maximum 75% persons are satisfied with recruitment process in BHUSHAN STEEL BHUSHAN STEEL . but 25% persons are not satisfied with recruitment process in

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BHUSHAN STEEL ALSO RECRUITMENTS THE PEOPLE FOR FUTURE NEEDS

100% 80%

100%

60%
40% 20% 0% 0%

Yes No

INTERPRETATION: In the survey I find that maximum BHUSHAN STEEL recruitment process for the people for future needs.

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FAVORITISM IS DONE BHUSHAN STEEL PROCESS

AT THE TIMED OF RECRUITMENT

60% 50% 40% 30% 20% 10% 0% 45%

55%

Yes No

INTERPRETATION: In the survey I find that maximum 55% favoritism is not done at the recruitment process but in some cases 45% can done.

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FINDINGS

77

FINDINGS
90% employees said that recruitment and selection procedure affects the performance of the employees while 10% employees said that it does not. 100% employees said Bhushan Steel recruit employees internally. 75% employees believe that the recruitment and selection procedure followed by the company is appropriate while 25% employees believe its inappropriate. 65% employees say that the economy discloses the job specifications at the time of selection of a candidate while 35% employees said the company doesnt disclose job specifications at the time of selection. 100% employees said that the company ask for references at the time of selection. 70% employees say that the written test contribute the main factor of recruitment but 30% employees say that written test not take a main part of recruitment. 70% employees say that company follows direct interview method, and 30% says company follow the GD interview. BHUSHAN STEEL prefer the fresher only 55% in campus and 45% Not prefer for fresher in campus. BHUSHAN STEEL recruit the people in other state. Maximum 45% persons are agree with BHUSHAN STEEL and some 30% persons are disagree. 100% manpower is based on previous production data. Maximum 80% is linked of vision of the company.
78

Maximum cases 80% medical test is done at the time in BHUSHAN STEEL but in some cases medical test is not required.

Maximum BHUSHAN STEEL conducted the interviews is free from bais. BHUSHAN STEEL check all the information before interview. Maximum cases BHUSHAN STEEL not conduct the physical examination before selection but in some cases BHUSHAN STEEL conduct the physical examination.

Maximum 75% persons are satisfied with recruitment process in BHUSHAN STEEL but 25% persons are not satisfied with recruitment process in BHUSHAN STEEL . In the survey

Maximum BHUSHAN STEEL recruitment process for the people for future needs. Maximum 55% favoritism is not done at the recruitment process but in some cases 45% can done.

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CONCLUSION

80

CONCLUSION

REQUIREMENT:Necessity is the mother of Invention this is true everywhere. In the study first of all I tried to find out the cause of the process of Recruitment and selection. I got the answer from Bhushan Steel that here in Bhushan Steel major cause for the process is its Expansion program as Bhushan Steel is growing vastly. Few other reasons are Replacement vacancy Retirement hardly takes place here.

SOURCES:An organizations excellence depends upon its employees performance, which has not only to be maintained on a consistent level, but also must be improved constantly. All this can be achieved if suitable employees are selected, through proper Recruitment and Selection procedure.

METHODS:For the recruitment and selection various test include for e.g. aptitude test ,personality test and group discussion. As we all know that, in todays highly competitive age the biggest problem is of retention of its highly skilled employees in the organization. Recruitment plays a vital role in this regard. But it should be seen that no system is without any flaws. Every system has its strong and weak points and is open for change at any time.

IMPROVEMENT:-

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BHUSHAN STEEL a well-developed Selection System for its employees development. Thus, the company provides scope for employees on future growth, career planning, training and development.

82

RECOMMENDATIONS AND SUGGESTION

83

RECOMMENDATIONS AND SUGGESTION

The research in Bhushan Steel has helped me in broadening my view. It has helped me to know that HR is the heart of every organization. It made me aware about how policies play an important role in the smooth functioning of any organization. But I have found that there is something that lacks in the company and which is possible to overcome.

Bhushan Steel is engaged in making maximum sales, providing satisfaction to its customers, as well as maintaining good relations with the corporate world. But it has not thought about marinating a health relation with its employees. This is the reason that there was an increase in the labor turnover. Also, it has never given consideration to find the reason lying behind the same.

Employee retention is crucial to the long-term success of your business and therefore the ability to retain employees is a primary measure of the health of your organization. Of significant concern is the fact that unplanned employee turnover directly impacts the bottom line of a business.

The company can undertake the following steps to maintain long and existing relationship with its employees as well as a steady increase in sales:-

1. Employees should know clearly what is expected of themContinually changing expectations minimize employees sense of internal security and create unnecessary stress. It is beneficial therefore to provide a sp\ecific framework, in which people can work.
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2. Employees should be provided with quality management and leadership-

It is well documented that people leave their managers more often than they leave the company or the job. Turnover issues that cause an employee to feel unvalued by their manager include lack of feedback about performance, lack of clarity regarding earning potential, failure to hold scheduled meetings, and the failure to provide a framework for the employee to succeed. Ensure that the right people are in place to lead your teams, departments, business units and the organization as a whole towards success.

3. The company should compensate candidates applying for any position in the organization in case of external recruitment; this will give candidates a positive impression about the company. 4. The references given by the candidates at the time of selection should be brought into use and should be verified in order to avoid undesired candidates. 5. Job specifications should be disclosed at the time of recruitment and selection so that employees are well aware of the tasks to be performed by them and the expectations their seniors have from them. 6. Company should undergo personality test in order to judge the personality of the person applying for the job. 7. Company should have a round of panel interview so that decision of selecting a candidate is not based on personal biasness of the interviewer, interviews should therefore be followed by group discussion.

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BIBLIOGRAPHY

86

BIBLIOGRAPHY

BOOKS Robbins P. Stephens, Organizational Behavior, Prentice Hall, 7th Edition, Chapter 16, pages 636-641. Koontz Harold & Weihrich Heinz, Essentials of Management, Mc Graw Hill, 5th Edition, Chapter 11, pages 217-245. Decenzo A. David & Robbins P. Stephen, Personnel/HR Management, Prentice Hall, 3rd Edition, Chapters 6,7 & 8, pages 117-209. Magazines India Today Todays traveller Business Today News Paper Times of India Hindustan Times Economic Times Web sites www.Magmafincorpindia.com www.indiatimes.com

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QUESTIONNAIRE

88

QUESTIONNAIRE
QUESTIONNAIRE ON RECRUITMENT & SELECTION FOR THE EMPLOYEES
1. BHUSHAN STEEL go for a campus recruitment for freshers? Yes 2. [ ] No [ ]

Does your company recruitment for the other state? Yes [ ] No [ ]

3.

Are you satisfied with the question and which are asked from the candidates at the time of interview? Agree [ ] Partially agree [ ] disagree [ ]

4.

Manpower is based on previous production data? Yes [ ] No [ ]

5.

Manpower is linked of vision of the company? Yes [ ] No [ ]

6.

Medical test is done at the time in BHUSHAN STEEL ? Yes [ ] No [ ]

7.

Interview conducted by BHUSHAN STEEL is free from bias? Yes [ ] No [ ]

8.

BHUSHAN STEEL check all information which is given by the applicant before selection? Yes [ ] No [ ]

9.

BHUSHAN STEEL conduct the physical examination before selection? Yes [ ] No [ ]

10. You are satisfied with recruitment process in BHUSHAN STEEL ?

89

Yes

No

11. BHUSHAN STEEL also recruitment the people for future needs? Yes [ ] No [ ]

12. Favoritism is done BHUSHAN STEEL at the time of recruitment process? Yes [ ] No [ ]

13. Does the recruitment and selection procedure affects the performance of the employees? Yes [ ] No [ ]

14. Does the company recruit employees internally? Yes [ ] No [ ]

15. Is the recruitment and selection procedure followed by the company appropriate? Yes [ ] No [ ]

16. Does your company disclose the job specifications at the time of selection of a candidate? Yes [ ] No [ ]

17. Does your company ask for references at the time of selection? Yes [ ] No [ ]

18. What percent of the selection procedure does the written test contribute? Yes [ ] No [ ]

19. Which type of interview methods does your company usually follow? Direct [ ] GD [ ] Other [ ]

90