RECRUITMENT & SELECTION PROCEDURE

OF SCAN STEELS LTD

The Project Submitted to DDCE, Sambalpur University as partial fulfillment
of Master in Business dministration in !""#$!"%%
Submitted By
Pradipta Kumar Swain
Roll No : 10MBA654
Regd. No. : 2!60"!0#
Under the Guidance of
K. Palani $%a&ult' (uide)
%anindra Na'a* $+,ternal (uide)
Per-onnel Manager. $S&an Steel-)
DDCE, SAMBALPUR UNIVERSITY
ACKNOWLEDGEMENT

Completing a task is never one mans effort. It is often the direct or indirect
valuable contribution of number of individuals. I extend my sincere thanks to
SCAN STEELS LTD for offering me an opportunity to undergo training in its
HRD Department, Rajgangpur.
I owe my heartful gratitude to my external guide Fanindra Nayak, Personne
!anager, SCAN STEELS LTD for his valuable guidance, Co-Operation and
advice that has made this proect success.
I am very much obliged to my !aculty "uide #. $alani, !aculty, %&IC',
()*C+',- who has shared his valuable time and #nowledge for making the
proect in a fruitful manner.

Pradipta "umar S#ain
Regd. No. $ %&!'A()*
CERTIFICATE
(his is to certify that the $roect ,eport entitled +RECR,-T!ENT .
SELECT-/N PR/CED,RE /F SCAN STEELS LTD. is an original piece
of work done by Pradipta "umar S#ain submitted in partial fulfillment of
!aster o0 'usiness Administration 1!'A2 under DDCE, Sam3apur
,ni4ersity and has been carried out under my guidance / supervision.
#.$)*)&I
&IC', ()*C+',
TO WHOM SO EVER IT MAY CONCERN TO WHOM SO EVER IT MAY CONCERN
(his is to certify that the $roect report titled +RECR,-T!ENT . SELECT-/N
PR/CED,RE /F SCAN STEELS LTD5 is an original piece of worked done
by Pradipta "umar S#ain and is submitted in the partial fulfillment of 0aster
Of 1usiness )dministration under 22C', 3ambalpur 4niversity. (his proect
has been carried out under my guidance and supervision.
I wish his all 3uccess in future endeavors.


Fanindra Nayak
HR Manager
E6A!-NER7S CERT-F-CATE
T8e summer proje9t report o0 Pradipta "umar S#ain +RECR,-T!ENT .
SELECT-/N PR/CED,RE /F SCAN STEELS LTD5 -s appro4ed and is a99epta3e
in :uaity and 0orm.
-nterna E;aminer E;terna E;aminer
Name$ Name$
<uai0i9ation$ <uai0i9ation$
Designation$ Designation$
CERT-F-CATE /F APPR/=AL
This is to Certify that the Project Entitled
!RECR"ITMENT # SE$ECTION PROCE%"RE O& SCAN STEE$S $T%'
3ubmitted by Pradipta Kumar Swain %'nr. &o 56789:79;-, 3ambalpur 4niversity, 1urla
towards partial fulfillment of the re<uirements for the award of the degree of 0aster of
1usiness )dministration %01)- is a bona fide record of the work carried out by him under
the able guidance of ". Paani, !aculty, &IC', (alcher.
%)pproval of the Center 2irector-
DECLARATION
I Pradipta "umar S#ain do here by declare that the $roect ,eport 3ubmitted
by me titled +RECR,-T!ENT . SELECT-/N PR/CED,RE /F SCAN
STEELS LTD5 in my Own effort being submitted to +DDCE, Sam3apur
,ni4ersity5 in partial fulfillment for the aware degree in !'A / original
piece of work done by me.

(his ,eport on my part thereof has not be submitted to any Institute or public
anywhere before.
Pradipta "umar S#ain
CONTENTS
Chapter 1
1.1. Introduction
1.. O!"ecti#e o$ the %tud&
1.'. Scope o$ the %tud&
1.(. Methodo)o*& o$ the %tud&
1.+. Li,itation o$ the pro"ect
Chapter
.1. De-nition o$ recruit,ent
.. Factor% a.ectin* recruit,ent
.'. Source% o$ recruit,ent
.(. O!"ecti#e% o$ recruit,ent
.+. Recruit,ent proce%%
./. Method% o$ recruit,ent
.0. De-nition o$ %e)ection
.1. Se)ection ,ethod%
Chapter '
'.1. Recruit,ent and %e)ection practice% in Scan
Stee)%
Chapter (
2ue%tionnaire3 Data Co))ection and Interpretation 4
Ana)&%i% o$ 5ue%tionnaire
Chapter +
+.1. Su**e%tion
+.. Conc)u%ion
+.'. 6i!)io*raph&

CHAPTER 1
1.1. Introduction
Absence of accountability and no sense of responsibility or to
put it in short, absence of professionalization result in poor quality of
work life. Even highly paid employees created disturbances in the
working of the organization. The union resisted any change. Unions in
ndia do not appreciate to!
a. "ork orientation and discipline of workers.
b. #o not agree to culminate scienti$c spirit to human engineering.
c. #o not care to accept and connect the vital lawn of industrial
engineering%&ob evaluation &ob analysis &ob improvement
techniques etc.
This is the indi'erent attitude of workers and their trade union. (o
also the management with a despotic attitude did not want to share
their responsibilities with the workers. Again, the management is
devoid of having the authority in decision making without prior
consultation with govt body.
The management and development of the people
in an organization is not as simple as production on marketing etc.
because human resource is more intellectual and calls for greater
attention.
The challenge of )* managers today is to recognize talent
and nature the same carefully and achieve signi$cant productivity
gains over a period of time because in an organization there are so
many persons with varied intelligence emotions attitudes. +ut the
point is to ma,imize their inner capabilities.
n the present scenario, the organization can survive only
through e'ective and e'icient management of )* -)uman
*esources..n the present day, the role of manager is generally to
plan and change agent. n the present situation the task of a )*
manager is very di'icult. )* managers responsibility and work
becomes wide and of lot of variety. /n the one hand, he has to invite
cultivated brains into the organization on the other hand, to upgrade
and nurture the e,isting ones. )ence he should carefully implement
the voluntary retirement schemes etc. before going for all of these
task , the )* manager is to change the attitude by convincing how
the organization in going to be bene$ted through all these things . n
the present situation where the 0*( etc. are introduced, the &ob
summary of the workers is at a threat. (o in this time the )*
manager in to forest their morals with a climate that sta's are the
right persons with right responsibilities.
A general condition of unhappiness amongst workers is
unsatisfactory &obs with poor opportunities. (o they are often
unhappier than those with have. n this time the )* manager as a
change agent should emphasize on to make the )* subsystem
a'ective and creative.
Under such circumstance, as stated above the role of the )*
manager is vital. The )* manager should strengthen channel
richness by giving emphasis on oral communication. n corollary to
this the )* manager should try to strengthen by making it more
creative.
This study surely gives me a practical meaning1e,posure about
the industry.
1.. O!"ecti#e o$ the %tud&
The ob&ective of the study is to acquire!
(u'icient theoretical knowledge and practical
implementation of recruitment strategies in organization.
To study the e'ectiveness of the recruitment policy in
(2A3 (TEE4(.
To study the recruitment follow%up.
To know the employee satisfaction level in recruitment
and selection policy that followed by (2A3 (TEE4(.
1.'. Scope o$ the %tud&
The scope of the study is to understand the e'ect of
recruitment in various )uman *esource functions of the
organizations. Thus the scope of the study includes the areas
such as!%
5. )uman *esource 6lanning
7. (election
8. 6lacement
9. nduction and /rientation
:. Training and #evelopment
%.*. !et8odoogy o0 t8e study
The data for research work are collected either from the
primary sources or the secondary sources.
6*;A*< (/U*2E(! n the primary sources the data are
collected by direct interview of the senior e,ecutives of
(2A3 (TEE4( and distributing the questionnaires.
(E2/3#A*< (/U*2E(! n the secondary sources the
data are collected (2A3 (TEE4( from various
newsletters, magazines, &ournals and other materials of.
=or further reference data are collected from the website
of (2A3 (TEE4( ! www.scansteels.com
1.5. Li,itation o$ the 7ro"ect
The time period is very short to prepare this pro&ect. The
period of one month was very tough for me because of the
prescheduled professional preoccupation of the company
and faculty guide and the respondents. 3evertheless, the
questionnaire was prepared and data was collected to make
everything biasfree.
Chapteri8ation
The 6resent study consists of : chapters!
Chapter 19 ntroduction, /b&ectives, scope, methodology,
limitation, 2hapterization
Chapter 9 2onceptual =ramework
Chapter '9 *ecruitment and selection of (2A3 (TEE4(
Chapter (9 >uestionnaire and analysis
Chapter +9 (uggestion, 2onclusion, +ibliography
CHAPTER 2
CONCE7T:AL FRAMEWORK
*ecruitment and selection are the most vital functions carried
on by )* managers in the organization. >uality recruitment
policy, in fact, determines the quality of selection of
candidates, performance quality of the people, training and
development need and $nally the quality of human relation of
the organization. 6oor selection results in poor productivity of
the organization and individual as well. 3ow%a%days,
companies are giving much more importance on the people
having positive attitude rather than positive ability, because
people having positive attitude can be well developed. n fact,
these two functions preface the activities to be designed and
performed by managers, especially the )* manager in
carrying on rest of his1her functions.
.1. De-nition9
*ecruitment is de$ned ?A process to discover of manpower the
recruitments of the sta'ing schedule and to employ e'ective
measures for attracting the manpower in adequate numbers to
facilitate e'ective selection of an e'icient workforce@. Edwin
+.=llippo de$ned recruitment as ?the process of searching for
prospective employees and stimulating them to apply for &obs
in the organization@.
n the other words of <oder ?*ecruitment is a process to
discover the sources of manpower to meet the recruitments of
the sta'ing schedule and to employ e'ective measures for
attracting the manpower in manpower in adequate numbers to
facilitate e'ective selection of an e'icient working force@.
*ecruitment is of three types!%
a.6lanned
b.Anticipated
c. Une,pected
6lanned needs arise from changes in organization and
retirement policy. *esignations, detail, accident and illness
give to une,pected.
.. Factor% A.ectin* Recruit,ent
There are two factors!%
A. Internal factors.
B. External factors.
7.7.5. Internal Factor:
7.7.5.5 (ize of organization!%The size of organization a'ects the
recruitment process. E,perience suggests that larger organization $nd
recruitment less problematic than organization with smaller in size.
7.7.5.7 *ecruiting policy!%The recruiting policy of the
organization such as recruiting from internal sources and from e,ternal
sources.
7.7.5.8 mage of the organization!%mage of organization is
another internal factor having its inAuence on the recruitment process of
the organization. Bood image of the organization earned by a number of
overt and covert actions by management helps attract potential and
competent candidates. ;anagerial relations like good public relation,
rendering public services like building roads, public parks etc.
7.7.5.9 mage of the &ob!%Cust as image of organization a'ects
recruitment so does the image of a &ob also .+etter remuneration and
working conditions are considered the characteristics of good image of
&ob.
2.2.2 External Factors:
7.7.7.5 #emographic factors! % as demographic factors are
intimately related to human beings, i.e., employees, these have profound
inAuence on recruitment process. =or e,ample, gender of the person also
matters when deputing him or her to work in night shift.
7.7.7.7 4abour market! % 4abour market conditions i.e., supply D
labour is a particular importance in a'ecting recruitment process. =or
e,! % if the demand for a speci$c skill is high relative to its supply,
recruiting employees will involve more e'orts.
7.7.7.8 Unemployment situation!%"hen the unemployment
rate in a given area is high, the recruitment process tends to be simpler.
7.7.7.7.9 4egal consideration!%*eservation of &obs for the
scheduled castes scheduled tribes and other backward classes are the
popular e,ample of such legal consideration.
7.8. Source% o$ Recruit,ent
The sources of recruitment are classi$ed into two categories, namely!%
5. nternal source.
7. E,ternal source.
2.3. Internal Source:
nternal source includes the people who have become parts of
the organization, working or somehow left or retired or have
appeared the interview board, quali$ed, but due to non%
availability of sanctioned posts they have been queued or
placement deferred.
7.8.5.5 6resent permanent employees!%organizations
consider the candidates from this source for higher level &obs due to!
-5. Availability of most suitable candidates for &obs relatively or equally
to the e,ternal sources.
-7. To meet the trade union demands.
-8. To the organization to motivate the present employees.
7.8.5.7 6resent temporary or casual employees!%
organizations $nd this source to $ll the vacancies relatively at the lower
level owing to the availability of suitable candidates or trade and
pressures or in order to motivate them on the present &ob .
7.8.5.8 *etrenched or retired employees! % The
organization takes the candidates for employment from the retrenched
employees due to obligation, trade union pressure and the like.
(ometimes the organizations prefer to re%employ their retired employees
as a token of their loyalty to the organization or to postpone some inter%
personal conAicts for promotion etc.
7.8.5.9 #epartment of deceased, disabled, retired and
present employees! %(ome organizations with a view to developing
the commitment and loyalty of not only the employee but also his1her
family members and to build up image provide employment to the
dependents of deceased, disabled and present employees.
2.3.2 External Source:
E,ternal source includesE 6rivate employment agencies,
6ublic employment e,change, 2ampus recruitment,
6rofessional /rganizations, #ata +anks, (imilar /rganization,
Trade Unions.
7.8.7.5 6rivate employment agencies! %6rivate employment
or agencies or consultants like A+2 .2onsultants ndia perform the
recruitment functions on behalf of a client .2ompany by charging fee
.4ine managers are relieved from recruitment function so that they can
concentrate on their operational activities and recruitment function is
entrusted to a private agency or consultants. +ut due to limitation of high
cost, ine'ectiveness in performance, con$dential nature of this function,
managements sometimes do not depend on these sources .)owever,
these agencies function e'ectively in the recruitment of e,ecutives.
)ence, they are also called e,ecutive search agencies .;ost of the
organizations depends on this source for highly specialized positions and
e,ecutive positions.
7.8.7.7. 6ublic employment e,change! % The Bovt. set%up
public employment e,change in the country to provide information about
vacancies to the candidates and to help the organization in $nding out
suitable candidates. The employment e,change -compulsory noti$cation
or vacancies. Act, 5F:F makes it obligatory for public sector enterprises
in ndia to $ll certain type of vacancies through public employment
e,change. These industries have to depend on public employment
e,change .These industries have to depend on public employment
e,change for the speci$ed vacancies.
7.8.7.8 2ampus recruitment! % 2ampus recruitment is a
common phenomenon particularly in the American organizationE it has
made its mark rather recently. /f 4ate, some organizations such as )44,
)24, 4DT, 2itibank, A3G grind lays, ;otorola, *eliance etc., in ndia
have started visiting educational and training institutes1campus for
recruitment purpose. E,amples of such campuses are the ndian institute
of management -;., ndian institute of technology and the university
departments of business management. =or this purpose, many institutes
have regular placement cells1o'icers to server as liaison between the
employees and the students. Tezpur central university has, for e,ample,
one deputy director -training D placement. for the purpose of campus
recruitment and placement.
7.8.7.9 6rofessional /rganizations! % 6rofessional
organization or associations maintain complete bio%data of their numbers
and provide the same to various organizations on requisition. They also
act as an e,change between their numbers and recruiting $rms in
e,changing information, clarifying doubts etc. /rganizations $nd this
source more useful to recruit the e,perienced and professional
employees like e,ecutives, managers, engineers.
7.8.7.: #ata +anks! % The management can collect the bio%data of
the candidates from di'erent sources like Employment e,change,
Educational training institute, candidates etc., and feed them in the
computer. t will become another source and the company can get the
particulars as and when it needs to recruit.
7.8.7.H (imilar /rganization! % Benerally, e,perience
candidates are available in organizing producing similar products or are
engaged in similar business. The management can get most suitable
candidates from this source. This would be the most e'ective source for
active positions and for newly established organization or diversi$ed or
e,panded organizations.
7.8.7.I Trade Unions! % Unemployed or under%employed persons
or employees seeking change in employment put a world to the trade
union leaders with a view to getting suitable employment due to latterJs
intimacy with management. As such the trade union leaders are aware of
the availability of candidates. n view of this fact and in order to satisfy
the trade union leaders, management enquires trade unions for suitable
candidates. ;anagement decide about the sources depending upon the
type of candidates needed, time lapse period etc. it has to select the
recruitment techniques after deciding upon source.

7.9. O!"ecti#e% o$ Recruit,ent
The ob&ectives of recruitment are!%
i. To attract people with multi%dimensional skills and E,periences
that suits the present and future organizational strategies.
ii. To indicate outsiders with a prospective to lead the company.
iii. To infuse fresh blood at all levels of the organizational.
iv. To develop an organizational culture that attracts competent
people to the company.
v. To search or ?head hunt 1 head pouch people whose skills $t the
companyJs values.
vi. To device methodology for assessing psychological traits.
vii. To seek out non%conventional development grounds of talent.
viii. To search for talent globally and not &ust within the company.
i,. To design entry pay that competes on quality but not on quantum.
,. To anticipate and $nd people for positions that does not e,ist yet.
7.:. Recruit,ent proce%%
*ecruitment is the process of locating, identifying and attracting capable
applications for &obs available in an organization .Accordingly, the
recruitment process comprises the following $ve steps!%
a. *ecruitment planning.
b. (trategy development.
c. (earching.
d. (creening.
e. Evaluation D control.
.+.1 Recruit,ent p)annin*9 % 6lanning involves to draft!%
a comprehensive &ob speci$cation for the vacaJ position , outlining its
ma&or and minor responsibilities the skills , e,perience and quali$cation
needed E gra - and level of pay E whether temporary or permanent E
almention of special condition , if any , attached to the in to be $lled .
.+. Strate*& de#e)op,ent9 ; /nce it is known how many with
what quali$cations of candidates are required , the ne,t step involved in
this regard is to device a suitable strategy for recruiting the candidates
in the organization .The strategy considerations to be considered may
include issue like whether to prepare the required candidates themselves
or hire it from outside , what type of recruitment method to be used ,
what geographical area be considered for searching the candidates
."hich source of recruitment to be practiced , and what sequence of
activities to be followed in recruiting candidates in the organization .
.+.' Searchin*9 ; t involves attracting &ob seekers to the
organization .There are broadly two sources used to attract candidates.
These are! %
5. nternal sources
7. E,ternal sources
.+.( Screenin*9 ; Though some view screening as the starting point
of selection, we have considered it as an integral part of recruitment .The
reason being the selection process starts only after the applications have
been screened and short listed .Cob speci$cation is invaluable in
screaming .Applications are screened against the quali$cation
knowledge, skills, abilities, interest and e,perience mentioned in the &ob
speci$cation.
.+.+ E#a)uation 4 contro)9 ; The considerable cost involved in
the recruitment process. Evaluation D control is imperative .The cost
generally incurred in recruitment process include! %
5. (alary of recruiters.
7. 2ost of time spent for preparing &ob analysis, advertisement
etc.
8. Administrative e,penses.
9. 2ost of outsourcing or overtime while vacancies remain
un$lled.
:. 2ost incurred in recruiting unsuitable candidates.

7.H. Method% o$ Recruit,ent
The methods of recruitment involves! %
5. nternal
7. #irect
8. ndirect
=. Third%party
./.1. Interna) ,ethod9 ; This is a practice of $lling vacancies
from within through transfer and promotions. All transfer decisions are
usually taken by management and communicated to that, concerned. n
case of promotionE however, information about the vacancies is
communicated through internal advertisement or circulation and
applications. Alternatively, organization may prepare seniority or
seniority%cum%merit list and consider the eligible candidates for internal
promotion. (ome organization keep badly lists or a central pool of
persons from which vacancies can be $lled for manual &obs. (uch people
may be listed out for di'erent &obs according to which they are best to
which they are best suited.
./.. Direct ,ethod9 ; These include campus interviews and
keeping a live register of &ob seekers. Usually used for &ob requiring
technical and professional skills, organizations may visit TJs, TJs and
colleges and universities and recruit person from various &obs.
./.'. Indirect ,ethod9 ; These include advertisement in the print
media , *adio , Television ,Trade , 6rofessional and Technical Cournals
etc .t is appropriate to clearly state the responsibilities and
requirements along with de$nite hint about the compensation , prospects
etc. This method is appropriate where there is plentiful supply of talent,
which is geographically or otherwise spread out and when the purpose of
the organization is to reach out to a larger target group.
./.( Third part& ,ethod9 ; They include reference to
Employment E,change, which is a statutory requirement for the &ob 1
organization to which the Employment E,change -compulsory
noti$cation. Act applies .(pecial Employment E,change have been set up
in di'erent places for displaced persons, E,%military personnel
,6hysically handicapped , 6rofessional etc. for higher skilled or technical
&obs , university employment bureau and council of scienti$c and
industrial research have also been set up.

.0. De-nition o$ %e)ection
(election is the process of choosing the most suitable
candidates from among the applications for &ob.

According to (tone, ?selection is the process of di'erentiating
between applicants in order to identify those with a greater likelihood of
success in a &ob. n the opinion of Koontz,@selection is the process of
choosing from among the 2andidates from within the organization or
from the outside, the most suitable 6erson for the current position or for
the future position.@

.1. Se)ection ,ethod% < proce%%
The selection process is likely to vary from organization to organization
depending upon the nature of &obs and organization. There is no standard
section process that can be followed by all the companies in all the areas.
2ompanies may follow di'erent selection techniques or methods
depending upon the size of the company ,nature of the business , kind
and number of persons to be employed , Bovt. regulations to be followed
etc. Thus each company may follow any one or the possible combinations
of methods of selection in the order convenient or suitable to it
.=ollowing are the selection methods generally followed by the
companies. (election procedure employs several methods of collecting
information about the candidatesJ quali$cation, e,perience, physical and
mental ability, nature and behavior, knowledge, aptitude and the like for
&udging whether a giving applicant is or is not suitable for the &ob.
Therefore the selection procedure is not a single act but is essentially a
series of methods or stages by which di'erent type of information can be
secured through various selection techniques .At each step, facts may
come to light which are useful for comparison with the &ob requirement
and employee satisfactions.
Steps in s9ienti0i9 see9tion pro9ess$ >
Cob analysis.
*ecruitment.
Application form.
"ritten e,amination.
6reliminary interview.
+usiness games.
(election tests.
=inal interview.
;edical e,amination.
*eference checks.
4ine managerJs decision.
Employment.
(election interview
6hysical e,amination.
.1.1. 7%&cho)o*ica) Te%t9
6sychological tests play vital role in employee selection .A psychological
test is essentially an ob&ective and standardized measure of sample of
behaviour from which inferences about future behaviour and
performance of the candidate can be drawn.
Tests are basically classi$ed into $ve types. They are!
Aptitude tests
Achievement tests
(ituational tests
nterest tests
6ersonality tests
.1.. Inter#ie=9
nterview is probably the most widely used selection tool. t is a selection
technique, which enables the employer to view the total individual and
directly appraise him and his behaviour. t is a method by which an idea
about an applicantJs personality -including his intelligence, breadth of
interests and general attitudes towards life. can be obtained by a face%to%
face contact
CHAPTER 3
RECR:ITMENT 4 SELECTION OF SCAN
STEELS
'.1 COM7AN> 7ROFILE
L5. 3ame! % (can (teels 4td.
L7. 4ocation! % 2orporate /'ice! +hubaneswar
(can (teels plant, *a&gangpur
L8. *egd. /'ice! % +hubaneswar
L9. /wnership pattern!%6rivate (ector.
L:. Top ;anagement!%;r. *a&esh Badodia, #irector. (2A3
(TEE4(
LH. 6roduction 2entres! % *&agangpur,Banga Cal,)ydrabad.
'. SCAN STEELS ?R 7RACTICES
As regards the philosophy of (2A3 (TEE4( in conte,t of
)uman *esource ;anagement ,it is to attract competent
personnel with growth potential D develop their skills D
capabilities in a congenial work D social environment through
opportunities for training ,recognition ,career advancement D
other incentives .it is also to develop D nurture favorable
attitude among employees D to obtain their best contribution
to the organization by providing stable employment,
conductive working conditions, &ob satisfaction ,quick
redressed of grievances D through pay structure D welfare
amenities ,commensurate with the companyJs capacity to
spend D the Bovt. guidelines .t is also to foster fellowship D
sense of belongingness among all sections of employees
through closer association of employees with the management
D by encouraging healthy Trade Union practices.
)owever, the manpower status of the company as on the
end of AUB 7L5L is as follows!%
S) No. Cate*or& po%ition% a% on end o$
@une A11
5. E,ecutives 7:L
7. (upervisor 5:5
8. "orkmen 7H8L
9. Trainees %%%%%%%
:. BET 7F
H. ;T L:
I. (/T LH
M. C/T 5M
F. 4#6 %%%%%%%
5L. Asst.Trainees
L9
55. "orker Trainee
L9
'.' O#er#ie= o$ ?R po)icie%
)* policies are very much requiring in an organization. These policies
are!
8.5.9.5. Environment policy! % n recognition of the interest of the
society in securing sustainable industrial growth, compatible with a
wholesome environment, (2A3 (TEE4( a'irms that it assigns a high
importance to promotion and maintenance of a pollution free
environment in all its activities .
8.5.9.7. >uality 6olicy! % >uality will from the core of our business
philosophy .;eeting the needs and e,pectation of the customer and
consistently improving system and work ethos will be our chosen path in
achieving e,cellence in nss and ful$lling social obligation.
8.5.9.8 T6; 6olicy! % n (2A3 (TEE4( to pursuit -onwards
organizational e,cellence through practice of ?Total productive
maintenance@, it committed to ma,imize overall plant e'ectiveness
involves all employees in system and process improvement.
'.( SWOT ANAL>SIS OF SCAN STEELS9 ;
("/T stands for strength, weakness, opportunity D threats.
Therefore, ("/T analysis of (2A3 (TEE4( is as follows! %
'.(.1 STRENGT?S9 ;
. "aste utilization.
4ocal area network.
*elatively free from pollution.
Trained D skilled manpower.
Bood quality production.
2omputerization.
6eripheral development.
E'ective utilization of resources.
'.(. WEAKNESSES9 ;
Emerging completions.
ncrease cost of maintenance.
Brievances handling procedure is not e'ective.
ndiscipline among the employee.
"orkerJs participation in management is very low.
6olitical interference is more in the units.
Training D development programmers canJt run
successfully in every unit.
;anagement fails to solve the disputes among the
employees.
'.(.' O77ORT:NITIES9 ;
The company has created a wide range of opportunities for the
ancillary industries who thrive on the bi%product of the main plant.
The company has e,pansion plans for downstream pro&ects because
the company thinks that production costs will go down.
=urther potential to lower cash costs 1e,pand margins.
E,ternal acquisition growth%capitalization on steel product base.
'.(.( T?REATS9 ;
6rice Auctuations of iron ore D dolomite at the domestic D the
international market.
=requent change on obsolescence of technology.
#omestic competition.
6ressure from falling global cost curve.
Blobalization of industry D players.
2ommunity e'ect% (on of the soil.
'.+ RECR:ITMENT 7OLICIES OF SCAN
STEELS
The recruitment of personnel both E,ecutive and 3on%e,ecutive up to
e,ecutive director level are alone as per the recruitment D promotion
rules approved by the +oard of #irector of the company separately for
e,ecutive and non%e,ecutive .As per these rules the requirement of
e,ecutives are done centrally at corporate level and non%e,ecutive are
done at the respective against the approved manpower section .#ue to
adherence of the Bovt. directives on reservation for (2, (T , physically
)andicapped presorts, E,e%serviceman is made . The source of non%
e,ecutive are mainly employment e,change and advertisement
whereas for the e,ecutive are mainly employment of all ndia basis the
quali$cation, age limit, e,perience for di'erent level of posts are
prescribed in the respective rules .
The ma&or inductions at non%e,ecutive level are done at " -unskilled.
;/16/1T/ -skilled. .(o -supervisory., and most of these inductions are
done through trainee worker &unior operative trainees and senior
operative trainee schemes respectively .(imilarly the ma&or induction
point of e,ecutive at E/ level where the :LN of the vacancies are
done through internal selection, from the supervisory personnel as per
a scheme for the purpose and other through that the BET1;T scheme
on all ndia open competition basis .
There is also a scheme for providing employment to the dependants of
the deceased employees dying in harness arising in course and out of
employmentE the scheme is in vogue till the (2A3 (TEE4( employees
person scheme is implemented in totally .The employments are dealt
oil case%to%case basis .
At time of acquisition of land is the establishment or title progress of
the company. A scheme of giving assistance including that
employment was developed which was to remain in course till one
year of the commercial products. As per the scheme employment their
opportunity are only to be provided to the persons cooling their
dwelling homestead land -)(. and loosing 518
rd
more of these land
-(A6.. )owever, the demands the land to dedicate to the ob&ective in
the company are persisting as on dates which include also imitational
actions and that matter has been taken up at the level of chief
secretary of /rissa for a $nal course of action.
After selection by the committee constituted for each post for the
employees are required to give details with regard to their character
antecedents. =amily details, nominations D other declaration at the
time of &oining.
'./ ?RM phi)o%oph&
The philosophy of (2A3 (TEE4( in the $eld of human resources and
management has been!
To attract competent with growth, potential and develop their skillsD
capabilities in a congenial work D social environment through
opportunity for training, reorganization, career advancement D other
incentives.
To develop D nature favorable attitude among employees D to obtain
their best contribution to the organization by providing stable
employment, safe working conditions, &ob satisfaction, week retrace of
grievances D through good pay and welfare amenities, commensurate
with the companyJs capacity to spend and the government guidelines.
To foster fellowship D sense of belongingness among all section of
employees through closer association of employees with the
management D by encouraging healthy trade union practices.
'.0 Recruit,ent and %e)ection practice%
in SCAN STEELS
n establishing D maintaining a dynamic organizational structure
suited to meet present D future 2ompany needs ,(2A3 (TEE4( is
committed to have a system for manning e,ecutive posts in the 2ompany
with persons having appropriate level of academic 1 professional
quali$cation , skill, competence, e,perience D motivation D for
developing its own human resources in such a manner as to integrate the
aspirations for growth D development of the individual employees with
the ful$llment of the 2ompanyJs ob&ectives . The 2ompany seeks to
sustain high levels of performance from its e,ecutives by maintaining a
working environment conducive to the e'icient D e'ective functioning of
each E,ecutive.
'.0.1. O6@ECTIBES
To meet e,ecutive manpower requirements of the 2ompany in
terms of approved )uman *esources plan.
To ful$ll requirements of competent e,ecutives in terms of requisite
capabilities, skills, quali$cation, aptitude, merit D suitability with a
view to ful$ll 2ompanyJs ob&ectives.
To attract, select D retain the best talent available keeping in view
the changing needs of the organization.
To ensure an ob&ective D reliable system of selection.
To integrate growth opportunities of the e,ecutives with ful$llment
of 2ompanyJs ob&ectives.
To man e,ecutives posts in the company with competent personnel
having growth potential D to utilize their capabilities in the
working environment the ma,imum opportunities available for
advancement.
To provide for a system which is conducive to equity, fairness D
ob&ectivity in matters concerning promotion of e,ecutives.
To ensure uniformity D consistency to the e,tent possible in
promotion of e,ecutives of the company.
To motivate e,ecutives of the organization for better performance
by rewarding their contribution to the growth of the organization in
deciding promotion on the basis of over all merit.
To ensure the continuity of the management D systematic
succession planning for senior 1 key post in the e,ecutive cadre.
To provide input for the development of e,ecutives linked to their
levels of performance D their speci$c strengths D requirements.
To integrate e,ecutives into a cohesive team.
'.1. RECR:ITMENT
'.1.1 SO:RCES OF RECR:ITMENT
(ources of recruitment shall be decided by the 2hief E,ecutive generally
from the following!
a. Advertisement in press on all%ndia basis.
b. 2irculation amongst government departments D other 6ublic
(ector Enterprises where the candidates with requisite
quali$cation D e,perience are likely to be available.
c. Braduate Engineer Trainees 1 ;anagement, Trainees in terms of
approved (chemes.
d. #eputation from Bovernment departments D 6ublic (ector
Enterprises D depending upon the speci$c requirements,
absorption of deputationists 1 lien holders from Bovernment
departments D 6ublic (ector Enterprises in the 2ompany .
e. 6ersonal contacts for recruitment to posts requiring special
e,pertise.
f. 2irculation of vacancies within the 2ompany.
The internal candidates serving in the scale ne,t lower to the level for
which recruitment is being made D who ful$ll necessary requirements
stipulated for the post under recruitment, D have applied for the same,
may be considered along with other candidates provided they have
completed the prescribed probation period . The prescribed age% limit D
application fees shall not apply in such cases.
The length of e,perience D age limit for recruitment to various grades
-e,ternal candidates. shall be as speci$ed at Anne,ure% A.
'.1. IND:CTION 7OINTS
5. E%L level shall be the ma&or induction point in e,ecutive manning
system of the 2ompany.
7. 3ot less than :LN manpower requirement at E%L stage shall be
$lled up through direct recruitment including trainees.
8. The 2ompany may take recourse to direct recruitment at any or all
levels to the e,tent necessary.
'.1.' CENTRALISED RECR:ITMENT
All recruitment to posts covered by these rules shall be centrally
organized by the 2orporate )*# #epartment.
'.1.'.1 MAN7OWER 7LANNING 4 CREATION OF 7OSTS9
;
All recruitment shall be within the total manpower approved by the
+oard. rrespective of over all sanction of posts speci$c sanctions for
each new post from the 2hief E,ecutive will be necessary before
$lling up the posts .Also in those cases where a consequential
vacancy e,ists on account of resignation, termination, death,
superannuation etc. of the incumbent, approval of the depending upon
2hief E,ecutive will be necessary before $lling up the vacancy .
'.1.'. DELEGATION
Authority to recruit D 1 or appoint will be the 2hief E,ecutive or as
delegated by him from time to time.
'.1.'.' 7RESCRI6ED 2:ALIFICATIONS
5. The prescribed minimum educational quali$cations for
appointment to various cadres D e,%cadre posts shall be as
speci$ed at Anne,ure% +.
7. The competent authority may amend modify or vary the
prescribed quali$cation for any post at any time.
8. n case of cadre posts not covered at Anne,ure%+ the competent
authority shall from time to time lay down the prescribed
quali$cations.
'.1.'.(. CONSTIT:TION OF SELECTION COMMITTEE
5. The (election 2ommittee shall be constituted by the 2hief
E,ecutive .The (election 2ommittee shall normally consist of at
least 8 o'icers of appropriate status D functions including a
representative from )*# #epartment.
7. n case of specialized posts, specialists from outside the 2ompany
may be nominated on the (election 2ommittee.
'.C. SELECTION
5. The selection 2ommittee may hold interviews D 1 or tests as may
be considered necessary.
7. )*# #epartment will make available to the members of the
(election 2ommittee the following documents D particulars
regarding the candidates at the following documents D particulars
regarding the candidates at the time of interview !
a. A copy of the advertisement with speci$c requirement s of
the post.
b. +io data of each of each candidate.
c. Applications in original.
d. Appraisal reportsD comments of forwarding authority in case
of internal candidates, wherever necessary.
e. *esults of tests, if any, held prior to interview.
f. Any special information considered to be relevant to the
selection of any candidate.
8. The )*# #epartment will also inform the (election 2ommittee the
likely number of posts including those reserved for (2 1 (T 1/+2
etc. required to be $lled up through the selection process.
9. The )*# #epartment will ensure consistency in selection
standards D starting salaries.
'.C.1 7ANEL
5. The (election 2ommittee on assessment of the candidates on the
basis of their quali$cation, previous e,perience, performance in the
test 1 interview D other relevant factors, shall prepare a panel in
order of merit, of candidates considered suitable for employment
for approval of the competent authority.
7. The panel as approved by the competent authority shall be valid for
a period of one year form the date of such approval. n e,ceptional
cases, with &usti$cation to be recorded in writing, life of the panel
may be further e,tended by the 2hief E,ecutive by not more than
si, months. /'er of appointment shall be issued in order of merit
from the approved panel.
'.C. MEDICAL EDAMINATION
All appointments in the 2ompany will be sub&ect to the selected
candidates being found medically $t by the 2ompanyJs medical o'icer
1+oard for the post-s. for which they have been selected . "here there is
no 2ompanyJs ;edical /'icer, medical e,amination will be conducted by
an approved Bovernment )ospital 1;edical +oard. The decision of
medical +oard constituted by the 2ompany will be $nal D binding.
'.C.' IND:CTION 4 ORIENTATION
All newly appointed employees in the 2ompany will undergo suitable
induction orientation programme before being placed on the &ob or
training. nduction programme will, among other things, aim at
systematically introducing the new employees to the 2ompany, its
philosophy, its ma&or policies, its e,isting status D future plans etc. The
induction programme should clearly spell out the mutual e,pectations
with emphasis on companyJs e,pectations from the new employees.
>. ,ecruitment and selection in present context
3ow a days much more importance has been given to selection
procedure .#uring selection procedure more importance has been given
to attitude, motivation , aspiration, potential, communication ability,
behavior etc. the selection has been made to di'erent e,ecutive posts
generally after careful observation, group discussion, psychometric test,
games etc. again some organizations make this process more informal
and time taking . (ome companies after the recruitment process invites
for informal dinner and then carefully observe the candidate. (ome also
invited them to work with them. #uring that period of work they observe
their behavior, cooperativeness, team spirit etc. As per my opinion it is
required because if a man has a positive attitude to learn to do work he
can do the &ob in an e'ective and e'icient manner. "ith requisite skill
and knowledge people with positive attitude can be managed without
skill and knowledge but people with negative attitude cannot be
managed even if they have advanced skill and knowledge. Again in
modern days some of the foreign organizations like Tisco is committed to
identifying, developing and promoting the talents of its employees. ts
track record is also good. At present H out of 5L board directors, 9
regional managing directors, 7I retail directors and F out of its store
board directors are home grown. Thus most of the organizations prefer in
promoting the internal employees to higher position. 3A42/ also adopts
the same rule in this regard.
n the changing scenario importance should be given to recruitment and
selection. The main ob&ective of recruitment and selection process in any
The panel as approved by the competent authority is valid for a period
of 5 year from the date of such approval o'er of appointment is issued in
order of merit from the approved panel.
An application format inviting applicant for the di'erent &obs is being
given in appendi,.

CHAPTER 4
2ue%tionnaire3 Data Co))ection3
Interpretation 4 Ana)&%i%
The sample size is 7L and data is collected through simple random
methodology. =ollowings are the questionnaire, data collection,
interpretation and analysis.
(ick your answer at the appropriate box
?@. (he profit records of 3C)& 3(''*3 show that the organiAation has a motivated
workforce. 2o you think soB

C'3 &O
;DE DE
' F (he data reflects that the organiAation is having outstanding motivated culture as
;DE of people agreed to the above mentioned statement.
?5. (o build a motivated that effective work force, +,2 department O1()I&3 %recruits-
the right persons with right mental frame and 0)I&()I& %training, benefits, facilities
etc- them to remain motivated. Ghat is the weight age you would attribute to these two
functions in 3C)& 3(''*3B (ick the appropriate situation.
' - (he
executives have been more emphatically agreed to the good recruitment policy of
3C)& 3(''*3 as the main contributing policy for possessing a motivated and effective
workforce by 3C)& 3(''*3.
?6. +ow would you rate the manpower planning in 3C)& 3(''*3 keeping in view the
number of existing employees visa-a-vis the updated re<uirement B
'xcellent "ood )verage $oor
=9E 89E D9E 69E :9E obtaining
89E =9E D9E :9E 69E maintaining
D9E 69E 59E 9E
' - #eeping in view the automation aspect of 3C)& 3(''*3 plant executive have given
mixed response in favour of the existing manpower planning in 3C)& 3(''*3. 4sually
automation plant needs less manpower for running the plant. 3ince 3C)& 3('**3 is private
sector and his social recruitment. (aking this into view they rated manpower planning as a
sound one.
?=5. Is the existing )dvertising policy of 3C)& 3(''*3 %regarding the recruitment of
both 'H'C4(II' and &O&-'H'C4(II' personnel- ade<uate or does it need intensive
penetration into the labour marketB
C'3 &O
J9E 59E
' - +ere also more than 59E feel that there is scope for more aggressive advertisement
?D. )s keeping in view the advertisement material for 'H'C4(II' . recruitment of
3C)& 3(''*3 , should the advertisement include more about the company to entice
<ualitative candidates in good number B
C'3 &O
89E =9E
' - (he response pattern to this is almost similar to that of non-executive.
?8. (here is no provision for campus recruitment in the recruitment policy of 3C)&
3(''*3 . 2o you think the organiAation should adopt itB
C'3 &O
D6.JDE =8.@DE
' - (hrough the percentage response for campus recruitment is more in comparison to a
response against it by the executivesK they have behavior, apprehensive of less transparency
in campus recruitment. (his is clearly indicated in the =8.@DE response against campus
recruitment.
?:. )s the recruitment policy of 3C)& 3(''*3 does not carry the selection process in
details %written 7 trade test aptitude, mental attitude, personality etc-, is it advisable for the
organiAation to list out these aspects in detail for the proper evaluations of the CandidatesB
C'3 &O
J9E 59E
E$ Ces, J9E of people opined in favor of this. 3o its important to list out these aspects in
detail for the proper evaluations of the candidates.
?J. 3C)& 3(''*3 as a public sector has to abide by the "ovt. guidelines regarding
recruitment. 2oes 3C)& 3(''*3 stand a chance of being innovative 7 creative in the
following areas of recruitment keeping an eye on the other private sector initiative in these
fieldsL -
Online receipt and scrutiny of applications
C'3 &O

8DE 6DE
)ssessment of psychological traits in a
3ignificant way in personal interview.
C'3 &O

89E =9E
$osition may come to existence in future
C'3 &O

:9E 69E
' - 'xecutive is more open in percentage win response for an innovative and creative
approach towards recruitment process and procedure.
?;. 2o u think a group interviewers should be developed from senior and middle level
management by updating @heir interviewing skills and giving them exposure on the latest
techni<ues so that their expertise would help in selecting better candidates for the
organiAationB

C'3 &O
@99E 9E
' - (he development of an expert group for conducting interview from the internal source
has become a crying need for the organiAation. Once the organiAation crosses its proect stage
and stabiliAes its production, these areas like recruitment should be given new initiative
.(herefore executive response for <uestion ; is @99E
?@9. !or 34$',II3O,C and 'H'C4(II' re<uirements the inclusion of an
industrial psychologist in the interview board would help in selecting candidates mentally /
temporarily befitting an industrial environmentB

C'3 &O
;9E @9E
' - In claim of a psychologist is the rule of the day. It will effectively strengthen the selection
board .(his is reason executive response is very emphatic on this matter.
? @@. (he global indicates the ('&4,' >O1 %for a specific period- will replace the
$',0)&'&( >O1. 2o you think soB
C'3 &O
=9E 89E
' - (he executives are more aware of the recent trend in labor market .(hat is the reason
the percentage of apprehensive that ('&4,' >O1 will replace permanent ob is more in case
of executive in comparison to non-executive . +owever, their response shows they do not
anticipated such a change in near future.

?@5. 3C)& 3(''*3 being a global player has to maintain pace with the global trends and
some day in future it has to prefer ('&4,' >O13 for non-core functions. (his being the
reality, should 3C)& 3(''*3
(ake the following steps from now onwards or wait for the futureL -
3C)& 3(''*3 should increase the employability of its employees to reduce their
dependency on ob permanency.
It should identify the functions that are to be outsourced or kept as core functions.
(o create awareness amongst its employees about the concept of ('&4,'
appointment.
(o redraft the recruitment policy include provision for ('&4,' >O13.
' - (he executives are more aware of the recent trend in labour market .(hat is the
reason the percentage of apprehensive that ('&4,' >O1 will replace permanent ob
is more in case of executive in comparison to non-executive . +owever, their
response shows they do not anticipated such a change in near future .



CHAPTER
+.1. S:GGESTION
)s a trainee at 3C)& 3(''*3, I would suggest that implement on-line recruitment facilities.
On-line recruitment has advantages to its credit.
!irst of all the cost of conducting examinations for recruitment of new people for the Iacant
posts would considerably less. )nother important advantage of conducting on-*ine
examination is that a lot of time would be saved for both the it candidates as well as
organiAation. Candidates need not wait for a few days to know how they have fared in the
examination. (he results can be known in the matter of few minutes. Candidates again will be
saved from the tension of traveling to the place or city where the examination would be held.
3C)& 3(''*3 need not appoint invigilators for the same purpose.
+iring cyber cafes and I( institute costs cheaper. 3econdly, I would like to suggest that
3C)& 3(''*3 should implement potential appraisal forall the reasons that have been
mentioned above. $otential appraisal can help 3C)& 3(''*3 to M)$$OI&( (+' ,I"+(.
person with the right attitude at the right place for the right M$urpose.. +istory is witness to
the fact human beings perform their level best when their aptitude and their attitude are taken
into consideration while appointing them.
(herefore, I sincerely feel that the system of conducting on-line examination and the Concept
of potential appraisal could be implemented at 3C)& 3('**3.3C)& 3(''*3 must give
3tress on +, as a strategic business partner as against a backroom service provider.
0ulti-skilling of employees must be given importance as it helps at the emergency .) Ialue
based %value in terms of achieving excellence and competence- and obective feedback must
be devised. (he 689-degree feedback may be adopted. (he +, policies in 3C)& 3(''*3
need to be progressive and same for all the employees.

).?. C/NCL,S-/N
(he +, dept. of 3C)& 3(''*3 is performing the role of change agent and
is striving religious by to create an enabling organiAational climate where the
employees can unable their potential / help attracting the vision of
the organiAation to become a world class integrated power maor , powering
Indias growth , with increasing global presence .
).@. 'i3iograp8y
3. #hanka, +uman ,esource 0anagement, J. Chand , 2elhi.
,ao $.3ubba, +uman ,esource 0anagement, +imalaya $ublishers, &ew 2elhi.
)swathappa #., +uman $ersonnel 0anagement, (.0.+., &ew 2elhi.
0athis and >action, +uman ,esource 0anagement, 'ssential perspectives, (homson
*earning $ublishers.
$attanaik 1iswaeet, +uman ,esource 0anagement potential +all India.
Appendi; %
<uestionnaire 0or Re9ruitment and See9tion at S9an Stees
?@. (he profit records of 3C)& 3(''*3 show that the organiAation has a motivated
workforce. 2o you think soB

C'3 &O
?5. (o build a motivated that effective work force, +,2 department O1()I&3 %recruits-
the right persons with right mental frame and 0)I&()I& %training, benefits, facilities
etc- them to remain motivated. Ghat is the weight age you would attribute to these two
functions in 3C)& 3(''*3B (ick the appropriate situation.
?6.
+ow would you rate the manpower planning in 3C)& 3(''*3 keeping in view the
number of existing employees visa-a-vis the updated re<uirement B

'xcellent "ood )verage $oor
?=. Is the existing )dvertising policy of 3C)& 3(''*3 %regarding the recruitment of both
'H'C4(II' and &O&-'H'C4(II' personnel- ade<uate or does it need intensive
penetration into the labour marketB
C'3 &O
?D. )s keeping in view the advertisement material for 'H'C4(II'. recruitment of 3C)&
3(''*3 , should the advertisement include more about the company to entice <ualitative
candidates in good number B
C'3 &O
=9E 89E D9E 69E :9E obtaining
89E =9E D9E :9E 69E maintaining
?8. (here is no provision for campus recruitment in the recruitment policy of 3C)&
3(''*3. 2o you think the organiAation should adopt itB
C'3 &O
?:. 3C)& 3(''*3 as a private sector has to abide by the "ovt. guidelines regarding
recruitment. 2oes 3C)& 3(''*3 stand a chance of being innovative 7 creative in the
following areas of recruitment keeping an eye on the other private sector initiative in these
fieldsL -
Online receipt and scrutiny of applications
C'3 &O

)ssessment of psychological traits in a
3ignificant way in personal interview.
C'3 &O

$osition may come to existence in future
C'3 &O

?J. 2o u think a group interviewers should be developed from senior and middle level
management by updating @heir interviewing skills and giving them exposure on the latest
techni<ues so that their expertise would help in selecting better candidates for the
organiAationB

C'3 &O
?;. !or 34$',II3O,C and 'H'C4(II' re<uirements the inclusion of an
industrial psychologist in the interview board would help in selecting candidates mentally /
temporarily befitting an industrial environmentB

C'3 &O
?@9. (he global indicates the ('&4,' >O1 %for a specific period- will replace the
$',0)&'&( >O1. 2o you think soB
C'3 &O

?@@. 3C)& 3(''*3 being a global player has to maintain pace with the global trends and
some day in future it has to prefer ('&4,' >O13 for non-core functions. (his being the
reality, should 3C)& 3(''*3
(ake the following steps from now onwards or wait for the futureL -
3C)& 3(''*3 should increase the employability of its employees to reduce their
dependency on ob permanency.
It should identify the functions that are to be outsourced or kept as core functions.
(o create awareness amongst its employees about the concept of ('&4,'
appointment.
(o redraft the recruitment policies include provision for ('&4,' >O13.