A

PROJECT REPORT
ON
recruitment & selection
AT
MAIHAR CEMENT

Submitted to

VINDHYA INSTITUTE OF MANAGEMENT AND RESEARCH SATNA

IN

PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF

DEGREE IN M.B.A. OF

AWADHESH PRATAP SINGH VISHWAVIDYALAYA

REWA (M.P.)

SUBMITTED TO Guide By Submitted By:

Dept. of VIMR Mr. K.P. Tripathi Anushruti Shukla
HR Manager MBA (IV Sem)
 RECRUITMENT

INTRODUCTION :

After the required number and kind of human recourse are

determined, the next step in the procurement function is to locate the source
the required human recourse can be available and to attract them to towards
the organization . this is known as recruitment.

MEANING OF RECRUITMENT AND DEFINATIONS :

According to Flippo recruitment is the process of searching for

prospective and encouraging then to apply for job in an organization.

In words of Joder recruitment is a process to discover the source of

manpower to meet the requirement of the staffing schedule and to employee
effective measure for attaching that manpower in adequate

OBJECTIVE OF RECRUITMENT :-

The objective of recruitment is :-

1. To attract people with multi-dimensional skills and experience that suit

the present and future an orgnization stragies.

2. To induct outsider with a new perspective to lead the company.

3. To infuse fresh blood at all levels of orgnization .

4. To dewlap an organizational culture that attract comptent people to the

company.

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FACTORS AFFECTING RECRUITMENT INTERNAL FACTORS :-

1. Company pay package

2. quality of work life

3. organizational culture

4. Career planning and growth

5. companys size

6. companys products and service

7. graphical spread of company operation

8. companys growth rate

9. Role of trade union

10.Cost of recruitment

11.companys name and fame

EXTERNAL FACTORS:-

1. Socio economic factor

2. Supply and demand

3. Employment rate

4. Labor market condition

5. Political legal and govt. factors like reservation for sc/st

6. information sys. Like employment exchange and internet.

STEPS ON RECRUITMENT PROCESS :-

PERSONAL recruitment process involve five element viz:-

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1. A recruitment policy

2. A recruitment organization

3. A forecast of manpower

4. the development of sources of recruitment

5. Method or techniques of recruitment

1. RECRUITMENT POLICY:

Such a policy asserts the objective of the recruitment and provide

a framework of implementation of the recruitment program in the form
of produce .

Therefore , a well considered and preplanned recruitment policy based

on corporate goal , study of environment and corporate needs may avoid
hasty or ill considered decisions and may go a long way to man the
organization .

A Good recruitment policy must contain these element:

1. organization objective

2. organization of recruitment needs

3. preferred sources of recruitment

4. criteria of selection and preferred

5. The of recruitment and financial implementation of the same

A Recruitment policy in the it's broadcast sense involves

commitment by the employer to such general principle are:

to find and employ the best qualified person for each job

1. To retain the best and most promising of those hired

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2. To offer promising opportunities for life time working career

3. To provide programe and facilities for personal growth on the job

According to Yoder the recruitment policy is concerned with quantity

and qualification of manpower

A good recruitment policy of orgnization must satisfy following

condition:

1. It should be in confinty with its general personal policies

2. It should be flexible enough to meet the changing needs of the

organization

3. It should match the qualities of employee with the requirement of the

work for which they are employed.

4. It should high light the necessity of establishment job analysis.

A well considers and preplanned recruitment policy based on the goal

need and environment of the organization will help to perform the duty in
the organization with the right kind of personal .

2. RECRUITMENT ORGNIZATION :

There is no general procedure for hiring new personal which is

applicable to all business enterprise.

Each enterprises has its tailor-made procedure which brings

its the desired quantity and quality of manpower at the minimum possible
cost. The most commonly adopted practice is to centralized the recruitment
and selection function in a single office. All employment activity should
be centralized if the policies of the top mgt. are to be implemented
consistently and efficiently

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 The advantage of centralization of recruitment and selection are :

1. It reduce the administrative cost associate with selection by

consolidating all activities in a single office

2. It relieves line officer of the details involve in hiring workers ,

3. It tends to make the selection of workers scientific

4. It make possible the development of a centralized manpower pool in

company

5. It tends to reduce favoritism as basis for selection.

This office is concerned dept. with following function:-

1. Establishment employment standers

2. Making initial contact with prospective employee

3. conducting final interview

4. Testing

5. Conducting physical examination

6. following up the employee.

3. FORCAST OF MANPOWER RECRUITMENT :

It is only here that a requiting or an indent for recruitment has to be

submitted by the line official . Such indent usually specify

1. The job or operation or position for which the person should be

available.

2. Duration of employment

3. Salary to be offered an any other condition and terms of employment.

Which the indenting officer feels necessary. The indent are then
checked against the post allotted to dept. and also against authorization for
5
expansion , if already granted . Financial implementation of the proposed
appointment and additional expenditure are worked out of course these would
be with in the budgetary section of dept. concerned.

Finally, job specification and man specification are determined, in

consultation with the line managers.

4. SOURCES OF RECRUITMENT :

Before an organization activity began recruitment application . it

should be consider the most likely sources of the type of employee . it needs .
some company tries to develop new sources , while most only

Try to take the existing sources they have. This is two type internal ,
external.

INTERNAL SOURCES:

Internal sources are the most obvious sources . these include personal
already on the pay roll of an organization , ie its present working force.
Whenever any vacancy occur somebody from within the organization is
upgraded, transferred, promoted , or sometimes detonated . this sources also
include personal who were once on the pay roll of the company but who plan
to return whom the company would like to retire such as those on leave of
absences , those who quit voluntarily, or those on production lay off.

MERITS: -

1. Improve the morale of employee , for any they are assured of the fact
that they would be preferred over outside when vacancies

2. The employer is in a better position to evaluate those employed than

outside condition .

6
 3. It promotes loyalty among the employees , for it gives them a sense of
job security and opportunities for advertisement

4. As the persons in the employment of the company are fully aware of

and well acquainted with , its policies and known its operating
procedure they required training.

5. They are tried people and can ,therefore be relied upon

6. It is less costely than going outside the recruit.

DEMRITS: -

However , this sys. Suffers from certain defect as well :

1. It often leads to inbreeding and discourage new blood from entering an

organization

2. there possibilities that internal source may dry up and it may difficult to
find the requisite personal from within an organization

3. Since the lamer does not known more than lecture, no innovation worth
the name can be made.

As promotion is based on seniority , the danger is that really capable

hand may not to be chosen . the like an dislike of the mgt. may also play an
imp. Role in the selection of personal .

EXTERNAL SOURCES : -

These sources lie outside the organization they usually include:

1. New entrants to the labor force ie young mostly inexperienced

potential employee the collage student.

2. The unemployed with a wide range or skills and abilities.

7
 3. Retired experienced person such as mechanism machinists welder
accounts.

4. Other not in the labor force , such as married woman and from minority
groups.

MERITS: -

1. External sources provide the requisite type of personal for an

organization having skills training and education up to the required
standard.

2. Since persons are recruit from a large market the best selection can
without any distinction of cost

3. In the long run, this sources proves economical because potential

employee do not need extra training for their jobs.

METHOD OR TECHNIQUE OF RECRUITMENT : -

There are these method of recruitment :

Direct method

Indirect method

Third method

DIRECT METHOD : -

These include sending traveling recruitment to educational and

professional institute employees contact with public and mannered
exhibits, one of the widely used direct method is that of sending of
recruiter college and technical school .

8
 The DCM ,TATAS and other enlighten firms maintain
continuing contact with institution placement official with a view to
recruiting staff regularly for different responsible position.

Sometimes, firms directly solicit information from concerned

professor about student with an outstanding record.

Many companies have found employee contact with the public

a very effective method

SELECTION

MEANING AND DEFINETION :

After identifying the sources of human resources for prospective.
employees and simulating them to apply for the job in an organization.

The management has to perform the function of selecting the right.

employee at right time. The obvious guiding policy in selection is the
intentions choose the best qualified and suitable job candidate for each
unfilled job.

The objective of selection decision is to choose the individual Who can

most successfully prefer the job from the poll of qualified Candidates

The traditional process in include:

a) Preliminary screening interview

b) Completion of application form

c) Employment test

d) Comprehensive interview

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 e) Bick ground investigation physical examination and final

Employment to hire

A good and effective selection of employees :

a) Raises output

b) Improves product quality

c) Reduces totel product cost,

The application selected For the post should :

a) To hire right type of employee for specific company openings

b) To maintain adequate supply of right kind of employee

c) To develop job specification

d) To produce information about current wage rates

e) TO follow up the new recruits for initial adjustment

f) To look after employee counseling and operating the seniority

system

g) To keep records of employees , hired resigned , discharge and

transferred.

SOURCES OF NEW EMPLOYEES: -

a) From within the company

By promotion

By transfer

Former employees who had good service record when they left.

b) From outside the company

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 Friends and relative of present employees duly recommended by
them

Through press and other advertisement .

Through employment agencies.

Through school collages , and universities.

Through labour union

From waiting list

Foreign sources

From application received , both at the gate and through the mail

Through trade association

From govt. employment exchange

From labour contractors

Through personal consultants.

ESSENTIAL OF SELECTION PROCEDURE:-

The selection procedure adopted by organization is mostly tailor made to

meet its particular needs the thoroughness of the procedure.

FIRST:-

The nature of selection whether faulty or safe because a faulty

selection effects not only the training period that may needed but also result
in heavy expenditure on the new employer and the loss that may be incurred
by the orgnization in case the job occupant fails on his job.

SECOND: -

11
 The policy of the company and the attitude of management as a
practice some companies usually hired more them the actual no. needed with
a view to removing the unfits persons from the job.

THIRD:-

The length of probationary or trail period . the longer the period , the
greater , the uncertainty in the mind of the selected candidate about his
future.

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STEP IN SCIENTIFIC SELECTION PROCESS:

A) job analysis

B) Recruitment

C) Application form

D) Written examination

E) Preminalary interview

F) Business games

G) Test

H) Final interview

I) Medical examination

J) Reference check

K) Line manager decision

L) Employment

JOB ANALYSIS :

Job analysis is the basis for the selecting the right candidate . every
organization should finalize the job analysis , job description . job
specification and employee specification before proceeding to the next
selection .

The first imp. steps of any selection process is to develop job

description for the position to be Advertised and filled

A job description is a combination of short statement that describe

both the work to be performed

The job description include :

i. Job title
13
 ii. Dept. in which the job exists

iii. Work to be performed by the new employee

iv. Job responsibly , eg . care and maintenance of the machine

tools.

v. Job knowledge ie. ability to read job instruction and blue print.

vi. Mental concentration

vii. Dexterity and accuracy

viii. Machines ,tools and process to be handled

ix. Relation with other job

x. Qualification and experienced required

xi. Amount of supervision

xii. Physical activities

The job description of personal officer may look like

Responsible for all personal mgt. function involving.

Industrial relation

Personal administration

Manpower planning

Selection

Training and development

Labour laws

Welfare service

Labour dispute

Grievance handling

14
 Disciplinary action

negotiation on day to day basis and also coordination

with govt. dept. should grated having post- graduate
qualification in personal mgt. of industrial relation in the
age group of 30- 40 with a minimum of 5/8 years
experience.

RECRUITMENT :

Recruitment refers to the process of selecting for prospective

employee and simulating them to apply for job in an orgnization . it is the
basis for the remaining techniques of the selection and latter varies depending
upon the former.

APPLICATION FORM:

Application form also known as application blank . the technique of

the application blank is traditional and widely accepted for securing
information from the prospective candidate. It can also be used as a device to
screen the candidate at the preliminary level.

Information is generally required on following items in the

application forms.

1. personal background information

2. education attainment

3. work experience

4. salary

5. personal details

It is used for collecting information from candidate generally a

application from contains the following in formation :

15
 1. identifying information

2. personal information

3. physical characteristic family background

4. educating academic , professional etc.

5. experience job held employer salary etc.

6. reference

7. miscellaneous- extra curricular activities.

FIRST :

One can make judgment on substantive matters

SECOND:

One can draw attentive conclusion concerning the application stability.

THIRD:

One may be able to use the data in the application to predict.

EVALUTION OF APPLICATION FORMS:

There are two method of evaluation an application from viz.

A) clinical method

B) weighted method

CLINICAL METHOD:

The clinical method takes the help of psychology . under the clinic
method application from will be analyzed in details , drawing all possible in
fervencies , projecting the application personality and forecasting future job
success.

16
WEIGHTED METHOD :

Under the second method certain point of weighted are assigned to

answer given by the applicant in the application form . in developing a
weighted application from it is necessary to identify those items of the
personal employees.

1) WRITTEN EXAMINATION :

The organization have to conduct written examination for the

qualified candidate after they are screened on the basis or the application
blank so as to measure the candidates ability in arithmetical calculation , to
know the candidates attitude towards the job to measure the candidates
aptitudes , reasoning knowledge in various this discipline.

2) PRELIMINARY INTERVIEW :

The preliminary interview is to solicit necessary information from

the prospective applicant suitability to the job. This may be conducted by
an assistant in the personal dept. . the information dies provided by the
candidates may be related to the job or personal specification regarding
education , experience , salary expected aptitudes towards the job , age and
other physical requirement.

Thus preliminary interview in useful as a process of eliminating the

undesirable and unsuitable candidates.

3) BUSINESS GAMES:

Business games are widely used as a selection technique for

selecting mgt. trainees, executive trainees and mgt. personal at junior,
middle and top mgt . position.

4) GROUP DISCUSSION:
17
 The technique of group discussion is used in order to secure further
information regarding the stability of the stability of the candidates for the
job. Group decision is a method where groups of the success full
applicants are brought around a conference table and are asked to discuss
either a case study or a subject matter .

The selection panels basing on its observation judge the candidates

skilled and ability and ranks them according to their merits.

5) TESTS:

The next stage in the selection process is conducting deferent tests

objective of tests is to solicit further information to asses the employee
suitability to the job. Tests are use full in the selection , placement ,
promotion ,performance , and potential appraisal.

6) INTEREST TEST :

These are mean to identify a person are intrest and to assign that
kind of work that will satisfy him.

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EXTENT OF USEFULLNESS OF VARIOUS TESTS AS PREDICTIVE
OF JOB PROFIENCY :

Job level Intellect Spatial Perceptual Moter Personal

abilty machanical capacity ability traits

1. first line high Med. Med. low Med.

staff

2. manager Med. Med. Med. Med. Med.

3. supervisor Med. Med. Med. Low/med. Low

4. operator low low low high Low

19
INTERVIEW:

An interview in an attempt to secure maximum of information from

the candidates

Concerning his suitability for the job consideration

GROUP DISCUSSION:

In interview , the candidates gets no opportunity participate and

show his leadership ability therefore the interview cannot judge the
leadership and social l make up of the candidates. Group discussion is a
useful means of judging the leadership ability and social traits of candidates.
In a group discussion, a problem is given to small group consisting of 8-10
candidates. Member of the group discuss the problem and interact with one
another. The observer guides the discussion. The leadership qualities
behavior and judgment of every member can be judge on the basis of
observation.

REFERENCE CHECK:

After the completion the final interview and medical examination the
personal dept. will engaged in checking reference. candidates are required to
give the name of reference in their application form . those reference may be
from the individual who are familiar with the candidates academic
achievement or from the applicant previous employer . in case of reference
check is the following areas may be obtained . they are:

Job title

Job description

Period employment

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 Pay and allowance

Gross emoluments

Benefits provide

Willingness of the previous employer to employee the candidates

again. Reference check are taken as a matter of routine and treated casually
or omitted entirely in many organization .but a good reference check used
sincerely will fetch useful and reliable information to the organization .

FINAL DECISION BY THE LINE MANAGER CONCERNED :

The line manager concerned has to make the final decision whether to
select or reject a candidate after soliciting the required information through
different technique discussed earlier.

EMPLOYEMENT :

Thus after taking the final decision the organization has to intimate
the decision to the successful as well as unsuccessful. Candidates the
organization sends the appointment order to the successful candidates either
immediately or sometimes depending upon its time schedule.

PLACEMENT:

Once an after of employment has been extended and accepted , the

final stage in procurement function in the concluded , namely that of
placement of the individual on the new job and orienting him to orgnization .

After selection, the employee is generally put on probation period,

ranging from one to two years, after his employment may be regularized,
provided that during this period . only in very rare case in the employee ,

21
once placed asked to quit and even then it is only when there is something
very serious against him.

INDUCTION :

Induction is a technique by which a candidate is rehabitated into the

change surrounding and introduced t practice, policies and purpose of the
orgnization. In other words, it is a welcoming process the idea is to welcomes
new comer, make him feel at home and generate in him a feeling that his own
job, however small is meaningful and has significance as a part of the total
organization .

22
PLACE OF RECRUITMENT IN SELECTION SYSTEM

Human Recruitment Selection Placing new

resourse needed qualified emps.on job
planning personal personal

Developing Search for Evaluating

source of potential recruiting
potential employees effectiveness
employees

Personal Upgrading in
research same position
Internal
sources

Job
positioning Transferring to
new job
External
sources

Employee
referrals Promoting to higher
responsibilities

advertising

Evaluating for
selection

scouting

23
 EMPLOYEMENT PLACEMENT PROCESS

COLLECT DETAILS ABOUT THE EMPLOYEE

CONSTRUCT THE EMPLOYEES PROFILE

MATCH BETWEEN SUB GROUP PROFILE AND

INDIVIDUAL PROFILE

COMPARE SUB GROUP PROFILE TO JOB FAMILY

PROFILE

MATCH BETWEEN JOB FAMILY PROFILE AND SUB

GROUP PROFILE S

ASSIGN THE INDIVIDUAL TO JOB FAMILY

ASSIGN THE INDIVIDUAL TO SPECIFIC JOB AFTER

FURTHER COUSELLING AND ASSESMENT

24
25
 Prop. Century textiles and industry limited

B.K. Birla
Chairman
Century Textiles & Ind. Ltd

Chairman's Message
"I believe that the Fortunes of Century
Textiles & Industries Limited rest solely on its
continuing ability to evolve and successfully
implement new techniques and systems to
anticipate future trends and zero in on to them,
to be in short, a company that is plugged into
tomorrow.."

26
"Complete Customer Satisfaction and
fulfilling the expectations of society is the
key to success of any business enterprise
in Global Economy

Introduction
MaiharCement is a division of Century Textiles and Industries
Ltd, a flagship company of B.K. Birla Group. The Co. is well
diversified having interest in cement, textiles, rayon, chemical, pulp
and paper.

Maihar Cement is situated at Sarlanagar (Maihar) Dist. Satna in the State of

Madhya Pradesh with an installed capacity of 3.80 Million TPA. Maihar is

27
45 Kms South - East of Satna on Howrah - Mumbai Central Railway Main
Line. Maihar is well known for Sharda Devi

Templeand MaiharGharana Music whose proponent was renowned Musician

Padma Vibhushan Baba Alla-u-din Khan.

ShardaDeviTemple

A decent view of greenery just opposite of Temple

Apart from this, company has two more Cement plants namely Century
Cement at Baikunth, Dist. Raipur in the State of Chhattisgarh with an
installed capacity of 2.10 Million TPA and Manikgarh Cement at
Gadchandur, Dist. Chandrapur, Maharashtra with an installed capacity of
1.90 Million TPA. The combined Capacity of all cement plants taken
altogether is 7.80 Million TPA. More emphasis is given for production of
blended cement which constitutes about 95% of the total cement produced by
the company.

28
Accordingly, the Cement Division of Century Textiles and Industries
Limited have five Cement Plants i.e.

1. MaiharCement, Sarlanagar, Dist.:Satna (MP)

2. Maihar Cement Unit No.2, Sarlanagar, Dist.:Satna (MP)

3. Century Cement, Baikunth, Raipur (CG)

4. Manikgarh Cement, Chandrapur, Maharashtra

5. Sonar Bangla Cement, West Bengal

All Cement plants are equipped with captive power plants, which is not only
ensure an uninterrupted power supply, but also help company substantially on
power cost, as the own generated power is quite economical as compared to
grid power The company sells its cement under its premium brand name
-BIRLA GOLD.

Maihar Cement is pioneer in producing Blended Cement i.e. Portland

Pozzolana Cement. The motivation for the production of Blended cement has
been primarily with the aim of preserving limestone reserves and
environment.

29
Locational View in Indian Map

Maihar Cement

Century Cement

Manikgarh Cement

30
31
 HISTORY

Maihar Cement Works, Sarlanagar came into existence in 6th June 1980. The
Maihar Cement group is the unit of world famous Birla family. Birla, the
lateral meaning of which is rare, has exactly done the same. With the extreme
hard labour, patriotism and socialism, the Birla has made its own identity in
India and abroad. Padma Vibhushan Late Mr. Ghanshyam Dasji Birla, the
founder of the Birla group, contributed remarkebly in industrial progress in a
least time. He worked well in the fields of religion, socialism and education.
The group has established around 300 companies in different industrial parts
of the country in a short period of 68 years.

It is a pleasure to mention that Birla group is number one in India for

producing cement. Century Textile is the world famous not only in cloth
production but it has its hold in other fields too like Cement, Shipping,
Tyres, Pulp and paper, sponge iron, chemicals, yarn etc.

The first unit of Maihar Cement, the capacity of which is 1 MTPA was
established in 1980.Since then this unit has been finding new dimensions. It
has brought its production at a special stand all over India for the sake of its
customer satisfaction. Its increasing demands inspired to establish one more
unit. This new unit is based on the fully modern technology and
computerized system in which more attention is paid on each and every point
of quality.

32
 PRODUCTS

Basically Maihar Cement was established to two products, which are:

1. Ordinary Portland Cement

2. PortlandPozzolana Cement

But during last few years emphasis of Maihar Cement, in production has been
steadily shifted from Ordinary Portland Cement to Portland Pozzolana
Cement in the year 2003-2004 it produced 90% PPC and 10% OPC. And
from 1st June 2004, the only product it is producing is PortlandPozzolana
Cement (it is a fly ash based blended cement)

BrandBirla Gold .
TEAM EXCUITIVE
NAME DESIGNATION
MR. JAYANT DUA (SENIOR PRESIDENT & C.E.O.)
R. K. VISHNAVI PRESIDENT (WORKS)
P. M. INTODIA SR. EXCUTIVE PRESEDENT
(COMML)
ARVIND KUMAR JAIN EXCUTIVE PRESEDENT
(MECHANICAL)
MANOJ GUPTA EXCUTIVE PRESEDENT
(FINANCE)
P. K. AGRAWAL EXCUTIVE PRESEDENT
(PURCHASE)
AJAI KUMAR JAIN SR. VICE PRESEDENT
(PRODUCTION)
J. P. PANDEY SR. VICE PRESEDENT (MECH)
S. K. SINGH SR. VICE PRESEDENT
(PERSONNEL)
GOVIND MAHAJAN SR. VICE PRESEDENT (ELECT
AND INSTT)
P. K. AGRAWAL SR. VICE PRESEDENT
(MARKETING)
KEY ACTIVITIES OF PERSONNEL DEPARTMENT OFMAIHAR
CEMENT WORKS

33
1 Recruitmentand selection
2 Induction
3 Training and Development
4 Performance appraisal
5 Promotion
6 Administration of contract labour
7 Industrial relations
8 Event management
9 Trade Union liasioning
10 Canteen Administration
11 Plant / colony upkeep
12 Grievance handling
13 Transportation Management
14 Estate Management
15 Hospital administration
16 School/College management
17 Thrift / Co-operative society management
18 Yoga & Naturopathy centre administration
19 Guest house/ recreation centre management
20 Handling legal cases
21 Safety & security
22 Management of vocational training centre
23 Employees provident fund management
24 Insurance & income tax management of employee

34
TRAINING PROCESS OF MAIHAR CEMENT WORKS

(i) Training needs assessment:

Training needs assessment forms are sent to concerned departments in

December end for both staff and workers.

Receiving of filled assessment forms at the end of January next year.

Compilation of data as per training needs assessment received.

(ii) Training identification and approval by management.

(iii) Preparation of training calendar.

(iv) Identification of trainer (it can be external or internal both)

(v) Organizing training program as per training calendar.

(vi) Training feedback:

Taking training feedback from individual trainee.

Sending feedback of absent trainees to concerned Head of the

Departments.

Sending assessment of individual trainees to respective trainer and

concerned Head of the Department.

35
 PROCESS AT MAIHAR CEMENT WORKS

Training Need Assessment & Previous Training Effectiveness

(Jan. 1st week)

Compilation of data as per Training needs Assessment

Training Identification and Approval by Management

Preparation of Training Calendar

Identification & Preparation of Trainers list

Conduct of Training Programme as per Calendar

Receiving Training Feedback

36
 Objectives of Training in Maihar Cement Works

In Maihar Cement Training is a continuous process. The basic objectives of

training in Maihar Cement factory are

To impart to new entrants the basic knowledge and skill they need
for an intelligent performance of definite tasks.

To assist employees to function more effectively in their present

positions by exposing them to the latest concepts, information,
techniques and developing the skills they will need in their
particular fields.

To build up a second line of competent officers and prepare them

to occupy more responsible positions.

To broaden the mind of senior officials by providing them with

opportunities for an interchange of experiences within and outside
with a view to correcting the narrowness of the outlook that may
arise from over specialization.

37
 Types of Training in Maihar Cement

Orientation & Induction Training - This training is arranged for

newly recruited employees to get them familiarized with the
organizational structure, work, culture, systems, procedures, rules
and regulations governing.

On the Job Training - This is in-house training arranged for fresh

candidates joining the organization, who have no experience. The
Course duration is one year. The learning process takes place
while doing the job.

Developmental Training Developmental programme for

Supervisors and Managers are being arranged to provide adequate
input of latest knowledge and skill in management and decision
making besides developing competency to shoulder higher
assignments. We invite experts from outside to help us to conduct
this programme.

Multi Trade Training Multi Trade Training is provided to

employees to develop their potentials and to create a pool of
workforce to understand tasks other than their own during
emergencies.

38
 Training at Regional Training Centre - Our employees are also
being sent for technical as well as managerial training to RTC,
Jamul, NCBM, Ballabhgarh. We have a panel of trainers who are
deputed time to time to impart training at RTC Jamul and also
sending employees abroad for training.

Worker Development Programme - We have developed a Non-

Conventional Development Programme for staff and workers
where the thrust of training is not on task but on management
concern for workers. For providing these training and
developmental inputs, we have set up and HRD Centre with
modern equipments like slide projector, overhead projector, colour
TV and VCR, Public address and tape recording system. The
classroom can accommodate 50 trainees at a time. We have also
build up a supporting library.

Exit Interview - Maihar Cement observes a system of conducting of

Exit Interview in respect of all out going staff. The aim is to avail
an opportunity to share his perception about various policies and
practices of the Management which directly or indirectly concern
the workers. This has helped the Management tremendously in
Human Resources Planning.

39
 Employees Welfare

HRD Department focuses on employee welfare and quality of work life by

continually examining employee needs and meeting them to the extent
possible. Plethora of welfare measures have been since instituted to include
healthy habitat, health and medical benefits, provision of basic amenities,
educational, culture and recreational facilities etc with a view to generate a
sense of belonging in one and all. The measures being extensive, an
independent section under Employee Welfare & Employer Employee
Relations has been devoted to the subject separately.

The effective implementation of above programme has helped us

considerably in the realization of improved working efficiency and skill for
our employees so much so that we have been able to reduce our working
strength without any adverse effect on production rather production
efficiently/productivity has only ascended during the last 5 years.

40
Training Programs held at Maihar Cement Works
i) Internal Training Programmes
Technical Training
Commercial Training
Executive Development Programme
Supervisory Development Programme
Workers Development Programme
Conventional Training
Fire Fighting Training
First Aid Training
ISO/EMS awareness Training Programme
In house Technical Training/Workshops by external
Trainers
ii) External Training Programmes
Technical Seminars at RTC (Regional Training Centre
Jamul)
Technical Training Organised by various Cos Trainings
Cell
Commercial Training organized by respective Govt.
Dept.

41
 MAJOR OPERATIONS

Process

The basic raw material in the production of cement is Limestone. The

Limestone are as obtained from the Mines is fed to the Raw Mills after first
crushing it to acceptable size. Certain additives such as Laterite, Bauxite,
High Grade Limestone (Sweetener) etc. are also introduced along with
Limestone into the Raw Mills as applicable. In the Raw Mills, the above
inputs are reduced to a particular fineness. The output of the Raw Mills,
called 'Raw Meal' is then burnt in the Kiln and then cooled to produce
Clinker.

The fuel used for burning of limestone is powdered coal produced from the
coal Mill. The Clinker is thereupon fed into Cement Mill & pulverized along
with Gypsum to yield the basic cement. A certain proportion of Clinker in
the production of cement is replaced by Fly-ash to produce PPC.

Process in Nutshell

Scenic View of Our Uniqueness

1. Limestone excavated from Mines is transported through Dumpers and fed

to crushers wherein it is reduced from above 850 mm to 80 mm size.

2. Environmental friendly Conveyor belts transport the limestone from the

Crusher to the Plant Site over a distance of 7 kms.

42
3. Scientifically designed Stackers provide for stacking of the lime-stones
received from the mines in circular / longitudinal stock piles. Use of
Reclaimers ensures consistency in quality.

4. State of the Art Vertical Roller Mill grinds Limestone feed to powdered
form called raw mill. .

5. Most advanced Coal Mill pulverizes the coal to be injected into Kiln for
burning of Raw Mill.

43
6. Rotary Kiln provides for Clinkerisation where in Raw Meal fed from
VRM is first burnt to melting (1400 C) & then cooled to 100 - 120 C by
means of coolers immediately outside the Kiln to produce Clinker.

7. Close Circuit Cement Mill ensures high quality grinding of clinker,

gypsum and Pozzolana to yield best possible uniformity of the cement
particles.

8. Centralized Control Room monitoring the manufacturing process

through computers.

Consistency and accuracy in the

packing of bags by electronic
packing machines.

Packing Plant is equipped with computer controlled electronic packers,

which ensure that cement bags are packed and sealed to 50 kg of cement each
accurately. Manual check is also carried out at random to monitor computer
accuracy and introduce correction as applicable.

Packing & Dispatch

44
Loading of bags in the wagon/trucks is carried out automatically by means of
wagon / truck loading machines, equipped with Electronic Loading Counters
which accurately keep count of the Number of bags being loaded.

Efficient logistic & transportation network ensures prompt delivery of

materials to the customers.

45
46
MARKET SHARE IN DIFFERENT
SEGMENT
BIRLA GOLD MARKET SHARE
(ALL INDIA)

MARKET SHARE

BIRLA GOLD
OTHERS

47
 CAPACITYWISE TOP TEN Plant
(Figures in Mn. Tones)
COMPANY CAPACITY
HOLCIM / ACC / AMBUJA 38.21
GRASIM / ULTRA TECH CEMENT 36.25
JAYPEE GROUP. 9.93
THE INDIAN CEMENTS LTD. 9.64
SHREE CEMENT 9.10
CENTURY TEXTILES & INDUSTRIES LTD. 7.80
BIRLA CORPORATION LTD. 5.78
MADRAS CEMENTS LTD. 5.47
LAFARGE INDIA PRIVATE LTD. 5.47
JK CEMENT 4.30

48
RATIONALE BEHIND THE EXISTANCE (IN INDIAN
MARKET)

Tradition - Maihar Cement is a division of Century Textiles &

Industries Ltd., belonging to the BK Birla Group of Companies, a
leading Business House with its presence in Core Industries like
Textiles, Rayons, Chemicals, Paper & Pulp and Cement, which has
been at the vanguard in generating wealth for the Nation. Our heritage
of being a part of this group carries with it a commitment to quality. All
our Products meet the most stringent and exacting standards of our
growing list of loyal customers who are engaged in building Modern
India.

Technology - Our Group's Core Value of Quality has built for us an

invincible reputation and for this, the finest technology was sourced
from world renowned manufacturers and state-of-the art equipment
installed for energy efficient and pollution free large scale cement
production. The presence of superior technology is also evinced in our
various quality initiatives which have fetched for us the coveted ISO-
9001, an International Certification for "Quality Management System".
We have also got the ISO-140001 Certification for "Environmental
Management System" which amply reflects our commitment to the
environment

Trust - Our Customer is the focal point for all our endeavors and what
we value most is their trust in us, whether that be in the aspect of
reliability of supply or in the aspect of quality assurance. An extensive
distribution network and a retail chain of thousands of outlets stretching
across the length and breadth of regions, play a vital role in taking our
49
cement units closer to the customer's doorsteps. Further, our efficient
and responsive technical staff excels in providing quick and expert care
so as to enable thousands of users to keep smiling and ever wanting our
products.

Maihar Cement is pioneer in producing Blended Cement i.e. Portland

Pozzolana Cement The motivation for the production of blended cement
has been primarily with the aim of preserving limestone reserves and
environment.

50
 review of literature
Literature
1. The body of written works of a language, period, or culture.
2. Imaginative or creative writing, especially of recognized artistic value:
"Literature must be an analysis of experience and a synthesis of the findings
into a unity" (Rebecca West).
3. The art or occupation of a literary writer.
4. The body of written work produced by scholars or researchers in a given
field: medical literature.
5. Printed material: collected all the available literature on the subject.
6. Music. All the compositions of a certain kind or for a specific instrument
or ensemble: the symphonic literature.
An excellent student affair staffing programmes beings with hiring the right
people and placing them in positions with responsibilities that allow them to
maximize their skill, knowledge & talent in the pursuit of student affairs
purpose.

Winston & Creamer ,1997 , p.123 higher education is a human resource

intensive enterprise . Recruitment & selection ultimately to select & hire the
person that best fits the position.

Recruitment & selection have 12 steps that every effective search process
should include.

1. Asses the need for & establish the purpose of the position.

2. Perform a position analysis.

3. Prepare the position description.

4. Appoint & empower the search committee.

5. Prepare the position announcement.

51
 6. Advertise to position.

7. Conduct the search.

8. Screen the applicants.

9. Arrange the candidate interview.

10. Interview the finalists.

11. Conduct reference checks.

12. Make the offer.

India is a growing market. While the advanced world is seeing decline in

growth, India, china and other emerging countries will continue to
experience boom time for almost the next 20-30 years. These possess a
unique challenge for the corporates who are interested in quality
recruitment. Understanding requirements is the first most important step
towards effective recruitment. Despite knowing it well both organizations
and Recruitment Service Providers (RSPs) do not spend time either in
defining requirements or in understanding them. Organizations must
recruit recruiters carefully, insist on good measures of value add,
define and communicate requirements, build and enlist high performing
RSPs to work for them as brand promoters. Similarly, RSPs must provide
services appropriate to the need of the organization , learn to say no when
they cannot, improve their match making abilities and not merely push
CVs. outsourcing recruitment to external RSPs should not be purely on
cost considerations. Cost saving is only an initial excitement. RSPs those
who provide guaranteed service levels will be more effective and would
be sort after as partners for companies finding right-fit will be the key
focus. Cost of wrong hires will be measured while refining the act of
recruitment says S. Chandra Sekhar who works with Cap Gemini
Consulting India at Mumbai in his article published in HRD newsletter.
52
In one of the studies conducted by the HR consulting firm HEWITT it was
found that 45% of 129 companies surveyed did not see cost saving as their
main consideration. Top three reasons for recruitment outsourcing in
corporate are reported to be:
Gaining outside expertise
Improving service quality
Focusing on core business.
So the companies must not go for RSPs simply to reduce the cost of
recruitment but they should focus more on improved structure,
standardization, efficiency, technology, compliance and other value adds.

Behind every Attrition there is recruitment! Whenever an employee leaves

an organization without informing and without giving notice or leaves the
organization in the middle of the project it should be known that he or she is
joining some other organization. Many times the employees of the
recruitment consultants are hired by their own clients and are asked to join at
a very short notice period. They are been told that relieving letter is not
required and some even offer incentives for early joining. There must be
some guidelines and ethics for recruitment so that there can be fair
recruitment policies. There must be some ethical guidelines such as
a) Notice period must be served and nobody must be hired without
relieving letter or providing proof of serving the notice period.
b) Corporate should not hire anyone who has spent less than one year in
his current organization. The logic is obvious. Employees six months
to begin their contribution and at least one year is required to recover
recruitment process. More importantly if somebody is hired who has
worked less than a year with the current organization, that individual
will ditch in even shorter period.
53
 c) Corporates should not head hunting from competition. They should
advertise and encourage employees seeking change to voluntarily
respond to this advertisement.
d) Corporate should not bail out the prospective employee commitments
such as employment bond etc. the corporate should realize that
employee signed the bond and if he wants to break it, he should do at
his own cost and the corporate should not reimburse or compensate
him for violating the employment contracts says Mr. T. Muralidharan
who is the chairman of Tmi Network one of the Indias leading
recruitment consultancies.
In one of the study conducted on recruitment and selection process at
Biological-E Ltd conducted by Manik Rao in the year 2005. It was found that
company has used internal search for recruiting the employees into more
higher or the positions in different departments who can fit into the job. It
was found that the company has done it by considering it as the most cost
effective way of filling the vacancies. It has also been found that the company
opted for external sources such as advertisement agencies to fill vacancies.
Employee referrals were also one of the internal sources of recruitment.

In another study on recruitment and selection in Dw Practice Llc which is a

HR consultancy, it was found that most of the employees felt that the
telephonic interview is not effective and instead direct interviews are more
feasible.
These are some of the studies conducted earlier on the recruitment and
selections.

54
 Reflecting on e-Recruiting Research:
A Systematic Literature Review
J.F. Wolfswinkel- jfwolfswinkel@gmail.com

ABSTRACT
This paper presents a systematic review of e-Recruiting literature by using
the grounded theory approach. The increasing number of recent publications
and attention paid to e- Recruiting research as the most studied field within e
HRM
(Electronic Human Resource Management) calls for synthesizing the major
achievements, methods used gaps and future research directions. We provide
an overview of state-of the- art e-Recruiting research, and discuss directions
to advance e-Recruiting research and practice.
Keywords
Literature Review, e-Recruiting, Future Research Directions.

Although e-Recruiting is a relatively young research field [1], a vast number

of publications have already been produced, particularly in the last decade.
There are several reasons which call for the need of a systematic literature
review. First, various synonyms are used in e-Recruiting research (e-
Recruiting, web based recruiting, internet recruiting, cyber recruiting, online
recruiting) which makes the search and overview of literature opaque.
Second, the subject has been studied across many disciplines such as
information systems, marketing, psychology, management and human
resources indicating an
interdisciplinary nature. Third, the already mentioned large amounts of
publications call for such a synthesis. Fourth, no single academic literature
review on e-Recruiting research has appeared to date. This research is of
55
theoretical significance because it thoroughly integrates accumulated
knowledge on the subject and discusses future research directions. Further, a
definition of e-Recruiting that emerged through comparison and reflection of
literature
will be given. Also, our research is of practical relevance to managers and
human resource professionals, in particular recruiters, to get a detailed
overview of major achievements, discussions and gaps in e-Recruiting
research and practice. In fact, very few literature reviews are published in the
information
systems field, partly related to the youth of the field [2]. The use of grounded
theory in analyzing the literature sheds light on how the research stream has
developed over time. Further, the application of this method allowed
revealing interconnections between the various streams of e-Recruiting
research and
enabled us to identify the involved stakeholders. This papers research
question reflects on e-Recruiting research as follows: What are the major
themes in e-Recruiting research (methods used, achievements, perspectives,
gaps) and what are the future research directions for advancing e-Recruiting
research? The paper is organized as follows. First, the search strategy for
inclusion of papers in this literature review is described. Next, the method
and the data analyses are depicted. Then, the major findings are presented and
discussed, and finally, future research directions are drawn.
First, different strategies for conducting a literature review have been
compared and evaluated. Several journal papers presenting various steps for
systematically carrying out a literature review were carefully investigated.
This provided depth insights on different options to perform a literature
review and motivated the chosen research method, grounded theory [3, 4, 5],
which is explained further in section four. In specific, an MIS Quarterly
publication on how to do a literature review in the field of information
56
systems [2] and Leahmanns and Fernandezs [6] review on how to apply the
grounded theory method to information systems research guided this
research. In order to find relevant articles for inclusion in the review, a
systematic search for e-Recruiting literature in the top 25 IS journals were
conducted [7]. The research databases Scopus, Web of Science and AIS
Electronic Library were investigated. The specific search terms used were e-
recruiting, e-recruitment, web-based
recruiting, web-based recruitment, online recruiting, online
recruitment, web recruiting, web recruitment, recruiting online,
recruiting on the internet, electronic resume and e-recruiting. The
examination of e-Recruiting
Literature in these three databases resulted in 230 articles. There were some
article overlaps between Scopus and Web of Science. Two reviewers hand-
picked the final selection of articles. The selection criteria for inclusion at this
stage were two-fold. An article had to be published in a peer-reviewed
international journal and e-Recruiting needed to be the major focus of
research. By removing doubles and comparing the titles and abstracts of all
these search results, controlling for number of citations of the individual
papers, doing forward and backward citations, comparing impact factors of
the publications, and ultimately reading the full texts, the selected sample was
cut down to 45 highly relevant articles. For a graphical representation of this
procedure see figure 1.

57
Figure 1: Selection procedure articles
Between the two coders. Theoretical coding

International Journal of Innovation, Management and Technology, Vol. 1, No. 4, October 2010
ISSN: 2010-0248

58
 Recruitment and Selection Process:
Geeta Kumari, Jyoti Bhat and K. M. Pandey, Member, IACSIT
ABSTRACT

In this research paper, study has been made about recruitment and selection
process of BEOLin India. The study indicates that although the company
follows a well defined recruitment policy. In most of the cases the company
does compensate the employees for the expenses incurred by
them. It is also observed that the company has got all the databases fully
computerized. All employees said that the company hires consultancy firms
or recruitment agency for hiring candidates. It can be said that in spite of
some odd factors, the company is doing well since establishment.

Index Termsrecruitment, selection, computerization

INTRODUCTION
The term soft drink was originated to distinguish non-alcoholic beverages
from hard liquor, or spirits. Soft drinks are non-alcoholic carbonated or non-
carbonated beverages, usually containing a sweetening agent, edible acids,
and natural or artificial flavors. Soft drinks include cola beverages, fruit-
flavored drinks, and ginger ale and root beer. Coffee, tea, milk, cocoa and
undiluted fruit and vegetable juices are not considered as soft drinks. A soft
drink is a beverage that does not contain alcohol; generally it is also implied
that the drink does not contain milk or other dairy products and that it is
consumed while cold. The adjective soft specifies a lack of alcohol by way of
contrast on the term hard drink. The word drink, while nominally neutral,
sometimes carries connotations of alcoholic content. Beverages like colas,
flavored water, sparkling water, iced water, sweet tea, lemonade, squash and

59
fruit punch areamong the most common types of soft drinks. While hot
chocolate, hot tea, coffee, milk, tap water, juices and milk shakes do not fall
into this classification. Many carbonated soft drinks are optionally available
in versions sweetened with sugar or with non-caloric sweeteners. In other
words; Any drink that is not hard liquor can be referred to as a 'soft drink';
however, in this piece 'soft drink' refers to carbonated, sweetened beverages
also known as soda or soda pop. Regional names for soft drinks:
The terms used for soft drinks vary widely both by country and regionally
within some countries. Common terms include pop, soda, coke, tonic, fizzy
drinks, bubbly water, lemonade, circus water and cold drinks. Carbonated
soft
drinks are commonly known as soda, pop, coke, cola or tonic in various parts
of Unites States. Fizzy drinks or soft drinks in Canada, Australia or South
Africa. Our vision serves as the framework for our Roadmap and guides
every aspect of our business by describing what we need to accomplish in
order to continue achieving sustainable, quality growth. Motivations and
slogans of Coca-Cola People: Be a great place to work where people are
inspired to be Partners: Nurture a winning network of customers and
suppliers, together we create mutual, enduring value. Planet: Be a responsible
citizen that makes a difference by helping build and support sustainable
communities. Profit: Maximize long-term return to shareowners while being
mindful of our overall responsibilities.
Productivity: Be a highly effective, lean and fast-moving organization.
Winning Culture Winning Culture defines the attitudes and behaviors that
will be required of us to make our 2020 Vision a reality. Live values serve as
a compass for our actions and describe how we behave in the world.
Leadership: The courage to shape a better future Collaboration: Leverage
collective genius Integrity: Be real Accountability: If it is to be, it's up to me
Passion: Committed in heart and mind Diversity: As inclusive as our brands
60
Quality: What we do, we do well focus on the Market: Focus on needs of our
consumers, customers and franchise partners Get out into the market and
listen, observe and learn Possess a world view Focus on execution in the
marketplace every day be insatiably curious.

According to Carter McNamara, Human Resources Management (HRM)

function includes a variety of activities, and key among them is deciding
what staffing needs you have and whether to use independent contractors
or hire employees to fill these needs, recruiting and training the best
employees, ensuring they are high performers, dealing with performance
issues, and ensuring your personnel and management practices conform to
various regulations. Activities also include managing your approach to
employee benefits and compensation, employee records and personnel
policies. Usually small businesses for-profit or nonprofit have to carry out
these activities themselves because they can't yet afford part or full-time
help. However, they should always ensure that employees have and are
aware of personnel policies which conform to current regulations. These
policies are often in the form of employee manuals, which all employees
have.

Bratton and Gold (2007), Mullins (2010)

As Mullins (2010, p 485) notes: If the HRM function is to remain

effective, there must be consistently good levels of teamwork, plus ongoing
co-operation and consultation between line managers and the HR manager.
This is most definitely the case in recruitment and selection as specialist HR
managers (or even external consultants) can be an important repository of up-
to-date knowledge and skills, for example on the important legal dimensions
of this area.

61
 Recruitment and selection is often presented as a planned rational
activity, comprising certain sequentially-linked phases within a process of
employee resourcing, which itself may be located within a wider HR
management strategy. Bratton and Gold (2007, p 239) differentiate the two
terms while establishing a clear link between them in the following way:

Recruitment is the process of generating a pool of capable people to apply

for employment to an organisation. Selection is the process by which
managers and others use specific instruments to choose from a pool of
applicants a person or persons more likely to succeed in the job(s), given
management goals and legal requirements.

Foot and Hook (2005), Arnold et al, 2005,

In setting out a similar distinction in which recruitment activities provide a

pool of people eligible for selection, Foot and Hook (2005, p 63) suggest that:
although the two functions are closely connected, each requires a separate
range of skills and expertise, and may in practice be fulfilled by different staff
members. The recruitment activity, but not normally the selection decision,
may be outsourced to an agency. It makes sense, therefore, to treat each
activity separately.

Recruitment and selection, as defined here, can play a pivotally

important role in shaping an organisations effectiveness and performance, if
work organisations are able to acquire workers who already possess relevant
knowledge, skills and aptitudes and are also able to make an accurate
prediction regarding their future abilities. If we accept this premise (which
will be questioned to some extent in this chapter), recruiting and selecting
staff in an effective manner can both avoid undesirable costs for example
those associated with high staff turnover, poor performance and dissatisfied
62
customers and engender a mutually beneficial employment relationship
characterised, wherever possible, by high commitment on both sides.

Ageism the New Sexism

Source: The Adelaide Advertiser, 13.05.2005.
A new survey by Talent2 an Australian recruitment company shows 83 per
cent of Australians believe that older workers are being discriminated against
in the workforce. A survey of more than 1200 people indicated that
respondents believe employees over the age of 40 are in the employment no
go zone.
Age Discrimination: Mitigating Risk in the Work Place
Threw, P. Eastman, K. & Bourke J. (2005). CCH: Australia.
This book classifies age discrimination in the Australian workplace and
outlines the current legislation, complaint procedure and remedies. Its
significant benefit is the practitioners guide offered in Chapter Four pages
111-136. Chapter 4 recommends best HR policies and the means of
coordinating practice with policy and managing non-compliant conduct. A
good question and answer section on page 127 may highlight a difficult
issue(s) currently being faced.
Hopper & Others v. Virgin Blue Airlines Pty Ltd
A case brought by eight women against Virgin Airlines alleging age
discrimination in recruitment found to be substantiated by Queensland Anti-
Discrimination Tribunal.
Surviving the Age of Discrimination
Duff, A. (2006). Director, Vol. 59 No. 6, p. 54.
This paper offers 20 questions to ask and answer in dealing with age
discrimination in your workplace.

63
Increasing Diversity through Recruitment Practices
Tipper J. (2004)
How to increase diversity through your recruitment
practices. Industrial and Commercial Training, Vol 36 No.4, pp. 158-161.
This article highlights a practical guide identifying how organisations can
increase their diversity through recruitment practices including: research into
potential recruitment pool; influencing line managers and other stakeholders;
using a variety of communication channels to reach the target candidates; and
rewarding increased diversity through recruitment.
Overcoming Race Discrimination in Recruitment
This site offers information on best practice for recruitment of indigenous
staff. From this site you can down load a booklet Recruitment of Indigenous
Australians in the Australian Public Service. The booklet is intended to
assist agencies by covering the legal framework that applies specifically to
the recruitment and development of Indigenous Australians, but it provides a
wealth of ideas regarding strategies that might be adopted and developed with
regard to recruiting and employing Indigenous Australians.
Recruitment of People with a Disability
Prost, A. (2006), French et al, 2008) Canadian HR Reporter, Vol. 19 No. 1,
pp. 11-12.
This article looks at some innovative solutions in addressing the employment
gap for people with a disability. The most revealing finding illustrates the
need for a new employment strategy for people with disabilities+ to
overcome the disconnect between employers, people with disabilities and the
service providers who help these individuals enter the workforce.

Interestingly, 72 per cent of respondents thought that employers would

use the downturn as an opportunity to get rid of poor performers and bring
about culture change. These specific findings epitomise the very close link
64
between recruitment and selection and the wider social and economic
context. This aspect of employee resourcing is characterised, however, by
potential difficulties. Many widely-used selection methods for example,
interviewing are generally perceived to be unreliable as a predictor of
jobholders performance in reality. Thus it is critically important to obtain a
realistic evaluation of the process from all concerned, including both
successful and unsuccessful candidates. There are ethical issues around
selecting appropriate, and by implication rejecting inappropriate,
candidates for employment. Many organisations seek to employ people who
will fit in with their organisations culture. This may be perfectly
understandable. However, it carries important ethical overtones for
example, whether an employing organisation should be involved in shaping
an individuals identity. We put forward the view in this chapter that,
notwithstanding the moral issues and practical difficulties outlined here,
recruitment and selection is one area where it is possible to distinguish
policies and practices associated with critical success factors and
performance differentiators which, in turn, impact on organisational
effectiveness in significant ways.

Pilbeam and Corbridge (2006) Buchanan and Huczynski, 2007; French

et al, and Rollinson, (2008)

We have already referred to the potential importance of recruitment

and selection as an activity. Pilbeam and Corbridge (2006, p 142) provide a
useful overview of potential positive and negative aspects noting that: The
recruitment and selection of employees is fundamental to the functioning of
an organisation, and there are compelling reasons for getting it right.
Inappropriate selection decisions reduce organisational effectiveness,
invalidate reward and development strategies, are frequently unfair on the
65
individual recruit and can be distressing for managers who have to deal with
unsuitable employees. recognizing the power of perception Perception is
defined as the process by which humans receive, organise and make sense of
the information they receive from the outside world. The quality or accuracy
of our perceptions will have a major impact on our response to a situation.
There is much data suggesting that when we perceive other people
particularly in an artificial and time-constrained situation like a job interview
we can make key mistakes, sometimes at a subliminal level. One key to
enhancing effectiveness in recruitment and selection, therefore, lies in an
appreciation of some core principles of interpersonal perception and, in
particular, of some common potential mistakes in this regard. Selective
perception. Our brains cannot rocess all of the information which our senses
pick up so we instead select particular objects or aspects of people for
attention. We furthermore attribute positive or negative characteristics to the
stimuli: known as the Birls Gold Cement Maiharo and horns effect
respectively. For example, an interviewee who has a large coffee stain on
their clothing, but is otherwise well-presented, may have difficulty creating a
positive overall impression despite the fact that it might be that their desire
for the new job that resulted in nervousness and clumsiness. Self-centred
bias. A recruiter should avoid evaluating a candidate by reference to himself
or herself because this may be irrelevant to the post in question and run the
risks of a clone effect in a changing business environment. The sentence I
was like you 15 years ago may be damaging in a number of respects and
should not be the basis for employment in most situations.

Thompson and McHugh (2009); Torrington et al (2008)

Early information bias. We often hear apocrypBirls Gold Cement

Maihar stories of interview panels making very early decisions on candidates
66
suitability and spending the remaining time confirming that decision.
Mythical though some of these tales may be, there is a danger of over-
prioritising early events a candidate who trips over when entering an
interview room may thus genuinely be putting themselves at a disadvantage.
Stereotyping. This is a common short cut to understanding an individuals
attributes, which is a difficult and time-consuming process, because we are
all unique and complex beings. The logic of stereotyping attributes
individuals characteristics to those of a group they belong to for example,
the view that because Italians are considered to be emotional, an individual
Italian citizen will be too. Stereotypes might contain elements of truth; on the
other hand they may be entirely false since we are all unique. Everyone is
different from everyone else. Stereotyping may well be irrelevant, therefore,
and if acted on, also discriminatory. It should be stressed that these, and other,
perceptual errors are not inevitable and can be overcome. Many HR
professionals study subjects like organisational behaviour as part of their
career qualifications in which they are made aware of the dangers of
inaccurate perception. Nonetheless, it remains the case that an understanding
of this subject area is an important building block to effective recruitment and
selection. Systematic models of recruitment and selection based on a
resourcing cycle should not necessarily imply that this process is underpinned
by scientific reasoning and method. As we have seen, Pilbeam and Corbridge
note that even the most valid methods fall some way short of complete
predictive validity.

Thompson and McHugh go further, taking a critical view on the

general use and, in particular, the validity of employee selection methods. In
commenting on the use of personality tests in selection, these authors state
that in utilising such tests employers are essentially clutching at straws and
on this basis will probably use anything that will help them make some kind
67
of systematic decision. These authors identify now discredited selection
methods, such as the use of polygraphs to detect lying and other methods
such as astrology, which are deemed more appropriate in some cultures than
in others. It is indeed important to keep in mind that todays received wisdom
in the area of recruitment and selection, just as in the management canon
more generally, may be criticised and even widely rejected in the future.

The process of recruitment and selection continues nonetheless to be

viewed as best carried out via sequential but linked stages of first gathering a
pool of applicants, a screening-out process, followed by the positive step of
actual selection. This apparently logical ordering of the activities is largely
viewed as essential to achieve minimum thresholds of effectiveness.
induction and transition : It is not always the case that selected employees
are immediately capable of performing to the maximum level on their allotted
job(s): important stages in the resourcing cycle occur post-selection. Many
organisations when selecting are making a longer-term prediction of a new
employees capability. This accounts for many organisations imposing a
probationary period in which employees performance and future potential
can be assessed in the work setting. The resourcing cycle extends into this
post-selection phase and the induction period and early phases of
employment constitute a critically important part of both successful
integration into the workplace culture and development as a fully functioning
worker. The final stage of the resourcing cycle involves evaluation of the
process and reflection on lessons learned from the process and their
implications for the future.

A concern with effectiveness in recruitment and selection becomes all

the more important when one considers the costs of getting things wrong. We
begin with apparent costs, which centre on the direct costs of recruitment
68
procedures, but one might also consider the so-called opportunity costs of
engaging in repeated recruitment and selection when workers leave an
organisation. An excessive preoccupation with recruitment and selection will
divert a manager from other activites he or she could usefully be engaged in.
It is also useful to consider the investment, including training resources, lost
to the employer when a worker leaves prematurely. BEOL survey report
Recruitment, Retention and Turnover (2009d) estimates the average direct
cost of recruitment per individual in the when organisations are also
calculating the associated labour turnover costs. For workers in the
managerial and professional category, Implicit costs are less quantifiable and
include the following categories:

Poor performance

Reduced productivity

Low-quality products or services

Dissatisfied customers or other stakeholders

Low employee morale.

The implicit costs mentioned here are, in themselves, clearly undesirable

outcomes in all organisations. In high-performing organisations average or
adequate performance may also be insufficient and recruitment and
selection may be deemed to have failed unless workers have become
thinking performers. Typically, decisions on selecting a potential worker are
made primarily with a view to taking on the most appropriate person to do a
particular job in terms of their current or, more commonly, potential
competencies. In recent years this concept has been extended to search for
69
workers who are flexible and able to contribute to additional and/or
changing job roles. This approach contrasts with a more traditional model
which involves first compiling a wide-ranging job description for the post in
question, followed by the use of a person specification, which in effect forms
a checklist along which candidates can be evaluated on criteria such as
knowledge, skills and personal qualities. This traditional approach, in
essence, involves matching characteristics of an ideal person to fill a
defined job. There is a seductive logic in this apparently rational approach.

However, there are in-built problems in its application if judgments of

an individuals personality are inherently subjective and open to error and,
furthermore, if these personal characteristics are suited to present rather than
changing circumstances. The competencies model in contrast, seeks to
identify abilities needed to perform a job well rather than focusing on
personal characteristics such as politeness or assertiveness. Torrington et al
(2008, p 170) identify some potentially important advantages of referring to
competencies in this area noting that: they can be used in an integrated way
for selection, development, appraisal and reward activities; and also that from
them behavioural indicators can be derived against which assessment can
take place.

Farnham and Stevens (2000); William, (2008)

Competency-based models are becoming increasingly popular in

graduate recruitment where organisations are making decisions on future
potential. Farnham and Stevens (2000) found that managers in the public
sector increasingly viewed traditional job descriptions and person
specifications as archaic, rigid and rarely an accurate reflection of the
requirements of the job.

70
 There is increasing evidence that this popularity is more widespread. A
Cable industries report (2007c) found that 86 per cent of organisations
surveyed were now using competency-based interviews in some way; and in
another survey, over Birls Gold Cement Maiharf of employers polled had
started using them in the past year. It is suggested that the competency-based
model may be a more meaningful way of underpinning recruitment and
selection in the current fast-moving world of work and can accordingly
contribute more effectively to securing high performance.

Searle (2003), Linstead et al, (2009)

Many commentators refer to significant changes in the world of work

and the implications these have for the recruitment and selection of a
workforce. Searle (2003, p 276) notes that: Increasingly employees are
working in self-organised teams in which it is difficult to determine the
boundaries between different jobholders responsibilities. The team
undertakes the task and members co-operate and work together to achieve it.
Recruitment and selection practices focus on identifying a suitable person for
the job, but . . . isolating a jobs roles and responsibilities may be difficult to
do in fast-changing and team-based situations. There is here an implication
both that teamworking skills could usefully be made part of employee
selection and also that an individuals job specification should increasingly be
designed and interpreted flexibly. It can plausibly be posited that we now
inhabit a world of work in which unforeseen problems are thrown up
routinely and on an ongoing basis and where there is seldom time to respond
to them in a measured fashion. In this type of business environment,
decisions made can be rational in terms of past practice and events but may
in fact be revealed to be flawed or even obsolete when they are made in the
new context.
71
 If we accept this analysis of work in the 21st century, there is therefore
an implication that organisations aiming for high performance may need to
use selection methods which assess qualities of flexibility and creative
thinking (irrespective of whether they are using a traditional or competency
recruitment and selection model). Of course, many jobs may still require
task-holders to work in a predictable and standardised way, so one should
exercise caution when examining this rhetoric. Interestingly, however,
recruitment and selection practices should themselves be kept under constant
review if we accept the reality of a business world characterised by
discontinuous, rather than incremental, change.

72
73
 OBJECTIVES OF THE STUDY

The objective of the study as follows:-

To Study about the recruitment & selection policy at Birls Gold

Cement Maihar.

To know about the methods adopted by Birls Gold Cement

Maihar.

To know about the basic sources of information regarding

recruitment & selection at Birls Gold Cement Maihar.

To know about the techniques adopted at Birls Gold Cement

Maihar.

To know about the effectiveness of recruitment & selection

Policy at Birls Gold Cement Maihar.

To evaluate the various recruitment and selection techniques that BEOL.

These include interviews, group tests, psychological tests, intelligence tests,

technical tests and others.

74
75
 RESEARCH METHODOLOGY

Research methodology is a way to systematically solve the problem. It

may be understood has a science of studying how research is done
scientifically. In it we study the various steps that all generally adopted by a
researcher in studying his research problem along with the logic behind them.
The scope of research methodology is wider than that of research
method.
Meaning of Research
Research is defined as a scientific & systematic search for pertinent
information on a specific topic. Research is an art of scientific investigation.
Research is a systemized effort to gain new knowledge. It is a careful inquiry
especially through search for new facts in any branch of knowledge. The
search for knowledge through objective and systematic method of finding
solution to a problem is a research.
RESEARCH DESIGN
A research is the arrangement of the conditions for the collections and
analysis of the data in a manner that aims to combine relevance to the
research purpose with economy in procedure. In fact, the research is design is
the conceptual structure within which research is conducted; it constitutes the
blue print of the collection, measurement and analysis of the data. As search
the design includes an outline of what the researcher will do from writing the
hypothesis and its operational implication to the final analysis of data.
The design is such studies must be rigid and not flexible and most
focus attention on the following
Research Design can be categorized as:

76
 The present study is exploratory in nature, as it seeks to discover ideas
and insight to brig out new relationship. Research design is flexible enough to
provide opportunity for considering different aspects of problem under study.
It helps in bringing into focus some inherent weakness in enterprise regarding
which in depth study can be conducted by management.
TYPES OF RESEARCH
DESIGN
EXPLORATORY
RESEARCH
DESIGN
DESCRIPTIVE
&
DIAGNOSTIC
RESEARCH DESIGN
EXPERIMENTAL
RESEARCH
DESIGN
DATA COLLECTION
For any study there must be data for analysis purpose. Without data
there is no means of study. Data collection plays an important role in any
study. It can be collected from various sources. I have collected the data from
two sources which are given below:
1. Primary Data
The primary data are those which are collective a fresh & for first time
& this happen to be organizational in character.2. Secondary Data
Published Sources such as Journals, Government Reports, Newspapers
and Magazines etc.

77
 Unpublished Sources such as Company Internal reports prepare by
them given to their analyst & trainees for investigation.
Websites like JRP official site, some other sites are also searched to
find data.
Scope of The Study
The scope of the study is very vital. Not only the Human Resource
department can use the facts and figures of the study but also the marketing
and sales department can take benefits from the findings of the study.
Scope for the sales department
The sales department can have fairly good idea about their employees,
tat they are satisfied or not.
Scope for the marketing department
The marketing department can use the figures indicating that they are
putting their efforts to plan their marketing strategies to achieve their targets
or not.
Scope for personnel department
Some customers have the complaints or facing problems regarding the
job. So the personnel department can use the information to make efforts to
avoid such complaints.
Sample Size :-
Questionnaire is filled by 100 employees of Birls Gold Cement
Maihar. The questionnaire was filled in the office and vital information was
collected which was then subjects to:-
A pilot survey was conducted before finalizing the questionnaire.
Data collection was also done with the help of personal observation.
After completion of survey the data was analyses and conclusion was
drawn.
At the end all information was compiled to complete the project report.

78
 Data Analysis & Interpretation
Q. 1 Your organization take advantage of both sources of recruitment i.e.
external & internal?
a) yes b) no
c) sometimes d) cant say

S No. Option Percentage of executive

1. Yes 45%
2. No 15%
3. Sometimes 35%
4. Cant say 5%
Total 100%

Cant say ; 5.00%

Sometimes; 35.00% Yes ; 45.00%

No; 15.00%

Interpretation :
45% workers support the idea that this induction programme
provides maximum advantage to the newcomer employee, for his job only
15% workers are purely opposite to it , 355 employees say that sometimes it
is beneficial and remaining 5% workers has given no answer.

79
Q. 2 Your organization select candidates from educational institutions?

S No. Option Percentage of

executive
1. Yes 72%
2. No 17%
3. Sometimes 5%
4. Cant say 6%
Total 100%

No ; 17.00% Cant say ; 6.00%

Sometimes ; 5.00%

Yes ; 72.00%

Interpretation :

72%workers answered that the recruitment systems of the

organization is well in accordance of their needs and they find right persons
for the right job. 17% workers are not agree for finding of right kind of
employee 5% employees say that sometimes they are fitting to the job and
6% workers are unable to say in this report.

80
 Q. 3 Your organization conduct tests for selecting candidates?

S No. Option Percentage of executive

1. Yes 60%
2. No 20%
3. Sometimes 20%
4. Cant say 0%
Total 100%

Sometimes ; 20.00%

No; 20.00% Yes; 60.00%

Interpretation :
For the preference of the sexually 60% of the workers admitted
that the preference is to be they supported their idea by saying that the work
is full of continuous toil and tiresome, they accosted female workers that they
are to mild to work there, 20% workers not give preference of sexuality, 20%
workers believe that preference of sexuality should be sometimes only for the
special kind of work.

81
Q. 4 Your organization conduct physical examination too?

S No. Option Percentage of executive

1. Yes 30%
2. No 40%
3. Sometimes 20%
4. Cant say 10%
Total 100%

Yes ; 30.00%
Cant say ; 10.00%
Sometimes ; 20.00%

No ; 40.00%

Interpretation:

30% employee are satisfied with transfer and promotion

system on other hand 40% employee are opposite to these system and
policies , 20% workers say that sometimes these promotion and transfer
policies are very good and they are done accordingly the remaining 10%
employee is not at the stand to say anything's.

82
Q.5 How often do you conduct recruitment and selection in your
organization ?

S No. Option Percentage of executive

1. Quarterly 0%
2. Half yearly 5%
3. Yearly 40%
4. As & when needed 55%
Total 100%

Half yearly ; 5.00%

Yearly ; 40.00%
As & when needed; 55.00%

Interpretation :

5% employees answer that it is conducted half yearly, 40% of

them answered it yearly and 55% said that this selection and recruitment of
the employees is conducted as and when needed by organization none
referred quarterly.

83
Q. 6 Is the organization doing timeliness recruitment and selection process?

S No. Option Percentage of executive

1. Yes 60%
2. No 20%
3. Sometimes 15%
4. Cant say 5%
Total 100%

Cant say; 5.00%

Sometimes ; 15.00%

No ; 20.00% Yes ; 60.00%

Interpretation :
Dealing with the question of fair treatment 60% workers are
contented, 20% employees are dissatisfied , 15% employee found mixed
treatment fair as well as maltreatment , 5% workers can not range any things
and are unable to say any thing.

84
Q.7 Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?

S No. Option Percentage of executive

1. Yes 65%
2. No 15%
3. Sometimes 10%
4. Cant say 10%
Total 100%

Cant say; 10.00%

Sometimes ; 10.00%

No ; 15.00%

Yes ; 65.00%

Interpretation :
Above the data shows that the 65% employee said that the organization
clearly define the position objectives, requirements and candidate
specifications in the recruitment process and only 15% are not.

85
Q.8 Does HR provides an adequate pool of equality applicant ?

S No. Option Percentage of executive

1. Yes 70%
2. No 15%
3. Sometimes 10%
4. Cant say 5%
Total 100%

Cant say; 5.00%

Sometimes ; 10.00%
No ; 15.00%

Yes ; 70.00%

Interpretation :
Above the data shows that the 70% employee says that HR provides an
adequate pool of equality applicant 15% are says not HR provides an
adequate pool of equality applicant.

86
Q.9 Are applicants treated fairly and with same courtesy as customers?

S No. Option Percentage of executive

1. Yes 60%
2. No 20%
3. Sometimes 15%
4. Cant say 5%
Total 100%

Cant say; 5.00%

Sometimes ; 15.00%

No ; 20.00% Yes ; 60.00%

Interpretation :
Dealing with the question of fair treatment 60% workers are
contented , 20% employees are dissatisfied , 15% employee found mixed
treatment fair as well as maltreatment , 5% workers can not range any things
and are unable to say anything.

87
Q.10 Recruitment of academic staff has been satisfactorily done in Birls Gold
Cement Maihar.

S No. Option Percentage of executive

1. Yes 80%
2. No 10%
3. Sometimes 5%
4. Cant say 5%
Total 100%

No ; 10.00%
Cant say; 5.00%
Sometimes ; 5.00%

Yes ; 80.00%

Interpretation :
Above the data shows that the 70% employee says that Recruitment of
academic staff has been satisfactorily done in Birls Gold Cement Maihar and
only 10% are says not Recruitment of academic staff has been satisfactorily
done in Birls Gold Cement Maihar.

88
Q.11 Selection procedure is done objectively by matching job description
and person specification against what is offered?

S No. Option Percentage of executive

1. Yes 75%
2. No 10%
3. Sometimes 10%
4. Cant say 5%
Total 100%

No ; 10.00% Cant say; 5.00%

Sometimes ; 10.00%

Yes ; 75.00%

Interpretation :
Above the data shows that the 75% employee says that Selection
procedure is done objectively by matching job description and person
specification and only 10% are says not Selection procedure is done
objectively by matching job description and person specification.

89
Q.12 Recruitment system in Birls Gold Cement Maihar greatly impacts on
the academic staff performance?

S No. Option Percentage of executive

1. Yes 60%
2. No 20%
3. Sometimes 15%
4. Cant say 5%
Total 100%

Cant say; 5.00%

Sometimes ; 15.00%

No ; 20.00% Yes ; 60.00%

Interpretation :
Above the data shows that the 60% employee says that Recruitment
system in Birls Gold Cement Maihar greatly impacts on the academic staff
performance and only 20% are says not Recruitment system in Birls Gold
Cement Maihar greatly impacts on the academic staff performance.

90
 Q.13 Does HR train hiring employees to make the best hiring decisions?

S No. Option Percentage of executive

1. Yes 70%
2. No 15%
3. Sometimes 10%
4. Cant say 5%
Total 100%

Cant say; 5.00%

No ; 15.00% Sometimes ; 10.00%

Yes ; 70.00%

Interpretation :
Above the data shows that the 70% employee says that HR train hiring
employees to make the best hiring decisions and only 15% are says not HR
train hiring employees to make the best hiring decisions.

91
Q.14 Rate how well HR find good candidates from non-traditional source
when necessary.

S No. Option Percentage of executive

1. Yes 65%
2. No 20%
3. Sometimes 10%
4. Cant say 5%
Total 100%

Cant say; 5.00%

Sometimes ; 10.00%

No ; 20.00%

Yes ; 65.00%

Interpretation :
Above the data shows that the 65% employee says that HR find good
candidates from non-traditional source when necessary and only 20% are
says not HR find good candidates from non-traditional source when
necessary.

92
Q.15 Does the HR team act as a consultant to enhance the quality of the
applicant pre-screening process?

S No. Option Percentage of executive

1. Yes 75%
2. No 10%
3. Sometimes 10%
4. Cant say 5%
Total 100%

No ; 10.00% Cant say; 5.00%

Sometimes ; 10.00%

Yes ; 75.00%

Interpretation :
Above the data shows that the75% employee says that HR team act as
a consultant to enhance the quality of the applicant pre-screening process and
only 10% are says not HR team act as a consultant to enhance the quality of
the applicant pre-screening process.

93
94
FINDING

1. The recruitment policy of the Birls Gold Cement Maihar is

good. There all policy is easy to understand.

2. The employee is satisfied with the recruitment policy, and

these

3. Policy are attract apply to more person in this origination.

4. There is fallow the government norm n policy to recruitment

selection and the criteria of selection is very tuff to reach. So
that is help to selection of best candidates in the origination.

5. There is seniority biased promotion. When they get

experience then they get promotion.

6. The selection of the best employee is based on the talent and

eligibility of the candidates.

7. The all staff is too busy they have lots of work, they have
always overworked.

95
LIMITATIONS OF STUDY
However I shall try my best in collecting the relevant information
for my research report, yet there are always some problems faced by the
researcher. The prime difficulties which I face in collection of
information are discussed below:-

1. Short time period: The time period for carrying out the research
was short as a result of which many facts have been left
unexplored.

2. Lack of resources: Lack of time and other resources as it was not

possible to conduct survey at large level.
100 employees have been chosen which is a small number, to represent
3. Small no. of respondents: Only whole of the population.

4. Unwillingness of respondents: While collection of the data many

consumers were unwilling to fill the questionnaire. Respondents
were having a feeling of wastage of time for them.

5. Small area for research: The area for study was Birls Gold
Cement Maihar which is quite a small area to judge job
satisfaction level.

96
97
 CONCLUSION

To conclude the whole project has been in enriching

experience and thought of my talent, power, works under tension
and pressure. I am happy as i performed my duty to best of my
potential.

I found that the recruitment and selection system of Birls Gold

Cement Maihar is very polite and soft. Each and every employee in
this origination has satisfied to their superiors.

The recruitment and selection policy are followed by

government's there are no enough flexibility in the recruitment
policy.

This is a government sector there is so much job security so

that why there is attract to more person to apply in this origination.

Due to job security there all staff is more satisfied with the job.

They conduct the interview for the top level but they not
conduct interview for the dawn level.

Some time with out interviews they recruit biased recruiting, but all
these thing are not effect to the applicants because there is so much
job security.

98
SUGGESTION
1. They have always under staff. So recruit the more staff to fill the
vacant seats.
2. Give update information should be given to the candidates regarding
recruitment.
3. The best talented candidates should be select for the desired post.
4. They should improve there working condition, for the good work from
the all staff.
5. Prmotion should be given not only seniority biased that should be
talent and work biased.
6. Recruitment for any job should be more attractive and have brief
information about the job and organization .
7. Recruitment sources, we should have to decide according to the job
and exiting employee condition.
8. Process of selection should be totally planned , like who will take
interview , which test will be taken , which date will be given to all
application etc.
9. There should be proper setting for conducting interview . the setting is
required both of physical & mental nature . the physical setting for the
interview should be comfortable and free from any physical
disturbance . the mental setting means both the interviewer and the
interviewee must be mentally prepared for the interview.
10.Interview should listen to carefully when the candidate is furnishing
the information . this give an impression to the candidate that
interviewer is quite serious about him and he will do his best.
11.By the help of these things we can make this process easy and
systematic for organization as well as for the candidates.
99
100
101
 QUESTIONNAIRES
Name : . Desg. ..

Address:. Mob. ..

Q. 1 Your organization take advantage of both sources of recruitment i.e.

external & internal?
a) Yes b) No c) Sometimes d) Cant say
Q. 2 Your organization select candidates from educational institutions?
a) Yes b) No c) Sometimes d) Cant say
Q. 3 Your organization conduct tests for selecting candidates?
a) Yes b) No c) Sometimes d) Cant say
Q. 4 Your organization conduct physical examination too?
a) Yes b) No c) Sometimes d) Cant say
Q.5 How often do you conduct recruitment and selection in your
organization?
a) Yes b) No c) Sometimes d) Cant say
Q. 6 Is the organization doing timeliness recruitment and selection process?
a) Yes b) No c) Sometimes d) Cant say
Q.7 Does the organization clearly define the position objectives, requirements
and candidate specifications in the recruitment process?
a) Yes b) No c) Sometimes d) Cant say
Q.8 Does HR provides an adequate pool of equality applicant ?
a) Yes b) No c) Sometimes d) Cant say
Q.9 Are applicants treated fairly and with same courtesy as customers?
a) Yes b) No c) Sometimes d) Cant say
Q.10 Recruitment of academic staff has been satisfactorily done in Birls Gold
Cement Maihar.
a) Yes b) No c) Sometimes d) Cant say
102
Q.11 Selection procedure is done objectively by matching job description
and person specification against what is offered?
a) Yes b) No c) Sometimes d) Cant say
Q.12 Recruitment system in Birls Gold Cement Maihar greatly impacts on
the academic staff performance?
a) Yes b) No c) Sometimes d) Cant say
Q.13 Does HR train hiring employees to make the best hiring decisions?
a) Yes b) No c) Sometimes d) Cant say
Q.14 Rate how well HR find good candidates from non-traditional source
when necessary.
a) Yes b) No c) Sometimes d) Cant say
Q.15 Does the HR team act as a consultant to enhance the quality of the
applicant pre-screening process?
a) Yes b) No c) Sometimes d) Cant say

103
104
 BIBLIOGRAPHY
Age Discrimination: Mitigating Risk in the Work Place
Ageism the New Sexism

Bratton and Gold (2007), Mullins (2010)

Cassell et al (2002), Cully et al, (1999)

Crail, (2007), Whitford, (2003) LIC, 2007c; IRS, (2008)

Duff, A. (2006). Director, Vol. 59 No. 6, p. 54.

Farnham and Stevens (2000); William, (2008)

Foot and Hook (2005), Arnold et al, 2005,

Gilliland, (1993), Anderson et al (2001)

Hopper & Others v. Virgin Blue Airlines Pty Ltd

Increasing Diversity through Recruitment Practices

1. Aswathapa K. , (1997) Human resourse and personal
management Tata Mcgrew hill.
Website:
1. www. google.com (search for various related matters)
2. www. wikipedia.org (for recruitment and selection matters)

105
 CERTIFICATEFROMPROJECTGUIDE&HOD

This is to certify that Anushruti Shukla has completed her

project report title "Recruitmnet & Selection At Maihar Cement"
Undermysupervision.Tothebestofmyknowledgeandbeliefthisis
his original work and this, wholly, has not been submitted for any
degreeofthisoranyotheruniversity.

Guide By
Mr. K.P. Tripathi Mr. Anant Jyoti
(Project Guide) (Director HR)

106
 DECLARATION

This project report on "Recruitmnet & Selection At Maihar

Cement" Worksissubmittedbymeforthepartialfulfillmentofthe
courseofM.B.A.IVSematV.I.M.R.Satna(M.P.).Thisisanoriginal
workdonebymeexcepttheguidancereceivedwhichhasbeenproperly
acknoledgeinthereport.

Thisisnotthecopyofanyotherrepostoranypartofithasn't
beensubmittedfortheawardofanydegreeordiploma.

Anushtruti
Shukla
M.B.A.IVSem
V.I.M.R.(Satna)

107
 PREFACE

Theoreticalknowledgeisofuse,untilandunlessitisappliedintosome
practical aspect. This has been the thinking of Vindhya institute of
management&Research(Satna).

It lays the stree on the proper implementation of the theoretical

knowledgeintothereallifepracticalaspects.

Thustoapplyallthetheoreticalknowledgegaindesofaronpractical
lines,IconductedmyresearchprojectinMaiharCement(M.P.)and
learncehowtocountertherealpracticalproblemsthatcomesduringday
todayjob.

Now,ItakethisopportunitytopresentmyProjectReportandhopethat
itwouldbeofsomeusetoallitsreaders.

108
 CONTENTS

CHAPTER TOPICS COVERERD PAGE NO.

Chapter : 1 Introduction About Topic 01-25
Chapter -2 COMPANY PROFILE 26-50
Chapter -3 Review of Literature 51-73
Chapter -4 OBJECTIVES 74-75
Chapter -5 Research Methodologies 76-79
Chapter -6 DATA ANALYSIS AND INTERPRATATION 80-95
Chapter -7 FINDINDS 96-97
Chapter -8 LIMITATION OF PROJECT 98-99
Chapter -9 CONCLUSION 100-102
Chapter -10 QUESTIONNAIRE 103-105
Chapter -11 BIBLIOGRAPHY 10-107

109