Recruitment Sadhna

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PROJECT REPORT

On

RECRUITMENT

&

SELECTION AT

IFFCO Ltd.

(2009-10)

Submitted to submitted by

Warrior sir SADHNA BHATIA

MBA (HR)

IIMS BAREILLY

ACKNOWLEGEMENT

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This works bears the imprints of many persons whose valuable Assistance &

insightful suggestion have been made this project worthy.

With sincere thoughts & deep sense of gratitude, I would like to take this

opportunity to express my sincere thanks to our mentor Warrior sir, person whose able

guidance helper to me to give the present shape of the project.

I feel immense pleasure in extending my gratitude to all for motivating me for

completing my project. I shall ever remain obliged to all of them for their wishes which

inspired me to come out with flying colors I the path of honesty & humanity.

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IFFCO INTRODUCTION

During mid- sixties the Co-operative sectorin India was responsible for distribution of 70

per cent offertilizersconsumed in the country. This Sector had adequate infrastructure to

distribute fertilizers but had no production facilities of its own and hence dependent on

public/private Sectors for supplies. To overcome this lacuna and to bridge the demand

supply gap in the country, a new cooperative society was conceived to specifically cater to

the requirements of farmers. It was a unique venture in which the farmers of the country

through their own Co-operative Societies created this new institution to safeguard their

interests. The numbers of co-operative societies associated with IFFCO have risen from 57

in 1967 to 38, 155 at present.

Indian Farmers Fertilizer Co-operative Limited (IFFCO was registered on November 3,

1967 as a Multi-unit Co-operative Society. On the enactment of the Multistage

Cooperative Societies act 1984 & 2002, the Society is deemed to be registered as a

Multistage Cooperative Society. The Society is primarily engaged in production and

distribution of fertilizers. Thebyelaws of the Society provide a broad frame work for the

activities of IFFCO as a Cooperative Society.

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IFFCO commissioned an ammonia - urea complex at Kalol and the NPK/DAP plant at

Kandla both in the state of Gujarat in 1975. Ammonia - urea complex was set up at Phulpur

in the state of Uttar Pradesh in 1981. The ammonia - urea unit at Aonla was

commissioned in 1988.

In 1993, IFFCO had drawn up a major expansion programmed of all the four plants under

overall aegis of IFFCO VISION 2000 . The expansion projects at Aonla, Kalol, Phulpur

and Kandla have been completed on schedule. Thus all the projects conceived as part of

Vision 2000 have been realised without time or cost overruns. All the production units of

IFFCO have established a reputation for excellence and quality. A new growth path has

been chalked out to realise newer dreams and greater heights through Vision 2010 which is

presently under implementation. As part of the new vision, IFFCO has acquired fertiliser

unit at Paradeep in Orissa in September 2005. As a result of these expansion projects and

acuisition, IFFCO's annual capacity has been increased to 3.69 million tonnes of Urea and

NPK/DAP equivalent to 1.71 million tonnes of P2O5.

IFFCO has made strategic investments in several joint ventures. Godavari Fertilisers and

Chemicals Ltd (GFCL) & Indian Potash Ltd (IPL) in India, Industries Chimiques du

Senegal (ICS) in Senegal and Oman India Fertiliser Company (OMIFCO) in Oman are

important fertiliser joint ventures. Indo Egyptian Fertiliser Co (IEFC) in Egypt is under

implementation. As part of strategic diversification, IFFCO has entered into several key

sectors. IFFCO-Tokio General Insurance Ltd (ITGI) is a foray into general insurance

sector. Through ITGI, IFFCO has formulated new services of benefit to farmers. 'Sankat

Haran Bima Yojana' provides free insurance cover to farmers along with each bag of

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IFFCO fertiliser purchased. To take the benefits of emerging concepts like agricultural

commodity trading, IFFCO has taken equity in National Commodity and Derivative

Exchange (NCDEX) and National Collateral Management Services Ltd (NCMSL). IFFCO

Chhattisgarh Power Ltd (ICPL) which is under implementation is yet another foray to

move into core area of power. IFFCO is also behind several other companies with the sole

intention of benefiting farmers.

The distribution of IFFCOs fertilizer is undertaken through over 38155 co-operative

societies. The entire activities of Distribution, Sales and Promotion are co-coordinated by

Marketing Central Office (MKCO) at New Delhi assisted by the Marketing offices in the

field. In addition, essential agro-inputs for crop production are made available to the

farmers through a chain of 158 Farmers Service Centre(FSC). IFFCO has promoted

several institutions and organizations to work for the welfare of farmers, strengthening

cooperative movement, improve Indian agriculture. Indian Farm Forestry Development

Cooperative Ltd (IFFDC), Cooperative Rural Development Trust (CORDET), IFFCO

Foundation, Kisan Sewa Trust belongs to this category. An ambitious project 'ICT

Initiatives for Farmers and Cooperatives' is launched to promote e-culture in rural India.

IFFCO obsessively nurtures its relations with farmers and undertakes a large number of

agricultural extensionactivities for their benefit every year.

At IFFCO, the thirst for ever improving the services to farmers and member co-operatives

is insatiable, commitment to quality is insurmountable and harnessing of mother earths'

bounty to drive hunger away from India in an ecologically sustainable manner is the prime

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mission. All that IFFCO cherishes in exchange is an everlasting smile on the face of Indian

Farmer who forms the moving spirit behind this mission.

IFFCO, to day, is a leading player in India's fertilizer industry and is making substantial

contribution to the efforts of Indian Government to increase food grain production in the

country

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Our Mission

IFFCOs mission is "to enable Indian farmers to prosper through timely supply of

reliable, high quality agricultural inputs and services in an environmentally

sustainable manner and to undertake other activities to improve their welfare.

Our Approach

To achieve our mission, IFFCO as a cooperative society, undertakes several activities

covering a broad spectrum of areas to promote welfare of member cooperatives and

farmers. The activities envisaged to be covered are exhaustively defined in IFFCOs Bye-

laws.

Our Commitment

Our thirst for ever improving the services to farmers and member co-operatives is

insatiable, commitment to quality is insurmountable and harnessing of mother earths'

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bounty to drive hunger away from India in an ecologically sustainable manner is the prime

mission

All that IFFCO cherishes in exchange is an everlasting smile on the face of Indian Farmer

who forms the moving spirit behind this mission.

IFFCO IN BRIEF (AS on May 2009)

Largest producer of fertilizers in the country

No. of plant locations: five

Installed Annual Capacity(000MT)

UREA 4242.2

NPK/DAP 4335.4

TOTAL N 2628.2

TOTAL P2O5 1712.8

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HIGHLIGHTS OF 2008-09

Highest sales turnover RS 32,933Crore

(Previous best RS 12,163 Crore in 2007-08)

Plant productivity 1376 MT/Employee

(Best 1669 MT/Employee in 2005-06)

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CUMULATIVE ACHIEVEMENTS TILL DATE

(As on 31st march 2009)

FERTILIZERS PRODUCTION 1109.03 Lakh MT

FERTILIZER SALE 1238.58 Lakh MT

TURNOVER RS 124938 Crore

PROFIT AFTER TAX RS. 5354 Crore

History of Prestigious IFFCO Awards in Cooperation

The Board of Directors in the year 1982 had approved giving a best cooperator Award on

an annual basis, to an individual who has contributed maximum towards development of

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Cooperative Movement. The amount of Cash Award was fixed at Rs.10, 000/- along with a

citation. This amount was enhanced by the Board in the year 1988 from Rs.10, 000/- to

Rs.25, 000/-.

The Board of Directors in the year 1993, while approving IFFCO Cash Award on

Cooperation for the years 1990-1991 & 1991--1992 to the Best Cooperators, inter-alia

approved that in addition to the Best Cooperator Award, IFFCO Sahakarita Bandhu

Award may also be instituted from the year 1993-94. The amount of both the Awards

namely IFFCO Cash Award on Cooperation to the Best Cooperator, (ii) IFFCO

Sahakarita Bandhu Award, was fixed at Rs.51, 000/- each from the year 1993-94 to be

presented every year. In the year 1997 the Board of Directors decided that the name of the

Best Cooperator Award should be changed to Sahakarita Ratna Award. In the year 2000

it was decided that the amount for each award be increased from Rs.51, 000/- to Rs.1,

01,000/-.

As per the laid down procedure for inviting recommendations for the Awards, a letter is

addressed to all the State Cooperative Unions, IFFCO Directors and NCUI requesting them

to recommend the names of two nominees for the each award. The recommendations so

received are placed before the Sub-Group on Awards of the Board of Directors for

Screening of nominations of Cooperators. The recommendation of the Sub-Group of the

Award is placed before the Board of Directors for their consideration and approval. The

Awards are presented to the Awardees on the occasion of Jawaharlal Nehru Memorial

IFFCO Lecture which is organized generally during Cooperative Week i.e. November 14-

20 every year.

The "Sahakarita Ratna" Award for the year 2007-08 was conferred on Shri Shivpal

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Singh Yadav from Uttar Pradesh. The honour of Sahakarita Bandhu Award for the

year 2006-07 was conferred on Dr S.S. Sisodia (Postumous) of Madhya Pradesh.

MAJOR AWARDS RECEIVED

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awards for Best Implemented project(Second Prize) from GOI

Four awards for Conservation of Energy from GOI

Two National awards for Excellence in Energy Management

Indo German and Greentech Environment Excellence Award

Award for Best overall Performance from FAI

Two Awards for Excellence in safety from FAI and one National safety Award

from DGFASLI

Two safety Awards from national Safety Council of India

Rajiv Ratna National Gold Award 2005 for best executive

Excellence Award for papers published on Safety and Health in Chemical Industry

and Hazard identification & Risk Management

Best Chemical innovation award from FAI

National Award for Excellence in energy Management 2008 from CII as

ENERGY Efficient Unit & Innovative Project

Best Technical Innovation Award from FAI

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Products and services of IFFCO Aonla

Main product produced UREA

Product used AMMONIA

SERVICES

Social activities development program include;

Supply of fodder in drought prone areas

Veterinary Checkup and Distribution of Medicines

Human Health Check up

Providing Drinking water facility

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Assistance to School/School children

Watershed Development Projects

OBJECTIVE OF STUDY

1. It will analyze the effectiveness of the services for the products

2. Helpful in making comparisons with other companies.

3. Project the demand and supply for the market as whole.

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Introduction to the topic

The first and foremost step for forming an organisation is the requirement of manpower.

This s possible only if the organisation has suitable manpower. this topic is based on the

recruitment and selection policy of IFFCO ltd.

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

employment to an organization.

Selection is the process by which managers and others use specific instruments to choose

from a pool of applicants a person or persons most likely to succeed in the job(s), given

management goals and legal requirements.

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RECRUITMENT

Recruitment meaning

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According to Edwin B. Flippo, recruitment is the process of searching the candidates for

employment and stimulating them to apply for jobs in the organization. Recruitment is the

activity that links the employers and the job seekers a few definition of recruitment are:

A process of finding and attracting capable applicants for employment. The process begins

when new recruits are sought and ends when their applications are submitted. The result is

a pool of applications from which new employees are selected.

It is the process to discover sources of manpower to meet the requirement of staffing

schedule and to employ effective measures for attracting that manpower in adequate

numbers to facilitate effective selection of an efficient working force.

Recruitment of candidates is the function preceding the selection, which

helps create a pool of prospective employees for the organization so that the management

can select the right candidate for the right job from this pool. The main objective of the

recruitment process is to expedite the selection process.

Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific vacancies

do not exist. Usually, the recruitment process starts when a manger initiates an employee

requisition for a specific vacancy or an anticipated vacancy.

RECRUITMENT NEEDS ARE OF THREE TYPES

PLANNED: The needs arising from changes in organization and retirement policy.

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ANTICIPATED: Anticipated needs are those movements in personnel, which an

organization can predict by studying trends in internal and external environment.

UNEXPECTED: Resignation, deaths, accidents, illness give rise to unexpected needs.

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Recruitment and selection

Recruitment and selection are vital to the formation of a positive psychological contract,

which provides the basis of organizational commitment and motivation.

The attraction and retention of employees is part of the evolving employment

relationship, based on a mutual and reciprocal understanding of expectations.

There are wide variations in recruitment and selection practices, reflecting an

organizations strategy and its philosophy towards the management of people.

Progressive HR practices are crucial to a positive psychological contract this

includes attention to effective recruitment and selection practices.

Recruitment and Attraction

A key role for HR is to align performance within roles with the strategy, so

recruiting for the right people for a role depends on how it is defined in terms

relating to performance to achieve the strategy.

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Criterion-related behaviours or standards of performance are referred to as

competencies.

Competencies can be used to provide the behaviours needed at work to achieve the

business strategy, and enable organizations to form a model of the kinds of

employee it wishes to attract through recruitment.

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Recruitment and attraction

The main approaches to attracting applicants can be summarized as follows:

Walk-ins

Employee referrals

Advertising

Websites

Professional associations

Educational associations

Professional agencies

E-recruitment (general recruitment agents/ companies own sites)

Word-of-mouth

An organization will take account of a number of factors when forming its recruitment

plans and choice of media.

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These might include:

Cost

Time taken to recruit and select

Labour market focus, for example: skills, profession or occupation

Mobility of labour geographic and occupational

Legislation on sex discrimination, race discrimination and disability

Personnel specifications versus competencies

Personnel specifications may contain stereotypes of the ideal person and so

organizations may be reinforcing the stereotype in their recruitment practices.

The use of competencies allows organizations to free themselves from traditional

stereotypes in order to attract applicants from a variety of sources.

Competencies appear to be more objective, have a variety of uses in attracting

applicants and allow an organization to use more reliable and valid selection

techniques.

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Selection: Costs

Organizations have become increasingly aware of making good selection decisions, since it

involves a number of costs:

The cost of the selection process itself, including the use of various selection

instruments

The future costs of inducting and training new staff

The cost of labour turnover if the selected staff are not retained

Selection: Principles

Underlying the process of selection and the choice of techniques are two key principles:

1. Individual differences: Attracting a wide choice of applicants will be of little use

unless there is a way of measuring how people differ, i.e. intelligence, attitudes,

social skills, psychological and physical characteristics, experience etc.

2. Prediction: Recognition of the way in which people differ must be extended to a

prediction of performance in the workplace.

Selection Interviews

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Information elicited interviews have a specific focus, i.e. facts, subjective

information, underlying attitudes.

Structure ranging from the completely structured to the unstructured. A

compromise between the two enables the interviewer to maintain control yet

allowing the interviewee free expression.

Order and involvement the need to obtain different kinds of information may

mean the involvement of more than one interviewer. Applicants may be

interviewed serially or in a panel.

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Psychometric Testing

Personality research has lent support to the use of sophisticated selection techniques such

as psychometric tests that have a good record of reliability and validity.

Ability tests: these focus on mental abilities (verbal/numerical) and

physical skills testing. Right/wrong answers allow applicants to be placed in

ranked order.

Inventories: self-report questionnaires indicating traits, intelligence, values,

interests, attitudes and preferences. No right/wrong answers but a range of

choices between possible answers.

E-assessment

On-line testing, or e-assessment, is also used for selection and other HR purposes.

Benefits: Online testing enables organizations to test at any time and anywhere in the

world.

It enables the quick processing of applicants.

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Drawback: Loss of control over the administration of the tests anyone can be called on to

help

Assessment Centres

Assessment centres are designed to yield information that can be used to make

decisions concerning suitability for a job.

They provide a fuller picture by combining a range of techniques.

General methods used include group discussions, role plays and simulations,

interviews and tests.

Candidates attending an assessment centre will be observed by assessors who

should be trained to judge candidates performance against criteria contained within

the competency framework.

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PURPOSE OF RECRUITMENT

Attract and encourage more and more candidates to apply in the

organization.

Create a talent pool of candidates to enable the selection of best candidates

for the organization.

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Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the employees.

Help increase the success rate of selection process by decreasing number of

visibly under qualified or overqualified job applicants.

Help reduce the probability that job applicants once recruited and selected

will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the

composition of its workforce.

Begin identifying and preparing potential job applicants who will be

appropriate candidates.

Increase the pool of candidates at minimum cost.

Increase organization and individual effectiveness of various recruiting

techniques and sources for all types of job applicants

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Research methodology

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

understood as a science of studying how research is done scientifically. In it we study the

steps that are taken by researchers in studying his research problem along with logic behind

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them. For finding logics researchers used to collect data .while deciding about the of

method data collection to be used for study, the researchers should keep in mind two types

of data viz., primary & secondary.

PRIMARY DATA: these are those data which are collected fresh and for the first time and

thus happens to be original in character. We collect primary data either through

observations, or through direct communication with the respondent through questionnaire

or through personal interview.

SECONDARY DATA: secondary data means data that are already available i.e., they refer

the data which have already been collected by someone else. Secondary data may be either

published data or unpublished data. Usually published data are available in; journals,

books, magazines, newspaper, reports etc.

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PRIMARY DATA

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yes, 50

no, 15

0

10

20

30

40

50

60

70

80

1

opinion

noofpersons

would you like to fill recruitment

questionnaire?

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received sufficient information about recruitment process

no, 15

yes, 35

0

5

10

15

20

25

30

35

40

45

50

1

opinion

noo

fpeo

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is internal recruitment enhanci

employee morale

yes, 38

no, 12

0

5

10

15

20

25

30

35

40

45

50

1opinion

noofemployee

source of applying for vacancies

by visitig theoffice, 35

15

20

25

30

35

40

45

50

totalnoofemploye

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source of applying for vacancies

through

telephone, 7email, 8

by visitig the

office, 35

0

5

10

15

20

25

30

35

40

45

50

1

sources

totalnoofemploye

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w h a t a t t r a c t e d y o

c o n t e n t o f

2 0

p r o m o t io p p u r n i t y

s a l a r y ,l o c a t i o

0

5

1 0

1 5

2 0

2 5

3 0

3 5

4 0

4 5

5 0

1

o p i n i

no

ofpeople

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r a tin g o n th e b a s i s o f e x p e r ie n c e g a in e d w h

r e c r u i tm e n t te a m

s a t i s f i ed ,

very sa t is fie

d i s s a t i s f i ed ,

very d iss a t i s f

1

0

5

1 0

1 5

2 0

2 5

3 0

3 5

4 0

4 5

5 0

1e x p e r i e n

no

ofpeople

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recruitment sources company pref

external, 1

both, 20

internal, 1

0

5

10

15

20

25

30

35

40

45

50

1

opinion

noofemp

loyees

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where have you seen the vacancy?

magazines

other

newspaper

websites

05

10

15

20

25

30

35

40

45

50

1sites for searching vacany

noofempl

oyees

newspaper

websites

magazines

other

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i s r e c r u i t m e n t a p o s

y e s ,

n o ,

0

5

1 0

1 5

2 0

2 5

3 0

3 5

4 0

4 5

5 0

1o p i n i

tota

noo

persons

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SECONDARY DATA

RECRUITMENT PROCESS

The recruitment and selection is the major function of the human resource department and

recruitment process is the first step towards creating the competitive strength and the

strategic advantage for the organizations. Recruitment process involves a systematic

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procedure from sourcing the candidates to arranging and conducting the interviews and

requires many resources and time. A general recruitment process is as follows:

1.

Identifying the vacancy:

The recruitment process begins with the human resource department receiving

requisitions for recruitment from any department of the company. These

contain:

Posts to be filled

Number of persons

Duties to be performed

Qualifications required

2. Preparing the job description and person specification.

3. Locating and developing the sources of required number and type of

employees (Advertising etc).

4. Short-listing and identifying the prospective employee with required

characteristics

5. Arranging the interviews with the selected candidates.

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6. Conducting the interview and decision making.

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

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Recruiting Office at IFFCO

Recruitment action of apprentice/Trainee shall be initiated by Head Office Personnel

Depts., in respect of categories mentioned at 10.1, 10.4, 10.7, and 10.10.

Recruitment action of Apprentices/trainees, in respect of categories mentioned at 10.2,

10.3, 10.5, 10.6, 10.8 &10.9 shall be initiated by the Personnel Dept. of the concerned

unit/division.

Direct Recruitment at Lower Mgt. Level

Management graduates from premier institutions may be recruited directly in grade G2, in

different disciplines as under.

Marketing: graduate (agriculture) & post graduate diploma in management from IIMS will

be inducted based on campus selection in grade G2 as assistant marketing officer.

12.2 MANAGEMENT SERVICES GROUP

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Engineering graduate &post graduate diploma from IIMS will be recruited based on

campus selection in grade G2 as assistant officers.

12.3 PERSONNEL & ADMINISTRATIVE

Graduate & post graduate diploma from IIMS with specialization in personnel management

will be recruited based on campus selection in grade G2, as assistant personnel officers.

12.4 FINANCE &ACCOUNTS

Graduate & postgraduate diploma from IIMS with specialization in finance will be

recruited based on campus selection in grade G2, as assistant finance officers.

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PROCEDURE for filling the Post by recruitment

13.1 vacant positions in organization chart shall not automatically be treated as operative to

be filled by recruitment. The positions shown in the chart are estimated requirements and

are to be operated only when it is necessary to operate them.

13.2 prior approval of the managing Director shall be obtained before initiating recruitment

action.

13.3 The frequency of recruitment will depend upon manpower requirement.

13.4 The selection committee shall be constituted by the competent authority.

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14.0 when in the opinion of the Mgt. required no. of suitable persons are not available

within the organization to fill up any post; the posts can be filled up by recruitment

.Recruitment to various posts will normally be made from the following sources.

1. Employment exchange as per the provision of employment exchange (compulsory

notification of vacancies) Act.

2. Recruitment by advertisement, either in the newspaper or on IFFCOs website.

3. Campus selection from premier institutions.

4. trainees who had /have satisfactorily completed their training

5. On contract for a specific period.

6. by deputation from other organizations

7. land losers ,whose land had been acquired setting up plants

8. data bank maintained by IFFCO based on job applications received directly

The post may be filled up by recruitment by different methods as under:

14.1 posts up to grade I shall necessarily be notified to the local /central Employment

Exchanges in accordance with the compulsory notification of vacancies ACT 1959 &

the rules framed there under from time to time.

14.2 posts in grade h2/H1 shall be advertised I local newspaper: out of which one

should be in vernacular language.

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14.3 posts in grade g2 & above may be advertised on all India bases, either in the

newspaper or on IFFCOs website.

14.4 Action to fill up posts by deputation in any grade is initiated by Head Office

Personnel Dept.

14.5 while notifying the vacancies to the Employment Exchange or to the Press,

specific provision shall be made for reservation of posts for SC / ST / OBC candidates

in accordance with the orders/instructions issued from time to time.

14.6 vacancies reserved for SC/ST/OBC may also be to filed to various SC/ST

Association /agencies

14.7applications received may be classified in general, ST/SC/OBC Dept. etc

14.8 the divisional Head will have the lust screened in accordance with qualifications &

experience laid down for the posts & prepare a short list of candidates for tests

/interviews .the competent Authority may bat its discretion ,relax the specification

after recording the reasons for doing so, qualification & experience standards are set

out in attached Career Growth Chart, for different disciplines .cases with regards to

career growth of employees redeployed to cadres where their qualification do not

match with the qualification of the new cadre, will be dealt on case to case basis, so

that no undue benefit is granted or no injustice is done.

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14.9 The procedure for selection will be as may be declared by the competent authority

who will decide whether a test is necessary or an interview, or both, for selecting

candidates. It will be the responsibility of the concerned personnel department to keep

all records for reference .proceedings of the recruitment Committee will be drawn by

the personnel Department & got signed from all the members of the Recruitment

Committee. Application of candidates not selected will be retained for one year from

the date of interview & destroyed thereafter. Minutes of selection committee shall be

retained for future reference.

14.10 The selection committee shall prepare a panel of names, in order of merit, for the

approval of the competent authority. The panel of selected candidates shall be valid for

a period of 6 months from the date of approval by the competent authority the validity

may be extended for a further period of 6 months with the prior written approval of the

Competent Authority.

1.4.11 The offers of appointment to the candidates n the approval panel shall be made,

strictly in order f merit, from the panel of selected candidates irrespective of the fact

whether the candidates is departmental or outsider. Verification of certificates with

respect to qualifications, experience, date of birth etc. shall be done by the Personnel

Department of the respective unit before sending the letter of appointment.

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14.12 As far as possible, all candidates will be offered the post at the minimum of the

grade. However the selection Committee may recommend not exceeding 5 increments

in a deserving case, if it is required to protect the existing emoluments of the person.

While granting such increments, the committee shall take into account the total

compensation package presently available to the candidate and what is being offered by

IFFCO .full jurisdiction shall be recorded in writing by the recruitment Committee in

recommending additional increments.

15.0 due consideration will be given to the candidates whose agricultural land I

acquired by IFFCO. They will also be given age relaxation 3 yrs. & relaxation in

qualifying marks by 5%, when written examination will be conducted.

16.0dependents of deceased employee ill be entitled to age relaxation of 3 yrs.

&relaxation in qualifying examination by 5%.relaxation of 5 % marks in educational

qualification will be given to the dependents of deceased employees.

17.0 other things being equal, rural people will be given preference in the recruitment

of Field staff in marketing Division.

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18.0 The specification about educational qualification, experience, etc. for recruitment

shall be as contained in appendix. In the absence of written specification, the same shall

be laid down with the approval of the competent authority .as & when required .for

certain highly skill expertise requirement, formal academic qualification may be

waived. Some such examples are High pressure IBR Welders, Riggers ,fabricator etc.

keeping in view exigencies of organizational requirement the Competent Authority

may be also permit induction of persons in grade other than normal induction grades.

Department candidates (IFFCO employees) may also make application against the open

advertisement: provided they meet the advertised specification with regards to

qualification, experience (except age limit) etc.

Traveling allowance will be paid to the candidates for to & fro journey from their

mailing address to place of interview as per the entitlement given below, for attending

the interview.

1. grade c & above - 1st AC by rail or Economy Air fare

2. grade G1 to D - 2nd AC by rail

3. grade G2 & H1- 3rd AC by Rail

4. grade H2 & below ordinary sleeper class by rail

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No travel expense will be paid for attending the written test conducted for recruitment

except for SC/ST candidates by ordinary class rails.

All regular appointment against permanent vacancies whether on first appointment or on

promotion, shall be on probation for a period of 6 months in the first instance.

The service of an employee will be regarded as confirmed only after a letter of

confirmation has been issued by the management or satisfactorily completion of the initial

or subsequently extended probationary period & on satisfactory verification of character &

Antecedents from the concerned authorities. Management shall be the sole judge as to

whether or not an employee e has satisfactorily completed the probationary period.

Sources of Recruitment

Every organization has the option of choosing the candidates for its recruitment

processes from two kinds of sources: internal and external sources. The sources within

the organization itself (like transfer of employees from one department to other,

promotions) to fill a position are known as the internal sources of recruitment.

Recruitment candidates from all the other sources (like outsourcing agencies etc.) are

known as the external sources of recruitment

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For an on going organization there are two sources of supply of manpower: internal and

external. Each of these sources has its own merits and demerits.

INTERNAL SOURCES :they include those who already are on the pay roll of the

organization and those who served the organization n the past (but quit voluntary or

due to retrenchment)and would like to return if the organization likes to re employ

.there is merit in looking for internal resources since they provide opportunities for

better deployment and utilization of existing human resources through planned

placements and transfers or to motivate people trough planned promotions and career

development where vacancies exist in higher grades. The law provides preferences to

retrenched employees when vacancies arise in future.

EXTERNAL SOURCES :organization may look people outside it .Organization may

resort to outside sources when suitably qualified people are not available; when the

organization feels it is necessary to inject new blood into it for fresh ideas ,initiatives,

etc., when diversifying into new avenues; when it is merging with new organization

Pay-Scale for employees

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GRADE OLD SCALE NEW SCALE

B 25750-650-30950 75000-117750

B-1 23750-600-28550 65000-102050

C 22500-600-27300 60000-94200

C-1 21500-600-26300 55000-79750

D 20000-500-25000 51500-74750

E 18500-450-23900 43200-69200

F 17500-400-22300 38000-66500

F-1 16000-400-20800 35000-61250

G 14500-350-18700 32000-56000

G-1 13500-350-18050 29000-50750

G-2 10750-300-16750 23000-40250

H-1 9100-250-14600 20000-35000

,

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SOURCES OF RECRUITMENT

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Recent Trends in Recruitment

The following trends are being seen in recruitment:

OUTSOURCING:

in India, the HR processes are being outsourced from more than a decade now. A company

may draw required personnel from outsourcing firms. The outsourcing firms help the

organization by the initial screening of the candidates according to the needs of the

organization and creating a suitable pool of talent for the final selection by the

organization. Outsourcing firms develop their human resource pool by employing people

for them and make available personnel to various companies as per their needs. In turn, the

outsourcing firms or the intermediaries charge the organizations for their services.

Advantages of outsourcing

1. Company need not plan for human resources much in advance.

2. Value creation, operational flexibility and competitive advantage

3. turning the management's focus to strategic level processes of HRM

4. Company is free from salary negotiations, weeding the unsuitable

resumes/candidates.

5. Company can save a lot of its resources and time

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POACHING/RAIDING

Buying talent (rather than developing it) is the latest mantra being followed by the

organizations today. Poaching means employing a competent and experienced person

already working with another reputed company in the same or different industry; the

organization might be a competitor in the industry. A company can attract talent from

another firm by offering attractive pay packages and other terms and conditions, better

than the current employer of the candidate. But it is seen as an unethical practice and

not openly talked about. Indian software and the retail sector are the sectors facing the

most severe brunt of poaching today. It has become a challenge for human resource

managers to face and tackle poaching, as it weakens the competitive strength of the

firm.

E-RECRUITMENT

Many big organizations use Internet as a source of recruitment. E- Recruitment is the

use of technology to assist the recruitment process. They advertise job vacancies

through worldwide web. The job seekers send their applications or curriculum vitae i.e.

CV through e mail using the Internet. Alternatively job seekers place their CVs in

worldwide web, which can be drawn by prospective employees depending upon their

requirements.

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Advantages of recruitment are:

o

Low cost.

o No intermediaries

o Reduction in time for recruitment.

o Recruitment of right type of people.

o Efficiency of recruitment process.

The buzzword and the latest trends in recruitment is the E-Recruitment. Also

known as Online recruitment, it is the use of technology or the web based tools to

assist the recruitment process. The tool can be either a job website like naukri.com, the

organizations corporate web site or its own intranet. Many big and small organizations

are using Internet as a source of recruitment. They advertise job vacancies through

worldwide web. The job seekers send their applications or curriculum vitae (CV)

through an e-mail using the Internet. Alternatively job seekers place their CVs in

worldwide web, which can be drawn by prospective employees depending upon their

requirements.

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SELECTION

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Recruitment involves searching for and attracting candidates to fill job vacancies. Selection

is a later stage of the recruitment process which involves choosing competent and qualified

applicants suited for the job.

This selection of competent employees is one of the most important activities a firm can

do. Spending a few extra dollars, to select a competent employee who might potentially

save the firm thousands of dollars, is money well-spent.

There are also legal considerations involved in the selection of new employees. The fear of

wrongful termination lawsuits has caused many companies to become far more concerned

about whom they hire. If a company is careful, thorough, and selective in its hiring

practices, it can reduce the instances when it will be necessary to terminate employees.

During recruitment, it is important to have a large pool of qualified recruits. However, after

having recruited this large number of job applicants, organizations must weed out the

unqualified ones and then select the very best remaining candidate(s) for the job.

A well designed selection process will yield information about a candidates skills and

weaknesses. The Human Resource specialist must determine which selection tools are most

appropriate for purposes of selecting the best candidate. Put simply, the main tools will be

the kinds of questions that are asked of the applicants.

For example, applicant skills can be evaluated through application forms, interviews, tests,

and reference checks, letters of recommendation or reference, and physical examinations.

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Clearly, some selection tools are more effective than others, but a combination of tools is

usually best.

One way to look at the selection process is to view it as a series of obstacles that applicants

must clear in order to obtain the job. Each successive obstacle eliminates some applicants

from contention. Generally, the more expensive and time-consuming of the selection tools

(obstacles) should be used later in the selection process.

STEPS IN THE SELECTION PROCESS

These steps are:

preliminary selection

employment tests

selection interviews

verification of references

medical evaluation

supervisory interviews

realistic job previews

hiring decision

Step 1: Preliminary Selection

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Preliminary selection of applicants is often done by setting minimum standards for the job,

and communicating these standards to your employees, and agencies who help you recruit.

The fact that some potential applicants may not apply because of their inability to meet the

minimum requirements serves as an initial screening device.

Then, when reviewing resumes and application forms, firms are further able to screen out

unacceptable job candidates. At this point, firms can also assign priorities to the resumes so

that the most promising candidates may be seen first

Step 2: Employment Tests

Throughout the practice of Human Resource Management, firms should endeavor to act on

objective data. This is true for compensation management and for performance appraisal,

and it is certainly true for the selection process where firms wish to assess the match

between job applicants and job requirements.

One way to ensure that selection decisions are based on objective data, is to use

employment tests. Employment tests provide firms with objective data for purposes of

comparing applicants. Examples of such tests include; paper and pencil test, manual

dexterity and strength tests, and simulation exercises.

Employment Tests: Validation

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To be useful, employment test must be valid. Validity requires that the test scores relate to

actual job performance. Hence, the use of tests is not necessarily a simple process. Whereas

a firm may be inclined to use an "off-the-shelf" product, such a test may bear little

resemblance to the job-related tasks a successful applicant might be required to do. Before

using a test, firms should ensure that they are, in fact, valid.

Tests must be validated on those jobs to which tests are being applied and, tests must be

validated for all groups to which tests are being applied (this may in fact require different

validation studies for minorities -- differential validity). For example, if an invalid test

rejects people of a particular race, sex, religion, or national origin, it violates the Canadian

Human Rights Act

Employment Tests: Reliability

Not only must employment test be valid, they must also be reliable. That is, employment

tests should yield consistent results. An employment test should give a similar score each

time the person takes the test (tests that rely on luck are not reliable).

Very often, paper and pencil tests are used to test knowledge. A firm could use a paper and

pencil knowledge test to ascertain an applicant's knowledge of computer programming

skills or to test whether or not an applicant understands government regulations governing

an industry. Generally, knowledge tests have good reliability, but their validity must be

tested before they are used.

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A keyboarding test, testing an applicant's keyboarding speed and accuracy, is an example

of a manual dexterity or performance test. Performance tests measure the applicant's ability

to perform some part of the job for which applicants are to be hired. Often, there is an

assumption of validity insofar as the test includes a representative sample of the work the

applicant may be required to do. Firms must be cautious not to use tests that might

discriminate against any minority group.

An in-basket exercise, in which administrative activities are simulated and an applicant's

abilities to deal with these activities is evaluated, is one example of a simulation exercise.

Some firms also utilize psychological tests to measure an applicant's personality or

temperament. Of all the tests mentioned thus far, psychological tests are the least reliable,

and their validity is also weak, because the relationship between personality and actual job

performance may be unknown. This is not to question either the reliability or validity of

psychological tests when used in the realm of psychology. Rather, it is to question their

utility as employment tests.

Step 3: Selection Interview

Selecting the best candidate for the job is the #1 priority of the selection process. The

employment interview is conducted to learn more about the suitability of people under

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consideration for a particular job and is one further obstacle for the applicant to overcome.

The interview is one further means of reducing the number of people who might be eligible

for the job.

Put simply, the interview is a formal, in-depth conversation conducted to evaluate an

applicant's acceptability for the job opening. The interviewer is interested in answers to the

following questions:

Can the applicant do the job?

How does this applicant compare with others who are applying?

Prior to the interview, other selection procedures (obstacles) should have narrowed the

selection to a manageable number of applicants that look promising for an interview. The

more applicants picked, the more time the process will take. For most jobs, less than six

candidates should be ample.

The selection interview proceeds in a series of stages. Initially, the interviewer needs to be

prepared. Part of this preparation includes deciding where to hold the interviews and which

type of interview to conduct. Preparation also includes carefully reading through and

making notes on the applicants' application forms and resumes. At this stage, interviewers

should make frequent reference to the job (job description) to compare the applicant's

background with the job's requirements. The preparatory stage also includes developing a

series of job-related questions. During the interview, the interviewer should have an outline

of questions, on which to take notes.

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During the interview process itself, initially, the interviewer(s) should ensure the creation

of rapport between interviewer(s) and the interviewee. Next, the two parties can engage in

the exchange of information. Once the interview has been terminated, the interviewer(s)

must set aside some time to evaluate the notes they have taken during the process.

Problems with Interviews

Some of the problems with interviews are due to interviewer errors. The halo effect

involves the use of limited information (long hair, jeans etc.) to bias the evaluation of the

applicant. There is a inherent assumption that the limited information is representative of

the applicant's other characteristics.

Another interviewer error is the use of leading questions. This involves telegraphing the

desired answer to a particular the question. For example: "Do you think you'll like working

for our company?"

Personal biases also constitute a interviewer errors. For example, an attitude which says,

"Some jobs are definitely intended for men, while others are intended for women!" would

be an example of a personal bias.

Further, interviewer domination, which includes overselling the applicant, bragging about

own successes, and carrying on a social conversation instead of an interview, is another

example of interviewer error.

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Interviewers should endeavor to eliminate such errors, because the intent of the interview is

to find the best applicant for the job. Any one of these errors could cause the elimination of

an excellent candidate, or the hiring of a less than acceptable candidate.

Research on interviews also shows that they lack reliability; they do not provide consistent

results. We can improve on this by asking all interviewees the same questions. Further,

interviews generally lack validity.

Improving Interview Validity: the Structured Interview

A discussion of the validity of selection interviews should begin with the assertion that

informally conducted interviews are usually not predictive of applicants' future job

performance -- they lack validity. While we often may claim to be able to make decisions

based on "first impressions", we also know from life experience that it takes time to get to

know people well.

The validity of interviews is further compromised by their artificial nature. For example,

there exists a built-in incentive for applicants to please the interviewer.

Improving interviews

There are clear limitations to the utility of interviews due to the very human nature of the

process. So, whereas it may be difficult to change or modify individual interviewers

(although extensive training of interviewers will help), the process itself may be improved.

To this end, we may consider focusing on structuring the interview; making the process

more systematic.

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PANEL INTERVIEWS

The validity of interviews is improved through the use of panel interviews, in which three

to five persons meet together with each applicant. The process of creating a group

consensus reduces the likelihood of individual biases influencing the final decision, and is

therefore likely to produce better decisions.

USING JOB DESCRIPTIONS

Job descriptions help interviewers focus their attention on relevant, job-related information.

Job descriptions should be perused before the interview begins. By using job descriptions,

the interviewers can assess the relative weight or importance of each component of job.

The job descriptions also provide a useful frame of reference for developing structured

interview questions.

RATING FORMS

Interviewers can use job-related information most effectively when their questioning and

assessing is guided by a rating form. In other words, the job's major behaviors should be

listed separately on a rating form, and each of these should be covered by a set of

appropriate questions. The rating form thus prompts each interviewer to rate the applicants

on all critical job behaviors as identified in the job description.

BEHAVIORALLY ANCHORED QUESTIONS

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Interviewers make more valid ratings of interviewees when their questions focus on job-

related behaviors rather than personal traits. The rating process can be further improved by

anchoring questions to specific behaviors. At this stage, the interviewers develop a scoring

system for each question.

The scoring process involves developing examples of good, marginal and poor answers to

the questions (this could be done prior to the interview by using the Critical Incident

Technique). Next, numerical weights are pre-assigned to particular responses (i.e. Good =

5, Marginal = 3, Poor = 1).

Structured interviews tend to be favored by interviewees while curtailing interviewers'

discretion. More importantly, however, highly structured interviews predict job success

more accurately than informal approaches.

STEP 4: VERIFICATION OF REFERENCES

Q: What kind of person is the applicant?

Is the applicant a good and/or reliable worker?

Use references the find answers to these questions

PERSONAL REFERENCES

usually provided by friends or family

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objectivity and candor are questionable

not commonly used

EMPLOYMENT REFERENCES

differ from personal references

discuss the applicant's work history

questionable usefulness

o former employers are unlikely to be candid

useful primarily as confirmation of prior employment

frequently omitted entirely from the selection process

EMPLOYMENT REFERENCES: THE TELEPHONE INQUIRY

fast

cheap

voice inflections or hesitations to blunt questions may be very informative

less than 22% seek negative information

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approx. 48% used to verify application information

approx. 30% used to gather additional information

STEP 5: MEDICAL EVALUATION

generally a health checklist

o health information

o accident information

occasionally the checklist is supplemented by a physical examination

STEP 6: SUPERVISORY INTERVIEW

Since the immediate supervisor is ultimately responsible for new workers, he or she should

have input into the hiring decision. The supervisor is better able to evaluate the applicant's

technical capabilities and is in a better position to answer the interviewee's job-related

questions. Further, the supervisor's personal commitment to the success of the new

employee is higher if the supervisor has played a role in the hiring decision.

In fact, in a majority of firms, the supervisor has the authority to make the final hiring

decision. In these cases, it is the role of the HR department to do the initial screening and to

ensure that hiring does not violate laws such as Human Rights legislation or Labor

legislation.

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STEP 7: REALISTIC JOB PREVIEW

The realistic job preview involves showing the applicant(s) the job site in order to acquaint

them with the work setting, commonly used equipment, and prospective co-workers. The

realistic job preview is intended to prevent initial job dissatisfaction with a job by

presenting a realistic view of the job. Research shows that job turnover is lower when

realistic job previews are used.

STEP 8: HIRING DECISION

The actual hiring of an applicant constitutes the end of the selection process. At this stage,

successful (as well as unsuccessful) applicants must be notified of the firm's decision. Since

money and effort has been spent on all applicants, the HR department may wish to consider

even the unsuccessful applicants for other openings in the organization.

The applications of unsuccessful applicants are often kept on file and the applications of

successful applicants will be retained in the employees' personnel files.

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No matter what the form of the job offer, the principle is generally the same: do not make

promises or statements that you cannot or do not intend to keep. Such statements can lead

to expensive litigation if it is later decided to terminate the employee.

When a job offer is made, it should include the following information:

the position offered

location of the job

salary (although sometimes salary must be negotiated before the applicant will

accept)

benefits

starting date

any papers or information that should be brought on the first day of work

a date (or time) by which the applicant must respond to your job offer, so you can

move on to the next candidate if your first choice doesn't accept

Reviewing the Hiring Process

After completing the hiring, the process ought to be evaluated. Here are some

considerations in the evaluation:

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What about the number of initial applicants? Were there too many applicants? Too

few? Does the firm need to think about changing its advertisement and recruiting to

get the result desired?

What was the nature of the applicants' qualifications? Were the applicants too

qualified? Not qualified enough? Perhaps the advertisement needs to be re-worded

to attract more appropriate candidates. In this case, using a job description can help.

How cost-effective was the advertising? A simple way to measure is to divide the

cost (not only in dollars but in your time) by either the number of total applicants or

the number of applicants that you considered seriously.

Were there questions that needed to be asked but weren't?

How well did the interviewers do? One way to determine this is to ask the new

employee to critique the interviewing process.

Did employment tests support or help the hiring decision? If not, maybe the firm

will have to reconsider the kinds of tests it is administering. Further, the evaluation

process should help the firm decide if the cost and time involved in the testing is

worth it. Would you have come to the same hiring decision without testing?

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Recruitment vs. selection

Both recruitment and selection are the two phases the employment process. The differences

between the two are:

2. Recruitment is the process of searching the candidates for employment and

stimulating them to apply for the jobs in the organizations WHEREAS selection

involves the series of steps by which the candidates are screened for choosing the

most suitable persons for vacant posts.

3. The basic purpose of recruitment is to create a talent pool of candidates to enable

the selection of best candidates for the organization, by attracting more and more

employees to apply in the organization WHEREAS the basic purpose of selection

process is to choose the right candidate to fill the various positions in the

organization.

4. Recruitment is a positive process i.e. encouraging more and more employees to

apply WHEREAS selection is a negative process as it involves rejection of the

unsuitable candidates.

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5. Recruitment is concerned with tapping the sources of human resources WHEREAS

selection is concerned with selecting the most suitable candidate through various

interviews and tests.

6. There is no contract of recruitment established in recruitment WHEREAS selection

results in a contract of service between the employer and the selected employee.

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CONCLUSION

This study ha provided a view of recruitment policy of IFFCO ltd. The data shows that

most of the workers are satisfied with the recruitment and selection policy of IFFCO .the

current findings suggests that majority of employees are satisfy with their current positions

and with the policy being adopted by the company. Females and fresher were more

satisfied with the facilities given. The satisfaction factor was more in case of compensation

working condition, job security.

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Date post:	05-Apr-2018
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Recruitment Sadhna

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