Recruitment & Selection Procedure of Scan Steels Ltd

8/12/2019 Recruitment & Selection Procedure of Scan Steels Ltd

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RECRUITMENT & SELECTION PROCEDURE

OF SCAN STEELS LTD

The Project Submitted to DDCE, Sambalpur University as partial fulfillment

of Master in Business dministration in !""#$!"%%

Submitted By

Pradipta Kumar Swain

Roll No : 10MBA654Regd. No. : 2!60"!0#

Under the Guidance of

K. Palani $%a&ult' (uide)

%anindra Na'a* $+,ternal (uide)

Per-onnel Manager $S&an Steel-)

DDCE, SAMBALPUR UNIVERSITY


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ACKNOWLEDGEMENT

Completing a task is never one mans effort. It is often the direct or indirect

valuable contribution of number of individuals. I extendmy sincere thanks to

SCAN STEELS LTD for offering me an opportunity to undergo training in its

HRD Department, Rajgangpur.

I owe my heartful gratitude to my external guide Fanindra Nayak, Personne

!anager, SCAN STEELS LTD for his valuable guidance, Co-Operation and

advice that has made this proect success.

I am very much obliged to my !aculty "uide #. $alani, !aculty, %&IC',

()*C+'who has shared his valuable time and #nowledge for making the

proect in a fruitful manner.

Pradipta "umar S#ain

Regd. No. $ %&!'A()*


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CERTIFICATE

(his is to certify that the $roect eport entitled +RECR-T!ENT

SELECT-/N PR/CEDRE /F SCAN STEELS LTD is an original piece

of work done byPradipta "umar S#ain submitted inpartial fulfillment of

!aster o0 'usiness Administration 1!'A2 under DDCE, Sam3apur

ni4ersity andhas been carried out under my guidance / supervision.

#.$)*)&I

&IC', ()*C+'


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TO WHOM SO EVER IT MAY CONCERNTO WHOM SO EVER IT MAY CONCERN

(his is to certify that the $roect report titled +RECR-T!ENT SELECT-/N

PR/CEDRE /F SCAN STEELS LTD5is an original piece of worked done

by Pradipta "umar S#ain and is submitted in the partial fulfillment of 0aster

Of 1usiness )dministration under 22C', 3ambalpur 4niversity. (his proect

has been carried out under my guidance and supervision.

I wish his all 3uccess in future endeavors.

Fanindra NayakHR Manager


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E6A!-NER7S CERT-F-CATE

T8e summer proje9t report o0 Pradipta "umar S#ain +RECR-T!ENT

SELECT-/N PR/CEDRE /F SCAN STEELS LTD5 -s appro4ed and is a99epta3e

in :uaity and 0orm.

-nterna E;aminer E;terna E;aminer

Name$ Name$


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CERT-F-CATE /F APPR/=AL

This is to Certify that the Project Entitled!RECR"ITMENT # SE$ECTION PROCE%"RE O& SCAN STEE$S $T%'

3ubmitted by Pradipta Kumar Swain %'nr. &o 56789:79;, 3ambalpur 4niversity, 1urla

towards partial fulfillment of the re


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DECLARATION

IPradipta "umar S#aindo here by declare that the $roect eport3ubmitted

by me titled+RECR-T!ENT SELECT-/N PR/CEDRE /F SCAN

STEELS LTD5 in my Own effort being submitted to +DDCE, Sam3apur

ni4ersity5 in partial fulfillment for the aware degree in !'A / original

piece of work done by me.

(his eport on my part thereof has not be submitted to any Institute or public

anywhere before.

Pradipta "umar S#ain


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CONTENTS

Chapter 1

1.1. Introduction

1.. O!"ecti#e o$ the %tud&

1.'. Scope o$ the %tud&

1.(. Methodo)o*& o$ the %tud&

1.+. Li,itation o$ the pro"ect

Chapter

.1. De-nition o$ recruit,ent

.. Factor% aectin* recruit,ent

.'. Source% o$ recruit,ent

.(. O!"ecti#e% o$ recruit,ent

.+. Recruit,ent proce%%

./. Method% o$ recruit,ent

.0. De-nition o$ %e)ection

.. Se)ection ,ethod%

Chapter '

'.1. Recruit,ent and %e)ection practice% in Scan

Stee)%

Chapter (

2ue%tionnaire3 Data Co))ection and Interpretation 4

Ana)&%i% o$ 5ue%tionnaire

Chapter +

+.1. Su**e%tion

+.. Conc)u%ion

+.'. 6i!)io*raph&


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CHAPTER 1


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1.1. Introduction

Absence of accountability and no sense of responsibility or to

put it in short, absence of professionalization result in poor quality of

work life. Even highly paid employees created disturbances in the

working of the organization. The union resisted any change. Unions in

ndia do not appreciate to!

a. "ork orientation and discipline of workers.

b. #o not agree to culminate scienti$c spirit to human engineering.

c. #o not care to accept and connect the vital lawn of industrial

engineering%&ob evaluation &ob analysis &ob improvement

techniques etc.

This is the indi'erent attitude of workers and their trade union. (o

also the management with a despotic attitude did not want to share

their responsibilities with the workers. Again, the management isdevoid of having the authority in decision making without prior

consultation with govt body.

The management and development of the people

in an organization is not as simple as production on marketing etc.

because human resource is more intellectual and calls for greater

attention.

The challenge of )* managers today is to recognize talent

and nature the same carefully and achieve signi$cant productivity

gains over a period of time because in an organization there are so

many persons with varied intelligence emotions attitudes. +ut the

point is to maimize their inner capabilities.

n the present scenario, the organization can survive only

through e'ective and e'icient management of )* -)uman


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*esources.n the present day, the role of manager is generally to

plan and change agent. n the present situation the task of a )*

manager is very di'icult. )* managers responsibility and work

becomes wide and of lot of variety. /n the one hand, he has to invitecultivated brains into the organization on the other hand, to upgrade

and nurture the eisting ones. )ence he should carefully implement

the voluntary retirement schemes etc. before going for all of these

task , the )* manager is to change the attitude by convincing how

the organization in going to be bene$ted through all these things . n

the present situation where the 0*( etc. are introduced, the &ob

summary of the workers is at a threat. (o in this time the )*

manager in to forest their morals with a climate that sta's are the

right persons with right responsibilities.

A general condition of unhappiness amongst workers is

unsatisfactory &obs with poor opportunities. (o they are often

unhappier than those with have. n this time the )* manager as a

change agent should emphasize on to make the )* subsystem

a'ective and creative.

Under such circumstance, as stated above the role of the )*

manager is vital. The )* manager should strengthen channel

richness by giving emphasis on oral communication. n corollary to

this the )* manager should try to strengthen by making it more

creative.

This study surely gives me a practical meaning1eposure about

the industry.


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1.. O!"ecti#e o$ the %tud&

The ob&ective of the study is to acquire!

(u'icient theoretical knowledge and practical

implementation of recruitment strategies in organization.

To study the e'ectiveness of the recruitment policy in

(2A3 (TEE4(.

To study the recruitment follow%up.

To know the employee satisfaction level in recruitment

and selection policy that followed by (2A3 (TEE4(.

1.'. Scope o$ the %tud&

The scope of the study is to understand the e'ect of

recruitment in various )uman *esource functions of theorganizations. Thus the scope of the study includes the areas

such as!%

5. )uman *esource 6lanning

7. (election

8. 6lacement


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9. nduction and /rientation

:. Training and #evelopment

%.*. !et8odoogy o0 t8e study

The data for research work are collected either from the

primary sources or the secondary sources.

6*;A*< (/U*2E(! n the primary sources the data are

collected by direct interview of the senior eecutives of(2A3 (TEE4( and distributing the questionnaires.

(E2/3#A*< (/U*2E(! n the secondary sources the

data are collected (2A3 (TEE4( from various

newsletters, magazines, &ournals and other materials of.

=or further reference data are collected from the website

of (2A3 (TEE4( ! www.scansteels.com

1.5.Li,itation o$ the 7ro"ect

The time period is very short to prepare this pro&ect. The

period of one month was very tough for me because of the

prescheduled professional preoccupation of the company

and faculty guide and the respondents. 3evertheless, the

questionnaire was prepared and data was collected to make

everything biasfree.

Chapteri8ation

The 6resent study consists of : chapters!
http://www.scansteels.com/http://www.scansteels.com/


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Chapter 19 ntroduction, /b&ectives, scope, methodology,

limitation, 2hapterization

Chapter 92onceptual =ramework

Chapter '9*ecruitment and selection of (2A3 (TEE4(

Chapter (9>uestionnaire and analysis

Chapter +9(uggestion, 2onclusion, +ibliography

CHAPTER 2


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CONCE7T:AL FRAMEWORK

*ecruitment and selection are the most vital functions carried

on by )* managers in the organization. >uality recruitment

policy, in fact, determines the quality of selection of

candidates, performance quality of the people, training and

development need and $nally the quality of human relation of

the organization. 6oor selection results in poor productivity of

the organization and individual as well. 3ow%a%days,

companies are giving much more importance on the people

having positive attitude rather than positive ability, because

people having positive attitude can be well developed. n fact,

these two functions preface the activities to be designed and

performed by managers, especially the )* manager in

carrying on rest of his1her functions.

.1. De-nition9

*ecruitment is de$ned ?A process to discover of manpower the

recruitments of the sta'ing schedule and to employ e'ective

measures for attracting the manpower in adequate numbers to


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facilitate e'ective selection of an e'icient workforce@. Edwin

+.=llippo de$ned recruitment as ?the process of searching for

prospective employees and stimulating them to apply for &obs

in the organization@.

n the other words of


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7.7.5.7 *ecruiting policy!%The recruiting policy of the

organization such as recruiting from internal sources and from eternal

sources.

7.7.5.8 mage of the organization!%mage of organization is

another internal factor having its inuence on the recruitment process of

the organization. Bood image of the organization earned by a number of

overt and covert actions by management helps attract potential and

competent candidates. ;anagerial relations like good public relation,

rendering public services like building roads, public parks etc.

7.7.5.9 mage of the &ob!%Cust as image of organization a'ects

recruitment so does the image of a &ob also .+etter remuneration and

working conditions are considered the characteristics of good image of

&ob.

2.2.2 External Factors:

7.7.7.5 #emographic factors! % as demographic factors areintimately related to human beings, i.e., employees, these have profound

inuence on recruitment process. =or eample, gender of the person also

matters when deputing him or her to work in night shift.

7.7.7.7 4abour market! %4abour market conditions i.e., supply D

labour is a particular importance in a'ecting recruitment process. =or

e! % if the demand for a speci$c skill is high relative to its supply,recruiting employees will involve more e'orts.

7.7.7.8 Unemployment situation!%"hen the unemployment

rate in a given area is high, the recruitment process tends to be simpler.

7.7.7.7.9 4egal consideration!%*eservation of &obs for the

scheduled castes scheduled tribes and other backward classes are the

popular eample of such legal consideration.


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7.8. Source% o$ Recruit,ent

The sources of recruitment are classi$ed into two categories, namely!%

5. nternal source.

7. Eternal source.

2.3.Internal Source:

nternal source includes the people who have become parts of

the organization, working or somehow left or retired or have

appeared the interview board, quali$ed, but due to non%

availability of sanctioned posts they have been queued or

placement deferred.

7.8.5.5 6resent permanent employees!%organizations

consider the candidates from this source for higher level &obs due to!

-5 Availability of most suitable candidates for &obs relatively or equally

to the eternal sources.

-7 To meet the trade union demands.

-8 To the organization to motivate the present employees.

7.8.5.7 6resent temporary or casual employees!%organizations $nd this source to $ll the vacancies relatively at the lower

level owing to the availability of suitable candidates or trade and

pressures or in order to motivate them on the present &ob .

7.8.5.8 *etrenched or retired employees! % The

organization takes the candidates for employment from the retrenched

employees due to obligation, trade union pressure and the like.(ometimes the organizations prefer to re%employ their retired employees


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as a token of their loyalty to the organization or to postpone some inter%

personal conicts for promotion etc.

7.8.5.9 #epartment of deceased, disabled, retired and

present employees! %(ome organizations with a view to developing

the commitment and loyalty of not only the employee but also his1her

family members and to build up image provide employment to the

dependents of deceased, disabled and present employees.

2.3.2External Source:

Eternal source includes 6rivate employment agencies,

6ublic employment echange, 2ampus recruitment,

6rofessional /rganizations, #ata +anks, (imilar /rganization,

Trade Unions.

7.8.7.5 6rivate employment agencies! %6rivate employment

or agencies or consultants like A+2 .2onsultants ndia perform the

recruitment functions on behalf of a client .2ompany by charging fee

.4ine managers are relieved from recruitment function so that they can

concentrate on their operational activities and recruitment function is

entrusted to a private agency or consultants. +ut due to limitation of high

cost, ine'ectiveness in performance, con$dential nature of this function,

managements sometimes do not depend on these sources .)owever,

these agencies function e'ectively in the recruitment of eecutives.

)ence, they are also called eecutive search agencies .;ost of the

organizations depends on this source for highly specialized positions and

eecutive positions.

7.8.7.7. 6ublic employment echange! % The Bovt. set%up

public employment echange in the country to provide information about

vacancies to the candidates and to help the organization in $nding out

suitable candidates. The employment echange -compulsory noti$cation


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or vacancies Act, 5F:F makes it obligatory for public sector enterprises

in ndia to $ll certain type of vacancies through public employment

echange. These industries have to depend on public employment

echange .These industries have to depend on public employmentechange for the speci$ed vacancies.

7.8.7.8 2ampus recruitment! % 2ampus recruitment is a

common phenomenon particularly in the American organization it has

made its mark rather recently. /f 4ate, some organizations such as )44,

)24, 4DT, 2itibank, A3G grind lays, ;otorola, *eliance etc., in ndia

have started visiting educational and training institutes1campus for

recruitment purpose. Eamples of such campuses are the ndian institute

of management -;, ndian institute of technology and the university

departments of business management. =or this purpose, many institutes

have regular placement cells1o'icers to server as liaison between the

employees and the students. Tezpur central university has, for eample,

one deputy director -training D placement for the purpose of campus

recruitment and placement.

7.8.7.9 6rofessional /rganizations! % 6rofessional

organization or associations maintain complete bio%data of their numbers

and provide the same to various organizations on requisition. They also

act as an echange between their numbers and recruiting $rms in

echanging information, clarifying doubts etc. /rganizations $nd this

source more useful to recruit the eperienced and professional

employees like eecutives, managers, engineers.

7.8.7.: #ata +anks! % The management can collect the bio%data of

the candidates from di'erent sources like Employment echange,

Educational training institute, candidates etc., and feed them in the

computer. t will become another source and the company can get the

particulars as and when it needs to recruit.


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7.8.7.H (imilar /rganization! % Benerally, eperience

candidates are available in organizing producing similar products or are

engaged in similar business. The management can get most suitable

candidates from this source. This would be the most e'ective source foractive positions and for newly established organization or diversi$ed or

epanded organizations.

7.8.7.I Trade Unions! % Unemployed or under%employed persons

or employees seeking change in employment put a world to the trade

union leaders with a view to getting suitable employment due to latterJs

intimacy with management. As such the trade union leaders are aware of

the availability of candidates. n view of this fact and in order to satisfy

the trade union leaders, management enquires trade unions for suitable

candidates. ;anagement decide about the sources depending upon the

type of candidates needed, time lapse period etc. it has to select the

recruitment techniques after deciding upon source.


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7.9. O!"ecti#e% o$ Recruit,ent

The ob&ectives of recruitment are!%

i. To attract people with multi%dimensional skills and Eperiences

that suits the present and future organizational strategies.

ii. To indicate outsiders with a prospective to lead the company.

iii. To infuse fresh blood at all levels of the organizational.

iv. To develop an organizational culture that attracts competent

people to the company.

v. To search or ?head hunt 1 head pouch people whose skills $t the

companyJs values.

vi. To device methodology for assessing psychological traits.

vii. To seek out non%conventional development grounds of talent.

viii. To search for talent globally and not &ust within the company.

i. To design entry pay that competes on quality but not on quantum.

. To anticipate and $nd people for positions that does not eist yet.


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7.:. Recruit,ent proce%%

*ecruitment is the process of locating, identifying and attracting capable

applications for &obs available in an organization .Accordingly, therecruitment process comprises the following $ve steps!%

a *ecruitment planning.

b (trategy development.

c (earching.

d (creening.

e Evaluation D control.

.+.1Recruit,ent p)annin*9% 6lanning involves to draft!%

a comprehensive &ob speci$cation for the vacaJ position , outlining itsma&or and minor responsibilities the skills , eperience and quali$cation

needed gra - and level of pay whether temporary or permanent

almention of special condition , if any , attached to the in to be $lled .

.+. Strate*& de#e)op,ent9 ;/nce it is known how many with

what quali$cations of candidates are required , the net step involved in

this regard is to device a suitable strategy for recruiting the candidates

in the organization .The strategy considerations to be considered may

include issue like whether to prepare the required candidates themselves

or hire it from outside , what type of recruitment method to be used ,

what geographical area be considered for searching the candidates

."hich source of recruitment to be practiced , and what sequence of

activities to be followed in recruiting candidates in the organization .


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.+.' Searchin*9 ; t involves attracting &ob seekers to the

organization .There are broadly two sources used to attract candidates.

These are! %

5. nternal sources

7. Eternal sources

.+.( Screenin*9 ;Though some view screening as the starting point

of selection, we have considered it as an integral part of recruitment .The

reason being the selection process starts only after the applications have

been screened and short listed .Cob speci$cation is invaluable in

screaming .Applications are screened against the quali$cation

knowledge, skills, abilities, interest and eperience mentioned in the &ob

speci$cation.

.+.+ E#a)uation 4 contro)9 ;

The considerable cost involved in

the recruitment process. Evaluation D control is imperative .The cost

generally incurred in recruitment process include! %

5. (alary of recruiters.

7. 2ost of time spent for preparing &ob analysis, advertisement

etc.

8. Administrative epenses.

9. 2ost of outsourcing or overtime while vacancies remain

un$lled.

:. 2ost incurred in recruiting unsuitable candidates.


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7.H. Method% o$ Recruit,ent

The methods of recruitment involves! %

5. nternal

7. #irect

8. ndirect

=. Third%party

./.1. Interna) ,ethod9 ; This is a practice of $lling vacancies

from within through transfer and promotions. All transfer decisions are

usually taken by management and communicated to that, concerned. n

case of promotion however, information about the vacancies is

communicated through internal advertisement or circulation and

applications. Alternatively, organization may prepare seniority or

seniority%cum%merit list and consider the eligible candidates for internal

promotion. (ome organization keep badly lists or a central pool of

persons from which vacancies can be $lled for manual &obs. (uch people

may be listed out for di'erent &obs according to which they are best to

which they are best suited.

./.. Direct ,ethod9 ; These include campus interviews and

keeping a live register of &ob seekers. Usually used for &ob requiring

technical and professional skills, organizations may visit TJs, TJs and

colleges and universities and recruit person from various &obs.


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./.'. Indirect ,ethod9 ;These include advertisement in the print

media , *adio , Television ,Trade , 6rofessional and Technical Cournals

etc .t is appropriate to clearly state the responsibilities and

requirements along with de$nite hint about the compensation , prospects

etc. This method is appropriate where there is plentiful supply of talent,

which is geographically or otherwise spread out and when the purpose ofthe organization is to reach out to a larger target group.

./.( Third part& ,ethod9 ; They include reference to

Employment Echange, which is a statutory requirement for the &ob 1

organization to which the Employment Echange -compulsory

noti$cation Act applies .(pecial Employment Echange have been set up

in di'erent places for displaced persons, E%military personnel

,6hysically handicapped , 6rofessional etc. for higher skilled or technical

&obs , university employment bureau and council of scienti$c and

industrial research have also beenset up.


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.0. De-nition o$ %e)ection

(election is the process of choosing the most suitable

candidates from among the applications for &ob.

According to (tone, ?selection is the process of di'erentiating

between applicants in order to identify those with a greater likelihood of

success in a &ob. n the opinion of Koontz,@selection is the process of

choosing from among the 2andidates from within the organization or

from the outside, the most suitable 6erson for the current position or for

the future position.@


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.. Se)ection ,ethod% < proce%%

The selection process is likely to vary from organization to organization

depending upon the nature of &obs and organization. There is no standardsection process that can be followed by all the companies in all the areas.

2ompanies may follow di'erent selection techniques or methods

depending upon the size of the company ,nature of the business , kind

and number of persons to be employed , Bovt. regulations to be followed

etc. Thus each company may follow any one or the possible combinations

of methods of selection in the order convenient or suitable to it

.=ollowing are the selection methods generally followed by thecompanies. (election procedure employs several methods of collecting

information about the candidatesJ quali$cation, eperience, physical and

mental ability, nature and behavior, knowledge, aptitude and the like for

&udging whether a giving applicant is or is not suitable for the &ob.

Therefore the selection procedure is not a single act but is essentially a

series of methods or stages by which di'erent type of information can be

secured through various selection techniques .At each step, facts maycome to light which are useful for comparison with the &ob requirement

and employee satisfactions.

Steps in s9ienti0i9 see9tion pro9ess$ >

Cob analysis.

*ecruitment.

Application form.

"ritten eamination.

6reliminary interview.

+usiness games.


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(election tests.

=inal interview.

;edical eamination.

*eference checks.

4ine managerJs decision.

Employment.

(election interview

6hysical eamination.

..1. 7%&cho)o*ica) Te%t9

6sychological tests play vital role in employee selection .A psychological

test is essentially an ob&ective and standardized measure of sample of

behaviour from which inferences about future behaviour and

performance of the candidate can be drawn.

Tests are basically classi$ed into $ve types. They are!

Aptitude tests

Achievement tests

(ituational tests

nterest tests

6ersonality tests

... Inter#ie=9


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nterview is probably the most widely used selection tool. t is a selection

technique, which enables the employer to view the total individual and

directly appraise him and his behaviour. t is a method by which an idea

about an applicantJs personality -including his intelligence, breadth ofinterests and general attitudes towards life can be obtained by a face%to%

face contact

CHAPTER 3


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RECR:ITMENT 4 SELECTION OF SCAN

STEELS

'.1 COM7AN> 7ROFILE

L5. 3ame! % (can (teels 4td.

L7. 4ocation! % 2orporate /'ice! +hubaneswar

(can (teels plant, *a&gangpur

L8. *egd. /'ice! % +hubaneswar

L9. /wnership pattern!%6rivate (ector.

L:. Top ;anagement!%;r. *a&esh Badodia, #irector. (2A3

(TEE4(

LH. 6roduction 2entres! % *&agangpur,Banga Cal,)ydrabad.


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'. SCAN STEELS ?R 7RACTICES

As regards the philosophy of (2A3 (TEE4( in contet of

)uman *esource ;anagement ,it is to attract competent

personnel with growth potential D develop their skills Dcapabilities in a congenial work D social environment through

opportunities for training ,recognition ,career advancement D

other incentives .it is also to develop D nurture favorable

attitude among employees D to obtain their best contribution

to the organization by providing stable employment,

conductive working conditions, &ob satisfaction ,quick

redressed of grievances D through pay structure D welfare

amenities ,commensurate with the companyJs capacity to

spend D the Bovt. guidelines .t is also to foster fellowship D

sense of belongingness among all sections of employees

through closer association of employees with the management

D by encouraging healthy Trade Union practices.

)owever, the manpower status of the company as on theend of AUB 7L5L is as follows!%

S) No. Cate*or& po%ition% a% on end o$@une 11

5. Eecutives 7:L

7. (upervisor 5:5

8. "orkmen 7H8L

9. Trainees %%%%%%%

:. BET 7F

H. ;T L:

I. (/T LH

M. C/T 5M

F. 4#6 %%%%%%%

5L. Asst.TraineesL9


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55. "orker Trainee

L9


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'.' O#er#ie= o$ ?R po)icie%

)* policies are very much requiring in an organization. These policies

are!

8.5.9.5. Environment policy! % n recognition of the interest of the

society in securing sustainable industrial growth, compatible with a

wholesome environment, (2A3 (TEE4( a'irms that it assigns a high

importance to promotion and maintenance of a pollution free

environment in all its activities .

8.5.9.7. >uality 6olicy! % >uality will from the core of our business

philosophy .;eeting the needs and epectation of the customer and

consistently improving system and work ethos will be our chosen path in

achieving ecellence in nss and ful$lling social obligation.

8.5.9.8 T6; 6olicy! % n (2A3 (TEE4( to pursuit -onwards

organizational ecellence through practice of ?Total productive

maintenance@, it committed to maimize overall plant e'ectivenessinvolves all employees in system and process improvement.


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'.(SWOT ANAL>SIS OF SCAN STEELS9 ;

("/T stands for strength, weakness, opportunity D threats.

Therefore, ("/T analysis of (2A3 (TEE4( is as follows! %

'.(.1 STRENGT?S9 ;

. "aste utilization.

4ocal area network.

*elatively free from pollution.

Trained D skilled manpower.

Bood quality production.

2omputerization.

6eripheral development.

E'ective utilization of resources.

'.(. WEAKNESSES9 ;

Emerging completions.

ncrease cost of maintenance.

Brievances handling procedure is not e'ective.

ndiscipline among the employee.

"orkerJs participation in management is very low.


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6olitical interference is more in the units.

Training D development programmers canJt run

successfully in every unit.

;anagement fails to solve the disputes among the

employees.

'.(.' O77ORT:NITIES9 ;

The company has created a wide range of opportunities for the

ancillary industries who thrive on the bi%product of the main plant.

The company has epansion plans for downstream pro&ects because

the company thinks that production costs will go down.

=urther potential to lower cash costs 1epand margins.

Eternal acquisition growth%capitalization on steel product base.

'.(.( T?REATS9 ;

6rice uctuations of iron ore D dolomite at the domestic D the

international market.

=requent change on obsolescence of technology.

#omestic competition.

6ressure from falling global cost curve.

Blobalization of industry D players.


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2ommunity e'ect% (on of the soil.

'.+ RECR:ITMENT 7OLICIES OF SCAN

STEELS

The recruitment of personnel both Eecutive and 3on%eecutive up to

eecutive director level are alone as per the recruitment D promotion

rules approved by the +oard of #irector of the company separately for

eecutive and non%eecutive .As per these rules the requirement of

eecutives are done centrally at corporate level and non%eecutive are

done at the respective against the approved manpower section .#ue to

adherence of the Bovt. directives on reservation for (2, (T , physically

)andicapped presorts, Ee%serviceman is made . The source of non%

eecutive are mainly employment echange and advertisement

whereas for the eecutive are mainly employment of all ndia basis the

quali$cation, age limit, eperience for di'erent level of posts are

prescribed in the respective rules .

The ma&or inductions at non%eecutive level are done at " -unskilled

;/16/1T/ -skilled .(o -supervisory, and most of these inductions are

done through trainee worker &unior operative trainees and senior

operative trainee schemes respectively .(imilarly the ma&or induction

point of eecutive at E/ level where the :LN of the vacancies are

done through internal selection, from the supervisory personnel as per

a scheme for the purpose and other through that the BET1;T scheme

on all ndia open competition basis .

There is also a scheme for providing employment to the dependants of

the deceased employees dying in harness arising in course and out of

employment the scheme is in vogue till the (2A3 (TEE4( employees

person scheme is implemented in totally .The employments are dealt

oil case%to%case basis .


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At time of acquisition of land is the establishment or title progress of

the company. A scheme of giving assistance including that

employment was developed which was to remain in course till one

year of the commercial products. As per the scheme employment theiropportunity are only to be provided to the persons cooling their

dwelling homestead land -)( and loosing 518rdmore of these land

-(A6. )owever, the demands the land to dedicate to the ob&ective in

the company are persisting as on dates which include also imitational

actions and that matter has been taken up at the level of chief

secretary of /rissa for a $nal course of action.

After selection by the committee constituted for each post for the

employees are required to give details with regard to their character

antecedents. =amily details, nominations D other declaration at the

time of &oining.

'./ ?RM phi)o%oph&

The philosophy of (2A3 (TEE4( in the $eld of human resources andmanagement has been!

To attract competent with growth, potential and develop their skillsD

capabilities in a congenial work D social environment through

opportunity for training, reorganization, career advancement D other

incentives.

To develop D nature favorable attitude among employees D to obtain

their best contribution to the organization by providing stable

employment, safe working conditions, &ob satisfaction, week retrace of

grievances D through good pay and welfare amenities, commensurate

with the companyJs capacity to spend and the government guidelines.

To foster fellowship D sense of belongingness among all section of

employees through closer association of employees with the

management D by encouraging healthy trade union practices.


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'.0 Recruit,ent and %e)ection practice%

in SCAN STEELS

n establishing D maintaining a dynamic organizational structure

suited to meet present D future 2ompany needs ,(2A3 (TEE4( is

committed to have a system for manning eecutive posts in the 2ompany

with persons having appropriate level of academic 1 professional

quali$cation , skill, competence, eperience D motivation D for

developing its own human resources in such a manner as to integrate the

aspirations for growth D development of the individual employees with

the ful$llment of the 2ompanyJs ob&ectives . The 2ompany seeks to

sustain high levels of performance from its eecutives by maintaining a

working environment conducive to the e'icient D e'ective functioning of

each Eecutive.

'.0.1. O6@ECTIBES

To meet eecutive manpower requirements of the 2ompany in

terms of approved )uman *esources plan.

To ful$ll requirements of competent eecutives in terms of requisite

capabilities, skills, quali$cation, aptitude, merit D suitability with a

view to ful$ll 2ompanyJs ob&ectives.

To attract, select D retain the best talent available keeping in viewthe changing needs of the organization.

To ensure an ob&ective D reliable system of selection.

To integrate growth opportunities of the eecutives with ful$llment

of 2ompanyJs ob&ectives.


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To man eecutives posts in the company with competent personnel

having growth potential D to utilize their capabilities in the

working environment the maimum opportunities available for

advancement.

To provide for a system which is conducive to equity, fairness D

ob&ectivity in matters concerning promotion of eecutives.

To ensure uniformity D consistency to the etent possible in

promotion of eecutives of the company.

To motivate eecutives of the organization for better performance

by rewarding their contribution to the growth of the organization in

deciding promotion on the basis of over all merit.

To ensure the continuity of the management D systematic

succession planning for senior 1 key post in the eecutive cadre.

To provide input for the development of eecutives linked to their

levels of performance D their speci$c strengths D requirements.

To integrate eecutives into a cohesive team.


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'.. RECR:ITMENT

'..1 SO:RCES OF RECR:ITMENT

(ources of recruitment shall be decided by the 2hief Eecutive generally

from the following!

a Advertisement in press on all%ndia basis.

b 2irculation amongst government departments D other 6ublic

(ector Enterprises where the candidates with requisite

quali$cation D eperience are likely to be available.

c Braduate Engineer Trainees 1 ;anagement, Trainees in terms of

approved (chemes.

d #eputation from Bovernment departments D 6ublic (ector

Enterprises D depending upon the speci$c requirements,

absorption of deputationists 1 lien holders from Bovernment

departments D 6ublic (ector Enterprises in the 2ompany .

e 6ersonal contacts for recruitment to posts requiring special

epertise.

f 2irculation of vacancies within the 2ompany.

The internal candidates serving in the scale net lower to the level for

which recruitment is being made D who ful$ll necessary requirements

stipulated for the post under recruitment, D have applied for the same,

may be considered along with other candidates provided they have

completed the prescribed probation period . The prescribed age% limit D

application fees shall not apply in such cases.

The length of eperience D age limit for recruitment to various grades-eternal candidates shall be as speci$ed at Anneure% A.


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'.. IND:CTION 7OINTS

5. E%L level shall be the ma&or induction point in eecutive manning

system of the 2ompany.

7. 3ot less than :LN manpower requirement at E%L stage shall be

$lled up through direct recruitment including trainees.

8. The 2ompany may take recourse to direct recruitment at any or all

levels to the etent necessary.

'..' CENTRALISED RECR:ITMENT

All recruitment to posts covered by these rules shall be centrally

organized by the 2orporate )*# #epartment.

'..'.1 MAN7OWER 7LANNING 4 CREATION OF 7OSTS9

;

All recruitment shall be within the total manpower approved by the

+oard. rrespective of over all sanction of posts speci$c sanctions for

each new post from the 2hief Eecutive will be necessary before

$lling up the posts .Also in those cases where a consequential

vacancy eists on account of resignation, termination, death,

superannuation etc. of the incumbent, approval of the depending upon

2hief Eecutive will be necessary before $lling up the vacancy .

'..'. DELEGATION

Authority to recruit D 1 or appoint will be the 2hief Eecutive or as

delegated by him from time to time.


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'..'.' 7RESCRI6ED 2:ALIFICATIONS

5. The prescribed minimum educational quali$cations for

appointment to various cadres D e%cadre posts shall be as

speci$ed at Anneure% +.

7. The competent authority may amend modify or vary the

prescribed quali$cation for any post at any time.

8. n case of cadre posts not covered at Anneure%+ the competent

authority shall from time to time lay down the prescribed

quali$cations.

'..'.(.CONSTIT:TIONOF SELECTION COMMITTEE

5. The (election 2ommittee shall be constituted by the 2hief

Eecutive .The (election 2ommittee shall normally consist of at

least 8 o'icers of appropriate status D functions including a

representative from )*# #epartment.

7. n case of specialized posts, specialists from outside the 2ompany

may be nominated on the (election 2ommittee.


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'.. SELECTION

5. The selection 2ommittee may hold interviews D 1 or tests as may

be considered necessary.

7. )*# #epartment will make available to the members of the

(election 2ommittee the following documents D particulars

regarding the candidates at the following documents D particulars

regarding the candidates at the time of interview !

aA copy of the advertisement with speci$c requirement s of

the post.

b +io data of each of each candidate.

cApplications in original.

dAppraisal reportsD comments of forwarding authority in case

of internal candidates, wherever necessary.

e *esults of tests, if any, held prior to interview.

f Any special information considered to be relevant to the

selection of any candidate.

8. The )*# #epartment will also inform the (election 2ommittee the

likely number of posts including those reserved for (2 1 (T 1/+2

etc. required to be $lled up through the selection process.

9. The )*# #epartment will ensure consistency in selection

standards D starting salaries.

'..1 7ANEL

5. The (election 2ommittee on assessment of the candidates on the

basis of their quali$cation, previous eperience, performance in the


46/61

test 1 interview D other relevant factors, shall prepare a panel in

order of merit, of candidates considered suitable for employment

for approval of the competent authority.

7. The panel as approved by the competent authority shall be valid for

a period of one year form the date of such approval. n eceptional

cases, with &usti$cation to be recorded in writing, life of the panel

may be further etended by the 2hief Eecutive by not more than

si months. /'er of appointment shall be issued in order of merit

from the approved panel.

'.. MEDICAL EAMINATION

All appointments in the 2ompany will be sub&ect to the selected

candidates being found medically $t by the 2ompanyJs medical o'icer

1+oard for the post-s for which they have been selected . "here there is

no 2ompanyJs ;edical /'icer, medical eamination will be conducted by

an approved Bovernment )ospital 1;edical +oard. The decision of

medical +oard constituted by the 2ompany will be $nal D binding.

'..' IND:CTION 4 ORIENTATION

All newly appointed employees in the 2ompany will undergo suitable

induction orientation programme before being placed on the &ob or

training. nduction programme will, among other things, aim atsystematically introducing the new employees to the 2ompany, its

philosophy, its ma&or policies, its eisting status D future plans etc. The

induction programme should clearly spell out the mutual epectations

with emphasis on companyJs epectations from the new employees.

>. ecruitment and selection in present context


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3ow a days much more importance has been given to selection

procedure .#uring selection procedure more importance has been given

to attitude, motivation , aspiration, potential, communication ability,

behavior etc. the selection has been made to di'erent eecutive postsgenerally after careful observation, group discussion, psychometric test,

games etc. again some organizations make this process more informal

and time taking . (ome companies after the recruitment process invites

for informal dinner and then carefully observe the candidate. (ome also

invited them to work with them. #uring that period of work they observe

their behavior, cooperativeness, team spirit etc. As per my opinion it is

required because if a man has a positive attitude to learn to do work he

can do the &ob in an e'ective and e'icient manner. "ith requisite skill

and knowledge people with positive attitude can be managed without

skill and knowledge but people with negative attitude cannot be

managed even if they have advanced skill and knowledge. Again in

modern days some of the foreign organizations like Tisco is committed to

identifying, developing and promoting the talents of its employees. ts

track record is also good. At present H out of 5L board directors, 9

regional managing directors, 7I retail directors and F out of its store

board directors are home grown. Thus most of the organizations prefer in

promoting the internal employees to higher position. 3A42/ also adopts

the same rule in this regard.

n the changing scenario importance should be given to recruitment and

selection. The main ob&ective of recruitment and selection process in any

The panel as approved by the competent authority is valid for a period

of 5 year from the date of such approval o'er of appointment is issued in

order of merit from the approved panel.

An application format inviting applicant for the di'erent &obs is being

given in appendi.


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CHAPTER 4


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2ue%tionnaire3 Data Co))ection3

Interpretation 4 Ana)&%i%

The sample size is 7L and data is collected through simple randommethodology. =ollowings are the questionnaire, data collection,

interpretation and analysis.

(ick your answer at the appropriate box

?@. (he profit records of 3C)& 3(''*3 show that the organiAation has a motivated

workforce. 2o you think soB

'3 &O

;DE DE

' F (he data reflects that the organiAation is having outstanding motivated culture as

;DE of people agreed to the above mentioned statement.

?5.(o build a motivated that effective work force, +2 department O1()I&3 %recruits

the right persons with right mental frame and 0)I&()I& %training, benefits, facilitiesetc them to remain motivated. Ghat is the weight age you would attribute to these two

functions in 3C)& 3(''*3B (ick the appropriate situation.

' -(he

executives have been more emphatically agreed to the good recruitment policy of

3C)& 3(''*3 as the main contributing policy for possessing a motivated and effective

workforce by 3C)& 3(''*3.

?6. +ow would you rate the manpower planning in 3C)& 3(''*3 keeping in view the

number of existing employees visa-a-vis the updated re


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' -#eeping in view the automation aspect of 3C)& 3(''*3 plant executive have given

mixed response in favour of the existing manpower planning in 3C)& 3(''*3. 4sually

automation plant needs less manpower for running the plant. 3ince 3C)& 3('**3 is private

sector and his social recruitment. (aking this into view they rated manpower planning as a

sound one.

?=5. Is the existing )dvertising policy of 3C)& 3(''*3 %regarding the recruitment of

both 'H'C4(I' and &O&-'H'C4(I' personnel ade


52/61

E$ es, J9E of people opined in favor of this. 3o its important to list out these aspects in

detail for the proper evaluations of the candidates.

?J. 3C)& 3(''*3 as a public sector has to abide by the "ovt. guidelines regarding

recruitment. 2oes 3C)& 3(''*3 stand a chance of being innovative 7 creative in thefollowing areas of recruitment keeping an eye on the other private sector initiative in these

fieldsL -

Online receipt and scrutiny of applications

'3 &O

8DE 6DE

)ssessment of psychological traits in a

3ignificant way in personal interview.

'3 &O

89E =9E

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

:9E 69E

' - 'xecutive is more open in percentage win response for an innovative and creative

approach towards recruitment process and procedure.


53/61

?;. 2o u think a group interviewers should be developed from senior and middle level

management by updating @heir interviewing skills and giving them exposure on the latest

techniO1 %for a specific period will replace the

$'0)&'&( >O1. 2o you think soB

'3 &O

=9E 89E

' - (he executives are more aware of the recent trend in labor market .(hat is the reason

the percentage of apprehensive that ('&4' >O1 will replace permanent ob is more in case


54/61

of executive in comparison to non-executive . +owever, their response shows they do not

anticipated such a change in near future.

?@5. 3C)& 3(''*3 being a global player has to maintain pace with the global trends andsome day in future it has to prefer ('&4' >O13 for non-core functions. (his being the

reality, should 3C)& 3(''*3

(ake the following steps from now onwards or wait for the futureL -

3C)& 3(''*3 should increase the employability of its employees to reduce their

dependency on ob permanency.

It should identify the functions that are to be outsourced or kept as core functions.

(o create awareness amongst its employees about the concept of ('&4'

appointment.

(o redraft the recruitment policy include provision for ('&4' >O13.

' - (he executives are more aware of the recent trend in labour market .(hat is the

reason the percentage of apprehensive that ('&4' >O1 will replace permanent ob

is more in case of executive in comparison to non-executive . +owever, their

response shows they do not anticipated such a change in near future .


55/61

CHAPTER

+.1. S:GGESTION


56/61

)s a trainee at 3C)& 3(''*3, I would suggest that implement on-line recruitment facilities.

On-line recruitment has advantages to its credit.

!irst of all the cost of conducting examinations for recruitment of new people for the acant

posts would considerably less. )nother important advantage of conducting on-*ine

examination is that a lot of time would be saved for both the it candidates as well as

organiAation. Candidates need not wait for a few days to know how they have fared in the

examination. (he results can be known in the matter of few minutes. Candidates again will be

saved from the tension of traveling to the place or city where the examination would be held.

3C)& 3(''*3 need not appoint invigilators for the same purpose.

+iring cyber cafes and I( institute costs cheaper. 3econdly, I would like to suggest that

3C)& 3(''*3 should implement potential appraisal forall the reasons that have been

mentioned above. $otential appraisal can help 3C)& 3(''*3 to M)$$OI&( (+' I"+(

person with the right attitude at the right place for the right M$urpose. +istory is witness to

the fact human beings perform their level best when their aptitude and their attitude are taken

into consideration while appointing them.

(herefore, I sincerely feel that the system of conducting on-line examination and the Concept

of potential appraisal could be implemented at 3C)& 3('**3.3C)& 3(''*3 must give

3tress on + as a strategic business partner as against a backroom service provider.

0ulti-skilling of employees must be given importance as it helps at the emergency .) alue

based %value in terms of achieving excellence and competence and obective feedback must

be devised. (he 689-degree feedback may be adopted. (he + policies in 3C)& 3(''*3

need to be progressive and same for all the employees.

).?. C/NCLS-/N


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(he + dept. of 3C)& 3(''*3 is performing the role of change agent and

is striving religious by to create an enabling organiAational climate where the

employees can unable their potential / help attracting the vision of

the organiAation to become a world class integrated power maor , powering

Indias growth , with increasing global presence .


58/61

).@. 'i3iograp8y

3. #hanka, +uman esource 0anagement, J. Chand , 2elhi.

ao $.3ubba, +uman esource 0anagement, +imalaya $ublishers, &ew 2elhi.

)swathappa #., +uman $ersonnel 0anagement, (.0.+., &ew 2elhi.

0athis and >action, +uman esource 0anagement, 'ssential perspectives, (homson

*earning $ublishers.

$attanaik 1iswaeet, +uman esource 0anagement potential +all India.


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Appendi; %


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?8. (here is no provision for campus recruitment in the recruitment policy of 3C)&

3(''*3. 2o you think the organiAation should adopt itB

'3 &O

?:. 3C)& 3(''*3 as a private sector has to abide by the "ovt. guidelines regarding

recruitment. 2oes 3C)& 3(''*3 stand a chance of being innovative 7 creative in the

following areas of recruitment keeping an eye on the other private sector initiative in these

fieldsL -

Online receipt and scrutiny of applications

'3 &O

)ssessment of psychological traits in a3ignificant way in personal interview.

'3 &O

$osition may come to existence in future

'3 &O

?J. 2o u think a group interviewers should be developed from senior and middle level

management by updating @heir interviewing skills and giving them exposure on the latest

techni


61/61

'3 &O

?;. !or 34$'I3O and 'H'C4(I' reO13 for non-core functions. (his being the

reality, should 3C)& 3(''*3

(ake the following steps from now onwards or wait for the futureL -

3C)& 3(''*3 should increase the employability of its employees to reduce their

dependency on ob permanency.

It should identify the functions that are to be outsourced or kept as core functions.

(o create awareness amongst its employees about the concept of ('&4'

appointment.

(o redraft the recruitment policies include provision for ('&4' >O13.

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Recruitment & Selection Procedure of Scan Steels Ltd

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