White Goods 5 % VISION We are committed to serve the society by adding value to the customers, employees, the shareholders and the community at large in terms of:- • Providing customer satisfaction, offering reliable products and services at competitive prices. • Providing an environment, conducive to the development, growth and satisfaction of employees while fulfilling their reasonable aspirations. • Providing adequate returns to the shareholders while nurturing business growth

Contributing to the well being of the society and conducting ourselves as a responsible corporate citizen, known for integrity and ethics. MISSION Varroc aims to become global player in the business of component supplies to automobile and white goods industry across India and select foreign markets like USA, Europe, SAARC and ASEAN countries, growing at 25% CAGR with 15% of the value of products being exported by the year 2010. CORE VALUES [pic] CORPORATE VALUES [pic] CLIENTS [pic][pic][pic] [pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic][pic]

GLOBAL PRESENCE Varroc Group has 20 plants; 15 in Western India, 3 in Northern India and 2 in Europe with head quarters in Aurangabad, Maharashtra, INDIA [pic] DIVISIONS [pic] This Division manufactures the following: [pic] • Injection molded engineering plastic components. • Multilayer co-extruded thermoplastic sheets. • Injection & compression moulded auto and Allied rubber products. • Polyurethane foam seat assemblies. • Rear view mirrors. • Air cleaner assemblies. • Acrylic and poly urethane painted parts [pic] The Electrical division manufactures the following Auto Electrical Products: [pic] • A. C. Generators and Alternators. Digital CDI, digital regulator rectifire units. • Starter motors, wiper motors and body part specialty motors. • Head lamps, tail lamps, side indicators, electronic instrument clusters, and LED tail lamps • Switch assembly and handle bar assembly for motorcycle. • Electronic control unit. [pic] The Metallic Division manufactures:- [pic] • Engine Valves • Crank pins for motorcycles. • Hot Cold & Warm Forged Machined Components. • Catalytic Converters for 2 & 3 Wheelers, Metallic Type. AWARDS & APPRECIATION [pic] • Varroc wins ACMA Gold Trophy for excellence in Quality and Productivity. DIPL-won Sona- Kaizen Award • Best Acquisition Award 2007. Achievement Award-Honda • Award for “Excellence in Quality” from TJC on 17. 10. 2007 • It is a matter of pride for all Varroc Group Members that, we got total 5 Awards from Bajaj Auto Ltd. for outstanding Quality Performances in this year (20. 10. 2007) • Durovalves has added another Laurel in its kitty! • Varroc Team (Waluj Plant 4) wins 1st prize in CII- JIPM 9th TPM Kaizen Conference in Pune on 15th June 2007. VARROC GROUP – SALES TURNOVER [pic] ORGANIZATIONAL CHART [pic] [pic] Abstract:

In today’s rapidly changing business environment, organizations have to respond quickly to requirements for people. Hence, it is important to have a well-defined recruitment policy in place, which can be executed effectively to get the best fits for the vacant positions. Selecting the wrong candidate or rejecting the right candidate could turn out to be costly mistakes for the organization. Selection is one area where the interference of external factors is minimal. Hence the HR department can use its discretion in framing its selection policy and using various selection tools for the best results.

The importance of a good selection process that starts with gathering complete information about the applicant from his application form and ends with inducting the candidate into the organization. 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 recruitment strategic advantage for the organizations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time.

A general recruitment process is as follows: · Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain: o Preparing the job description and person specification. o Locating and developing the sources of required number and type of employees (Advertising etc). o Short-listing and identifying the prospective employee with required characteristics. o Arranging the interviews with the selected candidates. o Conducting the interview and decision making [pic] 1.

Identify vacancy 2. Prepare job description and person specification 3. Advertising the vacancy 4. Managing the response 5. Short-listing 6. Arrange interviews 7. Conducting interview and decision making The recruitment process is immediately followed by the selection process i. e. the final interviews and the decision making, conveying the decision and the appointment formalities. RECRUITMENT PROCESS AT VARROC [pic] [pic] Step 1. Request for recruitment with JD and approval on MPR Vacancies are created as a result of retirements, resignations, transfers and promotions etc.

Concerned department HOD request for recruitment with required profile and competence level to the HR It involves approval on MPR containing Job Description and Key Result Areas. Manpower Requisition Form is an official form on which request for required candidates are made by different departments. The format for MPR including JD and KRA at Varroc is defined below: FORMAT FOR MPR AT VEPL To- HRM Deptt. Kindly arrange to recruit the person/s for our deptt. as per details below. Particulars of Vacancy: Division:Plant:Deptt/function: No. f vacant position:Grade:Salary: Qualification:Expected:Desirable: Job Description: Please attach a separate sheet Any other specific skill / knowledge: Likely source companies (if any): Stakeholders (Internal): Supervisors:Major Customers:Major suppliers: Major Peers:Others: Key Result Areas: Please attach a separate sheet Critical deliverables during Probation/Training: Please attach a separate sheet Whether this is a replacement- Yes/no Yes, against whom (person who left)- Name:Grade:CTC: P. A:Date of leaving: Justification for Requirement-

Infrastructure required- 1. Cabin/Office space: Existing/New requirement 2. Workspace(Desk/Chair): Existing/New requirement 3. Phone: Mobile/Desk phone(Intercom) 4. Computer: Desktop/Laptop 5. Internet Access: Yes/No Deptt. Head:Plant Head:Division/Bus/Functional Head: Sr. VP-HR:MD: JOB ANALYSIS AT VEPL Job Analysis at Varroc is done by Production team • It does not involve much scientific method. • Only experience and skill is considered during Job Analysis. Format of Job Analysis- No defined format JOB DESCRIPTION AT VEPL |Designation |Asst.

Manager-HR | |Department |Human Resource | |Grade |M1 | |Reports to |Plant Head, Corporate – HR | |Reported by |Officer- HR, Security, Officer – Admin. |CTC (Per Annum) |5 Lacs – 6 Lacs | |Age Limit | | ROLE OBJECTIVE As AM- HR in VEPL, Role is to implement the human resource Policy with keeping the view of protecting the right of the employees as well as company’s growth and it’s Brand Image RESPONSIBILITIES Operational ) Recruitment through job portals. 2) Training needs identification. 3) Preparation of training calendar. 4) SAP Updation 5) Detailed scorecard of all HR reports. 6) Salary restructuring 7) Administration and canteen management. 8) Contract labour management Strategic (if applicable) Financial (if applicable) 1) Recruitment Budget is optimally utilized- maximum saving Customer (If Applicable) 1) To Enhance the Employee Satisfaction Index. Key Result Areas | | | |Talent Acquisition (Time and cost). | |Statutory Compliances. | |Timely completion of the appraisal process. | |To reduce the % of employee turnover. | |To ensure timely completion of employee satisfaction survey. | |To ensure 3 Man days Training for each employee. | Key Internal Interfaces |Key External Interfaces | |Department Heads |Government bodies | | |Manpower contractors | | |Legal Consultant | | |Job consultant | JOB REQUIREMENTS DESIRED PROFILE | |Education |Experience | | |4-6 yrs of experience in Automobile industry, Should handle Plant HR and ER having| |Masters in Human Resource Management. |more than 500 workmen. | | | | |(Law Graduate will be preferred. | | | | | | | | | | | | | | | | | DESIRED SKILLS | |Functional/ Technical |Behavioral | |Knowledge of Labour Laws. |Empathy | |SAP |Should be Good Listener. | |Internet Savvy |Good Administrator | |Database Management. |Leadership Quality | |Training Need Identification. |Quick Learner | |Knowledge of PMS | | |Comp. Management. | |Formulation and Implementation of Recruitment Policy | | | | | | | | | | | | | | | | | | | | | | | |ANY ADDITIONAL SKILLS | | | Step2. Reviewing internal data bank The CVs are reviewed as per availability in order to shortlist the candidates Step 3.

Advertise if not available internally If there is non availability of suitable candidates internally then advertisements are given in newspapers etc to get the candidates. Step 4. Get necessary candidates for interview The candidates are called for interview after taking appointment with concerned HODs. Step 5. Conduct Interview The concerned HOD takes the interview of the shortlisted candidates with HR HOD with Interview Assessment Sheet. [pic] Step 6. Negotiate salary Discussion with selected candidate regarding prospective role and salary structure Step 7. Approval by Plant Head Intimation to Plant Head about selected candidate, Date of joining and salary offered and agreed.

Plant Head will finally give approval or disapproval. Step 8. Offer Letter After Plant Head approval offer letter is issued to selected candidate. Step 9. Medical Check up Selected candidate go through the medical check up. If the selected candidate is fit in medical test then go ahead for further formalities. Step 10. Relevant forms filled Various statutory and other data forms filled. Step 11. Induction Training Induction training generally last for a week which includes detail interaction with various departments, HR department is responsible for training related to company rules and policies etc. Training calendar for new employees is as follows: TRAINING CALENDER- VEPL [pic] S ‘5S’ is the name of a workplace organization methodology that uses a list of five Japanese words which are seiri, seiton, seiso, seiketsu and shitsuke. Transliterated or translated into English, they all start with the letter S. The list describes how items are stored and how the new order is maintained. The decision making process usually comes from a dialogue about standardization which builds a clear understanding among employees of how work should be done. It also instills ownership of the process in each employee. PHASES OF 5S: There are 5 primary phases of 5S: sorting, straightening, systematic cleaning, standardizing, and sustaining. Additionally, there is an additional phase, safety, that is sometimes included. Sorting Eliminate all unnecessary tools, parts, instructions.

Go through all tools, materials, etc. , in the plant and work area. Keep only essential items. Everything else is stored or discarded. Straightening or Setting in Order There should be a place for everything and everything should be in its place. The place for each item should be clearly labeled or demarcated. Items should be arranged in a manner that promotes efficient work flow. Workers should not have to repetitively bend to access materials. Each tool, part, supply, piece of equipment, etc. should be kept close to where it will be used (i. e. straighten the flow path). Seiton is one of the features that distinguishes 5S from “standardized cleanup”.

This phase can also be referred to as Simplifying. Sweeping or Shining or Cleanliness (Systematic Cleaning) Keep the workplace tidy and organized. At the end of each shift, clean the work area and be sure everything is restored to its place. This makes it easy to know what goes where and ensures that everything is where it belongs. A key point is that maintaining cleanliness should be part of the daily work – not an occasional activity initiated when things get too messy. Standardizing Work practices should be consistent and standardized. Everyone should know exactly what his or her responsibilities are for adhering to the first 3 S’s. Sustaining the discipline Maintain and review standards.

Once the previous 4 S’s have been established, they become the new way to operate. Maintain focus on this new way and do not allow a gradual decline back to the old ways. While thinking about the new way, also be thinking about yet better ways. When an issue arises such as a suggested improvement, a new way of working, a new tool or a new output requirement, review the first 4 S’s and make changes as appropriate. Safety A sixth phase, “Safety”, is sometimes added. It is reasonable to assume that a properly planned and executed 5S program will inherently improve workplace safety, but some argue that explicitly including this sixth S ensures that workplace safety is given at least a senary consideration. It is important to have continuous education about maintaining standards. When there are changes that affect the 5S program such as new equipment, new products or new work rules, it is essential to make changes in the standards and provide training. Companies embracing 5S often use posters and signs as a way of educating employees and maintaining standards. KAIZEN Kaizen (Japanese for “improvement” or “change for the better”) refers to philosophy or practices that focus upon continuous improvement of processes in manufacturing, engineering, supporting business processes, and management. It has been applied in healthcare, government, banking, and many other industries.

When used in the business sense and applied to the workplace, kaizen refers to activities that continually improve all functions, and involves all employees from the CEO to the assembly line workers. It also applies to processes, such as purchasing and logistics, that cross organizational boundaries into the supply chain. By improving standardized activities and processes, kaizen aims to eliminate waste. Kaizen was first implemented in several Japanese businesses after the Second World War, influenced in part by American business and quality management teachers who visited the country. It has since spread throughout the world. The five main elements of kaizen • Teamwork • Personal discipline • Improved morale • Quality circles • Suggestions for improvement

TOTAL PRODUCTIVE MAINTENANCE Total productive maintenance (TPM) has been around for almost 50 years. To the “west” it is a new way of looking at maintenance: to the Japanese, it is an established process. Like all processes, it has a host of acronyms and buzzwords. Some are obvious, many will require follow-up reading. In TPM, the machine operator is thoroughly trained to perform much of the simple maintenance and fault-finding. Eventually, by working in “Zero Fails” teams that include a technical expert as well as operators, they can learn many more tasks – sometimes all. One way to think of TPM is “deterioration prevention”: deterioration is what happens naturally to anything that is not “taken care of”.

For this reason many people refer to TPM as “total productive manufacturing” or “total process management”. TPM is a proactive approach that essentially aims to identify issues as soon as possible and plan to prevent any issues before occurrence. One motto is “zero error, zero work-related accident, and zero loss”. RECRUITMENT STRATEGIES For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: 1. Identifying and prioritizing jobs : recruitment keep arising at various levels in every organization; it is almost a never-ending process. It is impossible to fill all the positions immediately. Therefore, there is a need to identify the positions requiring immediate attention and action.

To maintain the quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus on all vacancies equally or focusing on key jobs first. 2. Candidates to target : The recruitment process can be effective only if the organization completely understands the requirements of the type of candidates that are required and will be beneficial for the organization. This covers the following parameters as well: o Performance level required: Different strategies are required for focusing on hiring high performers and average performers. o Experience level required: the strategy should be clear as to what is the experience level required by the organization. The candidate’s experience can range from being a fresher to experienced senior professionals. Category of the candidate: the strategy should clearly define the target candidate. He/she can be from the same industry, different industry, unemployed, top performers of the industry etc. 3. Sources of recruitment : The strategy should define various sources (external and internal) of recruitment. Which are the sources to be used and focused for the recruitment purposes for various positions? Employee referral is one of the most effective sources of recruitment. 4. Trained recruiters : The recruitment professionals conducting the interviews and the other recruitment activities should be well-trained and experienced to conduct the activities. They should also be aware of the major parameters and skills (e. g. behavioural, technical etc. ) to focus while interviewing and selecting a candidate. 5. How to evaluate the candidates : The various parameters and the ways to judge them i. e. the entire recruitment process should be planned in advance. Like the rounds of technical interviews, HR interviews, written tests, psychometric tests etc.

RECRUITMENT STRATEGIES AT VEPL Sourcing Strategies For fresher 57 Through Campus Recruitment mainly in Diploma and ITI Colleges. For Junior Level Staff 59 Through references, walk-ins and advertisements in local newspapers. For Senior Level Management 61 Through Employee referral and Job Consultants Selection strategies For Junior Level Selection criteria for junior level involves Technical Round followed by HR Interview For Middle and Senor Level – The selection for this level involves Written Test followed by HR Inerview. The Written Test includes the following: • Psychometric test • Skill-set test • Numeric Test The first two tests are conduct to check whether the person is organization-fit or not while the Numeric Test is conduct to check the Job-fit ability of a person. RECRUITING EXPATRIATES Expatriate is a person who leaves his country to work and live in a foreign country. Generally, expatriates are the nationals from the other countries than the host and the MNC’s parent country, i. e. xpatriates are the third country nationals. The unavailability of the required skills and talents takes the organization to source talent from other countries. The procedures and processes of recruiting and selecting the human resources are never uniform even within a single organization. The procedures vary according to the post, the skill set required, the nature of work etc. More of it is seen in the case of recruitment of expatriates. The recruitment and selection procedures and considerations are drastically different for expatriates than that of the domestic employees. Recruitment of expatriates involves greater time, monetary resources and other indirect costs.

Improper recruitment and selection can cause the expatriates to return hastily or a decline in their performance. A mismatch between job (its requirements) and people can reduce the effectiveness of other human resource activities and can affect the performance of the employees as well as the organization. Recruiting expatriates require special considerations and skills to select the best person for the job. Except for a few expatriate selection policies, the expatriate selection criterion is generally organization and nation specific. The recruiters for recruiting the expatriates should be carefully selected and trained. The recruitment strategies for expatriates should be aligned with requirements of the job.

The interviews of expatriates are designed in a manner to judge their: • Adaptability to the new culture • Intercultural interaction • Flexibility • Professional expertise • Past international work experience • Tolerance and open-mindedness • Family situation • Language ability • Attitude and motivation • Empathy towards local culture RECRUITMENT OF EXPATRIATE AT VEPL Varroc involves recruiting Expatriates adopting the same strategies and procedure for recruitment. RECRUITMENT POLICY OF A COMPANY In today’s rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time.

Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for implementing recruitment programmes and procedures by filling up vacancies with best qualified people COMPONENTS OF THE RECRUITMENT POLICY: • The general recruitment policies and terms of the organisation • Recruitment services of consultants • Recruitment of temporary employees Unique recruitment situations • The selection process • The job descriptions • The terms and conditions of the employment A recruitment policy of an organisation should be such that: • It should focus on recruiting the best potential people. • To ensure that every applicant and employee is treated equally with dignity and respect. • Unbiased policy. • To aid and encourage employees in realizing their full potential.

• Transparent, task oriented and merit based selection. • Weightage during selection given to factors that suit organization needs. • Optimization of manpower at the time of selection process. • Defining the competent authority to approve each selection. Abides by relevant public policy and legislation on hiring and employment relationship. • Integrates employee needs with the organisational needs. FACTORS AFFECTING RECRUITMENT POLICY • Organizational objectives • Personnel policies of the organization and its competitors. • Government policies on reservations. • Preferred sources of recruitment. • Need of the organization. • Recruitment costs and financial implications. RECRUITMENT POLICY OF VEPL o An employee once resigned cannot rejoin the company till 3 years. o Maximum 15-20% hike is given in present salary when recruiting the employee. o VEPL cannot recruit employees from any of the Bajaj vendors. FACTORS AFFECTING RECRUITMENT

The recruitment function of the organizations is affected and governed by a mix of various internal and external forces. The internal forces or factors are the factors that can be controlled by the organisation. And the external factors are those factors which cannot be controlled by the organisation. The internal and external forces affecting recruitment function of an organisation are: FACTORS AFFECTING RECRUITMENT [pic] FACTORS AFFECTING RECRUITMENT AT VEPL VEPL is governed by various internal and external factors such as: Internal Factors 81 Policy of the company External Factors ? Location- Company faces scarcity of employees due to its location.

Moreover this plant is. near to the NCR thus people prefer to go there for better career growth. ? Nature of product- Rarely available product requires less recruitment. 82 Demand and supply HR CHALLENGES IN RECRUITMENT Recruitment is a function that requires business perspective, expertise, ability to find and match the best potential candidate for the organisation, diplomacy, marketing skills (as to sell the position to the candidate) and wisdom to align the recruitment processes for the benefit of the organisation. The HR professionals – handling the recruitment function of the organisation- are constantly facing new challenges in Recruitment.

The biggest HR challenge in Recruitment for such professionals is to source or recruit the best people or potential candidate for the organisation. In the last few years, the job market has undergone some fundamental changes in terms of technologies, sources of recruitment, competition in the market etc. In an already saturated job market, where the practices like poaching and raiding are gaining momentum. HR professionals are constantly facing new challenges in one of their most important function- recruitment. They have to face and conquer various challenges to find the best candidates for their organisations. The major challenges faced by the HR in recruitment are: Adaptability to globalization – The HR professionals are expected and required to keep in tune with the changing times, i. e. the changes taking place across the globe. HR should maintain the timeliness of the process • Lack of motivation – Recruitment is considered to be a thankless job. Even if the organisation is achieving results, HR department or professionals are not thanked for recruiting the right employees and performers. • Process analysis – The immediacy and speed of the recruitment process are the main concerns of the HR in recruitment. The process should be flexible, adaptive and responsive to the immediate requirements. The recruitment process should also be cost effective. Strategic prioritization – The emerging new systems are both an opportunity as well as a challenge for the HR professionals. Therefore, reviewing staffing needs and prioritizing the tasks to meet the changes in the market has become a challenge for the recruitment professionals. HR CHALLENGES IN RECRUITMENT AT VARROC VEPL face the following two main challenges: 1. Location act as a major constraint 2. It is difficult to retain employees due to large industrial growth. FORMS OF RECRUITMENT The organisations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organisation.

Organisations adopt different forms of recruitment practices according to the specific needs of the organisation. The organisations can choose from the centralized or decentralized forms of recruitment, explained below: 1. CENTRALIZED RECRUITMENT: The recruitment practices of an organisation are centralized when the HR / recruitment department at the head office performs all functions of recruitment. Recruitment decisions for all the business verticals and departments of an organisation are carried out by the one central HR (or recruitment) department. Centralized from of recruitment is commonly seen in government organisations. Benefits of the centralized form of recruitment are: • Reduces administration costs • Better utilization of specialists Uniformity in recruitment • Interchangeability of staff • Reduces favoritism • Every department sends requisitions for recruitment to their central office 2. DECENTRALIZED RECRUITMENT: Decentralized recruitment practices are most commonly seen in the case of conglomerates operating in different and diverse business areas. With diverse and geographically spread business areas and offices, it becomes important to understand the needs of each department and frame the recruitment policies and procedures accordingly. Each department carries out its own recruitment. Choice between the two will depend upon management philosophy and needs of particular organization.

In some cases combination of both is used. Lower level staffs as well as top level executives are recruited in a decentralized manner. Before making any investment, every organisation would want to evaluate the investment by answering the following questions in quantifiable terms: · What are the costs and the corresponding and related risks on the investment? · What are the expected returns of the investment? · What is the expected pay-back period of the investment? An organisation makes a tremendous amount of investment in its recruitment processes. A lot of resources like time and money are spent on recruitment processes of an organisation.

But assessing or quantifying the returns on the recruitment process, or, calculating the return on investment (ROI) on recruitment is a complicated task for an organisation. Indeed, it is difficult to judge the success of their recruitment processes. Instead, recruitment is one activity that continues in an organisation without anyone ever realizing its worth or measuring its impact on the organisation’s business. According to a survey, 38 % of organizations do not prepare or produce any kind of documents or reports on their recruitment processes, and there is no accountability of the HR department for the costs incurred and the opportunities missed.

With the increasing strategic focus on the human resources, more and more organisations are adopting one or the other way for calculating the ROI on its recruitments. Many organisations are examining their HR functions and processes and are trying to quantify their results and returns. A recruitment professional or manager can calculate and maximize the return on investments on its organisation’s recruitment by o Clear definition of the results to be achieved from recruitment. o Developing methods and ways measuring the results like the time – to – hire, cost-Per-Hire and effectiveness of the recruitment source etc. o Estimating the costs associated with the recruitment project Estimating the tangible and intangible benefits to the organization including the payback period of the recruitments. o Providing and ensuring proper training and development of the recruitment professionals. FORM OF RECRUITMENT AT VEPL VEPL follows the decentralized pattern of recruitment as it has its 14 plants spread in different geographical areas with its headquarter at Aurangabad. But the recruitment of managers and above is done by the corporate office. HOW DOES RECRUITMENT AND SELECTION PROCESS CONTRIBUTES TO THE EFFICIENCY OF THE COMPANY? Recruitment is the process of identifying that the organisation needs to employ someone up to the point at which application forms for the post have arrived at the organisation.

Selection then consists of the processes involved in choosing from applicants a suitable candidate to fill a post. Training consists of a range of processes involved in making sure that job holders have the right skills, knowledge and attitudes required to help the organisation to achieve its objectives. Recruiting individuals to fill particular posts within a business can be done either internally by recruitment within the firm, or externally by recruiting people from outside. The advantages of internal recruitment are that: 1. Considerable savings can be made. Individuals with inside knowledge of how a business operates will need shorter periods of training and time for ‘fitting in’. 2.

The organisation is unlikely to be greatly ‘disrupted’ by someone who is used to working with others in the organisation. 3. Internal promotion acts as an incentive to all staff to work harder within the organisation. 4. From the firm’s point of view, the strengths and weaknesses of an insider will have been assessed. There is always a risk attached to employing an outsider who may only be a success ‘on paper’. The disadvantages of recruiting from within are that: 1. You will have to replace the person who has been promoted 2. An insider may be less likely to make the essential criticisms required to get the company working more effectively 3. Promotion of one person in a company may upset someone else.

External recruitment: External recruitment makes it possible to draw upon a wider range of talent, and provides the opportunity to bring new experience and ideas in to the business. Disadvantages are that it is more costly and the company may end up with someone who proves to be less effective in practice than they did on paper and in the interview situation. There are a number of stages, which can be used to define and set out the nature of particular jobs for recruitment purposes: Job analysis is the process of examining jobs in order to identify the key requirements of each job. A number of important questions need to be explored: the title of the job o whom the employee is responsible for whom the employee is responsible a simple description of the role and duties of the employee within the organisation. Job analysis is used in order to: 1. Choose employees either from the ranks of your existing staff or from the recruitment of new staff. 2. Set out the training requirements of a particular job. 3. Provide information which will help in decision making about the type of equipment and materials to be employed with the job. 4. Identify and profile the experiences of employees in their work tasks (information which can be used as evidence for staff development and promotion). 5. Identify areas of risk and danger at work. 6.

Help in setting rates of pay for job tasks. Job analysis can be carried out by direct observation of employees at work, by finding out information from interviewing job holders, or by referring to documents such as training manuals. Information can be gleaned directly from the person carrying out a task and/or from their supervisory staff. Some large organisations specifically employ ‘job analysts’. In most companies, however, job analysis is expected to be part of the general skills of a training or personnel officer. HOW DOES RECRUITMENT AND SELECTION PROCESS AT VEPL CONTRIBUTES TO ITS EFFICIENCY? This organization recruit the employees who are both Job fit and organization fit o that both ,the employees and the organization , are satisfied with each other. This leads to increasing efficiency of the company in the following way: o Very low attrition rate. o Reduced monetary loss o High productivity o Better image in the market. LIMITATIONS OF RECRUITMENT PROCESS AT VEPL Internal Recruitment • Recruitment above M1 is done from Corporate Office. • The recruitment process is too lengthy. External Recruitment • Its location act as a constraint. • VEPL cannot recruit candidates from any of the Bajaj vendor. PURPOSE AND IMPORTANCE OF RECRUITMENT The Purpose and Importance of Recruitment are given below: • Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates for the organization. • 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. • Increase the pool of job candidates at minimum cost.

• 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 organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants QUESTIONNARE Q. 1 What is the recruitment process at VEPL? Q. 2 What kind of Job Analysis is carried out at VEPL? Q. 3 What is the format of Job analysis? Q. 4 Who evaluates MPR at VEPL? Q. 5 Describe the format of JD at VEPL? Q. 6 How does Recruitment and Selection process contributes to the efficiency of VEPL? Q. 7 What are the limitations of Recruitment process of the company? Q. 8 What is the Layoff in Varroc? Q. 9 Mention the recruitment policy of VEPL. Q. 0 What challenges are faced by the HR in recruitment process of the company? Q. 11 What form of recruitment is carried out at VEPL? Centralized or Decentralized? Q. 12 Does Varroc involve recruitment of Expatriates? ———————– Receive request for recruitment with job description and specification with approval on MPR Review internal data banks/ references/ placement services Advertise if not available internally Get necessary candidates for interview Conduct interview for short listed with candidates relevant HODs Is candidate selected? Negotiate salary and other aspects Approval by Plant Head? No Yes Yes No Offer letter to selected candidate Medical Check up Relevant forms filled Induction Training

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