A PROJECT ON RECRUITMENT AND SELECTION PROCESS AT MOSER BAER INDIA LIMITED SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR TWO YEARS MBA+PGPPE (INDUSTRY INTEGRATECOURSE TO MR.MANOJ SHEKHAWAT (AGM TRAINING) SUBMITTED BY-NEHA SINGH RAI BUSINESS SCHOOL FARIDABAD SESSION 2008-2010

ACKNOWLEDGEMENT

The project title SATISFACTION LEVEL AMONGST EMPLOYEE ABOUT RECRUITMENT AND SELECTION PROCESS AT MBIL has been conducted by me during 13th april and 30th may at MBIL I have completed this project based on the primary research under the guidence of mr.Ankush Pandita,mr.Gaurav Sharma,and mr.Prashant pradhan have enourmous intellectual debate towards my guides and who have aurgumented my knowledge, in the field of Human resource. They have helped me learn about the process and giving me valuable insight in human resource I owe my enormous intellectual debt towards my guides and who have aurgumented my knowledge,in the field of HR, they have helped me to learn about the process and giving me valueable insight into HR functions. I am obliged to mr.Manoj Shekhawat(AGM-Training) mr.Ashok Sharma(AGM-IR),mr. Abhai Krishna(Manager) ,mr.Rajkumar Panday, mr.Raja ,Dr.Amit singh, ms. Akansha gill, mr. Sanjay Negi,mr.Kamal Chandra mrs.Anju Mehta, mrs.Sonam khullar,mr.Tilakfor coorporation during the internship my increased spectrum of knowledge in this field is the result of their constant supervision and direction that helped me to observe relevant and high quality information I would like to thank for their guidence & enriching my thoughts in this field from different perspective. I would like to thanks all the respondents without whose coopration my project would have been not possible. My Acknowledgement would be incomplete without expressing my sincere thanks to mr. Rajiv Sehdev(AGM-HR)for his permission for doing this project on such a sensitive topic .Last but not the least,I feel indebt to all those person who have provided help directly or indirectly in sucessful completion of this study

TABLE OF CONTENTS: CERTIFICATE DECLEARATION PREFACE ACKNOWLEDGEMENT OBJECTIVE OF THE PROJECT ABOUT MOSERBAER INDIA LTD MILESTONES EXECUTIVE SUMMARY HUMAN RESOURCE AT MBIL TRAINING AND DEVELOPMENT EMPLOYEE RELATIONSHIP REWARD & RECOGNITION PERFORMANCE MANAGEMENT SYSTEM PERSONNEL RECRUITMENT AND SELECTION RECRUITMENT AND SELECTION PROCESS AT MBIL COMPERATIVE STUDY OF R&S PROCESS WITH PHILIPS RESEARCH MEHODOLOGY ANALYSIS/QUESTIONNAIRE RECOMENDATION WORDS OF NEW JOINEE MY EXPERIENCE AT MBIL CONCLUSION BIBILIOGRAPHY

Certificate
This is to certify that MS. Neha Singh a student of Rai Business School pursuing MBA(Industry Integrated) in HR has done her summer training at Moserbaer India Ltd.To project work entitled, Satisfaction level amongst employees about recruitment and selection process and Analysis of its effectiveness embodies the original work by her during her summer training period She worked under my guidance and has fulfilled the recruitment for the submission of her project report, which to my knowledge has reached the requisite standards.

Manoj Shekhawat (AGM TRAINING

DECLARATION

I NEHA SINGH, Student of MBA+PGPPE-(Industry Integrated) Faridabad, Here by declare that the Project Report entitled Satisfaction level amongst employee about Recruitment and Selection Process at MBIL is a piece of genuine work done under the guidance of Mr. Manoj Shekhawat (AGM Training) at Moser Baer India Limited, 66 Udyog Vihar Greater Noida. The project is undertaken as a part of Summer Training Project accomplished for the partial fulfillment of the Moserbaer India Ltd The matter embodied in this project report has not been submitted elsewhere by anybody for the award of any degree or diploma

NEHA SINGH

PREFACE

All that is taught in the classroom proves useful when applied in the practical field. Practical orientation of a management student is must, to perform as a potential manager. It is for this reason that project training is prescribed as a part of syllabus for my master in business administration and the post graduate diploma in planning and entreprenuership I joined MoserBaer on April 13th 2009 for my summer training. I was placed under the able guide of Training and Development Mr. Manoj Shekhawat (AGM Training).

I was directed to go through Principles, Policies of MBIL, Manpower needs of company, recruitment process,various steps while selecting a candidate `for the purpose of making the project on SATISFACTION

LEVEL AMONGST EMPLOYEE ABOUT RECRUIMENT AND SELECTION PROCESS

In the following pages, I have tried to record and analyses the different aspects such as Job Knowledge, Right person at the Right job, satisfaction of employee with the process of recruitment, Performance of workforce of the company so as to help Human Resource Department to understand the competencies of the companys staff.

EXECUTIVE SUMMARY
My research project deals with Recruitment and Selection system as carried out at Moserbaer India Ltd. The objective of my study is to understand and analyze the existing recruitment & selection procedure in the company. The HR professionals in the service sector are now stressing on a systematic approach to recruitment and selection for increasing the managerial effectiveness of its professionals.

The first section my report deals with a detailed company profile. It includes the companys history, its activities and operations, etc. This section attempts to give detailed background information about the company and the nature of its functioning. The second section deals with Recruitment and selection. In this section, I have given a brief conceptual explanation of the topic. It contains the definitions, process and significance of recruitment and selection. The third section of my report deals with my observations about the process of recruitment and selection at moserbaer India ltd.. This is the concluding section. This section also contains my findings and conclusions. The fourth and final section of this report consists of extra information that is related to the main contents of the report. These annexures include some forms and documents relating to the company, also relating to the report and important documents upon which the report is based. I sincerely hope Moserbaer India Ltd. finds my suggestions and recommendations to be of some benefit to it in carrying out their activities more efficiently

About Moser Baer India Ltd. Moser Baer, headquartered in New Delhi, is one of India's leading
technology companies. Established in 1983, the company successfully developed cutting edge technologies to become the world's second largest manufacturer of Optical Storage media like CDs and DVDs. The company also emerged as the first to market the next-generation of storage formats like Bluray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multitechnology organisation, diversifying into exciting areas of Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics. Moser Baer has a presence in over 82 countries, serviced through six marketing offices in India, the US, Europe and Japan, and has strong tie-ups with all major global technology players.

Moser Baer has the distinction of being preferred supplier to all top global OEM brands. Moser Baer stands committed to supplying highest quality fully licensed media to its customers. Moser Baer's products are manufactured at its three state-of-the-art manufacturing facilities. It has over 6,000 full-time employees and multiple manufacturing facilities in the suburbs of New Delhi.

History Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in technical collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald, Switzerland. In 1988, Moser Baer India moved into the data storage industry by commencing manufacturing of 5.25inch Floppy Diskettes. By 1993, it graduated to manufacturing3.5inchMicroFloppy Diskettes (MFD).In 1999, Moser Baer India set up a 150-million unit capacity plant to manufacture Recordable Compact Disks (CD-Rs) and Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media project was identical to what had successfully been implemented in the diskette business - creating a facility that matched global standards in terms of size, technology, quality, product flexibility and process integration. The company is today the only large Indian manufacturer of magnetic and optical media data storage products, exporting approximately 85 percent of its production. Since inception, Moser Baer has always endeavored to create its space in the international market. Aiding the company in its efforts has been a carefully-planned and sustainable business model - low costs, high margins, high profits, reinvestment and capacity growth. Along the way, deep relationships have been forged with leading OEMs, with the result that today there are hardly any global technology brands in the optical media segment that Moser Baer is not associated with. In 2006, the company announced its foray into the Photovoltaic and Home Entertainment businesses. In 2007, the IT Peripherals and Consumer Electronics division was formed.

Vision and Mission

Vision "Touching every life across the globe through high technology products and services

Mission We will drive growth through our excellence in mass manufacturing. We will move up the value chain through rapid development of technology, products and services. We will leverage our relationships, distribution, cost leadership and "can do" attitude to become a global market leader in every business. Our Values Teamwork
Thinking and working together across functional silos, hierarchies, businesses and geographies. Cooperating and supporting each other towards common goals.

Integrity
Consistently behaving and taking decisions in an ethical, trustworthy and fair manner in all spheres of life.

Passion
Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling of "do it with pride" and "love to be there". A feeling that encourages one to dream & realise the dreams. Self commitment to give more than 100% & create value.

Speed
Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude and by doing right, first time, on time and every time.

Quick Facts

Among the top two media manufacturers in the world Entered the highly exciting and emerging global technology space of photovoltaic in mid-2005 Foray into the fast growing Home Entertainment Business in 2006.

In-house developed and patented technology has been considered as one of the four standard media to be included in the Blu-ray Disk Association

The first storage media company in the world to ship HD DVDs using a special disc structure using common materials.

Lowest-cost manufacturer of optical media in the world

Highly R&D-focused company

OEM supplier to all the 12 leading storage media brands in the world

Locations

Corporate Headquarters: New Delhi, India Indian Offices: Mumbai, Kolkata, Chennai and Bangalore

 Worldwide Offices: The Netherlands, USA (New York and California), Japan, Middle-East

Awards

2008

EFY 2008 Special Award to Mr Deepak Puri, CMD, Moser Baer Golden Peacock Environmental Eco Innovation Award 2008 Golden Peacock Award for Occupational Health and Safety '07 Award for being 'Highest Exporter in IT Sector' from 'Export Promotion Council for EOUs & SEZ Units'. Business Standard 'Most Innovative Company of the Year Award' 07' ELCINA - DUN& BRADSTREET Awards, 2006 - 07 in the categories- Quality, R&D and Business Excellence Award by "Electronics and Computer Software Export Promotion Council (ESC)" in IT Hardware category, titled "Award for Maximum IT Hardware Exports" "BEST OF ALL" Rajiv Gandhi National Quality Award by Bureau of Indian Standards Indira Awards for Marketing Excellence awarded "CEO of the Year Award" to Mr. Deepak Puri, CMD "Electronics Organisation of the Year Award" from Electronics for You Publication Group. PHDCCI - Distinguished Entrepreneurship Award' 06 to Mr. Deepak Puri, CMD Golden Peacock Award for Competence in Quality and Innovation Management Global Industry Leader Award" to Mr. Deepak Puri and "Excellence in Manufacturing Award" to Moser Baer from Optical Disc Systems Golden Peacock Environment Management Award Plasticon Award 2005 by Plast India Foundation Frost & Sullivan Awards for excellent Manufacturing Practices. DataQuest Top 20 Deloitte Award for Fast Growing IT Company and Manufacturing Excellence Corporate Role Model and Lifetime Achievement Award to Mr. Deepak Puri, Managing Director, Moser Baer by Centre of International Business., Amity Business School, Noida Dataquest IT Man of the Year Award 2003 to Mr. Deepak Puri Managing Director,

2007

2006

2005

2004

2003

Moser Baer Business Today - India's Best Managed Company for the year 2003 NMA Leadership Award 2003 to Mr. Deepak Puri, Managing Director, Moser Baer Deloitte Touche Tohmatsu Fast 500 - Asia Pacific's Leading Technology Companies in 2003 Dataquest Awards - Top Growth Company for the year 2002-03 Ernst & Young Entrepreneur of the Year 2002 for Manufacturing to Mr. Ratul Puri, Executive Director, Moser Baer LMA (Ludhiana Management Association) Vardhman Award for Entrepreneur of the Year 2002 to Mr. Deepak Puri, Managing Director, Moser Baer All India Award - Highest Exports in Electronic Hardware (Non-SSI) for 2000-01 The Economic Times Awards for Corporate Excellence - Company of the year 200102 Dataquest Top 20 - Fastest Growth Company for the year 2001-02 ELCINA (Electronic Component Industries Association) Electronics Man of the Year to Mr. Deepak Puri, Managing Director, Moser Baer

2002

2001

199697

Highest Exports Award in Electronic Components amongst Non-SSI Category

Milestones
1983 1985 1987 1998 1999 2000 2002 2003

Established Production of 8.0"/5.25" Disks Production of 3.5" Disks ISO 9002 Certification Production of CD-R Production of CD-RW Completely Integrated Manufacturing Production of DVD-R Production of DVD-RW ISO Certification for all Facilities Launch of 'Moserbaer' Brand in Indian Market Signed one of Largest Outsourcing Deals in Indian Manufacturing 'Lightscribe' Deal with HP HP Deal for India and SAARC Region Contributing Member of Blu-Ray Disk Association ISO 14001 & OHSAS 18001 certification for Moser Baer plants. Commencement of Phase III of Greater Noida Plant Announced Moser Baer Photovoltaic Ltd as it's wholly owned subsidiary Received status of SEZ developer from Govt. of India Announced a wholly owned subsidiary-Moser Baer SEZ Signed MoU with IIT, Delhi The first company in the world to start volume shipments of HD DVD-R Signed Technology MoU with IT BHU Patented technology approved by the Blu-ray Disc Association In-house R&D Centre approved by Ministry of Science and Technology Launched USB Flash drives Forayed into entertainment space, enters Home Video market

2004

2005

2006

Products/Services

Optical Storage Media: Recordable Compact Discs (CD-R), Rewritable Compact Discs (CDRW), Pre-recorded CD/DVD, Digital Versatile Disks (DVD-R) and Rewritable Digital Versatile Disks (DVD-RW), LightScribe-enabled media.

Photovoltaic: Crystalline Silicon Cells and Modules, High Concentrator and Thin Film Modules Entertainment: Distribution of movies, film production and theatrical distribution IT Peripherals and Consumer Electronics: Optical Disk Drives, Headphones, Keyboards,
Optical Mouse, DVD Players

Replication Services

Employees

Over 7,500

Number of Plants 4 Exchange Listing

National Stock Exchange (NSE) Bombay stock Exchange (BSE)

Summary Financials

For the financial year ending March 31, 2008

Net Sales: Rs. 18,997.9 Million Net Turnover: Rs. 208.7 Million

Board of Directors

The difference between a good company and a great one lies in its core management team. Moser Baer's Board is a classic example of just how a group of thought leaders, visionaries, evangelists and technocrats can come together to galvanize a company to achieve excellence - and that too on a global scale. Meet the people who provide the inspiration and guidance to make it all happen for Moser Baer.

Deepak Puri provides strategic direction to the company. He is the driving force in creating an environment of integrity by ensuring fair business practices and profound respect for Intellectual Property Rights. It is his ceaseless quest for human capital development that has helped steer the company along a continuous growth path. A leading spokesman for the Indian industry, Deepak Puri has never shied from speaking his mind and sharing his opinions. He is also Chairman of the Electronics and Deepak Puri Computer Software Export Promotion council (ESC), a non-profit autonomous Managing organization of the Ministry of Information Technology, Government of India. He holds a Master's Degree in Mechanical Engineering from Imperial College, London, Director and is an alumnus of St Stephens College and Modern School, New Delhi.

Ratul Puri Executive Director

Ratul Puri joined Moser Baer in 1994 and has been Executive Director since 2001. Prior to assuming this role, Ratul was General Manager (Business Development). In this capacity, he was instrumental in setting up plants for manufacturing Compact Disc-Recordables (CD-Rs), the first to come up in India. He has also played a pivotal role in reinforcing Moser Baer's focus on maximizing shareholder value and in raising funds from best-in-class investors. He has a degree in Computer Engineering from Carnegie Mellon University, USA and did his schooling from St Columbus, New Delhi.

Nita Puri

Nita Puri is a co-promoter of Moser Baer India Ltd and a Whole-Time Director of the Company. A graduate from Calcutta University, she has over three decades of experience in managing businesses. As Director (Administration and HR), she has been closely involved with the company's growth since its inception.

Whole TimeDirector Prakash Karnik was a Director at Electra Partners Asia Private Ltd, one of Asia's leading private equity firms. An engineer from the Indian Institute of Technology (Chennai) and a management graduate, he has over 25 years of experience in the engineering and finance sectors. He has worked in senior positions in both government and private sector organizations, including Jardine Fleming India Securities Ltd, Unit Prakash Karnik Trust of India and the Economic Development Corporation of Goa Ltd.

Director

Rajesh Khanna has been working with Warburg Pincus for the last six years. He is an MBA from the Indian Institute of Management, Ahmedabad and a Chartered Accountant. He earlier worked with leading finance and consulting firms such as Citibank NA. He is now the Managing Director of Warburg Pincus India Private Ltd and also serves on the Boards of Nicholas Piramal India Ltd, Max India Ltd, Max Rajesh Khanna Healthcare Institute Ltd and Max New York Life Insurance Company Ltd.
Director (Nominee Warburg Pincus Singapore LLC)

Bernard Gallus brings with him over four decades of experience in the international technology and finance markets. He was earlier Managing Director and member of the board of J Bosshard SA, Lausanne, later taken over by the manufacturing company W Moser Baer AG, Switzerland.
Bernard Gallus Director

Arun Bharat Ram is the Chairman and Managing Director of SRF Ltd. A graduate in Industrial Engineering from the University of Michigan, USA, he began his career in 1967 with the Delhi Cloth St General Mills Company Ltd, (now DCM Ltd). He went on to set up SRF Ltd in 1971. In his businesses, he has strongly supported corporate governance initiatives and professionalism. He has been on various governmentArun Bharat Ram industry committees and is a former President of both the Confederation of Indian Industries (CII) and the Association of Synthetic Fiber Industry. Director

John Levack has over 20 years of private equity experience with Electra and 3i Pic in Asia and Europe, four years of which have been in India. Levack has a degree in business administration from Bath University in the UK. He is a Director at Aksh Optifibre Ltd, Zensar Technologies Ltd, Electra Partners Asia Ltd, Electra Partners Mauritius Ltd, EP Asia Ltd, eTelecare International Inc. and RT Packaging Ltd.
John Levack

Director

Mr. V. N Koura has been inducted as an Additional Director of the Company since 29th September, 2006. Mr. Koura received his formal legal education at Lincoln's Inn, London and currently is a senior partner of Koura & Co., a leading firm of legal consultants in India. He is also on the Board of Bharti Infotel Limited, National Cereals Products Limited, Controls and Switchgear Contractors Limited and HCL Infosystems Virander Nath Limited.
Koura Director

Dr. Vinayshil Gautam has been inducted as a Director of the Company w.e.f 12th December, 2006. He was the first Director of India Institute of Management (Khozikode) and the first Head Management Department at Indian Institute of Technology (IIT), Delhi.
Vinayshil Gautam He is currently the Dalmia Chair Professor of Management at IIT, Delhi and coordinator of the Institute's Dalmia Research Programme Dr. Vinayshil Gautam was a Director

member of various significant committees of Government of India including the Committee appointed to look into the efficiencies of promotional processes of 10 senior Positions in Government; Quinquennial review team of CMFRI, NAARM; Committee appointed to review the working of NSTEDB, etc. He is also on the Board of J.K Industries Ltd, Shivam Auto Tech Ltd, EXIM Bank, Steel Authority of India, KEC International Limited.

Frank E. Dangeard Director

Frank Dangeard was Chairman and CEO of Thomson, a provider of digital video technologies, solutions and services, from 2004 to early 2008. Earlier, he was Senior Executive Vice President of France Telecom, a global telecommunications operator. He is chairman or member of a number of boards or advisory boards of international companies and non-profit organizations. Dangeard was educated in France and the United States. He has been the recipient of the National Order of the Legion of Honour (Chevalier), the highest decoration in France.

Viraj Sawhney is a Principal of Warburg Pincus India. He was earlier a consultant with McKinsey & Company. His business experience spans a range of strategic and operational issues across several industries.

Viraj Sawhney Director

Key Management

Deepak Puri Chairman & Managing Director, Moser Baer India Limited As Chairman and Managing Director of Moser Baer India Ltd, Deepak Puri provides strategic leadership and direction to the organization. He steers the company with his vision of making Moser Baer one of the most respected technology companies globally.

Ratul Puri Executive Director Ratul Puri has been the Executive Director of Moser Baer India Ltd since 2001. Ratul is responsible for the overall corporate management and financial control of the organization.

Rakesh Govil President Corporate Strategy & Business Development Rakesh Govil has been associated with Moser Baer India Ltd since August 1999, and is currently designated as President: Corporate Strategy & Business Development for the Group.

Yogesh B Mathur Group Chief Financial Officer Mr Yogesh B Mathur joined Moser Baer India Ltd as Group Chief Financial Officer in July, 2005. In his current capacity, he is responsible for steering the functioning of the Finance, Treasury, Accounts, Audit and IT departments and provides strategic vision and leadership to the company.

Rajiv Arya CEO - Moser Baer Photovoltaic Ltd. Rajiv Arya is the CEO of Moser Baer Photo Voltaic Ltd, a fully owned subsidiary of Moser Baer India Ltd. Rajiv will be instrumental in envisaging companys plan to attain a 1GW capacity for Moser Baer Photovoltaic Limited across the three verticalssilicon, thin film and concentrators over the next few years.

VC Agerwal CEO (Operations), Moser Baer Photovoltaic Limited V.C. Agerwal is CEO (Operations) at Moser Baer Photovoltaic India Ltd, a fully owned subsidiary of Moser Baer India Ltd.

Harish Dayani CE - Entertainment Division Harish Dayani is the Chief Executive, Entertainment Divison, Moser Baer and is responsible for providing direction and market leadership for the company in India and will also be responsible for taking this new initiative to greater heights.

Ram Nomula CE - Moser Baer Entertainment Services Mr. Ram Nomula is the Chief Executive of Media & Entertainment Services at Moser Baer. In this position, he provides strategic leadership to the division's media mastering, authoring, replication and packaging services.

Bhaskar Sharma CE - Blank Optical Media & Consumer Products Bhaskar Sharma is Chief Executive at Moser Baer India Limited heading the blank optical media and consumer products businesses.

Girish Baluja COO - Corporate Mr. Girish Baluja is the COO - Corporate at Moser Baer India Ltd. He has been associated with the company since 2005. He oversees Corporate HR, Corporate R&D, Corporate Supply chain & Six sigma initiatives. His responsibilities also include OM&T business (MBIL acquired this specialized Optical Technology and R&D subsidiary of Phillips).

Moser baer is Globalized now

a. Global scale manufacturing b. Global customer base c. Global competitive costs15 d. Global presence e. Global technology partnership f. Globally ranked expertise

CORPORATE OBJECTIVES :

1. A commitment to efficient manufacturing that has led to the lowest production costs in the world 2. A strong R&D focus that has helped develop innovative products on a continuous basis 3. The highest quality standards that have consistently delivered world-class products. 4. A strong customer focus that has resulted in high customer retention and acquisition

5. A marketing focus that has kept products contemporary and relevant to emerging need LIFE AT MOSER BAER "Behind all successful technologies is a set of creative and committed people..." Deepak Puri Chairman and Managing Director

At Moser Baer, to merely state that people are our biggest asset is not enoughthey are the drivers of our growth and the real reason for our success. The companys intellectual capital is the cumulative insight of each and every employee. The power of this capital is reflected in everything we do, whether it is improving process efficiencies, re-engineering equipment, lowering costs, enhancing productivity, launching new products or improving shareholder value.

Our team comprises experienced, highly motivated and skilled personnel from various disciplines. We aim to provide them a working environment where they can excel. Our people policies have been designed to help create a work environment that relies on teamwork, sharing information and finding new and better ways to work and support each other. These, in turn, help us set standards of excellence in our industry, while delivering products that exceed customer expectations on time, thereby earning the respect of our customers worldwide. The company has taken a big step towards process leadership with the adoption of the Balanced Scorecard, in order to ensure that each and every individual in the organization continues to stay aligned to the collective corporate goalseven as the organization grows by a monthly average of 150 hires The essence of what we do lies in who we are. And this is what some members of the Moser Baer family have to say about their company... "A place where people work with a smile on there faces and dreams in their eyes..." "A place where your views can be freely voiced and are received with an open mind..." "A place where you know whenever you need help, there is a family of 6,500 members waiting to help you out.

HUMAN RESOURCE IN MBIL Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its human resource. People working in the organization must be helped to acquire capabilities for effective performance of new roles/functions/tasks/that may arise in the process of companys growth and change in the environment. MBIL endeavors to nurture environment, training, job progression, recreation etc. to ensure that they have a fruitful and mutually beneficial association with the company HR Vision To facilitate development & growth of our people to leverage their fullest potential & create a spirit of customer intimacy & service excellence for driving rapid business growth.

HR Goals Improve employee engagement across the organization Maintaining industrial harmony To ensure that compensation, career growth and future path are performance driven To see to it that employee suggestions are forthcoming and frank, with the organization giving it a clear ear and acting on wherever necessary.

HUMAN RESOURCE MANAGEMENT IN MBIL

The Human resource department of Moser Baer has many tentacles .I will give in brief about each though I would like to make it clear that Moser Baer India limited Human resource is broadly divided into Four departments they are Industrial Relations, Training, HR and Personnel Department. Each department has a different set of functions.

I would like to give a birds eye view on Human Resource department first; it has recruitment section, Joining Formalities Support team, Performance Management System team, ERP and Management information team.

Training and Industrial relations are autonomous department as far as Moser Baer is concerned due to the large human capital working in this organization.

HR IN MBIL

HUMAN RESOURCE

TRAINING INDUSTRIAL RELATIONS & DEVELOPMENT

PERSONNEL

DEPARTMENT WISE SUB-DIVISION

H M NR S U C U A EO R E

S POT G U P R IN

M IN A

M NO E A P WR PAN G L N IN JO IN IN G F R A IT S O M L IE H HL DS R EP EK

R C U MN E R IT E T A DS L C IO N EET N P S M

RECRUITMENT Recruitment is dynamic and very much required as far as any organization is concerned and Moser Baer tries to take the best candidates out of the numerous employees curriculum vitae. The recruitment process of Moser Baer happens by three modes either from Naukri.Com, through Walk-in or through employee referrals but all have to go through a strict procedure. The recruitment happens at all levels from the Level of DET to Engineer, Managers, General managers etc. HR executives look after the recruitment process. And the department head takes the main interview, HR executives need to maintain a MIS for the process as the top management is aware regarding the same.

PERFORMANCE MANAGEMENT SYSTEM

This team takes care of the performance appraisal of the employee it is very important as this is the team which finds whatever training and Appraisals increments and promotion has to be given to the particular employee it maintains all the database as well has complete authorization, The entire process is looked after by them .This is important as people can never be satisfied with their salary as well as the position so with the performance they are promoted or given increment so they work in the present organization . Even the employees are given production incentive by which they feel very motivated as their salary keeps on increasing annually.

SUPPORTING FUNCTIONS OF HR
JOINING FORMALITIES After the Candidate is selected in the process of Recruitment, there is joining formalities which takes place in order to have all the details regarding the candidate /employee so he is verified as well as with the process aware about whatever things are requisite from this organization point of view, so he gets a ID Card for punching for his/her attendance, Medi-claim insurance or ESI card as per the employee salary this thing is made, then various forms need to be filled for gratuity for shareholdings etc and then a MIS is also maintained for this which is maintained in Microsoft Excel as well as the ERP software . HR HELPDESK If employees have any issues, queries and concerns are properly captured, evaluated and promptly addressed/resolved and feedback is provided on issues not covered under the prevalent guidelines/policies, Moser Baer launched HR&ADMN HELPDESK. Each and every query can be raised through intranet and the process owners resolve the raised query and communicate to the concerned employee with the copy marked to the Helpdesk dedicated resource within the predefined timeframe. And the help-desk dedicated resource shall present MIS & percentage compliance to defined service level agreement in the plant monthly HR review meeting. REWARD & RECOGNITION It is done to create an environment where people strive from within to excel in meeting their stake holder expectation

R & R SCHEMES: 1. Employee of the month 2. Employee of the year 3. Identifying key resources 4. Outstanding manager of the year 5. Six sigma certification

6. Quest for excellence 7. Service award 8. On the spot award 9. Appreciation award 10. Innovation award

DEPARTMENT WISE SUB-DIVISION

INDUSTRIAL RELATIONS

PREVENTIVE
OPEN HOUSE

CORRECTIVE
DISCIPLINARY

WELFARE

COUNSELLING

COMMITTEE INDUSTRIAL RELATIONS This department is very important as it is concerned with the relationship between the management and the workers and the role of regulatory mechanism in resolving any industrial dispute. It involves the following areas: Role of Management, Government Machinery of resolution for industrial disputes. Individual grievance and disciplinary policy and practice. Labour legislation. Industrial relations training like Know your Policy programs. This department has also welfare programs like in-house sports activities, various behavioral programs as well as Open House, which are conducted by HR and IR together.The family Visit inside the plant, and various programs like Long Service Awards arrangement and organization is taken care by IR and HR together.

DEPARTMENT WISE SUB-DIVISION

TRAINING AND DEVELOPMENT

TRAINING NEED IDENTIFICATION

TRAINING

TRAINING MODULE

INDUCTION TRAINING

DISTANCE/EXTERNAL TRAINING

ON THE JOB/FUNCTIONAL TRAINING

BEHAVIORAL TRAINING

APPRENTICE TRAINING

TRAINING AND DEVELOPMENT Learning and Development - Training We are a company that has a number of pioneering credits to its name HD DVDs and blue laser disc standards being the more recent successes that we have had on a global scale. We now intend to create history in the fastemerging field of solar energy and Photovoltaic. Being at the cutting edge and having created international standards, we would know these technologies inside out. Thus, we believe comprehensive and high quality training is critical to maintaining our leadership status. On a continuous basis, our people undergo a series of training programs that encompass technical and functional training, behavior skills and other Management Development programs. This department looks after different types of training happening in Moser Baer India Limited.

Training is the most important function that directly contributes to the development of human resources. Training is essential because technology is developing continuously and at a fast rate. Organization should create conditions in which people acquire new knowledge & skills & develop healthy patterns of behavior & style. The different types of training involves:Mandatory Training Behavioral Training Process improvement training Functional training. There are more than 200 types of training programs that happen in this organization. These are some part of training. Mandatory training: - It includes Induction of role employees as well as UST, Integrated management system, vision, mission & values. Behavioral training:- It includes Staying ahead, motivational training, behavior, communication, team work, etc. Process improvement :-It includes kaizen, six sigma, 5s,TQM, Functional training: - It includes Microsoft excel, CDR, etc.

DEPARTMENT WISE SUB DIVISION

PERSONNEL

TIME OFFICE

ATTENCENCE AND LEAVE RECORD

TIME OFFICE

COMPENSATION

This department team looks after the attendance of all the employees working in the plant. Secondly it solves all the issues related to the same and also takes care of all the grievances regarding the leaves applicable to the employees whether it is sick leave or casual leave or earned leave. It also looks after and maintains the compensation record of the employees, their employee provident fund, pension scheme, employee state insurance-sickness, maternity, and employee injury benefits.

Literature Review of Recruitment and Selection Process Study

RECRUITMENT & SELECTION

Comparative study of recruitment and selection process of Phillips with Moserbaer

Royal Philips Electronics

Royal Philips Electronics of the Netherlands is a diversified Health and Well-being company, focused on improving peoples lives through timely innovations. As a world leader in healthcare, lifestyle and lighting, Philips integrates technologies and design into people-centric solutions, based on fundamental customer insights and the brand promise of sense and simplicity.

Headquartered in the Netherlands, Philips employs approximately 116,000 employees in more than 60 countries worldwide. With sales of EUR 26 billion in 2008, the company is a market leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as lifestyle products for personal well-being and pleasure with strong leadership positions in flat TV, male shaving and grooming, portable entertainment and oral healthcare.

Philips Consumer Electronics

Type Founded Headquarters Key people Industry Products Revenue Net income Parent Website

Subsidiary 1891 Amsterdam, the Netherlands Gerard Kleisterlee, CEO Electronics Consumer Electronics

10.576 billion (2006) 416 million (2006)

Philips www.consumer.philips.com

Chief Executive Officer

Gerard Kleisterlee President and Chief Executive Officer of Royal Philips Electronics

Locations

Global Headquarters

Philips International B.V. Amstelplein 2 1096 BC Amsterdam The Netherlands

Stock Ticker

Royal Philips Electronics is a publicly listed company in New York stock exchange (NYSE: PHG) and Euronext Amsterdam (AEX: PHI).

Global Footprint

Philips is a global leader across its healthcare, lighting and lifestyle portfolio:

We are the worlds largest home healthcare company, being number one in: Monitoring systems, Automated External Defibrillators, Cardiac Ultrasound, Cardiovascular X-ray. We are number one in lamps in Europe, Latin America and Asia Pacific and number two in North America; in Automotive lighting, we are leading in Europe, Latin America, Japan and Asia Pacific. We are number one in the electric shavers and male grooming category globally. Philips is one of the leading flat-TV brands globally.

Lighting As the worlds leader in Lighting, Philips is driving the switch to energy-efficient solutions. With worldwide electrical lighting using 19 per cent of all electricity, the use of energy-efficient lighting will significantly reduce energy consumption around the world and thereby cut harmful CO2 emissions. Philips provides advanced energy-efficient solutions for all segments: road lighting, office & industrial, hospitality and home - and has been instrumental in enhancing sustainability through innovations in lighting technology. Philips is also a leader in shaping the future with exciting new lighting applications and technologies such as LED technology, which, besides energy efficiency, provides attractive benefits and endless new never-before-possible lighting solutions. Philips Lighting employs approximately 59,000 people worldwide.
Innovation

55,000 registered patents illustrate the innovative nature of the company. Philips currently holds around 33,000 registered trademarks, 49,000 design rights and 2,600 domain names.

Philips has adopted an Open Innovation strategy which leverages the joint innovative power of partnering companies and researchers to bring more innovations to the market effectively and faster.

In 2008, Philips invested EUR 1.6 billion in Research and Development.

Philips is internationally recognized as a global leader in design, receiving a variety of international awards each year. For example:

2008 iF product design competition: 27 design awards in six categories 2007: over 38 design awards from various organizations, incl. a red dot best of the best award and a listing in Time Magazines best inventions of the year for the SKIN probe project.

Sustainability

Sustainability is at the center of Philips strategy. Philips is committed to reducing its environmental footprint in all aspects of its business: in the products, manufacturing, procurement, as well as in the communities where the company acts and in the working practices of its employees.

All Philips products go through an EcoDesign process, identifying environmental impact in terms of energy efficiency, hazardous substances, take-back and recycling, weight and lifetime reliability. Philips processes on Green Product sales are verified annually by an independent third party and published in the Sustainability Annual Report.

Philips aims to combat global healthcare challenges by focusing on delivering better quality healthcare at lower costs, also in the emerging markets, such as China and India.

Philips also takes a leading position in educational programs, showing its stakeholders that energy efficient solutions are simple, easy and actionable and make economic sense for national and local governments, businesses, schools and individuals.

History Our Heritage

The foundations of Philips were laid in 1891 when Anton and Gerard Philips established Philips & Co. in Eindhoven, the Netherlands. The company begun manufacturing carbon-filament lamps and by the turn of the century, had become one of the largest producers in Europe. Stimulated by the industrial revolution in Europe, Philips first research laboratory started introducing its first innovations in the x-ray and radio technology. Over the years, the list of inventions has only been growing to include many breakthroughs that have continued to enrich peoples everyday lives.

Key Inventions

Since the beginning, Philips has placed R&D and innovation at the core of its activities, generating many breakthrough inventions, such as the Compact Cassette and CD.

History of Philips Brand

Recruitment in Phillips
RECRUITMENT It has two key aims :- The attraction and retention of the interest of suitable applicants and, The projection of a positive image of the organization to those who come in contact with it. Objectives of the recruitment policy: Advertise all vacancies internally Reply to every job applicant with minimum delay. Information potential recruits about the basic details and job conditions of every job advertised. Process all applications with efficiency and courtesy.Seek candidate on the basis of their qualification for the vacancy concerned. Ensure that every person invited for interview will be given through and fair hearing The company will not : Discriminate unfairly against potential applicants on grounds of sex, race, age, religion or physical disability. Discriminate unfairly against applicants with a criminal record. Knowingly make any false or

exaggerated claims in its recruitment literature or job advertisements.RECRUITMENT CHECKLIST- Has the vacancy been agreed by the responsible manager? Is there an up-to-date job description for the vacant position? What are the conditions for employment (salary, hours, holidays etc.) for the vacant position? Has the candidate specification been prepared? Has the notice of the vacancy been circulated internally? Has a job advertisement been agreed and forwarded to relevant agencies? Do all potential candidates know where to apply and in what for? What arrangements have been made for drawing up a shortlist of candidates? Have interviewing arrangements for shortlisted candidates been agreed? Have unsuitable candidates, or candidates held in reserve been informed of their position? Have offer letters been agreed and dispatched successful shortlisted candidates? Have rejection letters been sent to unsuccessful shortlilsted candidates? Have the necessary procedures for placement, induction and follow-up of successful candidates put into effect?

RECRUITMENT PROCESS
AUTHORISATION This ensures that the recruitment process is agreed by senior management in align with the organizational /departmental objectives and its is necessary, timely and cost-effective. It provides an ideal opportunity for management to : Debate the potential for restructuring workloads and departments and redeployment of surplus staff. This means that the incoming job holder may not necessarily the best person for the job. Delay or eliminate expenditure on staffing and recruitment budgets.

SELECTION Selection involves a series of steps by which the candidates are screened for choosing the most suitable person for vacant jobs. The process of selection leads to employment of persons who posses the ability and qualifications to perform the jobs which have fallen vacant in an organization. The basic of purpose of the selection process is to choose right type of candidates to man various position in the organization. In order to achieve this purpose, a well organized selection procedure involves many steps and at each step, unsuitable candidates. Bur recruitment, on the other hand, is a positive process. Its aim it to attract applicant for vacant jobs in the organization. Various source of recruitment are used for this purpose.

The salient features of the selection process are: Application details in the form of C.V.'s letters etc. The interview and The selection tests where applicable and other supporting evidences such as references. One of the biggest advantages of using application forms is that the information about the

Application Forms

candidates comes in a standardized format. The application form employed by the organsiation may be 'closed' requiring only routine information for unskilled manual and clerical posts and 'open' requiring candidate to express opinions and judgements as well as providing some routine information for managerial, executive and professional grades. The application form provides the basis for the final selection as it indicates the qualifications and experience an applicant has. Curriculum Vitae The C.V. is a candidate's own description of how he/she sees their personal history in relation to a job application. It describes certain basic details such as: 1. Name, address and telephone number 2. Age, marital status 3. Educational Qualifications 4. Professional Qualifications The application forms and C.V.'s are usually sorted in three ways: Clearly suitable Possible Unsuitable

Clearly suitable candidates are called for interview, possible candidates are held in temporary reserve, while unsuitable candidates are rejected.

Selection interview The application form is the core features of the first stage of the selection process and the interview is its counterpart in the second stage. The selection interview provides a two-way opportunity to discuss the job and the candidate. It is the best technique to judge the candidates motives and the ability to "fit in". An interview is the formal exchange of facts, impressions and viewpoints between a prospective employer and a prospective employee with a view to their selection. An interview may be conducted in three ways comprising one interviewer, two interviewers (a line manager and a personnel officer) or a panel of interviewers (4 interviewers and a chairman). All interviews should be well plant and the interviewers should plan a sequence.'

Establish rapport

Family background(A base to measure later life achievements)

Biographical questions

Education

Answering queries

Career to date (indicates motivation achievement and pattern for potential)

Parting

Spare time (Indicates whether person is group oriented or a longer via his hobbies/interests

The future (where do your see yourself in 5 years?) (How realistic a personnel are they?)

Selection tests Standardized tests may be designed to provide an objective measure of certain human characteristics by sampling human behavior. Tests typically are used to identify an individual's reasoning skills, special aptitudes and his or her personality profile. Tests can be categorized as follows :

Tests of intelligence- They measure performance of a number of standardized mental tasks and general ability to learn.

Aptitude tests- These are tests of special aptitudes such as mechanical ability, numerical ability etc. Attainment tests- These measure previous learning and include spelling, arithmetic, typing etc. Personality tests- These aim to provide a profile of individual personality.

Therefore, the various selection tests used or assessing the level of intelligence, assessing the special aptitudes and assessing the personality characteristics etc provide a useful aid to shortlisting for final selection. Employee references References are brief statements about a candidate made by a third party, usually the candidate's superior. These statements are mainly intended to provide confirmation of information supplied by an applicant on his/her application form. The referees usually provide. 1. Factual information about the candidates period of employment in their organisation, and 2. Opinions concerning the candidate's personal character (sobriety, honesty, reliability etc.) These references provide a "backstop" in cases of genuine attempts by applicants to mislead prospective employers.

RECRUITME NT AND SELECTION PROCESS OF MOSERBAER

The Interview Process Many job applicants misrepresent their true status, background and experience. This is true for both upper and lower entry employees. One survey reported by Inc. magazine indicates the following about job applicants:

15% of all job applicants falsify academic qualifications. 10% falsely upgrade their academic qualifications. 35% claim specific achievements or experiences that are untrue. 70% indulge in puffery (upgrading the importance of achievements). 12% have some kind of criminal record, including serious automobile convictions.

These statistics define the need of a sound recruitment process. The beginning of a powerful employeremployee relationship begins with the hiring process. The value of placing your efforts and resources into the hiring process cannot be overstated. Interview Tips for Interviewers

Make notes of the questions you intend to ask. Decide the essential things you need to learn and prepare questions to probe them. Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they wait. Put the interviewee at ease - it's stressful for them, so do not make it any worse. Begin by explaining clearly and concisely the general details of the organization and the role. Ask open-ended questions Make sure the interviewee does 90% of the talking. High pressure rarely exposes hidden issues - calm, relaxed, gentle, clever questions do. Probe the CV/resume/application form to clarify any unclear points. If possible, and particular for any position above first-line, use some form of psychometric test, or graphology, and have the results available for the interview, so you can discuss them with the interviewee.

The Interview Process Employers can avoid most hiring mistakes by simply spending a little more time preparing for the interview in advance. To do a wonderful job of preparing for interviewing and present one's company professionally the following points must be considered: Before the Interview 1) Determine your options - Which skills are vital as opposed to convenient. 2) If other people are going to be involved in the interview process, make sure they have taken the time to prepare for the interview. Each person should have a couple of overlap questions to provide insight on the prospective employee's responses. 3) Have company information available for candidates. 4) Allow plenty of time for the interview. 5) Have detailed information about the candidate. During the Interview 1) Interview the person, not the skill set. Ask questions that are, broad, open-ended, job-related, objective, meaningful, direct, clear, understood & related. 2) Be open and honest with the candidate. 3) Tell the candidate what to expect in the hiring process. 4) Tell them your expectations: career advancement, training, duties, experience expected, the direction the department is headed in. 5) Show the candidate where they would fit into the organization. 6) Don't talk money. Closing the Interview 1) Insure that you and the candidate have concluded on common ground. 2) Ask if she/he has any other questions. 3) At the end of the interview, if you are interested in the candidate, let them know. 4) Review the next steps with a clear and honest timetable (and stick to it). 5) Be friendly and honest to the end of the interview; don't give false encouragement or go into details for rejection. After the Interview 1) Take time to update the next person in the interview process. 2) Discuss the candidates reaction and interest. 3) Rate the applicant on a 1-5 scale as a potential employee. RECRUITMENT AND SELECTION 1. Preamble The framework below will serve as the policy guidelines with regard to

recruitment and selection and each department is expected to further develop their own policy. 2.Legal mandate 2.1 The recruitment, selection and placement of personnel is done in terms of the legal framework applicable to the South African public service, namely the Constitution of the Republic of South Africa, 1996; Public Service Act, 1994 (as amended); Employment Equity Act, 1998; Labour Relations Act, 1995, and Public Service Regulations, 2001. 2.2 Management of the selection process according to the regulatory framework ensures accountability. Thus all applicants who qualify are given an opportunity to compete for appointment, while serving officials may compete for promotion or transfer. 3. General principles 3.1 The framework shall underpin the following principles: Fairness Equity Confidentiality Professionalism Human dignity 3.2 The Head of Department on whose establishment the post(s) exist(s) that is/are under review, accepts the primary managerial responsibility for the selection of candidates for appointment to the post(s) in question. 3.3 Within the limits of the applicable policy, all reasonable expenses associated with the attendance of selection interviews by candidates are to be defrayed from the budget of the department by which the candidates were invited for the interview(s). 3.3 Given the renewed focus (at national and other levels) on the authenticity of educational qualifications of candidates, especially where appointments at management level are concerned, this aspect must be handled meticulously yet diplomatically. The Province therefore reserves the right to check with the issuing institutions or persons, the authenticity of all certificates and information submitted by candidates. 3.4 All appointments will be subject to a probation period of 12 calendar months, which process shall be managed in terms of the policy guidelines in this

regard. 3.5 Security clearances may be prescribed for posts level 9 and above and/or any post employer deemed it necessary e.g. security officer, finance, etc. 3.6 Non-SA citizens may not be appointed in a permanent capacity, but may only be considered for contract appointments not exceeding a period of five years, and that only if no suitable South African citizen is forthcoming. 3.7 In accordance with section 15(4) of the Employment Equity Act, 1998, no absolute barrier is established to the prospective or continued employment or advancement of applicants who are not from designated groups (as defined in the Employment Equity Act). 4. POLICY OBJECTIVES 4.1. The purpose of this framework is to ensure that recruitment and selection is done in a fair, efficient, effective, transparent and equitable manner, 4.2. 4.3. 4.4. 4.5 to achieve equity in the workplace, to promote workplace diversity, to attract scare skills and to enhance service excellence.

5. POLICY STATEMENT The WCPA intents to recruit and select highly competent individuals by using sound recruitment and selection practices. 6. IMPLEMENTATION 6.1. Every Executing Authority will be responsible for effectively meeting the human resources needs of his/her department to deliver on the strategic goals. Managers must ensure that employees are managed in an environment, which is enabling and supportive to all especially to those who have been disadvantaged 6.2. 7. Basis of the selection process 7.1 In terms of section 11 of the Public Service Act, 1994 (as amended), read with section 20(3) of the EEA, all persons who qualify for an appointment or transfer, or for promotion, shall be considered. The evaluation, including the selection of aaplicants shall be based on the training, skills, competence, knowledge, formal qualifications,recognition of prior learning, relevant experience and precocity within a reasonable time to do the job, coupled with the need to redress historical imbalances (pertaining to race, gender and disability). The Employment Equity Act, 1998, which applies to the Public Service as of 1 December 1999, prescribes the drawing up of

Employment Equity plans, which must include numerical goals to achieve equitable representation of suitably qualified employees from disadvantaged groups. The selection process is designed to accommodate these imperatives, insofar possible. 7.2 Points allocated in the shortlisting and selection processes are not absolute cut-off points, but are indicative of a candidates relative suitability for a post and should be considered with due regard to the employment equity targets of a department to identify the most suitable candidate. 7.3 Threshold requirements for positions are as advertised. Thereafter, this framework should be followed as policy of identifying an incumbent competent to fill the position, or alternatively an incumbent with the abilility to acquire the competence within a reasonable time to perform in the position. What constitutes a reasonable time will be dictated by the needs and exigencies of the position as determined by the selection panel. Merit and competency as essential requirements are specifically retained in the process. 4. Preliminary screening of candidates 5.1 Candidates must be screened in terms of the threshold requirements of the post. After the advertisement has closed, a transparent and accountable process has to be followed which must be correct, reasonable and fair. The equity of all candidates must be ensured with due regard to all applicable legislation. Canvassing, favouritism, nepotism or similar practices are under no circumstances allowed. Any person with any personal / vested interest in the process must declare such interest beforehand and recuse her- or himself from the process. Only relevant, objective and verified information, including that contained in CVs and other documents accompanying the application, may be taken into account during the screening process. 5.2 Standard procedures for compiling a short list. 5.2.1 At least 50% of the members of the Selection Panel must be involved in compiling the short list of candidates. The Head of Department and the Executing Authority must finally accept the short list. 5.2.2 A short list is compiled on the basis of an uniform methodology. During the process strong emphasis is placed on the information supplied in a candidate's curriculum vitae and in the application form, as measured against the advertised requirements. There are a variety of techniques available, but it should be ensured that equity prevails at all times. Moreover, the constitutional rights of individuals have to be taken into account.

5.2.3 Applications of persons who do not meet the threshold requirements need not be considered further. However, such applications must also be listed, and the reason(s) recorded why the candidate in question was not considered. (Should the candidate request it, these reason(s) must be supplied to her/him in writing.). Short lists should preferably be compiled according to a grid comprising the key requirements, competencies and performance areas (as advertised). These areas should focus on the managerial demands, functional skills and key performance areas inherent in the relevant post, as well as the employment equity targets of the department. Weighting of the total points scored may, as a transversal guideline, be considered as per the example given below, which focusses on competency/merit, provided that where possible, applicants who are members of designated groups (i.e. Blacks, female or disabled), should constitute the majority on the short list. 5.2.4 Having determined the relative candidature in accordance with the grid, short lists should be compiled as to reflect a departments needs for efficiency and representativity. The short list should ensure that in those cases where relative efficiency and representativity are not reflected in the same candidate, the most suitable candidate should be identified in a balanced manner from all focus areas. 5.2.5 No candidate, including serving officials, may be short-listed or invited to an interview through goodwill. 6. Example of a grid The following is a framework for a grid suitable for the short-listing process. Please note however that each selection panel may allocate its own weighting and points in regard to its assessment of the relative importance of the competencies and KPAs attaching to the post in question. The fact that different competencies and KPAs have been advertised does not mean that these enjoy equal weight. Name of candidate Selection criteria (Examples) Qualifications Proven strategic managerial and leadership skills Proven interpersonal and communication skills Relative competency and suitability for the post Overall compliance with other generic managerial requirements as advertised

** Meeting of specific, post unique KPAs (as advertised) (score of 3 points for each of 5 KPAs) Total Weightings 11 32 32 32 32 152 28 Points* are allocated as follows: 1 1:Meets the minimum qualifications as advertised, 0: Fails to meet the minimum qualifications as advertised, and is not considered further. 2 For each of the KPAs points are allocated as follows: 3: Complies fully; 2: Complies partially; 1: Does not comply. NOTE: * Based on the information contained in the CV and other application documents. ** A certain positive premium may be placed on the fact that a candidate had completed the PEP or similar programme. 7. Hearsay evidence During both the short-listing process and the selection interview no hearsay evidence may be presented. Should a member of the Selection Panel be party to information or have knowledge supplementary to or in contradiction of that contained in a candidate's application documents, such information must be verified and declared beforehand. Any member who is party to information of this nature and who is of the opinion that it may impede his/her ability to make objective decisions, must recluse her/himself from the process. 7. Responsibilities of the Selection Panel 8.1 Where pre-screening (the short-listing process) takes place based on empirical information (preferably contained in the job description, but where necessary, also in other documentation), the interview situation is utilised to arrive at a qualitative assessment of the candidates. The object of the exercise is to evaluate the expertise and competencies of the candidates by means inter alia of a questionnaire. It is essential that the process be unimpeachable, objective and accountable. In addition it is the responsibility of the Panel to 8.1.1 compile a questionnaire directed towards testing a candidates skills and knowledge of the management level, competencies and KPAs; 8.1.2 expose all candidates to the same questions or testing/evaluating, although follow-up questions may be inevitable depending on candidates' responses; 8.1.3 set norms for evaluation (allocation of points) in accordance with standard practice, and 8.1.4 attend to the probing of projected potential in support of candidates

whose appointment would enhance representativeness . 8.2 The independent evaluations of individual panel members are to be recorded and these inputs are to be processed as a recommendation of the Panel as an entity. Allocation of points provide the Panel with an indication of the relative assessments of individual Panel members, and forms the basis for motivation by the Panel aimed at either consensus or a majority decision for identifying the most suitable candidate. The decision concerning the most suitable candidate to be recommended for appointment/promotion/transfer to the post must be based on merit as well as the employment equity targets of a department. However, potential may be considered by the Selection Panel as one of the facets in their horizontal comparison of candidates, provided that such potential is assessed to be realisable within a reasonable timeframe as determined by the panel, with reference to the position, exigencies and needs of the position and the employer. The candidate who has scored the highest points in the selection process may thus be passed over and a candidate with a relative lower score may be regarded as the most suitable candidate in all the circumstances. 8.3 Interviewing can be employed in conjunction with role-playing, testing, skills techniques, case studies, presentations etc, in which event, these techniques will insofar possible be culture and bias free. In terms of current policy/practice interviewing is a primary selection technique of the Province. Proficiency assessment will form part of the selection process for all posts on the level of Director-General and Deputy-Director-General who are Heads of Department. 8.4 When a candidate is referred by a participating recruitment agency, the protocol is for all communication with the candidate (for example the invitation to attend a selection interview) to be forwarded via such agency. 8. Documentation All steps and processes must be fully documented. An applicant has the right to enquire as to why his/her candidature had not been short-listed, and a department/the Province could be taken under administrative review. In such cases only factually documented evidence together with other reliable and relevant evidence, would be considered. 10. Filling of posts in the Senior Management Service Posts on the level of Deputy-Director-General and higher shall be approved for filling by the Executing Authority in consultation with Cabinet. The current Cabinet memorandum shall be utilised for this purpose. Posts on the level of Director and Chief Director may be approved for filling departmentally, subject to the following conditions: 10.1 The approval of the Executing Authority (Minister) must be obtained.

10.2 The filling of the posts must meet the requirements of the relevant departments Employment Equity Plan. 11. Follow-up sessions with unsuccessful serving officials When necessary, departments must make arrangements for follow-up interviews with currently employed applicants whose applications had failed. During these interviews such persons must be given particulars as to why their applications were not successful. Within reason everything possible must be done to restore the motivation of these individuals so that their continued co-operation, as well as that of personnel under their supervision, may be ensured.

RECRUITMENT PROCESS
Manpower Budget
Manpower budget is approved by the business /plant head and the requirement for the manpower is catered through annual budget.There is specific manpower budget for each and every dept in the organization.

Setting of manpower budget

Once sales budget and production budget are compiled,detailed amount of the various machines operation involve and services required can be arrived at.This will facilitate preparation of an estimate of different grades of labour required. From this the standard hours that required to be work can be prepared.The total labour complement thus budgeted can be divided into direct and indirect standard rates for each grade of manpower can be introduced and thus the direct and indirect manpower cost budget can be introduced and thus the direct and indirect manpower cost budget can be prepared.

The advantages of manpower budget are following :

It defines the direct and indirect manpower force required.

It enables the personnel department to plan ahead in recruitment and training of workers so that personnel turnover can be reduced to minimum.

It reveals the manpower cost to incurred in the manufacture,to facilitate preparation of manufacturing cost budgets and cash budget and cash budget for financing the wage bill.

 Direct Labour is usually tracked as a variable cost,that is,one that varies along with the rises and falls in Product out put,However Internal Accounting tracks Direct labour as Fixed cost,and notes direct labour for its lack of rising and falling with product output,because wages are typically paid by the hour ,regardless of output ,and piece-work which alone is tied to output.

Manpower Budget in MBIL Manpower preparing manpower budget forecast following:

Additional number of manpower requirement. Additional number of lines required in plant for budgeted production Grades of manpower employed Slabs of manpower employed Manpower on roll or temporary

Job Description Format

There is standard job description format ,which is to be forwarded to HR dept by the concerned dept to get the desired candidate

Research Methodology

QUESTIONNAIRE FOR IDENTIFYING SATISFACTION LEVEL AMONGST EMPLOYEE ABOUT RECRUITMENT &SELECTION PROCESS

Dear Employee, I am a student of Rai Business School pursuing MBA with specialization in Human Resource Management as part of my summer training I am undertaking a project on Recruitment and Selection process at MBIL.The Objective of this study is to identify the satisfaction level amongst employees about recruitment and selection Process I am enclosing a questionnaire for your perusal that would deal in identifying my objective Designation: Department: 1. Identify the source from where you came to know about the job? Advertisement Consultant [ [ ] ] ] ] ] ]

Personal Reference [ Campus E -recruitment Other [ [ [

2. Are you satisfied with recruitment process by which you are selected? Yes [ ] No [ ]

3. You ever met with your interviewer before your interview? Yes [ ] No [ ]

4. Were you comfortable with your interviewer while interviewed? Yes [ ] No [ ]

5. Do you feel that your colleagues have been undergone similar process? Yes [ ] No [ ]

6. In public would you like to talk about this organization? Yes [ ] No [ ]

6. Would you like to refer your relatives/friends for the job in this organization?

Yes

No [

7 a. You are interested to perform the job which is: (i)Routine in nature [ ] (ii) Demand creative thinking (iv) Finding methods (vi) Participation in decision making [ [ [ ] ] ]

(iii)Demand new ideas [ ] (v)Challenging in nature [ ]

b. Your job meet youre above stated interest? Yes [ ] No [ ]

8. Have you been assigned the job what was explained to you at the time of selection? Yes [ ] No [ ]

9. How long will you like to continue with this organization? Yes [ ] No [ ]

10. How long will you like to continue with this organization? (i) 0-3 yrs. (iii) 6-10 yrs. (ii)3-6 yrs. (iv) Till Retirement

11. What could be the only one reason of your leaving the job? (i)With an increase in designation (ii)With more freedom in use of authority (iii)With an increase in designation (iv)To work with friendly and helping people

12. Your organization is considered as : (i)People oriented (ii)Task oriented (iii)Combination of both Yes [ Yes [ Yes [ ] ] ] No [ ] No [ ] No [ ]

13. You ever get advice from your seniors or your colleagues to improve your performance? Yes [ ] No [ ]

14. Do you have the clarity of your roles and responsibility? Yes [ ] No [ ]

16.Your suggestions for improvement in recruitment and selection process,(if any) .......

. . Thank You

THIS QUESTIONNAIRE IS FILLED BY MOSERBAER EMPLOYEES, SAMPLE SIZE IS 60 PERSONS

Finance HR Engineering Engineering Engineering Engineering

AM COSTING DY MGR DY ENGINEER ENGINEER MANAGER A.M

OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG ENGG ~ SRENGG OFFICER ~ MGR

OFFICER ~ MGR Engineering Module maint. GET Engineering Module process Module process Production MBPV P&P spare &devl. Administration TQM OFFICER OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG ENGG ~ SRENGG ENGG ~ SRENGG OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG OFFICER ~ MGR SR.TECH.-TECH

Asstt manager
Module Process D.E JB\TR Engineer AM AM DY MANAGER ENGINEER OFFICER SR. TECHNICIAN

Purchase Quality M.L Prodution Module line produ. engineering engineering engineering engineering engineering engineering Commercial Module Process Module Process human resource finance Engineering cell Rom -Process QA IT Advance.Format-Dual layer

AM AM DY MGR DY ENGINEER ENG\ENGNEERING D.E SRENGG ENGINEER MANAGER SR.MANAGER SR. MANAGER ENGINEER AM HEAD ADMIN OFFICER AM A.M AM GET SR ENGINEER

OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG ENGG ~ SRENGG ENGG ~ SRENGG ENGG ~ SRENGG ENGG ~ SRENGG OFFICER ~ MGR AGM ~ GM OFFICER ~ MGR ENGG ~ SRENGG ENGG ~ SRENGG GM ABOVE OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG

SKU development QC DVD origin maint. Module line produ. Administration Commercial Commercial IT Time office Time office HR Administration Administration JB Tool Room ERP Quality

ENGINEER AM OFFICER DY. ENGINEER Officer JR.EXECUTIVE JR.EXECUTIVE MANGER OFFICER OFFICER DY MANAGER OFFICER AM DY ENGINEER ENGINEER DY ENGINEER

ENGG ~ SR ENGG OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG OFFICER ~ MGR JR.EXE.-SR.EXE. JR.EXE.-SR.EXE. OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR OFFICER ~ MGR ENGG ~ SRENGG OFFICER ~ MGR OFFICER ~ MGR

ANALYSIS OF QUESTIONNAIRE (ASSESSMENT OF CURRENT RECRUITMENT AND SELECTION PRACTICTICE AT MBIL)

1.The source of recruitment from where existing employees to know about the job ,responses were as follows: Internal Reference 53% Advertisement 40% Other Sources 7% It is evident that internal Reference and Advertisement are the prevailing sources of Recruitment in MBIL.

2. In order to assess the recruitment policy, the question was asked whether they are satisfied by the
recruitment process by which they are selected, 90% of the respondents gave favorable response. It is evident that majority of the respondents are satisfied with Recruitment process of MBIL.

3. Questionnaire results indicate that 83.33% of the respondent fell that they have not met ever with
their interviewer

4. Questionnaire result indicates that 93.33%of the respondent fell that they were comfortable while
interviewed 5. Questionnaire result indicates that 83.33% of fell that their colleagues have been selected by the same process. It is evident that their colleagues have been selected by the same process. It is evident that Recruitment Policy of the organization is quite visible and process is followed impartially. 6. In order to assess organization commitment in employees, question was asked on whether in a public place they like to talk about this organization, 83.33% respondents gave favorable response. It is evident that organization commitment is very high in employees, which show that Recruitment & selection process is quite effective in MBIL. 7. In order to assess their Organizational commitment ,another question was asked whether they like to put their relatives /friends for job in this company 70% respondents gave positive response, where 26.7%

dont like and 3.33% did not give any response. So it is evident that most of the employees are committed enough to put their relatives and friends in this organization. It also shows that they find career growth in this organization and place to work for MBIL is effective enough to hire right person at right place at right time.
8. Job nature Dimensions Routine in nature Demand creative thinking Finding new methods Challenging in nature Involve Participation in Decision Making Percentage 10% 13.33% 13.33% 16.67%

20%

So it is evident that different persons are having different experience and interest areas. On asking, whether their present job meets out their started interested, 80% of the respondent gave favorable response. It is one of the important dimensions of Recruitment and Selection effectiveness Because when employees find their job interesting they do enjoy the their work and again they are quite effective in performing their role. 9. Another question was asked whether they take job interested and comfortable while working or not, 90% respondents gave favorable response. That again shows that job person fit is there.

10. Another question was asked whether they assigned the job what was explained at the time of selection 93.33% gave favorable response. 11. On the Organization commitment dimensions, question was asked for how long will they like to continue with this organization, responses were as follows: 0-3 years 3-6 years 6-10 years 20% 23.33% 43.33%

Till retirement 13.33%

So it is evident that on an average that less no. of employees want to continue for a long time with the organization, so some effective strategy should be implemented 13. On the quality work dimensions of Recruitment and selection effectiveness question was asked about the only reason of leaving the job responses were as follows:

With an increase in pay With more freedom in use of authority With an increase in designation

20% 70% 10%

To work with friendly and helping people 0%

So it is evident that employees of moserbaer are quite satisfied with the helping people their designation and pay, they need more challenging and decision making task to do they need more authority 12. On quality of work life dimensions of recruitment and selection effectiveness, question was asked that their compensation at par with your qualification and experience 90% respondent response NO

13. On job nature quality of work life dimensions question was asked about the organization, considerd as: (i) People oriented (ii)Task oriented 3% 3%

(iii)Combination of both 94% So this is strongly evident that organization is purely considered as people and task oriented both 14. On job nature Quality of work life dimensions question was asked whether they ever got advice from their colleagues and supervisor for the improvement in performance 93.33% respondent gave favorable response. That shows that organization is making efforts towards their career growth and continuous improvement

15. On quality of work life dimensions, question was asked whether they have clarity about their roles
and responsibility or not 93.33% respondent gave favorable response. 16. Respondent did not give lot of suggestions in order to improve recruitment and selection process effectiveness that shows employees are quite satisfied with existing system. But some suggestions are given by the employees are as follows: Please decrease the waiting time before going for interview an applicant get nervous. Give appreciation to whom through which a referred person is selected for the vacant post. Please mention logo or company detail when a vacancy is advertised.

Thus whole questionnaire analysis was done on following dimensions: Recruitment Policy Job Nature Quality of work life Organization commitment/Image

RECOMMENDATION
The data has been gathered by the survey conducted of the employee at the various levels. We derived the satisfaction at each level for development of recruitment process. After analyzing the data & on the basis of my research. I would recommend the following steps to match the satisfaction level of the employee

1. Assess the recruitment process I find that IJPs are main source of the recriutmentn in
MBIL.they should adopt some other sources for right person at the right job.

2. Check the gap between the ideal & present recruitment process

3. After analyzing the gap. We have to fill the gap by surveys ,new innovation, suggestions by
employee who faced problem while they were recruited

4. We can use the following best practices for filling that gaps
Mentoring (longer-term developmental relationships), Networks (connecting to others across the organizations internal boundaries), Reflection (making sense of experience),

WORDS OF NEW JOINER

I got a mail from Mr.Ankush Pandita regarding interview. On 28 th Jan 09.The interview was scheduled for the next day at 11.00 am. On 29th Jan, my interview was schedule for the next day at 11.30 My first round of interview was with Mr.Ankush, Second round was core Technical taken by Mr.Tilak and final round was taken by Mr. Rajiv Sahdev.I got a call a on 27th march and after discussion and Observation .I was asked to join the very next day and I got my offer letter. I joined on 28th march. Then I Attended three days induction where I was introduced to the whole HR team, and then all joining formalities were done and was deployed after induction. The whole process was very well scheduled and systematic and in time.

Name: Swati Sharma Department: EOU 2 Date of joining: 28th march

Words of New Joiner

I was recruited on 1st April 2009 the basis of Personal Interview with HR.Process was very swift. Letter of Interview was issued quickly. On the day of joining, joining formalities were conducted and proper induction program took place for three days. Formal introduction session took place for familiarization and final deployment took place with in time frame.

Name: PUNEET SRIVASTAVA Department: H R Employee ID: 96501

MY EXPERIENCE AT MOSERBAER

I joined moserbaer on 13th April for my summer internship from the very first day I feel a great experience their, each and every person was very cooperative friendly and helping in nature. I found there the great working environment and new innovative work styles. I met with lot of effective persons there who really motivates me to be successful and effective in life. I really appreciate the system of moserbaer in any work like from entry to exit. Cafeteria to work place every place is very systematic and well equipped It was a nice experience here I am very thankful to Mr. Rajiv sehdev mr.Manoj shekhawat and mr.Abhai Krishna to allow me for the internship here. I always want to stay connected with this company for some effective learnings

NEHA SINGH MBA+PGPPE (SUMMER TRAINEE)

CONCLUSION

To conclude all the above recommendations we would help to create EFFECTIVE RECRUITMENT & SELECTION Procedure here and will place right person at the right job at the right time & enhancing their competencies to move for the next level

Bibiliography

BOOKS

1.HUMAN RESOURCE MANAGEMENT BY V.S.P RAO

OTHER LITERATURE

MBIL HANDBOOK

SEARCH ENGINES
GOOGLE

WEBSITES
www.google.com www.citehr.com www.hrcommunity.com www.moserbaer.com

www.wikipedia.org/

www.answer.com www.mbaguys.com www.scribd.com