Você está na página 1de 15

SUZLON

HUMAN RESOURCE PLANNING Not available on net.

JOB ANALYSIS AND DESIGN Not available on net.

RECRUITMENT AND SELECTION PROCESS Recruitment Process at Suzlon Energy Ltd : Scope of the Study:-

As far as recruitment of Potential candidates is concerned the conclusion & suggestions derived from study will be useful to widely sought customers and executives of manufacturing companies to improve work efficiency in today's cutthroat competition. Given below is the guideline applicable to recruitment activities carried out for all Business Units at Suzlon,

Formation of Staffing Team:-

A new staffing partner is taken on board when there are many positions to work upon or on exit of any staffing team member. Following activities are carried out before the new staffing team member joins:

The computer, company e-mail id, employee number, EID, access card is made available. When new staffing member joins, following details are provided to him/her: Brief of Suzlon, its products, skills set in general, about BUs and the hierarchy at Suzlon Methods of sourcing the resumes. The job profile and job structure. Staffing track sheet. Documents to be used and processed.

Steps of Hiring at Suzlon 1. Manpower Requisition Form A detailed job analysis is conducted to identify the skills required to do the job, the sources to be tapped and hence make the sourcing focused. Hence the primary objective of generation of MRF is to identify what the job entails and what an employee must Possess to perform successfully on the job.

Contents of Manpower Requisition Form:-

Job Description

Job Specification

Job title

Education

Location

Experience

Job Summary

Behavioral Skills

Duties

Communication Skills

Job Role and Responsibilities

Industry Experience Required

Once it is known how many and what type of candidates are required, consideration is given to

i)

Sources of recruitment a) Job Portals b) Internal candidates c) Advertisement of company website d) Campus Placement etc.

ii) iii)

Companies to be considered. Constrain time for each step of recruitment

2. Sources of resumes at Suzlon Job Portals:-

The most preferred job portals used at Suzlon are Naukri and Monster.com Following are some of the common services provided by the portals:i) Advanced Search

Recruiters can search the entire CV or specific fields such as current designation, current employer, and key skills etc. it is the most useful and comprehensive search. Search can be made on broad parameters as well as focused depending upon the requirements of the recruiter. ii) Basic search

This is the quick search using the drop down menu on fixed parameters with keyword search in important fields. It is useful for initial steps of search. Job postings:-

Portals are also used to post the job requirements of the company .These postings can be searched by using specific keywords. The contents of the job posting can be changed by the poster. Miscellaneous: -

The database is maintained in a excel which consists of resumes sent to the HR For scrutiny with details of candidate profile, comments of the manager, interview date etc. In case a candidate found unsuitable for a position in one business unit is found suitable for the other BU, then the candidate may be reconsidered for an opening at Suzlon. By applying various filters of qualification, experience, position or employer, the data in the recruitment database can be made accessible. The only point to be taken into account is to update the database both in terms of changed qualification of candidates and resumes sent to HR executive and then to HR manager for final shortlist. An updated database is one of the important efforts to be made to streamline the hiring process.

My Pal :-

The open positions are made open to existing employees for referring their relatives and friends through My Pal. These documents contain the details of manpower requisition form. The present employees refer their references. The response is captured in the excel sheet containing details of employee referred, name of the candidate who is being referred, his or her years of experience, skills, qualification, location, etc. The employees who refer the suitable candidates are awarded with the amount at the end of the year but the referral amount is given only after the candidate completes three months of service at Suzlon. Consultants:-

Suzlon is linked with consultants one of them is The Catalysts Consultants and consulting agencies. For some of the open positions Suzlon outsource the work to these consultants. Around 7% to 8% of the hiring is done through these consultants. Pre-screening the Resumes: -

The resumes received from various resources are to be pre screened before sending to the HR manager. The purpose of pre screening is to remove the visibly unqualified candidates from the pool of candidates for the job at the early stage. The pre screening is done in following ways: Telephonic Prescreening:-

The candidate is contacted on phone and following details of profile are captured: Ever interviewed by Suzlon Energy Ltd. Graduation, Year of Passing Total years of experience Current employer and current designation Job responsibility Total cost to company (present and expected) Reason for leaving the first job Time require to join (notice period) Relocation and flexibility for traveling

3. Selection Interviews:

Telephonic (Technical) :- In the initial stage of interview a telephonic round of the candidate is taken to test the basic knowledge of his skills. Eg. Test and measurement engineer for quality assurance department.

Technical Round of Interviews :- (Personal Round ) This is the most favored technique used at Suzlon interview. Interview is an in depth formal conversation conducted to evaluate the applicants ability. It can be adapted to managerial, skilled, unskilled, and professional employees. It allows a two-way exchange of information, the technical team learns about the candidate and the candidate also learns about the company. The selection interviews consist of an extensive technical discussion, wherein the technical team asks various questions to the applicant to know how much the applicant is technically sound. The applicant is also asked to draw technical diagrams. It is necessary that a panel of at east three people take the interview so that the subjectivity is excluded. Initially the senior person or the colleagues of the vacant profile take the interview and then only there is a final interview by the project manager or by the concerned technical person the candidate is going to report. HR Round of Interview:

The HR round of interview is not just a formality. Apart from salary discussion and negotiations, various non- technical abilities such as ability to work under stress, decision making skills, time management are assessed in the HR round of interviews. The HR round is to ensure that the candidate and Suzlon are not a mismatch to each other in terms of work culture, aspirations etc. As followed in case of technical round, the HR round s also taken by a panel consisting at least one staffing person. After discussing the candidature with the technical panel HR gives its final decision.

Reference Check and Selection decision:-

1)Reference Check:-

Reference checks are done for the purpose of verifying information and gaining additional information on an applicant. Although listed in the application form, references are not usually checked until an applicant has successfully reached up to the last stage of selection process. People from previous company, colleagues can act as good references. Previous coworkers are preferable because they are already aware of the applicants performance. Mainly 2 purposes are served by reference checks: 1. To gain insight about the potential. 2. To find out the behavioral skills. 2)Selection Decision:After obtaining information through preceding steps, selection decision is made. The views of the line manager will be generally considered in the final selection because it is he or she who is responsible for the performance of new employee. The HR team also plays a crucial role in the selection process.

Joining Process:-

1)This is the last step in Recruitment:After selection, the joining process of the new candidate starts by the staffing partners. The staffing partners send the following documents to the post processor. For the joining process the following documents are needed. 1. MRF ( signed by minimum 2 concerned persons) 2. Application Form 3. Evaluation Form 4. Candidates CV 5. Comparison Sheet These documents contain the information which is important to the company as well as to the candidate also. The contents of the information are: Designation of the candidate The date of joining Location Business Unit

Salary Break up Band of the candidate Comparison of the previous and current salary Internal fitment

2)Job offer: After collecting all the above mentioned documents from the respective staffing partner two weeks earlier and confirming the date of joining with the candidate, the post processor makes an appointment letter and sends the soft copy of appointment letter as an offer from the company. This offer is the final confirmation from Suzlon as to the person has cleared all the selection criteria except the medical test. This offer contains the following documents:

1. Appointment letter with Salary break up 2. Annexure (Including medical examination form and the list of the documents to be carried at the time of joining) 3. Compensation benefit papers (List containing various benefits the new candidate is eligible to) The candidate fills and sends two forms that is the application forms and medical declaration back to the concerned person. Mean while the HEAD HR checks all the documents and signs the appointment letter which the person gets at the time of joining. Before the joining of the candidate, other necessities such as creation of EID, creation of employee no. his/her computer, seating place are completed with the help of their application data forms, salary sheet, and appointment letter. At the time of joining the candidate fills a joining form which is given with the joining kit. The candidate submits the joining form with other documents which are mentioned in the annexure which are: All educational certificates Relieving letter of previous employer Experience certificate

Pay slip of the previous employment PAN (If available) Passport (If available) Hard copy of the latest CV 7 passport size photographs

The I-card is also issued at the time of the joining. With the completion of the joining formalities of the new candidate, the joining process comes to an end. 3).Problems in the hiring as seen:1. Lack of knowledge of joining process to the staffing partners. 2. Updating of the internal database 3. Lac of Pro-activeness 4. Repeated interviews of the same candidate. 5. Time required for the hiring process. 6. Limited sources of resumes

TRAINING AND DEVELOPMENT PROCESS

The HR department having a calendar of training and development which showing thesch edu le of givin g t ra in in g, HR d epa rtment give s va riou s t yp es of HR a s we ll a stechnical training to their workers and new recruiters.Training Menus: this menu showing that all the new recruiters require somefixed training which are already in training menu. Th is o rgan izat ion in vite rs E xte rna l a s we l l as Int e rna l f acu lt y an d give seminar to new recruiters as well as existing trainees about companys system and how to improve productivity and skills to achieve organizations goals as well as individuals goals. The trainees have to filled a form of feedback and evaluation form as well as suggestion form and submit it to HR manager. they give following type of trainings 1) on the jobtraining i)induction program (3days) ii) job instruction 2) off the jobtraining a) seminars b)lectures c)workshops d)presentation e)physical visit

COMPENSATION, PERFORMANCE APPRAISAL, STRATEGIC PAY PLANS AND FINANCIAL INCENTIVES

Performance Appraisal Policy Performance Appraisal may be understood as the assessment of a n i n d i v i d u a l pe rf orman ce in a syst emat ic wa y the pe rfo rman ce be in g me a su red a ga in st su chfactors as job knowledge, quality of output initiative, leadership, ability supervision,dependability co-operation, judgment health and the likePerformance appraisal may be understood as the assessment of an individuals performance in a systematic The term performance appraisal refers to the formal procedure used inworking organization to evaluate the personalitys contribution and potential of group members.Del Yoder Performance Appraisal is the process through which an individual employees behavior and performance over a fixed time period is measured and evaluated. It

issystematic and objective way of finding the relative worth or ability of an employee in performing the task. It helps to identify those who are performing their tasks well for those who are not and also indicates the reasons for such performance. Use of Appraisal System It provides information of paramount importance/ assistance in makingdecisions such as promotion, additional charge etc. As such, through the system,ability of an individual can be recognized.Every employee wants to know how he is performing on the job and what hissuperiors feel about his performance. Performance appraisal plays a very importantrole to meet this requirement of the employee through feed-back system.The system helps considering employees suitability for different types of assignments,transfer and placement. Appraisals Report written objectively can reduce grievancesand develop better relationship.Keeping in view its various uses in relation to the development needs of theemployees, the Appraisal System of SUZLON is being revised and developed fromtime to time. The main features of the existing system are as under: compensation Wage & Salary Administration refers to the establishment and implementation of sound policies and practices of employee compensation. G e n e r a l l y , t h e remuneration paid to the workers known as wage while the payment made to office staff known as salary. Wage is the remuneration paid for service of labour in production, skilled and unskilled person or employer, worker technicians. Salary refers to the monthly paid to clerical administrative and professional employees. A sound wage & salary administration tries to achieve these objectives: 1. For Employees: Employees are paid according to requirement of their job. This e liminates inequalities. The changes of favoritism are greatly minimized. Employees morale & motivation are increased because wage programcan be explained & based upon facts. 2. For Employer:

A wage & salary Administration reduces the likelihood of friction &grievance over wage inequities. It enhances an employees morale & motivation because adequate and fairly administered wage are basic to his wants and needs. It attracts qualified employees ensuring an adequate payment.

CAREER PLANNING AND SUCCESSION PLANNING Career planning system in Suzlon ensures that we develop people of the right caliber to meet present and future needs of the organization. It is an essential ingredient for succession planning. The mandatory factors to be considered prior to career planning are The organizations long and short-term plans Manpo we r sk ills re quire d t o wa rds imp leme ntat io n of t he se plans Attrition rate of employees with high potential, above average a n d average caliber Rec ru itm ent th rough inte rn al and e xte rna l so u rce s a t a ll le ve ls and it sratio as appropriate to the organization The number of people to be recruited and trained every year.

OTHER INITIATIVES CORPORATE SOCIAL RESPONSIBILITY (CSR) Suzlon's CSR starts from within the company, engaging employees in internal projects, expanding to neighbouring communities and goes beyond business boundaries to benefit the society at large. The Suzlon Group has entrusted the Suzlon Foundation with the responsibility to facilitate CSRacross all the functions and locations. Transformative CSR interventions focus on raising the bar of ethical business standards. In 2009-10, CSR was actively involved in the followinginitiatives;

Inclusion of key polices (for Prevention of Sexual Harassment, promoting diversity at workforce, HIV AIDS, Occupational health and safety). Integrating Corporate Citizenship in driving culture change management among the employees in Head Quarter. Facilitating 6 public hearings before setting up wind farms in Rajasthan and Maharashtra, wherein Suzlon engaged and responded to anxieties of advocates of community rights. Conducting transparent, multi stakeholder consultations in governance of CSR through active state level CSR councils Minimizing waste in manufacturing units by training of casual labour and initiating recycling of plastic waste in packaging. Giving priority to local vendors in consumable and food supplies to canteens. Composting kitchen and bio waste as garden manure. Channelizing voluntary social work by 1430 employees who contributed 2960 person days for a range of socially and environmentally beneficial activities. Donation of over 2500 blood bottles by employees across Suzlon in India. Setting up a process by which employees contribute to CSR activities. Responsive CSR Suzlon Foundation (SF) has supported 125 different projects with 32 Civil Society Organizations and collaborated with 13 Government departments.90% of the Suzlon locations in India are covered by CSR programs. Here is a gist of how CSR programs are strategically designed to enhance the resources around the business locations to contribute towardsachievement of Millennium Development Goals (MDGs).

Proactive CSR In 2009-10 Suzlon supported rescue and rehabilitation in two major disasters - floods in Gujarat and Karnataka. The rescue operation supported by Suzlon reached out to over a 1000 families. The rehabilitation work in Bihar flood affected areas started in 2007 was concluded this year in 35 villages for livestock health care. This initiative was supported by employee donations. Another important Proactive CSR initiative started in 2009-10 was supporting network of Climate Change Combating in South India. It consists of over200 NGOs who will be integrated a concrete actions to help vulnerable sections of society cope better with climate changes. Enhancing Local Community's Financial Resources Promotion of sustainable agriculture practices. Forming and linking women's savings, credit groups and micro enterprises to banks (SHGs). Product development and marketing support to indigenous artisans.

Conserving and Enhancing Natural Resources in Business Surrounding Soil and water conservation on wind farm lands. Rain harvesting and recharging of ground water. Plantation of local tree species to increase green cover and biomass. Promotion of natural farming and eco friendly enterprises. Strengthening Social Capital

Forming and strengthening of Community Based Organizations (CBOs). Empowering women through Self Help Groups (SHGs). Gender sensitization for women's empowerment. Influencing Health Behaviour Change. Enhancing Human Resources Imparting functional literacy to rural women. Providing quality teaching material in primary schools. Giving technical training to youths to increase employability. Giving life skill education to children especially those out of school. Availing quality medical treatment. Improving Physical Resources Reviving drinking water sources. Improving village sanitation. Decentralized health clinics. Rural (solar) electrification. Livestock health care services and fertility treatment to increase productivity.

Você também pode gostar