SUMMER TRAINING PROJECT REPORT ON

RECRUITMENT & SELECTION

At Bhushan Steel Limited (GZB.)

UNDER THE GUIDANCE OF: MR. ROHIT SINGH HR OFFICER

SUBMITTED BY: SOMIYA GUPTA BBA 5TH SEM

Submitted in Partial Fullfiment of the Requirement of BBA Program BANARSIDAS CHANDIWALA INSTITUTE OF PROFESSIONAL STUDIES

Summer Training Report On Recruitment and selection Completed In Bhushan Steel Ltd. Submitted In Partial Fulfillment Of the Requirement Of Bachelor of Business Administration

Training Supervisor Name: Mr. Devinder Sharma Designation: Associate Professor

Submitted By Name of the student: Ms. Somiya Gupta ENRNo./Batch: 00950501710/2010-13

Submitted To: Banarsidas Chandiwala Institute of Professional Studies, Dwarka, New Delhi (Affiliated to Guru Gobind Singh Indraprastha University)

ACKOWLEGEMENT

I take this golden opportunity to my express my gratitude for providing me opportunity to undertake my summer training.

I am deeply thankful to my summer training guide Mr. ROHIT SINGH (HR Officer).

I would also like to thank my faculty guide Assistant Prof. Mr. Devinder Sharma for his guidance and supervision of this report.

Without their guidance and supervision this project would not be a success.

At last but not the least, I would like to thank my parents for strength and encouragement they gave for the project and to be with me.

SOMIYA GUPTA

Executive summary

INTRODUCTION TO RECRUITMENT & SELECTION

Human resources are a term used to describe the individuals who comprise the workforce of an organization. The use of the term 'human resources' by organizations to describe the workforce capacity available to devote to the achievement of its strategies has drawn upon concepts developed in Organizational Psychology. The human resources are the most important assets of an organization. The success or failure of an organization is largely dependent on the caliber of the people working therein. Without positive and creative contributions from people, organizations cannot progress and prosper. In order to achieve the goals or the activities of an organization, therefore, they need to recruit people with requisite skills, qualifications and experience. While doing so, they have to keep the present as well as the future requirements of the organization in mind.

Recruitment is distinct from Employment and Selection. Once the required number and kind of human resources are determined, the management has to find the places where the required human resources are/will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term Recruitment for employment. These two are not one and the same. Recruitment is only one of the steps in the entire employment process. Some others use the term recruitment for selection. These are not the same either. Technically speaking, the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for jobs in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates attracted (i.e., recruited). Recruitment activities need to be responsive to the everincreasingly competitive market to secure suitably qualified and capable recruits at all levels. To be effective these initiatives need to include how and when to source the best recruits internally or externally. Selection may be defined as the process by which the organization chooses from among the applicants, those people whom they feel would best meet the job requirement, considering current environmental condition.

DEFINITIONS OF RECRUITMENT Placing the RIGHT PERSON in RIGHT PLACE at RIGHT TIME. Recruitment is defined as, a process to discover the sources of manpower to meet the requirements of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. ACCORDING TO DESSLER: Recruitment means finding and/ or attracting a fairly large number of well-qualified applicants for the employers open position.

ACCORDING TO PHILIPPO: Recruitment is the process of searching for prospective employees and stimulating and encouraging them to apply for jobs in an organization.

Recruitment is a linking activity as it brings together those with jobs(employer) and those seeking jobs (prospective employees).It is a positive function as its seeks to develop a pool of eligible person from which more suitable ones can be selected. The basic purpose of recruitment is to locate the sources of the people required to meet job requirement and attracting such people to offer themselves employment in the organization. Recruitment is an important function as it makes it possible to acquire the numbers and the types of persons necessary for the continued functioning of the organization. Careful recruitment of the employees in India is important because the
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chance of mismatching the job and the person is greater. Recruitment is a two way process which includes recruiter and recruitee . Just as the recruiter has a choice whom to recruit or not, similarly the prospective employee can choose for which organization to apply for a job

Recruitment and selection aims to search the potential candidate to strengthen manpower in BSL. Manpower requirements due to resignations, retirements, deaths, or manpower arises due to new projects. First HR checks its internal resources to fill the gap with approval from management after HOD checks.

PURPOSE AND IMPORTANCE OF RECRUITMENT

The basic purpose of recruitment is to locate the sources of people required for jobs. Specifically, the purposes are to:

Recruitment determines the present and future human resources requirements of the organization in conjunction in conjunction with human resource planning activities and job analysis activities.

It helps to increase the pool of potential personnel and the organisation has a number of options to choose from.

It helps in increasing the success rate of the selection process by filtering the number of under qualified or overqualified job applicants.

It reduces the probability that applicants, once selected and made available to the organization, leave it after a short period of time.
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It helps in evaluating the effectiveness of various recruitment techniques and sources of recruitment. RECRUITMENT PROCESS

Recruitment is a process of consisting of various activities, through which search of prospective personnel-both in quality and quantity-as indicated by human resource planning and job description and job satisfaction is made. This process includes recruitment planning, identification of recruitment sources, contracting those sources, and receiving applications from prospective employees. These applications are, then, passed to selection process.

Recruitment planning

Recruitment process starts with its planning which involves the determination of number of applicants and type of applicants to be contacted.

Number of contacts Organizations, generally, plan to attract more applicants than what they intend to select as they wish to have option in selecting the right candidates. This option is required because some of the candidates may not be interested in joining the
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organization; some of them may not meet the criteria of selection. Therefore, each time a recruitment programme is contemplated, the organization has to plan about the number of applications it should receive in order to fulfill all its vacancies with right personnel. The number of applicants is determined by yield ratio (YR) which expresses the relationship of applicant inputs to outputs at various decision points.

Type of contact This refers to the type of personnel to be informed about the job openings based on job description and job specification. This determines how the prospective personnel may be communicated about the job openings. For example, if an organisation requires unskilled workers, mere putting the requirement notice on the factory gates may be sufficient. If it requires qualified and experienced managers, perhaps, it may go for advertising in national newspapers.

Sources of recruitment

After the finalization of recruitment plan indicating the number and type of prospective candidates, they must be attracted to offer themselves for consideration to their employment. This necessitates the identification of sources from which these candidates can be attracted. Normally for an on-going organization, there are two sources of supply of manpower: internal and external. Each of these are sources has its own merits and demerits. Therefore, both sources are to be tapped in varying proportion.

Basically, there are two main sources of recruitment commonly divided under two heads: Internal Source They include those who are already on the pay-roll of the organization and those who served the organization in the past (but quit voluntary or due to
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retrenchment) and would like to return if the organization likes to re-employ. There is merit in looking for int4ernal resources since they provide opportunities for better deployment and utilization of existing human resources through planned placements and transfers or to motivate people through planned promotions and career development where vacancies exists in higher grades. The law provides preferences to retrenched employees when vacancies arise in future.

External Sources

External sources lie

outside an organization. Entry level jobs are usually filled by new entrants from outside. Also in the following circumstances organizations may resort to outside sources: (a) when suitably qualified people are not available; (b) when the organization feels it necessary to inject new blood into it for fresh ideas, initiatives, etc.; (c) when it is diversifying into new avenues; and (d) when it is merging with another organization. Here the organization can have the services of : (a) employees working in other organizations; (b) job aspirants registered with employment exchange; (c) students from reputed educational institutions; (d) candidates forwarded by search firms and contractors; (e) candidates responding to the advertisements, issued by the organization; and (f) unsolicited applications/walk-ins.

Methods of contacting sources

After the finalization of sources from where the prospective candidates will be selected, the process of contracting these sources starts. Recruitment is a two-way street; it involves recruiter and recruit. A recruiter has the choice of whom to recruit based on the various information about the candidates. In same way, a recruit must have information about the organization to decide whether to join it or not. Therefore, before making the contact with the sources, particularly the external ones, the organization must decide the

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information which must be shared with the candidates. There are two techniques for providing information: realistic job preview and job compatibility questionnaire.

Realistic Job Preview Realistic Job Preview (RJP) provides complete job information, both positive and negative, to the applicants with a view to help them to evaluate the compatibility between the job and themselves kin arriving at a decision to offer themselves for the employment or not. RJP helps the candidates to decide whether they should participate in the future processes of selectionselection tests, interviews, etc.-or withdraw themselves at the initial process. RJP is more popular in campus recruitment as in this process; a recruiter makes contact with a number of recruited at a time.

Job Compatibility Questionnaire Job Compatibility Questionnaire (JCQ) has been developed to determine the compatibility or match between the job characteristics and the applicants preferences for the job. A JCQ contains information in the question form on all those aspects of the job which have a bearing on job performance, job satisfaction, absenteeism and personnel turnover. The items included in JCQ cover job requirements, physical work environment, customer characteristics, peer characteristics, leader characteristics, compensation preferences, and promotional preferences. Respondents (prospective candidates) are asked to indicate the extent to which each JCQ item is descriptive to their expectations from the job. The analysis of various questions indicates the degree of match between job characteristics and job expectations of the candidates. After deciding the type of information to be shared with the prospective candidates, the process of contacting those candidates begins.

Methods or techniques of recruitment

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The following are the most commonly used methods of recruiting people: Internal Methods Promotions and transfers This is a method of filling vacancies from within through transfer and promotions. A transfer is an internal movement within the same grade, from job to another. It may lead changes in duties and responsibilities, working conditions, etc. but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher level position accompanied by (usually) changes in duties, responsibilities, status, and value. Job Posting Job posting is another way of hiring people from within. In this method, the organization publicizes job openings on bulletin boards, electronic media and similar outlets. Employee Referrals Employee referral (also known as word of mouth advertising) means using personal contacts to locate job opportunities. It is a recommendation from current employee regarding a job applicant. The logic behind employee referral is that it takes one to know one.

Direct Method Campus Recruitment It is a method of recruiting by visiting and participating in college campuses and their placement sell. Here the recruiters visit reputed institutions, colleges
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and universities with a view to pick up job aspirants having requisite technical or professional skills. Campus recruiting helps a company in reaching out to a large number of qualified job seekers in a short period of time and at a single location. The hiring process could be completed quickly, with timely help and administrative support from partnering institutions. Further, campus recruiting is moderate in terms of cost.

Job Fairs Job fairs are kind of variant of campus recruitment in which there is a centralized recruitment programme of various institutions in large cities and surrounding areas. In this case, either a participating institution or an independent institution acts as host. In such a programme, prospective students have to pay a nominal fee of Rs. 100- 200 per head to meet out the expenses. Companies intending to participate in such a programme are fixed in advance on the basis of the placement brochures of various institutions. Rest of the process of recruitment is carried out as discussed in campus recruitment process. This method has one advantage-in that a company is able to meet the students of a number of institutions in a single campus.

Indirect Method Advertisement These include advertisements in newspapers; trade, professional and technical journals; radio and television; etc. in recent times. The ads
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generally give a brief outline of the job responsibilities, compensation package, prospects in the organizations, etc. this method is appropriate when (a) The organization intends to reach a large target group. (b) The organization wants a fair good number of talented people- who are geographically spread out. To apply for the advertised agencies there are wide variety of alternatives available to a company as far as ads are concerned.

News paper Ads Here its easy to place job ads without much of a lead time. It has

Flexibility in terms of information and can conveniently target a Specific geographic location.

Television and Radio Ads These ads are more likely to reach individuals who are not actively

Seeking employment; they are likely to stand out distinctly, they Help the organization to target the audience more selectively and They offer considerable scope for designing ads creatively.

Some factors affecting design of ads are:

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Image of the organization Choice of media Prediction of target market Nature of job Employers Trade Associations/ Clubs Meetings, conferences, seminars, and other social functions of employees trade associations/ clubs are yet another means of locating suitable hands.

Professional Associations Meetings, conferences, seminars, and other social functions of social professional associations/ bodies of major professionals like doctors, Engineers, Auditors, chartered Accounts and managers also provide ample opportunity to locate candidates for technical, scientific and managerial cadre vacancies.

Third Party Method

Private Employment Search Firms A search firm is a private employment agency that maintains computerised list of qualified applicants and supplies these to employers willing to hire people from a list for a fee.

Employment Exchanges Public employment exchanges, or simply known as employment exchanges, have been set by government all over the country in deference to provisions of Employment Exchanges (Compulsory Notification of Vacancies) Act of 1959.
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The Act requires that all industrial undertakings must notify their vacancies up to supervisory levels to employment exchange concerned before these vacancies are filled-up. The job seekers get themselves registered with the employment exchanges. The major role of the employment exchanges is to find a match between jobs notified by various industrial undertakings and the job seekers, and to inform the job seekers accordingly. Thus, an employment exchange acts as a link between employers and job seekers.

Gate Hiring and Contactors The concept of gate hiring is to select people who approach on their own for employment in the organization. This happens mostly in the case of unskilled and semi-skilled workers. Gate hiring is quite useful and convenient method at the initial stage of the organization when large number of such people may be required by the organization. Labour contractors supply labourers, particularly the unskilled ones, by charging a nominal fee per worker. These labourers may be appointed for certain specified period as casual workers in an organization.

Unsolicited Applicants/Walk-ins Companies generally receive unsolicited applications from job seekers at various points of time. The number of such applications depends on economic conditions, the image of the company and job seekers perception of the type of jobs that might be available etc. Such applicants are generally kept in data bank and whenever a suitable vacancy arises, the company would intimate the candidate to apply through a formal channel.

Internet Recruiting The website offers a fast, convenient and cost effective means for job applicants to submit their resume through the internet. There are variety of websites
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available- in addition to a companys own website- where applicants can submit their resumes and potential employers can check for qualified applicants (such as (i) www.jobsahead.com (ii) www.headhunters.com (iii) www.naukri.com (iv) www.monsterindia.com (v) www.mafoi.com (vi) www.adcconsultants.net (vii) www.datamaticsstaffing.com(viii) www.timesjobs.com etc.). Application Pool

Whatever the method of recruitment is adopted, the ultimate objective is to attract as many candidates as possible so as to have flexibility in selection. When the sources of recruitment are contracted, the organization receives applications from prospective candidates. The number of applications depends on the type of organization, the type of jobs, and the conditions in specific human resource market.

Evaluation and Control of Recruitment

Evaluation and control of recruitment programme is the last stage of a recruitment process. In any process, evaluation and control is required to ensure that the process has gone well in the light of its stated objectives and costs. The post- action evaluation of a recruitment programme has important implications for further recruitment programmes. While the basic objective of recruitment is to attract maximum number of suitable applicants, the costs of recruitment are on the following items. Cost of salary and other perquisites of recruiters. Management and professional time spent on preparing job descriptions, job specifications, advertisements, agency liaison, etc. Cost of advertisement or other recruitment methods such as cost of campus recruitment, consultants fee, etc. Cost of producing supporting literature. Recruitment overheads and administrative expenses.

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Cost of overtime and outsourcing while the vacancies remain unfilled. Cost of recruiting unsuitable candidates for the selection process.

The total recruitment programme should be evaluated in the light of its objective and costs involved. For this purpose, various qualitative and quantitative criteria can be developed to measure the effectiveness of a recruitment programme. Such criteria may be the following nature: Type of organizational image that has been created in the minds of prospective candidates. Number of applications received. Number of applicants rejected at different stages of recruitment and selection process. Ratio of candidates selected and rejected. Ratio of candidate selected and candidates joined. Number of candidates joined and candidates retained over a period time, say six months or one year.

SELECTION

Selection is the most crucial stage in the process of acquiring human resources in an organization. After building the application pool through the process of recruitment, next step is the selection of the personnel who can fit the overall job requirements in the light of job description, role analysis, and job specification.

Definition To select means to choose. Selection is the process of picking individuals who have relevant qualifications to fill jobs in an organization. The basic purpose is to choose the
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individual who can most successfully perform the job, from the pool of qualified candidates. According to Stone Selection is the process of differentiating between applicants in order to identify (and hire) those with a greater likelihood of success in a job.

Selection is the process of examining the applicants with regard to their suitability for the given jobs or jobs, and choosing the best from the suitable from the suitable candidates and rejecting the others. Thus, selection is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidate.

Purpose The purpose of selection is to pick up the most suitable candidate who would best meet the requirements of the job and the organization in other words, to find out which job applicant will be successful, if hired. The needs of job are matched with the profile of candidates. The most suitable person is then picked up after eliminating the less suitable applicants through successive stages of selection process. How well an employee is matched to a job is very important because it directly affects the amount and quality of the employees work. Any mismatch in this regard can cost an organization a great deal in terms of money, time and trouble, especially, by way of training and operating costs. In course of time, the employee may find the job distasteful and in frustration. He may even circulate hot news and juicy bits of negative information about the company, causing incalculable harm in the long run.Effective selection, therefore, demands constant monitoring of the fit between person and job.

SELECTION PROCESS

Selection is usually a series of hurdles or steps. The basic idea is to solicit maximum possible information about the candidates to ascertain their suitability for
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employment. Since the type of information required for various positions may vary, it is possible that selection process may have different steps for various positions. So, a standard selection process has the following steps:

Reception A company is known by the people it employs. In order to attract people with talent, skills and experience, a company has to create a favorable impression
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on the applicants right from the stage of reception. Whoever meets the applicant initially should be tactful and able to extend help in a friendly and courteous way. Employment possibilities must be presented honestly and clearly. If no jobs are available at that point of time, the applicant may be asked to contact the HR department after a suitable period of time has elapsed. Screening Interview A preliminary interview is generally planned by large organisations to cut the costs of selection by allowing only eligible candidates to go through the further stages in selection. If the HR department finds the candidate suitable, a prescribed application form is given to the applicants to fill and submit. Application Blanks Application blank or form is one of the most common methods used to collect information on various aspects of the applicants academic, social, demographic, work-related background and references. It is a brief history sheet of an employees background, usually containing the following things: Personal data (address, sex, identification marks) Marital data (single or married, children, dependents) Physical data (height, weight, health condition) Employment data (past experience, promotions, nature of duties, reasons of leaving previous jobs, salary drawn, etc.) Extracurricular activities (sports/games, NSS, NCC, prizes won, leisuretime activities) References (names of two or more people who certify the suitability of an applicant to the advertised position) Selection Tests

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Tests are important device used in the selection of the candidates. A test is designed to measure such skills and abilities in a worker as are found by job analysis to be essential for successful job performance. A test is a instrument designed to measure selected psychological factors. It can be defined as: According to Monappa and Saiyadain, Psychological tests are an objective and standardized measure of a sample of behavior.

Types of Tests Some of the employment tests are as follows:

Intelligence tests

These are mental ability tests. It tries to measure the level of intelligence of a candidate. This test generally includes verbal comprehension, word fluency, memory, inductive reasoning, number facility, speed of perception, spatial visualization, etc. The scores on the test are usually expressed numerically as Intelligence Quotient (IQ) which can be calculated as follows: IQ = Mental age/Actual age X 100 It means that the IQ is derived by converting actual age into mental age and multiplying it by 100 in order to facilitate comparison. Higher is the figure, higher is the level of intelligence. The basic idea behind intelligence test is that if the organization is able to get people with higher intelligence, its training and learning process will be easier because intelligent employees learn faster than dull employees.

Aptitude tests
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Aptitude test measure an individuals potential to learn certain skills clerical, mechanical, mathematical, etc. These tests indicate whether or not an individual has the ability to learn a given job quickly and efficiently. Aptitude tests, unfortunately, do not measure on-the-job motivation. That is why the aptitude test is administered in combination with other tests, like intelligence and personality tests. Personality tests

These tests probe deeply to discover clues to an individuals value system, his emotional reactions and maturity and characteristic mood. They expressed in such traits like self-confidence, tact, emotional control, optimism, decisiveness, sociability, conformity, objectivity, patience, fear, distrust, initiative, judgment, dominance or submission, impulsiveness, sympathy, integrity, stability and self-confidence. Achievement tests

It is also called performance tests or trade test. Achievement is concerned with what one has accomplished. When candidates claim that they have done certain things and know these, the achievement test may be conducted to measured how well the candidates know these. A candidates knowledge may be measured through his answers to certain questions or his performance at a practical test. Ability test

The general meaning of ability is to have quality or being able to do a work. Ability of a person constitutes his intelligence (capacity to think abstractly), skills (proficiency required to use the knowledge to do a work), and aptitudes (potential abilities that have not been fully developed or applied). Simulation tests

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This test evaluates a candidate in a similar real life situation. In this test, the candidate is asked to cope with the situation or solve critical situations of the job.

Selection Interview The interview is a selection technique which enables the employer to view the total individual and directly appraise him and his behaviour. It is a method by which an idea about an applicants personality (including his intelligence, breadth of interest, and general attitudes towards life) can be obtained by faceto-face contact. An interview is an attempt to secure maximum amount of information from the candidate concerning his suitability for the job under consideration.

Types of Interview Several types of interviews are commonly used depending on the nature and importance of the position to be filled within an organization.

Non-directive or Unstructured Interview In a non-directive interview the recruiter ask questions as they come to mind. There is no specific format to be followed. The questions can take any direction. The unstructured interview can have deep insight of a candidate if the interviews have requisite skills to probe insight.

Directive or Structured Interview In the directive interview, the recruiter uses a predetermined set of questions that are clearly job related. Since every applicant is asked the same questions, comparison among applicants can be made easily. Structured questions improve the reliability of the interview process, eliminate biases and errors and may even enhance the ability of a company to withstand legal challenge.
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Situational Interview One variation of structured interview is known as the situational interview. In this approach, the applicant is confronted with a hypothetical incident and asked how he or she would respond to it. The applicants response is then evaluated relative to pre-established benchmark standards.

Behavioural Interview The behavioural interview focuses on actual work incidents (as against hypothetical situations in the situational interview) in the applicants past. The applicant is supposed to reveal what he or she did in a given situation.

Stress Interview The basic objective of stress interview is to find out how the candidate behaves in stressful situation. In stress interview, the interviewers create stressful situation for the candidate. The basic idea is to annoy, embarrass and frustrate him deliberately. Stress interview is more relevant for evaluating candidates who are required to work under stressful constantly.

Panel Interview In a panel interview, the applicant meet with three to five interviewers who take turns asking questions. After the interview, the interviewers pool their observations to arrive at a consensus about the suitability of the applicant. The panel members can ask new and incisive questions based on their expertise and experience and elicit deeper and more meaningful responses from candidates. Such an interview could also limit the impact of the personal biases of any individual interviewer.

Medical Examination

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Certain jobs require usual stamina, strength or tolerance of hard working conditions. A physical examination reveals whether or not a candidate possesses these qualities. It brings out deficiencies, not as a basis of rejection but as a positive aid to selection placement and as indicating restrictions on his transfer to other positions. Reference Checks Many employers request names, addresses, and telephone numbers or references for the purpose of verifying information and, perhaps, gaining additional background information on an applicant. The usual referees may be previous employers, persons associated with the educational institutions from where the candidates have received education, or ability. Reference checks serves two important purposes: One purpose is to gain insight about the potential employee from the people who have had previous experience with him or her. The second purpose for reference checks is to assess the potential success of a prospect.

Hiring Decision The employment is offered to those applicants who have crossed all the hurdles which come across in the way of selection process. The offer of employment is made through a letter of appointment. Such a letter generally contains a date by which the appointee must report on duty. When the job is offered and the candidates accept the offer, certain documents need to be executed by the employer and the candidate. One such document is the attestation form, which contains certain vital details about the candidate, which are authenticated and attested by him/her. Attestation form is a valid for future reference.
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There is also a need for preparing a contract of employment. The basic information that should be included in a written contract of employment will vary accordingly to the level of the job, like: Job title, Duties. Hours of work, Holiday arrangements, Sickness leave, payment, Rate of pay, allowances, overtime, method of payment, shift rates, Data when continuous employment starts and the basis for calculating service, Grievance procedure, etc. Great care is taken to draft the contract forms. After all the formalities are completed, the candidates are placed on their jobs initially on probation basis for one to two years. After satisfaction

performance during this period, the candidate is finally confirmed in the job on permanent basis or regularized. Induction The final step of procurement is orientation or socializing or induction. The newly selected personnel are introduced to their environment, working procedure. They are also informed about their seniors, i.e. whom they have to report to, whom to give instructions and orders i.e. their subordinates, their peer group or co- workers. He is also made aware of the rules and regulations practiced in the organization.

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DIFFERENCE BETWEEN RECRUITMENT & SELECTION

S.No 1. 2.

RECRUITMENT It is the first step. Identifies manpower. the sources

SELECTION It comes after recruitment. of It chooses the best out of it.

3.

It is positive in nature as it It is negative in nature as it converts the increases applicants. the number of large number of applicants into few. It involves comparison and choice of candidates.

4.

It involves the searching.

OBJECTIVE OF THE PROJECT

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I have undertaken the project effectiveness of recruitment and selection process. It is under the study

Recruitment and selection at Bhushan to access the effectiveness suggestion to improve it.

Also comparative study of BSL with other organisation with same profile of recruitment process.

Job satisfaction, job enlargement, job enrichment at BSL.

Performance appraisal of BSL employees.

The main objective is to select right sort of candidate among candidates to right type of job at right time to reduce the cost of employment, loss occurred due to errors made by employees which are not appropriate to corresponding job. In each and every organisation recruitment and selection are main duties of its human being who make the organisation on the basis of human. Organisation can run in corporate world. Apart from these each and every employees of BSL are very much satisfied with job enrichment, enlargement and performance appraisal, etc. to know whether according to their pre- determined duties and responsibility and also the work done by the personnel director is very critical. It may cause loss or profit to company as it is very delicate and recruit and improvise of an employee and further give him training and development.

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CHAIRMANS SPEECH

As one of the leading initiators in technological revolution in the steel industry, BSL equipment and machinery are well complimented by its people and continue to create benchmark for industry. B.B. Singhal Chairman

BSL is in the process of setting of the most advance HR rolling plant of the world in Orissa.

The construction of the first phase is being carried out with speed and nearing of completion to gather with its state of the art of cold rolling plant at Sahibabad and Khopoli.
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The company is well established industry. It has recently launched Galume (zinc and aluminum coated) sheets for the first time in India.

BSL is constantly exporting to USA, Europe, Canada, Africa, China, Middle East, and Asian market and is looking ahead steadily defining the future of steel day by day.

COMPANY PROFILE

Our mission is to grow our company by providing innovative strong and high performance products and solutions to meet our global customer needs.

Company was established in 1982 by name of Jawahar Metal Ltd.

But in 1992 known as Bhushan Steel & Strips Ltd. (BSS)

In 2007 known as Bhushan Steel Ltd. (BSL)

Chairman Mr. Brij Bhushan Singhal Vice-chairman Mrs. Ritu Singhal Managing Director Mr. Neeraj Singhal

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A part from these, there are sixteen branches in India situated at:

1. 4. 7.

Ahemedabad Aurangabad Mumbai

2. Gurgaon 5. Kanpur 8. Chennai 11. Hyderabad 14. Indore

3. Jaipur 6. Bangalore 9. Panchkula 12. Pune 15.Varanasi

10. Coimbatore 13. Guwahati 16. Jammu

CORPORATE OFFICE OF BSL

BHUSHAN STEEL LIMITED F-Block, 1st Floor, International Trade Tower, Nehru Place, New Delhi-110019, India Tel: +91.11.6462373 Fax: +91.11.6478750 E-mail: bssl@mantraonline.com WORKS OF BSL

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 WORKS & MARKETING OFFICE- SAHIBABAD BHUSHAN STEEL LIMITED 23, Site 4, Sahibabad, Industrial Area, Disst. Gaziabad- 201010 India Tel: +91.120.2770601-08 Fax: +91.120.2770509, 2773601, 2773602 E-mail: bsslbd@bhushan-group.org WORKS- KHAPOLI Village: Nifan, Sarvoli, Kharpada Road, Taluka- Khalapur Near Khapoli, Disst: Raigad-410203 (Maharastra) India Tel: +91.2219. 274263, 274294, 274296 Fax: +91.2219. 274292, 274293 E-mail: bsslkhp@bhushan-steel.com

WORKS- DHENKANAL Narendrapur P.O- Shibapur, Meramanadali Disst.- Dhenkanal- 759121 Tel: 06764- 229850 Fax: 06764- 22886, 229853

ABOUT THE GROUP

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Bhushan Steel Ltd formerly known as Bhushan Steel & Strips Ltd. is a globally renowned one of the leading prominent player in Steel Industry. Backed by more than two decades, of experience in Steel making, Bhushan Steel is now Indias 3rd largest Secondary Steel Producer company with an existing steel production capacity of 2 million tones per annums (approx.). Given a vibrant Steel industry dynamics in India, we are on a course to become a fully Integrated Steel & Power Company with market leading offerings in value added Steel in Automotive and White Good Segment with the quality been approved by ISO 9002 and QS 9000. Bhushan Steel Ltd formerly known as Bhushan Steel & Strips Ltd. is a globally renowned one of the leading prominent player in Steel Industry. Backed by more than two decades, of experience in Steel making, Bhushan Steel is now Indias 3rd largest Secondary Steel Producer company with an existing steel production capacity of 2 million tones per annums (approx.). Given a vibrant Steel industry dynamics in India, we are on a course to become a fully Integrated Steel & Power Company with market leading offerings in value added Steel in Automotive and White Good Segment with the quality been approved by ISO 9002 and QS 9000. It was the vision of the founder; Brij Bhushan Singal, that the first stake was driven into the soil of Sahibabad (Uttar Pradesh) in 1987. His vision helped BSL overcome several periods of adversity and strive to improve against all odds. The company is centralized source for wide variety of products such as Annealed, Galvanized, High Tensile Steel Strapping, Corrugated Sheets, Galume Sheets and Coils, Hardened & Tempered Steel Strips , Billets, Sponge Iron and Precision Tubes. Manufactured in its various plants. BSL has the distinction of being the only producer In India of the widest width CR Sheet, besides being a preferred supplier of automotive grade steel sheets for inner and outer panels to all leading 4-wheeler and 2-wheeler manufacturers in the country. The company has three manufacturing units in the state of -Uttar Pradesh (Sahibabad Unit)
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-Maharashtra (Khapoli Unit) -Orissa (Meramandali Unit)

Sahibabad Plant: The Sahibabad plant was commissioned in 1987, giving a tremendous volume thrust to the production capacity of Bhushan Steel Ltd. with a production of 4, 75,000 MT per annum. The plant compromises the products such as Cold Rolled Coil, Cold Rolled Sheet, Corrugated Sheet, Galvanized Coil And Sheet. Khopoli Plant: The Khopoli plant, commissioned in 2004 has been playing a remarkable role not only in the growth of exports, but in the production of a much wider variety of value added steel like Cold Rolled Coil And Sheet, Corrugated Sheet, Galvanized Coil And Sheet, Hardened And Tempered Coil, Precision Tubes, High Tensile Steel Strapping, Color Coated Sheet, Galume Coil & Galume Sheet. The production capacity of the Khopoli plant is 4,25,000 MT per annum. Meramandali Plant: BSL is currently implementing a backward integration project to set up an integrated steel plant of 2.3 MTPA capacity at Meramandali, district Dhenkanal, Orissa to manufacture Hot Rolled (HR) coils (which is the key raw material for its existing operations) / billets, so as to guard against future increase in prices / possible shortages of HR coils for its cold rolling facilities. The steel plant is being implemented through Direct Reduced Iron (DRI) Blast Furnace (BF) Electric Arc Furnace (EAF). The steel plant will have the capacity to manufacture 2.0 MTPA of HR coils and 0.3 MTPA of billets and power generation capacity of 110 MW. The plant has introduced the new products Billets And Sponge Iron. The sales network of the company is distributed globally across many countries such Germany, Japan, China etc.
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VALUABLE CUSTOMERS

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Bhushan's products are being exported to China, Singapore, Malaysia, Hong Kong, Indonesia, Philippines, Dubai, Oman, Saudi Arabia, South Africa, Thailand, Korea, Myanmar, Sri Lanka, Nepal, Bangladesh, Vietnam, USA, Nepal, England, Belgium, Turkey, Angola, and a host of African countries. VISION
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The vision of involving into a totally steel production committed to achieve the highest standard of quality through cutting edge technology being realised at BSL.

The vision of total integration of BSL is a lot closer to realisation today. BSL through seamless backward integration is consolidating its position under entire steel production value added steel the company is searching ahead. Finally, the vision of BSL is to achieve sources from the latest technology from the leaders and in maintaining the global quality standards continuously upgrading the steel plants and efficiently implement projects within the schedule and budgets always meeting obligations on time and hence these are hallmarks of BSL.

MISSION

...Everything associated with the trademark of Bhushan steel reflects the companys position, leadership and quality At Bhushan Steel It is our endeavour to attain the highest level of customer satisfaction.

To attain the global best practice and best utilisation.

To provide uninterrupted quality and reality safe excellence and power to customers reliability.

To achieve excellence, safety, reliability to customers service.

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To constantly achieve high growth with high level of productivity.

To be technically driven and financially sound organisation.

To be a responsible corporate citizenship, nutrient human values and concern for the society, the environment and about our people.

To contribute to our community development and nation building.

To promote work culture that faster production, growth, team spirit and creativity to overcome challenges to attain goal.

To encourage ideas and value system.

POLICIES

BSL commits to produce CR and galvanised steel sheets of world class quality in a safe, healthy and clean environment by involving employees with continual improvements in system implementation, technological advancement, operational integration, prevention of pollution and hazards maintaining expectations of customers.

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Following are the certifications:

Quality system certification- ISO/ TS 16944:2002

Environment management system certification- ISO:14001:2004

Safety Management System Certification- OHAS:18001:2007

OHSAS It stands for Occupational Health Safety Assessment Series. BSL commits to produce cold rolled and galvanized steel sheets of world class quality in a safe, healthy and clean environment, technological advancement, operational integration, prevention of pollution and hazards maintaining legal compliances and satisfying needs and expectations of customer for safety management system.

HR POLICIES OF COMPANY

To develop the concept of my own organisation among the employees. To be firm and fare disciplinary. To provide them harmonious safe working condition, timely assistance, canteen, interest free loans, chilled water, etc. No organized trade union, worker grievances are taken care of properly. Take care of its employees in hardship at work and family level a feeling of togetherness is developed which elevated various problems. Educate and train employees to make them a feel a part of organisation. Regular trainings are permanent features of training and development activities. To provide insurance benefits to the employees
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To provide employees through reward and benefits. Take care of companies good hospitality services.

BOARD OF DIRECTORS

Mr. BrijBhushanSinghal Mr. NeerajSinghal Mr. SandeepBaksh Mr. Surya Naravana Mr. RavikantSrivastava Mr. V.K. Mehrotra Mr. Mohan Lal Mr. NitinJohari Mr. Rahul Sen Gupta

(Chairman) (Managing Director) (Non-Admin Director) (Nominee Director of LIC) (Director) (Director) (Director) (Director) (Whole Time Director Technical)

Mr. P.K. Agarwal

(Whole Time DirectorCommercial)

Mr. O.P. Daura

(Company Secretary)

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Auditors Mehra, Goel& Co. (Charted Accountants)

HIERARCHY IN BSL

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DEPARTMENTS AT BSL

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PRODUCTS OF BSL

The following are the products manufactured in BSL: Cold Rolled coils &sheets

Galvanized coils & sheets

Sponge Iron

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High Tensile Steel Strapping

Hardened &Tempered Steel Strips (HTSS)

Alloy Billets

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Color Coated Tiles

Color Coated Coils

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Drawn Tubes of OEM Trade Drawn tubes of original equipment manufacturer trade

BhushanGalume

BHUSHAN STEEL LIMITED SAHIBABAD

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Bhushan Steel Limited has recently successfully implemented SAP system at its Sahibabad works along with its sales outlets with the help of Siemens Information System Ltd. BSL commits to produce Cold Rolled & Galvanized steel Sheets of world class improvements in system implementation, technological advancement, operational integration, prevention of pollution and hazard maintaining.

PRODUCT MANUFACTURED AT SAHIBABAD PLANT Cold Rolled Coil Cold Rolled Sheet Galvanized Plane Coil Galvanized Plane Sheet Galvanized Corrugated Sheets

CURRENT CAPACITIES (TONNES PER ANNUM)

PRODUCTS Cold rolling Widest upto 1700mm Wider upto 1200mm Narrower upto 550mm

SAHIBABAD PLANT

3,50,000 1,00,000 25,000 4,75,000 2,25,000 -

Total Cold Rolling Galvanized Sheets Hardened & Tempered Strips

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Colour Coated Sheets Drawn/precision Tubes High Tensile Steel Strapping Alloy steel/Wire rods Service centre Captive power LEADERSHIP OF TECHNOLOGY COLD ROLLING MILL (CR MILL)

15,000 70,000 30,00,000 24MW

It is the widest mill (1700mm) for automobile appliances. It is universal crown control for better shape control and auto shape control are on both sides of the mill while the mill is running at 1200m/m. All these things have been brought first time in India. ELECTROLYTIC CLEANING LINE (ECL) It is for degreasing the strips before annealing. It helps in removing the oil completely and removes iron fines.

ACID PICKLING LINE Features are as follows: High speed turbulent pickling with five stage, effective cascade rinsing. To avoid/ under pickling. For better cleanliness of sheets. Two push-pull type pickling lines of H.B. esmech Bombay with technical knowhow from Proeco, Canada 1720mm and 1400mm wide.
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MPM SPEED It has been launched first time in India and the main features are given below: X- Ray gauges for better thickness control. Mill clean system to minimize rocking oil quantity on strips. Level it computerization. Auto gauge control.

KATHABAR COOLING SYSTEM These are coils cooling and storage system technology by Lio Germany. Here coils after annealing are stored to avoid oxidation through dehumidification to prevent rusting.

CR SLITTING LINES It is from Fimi, Italy/ Daehyun Korea. It is fully automatic operation including slitter blades setting by computer and shim less setting to ensure burr free and scratch free operation.

MULTI BLANKING AND CTL LINES It is from Heinrich Georg, Germany; Fimi, Italy and Daeyhun Korea and is also electromagnetic stacker for best surface quality standards and fully computerized level for tabletop flat sheets from shuntz, Germany. All these have been launched first time in India.

BELL ANNEALING FURNACES It is 100% hydrogen based batch type furnaces made from Ebner, Autria- the number one supplier in the world. It is fully computerized high convention and
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fully sealed base technology. Annealing cycle programs are available in the computer for getting optimum mechanical properties. ROLL GRINDER It is from Waldrich Siegen, Germany. It is CNC controlled, fully computerized grinder to provide best quality rolls for mills with automatic roll inspection system. GALVANIZED LINES It is furnace based on the design of Stein Heurty, France. Non- oxygen furnace is used for cleaning of strip inert medium of nitrogen with 30% hydrogen to avoid oxidation. Coating with Radiometry skin helps to minimize spangle, tension levelling for improved shape, chromatizing to avoid zinc oxidation. TESTING EQUIPMENTS Spectrometer from Hylger, U.K. Fully computerised universal testing machine from Zwick, Germany for measurement of yield strength, ultimate tensile strength, %r value, n value, type, u, e. Metallurgical microscope axiovert Germany up to 500x magnification. Automatic surface roughness tester from Hommel, Germany. Fully computerized micro hardness tester from Tinus Olsen, USA.

RESEARCH & DEVELOPEMENT

The company has a latest state of the art R&D centre and has Tensile & IF steel for passenger car skin pannel application, development of pannel grade material

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for Refrigerator, Visi Coolers & Chest Coolers of Coco-Cola and Pepsi and battery application. With constant stress on innovation, product quality and product range supported by an extensive network of branch offices, dynamic dealers and distribution network, BSL has been today a familiar name in the country.

BALANCE SHEET OF BSL Balance sheet Mar ' 12 Mar ' 11 Mar ' 10 Mar ' 09 Mar 08 '

Sources of funds Owner's fund Equity share capital Share application money Preference share capital Reserves & surplus Loan funds Secured loans Unsecured loans Total Uses of funds Fixed assets Gross block Less : revaluation reserve Less : accumulated depreciation 18,203.34 14,424.40 3,685.89 3,281.86 2,927.09 16,955.36 12,391.85 8,326.96 5,136.32 3,333.11 2,861.20 4,200.78 3,077.15 2,929.93 2,385.02 27,595.94 22,489.04 15,395.78 10,494.75 7,343.46 42.47 383.01 85.94 42.47 68.69 42.47 36.68 42.47 400.44 42.47 -

7,267.95 5,785.25 3,912.52 1,985.59 1,582.85

2,469.45 1,858.11 1,606.57 1,395.89 1,168.07

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Mar ' 12 Mar ' 11 Mar ' 10 Mar ' 09 Net block Capital work-in-progress Investments Net current assets Current assets, loans & advances

Mar 08

'

15,733.90 12,566.29 2,079.32 1,885.97 1,759.02 9,068.67 7,393.21 11,109.33 7,400.13 4,567.97 329.45 277.73 370.04 107.73 58.46

8,318.84 5,024.95 3,774.19 2,746.40 2,420.14

Less : current liabilities & provisions 5,854.93 2,773.14 1,937.10 1,645.48 1,462.14 Total net current assets Miscellaneous expenses not written Total Notes: Book value of unquoted investments 328.44 Market value of quoted investments 1.06 Contingent liabilities Number of equity sharesoutstanding (Lacs) 177.87 1.35 164.18 151.73 58.98 0.56 52.71 1.25 2,463.91 2,251.80 1,837.08 1,100.92 958.01 -

27,595.94 22,489.04 15,395.78 10,494.75 7,343.46

6,464.63 6,147.69 4,047.07 2,424.34 2,545.91 2123.58 2123.58 424.72 424.72 424.72

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BIBLIOGRAPHY

Personnel Management by K.V.Mishra, Aditya Publishing House Madras, 1992

CHHBRA T.N. Principles and Practices of Management, DhanpatRai& Co. (P) Ltd., Delhi, 2000

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 Practice of Human Resource by Danny Shield

Human Resource Management by V.S.P.Rao, Excel Books, New Delhi, 2010

Managing Human Resource by L.M.Prasad

Manuals from company

www.bhushansteel.com

http://bhushan-group.org/galvanised.asp

http://bhushan-group.org/about.asp

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