1

A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS AT

CENTRE FOR ENVIRONMENT AND EDUCATION (CEE )

Submitted to

In requirement of partial fulfillment of Master of Business Administration (MBA) Submitted on

Submitted by

ACKNOWLEDGEMENT

An acknowledgement is something which is overlooked by many, but it forms and integral part of my project and is the only means through which I could communicate my thanks to all those who have extended their help and support with selflessness in an untiring manner.

Behind every achievement lies the support and encouragement by many, without whom the endeavor would ever have been successful. To those important personalities whose guidance, cooperation and encouragement had helped me in building up this work, I offer my sincere words of gratitude from the depths of my heart.

I am very much thankful to my institute _________________________ and Prof. ______________________and all professors for providing me an opportunity and valuable guidance for doing this project.

I am indebted to the Management of CEE, to HR Department and the other staff for extending their active support and guidance throughout the project work.

Finally I am thankful to my parents and Lord Almighty without whose blessings tasks are incomplete.

PREFACE

In todays world of globalization, opportunities are plenty and they keep knocking at our doors all the time. One should be bold, ready to take risk and seek the opportunities and put them into action.

The world of success is always open to the dynamic, confident and courageous youth. All we need is positive attitude and forceful personality to breathe the myth of bad block. Adequate business knowledge of how to snide is major attributes. All these qualities have nearly become compulsory, especially for the students of management who want to achieve success.

For achieving all these qualities theoretical knowledge is not enough. It provides only a base. So opportunities for practical studies are provided along with theoretical concepts. It definitely helps us the students to face the world with courage, confidence and positive attitude. Keeping all these things in mind course has introduced practical studies which bridges the gap between theoretical knowledge and practical training.

I got a chance to work with CEE for preparing project. The centre is one of the leading NGO engaged in developing programs and material to increase awareness about the Environment and Sustainable development. I wish to mention that I have tried to keep the simple language and straight presentation of the entire matter as evidenced by classification of topics into parts and section. An attempt has been made throughout the report to clarify various business and management concepts with the help of collective information.

TABLE OF CONTENT

SR. No.

PARTICULAR
Executive Summary

PAGENO.
5 7 21 24 26 34 49 54 56 68 70 71 72

1 2 3 4 5 6 7 8 9 10 11

Human Resource Management Non Government Organization Human Resource Challenges -NGO Perspective Centre For Environment Education Recruitment Process At CEE Selection Process At CEE Research Methodology Data Analysis and Interpretation Finding and Suggestion I Conclusion Bibliography Annexure

EXECUTIVE SUMMARY
Human Resource Management is dealing with each and every aspect of human involvement which involves creation of internal environment in an organization which allows the people to work effectively and efficiently towards the prosperity of the organization and achievement of organizational goals. It is the process of acquiring, training, appraising and compensating employees and attending their labor relations, health and safety and fairness concerns.

Human Resource Management has become an important aspect for the fast development of an organization. It plays an important role managing the people efficiently. Considering its importance, the need for it has been felt at every organization and therefore it has wide scope. Success of every business enterprise depends on its human resource.

With the changing scenario of the market, increase in the competition and the advent of cutting edge technology, it has become inevitable for the organizations to attract and employ Quality Manpower. The main objective of HRM is to maximize the return on investment from the organizations human capital.

The world's best companies have established their strength with their people. The employees identify themselves with the company they are working for. This also help in building up their spirit, morale and espirit-de-cops which becomes strength of the company. The culture of excellence thus nurtured contributes to growth with stability and continuous improvement in productivity.

6 Thus, personnel functions such as manpower planning, recruitment, selection and training, when carried out properly, would enable the organization to hire and retain the services of the best brains in the market.

This project contains detail study of the Recruitment and Selection at CEE. Project starts with introduction of CEE and then every steps of recruitment and selection process is discussed in detail. Last part contains research on what employee thinks about companys recruitment and selection process.

Chapter 1

Human Resource Management

Concept of Human Resources/History The Personnel Function has undergone rapid changes in recent times. The term Human Resource Management is increasingly put to use in place of the traditional Personnel Function. Ten years ago most organizations used to be content with having a middle level manager head the Personnel Department, whereas today most organizations have General Managers, Vice Presidents and Directors heading this function. The human resource function has enriched itself by including within it a development dimension and this moved itself from a reactive and maintenance oriented function to proactive and development oriented function. Modern Human Resource Professional talk in terms of corporate planning, a HRD approach to Industrial Relations, a HRD climate of the company, HRD budget, open and development oriented appraisal systems, multiple reward mechanisms, job-redesign, work climate and culture, work ethos, organizational renewal etc.

Though human resources have been part of business and organizations since the first days of agriculture, the modern concept of human resources began in reaction to the efficiency focus of Taylorism in the early 1900s. By 1920, psychologists and employment experts in the United States started the human relations movement, which viewed workers in terms of their psychology and fit with companies, rather than as interchangeable parts. This movement grew throughout the middle of the 20 th century, placing emphasis on how leadership, cohesion, and loyalty played important roles in organizational success. Although this view was increasingly challenged by

8 more quantitatively rigorous and less soft management techniques in the 1960s and beyond, human resources had gained a permanent role within an organization.

Definition of Human Resource Management

Miller (1987) suggested that HRM relates to: ".......those decisions and actions which concern the management of employees at all levels in the business and which are related to the implementation of strategies directed towards creating and sustaining competitive advantage"

Human Resource Management (HRM) is the function within an organization that focuses on recruitment of, management of, and providing direction for the people who work in the organization by Wikipedia.

In any organization HRM works between staff and management to reach common goals and achieve a good workplace environment and an instant increase in productivity.

Human Resource Management is the organizational function that deals with issues related to people such as compensation, hiring, performance management, organization development, safety, wellness, benefits, employee motivation,

communication, administration, and training.

The terms Human Resource Management and Human Resources (HR) have largely replaced the term Personnel Management as a description of the processes

9 involved in managing people in organizations. Human Resource Management is evolving rapidly. Human Resource Management is both an academic theory and a business practice that addresses the theoretical and practical techniques of managing a workforce.

Key Functions of Human Resource Management

Human Resource Management serves these key functions: 1. 2. 3. 4. 5. 6. 7. 8. 9. 10. 11. 12. Recruitment Strategy Planning Hiring Processes (Recruitment) Selection Training and Development Performance Evaluation and Management Promotions Redundancy Industrial and Employee Relations Record keeping of all personal data. Compensation, pensions, bonuses etc. in liaison with Payroll Confidential advice to internal customers in relation to problems at work. Career Development.

Some of the other Functions are Effectively managing and utilizing people. Trying performance appraisal and compensation to competencies. Developing competencies that enhance individual and organizational performance.

10 Increasing the innovation, creativity and flexibility necessary to enhance competitiveness. Applying new approaches to work process design, succession planning, career development and inter-organization mobility. Managing the implementation and integration of technology through improved staffing, training and communication with employees.

Human Resource

Human Resource is a term with which many organizations describe the combination of traditionally administrative personnel functions with performance management, employee relations and resource planning. The field draws upon concepts developed in Industrial/Organizational Psychology.

Human resources have at least two related interpretations depending on context. The original usage derives from political economy and economics, where it was traditionally called labor, one of four factors of production. The more common usage within corporations and businesses refers to the individuals within the firm, and to the portion of the firm's organization that deals with hiring, firing, training, and other personnel issues. This article addresses both definitions.

Objective of Human Resource

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The objective of Human Resource is to maximize the return on investment from the organizations human capital and minimize financial risk. It is the responsibility of human resource managers to conduct these activities in an effective, legal, fair and consistent manner. HR concerns are key business issues and good human capital management is a business necessity.

Difference between HRM, PM, HRD

Human Resource Management:

Human Resource Management is concerned with the people dimension in management. Every organization is made up of people and thus acquiring their services, developing their skills, motivating them to high levels of performance, and ensuring that they continue to maintain their commitment to the organization are essential to achieving organizational objectives.

Personnel Management:-

Business Definition for: Personnel Management The part of management that is concerned with people and their relationships at work. Personnel management is the responsibility of all those who manage people, as well as a description of the work of specialists. Personnel managers advise on, formulate, and implement personnel policies such as recruitment, conditions of employment, performance appraisal, training, industrial relations, and health and safety. There are

12 various models of personnel management, of which human resource management is the most recent.

Human Resource Development:-

Human Resources Development is to improve individual, group/process and organizational performance. A definition of HRD is organized learning activities arranged within an organization in order to improve performance and /or personal growth for the purpose of improving the job, the individual, and/or the organization. HRD includes the areas of training and development, career development, and organization development. This is related to Human Resource Management -- a field which includes HR research and information systems, union/labor relations, employee assistance, compensation/benefits, selection and staffing, performance management systems, HR planning, and organization/job design.

Human Resource Planning

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Human Resource Planning is the term used to describe how companies ensure that their staff is the right staff to do the jobs. Sub topics include planning for staff retention, planning for candidate search, training and skills analysis and much more. Rigorous HR Planning links people management to the organizations mission, vision, goals and objectives, as well as its strategic plan and budgetary resources. A key goal of is to get the right number of people with the right skills, experience and competencies in the right jobs at the right time at the right cost.

The processes by which management ensures that it has the right personnel, who are capable of completing those tasks that help the organization reach its objectives. Planning is not as easy as one might think because it requires a concerted effort to come out with a programme that would ease your work. Commencing is complicated, but once you start and finish it you have a smile because everything moves smoothly.

HR Planning involves gathering of information, making objectives, and making decisions to enable the organization achieve its objectives. Surprisingly, this aspect of HR is one of the most neglected in the HR field. When HR Planning is applied properly in the field of HR Management, it would assist to address the following questions: 1. 2. 3. 4. How many staff does the Organization have? What type of employees as far as skills and abilities does the Company have? How should the Organization best utilize the available resources? How can the Company keep its employees?

HR Planning: Purpose and Goals

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The purpose and goals of HR planning are mainly: To ensure optimum and effective use of human resources currently employed; To research and reconfigure new skill sets to cope with organizational needs given depleting relevant skills population To assess the employability of the human resource given changing skills and competencies To draw specific outlines of competencies as they differ from today To assess or forecast future skills requirement if organizations overall objectives are to be achieved; and To identify control standards to ensure that necessary resources are identified, available as and when required. To fundamentally study the corporate strategy, the business mission and overall philosophy of recruiting VS systems, technology, outsourcing. Analyze the people market environment and its changes as it affects the firm Vis a Vis competition.

HR planning makes the organization move and succeeds in the 21st century that we are in. Human Resources Practitioners who prepare the HR planning progames would assist the Organization to manage its staff strategically. The programme assists to direct the actions of HR department.

Importance of HR Planning

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Poor HR planning and lack of it in the organization may result in huge costs and financial loses. It may result in staff posts taking long to be filled. This augment costs and hampers effective work performance because employees are requested to work unnecessary overtime and may not put more effort due to fatigue. If given more work this may stretch them beyond their limit and may cause unnecessary disruptions to the production of the Organization. Employees are put on a disadvantage because their live programmes are disrupted and they are not given the chance to plan for their career development.

The most important reason why HR Planning should be managed and implemented is the costs involved. Because costs forms an important part of the Organizations budget, workforce planning enable the organization to provide HR provision costs. When there is staff shortage, the organization should not just appoint discriminately, because of the costs implications of the other options, such as training and transferring of staff, have to be considered.

Steps in HR Planning
There is no single approach to developing a Human Resources Strategy. This will vary from organization to organization. However, here are the steps most commonly used in developing an HR strategy: Setting the strategic direction Designing the Human Resource Management System Planning the total workforce Generating the required human resources

16 Investing in human resource development and performance Assessing and sustaining organizational competence and performance

Steps in Detail:-

1.

Forecasting HR Planning requires to gather data on the Organizational goals objectives. One should understand where the Organization wants to go and how it wants to get to that point. The needs of the employees are derived from the corporate objectives of the Organization. They stern from shorter and medium term objectives and their conversion into action budgets.

2.

Inventory After knowing what human resources are required in the organization, the next step is to take stock of the current employees in the organization. The HR inventory should not only relate to data concerning numbers, ages, and locations, but also an analysis of individuals and skills. Skills inventory provides valid information on professional and technical skills and other qualifications provided in the firm. It reveals what skills are immediately available when compared to the forecasted HR requirements.

3.

Audit

17 We do not live in a static World and our HR resources can transform dramatically. HR inventory calls for collection of data: the HR audit requires systematic examination and analysis of this data. The Audit looks at what had occurred in the past and at present in terms of labor turn over, age and sex groupings, training costs and absence. Based on this information, one can then be able to predict what will happen to HR in the future in the Organization.

4.

HR Resource Plan Here we look at career Planning and HR plans. People are the greatest assets in any Organization. The Organization is at liberty to develop its staff at full pace in the way ideally suited to their individual capacities. The main reason is that the Organizations objectives should be aligned as near as possible, or matched, in order to give optimum scope for the developing potential of its employees. Therefore, career planning may also be referred to as HR Planning or succession planning.

The questions that should concern us are: (a) Are we making use of the available talent we have in the Organization, and have we an enough provision for the future? (b) Are employees satisfied with our care of their growth in terms of advancing their career?

Assignment of individuals to planned future posts enable the administration to ensure that these individuals may be suitably prepared in advance. 5. Actioning of Plan

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There are three fundamentals necessary for this first step.

(1) (2)

Know where you are going. There must be acceptance and backing from top management for the planning.

(3)

There must be knowledge of the available resources (i.e) financial, physical and human (Management and technical).

Once in action, the HR Plans become Corporate plans. Having been made and concurred with top management, the plans become a part of the companys long-range plan. Failure to achieve the HR Plans due to cost, or lack of knowledge, may be a serious constraints on the long-range plan.

Types of Human Resource Planning

1.

Intermediate-Level Plan: Large-scale and diversified companies organize Strategic Business Units (SBU) for the related activities. SBUs prepare intermediate plans and implement them .HR managers prepare specific plans for acquiring future managers, key personnel and total number of employees in support of company requirements over the next three years.

2.

Operations Plan

19 Operations plans are prepared at the lowest business profit centre level. These plans are supported by the HR Plans relating to recruitment of skilled personnel, developing compensation structure, designing new jobs, developing leadership, improving work life etc.

3.

Short-term Activities Plan: Day-to-day business plans are formulated by the lowest level strategists .Dayto-day HR plans relating to handling employee benefits, grievances, disciplinary cases, accident reports etc. are formulated by the HR managers.

The three essential values that an effective HR function must embody are: Credibility, Competence and Compassion.

Credibility is created when promises are kept and trust is built. It is grounded in honesty, openness and follow-through. HR becomes credible when its

communications and actions are in harmony-in other words by walking the talk. Through this HR builds relationships and its reputation. This takes time.

Competence is doing something well and exhibiting knowledge and skills. To be effective, HR must demonstrate competence in everything it does.

Compassion is showing care and concern for the organization, its employees and stakeholders. HR must exhibit unwavering compassion and care in all situations. There are three outputs from Human Resource Planning which are found below:

20 Roles and Responsibilities- Clarification of roles and responsibilities gives project team members an understanding of their own roles and the roles of others in the project. Clarity is always a key component of project success.

Project Organization Charts A project organization chart is a diagram of the reporting relationships of project team members. Project organization charts should be tailored for their audience, they can give a generalize overview or highly granular.

Staffing Management Plan The Staffing Management Plan is an important output of the Human Resource Planning process which establishes the timing and methods for meeting project Human Resource requirements.

Chapter 2 Non Governmental Organization (NGO)

Definition:

21 A non-governmental organization (NGO) is a legally constituted organization created by private persons or organizations with no participation or representation of any government. In the cases in which NGOs are funded totally or partially by governments, the NGO maintains its non-governmental status infosar as it excludes government representatives from membership in the organization. India is estimated to have between 1 million and 2 million NGOs.

Role of Human Resources Development in NGOs The major development roles ascribed to NGOs are to act as: Planner and implementer of development programmers, Mobilizer of local resources and initiative, Catalyst, enabler and innovator, Builder of self reliant sustainable society, Mediator of people and government, Supporter and partner of government programme in activating delivery system implementing rural development programmes, etc., Agents of information, Factor of improvement of the poor, and Facilitator of development education, training, professionalisation, etc.

Basically NGOs role is to prepare people for change. They empower the people to overcome psychological problem and opposition of oppress. Its role cannot be denied.

Role of HR Professional in an NGO

22 The HR professionals should take lead in its effort to make a linkage between community and the industry. To develop better rapport with the people, HR professionals have to make use of their Strategic Relationship Management Skills. They should interact with the community by establishing better linkage with the Non Governmental Organizations working there in the locality. The HR professionals can initially conduct Focus Group Discussion (FGD) with the community and community leaders with the help of Non Governmental Organizations and need evaluation and need prioritization is to be conducted. Here HR professionals can act as facilitators in the Corporate Social Responsibility initiatives. The community may have unlimited social needs. It is the responsibility of the HR professionals to intervene into those needs and give a realistic perception to the community members related to their unlimited and unrealistic needs. Both short-term goals and long-term goals are to be segregated. The HR professionals who act as the implied leaders should lead the community towards realistic goal perception that integrates the goals and objectives of Corporate Social Responsibility programme initiated by the organization. HR professionals should integrate the needs of the community and that of the organization. The list of social development needs and the environmental protection needs to be discussed soon after the Focus Group Discussions, with the top management in order to ascertain whether all those needs can be met with the budget allotment for the developmental programs.

23 A multi level discussion, with members of the NGOs, HR professionals and representative of the Top Management, is to be initiated for the finalization of the social intervention programme. The relationship with the community and Non Governmental Organizations indicates the level of HR professionals success role in the Corporate Social Responsibility effort.

Chapter 3 Human Resources Challenges An NGO Perspective

HR in a complex organization requires a very special skills set. It has to be firm in areas of policy, safety, quality and with the organizations core cultural values in order to bring some sense of cohesion and unity.

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HR needs to balance the management of employee risk with the development of tools, resources, training and policies that would increase organisational effectiveness.

In an organisation where HR is new, the objective would be to create an HR function that would balance systems needs and staff concerns; Protect the institution from liability without treating each employee as a potential litigant;

Engage and influence staff without exerting overt control; Be perceived as a resource, mentor and educator rather than a rule maker and obstacle Be an ally in the work of management and staff, supporting the attainment of the organisations mission.

It is very important to create a positive experience of the HR function from the start. To achieve this, focus should be on demonstrating When the HR function adopts these values and objectives, the staff will come to view HR as a resource and problem solver.

To be effective, HRs practices need to be grounded in two ways. First HR must reflect company wide commitments as to how it will manage and relate to its employees.

Second, HR must follow through on such commitments in the moment so that the words of the enterprise and deeds of its agents are congruent.

Lack of Governmental support and declining public spending. Lack of motivation. Inadequate professional development/opportunities. Lack of recognition and rewarding systems for good work. No accountability.

25 Debatable leadership. Turning a blind eye to Brain Drain. Poor monitoring an controlling mechanism/machineries

Chapter 4 Centre for Environment Education

Introduction Centre for Environment Education (CEE) is a national institution engaged in developing programs and material to increase awareness about the environment and sustainable Development. CEE was established in 1984 as a Centre of Excellence in Environment Education supported by the Ministry of Environment and Forests (MoEF), Government of India. It is affiliated to the Nehru Foundation for Development. It is registered under societies Registration Act 1960.

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CEEs Mandate Facilitating networks at local, national and regional levels, through a number of tools such as CEEs primary objective is to improve public awareness and understanding of the environment with a view to promoting the conservation and sustainable use of nature and natural resources, leading to a better environment and a better quality of life. To this end CEE develops innovative programmes and educational material, and builds capacity in the field of education for sustainable development (ESD). It undertakes demonstration projects in education, communication and development that endrose attitudes, strategies and technologies which are environmentally sustainable. CEE is committed to ensuring that due recognition is given to the role of education in the promotion of sustainable development.

Strategies

From its inception, CEEs activities and programmes have been rooted in, and guided by, certain strategies for maximization of quality, effectiveness and impact:

Informing EE with state-of-the-art thinking, developments, innovations and perspectives in the areas of Environment and Sustainable Development.

Adaptability to different geographic, cultural, social and economic contexts.

27 Partnerships utilising complementary strengths of other organisations to avoid duplication of effort, and to network effectively for synergistic convergence of ideas and goals. Building synergies between Government, NGOs and CEE for comprehensive impact. Identifying key entry points for different thrust areas, and key targets for initiating and consolidating gains, to achieve a multiplier effect . Dialogues, directories, newsletters, etc. Working to develop a cadre of professionals in order to improve and strengthen professionalism in the field of ESD, by capacity-building individuals who in turn would infuse this professionalism into the organizations where they work, to the mutual advantage of both those organizations and CEE. Bringing international experiences within the ambit of ESD in India, so as to enhance quality, depth and range of programmes. Ensuring quality control and excellence in the production of all material through inhouse infrastructural support (studios, workshops, editorial services and printing facilities).

CEEs Sister Organization are

CHETNA (Centre for Health, Education, Training and Nutrition Awareness) VIKSAT (Vikram Sarabhai Centre for Development Interaction) VASCSC (Vikram A. Sarabhai Community Science Centre) KHAMIR (Centre for Kachchh Heritage, Arts, Music and Information Research)

CEEs International Linkages

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CEE has developed international linkages with numerous agencies, both governmental and non-governmental, that are working in related fields. The linkages are in the form of collaborative projects, exchange programmes, mail contact, capacity-building workshops, training, symposia and seminars. CEE has international offices in Australia and Sri Lanka.

Organizational Structure

The Centre has a Governing Council (GC), comprising, amongst others, eminent persons in the field of environment, education, communication and management. (CEE's Governing Council). The GC guides programmes, approves budgets and designs policy. The Council is assisted by the Standing Committee on matters relating to administrative procedures and norms. It also receives advisory support from the Finance Committee.

The head of the Centre is the Director, Shri Kartikeya Sarabhai, who is the chief executive of a team comprising programme, technical and administrative staff.

Currently CEE has around 320 staff. These include about 180 core staff. While 145 staff members are in Ahmedabad. The others are located in CEEs offices across the country.

Connection with the Branches and Head Office

CEE North

29 CEE North-East Head office at Ahmedabad CEE East

CEE Central

CEE West

CEE Srilanka CEE South

CEE Australia

The above diagram shows that CEEs main Head Office is at Ahmedabad and it is connected to all the Regional cells and International Offices.

Thrust Areas

CEEs programmes/projects are organized around thrust areas. As an organizing principle, this helps them indicate their focus and plan their activities. These thrust areas are a dynamic listing.

Education for Children Develop, coordinate and conduct a number of educational programmes for school children. Using mainly a "cluster approach", the programme reaches out over 3000 Schools across the country today.

EE in Higher Education

30 Recognize the need to extend EE to collage students who are on the threshold of becoming active participants in society, as citizens, decision makers and leaders.

Examination Systems for EE Research and test innovative and creative ways of measurement, monitoring and evaluation of learning.

Education for Youth Create awareness and involve youth in formal and non-formal environmental improvement action projects.

Communicating Environment through the Media Optimally utilize existing and new media networks as powerful means of reaching of the Community at large.

Experiencing Nature Introduce children and adults to the beauty and harmony of nature and in the process sensitize them to the need for concern and conservation.

EE through Interpretation Design interpretive programmes to transform the visits to zoos, national parks and other heritage sites into exciting educational experiences.

31 Knowledge Management for Sustainable Development Serve as a knowledge centre on key sustainable issues, and as a resource base for comprehensive and relevant information.

Industry Initiatives Work with the industrial sector to facilitate acceptance of the concept of waste minimization as a tool for sustainable growths and profit.

Sustainable Rural Development Develop programmes for income generation and better utilization of resources,

through field programmes designed specifically for rural communities.

Water and Sanitation Provide infrastructure, educational, communication, and experiential support for developing village water supply, sanitation and hygine systems.

Sustainable Urban Development Facilitate exchange of ideas on urban environment and planning issues, community participation, and partnership with local governing bodies.

Waste Management Develop education tools and facilitate the establishment of management systems for solid as well as biomedical wastes.

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EE for Fragile Areas Demonstrate ecologically sound alternatives to support sustainable resource management in ecologically fragile areas.

Biodiversity Conservation Co-ordinates education, awareness, training and networking programmes that focus on biodiversity and its conservation.

Eco-tourism Promote tourism practices that are environmentally sustainable, economically beneficial to local communities, and educational experiences for tourists.

Disaster Preparedness and Rehabilitation Work on a long-term basis with communities affected by disasters, and strengthen their livelihood opportunities.

Training, Networking and Capacity Building Offer professional and short-term training and capacity-building in EE and sustainable development issues; Pool institutional resources and extend the reach of the programmes through linkages with various agencies.

Facilitating NGO and Community Initiatives

33 Support activities which demonstrate community-based, innovative, gender sensitive and sustainable approaches.

Initiatives for the UN Decade of Education for Sustainable Development Promote the goal of education as the basis for a sustainable human society, through trainings, internships, youth programmes, consultancy and research.

Research in EE Document, analyze and research the experiences of CEE and other organizations in EE and ESD.

Chapter 5 Recruitment Process at CEE

The Personnel & Legal (P&L) Department at CEE handles all the administrative functions for the Personnel related functions at CEE. In case of any recruitment, the Department in which the vacancies arise has to fill the Human Resource Requisition form, P&L Form No.18 and sends it to P&L Dept. P&L Dept. verifies with the Accounts Dept. about the requisite budgetary provisions. If it is not within the budget then it is sent back to the Department.

34 The Director CEE is the approving authority for any recruitment at CEE. Finally, P&L puts it up for Directors approval. If it is approved by the Director, the further procedures of Recruitment & Selection are carried by the P&L Dept. The format of P&L Form No. 18 is enclosed as Annexure -1.

The staff members at CEE are appointed under four different rules and guidelines:

They are:-

1. 2. 3. 4.

Rules for Recruitment and Review for Regular Staff Members, 1988. Rules for Recruitment and Review of Core Staff, 2006. Guidelines for recruitment of Fixed Term Appointment/Contract staff Guidelines for recruitment of Project Staff.

Regular Staff:- The Regular Staff Members of CEE includes Scientific, Technical and Administrative staff that has an appointment with CEE up to 60 years of age. It consists of Scientist:- In includes the staff engaged in discoveries, researches, publications, articles, finding new theories and observations related to environmental issues, etc. Technical Staff:- It includes DTP operator, Illustrator, Carpenter, Workshop Superintendent, Sculptor, Field/Park Supervisor, Field Asst. Technical Asst. Asst. Librarian, Jr. Artist, Draughtsman, Tradesman, Horticulturist, translator, Sr. Artist, System executive (Hardware) Systems Executive (Software) etc. Administrative Staff:- It includes Clerk, Assistant, Officer, Senior Officer and Chief Officer.

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Fixed Term Appointment (FTA):There are different types of programmes, projects, workshops undertaken at CEE. The staff under fixed term is appointed for a period of three years. They may be given different tasks, and their performance will be evaluated at the end of the year and based on their performance they will be given further extension.

Rolling Fixed Term Appointment (RFTA):At the initial stage, the appointment shall be for a period of three years and after the First annual review, there can be further extension of one year making the balance period back to three years. It therefore becomes a rolling three year appointment concept based on the recommendations of the committee in such a manner that a staff member, whose performance has been found good, shall have three years appointment left till he/she reaches up to 60 years which is the current retirement age as per the laws.

Project Staff:Whenever a project has to be undertaken project staff members are appointed. These are the staff appointed by CEE for the accomplishment of a particular task under a specific project, for a particular time period, agreed on a specific remuneration.

CEEs authority discusses with the appointed project staff regarding the project that has to be undertaken. Both the parties on a mutual understanding make a final deal and an agreement is signed by both the parties. These staff is associated with CEE till the project finishes.

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Job Work Contract (JWC):It consists of that staffs who is appointed for a short period i.e. for three months or six months for very specific tasks like data entry, website developers, tally operators, workshop managers, event helpers, etc. They are not the permanent staff members of CEE.

Apart from the above, CEE have people working as Interns, Trainees, Volunteers etc. who joins CEE in order to learn about the organization and gain knowledge. They are given guidance and mentor to help learn the above.

Rules for Recruitment and Review of Core Staff, 2006

In the year 2004 new Rules for Recruitment and Review of Core Staff were formed and it came into action in the year 2006. New rules were introduced for the recruitment and review of Core Staff falling into the categories of Programme Staff, Technical Special Staff Administration & Support Staff at CEE.

Norms for Recruitment under various categories:Under the Rules for Recruitment and Review of Core staff, the norms are laid down as per the levels of appointment and the eligibility as defined.

Levels of appointment of Core Staff at CEE:The core staff recruited under these rules fall into three broad categories.

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1.

Programme Staff It includes Programme Associates, Programme Officers, Field Associates, and Field Officers.

2.

The other two categories are Technical Special Staff, and Administration & Support Staff.

Programme Associates:- Staff recruited under this category is programme staff at junior levels, basically with a Bachelors Degree who provide programme support to the programmes Officer Staff. The functional designations are based on particular assignments given from time to time.

Programme Officers:- The programmes Officer Staff represent the general programme cadre of CEE. Programme Officer Staff are expected, at one level, to be able to work for any of the Centres programme areas as needed. They are having an educational Management. background of Science, Social Science, Communication and

Field Associates:- The staff carrying out programmes and activities and is recruited as field Associates with Bachelors degree.

Field Officer Staff:- The field officers constitute the staff that is recruited as such. They hold Master Degree in Rural studies or equivalent.

The following are the designations of the staff falling in the Programme Staff category:

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Director, Group Director, Programme Director, National Co-ordinator, Programme Manager, Programme Officer, Community Organizer, Programme Co-ordinator, Field Co-ordinator, Field Officer, Field Associate Editor, Writer, Engineer, Web-Designer, Graphic Designer, Technical Officers etc.

Technical Special Staff: The following are the designations of the Technical Special Staff: DTP Operator, Illustrator, Carpenter, Workshop Superintendent, Sculptor, Field/Park Supervisor, Field Asst. Technical Asst., Asst. Librarian, Jr. Artist, Draughtsman, Tradesman, Horticulturist, Translator, Sr. Artist, Systems Executive (Hardware) Systems Executive (Software), etc.

Administration & Support Staff: The following are the designations of the Administration & Support Staff: Attendant, Driver/Sr. Attendant, Clerk, (Administration & Support Staff; Accounts, Data Entry), Assistant (Secretarial Asst. Personal/Executive Asst. Personnel, Administration & Support Staff, Accounts, House Keeping, Library, Public Relations, Stores, Purchase, Legal etc.) Senior Officer, Chief Officer, etc.

Review Process:There are two kinds of review process carried out in CEE viz., Annual Review and Promotion Review. The Annual Review is done at the end of the year and Promotion Review is done at the end of five years.

39

Eligibility Criteria:-

Norms For Recruitment to Programme Associates

PA-A Rs.8000-350Bachelors Degree in 12200 Fresh

PA-B Rs.10000-45015400 +2

PA-C Rs.15000-70023400

PA-D Rs.19000-75028000

Science, Arts or Equivalent

40

Norms for Recruitment to Programme Officers PO-C Rs.1500070023400 Doctorate in Science, Technology, Masters Degree in Engineering or equivalent Masters Fresh Degree in Science Bachelors Degree in Engineering, Technology or equivalent Bachelors Fresh PO-D Rs.1900075028000 Fresh PO-E Rs.2300085031500 +5 PO-F Rs.25000100035000 +10 PO-G Rs.23000120037600 +15 PO-H Rs.3100140042200

+5

+10

+15

+5

+10

+15

41 Degree with 2 years postgraduate Diploma in Management or Higher Secondary with five years diploma Degree +3 Fresh years Diploma in TV/Cinema Direction Master of Fresh Library Science

+5

+10

+0

+10

+15

Norms For Recruitment to Field Associates

FA-A Rs.8000-350Bachelors Degree Science, in Arts 12200 Fresh

FA-B Rs.10000-45015400 +2

FA-C Rs.15000-70023400 -

FA-D Rs.19000-75028000 -

or Equivalent Norms For Recruitment to Field Officers

42 FO-C Rs.15000-70023400 Doctorate in Rural Studies or +5 +10 FO-D Rs.19000-75028000 Fresh FO-E Rs.23000-85031500 +5

equivalent Master Degree in Fresh Rural Studies or equivalent

Norms for Recruitment for Administration and Support Staff Post Qualification Post Qualification Post Qualification Grade Attendant 4000-200-8000 VII standards Pass; at least 3 yrs relevant experience Grade Sr. Attendant Rs.5000-250-8000 At least 5 years experience as Attendant Grade Driver Rs.5000-250-8000 Studies up to SSC or equivalent with Light Motor Vehicle License with at least 2 years experience as Driver at the Centre. Grade Sr. Driver Rs.6500-300-10600 At least 5 years experience as Driver at the Centre Grade Office Clerk-A Rs.5000-250-8000 HSC or equivalent with a speed of 40 words per minute in Typewriting plus knowledge of PCs. Grade Office Clerk-B Rs.6500-300-10600 Graduate with a speed of 40 words per minute in English Typewriting knowledge of PCs OR at least 5 years experience as Clerk-A at the centre. Grade Assistant/Secretarial Asst.

Post Qualification Post Qualification Post Qualification

Post

43 Qualification Rs.8000-350-12200 Graduate with 5 years relevant experience as Clerk B. For Secretarial Asst. the candidate should have a speed of 80/40 w.p.m. in English shorthand and typewriting respectively at the Centre. Executive Asst./PA to Director Rs.10000-450-15400 Graduate with 5 years relevant experience and proficiency in shorthand and typewriting or 5 years experience in Assistant/Secretarial Assistant at CEE. Asst. Adm. Officer Rs.12000-500-18000 Graduate with post graduate diploma in office administration and management or equivalent graduate with degree in Law with 2 years experience OR executive Asst. /PA to Director with 5 years experience OR assistant with 10 years experience. Officer-1 Rs.15000-700-23400 C.A. or Masters Degree plus diploma in Office Admn. Or equivalent. Management Or Bachelors degree and degree with law with 5 years experience OR AAO +5 years experience or executive Asst./PA to the Director plus 7 years experience. Officer-II Rs.19000-750-28000 Officer-I +5 years experience Senior Officer Rs.23000-850-31500 Officer-II +5 years experience OR direct recruitment based on qualifications prescribed for Officer-I Chief Officer Rs.25000-1000-35000 +5 years experience Or direct recruitment.

Post Qualification

Grade

Post Qualification

Grade

Post Qualification

Grade

Post Qualification Post Qualification Post Qualification

Grade Grade

Grade

44

Recruitment Process Chart

Vacancies created in the department

New Positions 1. New post 2. Expansion plans 3. Formation of new department

Replacements 1. Resignation 2. 2. Dismissals 3. Transfers 4. Promotions Scrutinizes

Fills up human resource requisition form and sends it to P & L Dept.

the vacancies If No
Sends Back

45

Puts it up for directors Approval

Search Resumes

Shortlist Candidates

Starts the Selection Process

Vacancies Created in the Departments

1. Reasons for replacements Replacements (1) Resignation (2) Dismissals (3) Transfers (4) Promotions

New Vacancies (1) New post (2) Expansion plans (3) Formation of New department

46

The vacancies arise in the departments are the origin of the recruitment process. The vacancies arise either due to replacements, i.e. Resignation, dismissals, transfers, promotions etc. or due to new position created in the department or due to expansion plan or formation of a new department.

2.

Filling up the Human Requisition Form and Sending it to the P&L Department. Man Power requisition Form Filled Make Aware the P&L department about vacancies arisen

The department in which the vacancies arise will require to fill the Man Power Requisition Form. The form specify the details regarding the vacant post, name of the department, nature of the job, preferable period of joining of the new employee, experience required for the vacant post, educational qualification required etc are fulfilled in the form.

3.

Scrutinizing the vacancies & search for resumes P&L verifies with the Accounts Dept. about the requisite budgetary provisions. If it is not within the budget then it is sent back to the department.

The Director CEE is the approving authority for any recruitment at CEE. Finally, P&L puts it up for Directors approval.

If it is approved by the Director then the search for resumes begins.

Once the requirement of posts is known, the P&L Dept. puts its advertisements on the website of CEE, Daily Newspapers etc.

47

Search for Resumes The actual search for the resumes of the prospective candidates is undertaken at this stage. The 2 processes go parallel further.

The resumes are collected from the following resources: Internal sources (1) Through Newspapers (2) Through Websites of CEE.

External Sources (1) Through Campus Recruitment (2) Through Panels prepared by different Ministers (3) Through Research Associate Scheme (4) Through Notice put up at decided locations

4.

Compilation of vacancies and short listing Resumes Vacancies Status The Review Committee makes a compile list of all the vacancies as on particular date. The vacancies are listed department wise and other details about vacancies are noted in the form i.e. details regarding number of vacancies, justification of recruitment, internal or external candidates, etc.

48 Short listing the resumes The resumes collected are short-listed and the most unlikely candidates are rejected. The short listed candidates resumes are tied-up.

Chapter 6 Selection Process at CEE

Telephonic Interview (1) Pre Interview Details form The details for the candidates are available in the resumes of the candidates although some general questions related to his/her current job, total experience, expected salary and readiness to shift the location of outside is asked. The communication skill is also measured at this stage. The candidate is also asked about the proposed date of meeting. (2) Interview Call latter The interview call latter is sent to the candidate mentioning the place, date and time of interview.

49 Assignments The candidates who appear for interview are given the following assignments (1) Short paragraph on any particular topic in order to check the written skills, speed, capabilities of the candidate. (2) Some optional questions that have to be answered within time in order to check the intelligence of the candidates

Certificate Verification All the candidates are informed earlier to bring all the certificates at the time of interview. All the certificates produced by the candidates are thoroughly checked. If any certificates are found mission then explanation for it is asked.

Written Test All the candidates who get through the assignments of telephonic interviews have to compulsory attempt the written examination. The written test is a combination of the topics mentioned below. (1) G.K. (2) Environmental Issues (3) English & Communication (4) Sports (5) Current Issues The written test is having a weight age of 50%. All the candidates who secures 50% marks are eligible to go for the next round of interview i.e. Group Discussion.

Group Discussion

50 A panel of six members that consists of Director, three Sr. Staff Members and two External Experts conducts the group discussion. If the number of candidates is more, then they are divided into groups and are asked to discuss on different topics. If the number of candidates is less in groups then they are supposed to discuss individually on each topic.

Group discussion consists of 60% weight age. The interview panel interviews candidates communication, mental, interest, reasoning abilities. The panel members ask distinct questions to the candidates. The feedbacks and views of interviewers about the candidate are taken in the assessment sheets. All the candidates who scores the minimum weight age of marks are eligible for Personal Interview.

Personal Interview Background Investigation The interview includes background investigation. This is done by contacting the former employers to confirm the candidates work records and to obtain their appraisals of performance, credit references verifying the educational accomplishments shown on the application etc.

Reference Checking The references mentioned in the Application Form are verified by the Personnel Department by contacting the mentioned references personally to know the candidates professional capacity, background and past history.

51

Application Form The candidate is asked to fill up the application form in his own handwriting.

The application form is useful for the following reasons: The carefully designed Application form is itself an effective selection device. It is also useful in obtaining information, the company wants. Additionally, completing application serves as another hurdle, if the job requires one to follow direction and the individual fails to do so on the application which is a job related reasons for rejection. The application requires a signature attesting to the truthfulness of the information given and to give permission to check references.

Final Assessment The views and feedbacks taken at preceding interviews are finally assessed by comparing the assessment sheets and the decision regarding selection and offer is made at a further stage.

Selection & offer Selection Decision The selection decision is the most critical of all the steps. The decision has to be made from the pool of candidates who pass all the interviews. Sometimes, more candidates are selected so a waiting list is prepared.

Offer Letter

52 The last step of the Selection Process is the employment offer. The successful candidate is now considered to be eligible to receive the employment offer. The offer letter along with a duplicate copy of it is issued to the candidate mentioning the last date of accepting the offer and documents required to produce at the time of joining the duties. The Offer letter is signed by the director.

Procedures after the Joining of the Selected Candidate

On the joining date the person appointed has to submit the joining report along with the appointment letter, medical report and the certificates and its attested copy at the P&L Department. The expense incurred during the medical check up is reimbursed. The certificates produced by the appointee are verified and the original certificates are returned back.

The P&L Department maintains a Personal record File of the appointee. The File contains a copy of appointment letter, biodata, the certificates, medical report. A service record file of the appointee is also attached along with the Personal file which contains a copy of service rendered earlier, a copy of publications, newslatters, articles, Honours achieved.

53 Once the formalities are completed the appointee is given orientation by the HID staff. The appointee gets the chance to know about the organization, its rules and regulations, norms, culture, atmosphere. The job description is also given to the appointee.

Chapter 7 Research Methodology

Objective of the Research
1) To study the Recruitment and Selection process at Centre for Environment Education.

2) To study the various models used by CEE for Recruitment and Selection process.

3)

To identify the limitations in the existing HR practices and suggesting better practices for managing the work force at Centre for Environment Education.

54

Nature of Research
The nature of study conducted is to understand the procedure of the recruiting program, assess the effectiveness of the recruiting programmes and to suggest improvements for enhancing their effectiveness.

Primary Source of Data

The primary data is collected through the personal interview with the HR manager and the other employees of the HR circle. Observation is also made at the recruitments which were conducted at the time of the study. A questionnaire is designed to collect responses from the employees of the organization.

Secondary Source of Data

The Secondary sources of data are the textbooks mentioned in the bibliography, records of the organization and World Wide Web.

Sampling Technique
The sampling technique used for the collection of information through the questionnaires is the simple random sampling.

Questionnaire Design
The designed questionnaire consists of 12 questions, a combination of open ended and close ended questions for employees.

Analysis of Data
For the purpose of analysis, feedback is collected from the employees in the organization by the way of questionnaire. Data collected is represented in the form of

55 percentages and graphs and an analysis has been done on the basis of these percentages and graphs.

Limitation of the Study

1) This project is restricted to study purpose only and can be used keeping in view the object that is made for.

2)

The respondent in the project may not reveal important / confidential information pertaining to the company policy and for this the project should be used keeping in view the said limitation.

Chapter 8 Data Analysis and Interpretation

1. Opinion on R & S Process Opinion on
Excellent Good Average Bad

No. of
15 60 20 5

% of
15 60 20 5

Total

100 Table No. 1

100

56

5% 20%

15% Excellent Good Average Bad 60%

Figure No.1
Interpretation: From the above table it is evident that the recruitment and selection process of CEE is good. 60% of the employees responded that the recruitment & selection process of the company is good 15% and 20% of the candidates said it is excellent & average respectively. But it can be seen that around 5% of the employees responded that the recruitment of the selection process of the company is bad. Different people have perceived the process differently. But it is clear that the maximum number of people have responded as good.

2. Work Experience in the Company.

Opinion on Respondents 0-1 Years 1-3 Years 3-5 Years Total No. of Respondents 24 46 30 100 % of Respondents 24 46 30 100

S.NO. 1 2 3

Table No.2

57

24% 30% 0-1 Years 1-3 Years 3-5 Years

46%

Figure No.2
Interpretation:

The above table shows the percentage of the employees years of working in CEE 46% of the employees are working from since 5 years. From this it can be understood that R & S process of Job is good enough that the employees are able to stay for a long time in the company.

3. Source of information about vacancies:-

58

Information about Vacancies S.NO. Advertisement 1 Walk-Ins 2 Job Portals 3 4. Campus Placement Total

No. of Respondents 21 24 40 15 100

% of Respondents 21 24 40 15 100

Table No.3
15%

21%

Advertisement Walk-Ins Job Portals

40%

24%

Campus Placement

Figure No.3
Interpretation:

From the table, it is clear that only 21% of the employees come to know about the company through advertisement, 24% of the employees to know through Walk-ins, 40%of the employees to know through Job Portals and 15% of them came to know through Campus Placement. The study shows that most of them are recruited through consultancies.

4. Attracted Factor:-

59

S.NO.
1 2 3 4

Attracted Factor Decent Salary Opportunity for growth Job Security Identification with the company Total

No. of Respondents 27 28 35 10 100

% of Respondents 27 28 35 10 100

Table No.4

10% 35% 27%

Decent Salary Opportunity for growth Job Security Identification with the company

28%

Figure No.4
Interpretation: The table explains that the most alternative factor to the employees to apply for the job at CEE is decent salary which is of 27%. Around 28% of the employees have responded that the opportunity for the growth has attracted them to apply for job, whereas around 35% of the employees attracting factor is job security and the least attracting factor is identification with the company, which is of only 10%. As there is no advertising for the company, the identification for the company is very less. But the other their factors are making the employees to apply for the job & remain in the company for long time. 5. Information provided by the recruiter to the candidates:-

60

S.NO. 1 2 3 4

Information provided by the Recruiter Job Description Job Specification Employee Specification None Total

No. of Respondents 41 24 35 0 100

% of Respondents 41 24 35 0 100

Table No.5
0%

35% 41% Job Description Job Specification Employee Specification None

24%

Figure No.5
Interpretation:

From the above table it is understood that 41% employees have responded that the recruiter give job description to get the candidates which is the main required information. And 35% of the employees responded that they are provided employee specification and 24% of them are provided with job specification. And there is no one where they are not provided with at least the above one of the 3 factors.

61 6. Required Statement by applicants: Req. Statement by applicants. Job Description Job Specification Employee Specification All the above No. of Respondents 33 16 21 30 100 % of Respondents 33 16 21 30 100

S.NO. 1 2 3 4

Total

Table No.6

30%

33% Job Description Job Specification Employee Specification All the above

21%

16%

Figure No.6
Interpretation:

From the above table it is evident that 33% of the respondents prefer to know job description before applying for the job then 16% & 21% of them prefer to know job specification & employee specifications respectively 30% of them are interested to all the 3 factors before applying for the job. As the recruiter is providing at least one of them it will be good for the process of recruitment in future if they provide all the three factors.

62 7 . Time gap between Recruitment & Selection Process:S.NO. 1 2 3 4 Time Gap 1 Week 2 Week 3 Week One month Total No. of Respondents 20 40 25 15 100 % of Respondents 20 40 25 15 100

Table No.7
15%

20%

1 Week 2 Week 25% 3 Week One month

40%

Figure No.7
Interpretation:

The table given depicts that 20% of the respondents responded that the time gap between recruitment & selection is one week, whereas 40% said it is 2 weeks 25% said it is 3 week & 15% said it one month. It shows that there is no particular time gap between recruitment & selections process.

63 8. Whether the work is related to the academic studies:No. of Respondents 100 0 100 % of Respondents 100 0 100

S.NO. 1 2

Work related to studies Yes No Total

Table No.8
0%

Yes No

100%

Interpretation:

Figure No.8

The table presents that 100% of the employees job profile exactly matches with their academic studies. With this it is understood that their academic studies are related to the work they perform and hence the job description, job specification and employee specification are exactly matched.

64 9. Awareness of other departments:Awareness of Other departments Yes No Total No. of Respondents 78 22 100 % of Respondents 78 22 100

S.NO. 1 2

Table No.9

22%

Yes No

78%

Figure No.9
Interpretation:

The table shows that 78% of the respondents are aware of the happenings of the other departments of the company and 22% of the employees are unaware of the happening of the other departments of the company.

65

10. Difference between job description and the role that is being played in the
organization:Organization Culture Formal Semi-Formal Informal Total No. of Respondents 58 32 10 100 % of Respondents 58 32 10 100

S.NO. 1 2 3

Table No.10
10%

Formal 32% 58% Semi-Formal Informal

Figure No.10
Interpretation: In the above table, it is clearly shows that 58% of the employees described their organization as formal 32% of the candidates responded as semi-formed and 10% responded it as informal. The detailed study of the organization reveals that the culture of the organization creates on open environment where the employees can show their creativity and innovation and much scope for the process development.

66 11. Difference between job description and the role that is being played in the organization:Organization No. of % of S.NO. Culture Respondents Respondents 1 Both are same 71 71 2 Slightly different 23 23 3 Significantly different 6 6 Total 100 100

Table No.11

6%

23% Both are same Slightly different Significantly different

71%

Figure No.11
Interpretation : From the above table it is evident that 70% of the respondent job descriptions are some with their role played in the organization 23% of the respondents said its slightly different and 6% said that it is significantly different. This shows that most of the respondents role-played matches with their job description.

67 12. Recommending others to join the company:No. of S.NO. Recommending Others Respondents 1 Yes 85 2 No 15 Total 100

% of Respondents 85 15 100

Table No.12

15%

Yes No

85%

Figure No.12
Interpretation : The table shows that 85% of the respondents will recommend their friends of the join this company where as only 15% study unveils that may recruitments are made through that employee referrals & friends recommendations.

68

Chapter 9 Findings and suggestions

The Company is employing the right candidates at right time and at right place. The company is concentrating to attract the candidates mostly through the technique of job portals and advertisements where as it is ignoring the new & emerging techniques of recruitment. The company is attracting the candidates by highlighting the factors like decent salary, opportunity for growth with the company which drags many candidates. The company is providing proper information for recruiting the candidates like job description, job specification & employee specification. There is no particular time gap between the recruitment and the selection of the candidates. The time gap extended till one month in few cases. The recruiter is able to place the candidate at the job which he deserves. The job performance of the candidates will increase by proper placement. Placement is also given equal importance with recruitment and selection. This will increase the performance of the company. The employees are provided an open work environment where they can use their creativity. There is much scope for learning & growth of the employees. The culture of the organization is formal. Many employees have responded that they will recommend their friends to join this organization. This gives more employee referrals for the recruitment.

69 Most of the employees are working from since three years. This shows that they are satisfied with the jobs and with the company. Employees want to stay for long period of time.

Suggestions
Proper advertising of CEE is to be given so that the identification with the company increases and more and more candidates are attracted to the company maximum utilization of employees energy is possible only if the placements are made according to the capabilities, capacities, aptitudes & inclinations of the employees. It is a positive feature identified in the company. Management can also economize the time and money and it can justify the purpose of the recruitment & selection. To get the right person the recruiter should provide good advertising about the company and provide the job description to the candidates. Good Environment should be maintained so that the candidates all attracted to the company which helps them to work with supportive environment. Interview rounds for the employees should be increases so that the capable candidates are screened out and places at the right place. The long time gap between the recruitment & selection of the candidates will give the negative effect to the company. In the process there may be chance of missing the right person for the company. An ideal time gap should be maintained by the company. To maintain the growth of the employees, the semi formal & formal culture of the organization should be maintained.

70

Chapter 10 Conclusion

Following are the conclusions. HR practices held at CEE are carried out in the most efficient manner. Recruitment and Selection process at CEE are conducted in the most simplest manner and it has enriched my knowledge. All the basic functions of HR has been understood very well because of the HR professionals at CEE.

71

Chapter 12 Bibliography and Reference

Website: http://en.wikipedia.org/wiki/Human_resources http://humanresources.about.com/od/glossaryh/f/hr_management.htm http://www.answers.com/topi/human-resources?cat=biz-fin http://www.indianmba.com/Faculty_Column/FC292/fc292.html

Books: P. Subbaro: HRM: 2000 Indian Experience, Discovery Publishing House, New Delhi, 1992.

David A. DeCenzo & Stephen P. Robbins: Personnel/Human Resource Management, Third Edition, Prentice Hall, Englewood Cliffs, New Jersey 07632.

Shyamal Banerjee, Principles and Practice of Management, Oxford & IBH Publishing Co. Pvt. Ltd.

72

ANNEXURE
Survey on Employee Perception on Recruitment and Selection Process of CEE
Name: Designation: Qualification; 1. What is your opinion on the Recruitment & Selection process in CEE a) Excellent b) Good c) Average d) Bad

2. How long have you been working with CEE? a) 0-1 year b) 1-3 yrs c) 3-5 yrs

3. How did you come to know about the vacancy, when applying at CEE? a) Advertisement b) Walk-Ins c) Job Portals d) Campus Placement

4. Which of the following attracted you to apply for the job at CEE? a) Decent Salary c) Job security b) Opportunity for growth d) Identification with the company

5. What information does the recruiter provide to attract the candidates? a) Job description b) Job specification c) Employee specification d) None

6. What do you prefer to know before applying for the job? a) Job description c) Job responsibilities b) Job specification d) Employee specification e) Alt the above

73 7. What do you think is the time gap between recruitment and selection process? a) 1 week b) 2 weeks c) 3 weeks d) 1 month

8. Are your academic studies related to the work you perform?

a) Yes

b) No

9.. Are you aware of the happenings of other departments of the company?

a) Yes

b) No

10. How do you describe the organization? a) Formal b) Semi-formal c) Informal

11. How is your job description different from your role being played in the organization? a) Both are same b) Slightly different c) significantly different

12. Would you recommend your formal colleagues or friends to join this organization? a) Yes b) No

74