Recruitment and selection process at SRGEL

Recruitment & Selection SRGEL INTRODUCTION RECRUITMENT:
Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. It is often termed positive in that its objective is to increase the selection ratio that is the number of applications per job opening, hiring through selection is negative in that it attempts to eliminate applicants, learning only the best to be placed in the firm. Effective Recruitment Policy Depends Upon Two Factors: 1. There should be a common communication medium. 2. The job seeker must perceive a match between his personal characteristics and prescribed job requirements.
SELECTION:
Selection, the name implies, involves picking of hire a sub-set of workers from the total set of candidates who have applied for the job. Selections are done comparing the requirements of a job with the applicants qualification.
IMPORTANCE OF RECRUITMENT AND SELECTON:

For every organization the most important resource of production activity is the manpower the organization can get the manpower through a process called Recruitment. So recruitment is very much essential for any organizations we have said earlier that Searching for right persons who fit into the job specification required by the organization and giving them the right position at right time After Recruitment the important step to be taken by the organization is Selection the selection process is important because we get many applications forms and out of many numbers, we need to select the applications that satisfy the requirements specified by the organization. It will be a Herculean task if the numbers of applications received or more we have to scrutinize the applications to make ease for conducting interview even we have two stages in interview-preliminary and final. We further test the candidates by using several tests. Unless and until we do all this process of selection is not complete.
Rayalaseema University, Kurnool
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Recruitment & Selection SRGEL
NEED & SCOPE OF THE STUDY NEED:

Recruitment and Selection The Topic under study is a concern not only to improve the employees recruitment process which matches with the basic philosophy of the public sector units employees recruitment is a conscious effort that is aimed at improving recruitment process.
SCOPE:
The study to confine on executives, clerks and workers of RAYALASEEMA GREEN ENERGY Ltd only. The study was carried out for a period of 45 days. Within that period I have collected information about 15 factors like overall Recruitment and Selection process in RAYALASEEMA GREEN ENERGY Ltd like how people recruited. What are the cadres, whether the recruitment is done on the of basis skills, qualifications, experience or on referral basis, whether the company following any campus selection etc.
OBJECTIVES OF THE STUDY

To analyze different techniques those are been used in recruiting the applicants into RAYALASEEMA GREEN ENERGY Ltd. To Study & understand the expectation of applicants & their opinions about the recruitment process. To put forward various suggestions with a view to make recruitment process more effective.
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INDUSTRY PROFILE
The sponge iron has of late come up as a major input material for steel making through electric furnace route both Electric Arc Furnace and induction Furnace. Due to long gestation period, huge investments, dependence for coke on foreign suppliers, etc., the steel industry is slowly diverting itself from blast furnace route to electric furnace route and the requirement of Sponge Iron is increasing very fast. Another major reason is the global shortage of scrap. The steel making furnaces in the eastern region use average 70% Sponge Iron in the feed material for steel making. The future for the Sponge Iron is therefore quite bright. The steel is today considered as the backbone of Indian economy. The growth of economy has a direct relation with the demand of steel. Wit the present steel intensity index, considering the GDP projection by the Government of India, growth of steel demand will be around 11% annually. PRODUCTION OF STEEL: (Figures in MT) Year 1952 2009-2010 India 1.5 43 China 1.5 340
It is universally accepted that Indian economy is growing at a very high rate presently and the demand for steel is also showing an upward trend. No. of units in operation India 283. Now DRI units have spread over the states of Orissa, Jharkhand, Chattisgarh, West Bengal, Karnataka, Tamil Nadu, Andhra Pradesh, Gujarat and Goa. India is the largest producer of Sponge Iron in the world. In the year 2006 India produced 13.9 million tons Venezuela 6.2 million tons Iran 4.3 million tons Mexico 4.5 million tons
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As per the National Steel Policy issued by the Ministry of Steel -
India will produce 110 million tons of steel by 2020. The requirement of sponge iron as metallic will be 30 million tons. Projection for metallic requirement: Year Route Melting Scrap
DRI 2020-11 Electric 14 million 18 million Furnace Route. But availability of scrap is not likely to reach 11 million. Today India produce 13.9 million tons of sponge iron, out of
which 4.2 million tons is gas based and remaining 9.7 million tons is coal based. India has a proven reserve of 410 million ton of high grade iron
ore, another 440 million ton of high grade iron ore which will be established. India has total 9992 million ton of iron ore reserves (as per IBM report of 1995). India has sufficient non-cooking coal through of high ash low
fixed carbon grade. Coal is used as a reducent for sponge iron making in the furnace. The availability of scrap of required quantum is unlikely and
therefore scraps needs to be replaced more and more by DRI. Local supply of scrap is diminishing as generation of scrap in
India due to improvement of technology is getting continuously minimized. As per World Steel Dynamics (WSD) the Global shortage of
scrap will reach 68 million tons in the year 2010. That means the scrap price will go up and availability will be a
problem. Today the international price for scrap is around US$ 390.00.
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Due to soaring price of iron ore and coke, blast furnace is being
set up in the countries where iron ore or cooking coal is available. With resources available in India Sponge iron Electric
Furnace Route is the most viable option for steel making. As per MARRAKESH Round Table the bond rate of import duty
will go down further. DRI based steel making is therefore the only answer. Iron ore of
high grade is available in Orissa/Jharkhand and availability is not a problem. Only the high cost of iron ore is causing a dent in the economics of scale of sponge iron industry. Iron ore is produced both by private sector and public sector. While organizations like NMDC, OMDC, OMC operate iron ore mines and supply to the industry, due to their policy of marketing.
CURRENT SCENARIO
The prices offered are very high irrespective of cost of production. As per the study made by the Government of Orissa, the cost of production of 1 ton of iron ore is around Rs. 750/-. This includes cost of raising, dynamite, transportation to the crushing point, crushing to sizes and losses due to generation of fines. But unfortunately the prices offered by the mine owners are around Rs. 3500/- per ton loaded into wagon. Such high prices of iron ore often create problems particularly when the sponge iron went down unto Rs. 8200/- per ton. Such tumbling of prices hits at the economic viability of the sponge iron sector. Sponge iron industry has made several representations tithe competent authorities for changes in policy which will help the sponge iron industry to procure iron ore at a regulated / reasonable price. This is possible either by providing mines tithe sponge iron producers, may be through a consortium or by imposing levy on a part of the production for distribution to the sponge iron producers. The government is now Rayalaseema University, Kurnool Page 5

working to develop a nation Iron Ore Policy which is likely to see the light of the day soon. Equal sordid tale is the supply of coal which is totally government controlled. Many units are now enjoying the benefit of coal linkage system and those who are still out of the purview will be linked with coal linkage system very soon. But the grade of the coal offered isnt the grade required by the sponge iron industry. Sponge iron requires specific characteristic of coal IDT of coal ash should have 13000 degree C temperature, reactivity of coal 2 cc of CO/ goof C/Sec., Fixed Carbon to the level of 42 44 %. Other features like Volatile Matter between 26 32%, Ash 25%, Coking Index and Swelling Index less than 1, etc. are required for maximization of good quality sponge iron production. This is causing a concern for the sponge iron industry swell as environment. The sponge iron industry is forced to use coal with ash content over 40%, FC LESS THAN 33%. The sponge iron industry is concerned about the problem of pollution and global warming. Units are trying their level best to control pollution but we consider that the government must step in to help the sponge iron units in their efforts. Approximately rest 600 cores have been contributed to the exchequer on account of excise duty.
PROBLEMS IN INDUSTRY
India has emerged as the worlds largest producer of sponge iron. But the cost of this spectacular growth is being borne by people living in areas that produce sponge iron, such as Bellary, Karnataka. Thick black smoke contaminated and depleted water supply and falling agricultural yields are just some of the fallouts. Steel prices have been on a rollercoaster ride in the past fee weeks, sending shivers through the global steel market. This trend was shaped by the Beijing Olympics. Post Olympics, the worlds biggest steel consumer, China, has slowed down its steel imports. At the same time, less demand for company steel around the world has taken Rayalaseema University, Kurnool Page 6

much of the heat out of the steel market, although the market in India has not been too greatly affected owing to steady domestic steel consumption and easy availability of sponge iron (also called direct-reduced iron) that is used to make steel. Indias sponge iron industry has sustained secondary steel producers who use electric arc furnaces or induction furnaces to make steel. Sponge iron has in fact become a perfect substitute for scrap, the availability and price of which have greatly hampered steel production. Post 2001, India has emerged as the worlds largest producer of sponge iron, accounting for 20% of global output. According to the Joint Plant Committee, formed in 2005 to assess the status of the sponge iron industry in India, there are over 250 plants operating tin the country; 225 are under commission and 77 are undergoing capacity expansion. In 2007-08, India produced close to 20 million ton of sponge iron. The cost of this spectacular growth, however, is being borne by people living in the states that produce sponge iron, as sponge iron units are responsible for unprecedented level of pollution. Thick black smoke, contaminated water, depleting vegetation, falling agricultural yields, premature death of domestic cattle, and poor human health conditions are just some of the impacts. The plants are located deep inside forested regions that are rich in iron ore and have already been devastated by the mining industry. They include the states of Orissa, Chhattisgarh, Jharkhand, West Bengal, Goa, Maharashtra and Andhra Pradesh. The situation in Karnataka is alarming. The fifth largest iron ore contributor in India, Karnatakas Bellary district, thus far known for its extensive iron ore mining, has become the country and the stats sponge iron hub. With around 31 units currently in operation the district is looking forward to another 25 units this year. Iron ore, the mineral required fro the sponge iron industry, is abundant in this region. The first plant in Bellary was set up around 20 years ago. In 2004, Benaka Steels set up the second plant. After 2005, the number of plants multiplied many-fold.
Non-compliance with pollution control norms:

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Kiran Kumar, assistant environmental officer of the Karnataka State Pollution Control Board (KSPCB), based at the office of the District Pollution Control Board (DPCB) in Bellary, explains that a round a year and-a-half ago, none of the sponge iron units had any pollution control equipment like electrostatic precipitating devices (ESP). These are highly efficient filtration devices that remove fine particulate matter like dust from the air stream. Persuasion by the board resulted in just four units operating within the Hospet Road area to regularly run ESPs. Kumar says: I have been trying to convince the KSPCB to compel the units to install an interlocking system between the power supply and the kiln. This mechanism will ensure regular use of pollution control equipment because it automatically disconnects power supply to the kiln if the ESP is off. According to pollution control norms, sponge iron units are supposed to carry out ambient air quality checks every month, for 24 hours, and forward the data to the Pollution Control Board via testing centers. But there are always delays in submitting the reports, which, when they finally reach the office, are outdated. To avoid delays in monitoring, the DPCB came up with a facility allowing online reporting of air quality. But even this does not appear to be working, thanks to the conventional mindset of the industry. There is simply no interest being displayed by the sponge iron units to try and help control pollution. First of all they do not submit reports. Even if they do, the actual concentration of suspended particulate matter (SPM) is never brought out in the reports submitted, says a senior official. He adds: We all know that the concentration level is very high; anyone can feel it. But the reports show that everything is fine with the air quality. The only testing lab in the area is in Dharwad where the ambient air quality standard data is sent.
Illegal iron ore mining:

Hospet and Snadur are hotspots of illegal mining; they supply cheap iron ore to the sponge iron units in Bellary. During a raid on illegal iron ore mines, in the month of June, an investigating team comprising the deputy commissioner of the DPCB and Rayalaseema University, Kurnool Page 8

other officials also inspected Bellary Steel on Anantpur Road. The unit failed to produce a purchase invoice for the iron ore found lying around the plants compound. Most sponge iron units thrive on buying illegal iron ore in the open market. Some industries, mainly large ones like Jindal Steel Works, carry out captive mining in collaboration with the state mining corporation. In the raid, the deputy commissioner highlighted the fact that an estimated Rs. 230 core was being lost to roads that were destroyed due to heavy transport being used to carry the illegally mined ore. Ahiraj, an activist and newspaper correspondent, says: Since July 2006, there have been 221 iron ore crushers in the district. The report of a taskforce investigation, set up by the state government on illegal mining, highlighted the fact that the crushers operate without permission on agricultural land, and without proper machinery. Moreover, the overall iron ore feed source of these crushers is from illegal mining. The taskforce report declared that 150 crushers had violated the rules, and suggested their shutdown. Today, they operate in Malappangudi, in Andhra Pradesh, just 10 km from Bellary. The taskforce report may also have impacted political equations in the district and the state. The portfolios of the revenue ministry as well as the ministry of tourism and infrastructure development were shuffled in the May 2008 state assembly elections, says Ahiraj.
Local impact of the industry:

Professor Satyanarayan, a retried English Professor and ex-KSPCB member, is a concerned man. The city of Bellary is finished. The air has become heavy due to extreme pollution from the sponge iron plants. Earlier, we were fighting against unregulated iron ore mining. Now the sponge iron industry has become a bigger menace. Black smoke, dust, road accidents, fast-depleting greening, and excessive water use are just the tip of the iceberg. The village of Halkundi is situated just 10 km from the city centre, on the Bangalore-Mumbai highway (NH4). More than 13 sponge iron units operate here, Rayalaseema University, Kurnool Page 9

barely a kilometer from the highway; one can in fact see a sea of coal dust from the highway. Environmental activist Santhosh Martin says: Most of the land in this village close to the plant has been bought by industrialists and put to industrial use without changing the status of land use from agriculture to industrial use. Excess land is being used as a dumping ground for raw and waste material. Moreover, none of the plants use the main stack to release air emissions but use ABC chambers (bypass pipes) that divert the emissions towards the ground, with the help of ID fans that diffuse the smoke. This serves two purposes one, it saves power and cost; two, it helps avoid the use of ESPs. But the pollution remains. Dr. Arvind Patil, a general physician with a passion fro tree-planting, claims that the sponge iron industrys green area development record has been abysmal. The KSPCBs condition of maintaining a minimum of five rows of trees inside and outside the boundary wall of the unit is not being seriously followed. Regular attempts to convince the units to allow us to plant trees have proved unsuccessful, simply because they are not interested. Dr. Patil adds. He explains that the health of workers working in the units is dismal: their lungs are all but destroyed and their life expectancy low. Groundwater extraction is another important issue. Due to units coming up within city limits, water scarcity has become the norm. Each sponge iron unit has three to five bore wells. Now, even the sponge iron plants are finding it difficult to get water because the number of plants has increased in recent years, says Kotresh, Deputy Environmental Officer, Bellary. They were managing water supply through bore wells and tanker water, but it is becoming expensive to buy tanker water for all the units. The District Sponge Iron Industries Association (SIA) has come up with a plan to allocate sewage water to the sponge iron units, after it is treated. But the irrigation department is taking its time deciding on the matter as, in recent years, this has been a major source of water allocated to agriculture. Kumar explains that, until recently, plants were using power from the Karnataka Power Transmission Corporation (KPTC), and generators. But after recent guidelines from the Central Pollution Control Board (CPCB), plants with a capacity of over 200 tones per day are going ahead with their own captive power plants. The CPCB guidelines will only enhance their profits as they will now sell the extra power Rayalaseema University, Kurnool Page 10

to other industries. All plants in the district are coal-based; they import coal from South Africa. Kumar adds: The game is played around money and political power only. We wanted to shut these SIU on grounds of pollution and violation of norms, since we have a case against every operating unit. But political pressures work better than us.
No let-up in environmental destruction:

It is worth noting that the growth scenario in the sponge iron industry has not changed despite repeated threats of closure. Because of its pollution impact, the sponge iron industry falls in the red category (highly polluting), in the Ministry of Environment and Forests (MoEFs) list of industries. Protests against the industry have sprung up across the country in the past five years. On June 2, 2008, a meeting of concerned citizens and the member secretary of the CPCB was held. The CPCB accepted the fact that the owners of sponge iron units had been unsuccessful in controlling environmental pollution. But, irrespective of the strong evidence and studies done on the issue by various regional pollution control boards, the CPCB has been unable to tackle the issue because of restrictions in its official mandate. Moreover, the guidelines for pollution control were notified only in May this year, after a delay of three years. And still they are not the same as were earlier proposed; they have been so badly diluted that they are now too weak to be of any use. Earlier amendments, in 2006, to the Environment Impact Assessment notification had already taken away the space for public participation
Recruitment & Selection Process in SRGEL:

Manpower Requisition: This is an estimate given by the Head of the Department. It should be of two types they estimate yearly and monthly Recruitment, and
recruit whenever they need manpower.
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Man Power Requisition sent from concerned department to General Manager-
Human Resource Department. After Approval of GMHR it is forwarded to the Director after his Approval it come to GM HR then it is send to the Recruitment Team. Recruitment: Recruitment is the process of identifying and attracting job seekers to et The sources for Recruitment being (i.e., Internal or External sources) Internal Sources: Through Employee Reference. External Sources: Advertise through Post Box Adds, News papers, Campus Recruitment, through Web Site etc., they collect the Resumes then enter as soft copy with the details Name, Qualifications, Date of Birth, reference and date of entering. The dates of entering the data should be written on resume also give numbering to each resume. Then the Resumes are sent to GM HR. GM HR Screen the Resumes, he divides the Resumes in to three parts, and they are: 1. Short listed Resumes These are sent to concerned department to check whether the qualification is suitable or not. If suitable they ask Recruitment Team to call the candidates for further process of selections. 2. Hold Resumes This implies the candidates will be called in the near future for interview. 3. File Resumes These are rejected Resumes. The selected candidates are called either though Phonogram, Telephone or Email informing them the time, date, and venue of the interview and also intimate them that there will be reimbursement for the travel expenses (only for the outstation candidates i.e., from other states) to attend the scheduled interview, after submission of their tickets as proof and also the company arrange Lunch for all candidates.
qualified job applications.
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Recruitment & Selection SRGEL Selection Process: The first stage in selection is written test, which has specific time & cut off Which is conducted to fresh candidates but not to the experienced ones?
marks. Experienced candidates have attended to interview directly. When the candidates qualify in written test he should be sent to second stage. They provide pleasant Conference Hall to written test. They announce the results very fast and promote them to next round. The second stage is Interview by concerned department, which is subject The third stage is also interview by personnel department which is regarding oriented. When he selected in this interview he should be sent to third stage. terms & conditions of employment. After qualifying third round they offer job by giving offer letter. If the candidate is not qualified in any one of the stages they can be kept in cooling period for three months i.e. the person is not eligible for applying any other job in RAYALASEEMA GREEN ENERGY Ltd.
Placement:There are two stages in placing the candidates. Firstly, Issuing the of letter, which contains job designation, joining date, salary Secondly the joining of candidate in the company, because sometimes it may
structure & the formalities the candidates have to furnish at the time of joining date. happen that his offer may be cancelled due to some unwanted situations. Therefore his joining also is prioritized. Hold: These Resumes are check whenever they want to recruit again. File: These Resumes are Rejected Resumes. Rayalaseema University, Kurnool Page 13
Short-Listed: Selected Resumes. Cooling Period: These Persons is not eligible for applying for any other job at RAYALASEEMA GREEN ENERGYs Ltd up to 3 months period. Internal Sources: Employee References, Promotions, etc., External Sources: Post Box Adds, News paper Adds, Consultancy, Advertisements etc
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Recruitment & Selection SRGEL COMPANY PROFILE SREE RAYALASEEMA GREEN STELOY LIMITED
Sree Rayalaseema green steloy (SRGSL) is incorporated for the purpose of establishing Mini integrated steel plant at Kurnool. In the I phase of implementation, 100 TPD sponge iron plant by DRI method along with waste heat recovery boiler of 10 ton capacity are being installed at a total project cost of over Rs 19 cores in this term load if Rs 12.60 cores was sanctioned by syndicate bank, Nandyal . The major raw materials required are iron ore, coal and dolomite. Iron ore are available in veldurty mandal (25 kms radius from plant) is available with close family circles and Bellary (120 kms from plant). Coal is available with singareni collieries and imported coal from Chennai port, dolomite is available locally. Technology for the plant is sourced from industrial projects and services, popuri consultants & HIQ power associates (p) limited with whom the group has been associated since last 5 years. During the manufacturing of sponge iron in the kiln (main equipment) waste gases are released to the tune of about 22000 to 26000 NM per hour at a temperature of 950*C to 1000*C. Normally these gases are being cooled and are let out into atmosphere involving substantial costs. The same gases are passed through a waste heat recovery boiler that generates steam and the gases will be cooled. The steam from the waste heat recovery boiler can be used for further requirements SRGSL, proposes to sell the steam generated to Sree Rayalaseema Green Steloy Ltd, by which STGSL, would earn additional revenue of Rs. 650 to 700 per ton of sponge iron produced, totaling to Rs. 2.58 cores in III of operation, apart from saving substantial costs for cooling the gases. Major utility in SRGSL is power which is available in adjacent SRGEL as the unit set up was adjacent to SRGSL. If a green field power generation unit is to set up for waste heat recovery gases and amount of Rs 10 cores would have to be additionally invested apart from other major formalities like having power purchase agreement with Rayalaseema University, Kurnool Page 15

power buyers etc., would have to be compiled. Further, it would be unviable to operate a 2 MW power plant as the investment per MW is almost double and the operation and maintenance cost of generation are almost equivalent to that of an independent power producer with much higher capacity, the net additional cost of a waste heat recovery boiler systems in just 1/3rd of cost of a new power plant with out any operation cost the revenue earned is equivalent to that of installing a power plant. Apart from this existing infrastructure of SRGEL can be used for SRGSL. KPS groups envisaging to put up the plant is one of the most successful industrial groups in Rayalaseema area who have been always successful in the endeavor of putting up and successfully running various industries viz., edible oil, biomass power, taking over of sugar plant and transformer unit.
KPS GROUP PROFILE:

We are the KPS Group of industries of Gooty, Anantapur district, A.P. The group interest includes oil milling, power generation, plantation, sugar manufacturing and transformers manufacturing. The group had their solvent extraction plants at Kurnool, plantation projects at Pattikonda-Kurnool district and sugar plant at Nandyal Kurnool district and transformers manufacturing unit at Gooty Anantapur district. The group companies has industrial track record of over 40 years which has started its carrier as a small oil miller and has established the II bigger oil complex in Rayalseema region first began agro tech ltd. The group established seed decorticators, oil mills edible oil refining plant and 2 solvent extraction plants. It is an accepted phenomenon that the margins in the edible oil industry are a very thing, the risk of price fluctuations is very high and is subjected to various Governments controls and seasonal factors. Further no other commodity has so many substitutes has the oil industry has with so many negative features; the group has sustain continuous growth and meticulous commitment towards financial institutions. It has been successfully competing with cheap imports of de-oiled cake in region. It has effectively encountered crises. Rayalaseema University, Kurnool Page 16
The various corporate originations of the group and their capability are as under: 1. Sree Rayalaseema Green Energy Limited. 2. Sree Rayalaseema Sugar & Energy Limited. 3. Sree Rayalaseema Green Energy Limited Transformer Division. 4. Madhu Solvent Extractions Private Limited. 5. Venkateshwara Industries Limited. 6. Sree Balajee TMT Rod Mills Private Limited.
Sree Rayalaseema Green Energy Limited:

Sree Rayalaseema Green Energy Ltd is a 5.5 MW Biomass power plant, promoted by KPS Group situated in Kurnool of A.P. The unit is first of kind in the region. The unit has been put into operation in a record time of 9 months against projection of 18 months gestation and norm of 24 moths. The unit has started its operations from 2001 and ever since commencement of its operation. The unit has recorded a Plant Load Factor (PLF) of more than 95%. The following are the PLFs achieved during the last 3 years of operation and fuel consumptions per annum. 2007-08 2008-09 2009-10 PLF (%) 95.40% 97.20% 99.00% Fuel Consumption
(M. Tss) 56613 59087 52427
Being situated on riverbank of hundri, the unit is blessed with abundant water source. Unlike most of other Biomass power plants, the unit having potentiality of multi biomasses availability like PaddyHusk, GN Shell, Sunflower waste, Jowar husk, Castor gram, Cotton Chilly Stalk, etc. The unit is having the advantage of III party sale, and wheeling its power too private parities there by achieving better realization. Rayalaseema University, Kurnool Page 17
The unit is financed by IREDA with 1500 lakhs of term loan out of total project cost of 2030 lakhs. Repayment of IREDAs term loans has commenced and installments of Rs. 53.00 lakhs each have been repaid as scheduled. The company has been regular in payment of interest and installment. Being situated in rural areas where various agri wastes are either burnt for disposal at cost by farmers, the unit has provided an opportunity to farmers to earn additional money by way of selling their biomasses. Apart from this, the unit has generated employment opportunities to 200 members directly and to 150 members indirectly. SRGEL is a Thermal power plant using Biomasses as fuel against coal or Oil. As in case of conventional power plants, biomass means agri wastes and is renewable source of energy which is normally disposed by the farmers and agro industries by burning it. The conventional fuels like coal and oil used in power generation also release Carbon Monoxide, which is a major cause for the green house effect. But, biomass used as fuel in place of Carbon Monoxide, SRGEL has installed steam generation unit (Boiler) of 5.4 MW capacity and turbo generated of 7.5 MW capacities in boiler. The biomass fuels are burnt and steam is generated which is used for rolling the Turbine and thereby power is generated there is a 2.1 MW spare capacity in Turbine. SRGEL is envisaging to establish a Sponge Iron Plant, there by this spare capacity of turbine can be utilized to the extent of 100%. The following are the advantages for SRGEL on establishing Sponge Iron Plant with waste heat recovery boiler system. 1. A 100 TPD sponge iron plant with waste heat recovery boiler system (which is envisaged) would generate 9 tons of steam per hour, which is sufficient for generating 2 MW power. 2. As there is spare capacity in turbines, steam from Sree Rayalaseema industries (SRIL) would be directly connected to the turbine along with SRGEL steam that would
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generate 2 MW of additional power with out incurring any major capital expenditure. This would lead to substantial decrease in overall cost of power generation. 3. Alternatively, purchases of fuel from the market can be reduced by 40% there by having better bargaining capacity and sustaining capability during off-seasons.
Sree Rayalaseema Sugar & Energy Limited:

Sree Rayalaseema Sugar # Energy Limited (SRSEL) is a company floated by KPS Group on acquisition of Nandyal Co-operative sugars limited, Nandyal, a 160 TCD Sugar plant spread over 125 acres of prime land at Nandyal. The unit was under Co-operative sector and closed for the last 7 years befor acquisition by SRSEL. This is the first sugar unit that is revived after private acquisition among the Co-operatives that were privatized. The unit being an existing unit on bank of K.C. Canal, is blessed with best infrastructure like water, transportation (both road & rail), power etc., and major irrigation sources like K.C. Canal, Telugu Ganga Canal, and SRBC. The unit is having very good potentiality for cane development in and around 50 Kms radius. Apart from this, the unit has special allocation of 1TMC of water from Velugodu Balancing Reservoir through special canal viz., Sugar cane canal. With respect to the Power requirements, one 1.8 MW Co-generation plant is existing with the plant to meet the entire power requirements of the plant. The first season of operation has been completed in the year 2003. The acquisition formalities were completed in October 2003 and immediately the unit was brought into operation out of the cane that was grown with the support of SRSEL since 2002. In the first year of operation 70000 MTs of can was crushed with 9% recovery, and quality of sugar was comparable to the best unit of the industry. As there is no other sugar mill in the region, sugar realization has been highest compared to that of any sugar mill in A.P & Karnataka. Apart from this the surplus biogases of SRSEL will be supplied to its sister concern Sree Rayalaseema Green Energy Ltd, where biogas is used
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as fuel to boiler. SRSEL is envisaging to crush 100000 MTs of sugar cane in 2004-05 season with a recover between 9.5% to 10.00%. On reviving the unit, SRSEL has created employment opportunities to around 1500 people directly and indirectly to around 1000 people, herby a substantial contribution to rural development in the region. The project was financed by Syndicate Bank, Nandyal with a term loan of Rs. 311.00 lakhs out total project cost of 925.84 lakhs and 250 lakhs CC limits.
SREE
RAYALASEEMA
GREEN
ENERGY
LIMITED
TRANSFORMER DIVISION:
Having its origin and base from the multi resource self-sourcing company Sree Rayalaseema Green Energy Ltd (SRGEL), transformers division of SRGEL is achieving good results. The unit sustained in Gooty, Anatapur districts of A.P. The main highways NH-7 and NH-32 passes through the town. The unit was setup in an area of 10 acres facilitating stock of materials as well as finished goods with all amenities available. The unit has capacity of manufacturing 500 transformers per month of various rating from 10 KVA to 160 KVA. The unit has successfully completed 4000 numbers of 15 KV distribution transformers under HVDS systems to APSPDCL. The unit has bagged an order from APNDPCL to supply 3300 Nos of 25 KV distribution transformers has already supplied 1500 Nos to them. The unit also bagged another order from APNPDCL to supply Nos 1000 and bills discounting facility of 88 laksh from syndicate bank, Nandyal. In tiny town of Gooty, where neither industrial development nor agricultural development, the unit has created employment opportunities to more than 250 members thereby contributed substantially to the society.
M/S MADHU SOLVENT EXTRACTIONS PVT LTD.
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MSEPL has established a 125 TPD solvent extraction plant at Gooty in 1991 with a total capital outlay of Rs 200 laksh. The plant was successfully commissioned in 1991 and thereafter exported its produce of deoiled cake to various Middle East countries.
M/S VENKATESWARA INDUSTRIES LIMITED (VIL).

VIL is an in-house developed solvent extraction plant of 50 TPD which runs on the surplus consumables of Madhu Solvent Extractions Pvt Ltd. The plant was established in 1996 with total capacity outlay of Rs 125.00 lakhs.
SREE BALAJEE TMT ROD MILLS PRIVATE LIMITED:

Is a company incorporated on 16th December 2005 with the main objective of setting up a rolling mill for manufacture of TMT rods and bars with an annual capacity of 7000 MTPA as a part of the forward integration of the activities of the KPS group. With the commissioning of 70000 TPA TMT Rod Mill in the month of February 2007, the Mini Integrated Steel Plant has come into production in all aspects. Syndicate Bank, Nandyal Branch has sanctioned a term loan of Rs. 10.00 Crores for the project. TMT Bars are being manufactured with German Technology and is being marketed under the Trade name BUL thermex. The companies an ISO 9000:2001 certified company for quality management and also registered with bureau of Indian Standard for ISI marking. First time in India a state of art GASIFER has been put up fore reheating the ingots by using agriculture waste with a term loan of Rs. 168 lakhs IREDA. It saves the cost of fuel by about 70% and the technology is being proposed for claiming a carbon credits from savings in generation of emissions in environments.
Forward Integration:
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In the year 2004, the group has established a mini Integrated Steel Plant (ISP) at Kurnool of Andhra Pradesh with an annual capacity of 7000 Tons, as part of which it commissioned a coal based Sponge Iron Plant of 100 TPD along with Waste Heat Recovery Boiler (WHRB) in April 2005 under the company Sree Rayalaseema Green Steloy Limited (SRGSL) with term loan of Rs. 12.00 Crores from Syndicate Bank, Nandyal Branch. Further the same company also commissioned Steel Melting Shop (SMS) of 120 TPD as a part of the ISP in October 2005 with financial assistance of Rs. 9.90 Crores from Andhra Bank, Abids branch, Hyderabad. The company availed working capital limits of Rs. 7.00 Crores from Andhra Bank Abids branch, for the whole mini Integrated Steel Plant. Now SRGSL is constructing second SMS plant to enable to supply sufficient raw materials (MS Ingots) to TMT Rod Mill established under the Associate Company M/s. Sree Balajee TMT Rod Mills Private Limited.
THE PROMOTORS:
The Company is promoted by KPS groups, named its founder Late Sri K. Padmanabhaiah Setty & Sri K. Madhusudhan, M.D. Sri K. Madhusudhan, elder son of the founder Late Sri K. Padmanabhaiah has joined the group in 1990 after obtaining a degree in commerce from Madras University. He was actively involved in the erection and commission of MSEPL and VIL. He is closely associated with SRGEL from concept to commissioning. He is looking after the day-to-day administration of the group and leads a team of professionals in various fields towards achieving the objectives of the group.
Sri K. Srihari
Sri K. Srihari, younger son of the founder Late Sri K. Padmanabhaiah has joined the group in 1996 after completing his post graduation in Business Rayalaseema University, Kurnool Page 22

Administration. He is also associated with all the activities of the group and is looking after the day-to-day administration of various groups companies.
Smt K. Nagarathnamma
Smt K. Nagarathnamma, wife of the founder Late Sri K. Padmanabhaiah is the woman behind the success of the group. She is associated with all the policy decisions with regard to the development of the group.
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Recruitment & Selection SRGEL METHODOLOGY:

A detailed study of various books on Recruitment Process was undertaken to design a questionnaire for evaluating the methods of recruiting the applicants into RAYALASEEMA GREEN ENERGY Ltd.
Method of Data Collection:

The design of the research project specifies both the data that are needed & how they are to be obtained. The step in data collection process is to look for primary data as well as secondary data.
1. Primary Data:
Primary data are data that are collected to help solve a problem or take advantage of an opportunity on which a decision is pending. An important source of primary data is survey research. The various types of surveys (personal, mail, computer & telephone).
Primary data is generated from: (a) Questionnaire:

Questionnaire consists of questions, which are closed ended as well as openended questions having fixed response pattern with multiple answers. A total of 15 questions were posed in the questionnaire to analyze the effectiveness of recruitment process in RAYALASEEMA GREEN ENERGY Ltd to its employees. The original data are collected through questionnaire method by designing the series of structured questioning with suitable choices of answers and by circulating the same among the targeted employees. Rayalaseema University, Kurnool Page 24
(b) Informal Interviews:

The interviews that have been taken from the General Manager, Human Resource Manager & some of the executives have helped a lot in collecting the information.
2. Secondary Data:
Secondary data are that were developed for some purpose other than helping to solve the problems at hand. The secondary data those are available to relatively quick & inspective to obtain. Internal sources can be classified into for board categories. Recruitment & Selection Procedures, Appraisal reports, training reports, miscellaneous records & internal exports.
Sampling:
The sample method is the way the sample units are to be selected. The technique used for selecting the samples is probabilistic convenience sampling. The sample size of the project is employees. The sample size is 100.
Data Analysis:
The data as been analyzed based on both qualitative & quantitative techniques of analysis. The responses are tabulated &drawing bar graphs & pie diagrams made a study. Conclusions are drawn after interpreting the tables & graphs.
Techniques of Analysis:
The data collected is tabulated and analyzed quantitatively and quantitatively by using percentage analysis and interpreted results. The main source of secondary data is records maintained by RAYALASEEMA GREEN ENERGY Ltd. Rayalaseema University, Kurnool Page 25
Recruitment & Selection SRGEL Personal Discussion:

The candidates attended the recruitment and selection boards are interviewed personally for obtaining information on the effectiveness of recruitment and selection. Apart from these, concerned officials involved in the recruitment and selection process are also interviewed to collect the necessary information.
LIMITATIONS OF THE STUDY:

The research is confined to RAYALASEEMA GREEN ENERGYS Ltd, is kurnool Certain Limitations of the study are: Only limited number of employees of RAYALASEEMA GREEN ENERGYS Ltd could be covered by the study due to various like time constraint etc, Some questions were left unanswered in the questionnaire. This affected the accuracy of the collection on the project. Lack of co-operation from respondents.
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HUMAN RESOURCE MANAGEMENT

To every organization Labour, Land, Capital is necessary. Without proper management of these the organization cannot grow in proper way. Among above all Labour Management is most important one. Now days labours are a called or treated as most valuable resource in the earth, as human resource. Before going to the Human Resource Management, we have to know what the meaning of management is. According to Paker Follet, Management means the art of getting things done through people. And one more definition for Management is that field of Human Behavior in which managers plan, organize, Staff, direct and control human, physical and financial resources in the organized effort, in order to achieve desired individual and group objectives with optimum efficiency and effectiveness. Now coming to human resource management, According to Leon C. Muggings. The term human resources can be thought of as the total knowledge, skills creative abilities, talents and aptitudes of an organizations work force, as well as the value, attitudes and beliefs of the individuals involved. Different terms are used to denote human management. They are labour management, labour administration, and labour-Management. Relations, employeeemployee, Industrial, personnel administrations, personnel management human capital Management Human asset management, human resources. Management and the like, Human Resources Management in simple sense employing people, developing their resource utilizing, maintaining and compensation their services are true with the job and organizations requirements.
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The below sentences given the importance and significance of the human resource a nation with abundance pf physical resources will not benefit itself unless human resources make use of them.
OBJECTIVES OF HRM:
To create and utilize as able and motivated workforce, to accomplish the basic organization goals. To establish and maintain sound organizational structure and desirable working relations among all the member of the organization. To attain an effective utilization of human resources in the achievement of organizational goals. To provide an opportunity for expression and value in management. To provide fair acceptable and efficient leadership. To provide facilities and conditions of work creation of favorable atmosphere.
RECRUITMENT:
Every organization, regardless of its size, product, or service, must acquire the right number and types of people necessary to ensure the continued operations of organization. Applications that are available and qualified are acquired through recruitment. Recruitment includes all activities directed inward locating potential employees. It is process of finding the sources, where required human resources will be available, and attracting them towards the organization. The primary goal of recruitment program is to ensure that the organizations has a pool of reasonably qualified acts as a liking activity, bringing together those with jobs to fill and those seeking jobs.
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Recruitment is process of searching prospective employees and stimulating them to apply for jobs in the organizations. Recruitment and selections are two steps in the total employment process. The recruitment and selection of suitable personnel is an integral part of every managers activity. Systematic recruitment policies and procedures can reduce costs by using the most effective method for selecting suitable candidates for specific jobs and by reducing unwanted labour turnover.
RECRUITMENT POLICY:
The recruitment policy of an organization makes clear the objectives of recruitment and lays down the procedure to be followed in implementing the recruitment program. A good recruitment policy is based on the organizations objectives, identification of the recruitment, criteria for selection and preference, the cost of recruitment, and other financial implications.The recruitment policy is concerned with quantity and qualifications of managers. A recruitment policy must. Comply with the government policy on hiring. Provide the optimum employment security and avoid frequent lay-offs or losttime. Provide than open path and encourage each employ to develop his/her talents and skills continuously. Assure the managements interest in the personal goals and employment objectives of each employee assure fairness in all employment relations, including promotions and transfers, for all employees. Employ handicapped workers and those from minority sections, in jobs that are designed to match their qualifications. Encourage one or more trade unions that are strong, effective and responsible.
Why Recruitment Needed?
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Recruitment & Selection SRGEL It takes place for one of the two reasons: Because of companies expansions. Because of need to replace and existing employee.
Company Expansion:Recruitment for an expanding company is a pleasant occupation. Before taking and added cost that is anew employee the wise manager will carefully examine his available work force to be certain that he is obtaining maximum effectiveness from it.
Staff Replacement:Favorable:This implies a promotion, which is encouraging since it indicates that earlier recruitment has been effective. It also indicates companies growth with an expansion of opportunities within the companies.
Unfavorable: An employee has resigned A company has asked the employee. Recruitment is only one of the many significant aspects of a managers role. A manager can work so many hours in a day and influence directly only a limited number of people. Therefore he is measured not by his contribution as an individual but by the results of his team. The basis of successful team must be the recruiting of right personnel. Effective requirement brings its own immediate reward that it team performance improves and the managers benefits by increased salary bonus or promotion or by what ever method is use to reward success in his company.
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One of the most rewarding aspects of managers life is the able to say of other mangers That man started in my team. This indicates good selection, good training and good support, which are all fruitful courses of job satisfaction for a manger. Therefore all though one of the most demanding and tiring of all management activities, effectively recruitment beings both immediate and long term benefits and is often a determining factor in a mangers success.
Sources of Recruitment:The objectives of recruitment are more likely to be achieved if the recruiting sources used are suitable for the kind of position that is to be filled. This different recruitment sources are internal search, advertisements, employee reference, employment agencies, educational institutes, and unsolicited applicants.
Internal Search:This policy of promoting people with in the organization where ever possible has the following advantages. It helps to maintain good public relations. It boosts employee morale. It encourages competent and ambitious individuals. The ready availability of information on an individuals performance, facilitate efficient selection. It cuts the cost of the recruitment as internal search is less expensive than going outside to recruit. It reduces the cost of individual and orientation since the internally promoted people are already familiar with the organization. If carefully planned, promoting within can also act a training and development device for developing middle and top level management.
Advertisement:-
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Advertisement is one of the most popular and effective methods used by an organizations to communicate to the public that it has a vacancy. The higher position in an organization requires human resources with specialized skills. As the supply of these resources is scarce, the advertisements need to be more widely dispersed. The response to advertisements is influenced by three important variables factors related to an organization, lab our, market conditions and the degree to which specific requirements are listed in the advertisement. Advertisements use more applicant-centered criteria to describe to measure receive a very good response, whereas advertisements that describe a job requiring precise abilities and experience will limit the number of respondents.
Employee referrals/recommendations:The recommendations of a current employee are one of the best sources for recruiting a new employee. Individual recommended by present employees are likely to have gathered more accurate information about their prospective jobs. The recommended usually provides more realistic information about the jobs than any employment agency or newspaper advertisement. Thus information wipes off unrealistic expectations in the mind of the individual and increases the chances of his continuing in the job. Sourcing from employee referrals is an excellent practice especially in recruiting hard-to-fill positions. Some organizations even reward employee if the candidates referred by them is hired. This benefits both the employee as well as the organization.
Employee agencies:Employee agencies can be broadly classified on the basis of the type of client them serve-public or state agencies, private agencies, and management consulting firms.
Public or state agencies:-
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There are the agencies set up by the government to reduce the problem of unemployment. State employment exchange are designed both to help job seeks find suitable employment, and to help employers find suitable workers. The jobs seekers have to enroll in these agencies and provide all the relevant details about their qualifications and skills. Organizations can register their job vacancies with their local state employment office. These agencies then search for suitable candidates form the inventory of local unemployed individuals. This is because prospective applicants perceive these agencies as having only a few high-skilled applicants.
Private employment agencies:Private employment agencies generally eater to the need of applicants seeking high skilled jobs or positions and employers looking for applicants of a higher caliber. These agencies provide a complete line of service. They undertake a major part of the recruitment process on behalf of the organization. They advertise for the part, screen the applicants based on the criteria specified by the organization and finally send the short-listed candidates to the organizations. The organizations selected the best candidates from the already screened list.
Management Consultants:Management consultants are another type of employment agency. These agencies which undertake executive search head hunting are actually specialized private employment agencies dealing with middle-level and top-level executive placements. They assist organization in filling up positions and applicants seeking openings, at these levels.
Schools, colleges, and universities:-
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Educational institutions are an excellent source of potential employees for entry level positions in organization. Most colleges and universities have placement services that help their graduates to get employment. These individuals might be employees or the alumni of the institute using their educational institution as a placement center.
Unsolicited Applicants:This source of prospective applicants is walks-ins. These applicants reach the employees by letter, telephone or in person. Though this source is affected by certain factors such as the economic conditions, the organizations image and job seekers perception of the type of jobs that might be available, it is still an excellent source of supply.
Other Sources:Organizations often consider non-traditional sources while searching for certain type of applicants. Recruiting from associations of the handicapped can provide highly motivated workers and a forty-plus club can be excellent source of mature and experienced workers.
METHODS OF TECHNIQUES OF RECRUITMENT

Dunn and Stephens summarize the possible recruiting g methods into three categories: direct, indirect and third party.
DIRECT METHOD:
These include sending traveling recruiters to education and professional institutions, employees contacts with public, and manned exhibits. One of the widely used direct methods is that of sending of recruiters to colleges and technical schools. Most college recruiting is done in co-operation with the placement office of a college.
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The placement office usually provides help in attracting students, arranging interviews, furnishing space, and providing student resumes. For managerial, professional and sales personnel, campus recruiting is an extensive operation. Persons reading for MBA or other technical diplomas are picked up in this manner. For this purpose, carefully prepared brochures, describing the organization and the jobs it offers, are distributed among students, before the interviewer arrives. The DCM, TATAs, and other enlightened firms maintain continuing contacts with institutions placement officials with a view to recruiting staff regularly for different responsible positions. Sometimes, Firms directly solicit information from the concerned professors about students with an outstanding record many companies have found employees contact with the public a very effective method. Other direct methods sending recruiters to conventions and seminars, setting up exhibits at fairs, and using mobile officers to go to desired centers.
IND IRECT METHODS:

Indirect methods involve mostly advertising in newspaper, on the radio, in trade and professional journals, technical magazines and brochures. Advertising in newspapers and/or trade journals and magazines is the most frequently used method when qualified or experienced personnel are not available from other sources; senior posts are largely filled by such methods when they cannot be filled by promotion from within. Advertising us very useful for recruiting blue-collar and hourly workers, as well as scientific, professional, and technical employees. Local newspaper can be a good source or blue-collar workers, clerical employees, and lower-level administrative employees. The main point is that the higher the position is in the organization or the more specialized and skills sought, the more widely dispersed advertisement is likely to be. The search for top executives might include advertisements in a national periodical,
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while the advertisement of blue-collar jobs is usually confined to the daily newspaper or regional trade journals. The classified advertisement section of a daily newspaper or the Sunday weekly edition of The Hindustan Times. The Times of India, The Tribune, Bharat Jyoti, The National Herald, The Free Press Journal, The Pioneer, Amrit Bazar Patrika, The Economic Times, The Hindu, The Indian Express etc., carry advertisements for all type of positions such advertisements enable prospective candidates to screen themselves in order to find out what they are fit for the hob for which the advertisement has been issued.
THIRD PARTY METHODS:

These includes the use of commercial or private employment agencies, state agencies, placement offices of schools, colleges and professional associations, recruiting firms, management consulting firms, indoctrination seminars for college professors, and friends and relatives. Private employment agencies are widely used. They charge a small fee from an applicant. They specialize in specific occupations general office help, salesmen, technical worker, accountants, computer staff, engineers and executives. These private agencies are brokers who bring employers and employees together. The specialization of these agencies enhances their capacity to interpret the needs of their clients, to seek out particular types of persons and to develop proficiency in recognizing the talent of specialized personnel. State or public employment agencies also known as employment or labour
Personal exchanges planning
are the main agencies of publicEmployee employment. They provide a clearing house Job
Analysis Requisition for jobs information for them of their personnel requirements. While job-seeking To Selection get Screening information of them about the types of services counseling, assistance in getting jobs,
information about the labour market, labour market, labour and wage rates
Job Vacancy Recruitment Planning Numbers Searching Activation Selling Message Media Applica nt Pool
Potential Hires
Rayalaseema
Strategy Development University, Kurnool -Where -Who -When
Applicant Populatio n
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Evaluation & Control
Recruitment process SELECTION:

Staff selection is an important and critical function of the HR department. Selection attempts to pick up the best applicants and thereby reduce the number of eligible applicants, Recruitment aims at increasing the number of eligible applicants. Selection is the second step in employment process, by which the qualified personnel can be chosen from the applicants who have offered their services to the organizations for employment. Thus, the selections process is a tool in the hands of the management to differentiate the qualified and unqualified by applying various techniques such as interviews, tests etc. In this, it is negative process of employment in which only a few who; qualify for the hobs are offered employment and others are denied the opportunities. Selections of employees is a decision-making process where the management decides certain norms and principles to adhere to standards on the basis of which, discrimination between qualified and unqualified candidates can be made. A sound selection policy will ensure the selection of a suitable candidate.
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Selections procedures for the business concern:The various steps in the selection of the desirable person in the employment of the organization should be finalized by the company. Selection procedure starts only after the applicants from the prospective employees are received by the concern. The applicants are screened out at each step and those who are found fit for the job are selected finally. The following are the necessary steps generally involved in the selection procedure:
APPLICATION FORM:An application form is referred to as an application blank is a formal record of individuals appeal or intention for employment. It is a traditional and widely accepted device for securing information about prospective candidates. It is usually used to screen job applicants at the preliminary levels. These application forms are designed to help applicants provide interview.
Some information included in the application forms: Personal information:-
This is includes the name, present, permanent address, sex, date of birth, martial status, health and weight, nationality, number of independents and annual income of applicants parent etc. The number trend is to minimize the personal information need and form work experience and educational qualification.
Educational qualifications:-
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This includes the list of a schools, colleges, and institutions attended by the job applicants, the period study, the various courses taken and subjects studied and the percentage of marks, and the class and ranks secured by the job applicants.
Work experience:This covers the experience gained by the job applicants in all the previous jobs. Details about the nature and quantum of work handled, period of experience in each job, the responsibilities and duties involved, and reasons for leaving the past organizations.
Salary:This includes the salary that the employee is presently drawing and the expected salary and benefits. The salary structure varies from company to company.
Personality items:Hobbies, personal likes and dislikes, extra curricular activities, etc are included in this selection.
References:The name and addresses of persons who may be contacted for reference are included here.
Types of selection tests:

The most important techniques of selection, which has gained significance in recent years is testing. It is difficult for organization to evaluate the job applicants
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performance only on the basis of application forms or interviews. Some of the tests are as follows.
a) Intelligent test:These tests are included factors such as digits span both forward and backward, information known comprehension, vocabulary, picture arrangement, and object assembly.
b) Aptitude tests:Aptitude tests measure whether an individual has the ability to learn a given job, if given adequate training. Aptitude tests can be used when a applicants has little or no experience related to the job which is to be filled.
c) Achievements tests:Applicants who claim to have a certain amount of knowledge in a particular are put through achievement tests. These tests measure the extent of their knowledge. Organizations that wish to employ experienced candidates can use these test. These tests can be classified in to job knowledge test and work sample test. Job knowledge test, candidates knowledge of a particular job in which he had experience is tested, while in the work sample test a portion of the actual work is given to the candidate and asked to perform it.
Sit uation Tests:-
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Situation tests evaluate a candidates performance is a real-life situation. In this test, the candidate is asked, either to deal with a particular situation or solve certain problems associated with the job. Situation tests include leaderless group discussions, in basket and business games.
Leaderless Group Discussion:Candidates are asked to participate in a group discussion, while the Management observes and evaluates the candidates capabilities in the areas of initiating, leading, selling abilities, conciliation skills, oral communication skills coordinating and concluding skills.
In Basket Technique:This candidates is given actual letters, telephone and telegraphic messages, reports and requirements form various officers in the organization, along with adequate information about the job and organization the candidate is asked to take decisions on various issues based on the in basket information.
Business games:It is a living case in which candidates play themselves, an as signed role, and are evaluated with in a group.
Interest Tests:A person who is interested in a job or task will do much better than one who is not. Interest help manage the management to find out whether a candidate is interested in the job applied for.
The personality Tests:-
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The personality of individuals plays and important role in there success individuals having intelligence, attitude and the right experience for a certain job often fail due to their inability to get along with and motivate other people. This tests probe an individuals values system, emotional reactions, maturity level and characteristic mode. There are expressed through traits like self confidence, tact, emotional control, optimism decisiveness, sociability conformity, objectivity, patience, fear, distress, initiative, judgment domains, are submission impulsiveness, sympathy, integrity, stability and self confidence.
Interview:An interview enables manages to fill the gaps in the information provided by application blanks and test. It may also provide internally new information. Interviews are particularly useful for assessing intangible factors such as motivation and enthusiasm that cannot be shown on an application blank.
Preliminary Interviews:Preliminary interviews are first round interviews that are usually that are usually that are quite short and aim to eliminate the obviously and qualify job applicant. These interviews are generally informal and unstructured. Informal Interviews. Unstructured Interviews
Core Interviews:-
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A core interview is normally the interaction between the job applicant and the line manager or experts, where the applicants job knowledge, skills, talent, etc., are ascertained. The various forms that this interview can take are: Background information interview Job and company interview Stress interview Group & discussion interview Formal and structured interview Panel interview Depth interview
Preparation:Advance preparation for all types interviews is very important. It helps the interviews to focus on important aspects and to remember absorb many impressions and facts during the interviews. Specific Objectives of the interview need to be determined Methods of accomplishing the interviewing objective must be determined. Gather as much information as about the interviews as possible.
Setting: The physical setting for the interview as to ensure privacy and comfort. The mental setting should one of case.
Conduct of interviews:Rayalaseema University, Kurnool Page 44
This step involves obtaining the desired information and facts that are needed by the interviewer. It is important that the following factors are taken into consideration in the conduct of an interview. The interviewer should possess and demonstrate a basic liking and respect for people. Questions should be open ended to encourage the interviewee to talk. The interviews should listen attentively. Avoid hostile questions
Close: The interviewer should make some over sign to indicate the end of the interview. The interviewer should be given some type of answer or indication of future action.
Placements:Once the candidates reports for duty, the organization has to initially place him in the job for which he is selected. Placement is the determination of the job to which an accepted candidate is to be assigned and his assignment to that job. It is matching of what the supervisor has reason to think he can do with the job demands (job requirements). It is a matching of what he imposes and what he offers in the form of pay roll, companionship with others. Promotional possibilities, etc. A proper placement of an employee results I low employee turnover, how absenteeism, and accident rates in shop floor jobs improves morale. After selection the employee is usually put on a probation period ranging from six months to two years. The organization generally decides the final placement after Rayalaseema University, Kurnool Page 45

the initial probation period is over based on the employees performance during the period. If the employees performance is not satisfactory, the organization may extend the probation period or ask the employee to quit. If the employee performs satisfactory during his period, his period, his services are regularized.
SELECTION METHODS:It could be said that selection methods are an art forms struggling to gain credibility. But is scientific credibility attainable in a field littered with human complexity? This section aims to throw light on this issue. Inevitable we will be drawn to the conclusion that there is no single fail-proof method of selection and that the answer lies in a tapestry of sympathetically woven threads. Choosing the right person for the hob is critical to the organizations success and a poor or inappropriate choice can not be costly to the organization but demoralizing to the employee (who finds or herself in the wrong job), and demotivating to the rest of the work fore. For the selectors, selection successes will be written in send and failures in stone. Of course the perfect match is not always possible and the organization will then be faced with three further time-consuming and costly choices. To change or modify the job to fit the person. To encourage personal change and development until an acceptable fit is reached; A mixture of the above. There is a vast of selection methods available to an organization, from the gaining popularity of psychometric exercises to the rarer world of graphology. For the purpose of description the following methods will be considered: Interviews Biodata Group methods (roles and problem solving) In-trays Rayalaseema University, Kurnool Page 46

Presentation Work simulations repertory grid Personality assessment Assessment centers The popularity of the interview and the growing interest in personality assessment will be reflected in the space given to these two methods of selection.
Interviews:The interview, as will any method of selection, should be a very thin slice between what precedes and follows. It cannot be stressed enough that if you dont know what you are looking for, the interview will not help you to find it, and if you do not know how to use the information following the interview, the strengths of the process will be negated. The interview should be seen as a camera it will take the picture, after you have pointed the Jens and framed the shot.
CAND IDATES 9.3010.30 Interviewer 1(subject finance) Interviewer 2 (human resource management) Interviewer 3 (subject technical skills) Sequential Interview Timetable The interview can be: One to one Page 47 3 4 1 LUNCH 2 2 3 4 LUNCH 1 1 2 3 LUNCH 4 10.4511.45 12.00-1300 13.00-14.15 14.15-15.15

Sequential Panel Most people are familiar with the one-to-one interview as an interviewee if not as an interview; the sequential interview takes the one-to-one a step further and is a series of interviews, usually utilizing the strengths and knowledge base of each interviewer, so that each interviewer asks questions in relation to his or her subject area of each candidate, as the candidates move from room to room. This process therefore takes no loner than the traditional one-to-one interview. A scheduled for this type of selection method with three interviews consists and four candidates could be planned as in figure. The panel interview consists of two or more interviewers and has been known to embrace as many as 15 interviewers. Any panel interview is less intimate and more formal than the one-to-one only make the candidate feel ill at ease and unsure about where to look and to whom to address the answer to each question, but the coordination of interviewers questions that is who is going to ask in what order can become a nightmare for the interviewers.
Biodata:Biodata refers to biographical information about the candidate and much of this sort of information is gather on application forms. Application forms, as with other tools used for selection purposes should be clearly designed so that selectors know how they are going to use the information when it is received. For example, what is the relevance of interview questions about hobbies or leisure interests? Some organizations use this information to indicate a persons group or individual orientation or to give added information on leadership ability is sure that there is a reason for asking for personal information and that it will Not be used to rule out some candidates unfairly. For example, not all adults have lifestyle which allows many leisure activities. Difficult and lengthy forms have been used in the past to check an individuals motivation in applying for a job and it is certainly the case that a lengthy application Rayalaseema University, Kurnool Page 48

form will deter those from applying if they are not absolutely sure that they want the job. Short listing from application forms is a risky business and many candidates who do not have the right background or have not had the same opportunities as others but who might be excellent in post can ruled out. Herriot, Glendinning and Wingrove (1984) found that selecting candidates on the basis of application forms was a haphazard affair with candidates who filled in the white spaces on the form standing a greater\chances of selection because filling in the spaces was equated with motivation.
Group methods Roles:Many organization are now interested in whether an employee will fit into an existing group, some organization are there fore using Belbins work on team roles (Belbin, 1981) not only to identify what roles exist at present within the team and therefore what is the gap, but also to select a candidate with the required role preference.
Problem solving:A small group of 6-8 people is asked to solve a work-related problem in a limited period of time. Each individual may also be asked to feed back to the assessors the behavior of a chosen candidate, thus each individual would not only be asked to contribute to solving the problem but they would be required to appraise another individual.
The candidate will be assessed on:

Problem solving ability in the short and long term/creativity; Ability to work well and contribute to a team situation; Interpersonal skills; Ability to listen, to appraise and assess others; Leadership and chairing qualities.
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Recruitment & Selection SRGEL In-trays:The exercise simulates what a manager might find in his or her in-tray and the candidate is allocated a limited period of time say 30 minutes in which to go through the in tray of memos, letters, reports and other documents and to make appropriate written decisions. These decisions or suggested actions will be communicated and explained to an assessor following the event. The in tray exercise will typically be assessing: o Ability to make appropriate decisions when under time pressure; o To deal with situations appropriately; o To be aware of the knock-on effect of decisions to other parties; o Ability to organize and priorities.
Presentation:Each candidate is asked to write and present a piece of work to an audience. Typically the presentation will be time limited and on a relevant topic. So, for example, a person applying for a job as a manager of a multinational organization who will be liaising and managing overseas staff might be asked to present a 15 minutes paper on. MANAGING CULTURAL DIVERSITY
Verbal and non-verbal assessed on: Verbal and non-verbal presentation skills; Relevant content; Time management.
Work simulation exercise:A typical work situation is simulated so that a candidates ability to do the job effectively can be assessed. The alternative is to rely on what the candidate sys they would do in a given situation, but what or how they say they would carry out a piece of work may be very different to what they would do in practice. The candidate is asked to comment on or answer questions which mirror the type of activity which is involved in the job. For example, a prospective senior manager may be asked to comment individually and in writing on last years financial figures Rayalaseema University, Kurnool Page 50

suggesting questions that he or she would like to ask the accountant, or a secretary may be asked to undertake a typing test, or a prospective television newscaster may be asked to present a piece of news.
Repertory grid technique:

Kelly (1955) developed the notion of personal construct psychology as a theory of personality which over the last five years has been developing for use in the selection process. The technique allows the individual to make sense of his or her world by identifying similarities and differences between sets of events in his or her life and in this way develops personal constructs. Anderson (1990) used the technique to elicit constructs which relate to preferred tasks. The repertory grid was elicited from a marketing manager and shows two distinct clusters of constructs one likes for variety, challenge and responsibility for the marketing function and the other is a dislike of closely supervised work, desk-bound tasks and advertising responsibilities. Kellys repertory grid is extremely useful when trying to uncover a candidates real motivation and preferences and marks a new and exciting step forward in the field of selection.
Personality assessment:
The use of personality questionnaires in employee selection is not an area for the amateur and certainly not an area in which to dabble. Some users of this selection method find it an invaluable tool; others suggest that even to try to define personality is difficult, therefore how can this illusory characteristic be measured? Certainly the word personality is much abused in general use, not least in phrases such as firm or TV personality. Only recently a student was overheard to say he was undertaking a personality test to see if I have any! Assessment centers: Assessment centers have been described by Lewis (1985) as a selection procedure using multiple methods.
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An assessment centre is a programme of tests, work simulation situations, exercises and interviews which are designed to measure and assess a wide range of range of different abilities, skills, behavioral characteristics and potential required for effective performance in the job. Assessment centre techniques have gained prominence in the last decade but they are not new and date back to the Second World War. Until recently the technique was left to other countries to develop and the first industrial use was in the USA by AT&T in 1955.
Setting up an assessment centre specifically for an organization involves six stages:

A. Identifying the skills and behaviours required of the post; B. Relating specific exercises and tasks to I; C. Testing the exercises on an appropriate sample of individuals to ascertain that they do measure what they say they measure, and then feeding this information back into the process D. Training assessors from within the organization to observe and rate candidates effectively, or providing professionally trained staff to carry out the task; E. Running the assessment centre and choosing the appropriate candidate; F. Giving feedback, both to the candidate and the process.
Employment
Line Managers Decision
Reference Checks
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Medical Examination
Final interview
Tests
Group Discussion
Preliminary Interview
Written Examination
Application From
Selection Process
1) Do you feel that the organization follows definite recruitment procedure? S.NO 1 2 3 4 PARTICULARS Strongly agree Agree Neutral Disagree TOTAL NO.OF RESPONDENTS 15 25 10 0 50 100% 30 50 20 0 100
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Table-1
120 100 80 60 40 20 0 1 Graph-1 2 Strongly agree Agree Neutral Disagree
INTERPRETATION:
The above table it shows that 30% respondents are strongly agree that the organization follows definite recruitment process, 50% agree at certain extent, 20% says that neutral. From analyzing we can say that majority of the respondents agree that the organization follows a definite recruitment process. 2) If so the recruitment is? S.NO 1 2 PARTICULARS Regular periodical Total NO. OF 100% 30 70 100
RESPONDENTS 15 35 50 Table-2
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120 100 80 Regular 60 40 20 0 1 2 periodical
Graph-2
INTERPRETATION:
From the above table it shows that 30% of the respondents agree with regular recruitment basis and 70% respondents are periodical recruitment. From this we can say that majority of the respondents agree for periodical recruitment.
3) What are the sources of recruitment in your organization? S.NO. 1 2 3 PARTICULARS Internal External Both TOTAL NO.OF 100% 40 60 0 100
RESPONDENTS 20 30 0 50 Table-3
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120 100 80 60 40 20 0 1 Graph-3 2 Internal External Both
INTERPRETATION:
The above table illustrates that 40% of the respondents say internal recruitment and 60% respondents as external recruitment. With this it is clear that majority of the employees agree with external recruitment.
4) A) If Internal, S.NO 1 2 3 PARTICULARS Employee referrals Internal promotion Transfers NO. OF 100% 50 10 10 Page 56
REPONDENTS 25 5 5

4 All the above 15 TOTAL 50 Table-4 (a)
120 100 80 60 40 20 0 1 2 Employee referrals Internal promotion Transfers All the above
30 100
Graph-4 (a)
INTERPRETATION:
The above table shows that internal sources of recruitment 50% employees are referrals and 10% are promotion, 10% are recruited by deputation basis by all of the above. Majority employees are recruited by employee referrals.
B) If External, S.NO 1 2 3 4 PARTICULARS Walk-in Campus recruitment Advertising Employment exchange Rayalaseema University, Kurnool Page 57 NO. OF 100% 10 50 20 20
REPONDENTS 5 25 10 10

5 All the above 0 TOTAL 50 Table-4 (b)
120 100 80 60 40 20 0 1 2
0 100
Walk-in Campus recruitment Advertising Employment exchange All the above
Graph-4 (b)
INTERPRETATION:
The above table shows that 10% employees are recruited through interviews and 20% campus interviews, 20% advertising and 20% employment exchange. From analyzing we can say that majority of the respondents are recruited by campus recruitment.
5) Which source of recruitment is more efficient? S.NO 1 2 3 PARTICULARS Internal External Both TOTAL NO. OF 100% 20 30 50 100
RESPONDENTS 10 15 25 50 Table-5
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120 100 80 60 40 20 0 1 2 Internal External Both
Graph-5
INTERPRETATION:
The above table shows that source of recruitment internal sources 20% and external sources 30% and remaining 50% recruitment as internal and external. Majority of recruitment sources are internal and external.
6) Which media is highly suitable for recruitment in your organization? S.NO 1 2 3 4 PARTICULARS News papers Televisions Internet Others TOTAL NO. OF 100% 30 10 40 20 100 Page 59
REPONDENTS 15 5 20 10 50

Table-6
120 100 80 60 40 20 0 1 2 News papers Televisions Internet Others
Graph-6
INTERPRETATION:
The above table shows that for effective recruitment process. In this 30% respondents are recruited by newspapers, 10% Television, 40% Internet and remaining 20% are recruited by others. Majority of the respondents are recruitment through internet in an organization. 7) What is the basis for recruitment in your organization? S.NO 1 2 3 4 PARTICULARS NO. OF 100% 30 50 20 0 100
REPONDENTS Experience 15 Qualification 25 Skills and 10 knowledge If any other 0 please specify TOTAL 50 Table-7
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120 100 80 60 40 20 0 1 2 Graph-7 Experience Qualification Skills and knowledge If any other please specify
INTERPRETATION:
The above table shows that basis for recruitment procedure 30% respondents are specified that by experience,50% are by qualification and 20% respondents are specified that skills and knowledge of candidates. From analyzing we can say that majority of candidates are recruited by qualification.
8) In your opinion who will be efficient? S.NO PARTICULARS NO. OF 100%
REPONDENTS
Candidates institutions
recruited 20
40
directly from educational 2 Candidates with good 15 30
academic record
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3 4 Candidates experience If any other please specify TOTAL Table-8
120 100 80 60 40 20 0 1 2 If any other please specify Candidates recruited directly from educational institutions Candidates with good academic record Candidates with good experience
with
good 15 0 50
30 0 100
Graph-8
INTRPRETATION:
The above table shows that efficient employees in an organization. 40% respondents are specifies that directly recruited by educational institutions, 30% respondents are good academic record and30% respondents specific that good experience. Majority of respondents are efficient candidates are directly recruited by educational institutions. 9) Sons of soil are important in your organizations? S.NO 1 2 3 4 PARTICULARS NO. OF 100% 20 30 30 20 100
REPONDENTS Strongly agree 10 Agree 15 Neutral 15 Disagree 10 TOTAL 50 Table-9
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120 100 80 60 40 20 0 1 2 Strongly agree Agree Neutral Disagree
Graph-9
INTERPRETATION:
The above shows that 20% of the respondents are strongly agree for sons of soil, 30% of the respondents are agree regarding the importance of sons of soil, 30% of the respondents are neutral and 20% of the respondents are disagree the importance of sons of soil in the organization. Majority of the respondents are agree and neutral for sons of soil are important in the organization.
10) Do you feel that the pay structure should also be incorporated before Recruitment itself? S.NO 1 2 3 4 PARTICULARS NO. OF 100% 40 50 10 0 100 Page 63
REPONDENTS Strongly agree 20 Agree 25 Neutral 5 Disagree 0 TOTAL 50 Table-10
120 100 80 60 40 20 0 1 2 Strongly agree Agree Neutral Disagree
Graph-10
INTERPRE TATION:
The table shows that pay structure before recruitment process. In this 40% respondents specifies that strongly agree, 50% are agree and 10% respondents are neutral. Majority of respondents are agreeing for pay structure should be incorporated before recruitment. . 11) What factors do your organizations consider for recruiting the candidates? S.NO 1 2 3 4 PARTICULARS NO. OF 100% 10 0 30 60 100
REPONDENTS Pay package 5 Size of company 0 Role of trade unions 15 Government polices 30 TOTAL 50 Table-11
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120 100 80 60 40 20 0 1 2 Pay package Size of company Role of trade unions Government polices
Graph-11
INTERPRETATION:
The table shows that factors for recruitment 10% respondents specifies that pay package, 30% role of trade unions and 60% respondents are specify that as per government policies. Majority of respondents are specifying that candidates are recruited by as per government policies.
12) What is the main objective of recruitment procedure followed in your organization? S.NO 1 2 3 PARTICULARS NO. OF 100% 20 30 30 Page 65
REPONDENTS To attract people with multi- 10 dimensional skills and experiences To infuse fresh blood at all the 15 levels of organization To develop an organization culture 15

that attracts competent people All the above 10 TOTAL 50 Table-12
10 2 10 0 8 0 6 0 4 0 2 0 0 1 2 T a a t p o le o ttr c e p w m ltiith u d e s n l s ills im n io a k a de p r n e n x eie c s T inu ef e h o fs rs b o a a th lo d t ll e lee o v ls f og n a n r a iz tio T d v lo a o ee p n og n a n r a iz tio c ltueth t u r a a a ts c m e n ttr c o p te t p o le ep A th a oe ll e b v
20 100
Graph-12
T TL OA
INTERPRETATION: The main objective for recruitment process in this 20% respondents are specify that to attract the people with multidimensional skills,30% to infuse fresh blood, 30% to develop the organization culture, 20% respondents specify that all of the above. Majority of respondents opinion is the fresh blood and develop the organization
13) Are you satisfied by the recruitments procedure in your organization? S.NO 1 2 PARTICULARS Yes No TOTAL NO. OF 100% 100 0 100
RESPONDENTS 50 0 50 Table-13
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120 100 80 60 40 20 0 1 Graph-13 2 Yes No
INTERPRETATION:
The table shows that satisfaction levels by recruitment procedures. Majority of the respondents are specifies that 100% satisfaction about recruitment process.
14) If yes, what is the satisfactory rate? S.NO 1 2 3 4 PARTICULARS Very good Good Fair Not good NO. OF 100% 30 50 20 0 Page 67
REPONDENTS 15 25 10 0

TOTAL 50 Table-14 100
120 100 80 60 40 20 0 1 2 Very good Good Fair Not good
Graph-14
INTERPRETATION:
The above table shows that 30% respondents are specify that satisfactory level very good, 50 % respondents are good and 20% respondents are specify that fair satisfactory levels. From analyzing we know that majority of the respondents are specifying that recruitment procedures are satisfactory.
CONCLUSION
Recruitment and selection process plays an important role in the Organization. The recruitment and selection process is based on securing service of capable person, utilization of human resources, and providing the career growth for the employees in the organization. Rayalaseema University, Kurnool Page 68
The candidates are selected on the basis of written test and interview. Then the employees are provided training which improve their skills, knowledge, etc. Training process will help the employees to perform well and exhibit their talent. Therefore, although one of the most demanding and tiring of all management activities is recruitment and selection process which is often a determining factor in a success.
FINDINGS
The study concerned with the recruitment and selection procedure in Aurobindo Pharma Ltd. The data is collected, organized analyzed and interpreted. Also the sources of recruitment better source of recruitment and the satisfactory rate of the employees Rayalaseema University, Kurnool Page 69

towards recruitment and selection procedure in the organization were studied and analyzed. The following findings obtained from the analysis of the data obtained from the respondents. The organization follows a definite recruitment procedure. The recruitment procedure takes place as and when the vacancies arise. The source of recruitment is both external and internal. External source of recruitment is mainly through internal promotions and transfers. The satisfactory rate of employees towards the recruitment procedure has been good. The internet media is high suitable for recruitment procedure. The main qualification is the basis for recruitment procedure in an organization. Mainly the candidates recruited directly from educational institutions. The sons of soil are both agree and neutral are important in organization. The pay structure should also be incorporated before recruitment it self. The respondents are mostly satisfied by the recruitment procedure in an organization.
SUGGESTIONS
Up to my observation and analysis there is definite recruitment in the organization, but to make it standardized some more steps are to be followed such as
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Ranks should be given on merit basis but not on reservation, which indicate a strict pattern of recruitment. Some of higher post should also be recruited directly show that the young blood and young thoughts can be very useful to the organization. Negative marks should be introduced in the written test pattern so that it can filter the knowledge oriented once. At least five to six levels of recruitment procedure must exist for each and every post. Use job portals to advertise for vacancies.
BIBLIOGRAPHY
ESSENTIALS OF HUMAN RESOURCE MANGEMENT AND
INDUSTRIAL RELATIONS- P.SUBBA RAO
Page 71

(HIMALAYA PUBLISHING HOUSE.2ND EDITION)
RESEARCH METHODOLOGY C.R KOTHARI (VISHWA PRAKASHAM PUBLICATIONS. 2ND EDITION)
PERSONAL MANGEMENT AND HUMAN RESOURCE MANAGEMENT ASHWATAPPA (TATA MGRA WHILL, NEW DELHI)
WEB SITES:
www.Ikyaglobal.com www.answers.com www.hrm.com
QUESTIONNAIRE
1) Do you feel that the organization follows definite recruitment procedure? a) Strongly agree ( ) b) Agree ( ) c) Neutral ( ) d) Disagree ( )
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2) If so the recruitment is a) Regular ( ) b) Periodical ( )
3) What are the sources of recruitment in your organization? a) Internal ( ) b) External ( ) 4) A) If Internal, a) Employee referrals ( ) b) Internal promotion ( ) c) Transfers ( ) d) All the above ( ) B) If External, a) Walk-in ( ) b) Campus recruitment ( ) c) Advertising ( ) d) Employment exchange ( ) e) all the above ( ) c) both ( )
5) Which source of recruitment is more efficient? a) Internal ( ) b) External ( ) c) Both ( )
6) Which media is highly suitable for recruitment in your organization? a) News papers ( ) b) Television ( ) c) Radio ( ) d) Internet ( ) 7) What is the basis for recruitment in your organizations? a) Experience ( ) b) Qualifications ( ) c) Skills and Knowledge ( ) d) If any other please specify ( ) 8) In your opinion who will be efficient? a) Candidates recruited directly from educations institutions ( ) b) Candidates with good academic record ( ) c) Candidates with good experience ( ) d) If any other please specify ( ) 9) Sons of soil are important in your organizations? a) a) Strongly agree ( ) b) Agree ( ) c) Neutral ( ) d) Disagree ( )
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10) Do you feel that the pay structure should also be incorporated before Recruitment itself? a) Strongly agree ( ) b) Agree ( ) c) Neutral ( ) d) Disagree ( ) e) strongly disagree ( ) 11) What factors do your organizations consider for recruiting the candidates? a) Pay package ( ) b) Size of company ( ) c) Role of trade unions ( ) d) Government polices ( ) f) If any other, please specify 12) What is the main objective of recruitment procedure followed in your a) To attract people with multi-dimensional skills and experiences ( ) b) To infuse fresh blood at all the levels of organization ( ) c) To develop an organization culture that attracts competent People ( ) d) All the above ( ) 13. Are you satisfied by the recruitments procedure in your organization? a) Yes ( ) b) No ( )
organization?
14. If yes, what is the satisfactory rate? a) Very good ( ) b) good ( ) c) Fair ( ) d) Not good ( ) your
15. Suggest the measures if any to improve the recruitment procedure in Organization _______________________________________________________
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Recruitment and selection process at SRGEL

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Recruitment & Selection SRGEL INTRODUCTION RECRUITMENT:

IMPORTANCE OF RECRUITMENT AND SELECTON:

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

NEED & SCOPE OF THE STUDY NEED:

OBJECTIVES OF THE STUDY

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Recruitment & Selection SRGEL

Recruitment & Selection SRGEL

Non-compliance with pollution control norms:

Recruitment & Selection SRGEL

Illegal iron ore mining:

Recruitment & Selection SRGEL

Local impact of the industry:

Recruitment & Selection SRGEL

Recruitment & Selection SRGEL

No let-up in environmental destruction:

Recruitment & Selection Process in SRGEL:

recruit whenever they need manpower.

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

qualified job applications.

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

KPS GROUP PROFILE:

Recruitment & Selection SRGEL

Sree Rayalaseema Green Energy Limited:

(M. Tss) 56613 59087 52427

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Sree Rayalaseema Sugar & Energy Limited:

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

M/S MADHU SOLVENT EXTRACTIONS PVT LTD.

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

M/S VENKATESWARA INDUSTRIES LIMITED (VIL).

SREE BALAJEE TMT ROD MILLS PRIVATE LIMITED:

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL METHODOLOGY:

Method of Data Collection:

Primary data is generated from: (a) Questionnaire:

Recruitment & Selection SRGEL

(b) Informal Interviews:

Recruitment & Selection SRGEL Personal Discussion:

LIMITATIONS OF THE STUDY:

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

Rayalaseema University, Kurnool

Recruitment & Selection SRGEL

HUMAN RESOURCE MANAGEMENT