A PROJECT REPORT ON RECRUITMENT AND SELECTION PROCESS IN ASAHI INDIA GLASS LIMITED AT FIROJABAD

Submitted in the partial fulfillment of the requirement for the award of the Degree of Bachelor of Business Administration Dr B.R. Ambedkar University, Agra

SESSION :2007-2010

Mr. Jitin Sehgal Sharma (Faculty Member Of B.B.A) th B.B.A 6 Sem (A.I.M.C.S)

Sandesh

Roll No.-8326

Aryan Institute of Management And Computer Studies Agra Sector-13 Avas Vikas Colony Sikandra

SESSION :2007-2010

ARYAN INSTITUTE OF MANAGEMENT AND COMPUTER STUDIES AGRA CERTIFICATE

Certified that Mr. SANDESH SHARMA Roll No.8326 and Enrollment No.of this institute has submitted his\her project report entitled Recruitment and selection Process In asahi india glass limited At Firojabad After completitn it successfully in the partial fulfillment of requirement for the award of Degree of Bachelor of business Administration of Dr. B.R. Ambedkar University, Agra.

Dr. S.K. Gupta Mr.jitin sehgal (Director) (Undersupervision)

DECLARATION

I declare that the project entitled A Project report on recruitment and selection Process In asahi India glass limited At Firojabad submitted to Aryan institute of Management And Computer studies for award of Degree of Bachelors Of Business Administration is a record of independent research work carried out by me. This has not been previously submitted for the award of any diploma, degree, associate ship or other similar title.

SANDESH SHARMA

B.B.A. 6th SEM ROLL NO.8326

ACKNOWELDGEMENT

Before I get in to thick of the things I would like to add few heart felt words for the people who are part of this project in numerous ways.

I express my thanks to Dr. S.K. Gupta (DIRECTER) MR. AJAY SHARMA (HOD OF B.B.A ) and MRS. APARNA PORWAL (FACULTY MEMBER OF B.B.A) for their continuous support.

I express my deep feelings of gratitude and profound respect to Mr. JITIN SEHGAL (FACULTY MEMBER OF B.B.A) under whose guidance I Could carry out this project work.

I express my thanks to consumers to whom I visited for their kind support and valuable information.

At last but not the least my warmest thanks to my friends and my parents for their continous support.

SANDESH SHARMA

AIS Auto Glass - Product Range

AIS Auto Glass is India's largest manufacturer of automotive safety glass. The unit manufactures the full range of automotive safety glass, which includes:

Laminated Windshield Tempered Glass for Side and Backlights Silver Printed Defogger Glass Antenna Printed Backlights Black Ceramic Printed Flush Fitting Glass Encapsulated Fixed Glass Solar Control Glass IR Cut Glass UV Cut Glass Reflective (PET) Windshield Water Repellant Glass Glass Antenna Extruded Windshield

Laminated windshield Laminated windshield comprises two sheets of glass bonded together with one layer of PVB under heat and pressure to form a single piece.

Benefits:

Safety and Security: Laminated glass cracks under impact, but typically remains integral, unlike annealed glass which typically produces long, sharp-edged splinters on breakage. Blocking UV rays: Prevents deterioration in the appearance of interior trims.

Tempered glass Float glass is heated to a temperature near its softening point and forced to cool rapidly under controlled conditions, creating tempered glass. Benefits:

Strength: The breaking stress of tempered glass is approximately three to four times that of annealed glass. Safety: Fully tempered glass is used in many applications because of its safety characteristics. Safety comes from strength and from a fine fracture pattern.

Value-added glass Over the years, the Company has evolved a number of value-added glass products like zone-tempered glass for windshields, silver printed defogger glass, black ceramic printed flush fitting glass and PVC-encapsulated fixed glass Defogger glass A glass that uses electrical heat to remove fog from the inside and outside. Benefits:

Safety and security : Defogger glass gives a clear and undistorted vision in allweather conditions.

Encapsulated glass Glass encapsulation involves the moulding of flexible PVC around the glass perimeter to provide an aesthetic integrated trim for the product. Benefits:

Integrated trim to glass. Cost reduction through one supplier integration. Lower number of components to handle at the customer end. Overall program timing reduction.

Sub-assembled products AIS manufactures a wide range of automotive safety glass with the option of sub-assembly like :

Laminated windshield with mirror button (for rear view mirror fitment) Garnish assembly Garnish assembly Locater pin and Velcro AIS Float Glass - Service & Support

The Company improved its customer service through the following initiatives:

Cross-functional project teams that catered to the float glass requirement of processors and institutional buyers. Creation of a Technical Service Cell to facilitate product selection, designing and installation. A 24-hour helpline to support the distribution network with information on stock position, dispatch status and billing, among others. A toll-free telephone line inviting customer response. A system-linked SMS intimating customers about product dispatch. Further increase in the distribution network.

Our Supply Contacts

Sales & Marketing Head Office

C - 203/B, Fortune 2000 Bandra - Kurla Complex Bandra (E), Mumbai - 400 051 Tel : 91 - 22 - 3062 0101 / 07 / 13 Fax: 91 - 22 - 3062 0119

Plant AIS (Float)

Plot No. T-7, MIDC Industrial Area, Taloja, District Raigad - 410 208. Maharashtra Tel : 91 - 22 - 39256000 Integrated Glass Plant Village- Latherdeva Hoon, Mangalaur Jhabrera Road, PO: Jhabrera, Tehsil Roorkee District - Haridwar, Uttarakhand - 247 667 Tel : 91- 1332 - 224 010 / 14 / 15 / 16 / 19 Fax: 91 - 1332 - 224 114

Zonal Office West

C - 203/B, Fortune 2000 Bandra - Kurla Complex Bandra (E), Mumbai - 400 051 Tel : 91 - 22 - 3062 0101/ 07 / 13 Fax: 91 - 22 - 3062 0119 Asahi India Glass Ltd. 17, Okhla Industrial Area Phase IV New Delhi 110020 Tel: (011) 011 40548151/ 52/ 53/ 54 No. 2-C, 1st Floor, Ruby Regency "Dinrose Estate" New No. 69, Anna Salai, Chennai - 600 002 Tel: 91 44 28586881 Fax: 91 44 28542 494

North

South & East

Export Dept

Contact person: Mr. B.D.Gandhi (Head Export & Customer Service Dept) Tel: +91 22 39256345 Fax: +91 22 27410450 / +91 22 27410449 Mobile : +91 9820084322 Email: behram.gandhi@aisglass.com

Projects division

Asahi India Glass Ltd. (Institutional Glass Group Division) 17, Okhla Industrial Area Phase IV New Delhi 110020 Tel: 011 41020670/ 71/ 72

AIS Auto Glass - Market Position

Sole supplier to almost the entire Indian passenger car industry, with a current market share in excess of 80 %. Significant presence in the after-market with a market share of over 43%.

Exporting auto glass to after-market in Europe and Pakistan.

AIS Float Glass Overview

AIS began its float glass operations in 2001, when it took over the erstwhile Floatglass India Ltd., with its operations in Taloja, Maharashtra (West India). What was a separate company before the merger is now the Float Glass SBU of AIS. With the commissioning of its second float glass plant in Roorkee, Uttarakhand (North India), AIS Float Glass has the capacity of producing various forms and value-added varieties of glass such as heat reflective glass, coloured glass & mirror for various

architectural and automotive applications. AIS Float Glass commands nearly 34% share in the Indian float glass market. In addition, AIS Float Glass also sells the entire range of AGC products in India, which cater mainly to the realty sector. AIS Float Glass has the distinct advantage of superior technology from AGC and ready customer in the form of AIS Auto Glass.

AIS's Vision is to "SEE MORE" This byline captures AIS's culture:

It describes AIS's products & services which delight its customers by helping them see more in comfort, safety & security. It expresses AIS's corporate culture of merit and transparency. It defines the quality of AIS's people to want to see, learn, and do more, in depth and detail To transcend the ordinary.

MISSION

AIS's Mission is "JIKKO" - Execution for Excellence With major investments in place, the time is now to reap the benefits by execution for excellence

GUIDING PRINCIPLES All actions of AIS are driven by the following guiding principles:

Creation of value for Shareholders Customer Satisfaction Respect for Environment Use of Facts Continuous Improvement Strengthening of Systems Upgradation of Human Potential through education and training Social Consciousness

AIS Auto Glass Overview

What started as a Company in 1987, is now the Auto Glass SBU of AIS having the distinct identity of being conferred the DEMING APPLICATION PRIZE. The Deming Prize certifies the outstanding performance improvements achieved through application of Total Quality Management (TQM). AIS Auto Glass continues to be Indias largest manufacturer of automotive safety glass in India supplying high quality auto glass to almost the entire passenger vehicles industry in India. AIS Auto Glass commands almost 80% share of auto glass requirement of the passenger car industry. In addition, AIS Auto Glass also exports its products in the after-markets of Europe, South East Asian and other neighbouring countries.

Having been awarded the Deming Prize, AIS Auto Glass is committed to take forward its legacy of TQM and to continue to meet the higher aspirations and demands of its esteemed customers. AIS Auto Glass today, is the first choice vendor for nearly all the Indian passenger car manufacturers. AIS Auto Glass has 3 plants located in Bawal, Haryana & Roorkee, Uttarakhand (North India) and Chennai, Tamil Nadu (South India) and 3 sub-assembly units / warehouses at Halol, Gujarat & Pune, Maharashtra (West India), Bangalore, Karnataka (South India). In 1987, AIS Auto Glass started operations with manufacturing toughened glass for automobiles. Today, it produces a complete range of automotive safety glass, engineered to the highest global quality standards.

AIS Float Glass Clients

The diversified product portfolio of AIS Float Glass includes float glass in varying sizes, shapes and thickness.

Automotive Safety Glass Manufacturers Processors Dealers and Retailers Architects Interior Decorators Builders Aluminium Fabricators Carpenters Furniture Manufacturers Household Consumers

With glass finding applications in an array of arenas, the client base of AIS Float Glass is an ever-expanding one.

Awards and Recognitions

AWARDS CUSTOMER TYPE OF AWARD PERIOD Year 2008-09 Year

Outstanding Overall Maruti Suzuki Performance Incoming India Ltd. Quality Improvement Mahindra & Best Performance in

Mahindra Ltd. Quality Tata Motors Ltd. Excellence in Quality

2008-09 Year 2008-09

Deming Application Prize, Year 2007 2007-08 Hyundai Motors India Ltd. Toyota Kirloskar Motors Ltd. 5 Star Award and Award for Best Quality Performance Awards for Achieving Targets of Quality and forAchieving Targets of Delivery Year 2007-08

Year 2007-08

Overall Excellence Maruti Udyog Award and Trophy for Kaizen. Hyundai Motors Best Contribution Award.

Year 2006-07 Year 2006-07

Toyota

Award for achieving Targets in the category of Year Cost and Award for 2006-07 Best Cost Performance. Award for Best Quality Year

Mahindra &

Mahindra Ford India Maruti

Supplier in the Body System Category Q 1 Award. Overall Commendation Supplier Performance Award for Best Performance in Quality Best Supplier of The INNOVA Project Outstanding Overall Performance Achieving the target for Quality Awarded to AIGL in appreciation of attaining the TS16949 System Certification Achieving Target for Quality Achieving Target for

2006-07 Year 2006-07 Year 2005-06 Year 2005-06 Year 2004 Year 2004 Year 2004

M&M

Toyota Maruti Hyundai

TMLLUCKNOW

Toyota Toyota

Year 2003 Year 2003

Delivery FORD Maruti Q1 Award Overall Performance 2002-03 Valid upto May 2005

TUV Certificate TS 16949

Toyota

In appreciation of Achieving the ISO-14001 certification and their Year 2002 commitment to work together in Preserving our Environment Appreciation for achieving the ISO-14001 Year 2002 certification Achieving Target for Quality & Delivery Best Quality Supplier Year 2002 Year 2002 2001-2002 Valid upto

Toyota

Toyota Toyota

The Economic Times The Economic awards for Emerging Times Company TUV Certificate ISO 14001

May 2005 TUV Certificate QS 9000 Toyota Toyota Ford Achieving Target for Delivery Best Quality Award Achieving Target for Delivery, Quality and Cost Excellent Overall Performance Valid upto May 2005 Year 2001 Year 2001 20002001 2000-2001

Maruti Hyundai

Localisation Award Year 2001 Highest localisation value Supplier Awards- 2000 Out standing performance in the category of COST

HSCIL

Year 2000

Board Committees
The Audit Committee of the Board of Directors has been constituted in conformity with the requirements of Section 292 A of the Companies Act, 1956 and Clause 49 of the Listing Agreement. The composition of the Audit Committee is as follows :

Name of the Director

Position held in the Committee

Dr. Surinder Kapur Chairman Mr. Gautam Thapar Member Mr. Rahul Rana Member

Shareholders' / Investors' Grievance Committee

The Shareholders' / Investors' Grievance Committee of the Company oversees redressal of shareholders' grievances and approves transfer, transmission, split, consolidation of securities, issuance of duplicate share certificates, etc. The composition of Shareholders' / Investors' Grievance Committee is as follows :

Name of the Director Mr. B. M. Labroo

Position held in the Committee Chairman

Mr. Sanjay Labroo Member Mr. Arvind Singh Member

Remuneration Committee The Remuneration Committee comprises of three Non Executive Directors and one Executive Director. The Committee determines the Company's Policy on specific remuneration package for executive directors. The composition of the Committee is as follows: Name of the Director Mr.Gautam Thapar Dr. Surinder Kapur Mr. B. M. Labroo Position held in the Committee Chairman Member Member

Mr. Keizaburo Kojima Member Mr. Rahul Rana Member

Board of Directors
The company is managed by the Managing Director & C.E.O and two Executive Directors. The Board of Directors approves and reviews strategy and oversees the actions and results of management to ensure that the long term objectives of maximising profit and enhancing shareholder value are achieved. The Board of Directors is comprised of :

Name of the Director Mr. B. M. Labroo Mr. Sanjay Labroo Mr. Keizaburo Kojima Mr. Masayuki Kamiya

Designation Chairman Managing Director & C. E. O. Dy. Managing Director & C. T. O. (Auto) Director

Dr. Surinder Kapur Director Mr Shinzo Director

Nakanishi Mr. Keiichi Nakagaki Mr. Rahul Rana Mr. Gautam Thapar Mr. Arvind Singh Director Director Director President (Glass)

Company Profile

AIS is the largest integrated glass company in India manufacturing a wide range of automotive safety glass, float glass, architectural processed glass and glass products spanning across the entire glass value chain. AIS has the distinct advantage of being the dominant supplier in the auto glass industry with back-to-back support from indigenous manufacturing of high quality float glass. From basic raw glass to the highly complex and engineered value added glass, AIS has world-class in-house manufacturing capabilities.

Jointly promoted by Labroo family, Asahi Glass Co. Ltd. (AGC), Japan and Maruti Suzuki India Ltd. (MSIL), AIS has emerged from a single-plant singlecustomer company in 1987 to a world class integrated glass company having 11 plants spanning across India. AIS is a widely-held public limited Company listed on the National Stock Exchange and Bombay Stock Exchange with around 60,000 shareholders and stands committed to maintain highest standards of corporate governance and shareholder accountability.

GLASS SOLUTIONS

AIS Glass Solutions was set up in 2004 as a subsidiary of AIS, with the objective of growing the groups presence in architectural glass solutions and value added glass products and services. Over the last 5 years, AIS Glass Solutions has emerged as Indias biggest organised player in the architectural glass segment manufacturing branded, value-added glass products and offering end users a complete solution for all their glass

needs. AIS Glass Solutions supplies the following products: AIS StronglasTM - impact glass AIS SecurityglasTM - burglar glass AIS AcousticglasTM - sound glass Glass products like AIS Enclosure, AIS Tabletops, AIS Shelves etc. Solar-low-fe glasses

resistant resistant resistant Shower

AIS Glass Solutions has 4 state-of-the-art glass processing facilities located at Bawal, Haryana & Roorkee, Uttarakhand (North India), Taloja, Maharashtra (West India) and Chennai, Tamil Nadu (South India). The units distribution chain spread and initiatives ensure that the right glass and its most appropriate application are made available to the customer in the shortest possible time. To that effect, the sales people of AIS Glass Solutions are not only sellers of products; they also educate, suggest and partner with the customer for maximum value addition.

Milestones

1984-86

Joint venture agreement executed among promoters the Labroo family, Asahi Glass Co., Ltd., Japan, IndoAsahi Glass Company Ltd. (its equity stake subsequently transferred to Asahi Glass Co. Ltd., Japan) and Maruti Udyog Ltd. Incorporated as public limited company. Commenced construction activities at plant site at Bawal, District Rewari (Haryana).

1986-88

Started commercial production of toughened (tempered) automotive glass with installed capacity of 2,60,000 square metres. Commenced supplies to sole customer Maruti Udyog Ltd. Made initial public offer of equity shares. Issue oversubscribed by 6.89 times.

Recorded a maiden sales turnover of Rs. 11.5 crores in the first year of operation.

1988-90

Completed expansion of toughened glass capacity by 70% ( to 4,42,000 square metres). Installed first printing line to produce automotive glass with black ceramic and heat-lite printing the first in India. Obtained ECEs E mark certification for automotive glass to facilitate its use in vehicles for the export market. Reported maiden profit and paid first dividend to shareholders.

1991-93

Made first export sales to Europe. Extended customer base with commencement of supplies to new customers TELCO, Mahindra & Mahindra and DCM Toyota.

1993-94

Set up plant to produce laminated safety glass with installed capacity to produce 70,000 windshields to meet

requirements of Maruti Udyog Ltd. for its cars for the export market. 1994-95

Completed expansion of automotive toughened glass capacity by 67% to produce 7,37,000 square metres to meet growing demand.

1995-96

Completed major capacity expansion for laminated windshields so as to produce 7,50,000 laminated windshields. This was done anticipating an increase in demand of laminated windshields pursuant to changes in the Central Motor Vehicle Rules, making the use of laminated windshields mandatory for passenger vehicles starting 26th March 1996. Commenced supplies of automotive safety glass to car majors, General Motors and Daewoo Motors. Became the first Indian glass company to get ISO 9002 certification from TUV Bayern Sachsen, Germany.

1996-97

Sales turnover crossed the Rs.100 crore mark. Installed state-of-the-art tempering furnace to bridge the gaps in terms of capacity and level of technology. Toughened glass capacity increased to 11,37,000 square metres with technological capabilities to produce complex glass models.

1997-98

Maiden issue of bonus equity shares to shareholders in the ratio of 1:1 with 45% dividend. Became the first Indian glass company to get QS 9000 certification from TUV Bayern Sachsen, Germany.

1998-99

Further expanded customer base with commencement of supplies to Hyundai, Ford, Toyota and Hindustan Motors (Lancer Project).

1999-00

Sales turnover crossed the Rs. 200 crore mark. Installed new tempering furnace with enhanced flexibility and ability as a

major technology upgradation measure. With this, toughened glass capacity enhanced to 20,90,000 square metres. Set up MAW plant as a step towards building capacities for manufacture of encapsulated fixed glass that fixes directly on to the car body.

2000-01

Installed new laminated bending furnace, allowing greater capability for production of complex laminated windshields. Consequently, laminated windshield capacity enhanced to 12,00,000 windshields. Installed CAD station, coupled with fully automatic coordinate machine to aid in the process of new model development and tooling design, manufacture and calibration. Started in-house design and manufacture of key process equipment to enhance productivity in a cost-effective manner. Started print marking on glass to improve brand visibility.

2001-02

Made second bonus issue of equity shares to shareholders in the ratio of 1:1 with 55% dividend. As a strategic consolidation move, Asahi Glass Co., Ltd., Japan transferred Floatglass India Ltd. (FGI) to AIS, effectively passing on control of FGI to AIS. After subsequent open offer, FGI became a subsidiary of AIS with 79.6% equity stake. Established Environment Management Systems and received ISO14001 certification from TUV Bayern Sachsen, Germany. Installed CNC drilling machine.

2002-03

Changed name to Asahi India Glass Ltd. to reflect expanded business profile. Unveiled Corporate Brand AIS and started focussed activities towards brand building. Sub-divided each equity share of Rs. 10/- face value into 10 equity shares of Re. 1/- face value to increase liquidity on the stock exchanges. Emerged as the largest glass company in India, with the merger of Floatglass

India Ltd. becoming effective from 01.04.2002. Total sales came close to the Rs. 500 crore mark (at Rs. 498 crores).

2003-04

AIS's expansion plan of setting up a third plant finalised. New plant, to be set up at Chennai, to manufacture automotive safety glass.

2004-05

AIS unveils its new umbrella brand AIS & positions itself as an integrated glass player. Declared 3rd bonus issue of equity shares in the ratio of 1:1. Declared and paid 250% dividend including interim dividend 100%. Completed scheduled expansion and commenced commercial production at the Automotive Glass Plant at Chennai. Enhanced capacity for tempered glass at Automotive Glass Plant in Rewari. Completed scheduled expansion and commenced commercial production at the Architectural Processing Unit at
Taloja (Mumbai).

Commenced setting up of Integrated Glass Plant (IGP) at Roorkee in Uttaranchal. Set up AIS Glass Solutions Ltd. to capture the value chain in architectural glass.

2005-06

Re-started exports of auto glass in the after-market to Europe and Pakistan; Completed Phase II and III expansions at the Auto Glass Plant at Chennai, adding capacities of 1-1.2 million tempered back door glass and another 500,000 laminated windshields respectively; and

2006-07

The second float glass plant at Roorkee was commissioned this year; AIS rated the Best Indian Company in Glass and Ceramics Category by Dun & Bradstreet. The Corporate Brand AIS was chosen as a Superbrand during the year.

2007-08

AIS Auto Glass was conferred the prestigious Deming Application Prize 2007 by the Union of Japanese Scientists and Engineers (JUSE).

Our Collaborators

ASAHI GLASS CO., LTD., JAPAN Asahi Glass Co. Ltd, Japan, was established in 1907. Today, it is one of the leading glass producers of the world. AGC has a global network of over 350 subsidiaries and affiliates in Japan and 20 and above other countries. The groups operations comprise of flat glass, automotive glass, and have recently diversified into display glass, chemicals, electronics and energy. AGC has evolved as a top multinational glass manufacturer with a leading share of the global market in most key glass products. AGC group is the largest glass manufacturer of the world with 12% global market share in the flat glass segment and 30% global market share in the automotive glass segment. It has further captured the top share in CRT glass, TFT display glass and PDP glass in the display field as well.

Philosophy(CORPORATE GOVERANCE)
AIS's Philosophy on Code of Corporate Governance
AISs philosophy on Corporate Governance envisages achieving highest standards of accountability, transparency and equity in all its spheres and in all its dealings with its stakeholders. AIS is committed to establish and diligently follow the highest standards of Corporate Governance practices in its pursuit of profitable growth and enhancement of shareholder value. AIS's Corporate Governance practices are driven by strong board oversight, timely diclosures, transparent accounting policies and high levels of integrity in decisionmaking. AIS continues to follow procedures and practices in conformity with the Code of Corporate Governance as stipulated by SEBI.

Quality Policy
To achieve its avowed objectives, AISs policy is to provide stakeholder satisfaction through QCDV. The customers, shareholders, suppliers, employees and society are the stakeholders of the company. AIS is committed to their satisfaction. AIS must provide VALUE in its activities through world class QUALITY, COST competitiveness and on time DELIVERY. AIS must achieve QCD through team work, discipline, respect for humanity, respect for environment and by strict adherence to procedure and systems. AIS must constantly upgrade its QCD targets through, KAIZEN and KAIRYO. Deming Application Prize TS 16949 QS 9000 and ISO 9002 Certification ISO 14000 Certification

S CATEGORY CERTIFICATION NO. 1 2 QUALITY SYSTEM ISO 14001 JIS Q 14001

SCOPE BVQI CERTIFICATION BVQI CERTIFICATION QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN, GERMANY IN SEPTEMBER,1995 QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN, GERMANY IN DECEMBER. 1998. QUALITY SYSTEM

ISO 9002

QS 9000

ISO 14000

STANDARD FOR ENVIRONMENT FROM BVQI (UKAS) IN MAY 2004. QUALITY SYSTEM STANDARD FOR PRODUCTION FROM TUV BAYERN, GERMANY IN DECEMBER. 2003

TS 16949

PRODUCT

PRODUCT STANDARD FOR ALL THICKNESSES E'MARK (ECE OF TEMPERED 43) AND LAMINATED GLASS AS PER ECE REGULATION. DOT MARK (AMERICAN NATIONAL STANDARD) PRODUCT STANDARD FOR ALL THICKNESSES OF TEMPERED AND LAMINATED GLASS AS PER

AMERICAN STANDARDS AIS IS IDENTIFIED AS A TEST FACILITY BY ADR FEDERAL OFFICE (AUSTRALIAN OF ROAD SAFETY, STANDARD) AUSTRALIA THROUGH IDENTIFICATION NO. S561. PRODUCT STANDARD FOR ISI (INDIAN ALL THICKNESSES STANDARD OF TEMPERED IS:2553 PART 2 AND LAMINATED 1992) AUTOMOTIV SAFETY GLASS.

10

Recruitment methods

 Selection through referral panel Following are on internal vacancy referral panel.

1.MD & CEO 2.Director : COO Float 3.Director & COO Auto 4.Director & COO Glass Solution 5.COO Windshield Experts 6.Executive director 7.Executive director Commercial 8.Plant Head 9.Corporate Head HR & Admn

Transfer from other SBUs Employee Referral Scheme Relatives (Father, Mother, Spouse, Brother etc) of existing employee will not be offered employment Employment from competitors Extension

 To rehire or grant extension to grant extension to an employment after superannuation (age of 58 years).Approval from MD and CEO will be taken 6 months before the date of superannuation of the concerned employee. Time

The recruitment procedure will be completed with 12 weeks of occurrence /approval of vacancy. Salary negotiation base Qualification & experience, present drawing salary, salary structure & salary given to other in same grade with the same qualification & experience.

Recruitment policy for worker

Minimum Qualification-ITI Process --Test paperInterview Selection Panel Respective dept head & HR Person

Recruitment policy for staff & Above

Minimum qualification Graduate & above depends on the requirements, experience etc.

Process Test paper--Interview

Recruitment Process
The recruitment and selection is the major function of the human resource department

and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations.

Recruitment

process involves a systematic procedure

from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Posts to be filled Number of persons Duties to be performed Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics.

Arranging the interviews with the selected candidates. Conducting the interview and decision making

1.Identify vacancy

2.Prepare job specification

description

and

person

3.Advertising the vacancy 4.Managing the response 5.Short-listing 6.Arrange interviews 7.Conducting making interview and decision

The recruitment process is immediately followed by the selection process i.e. the final interviews and the decision making, conveying the decision and the appointment formalities.

S. Labroo K. Kojima A. Singh K. Narayan S. Agarwal S. Ganjoo

Managing Director & C. E. O. Dy. Managing Director & C. T. O. (Auto) President (Glass) Corporate Head - Planning & I.S. Director & C. O. O. (Glass Solutions) Chief Financial Officer Chief Operating Officer (Float)

B. S. Kanwar Chief Operating Officer (Auto) Executive Director (Commercial) Auto Corporate Head - Supply Chain Management Joint Corporate Head Development Head - Legal & Company Secretary

V. Khanna

R. Shelly M. Juneja

Management Team
SELECTION

Nature and Purpose of Selection Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts. The process of selection leads to employment of persons who possess the ability and qualifications to perform the jobs which have fallen vacant in an organisation. It divides the candidates for employment into two categories, namely, those who will be offered employment and those who will not be. This process should be called 'rejection since more candidates may be turned away than employed. That is why, selection is frequently described as a negative. Process in contrast with the positive nature of recruitment.3 The basic purpose of the selection process is to choose right type of candidates to man various positions in the organisation. In order to achieve this purpose, a well-organised selection procedure involves many steps and at. each step, unsuitable candidates are rejected. In other words, the aim of selection process is to reject the unsuitable candidates. But recruitment, on the other hand, is a positive process. Its aim is to attract applica1!ts for vacant jobs in the organisation. Various sources of recruitment are used for this purpose. Thus, recruitment is a positive process because it aims at attracting applicants for various jobs. But selection is a negative.

Distinctive Features of Recruitment and Selection The distinction between recruitment and selection is

discussed below: 1. Recruitment is the process of searching for prospective

employees and stimulating them to apply for jobs in the organisation. On the other hand, selection means employment of workers or establishing a contractual relationship t-between the employer and the worker. 2. Recruitment is a positive process of searching for prospective employees, whereas selection is a negative process because it involves rejection of unsuitable candidates. 3. The purpose of recruitment is to create a pool of applicants for jobs in the organisation. But selection aims at eliminating unsuitable candidates and ensuring most competent people of! the vacant jobs. 4. Recruitment is a simple process as the candidates are required to fill in the prescribed forms and deposit the same with the employer. But selection is a complex process under which each candidate is required to cross a number of hurdles before getting the offer for a job. Both recruitment and selection are the two phases of the employment process. Recruitment being the first phase envisages taking decisions on the choice of tapping the sources of labour supply. Selection is the second phase which involves giving various types of tests to the candidates and interviewing them in order to select the suitable candidates only.

Exhibit 3 : Recruitment Vs. Selection

Basis Recruitment Selection It is the process of

1. Meaning It is the process of searching candidates selection of and for the same 2. Nature 3. Aim unsuitable up the It is a positive process. Its aim is to attract more and more candidates for vacant jobs.

for vacant jobs and making them apply right types of candidates offering them jobs. It is a negative process. Its aim is to reject Candidates and pick most suitable people for the

Signification of Selection Selection is a critical process these days because it requires a heavy investment of money to get right types of people. Induction and training costs are also high. If the right types of persons are not chosen, it will lead to huge loss of the employer in terms of time, effort and money. therefore, it is essential to devise a suitable selection procedure. Each step in the selection procedure should help in getting more and more -information about the applicants to facilitate decision-making in the area of selection. Absenteeism and employee turnover are the. Important problems which are often faced by many organsiations. The intensity of these problems can be reduced if in the future all

selections are made carefully so that there are round pegs in the round holes'. Whenever unsuitable employees are appointed, the efficiency of the organisation will go down. Such employees will shirk work and absent themselves from the work more often. They may also be compelled to leave their jobs. If this happens, all the expenses incurred on .the selection and training of such employees will go waste. Scientific selection and placement of personnel will go long way towards building up a stable work-force: It will keep the rates n. absenteeism and labour turnover low and will increase the morale If the employees. If the employees are suitable according to the requirements of the jobs, they will show higher efficiency and productivity. This will also enable the. organisation to achieve its objectives effectively. The benefits of selecting right kinds of people for various jobs are as follows:
(i) Proper selection and placement of personnel go a long way towards building up a stable workforce. It will keep the rates of absenteeism and labour turnover low.

(ii) Competent employees will show higher efficiency and enable the organisation to achieve its objective effectively. (iii) The rate of industrial accidents will be considerably low if suitable employees are placed on various jobs.
.

(iv) When people get jobs of their taste and choice, they get higher job satisfaction. This will build up a contended workforce for the

Scientific Selection
Fitting the worker to the job is the first and the most 4nportant step in promoting individual efficiency in industry. Scientific selection. of employees. is an important function of the Personnel Department. The object of scientific selection is .to place on each job a worker who can maintain a given output with minimum expenditure of energy and who will be best fitted to the job. The factors to be considered for selecting the right person for the right job are as under 1. Physical Characteristics. Sound body, limbs, height, weight, sight, etc. 2. Personal Characteristics. Age, sex, marital status, number of children, family background, etc. 3. Proficiency experience. . 4. Competency. Potential of an individual for learning and becoming proficient in a job. Competency points out capacity to acquire knowledge and skill for success on the job. 5. Temperament and character. Emotional; moral and social qualities, honesty, loyalty, etc. A high degree of intellectual competency can never serve as a substitute for such qualities as honesty and trust worthiness. It is important to know about individuals character, his habits of work, his way of reacting in this or that situation, his driving forces in determining his fitness for the job. 6. Intenst. Without interest, work is colourless and monotonous. or Skill and Ability. Qualifications and previous

With interest, work seems meaningful and worthwhile to the individual ork. Role of Personnel Department in Selection
.

Personnel department plays an important role in the selection process. However, it should be kept in mind that decision to add persons on the payroll in a particular department of the organisation is not made by the personnel department. The requisition for the employees must originate from the department where it is necessary to hire some persons to man particular jobs in the near future. For this purpose, the use of a standard requisition form by

the departmental head is preferable as it will make clear the number of vacancies, types of jobs, pay scale and any special characteristics or skills required. After receiving the requisition, the personnel department will see the catalogue of job descriptions and job specifications to obtain a picture of the job and will tap some source or sources of recruitment according to the circumstances of the case. Selection process will start when some applications are received from the candidates. The personnel department will classify and file the applications and will screen. out the applicants which are found unsuitable. After this, it may call the other applicants for initial interview or employment tests.

SELECTION PROCEDURE

The procedure of selection will vary from organisation to

organisation and even from department to department within the same organisation according to the kinds of the jobs to be filled. The number of steps in the procedure and the sequence of steps also varies. For instance, some organisations do not hold preliminary hold preliminary interview, test or screening, whereas

in other organisations such as commercial banks, preliminary tests are given to eliminate a large numbers of applicants. Similarly, in some cases, medical examination is given before final selection and in others, medical check up .follows final selection. Thus, every organisation will design a selection procedure that suits its requirements. However, the main steps or stages that could be incorporated in the selection procedure are as under: 1. Preliminary interview. 3. Screening of applications. 5. Employment interview. 7. Checking references.
Preliminary Interview Receiving Applications

2. Receiving applications. 4. Employment test 6. Physical examination. 8. Final selection.

Screening of Application Employment Tests Interview Reference Checking Medical Examination FINAL SELECTION REJECTION If Found unsuitable

Fig. 2. Steps in Selection Procedure.

As shown in Fig. 2, every candidate for a job has to clear a

number of hurdles before getting selected for the job. If he is not found suitable at any stage, he is not considered for the further stages. Thus, he will be rejected. For instance, if a candidate's particulars in the application are not found suitable, he will not be called for the tests. Similarly, if a candidate fails in the tests, he will not be called for the interview. The successive stages in the selection process are discussed below:
Stage 1 : Preliminary Interview

In most of the orgarusations, the selection programme begins with preliminary interview or screening. The preliminary interview is generally brief and does the job of eliminating the totally unsuitable candidates. The preliminary interview offers advantages not only to the organisation, but also to the applicants. If an applicant is eliminated at this stage, the organisation will be saved from the expenses of procesding him through the remaining steps of the selection procedure and the unsuitable candidate will be saved from the trouble of passing through the long procedure. Preliminary interview may take place, across the counter in the organisation's employment office. It may consist of a short exchange of information. with respect to organisation's interest in hiring and the candidate's enquiry. It may serve primarily to determine whether it is worthwhile for the applicant to fill into the application, blank. Candidates who pass this crude screening are usually asked to fill in the application blank available with the employment office of the organisation.
Stage 2 : Receiving Applications

Whenever there is a vacancy, It is advertised or enquiries are

made from the suitable sources, and applications are received from the candidates. Standard application forms may be drawn up for different jobs and supplied to the candidates on request. The application form is useful for several reasons. It gives a preliminary idea the candidate to the interviewer and helps him in formulating questions to have more information about the candidate. The written information about age, qualifications, experience, etc. may prove to be. of greater value to the interviewers. It makes the processing of applications very easy since there is uniformity of filling the data in the application form.
Stage 3 : Screening of Applications

After the applications are received, they are screened by a screening committee and a list. is prepared of the candidates to be interviewed. applicants may be called for interview on some specific criteria like' sex, desired age group, experience and qualifications. The number of candidates be called for interview is normally five to seven times the number of posts the filled up. The screened applications are then reviewed by the Personnel tanager and interview letters are. dispatched by registered post or under certificate of post.
Stage 4: Employment Tests

Individuals differ in almost all aspects one can think of. They differ with respect to physical characteristics, capacity, level of mental ability, their likes and dislikes and also with respect to personality traits. The pattern of physical, mental and personal variables gives rise to thousand and one combinations and the particular pattern makes the individual suitable for several classes of activities, jobs or fields of work. Matching of

individual's physical, mental and temperamental pattern with the requirements of job or field of. training is a difficult task. But where this matching takes place, the result is happiness for the individual and prosperity for the organisation and the society. But instances of round pegs in square holes and vice versa are not rare. So before deciding upon the job or jobs suitable for a particular individual, one should know the level of his ability and the knowledge, the pattern of his interest and aptitudes in detail. This will require the use of employment tests which are listed below : (i) Intelligence tests. (ii) Aptitude tests (iv) Personality tests. (v)

(iii) Trade or proficiency tests. Personality tests.

Employment tests are widely used for judging the applicant's suitability for the job.They bring out the qualities and weaknesses of individuals which could be analyzed before offering them jobs. The tests must. be designed properly: If they are biased, they will not be good indicators of one's knowledge and skills. Selections based on such tests will be faulty. That is why tests should not be relied upon fully. .

Stage 5 : Employment Interview Although application blank and employment tests provide a lot of valuable information about the candidate, yet they do not provide' the complete information required of the applicant. Interview may be used to secure more information about the

candidate. The main purposes of an employment interview are: (a) to find 'out the suitability of the candidate, (b) to seek more information about the candidate, and (c) t9 give him an accurate picture of the job with details of terms and conditions and some idea of organisation's policies. For the selection of right types of people, employment interview is very important. The communication skill of the candidate can be judged in the interview. His way of thinking can also be known. Interview is very important where the candidate has to go through employment tests. The information contained in the application blank can be checked during the interview. The factual data of the applicant given in the application form may be checked and more information may be obtained from the candidate. This occasion is also utilised for testing the capability and personality of the applicant. Thus, interview affords an opportunity to develop a clear picture of the candidate. It is customary to have an interview in several stages especially for senior positions. There may be a preliminary interview by the head of the department. The final interview is taken .by the Interview or selection Committee consisting of chairman of the organisation, head of department, human resource manager and outside expert$. During the interview, the members of the selection committee appraise each candidate according to merit. At the end of interview of each candidate, the chairman consults the members and after a brief discussion finalizes the grading of the candidate. After all the candidates have been interviewed, a panel is prepared. The number of persons in the

panel is generally about two to three times the number of vacancies to be filled up. A proper physical arrangement for the interview is of great importance. It enhances the reputation of the organisation in the eyes of the candidates. The interview should be conducted in a room free from any disturbance noise and interruption so that interview may be held confidentially and in a quiet environment. Another important condition for successful interviewing is that the interviewers should look ready for the meeting and the room should look ready for a private discussion. Privacy and comfort are recognised as aids to free talk. People generally speak more freely and frankly when they are at ease. and do not feel threatened.
Stage 6 : Checking References

A referee is potentially an important source of information about a candidate's ability and personality if he holds a responsible position in some organisation or has been the boss or employer of-the candidate. Prior to final selection, the prospective employer normally makes an investigation on the references supplied by the applicant and undertakes more or less a thorough search into the candidate's past employment, education, personal reputation, financial condition, police record, etc. However, it is often difficult to persuade a referee to give his opinion frankly. The organisation may persuade him to do so by giving an assurance that all information provided by him will be treated as strictly confidential.
Stage 7 : Medical Examination

The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure. Though in the suggested selection procedure, medical .test is located near the end, but this sequence need not 'be rigid. The organisations may place the medical examination relatively early in process so as to avoid time and expenditure to be incurred on the selection of medically unfit persons. Some organisations either place the examination relatively early in the selection procedure or they advise the candidates to get themselves examined by a medical expert so as to avoid disappointment at the end. The physical examination should disclose . the physical

characteristics of the individual that are significant from the standpoint of his efficient performance of the job he may be assigned or of those jobs to which he may reasonably be expected to be transferred or promoted. A proper medical examination will ensure higher standard of health and physical fitness of the employees and will reduce the rates of accident, labour turnover, and absenteeism. The advantages of physical examination are: (i)it serves to ascertain the applicant's physical capability to meet the job requirements (ii) It serves to protect the organisation against the unwarranted claims under workers' compensation laws or against law suits for damages and (iii) it helps to prevent communicable diseases entering the organisation.
Stage 8 : Final Selection and Appointment Letter

After a candidate has cleared all the hurdles in the selection

procedure, appointment

he

is

formally or by

appointed concluding

by with

issuing him a

him

an

letter

service

agreement. Generally, the candidates are not appointed on permanent basis because it considered better to try them for a few months on the job itself. This is because no procedure of selection is complete in itself to find out the whole picture of the personality and qualities of a candidate. It is only by observing a person at work that one can find out I how he does his work and pehaves with fellow employees and supervisors. If duririg the probation period, an etrlployee is found unsuitable, the management may transfer him to some other job to which he may be expected to do justice. But if the organisation cannot offer him a job which he can do well, the management may either sack him or give him time and training to improve himself.
Induction : The candidate selected is issued the appointment lettel and is requested to join the organisation within a specified period. The induction function follows this step and is generally considered to be apart of the hiring procedure. Induction is concerned with introducing or orienting a new employee to the organisation and its procedures, rules and regulations.

EMPLOYMENT TESTS

The use of tests is, perhaps, the most controversial of all personnel procedures. Attitudes range from those who place complete reliance on test scores to those who refuse even to consider their use and instead prefer to place complete reliance on their own personal judgment of the applicants. In practice, neither point of view is realistic. No personnel manager ever

expects to provide perfect prediction because even the most comprehensive battery of tests gives only a small sample of an individual behavior. Similarly interview method of selection has its own limitations., The interviewer may have some biasness in his mind and may not be able to take objective decisions. Thus, it is very risky to fully depend on personal judgment. But tests can effectively supplement other personnel procedures by improving the. Efficiency with which job performance can be predicted.4

RECRUITMENT AND SELECTION

Introduction After having determined the number and kinds of personnel required, the Human Resource or Personal Manager proceeds with the identification of sources of recruitment and finding suitable candidates for employment. Both internal and external sources of manpower are used depending upon the types of personnel needed. The selection procedure starts with the receipt of applications for various jobs from the interested candidates. Totally unsuitable candidates are rejected at the screening stage. The personnel department administers various kinds of tests to the candidates to determine if they would be able to do their jobs efficiently. Those passing this stage are called for employment interview. Candidates found suitable for employment are required to go through medical examination and reference checking. The employment is completed when appointment letters are issued to the candidates clearing all the stages in the selection procedure. RECRUITMENT Meaning and Nature of Recruitment

The process of identification of different sources of personnel is known as recruitment. According to Edwin B. Flippo, Recruitment is the process of searching the candidates for employment and stimulating them to apply for jobs in the organization1 It is a linking activity that brings together those offering jobs and those seeking jobs. Dale S. Beach observed, Recruitment in the development and maintenance of adequate manpower resources. It involves the creation of a pool of available labour upon whom the organization can draw when it needs additional employee2 Recruitment refers to the attempt of getting interested applicants and creating a pool of prospective employees so that the management can select the right person for the right job from this pool. Recruitment precedes the selection process, i.e., selection of right candidates for various positions in the organization. Recruitment is a positive as it attracts suitable applicants to apply for available jobs. The process of recruitment : (i) identifies the different sources of labour supply, (ii) assesses their validity, (iii) chooses the most suitable source or sources, and (iv) invites applications from the prospective candidates for the vacant jobs. SOURCES OF RECRUITMENT As shown in Fig. 1, the various sources of recruitment may be grouped into the following two categories : Internal sources (recruitment from within the enterprise);and

External sources (recruitment from outside).

RECRUITMENT

Internal sources

External Sources

(Searching Sources of

1. Transfer 2. Promotion

1. Recruitment at factory gate 2. Casual callers 3. Advertisement 4. Employment agencies 5. Management consultants

Fig. 1 Sources of Recruitment INTERNAL SOURCES There are two important internal sources of recruitment, namely, transfers and promotions which are discussed below : (i) Transfer. It involves the the shifting of an employee from one job to another one department to anoter or from one shift to another. Transfer is a good source of filling vacancies with employees from overstaffed departments or shifts. At the time of transfer, is should be ensured that the employee to be transferred to another job is capable of performing it. In fact, transfer does not involve any drastic change in the responsibilities, pay and status of the employee. Transfers or job rotations are also used for training of employment in learning different jobs. (ii) Promotion. It leads to shifting an employee to a higher position, carrying higher responsibilities, status and pay. Many companies follow the practice of filling higher jobs by promoting employees who are considered fit for such positions. Filling vacancies in higher jobs from within the organization has the benefit of motivating the existing employees. It has a great psychological impact over the employees because a promotion at the higher level may lead to a chain of promotions at lower levels in the organization. Why should Internal Sources be used ? Filling vacancies in higher jobs from within the organization or through internal transfers has the following merits: I. Employees are motivated to improve their performance.

II. Morale of the employee is increased. III. Industrial pease prevails in the enterprise because of promotional avenues. IV. Filling of jobs internally is cheaper as compared to getting candidates from external sources. V. A promotion at a higher level may lead to a chain of promotions at lower levels in the organization. This motivates the employees to improve their performance through learning and practice. VI. Transfer or job rotation is a tool of training the employee to prepare them for higher jobs. VII. Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff. Drawbacks of Internal Sources Internal sources of recruitment have certain demerits also. These are listed below. i. ii. iii. iv. When vacancies are filled through internal promotions, the scope for fresh talent is reduced. The employee may becomes lethargic if they are sure of time bound promotions. The spirit of competition among the employees may be hampered. Frequent transfers of employees may reduce the overall productivity of the organization. Some organizations completely overlook the value of recruitment from within. It is not only reasonable but wise also to let the existing employees know of vacancies by internal advertisement. Now it is being realized that a good source of supply for higher posts is the personnel already in the organization. The existing talented employees may be given adequate training to be eligible for promotion to higher positions in the organization. EXTERNAL SOURCES

Every enterprise has to tap external sources for various positions. Running enterprises have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees, and for meeting the additional requirements of manpower. The following external sources of recruitment are commonly used by the big enterprises : (i) Direct Recruitment. An important source of recruitment is direct recruitment by placing a notice on the notice board of the enterprise specifying the details of the jobs available. It is also known as recruitment at factory gate. The practice of direct recruitment is generally followed for filling casual vacancies requiring unskilled workers. Such workers are known as casual or badli workers and they are paid remuneration on daily-wags basis. This method of recruitment is very cheap as it does not involve any cost of advertising vacancies. It is suitable for filling casual vacancies when there is greater rush of work or when a number of permanent workers are absent. (ii) Casual Callers or Unsolicited Applications. The organizations which are regarded as good employers draw a steady stream of unsolicited applications in their officers. This serves as a valuable sources of manpower. If adequate attention is paid to maintain pending application folders for various jobs, the personnel department may find the unsolicited applications useful in filling the vacancies whenever they arise. The merit of this source of recruitment is that it avoids the costs of recruiting workforce other sources. (iii) Media Advertisement. Advertisement in newspapers or trade and professional journals is generally used when qualified and experienced personnel are not available from other sources. Most of the senior positions in the advertising is that more information about the organization, job descriptions and job specifications can be given in advertisement to allow self-screening by the prospective candidates. Advertisement gives the management a wider range of candidates from which to choose. Its disadvantage is that it may bring in a flood of response, and many times, from quite unsuitable candidates.

(iv)

Employment Agencies. Employment exchanges run by the Government are

regarded as a good source of recruitment for unskilled, semi-skilled and skilled operative jobs. In some cases, compulsory notification of vacancies to the employment exchange is required by law. Thus, the employment exchanges bring the job givers in contact with the job seekers. However, in the technical and professional area, private agencies and professional bodies appear to be doing most of the work. Employment exchanges and selected private agencies provide a nationwide service in attempting to match personnel demand and supply. (v) Management Consultants or Head Hunters. Management consultancy firms help the organizations to recruit technical, professional and managerial personnel. They specialise in middle level and top level executive placements. They maintain data bank of persons with different qualifications and skills and even advertise the jobs on behalf their clients to recruit right type of personnel. A few examples of head hunters are A.F. Ferguson and Co., ABC Consultants, Godmans International, Mantec Consultants, etc. These days, professional bodies of accountants, engineers, etc. also help their members to get suitable placements in industrial organizations. (iv) Educational Instructions or Campus Recruitment. Jobs in commerce and industry have become technical and complex to the point where college degrees or diplomas are widely required. Consequently, big organizations maintain a close liaison with the universities, vocational jobs. Recruitment from educational institutions is a well-established practice of thousands of business and other organizations. It is also known as campus recruitment. Reputed industrial houses which require management trainees send their officials to campuses of various management institutes for picking up talented candidates doing MBA. Organisations which seek applicants for continuing apprenticeship programme usually recruit from technical institutions or polytechnics offering vocational courses. (vii) Recommendations or Referals. Applicants introduced by friends and relatives they prove to be a good source of recruitment. In fact, many employers prefer to take such persons because something about their background is known.

When a present employee or a business friend recommends some one for a job, a type of preliminary screening is done and the person is placed on a job. Some organizations have agreements within trade unions to give prefernce to blood relations of existing or retired employees if their qualifications and experience are suited to fill the vacant jobs. (viii) Labour Constractors. Labour constractors are an important source of recreuitment in some industries in India. Workers are recruited through labour contractors who are themselves employees of the organization. The disadvantage of this system is that if the contractor leaves the organization, all the workers employed through him will also leave. That is why, this source of labour is not preferred by many business, organizations. Recruitment through labour constractors has been banned for the public sector units. However, this practice is still common in case of construction industry. (ix) Telecasting. The practice of telecasting of vacant posts over T.V. (Doordarshan and other channels) is gaining important these days. Special programmes like Job Watch Youth Pulse, Employment News, etc. over the T.V. have become quite popular in recruitment for various types of jobs. The detailed requirements of the job and the qualities required to do it are published along with the profile of the organization where vacancy exists. T.V. as a source of recruitment is used less as compared to other sources. The reasons for this are: Telecasting is an expensive medium. The advertisement for the job appears for a very short time and it is not repeated. The candidates may not be able to understand it fully. The candidates who dont watch T.V. miss the information about job vacancies. If there is a power failure in any area, the candidates living in such area miss the vacancies telecast, during the period of power failure. Why should External Sources be used ? The merits of external sources of recruitment are as under :

(i)

Qualified Personnel. By using external sources of recruitment, the

management can make qualified and trained people to apply for vacant jobs in the organization. (ii) Wider Choice. When vacancies are advertised widely, a large number of applicants from outside the organisation apply. The management has a wider choice while selecting the people for employment. (iii) Fresh Talent. The insiders may have limited talents. External sources facilitate infusion of fresh blood with new ideas into the enterprise. This will improve the overall working of the enterprise. (iv) Competitive Spirit. If a company can tap external sources, the existing staff will have to compete with the outsiders. They will work harder to show better performance. Demerits of External Sources The demerits of filling vacancies from external sources are as follows: (i) Dissatisfaction among Existing Staff. External recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their chances of promotion are reduced. (ii) (iii) (iv) Lerigthy Process. Recruitment from outside takes a long time. The business Costly Process. It is very costly to recruit staff from external sources. A lot of Uncertain Response. The candidates from outside may not be suitable for the has to notify the vacancies and wait for applications to initiate the selected process. money has to be spent on advertisement and processing of applications. enterprise. These is no guarantee that the enterprise will be able to attract right kinds of people from external sources. Exhibit 1 : Comparison of Internal and External Recruitment Internal Sources
1. Internal recruitment is a quick 1. process. It involves search of candidates from within the organisation. 2. This process is cheaper. It does not 2. involve any cost of contracting the

External Sources
External recruitment is a lengthy process. It involves finding candidates from outside the organisation. The process is costly as vacancies have to be notified in newspapers, etc.

external sources. 3. The existing staff members are 3. motivated to improve their performance 4. Choice of candidates is limited. The scope of fresh talent is diminished. 5. Internal sources help in saving time of officials responsible for recruitment. 5.

The workers feel dissatisfied if external sourcesareused. 4. The businees can hope for talented candidates from outside. This means infusion of new blood and new ideas into the enterprise. External sources of recruitment are time consuming.

RECENT TRENDS IN RECRUITMENT Outsourcing Under this arrangement, a company may draw the required personnel from the outsourcing firms or agencies on commission basis rather than offering them employment. This is also caned leasing of human resources. The outsourcing firms develop their human resource pools by employing people for them and make available the personnel to various companies (called clients) as per their needs. The outsourcing firms get payment for their services to their clients and give salary directly to the personnel. The personnel deputed by the outsourcing agencies with the clients are not the employees of- the clients. They continue to be on the payroll of their employees; i.e., the outsourcing agencies. Several outsourcing companies or agencies have come up

which supply (or lease) human resources of various categories to their clients. A company in need of employees of certain categories can approach an outsourcing agency and avail the services of its human resources on lease basis against payment. of agreed amount. The human resources so deputed will report back to the outsourcing agency after their assignment is over. This system facilitates the organisation to hire security personnel from the security agency, computer professionals from a computer firm, or accountants from an accountancy firm. The advantages of getting human resources through the outsourcing agencies are as follows: (i) The companies need not plan for human resource much in advance. They can get human resources on lease basis outsourcing agency. (ii) The companies are free from industrial relations problems as human resources taken on lease are not their employees. (iii) The companies can dispense with this category of employees immediately after the work is over. Poaching or Raiding Poaching means employing a competent and experienced person already working with another repurted company which might be a rival in the industry. A company' can attract talent from another firm by offering attractive pay packages' and other terms and conditions. For instance, several executives of HMT left to join Titan Watches and several pilots of Indian Airlines left to

join private air taxi operators.1J1ere are several other examples where the firms have raided the rival firms to procure their key personnel to enhance their competitive advantage (See Exhibit 2). Whatever may be the. means used to raid rival firms for potential candidates, it is often seen as an unethical practice and not openly talked about. In fact, raiding has become a challenge for the human resource managers of modern organisations because poaching of a key executive by a rival firm will weaken the competitive strength of the firm.

Exhibit 2 : Poaching of Executive Talent

Apparel companies poach talent from FMCG &.

Auto firms APPAREL companies have begun talent-hunting from fast moving consumer goods (FMCG) and automobile industries, signalling their appetite for fresh ideas for brand promotion and marketing initiatives in .the wake of the impending abolition of export quotas m 2005. They have already roped some senior and middle-level execute as from companies such as Britannia Industries/Ford and Swatch, etc. Arvind Brands, the subsidiary of Arvind Mills, has recruited around 1Z executives, mainly from FMCG and automobile sectors in the last four months. Two weeks ago, Gautam Kale joined the company as head of retail planning from liquor major Seagram. Alok Dubey, who was with Swatch, has joined the company recently as national manager (key accounts). The. company has recruited brand managers from Ford, FCB Ulka, Asian Paints and Hindustan Lever (HLL). The head of the companys western zone has recently joined from Ford Zodiac Clouting, Which Das recruited many executives from the advertising and FMCG sectors, continues to fill up senior positions with people from those sectors. Recent recruitment include the appointment of Rajeev P Dutta as the regional sales manager (west). He joined the company from Johnson & Johnson. Zodiac roped in Vinay Bajaj from HLL to head its national sales team a few months ago. The industry buzz is that S Kumars Nationwide is roping in a top executive with a FMCG background as chief operating officer for its apparel business. "We are in the process of recruiting someone to head our apparel business. The FMCG background

comes handy for building brands," said Nitin Kasliwal, MD; S Kumars Nationwide. The Wadias have shifted Alok Banerjee from group company Britannia Industries to head Its domestic textile. Business. While leading apparel companies such as Madura Garments have been recruiting executives at the entry level from other sectors, it is yet to make a high-profile appointment in recent times. The apparel companies are also looking at professionals who can bring innovative technical applications to the business For instance, Mumbai-based Creative Garments has recently recruited technical managers from engineering majors such as Larsen & Toubro. Apparel companies are also poaching a number of experienced people from the real estate business for executing their retail expansion plans. Mumbai based apparel majors like Provbgue are in the process of recruiting people from real estate companies. The industry is divided over the efficacy of bringing in executives with FMCG backgrounds to handle crucial operations. Source: The Economic Times, New Delhi, 9,2003. Web site or e-Recruitment Many big organisations use internet as a source of recruitment. They advertise the job vacancies through the worldwide web (www). The job seekers send their applications or Curriculam Vitae, i.e., CV, through e-mail using the internet. Alternatively, job seekers place their CVs in the worldwide web/ internet, which can be drawn by the prospective employers depending upon their requirements.

The advantages of net recruitment are as follows: (i) Low cost of recruitment per candidate. (ii) Reciuction in time for recruitment. (iii) Recruitment of right type$ of people. (iv) Efficiency in the process of recruitment.

RECRUITMENT PROCEDURE
Responsibility for Recruitment. In a small organisation, recruitment is usually done rather informally by the owner or manager. But in a larger organisation, the human resource department is usually responsible for developing sources of applicants. Within the human resource department, there is likely to be an employment office to do the recruiting and even initial selection of candidates for a job: Big organizations employing larger number of professional and' managerial employees,' may have a separate engaged entirely in recruiting. At the same time, individual managers and employees may be referring promising applicants to the human resource department. Similarly, the human resource department may be requesting recruitment assistance from the managers as may be the case when campus recruitment IS proposed at the alma mater of one of the mangers. Still other firms prefer to put together recruiting teams consisting of human resource specialists and other executives. For example, one or more engineers may accompany the team of campus recruiters for recruitment of department

engineering personnel at technical institutes. Regardless of who does the recruiting, It is Important for one department to coordinate the recruitment function in order to develop adequate sources, avoid duplication, and ensure. That human resource needs for the whole organisation are met. . Factors Affecting Recruitment There are many factors that limit or affect the recruitment policy of an organisation. The important factors are listed below: ( i) Size of the organisation and the kinds of human resources required. (ii) Effect of past recruitment efforts. (iil) Nature of labour market of the region. (iv) Extent and strength of unionisation Lt1 the region. (v) Working conditions, wages and other benefits offered by other concerns. (vi) Social and political environment. (vii) Legal obligations created by various statutes. Requisition for Recruitment.
Recruitment is. an on-going process whereby the firm attempts to develop a pool of qualified applicants for future human resource needs even

though specific vacancies do not currently exist. This practice is also necessary to maintain contacts with sources of recruitment. In most cases, recruitment starts when a manager initiates an employee requisition for a specific vacancy (or anticipated

vacancy). The requisition should contain the basic information describing the position to be filled, the' duties to be performed, and the experience and qualifications required of the candidate for the job. The standard format of a personnel requisition form is given below:

PERSONNEL REQUISITION FORM

Name of the Initiating Deptt. Date..

Date Required Location of Work

Payroll classification

Code Pay Grade

Cost Centre Supervisor

Job No. Ext.

Employee

Division/Deptt.

Section

Will Report To

QUESTIONNAIRE

Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 1) Strongly agree
Contact for interviews Referred by

Name of Person Hired Other Information

Effective Date

Social Security No.

2) Agree
Ext. Required Travel No Yes

3) Neutral 5) Strongly Disagree

4) disagree

Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

This shows that majority supports that recruitment is a important process for companys existence.

Q2) : At the time of recruitment is your competitor promotion portrayed authentically ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

This also shows that majority agrees to the question.

3) : Should the process of recruitment be transparent ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 12 3 4 5

The figure shows that maximum people supports that recruitment process should not be transparent and should not be biased one.

Q4) Is internal recruitment beneficial for the organisation ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

It shows that 17% agrees to the question while majority of 28% strongly disagree with the internal recruitment process.

Q5) Is direct recruitment important at higher levels to introduce new blood in the organization ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

33% people strongly strongly agree while only 17% strongly disagrees to introduce new blood at higher level in the organization.

Q6) Before any recruitment process is it important to develop a hiring strategy? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

In this maximum people agrees to develop a hiring strategy before recruitment process.

Q7) Do you think that the recruitment team of AIS is better than that of other organizations ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 1 3 4 5

25% of the recruitment team is in the favour of the question while majority are neutral.

Q8) Should AIS go for modern techniques like online recruitment etc . ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 1 3 4 5

This shows that large chunk to go for modern techniques of recruitment.

Q9) To make the recruitment process more transparent is it beneficial to outsource the recruitment process ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 1 3 4 5

The pie shows neutral aspect of people.

Q10) Does the companys recruitment process is aligned with the promotion policy ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

Q11) Right person at right job is this concept strictly followed in the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 3 4 5

Maximum agrees with this concept of Right person at right job .

Q12) Are you satisfied by the recruitment process of the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

1 2 12 3 4 5

42% are satisfied with the recruitment process of the company.

CONCLUSION

GLASS LIMITED is a very big INDUSTRY name and I am very thankful to the GLASS people to help me in completing my project in GLASS LIMITED. GLASS LIMITED provides me the good opportunities to make my skills stronger in marketing. I am also very thankful to my project guide Mrs. Aparna porwal for giving me his useful guidelines and important time. While doing this project I have talked with many people and came to know about the market and I learnt that how the companies works and what they have to do for retaining there position in the market. GLASS LIMITED has trained me to face the challenges whatever in the market.

LIMITATIONS
The study was restricted to only the customers of GLASS LIMITED,INDIAN

 The time constant was a limiting factor, as more time required carrying out study on other aspects of the topic.

The result and analysis based on the customer survey method and small sample size has taken only 100

Findings are related to particular areas.

ANNEXURE

ASAHI INDIA GLASS LTD

Q1: Is recruitment a very important and crucial process for ASAHI INDIA GLASS LTD? 3) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q2) : At the time of recruitment is your competitor promotion portrayed authentically ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

3) : Should the process of recruitment be transparent ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q4) Is internal recruitment beneficial for the organisation ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q5) Is direct recruitment important at higher levels to introduce new blood in the organization ? 2) Strongly agree 3) Neutral 2) Agree 4) disagree

5) Strongly Disagree

Q6) Before any recruitment process is it important to develop a hiring strategy? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q7) Do you think that the recruitment team of AIS is better than that of other organizations ? 2) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q8) Should AIS go for modern techniques like online recruitment etc . ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q9) To make the recruitment process more transparent is it beneficial to outsource the recruitment process ?

1) Strongly agree 3) Neutral 5) Strongly Disagree

2) Agree 4) disagree

Q10) Does the companys recruitment process is aligned with the promotion policy ? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q11) Right person at right job is this concept strictly followed in the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

Q12) Are you satisfied by the recruitment process of the company? 1) Strongly agree 3) Neutral 5) Strongly Disagree 2) Agree 4) disagree

BIBLIOGRAPHY

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www.google.com www.wikipedia.com

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