Lanco Interview Process
Lanco Interview Process
Lanco Interview Process
INTERVIEW AND
COMMUNICATION
PROCEDURE
OF
LANCO CONSTRUCTIONS
SUBMITTED TO: MRS. SUREKHA
THAKUR
BY: Nandita sadani – 48
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HUMAN RESOURCE INTERVIEW AND COMMUNICATION PROCESS OF LANCO
Acknowledgement
I am very thankful to Mrs. Surekha Thakur for guiding us
through out the project. I am thankful to all the people who have
contributed and helped me in making the project.
I am thankful to my parents, sister, brother and friends for
helping me whenevre required and for supporting me throughout
the project work.
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CONTENTS
S. NO. TOPIC Page no.
1. INTRODUCTION TO TOPIC 4
2. OBJECTIVES 5
3. INTRODUCTION TO 6 – 14
COMPANY
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DRAWBACKS
6. RECOMMENDATIONS 36
7. CASE STUDY 36 – 39
8. ARTICLE 40 – 44
9. CONCLUSION 45 – 46
10. BIBLIOGRAPHY 47 – 48
11. 49
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OBJECTIVES
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INTRODUCTION TO
LANCO
VISION OF LANCO
An India without poverty, where the internationally agreed millennium development goals are
met and people live with dignity and respect, using their full potential to access the opportunities
and exercise choices for their own development – a society that constantly moves to inspire
people.
MISSION OF LANCO
-To work towards developing rural and urban communities in order to reduce poverty and
contribute effectively towards reduction in loss of environmental resources.
Mission...
Development of Society through
Entrepreneurship
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Vision…
Most Admired Integrated Infrastructure
Enterprise
Integrity:-
We choose to be honest in all our Business Interactions and
Transactions and remain steadfast even when challenged. We strive
for consistency between – what we Think, what we Say and what we
Do.
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Positive Attitude:-
We always demonstrate a ‘can-do’ mind-set and engage to deliver
organizational goals. We look upon challenging circumstances as
opportunities to enhance our capabilities and find ways of achieving
Accountability:-
We own up to our words, actions and outcome. When we commit to do
something, we own it and we do it – decisively and responsibly
Team Work:-
We work harmoniously with a shared vision, energized by our
collective talent. We Trust, Listen to, Share with and Empower team
members and take collective responsibility for the results.
Innovations:-
We value and encourage application of creative ideas that enhance the
effectiveness of our business. We freely express ideas and take actions
to generate successful Solutions
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Due to the poor demand and other reasons, the operations of the cement unit of the Company
was suspended and the unit was reengineered for producing a different product mix having
potential in south India.
As a measure of forward integration project for adding value to the Pig Iron manufactured by
the Company, LIL floated an another company named Lanco Kalahasthi Castings Limited
(LKCL) on 4 th March 1997 to manufacture iron castings and spun pipes in the same campus
of the Company with an annual capacity of 40,000 TPA and 35,700 TPA respectively.
Accordingly, LIL had an arrangement with LKCL for supply of molten iron and Pig Iron to
LKCL, being a value added product, as such iron pipes manufactured by LKCL offered better
returns.
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However, due to falling Pig Iron prices, increase additional capacity in the industry,
competition and the technical & financial assistance, the operations of both LIL and LKCL
were effected and the Company was exploring financial and technical strategic alliance with
Indian / Foreign Partner.
During the same time M/s. Electrosteel Castings Limited, was also looking for additional
capacities for producing spun pipes. Considering the synergies involved, Lanco Industries
Limited entered into a strategic alliance partnership during December 2002, with M/s.
Electrosteel Castings Limited (ECL), Kolkatta a leading manufacturer of CI, Pipes and DI
pipes. This was win-win situation for both LIL and ECL. After takeover, a financial re-
engineering and re-structuring of LIL was undertaken by ECL by implementing the following:
-
Immediately after take over an amount of Rs.2200 lakhs was infused as share
capital of the Company by M/s.ECL to strengthen the equity base of the
company.
With effect from 1 st April, 2003 LKCL was merged with the company to take
advantage of the close synergy in the business of the two companies, since a
large part of Molten Iron / Pig Iron is consumed by LKCL for manufacture of
DI Pipes.
After the merger, the share capital of LIL, the paid up share value of Rs.10/-
was reduced to Rs.2.50 per share and accordingly one share of Rs.10/- each
fully paid up in LIL was issued to all the existing shareholders for every 4
shares held by them.
During 2003, the capacity of the DI pipes was increased to 90,000 TPA.
During 2004, the company took the step of backward integration by setting up
150,000 TPA coke oven plant in the same complex, which was commissioned
in June 2005.
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19
Incorporation of Lanco
91
19
Setting up of Mini Blast Furnace with
94
90,000 TPA capacity
19 Setting up a 250 TPD Mini Cement
95 Plant
19 Setting up of LKCL for manufacture
97 of 40,000 TPA castings and 35,700
TPA D I Pipes
20 Strategic Alliance with Electrosteel
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02 Casting Limited
20 Infusion of Rs.2200 lakhs to the
02 equity and financial restructuring
20
Merger of LKCL with LIL for synergy
03
20 Capacity of Pig Iron was increased to
03 90,000 TPA to 150000 TPA.
20 Capacity of DI Pipes was increased
04 to 90,000 TPA.
20 Commissioning of 150,000 TPA coke
05 oven plant.
20 Setting up of Captive Power Plant of
05 12 MW by using the waste heat
recovered from the coke oven plant.
LANCO INFRATECH
LTD.
Lanco Infratech Ltd is one of India’s top business conglomerates and among the fastest growing.
Lanco Infratech has subsidiaries and divisions across a synergistic span of verticals. These
include Construction, Power, EPC, Infrastructure, Property Development, and Renewables.
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Lanco Infratech’s projects, operational and underway, are spread across India.
A member of the UN Global Compact, Lanco Infratech is recognized for its Good Corporate
Governance and Corporate Social Responsibility initiatives led by the Lanco Foundation.
A preferred employer, Lanco Infratech builds on a tradition and culture where trust comes first…
and the credo is inspiring growth.
Lanco’s operations have always been marked by creation of synergies, backward and forward
integrations and strategic innovations for competitive edge. Today, Lanco Infratech, through
twenty-two subsidiaries has operations across a synergistic span of verticals.
In power generation, Lanco has a presence in thermal, hydro, wind and renewables. Projects
in operation and those underway represent over 8000 MW. The operations in power
generation draw deep strengths from its own EPC, entry into O&M and the capabilities of its
Construction wing. Lanco’s presence in power extends to being a leader in power trading.
Multiple synergies are being leveraged for a strategic presence in transmission and
distribution. In wind energy, Lanco’s first line of turbines will roll out in 2009. Wind project
developments are underway in India, Europe and the Americas.
Lanco’s admired expertise in civil engineering has been displayed across the years in the
execution of dams, railways, roads, industrial structures, residential and commercial
construction, canals and other areas across the length and breadth of India. These
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competencies and depth of resources are unfolding a new roadmap in the Indian infrastructure
sector. Lanco is already executing projects in ports, highways, airports and other areas.
In property development, Lanco has emerged as a trend setter with Lanco Hills, which has
also drawn international attention. Lanco Hills, in the Indian metropolis of Hyderabad, is
coming up as one of the world’s largest mixed property development with thirty million
square feet of built-up area, including the world’s tallest residential tower!
Lanco Infratech is built on a tradition and culture of trust within and without. Lanco draws
the best professionals who see growth in an environment underscored by good corporate
governance and the melding of individual aspirations and organizational goals.
Construction
LANCO Infratech Ltd has an excellent track record in Construction projects. Its project
expertise spans:
• Power plants based on Gas, Coal, Bio-mass, Hydro and Wind.
• Irrigation and water supply projects, including dams, tunnels, lift irrigation, sewerage
schemes and marine works.
• Civil construction including commercial and residential buildings, mass housing
projects and townships, industrial structures, information technology parks, Corporate
offices, Hospitals and more.
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The definition of Management goes to state that it is the interaction and its continuation of :
These are the main ones and a few more like directing , communicating etc etc were added
later. This basic classification comes from the father of management thought , Henry Fayol, MD
of a French mining company in the starting years of the industrial revolution.
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Frederic Winslow Taylor, who is known for his concepts on Management Science from
technical and workshop point of view, feels that the Management emerges from :
This subject is historically connected with other disciplines mainly “Psychology” which is
defined as the study of Human Behaviour. Psychology of the people working in any
work organization is known as the “Industrial Psychology”. The technical aspects make
a separate subject called “Human Engineering” . Also this subject is known by other two
names viz. “Human Factors Engineering” and “Ergonomics”. The non-technical aspects
make separate subject called the “Organisational Behaviour”. Application of certain part
of the OB to the needs of the industrial personnel came to be known as the “ Personnel
Management”.
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3. Interest
4. Experience
5. Objectivity
6. Self Discipline
7. Impartiality
8. Self Motivation
9. Sense of Responsibility
10. Tolerance to others
11. Loyalty & gratitude
12. Trustworthiness
DEFINITION OF HRD
It is a continuous planned process by which employees are helped to :
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3. Developing the capabilities of each employee for his expected future roles.
the Tavistock Institute of Human Relations, U.K. This is the synonym for the word
“Organisation” in systems terminology and is the extension of the micro form of the term
“Man-Machine System”. The organization is a social system clubbed to a technical
system hence forming a “ Socio-Technical system”. According to Taylor, the efficiency is
a joint product of standard social and the technical components.
It is the total study of the behaviours of the individuals, groups, the technology of the
organization and their interactions among themselves towards improving the performance
of the organization.
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The change of the old name of the discipline of “Personnel Management” to its new name
“Human Resources Development” simply indicates the elevated status and importance acquired
by it in the recent years. The new name places lots of responsibility on the shoulders of Industry,
the Govt and the Society in shaping the future of the country. However, the industries have
overnight changed the boards written as “Personnel Management” to its new name of
“Human Resource Development”.
Introduction:- A conversation between two or more - where question are asked by the
interviewer tothe interviewee.
Job interview:-A a process-> potential employee -> evaluated by an employer for prospective
employment in their company, organisation, or firm.
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Interviews are particularly useful for getting the story behind a participant's experiences. The
interviewer can pursue in-depth information around a topic. Interviews may be useful as follow-
up to certain respondents to questionnaires, e.g., to further investigate their responses. Usually
open-ended questions are asked during interviews.
Before you start to design your interview questions and process, clearly articulate to yourself
what problem or need is to be addressed using the information to be gathered by the interviews.
This helps you keep clear focus on the intent of each question.
Types of Interviews
1. Informal, conversational interview - no predetermined questions are asked, in order to
remain as open and adaptable as possible to the interviewee's nature and priorities; during
the interview, the interviewer "goes with the flow".
2. General interview guide approach - the guide approach is intended to ensure that the
same general areas of information are collected from each interviewee; this provides
more focus than the conversational approach, but still allows a degree of freedom and
adaptability in getting information from the interviewee./LI>
3. Standardized, open-ended interview - here, the same open-ended questions are asked to
all interviewees (an open-ended question is where respondents are free to choose how to
answer the question, i.e., they don't select "yes" or "no" or provide a numeric rating, etc.);
this approach facilitates faster interviews that can be more easily analyzed and compared.
4. Closed, fixed-response interview - where all interviewees are asked the same questions
and asked to choose answers from among the same set of alternatives. This format is
useful for those not practiced in interviewing.
Advantages
1. Can supplement the information obtained through observation
2. Specific duties of the job and job’s relationship to the rest of the organization.
3. Most commonly used method, very adaptable.
4. Usually conducted technical experts and supervisors.
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Disadvantages
1. Heavily dependent on interviewing ability
2. Value of data is primarily dependent on the interviewer’s skills
3. Workers may to add exaggerate their job duties .
4. Takes a lot of time and may not be cost efficient.
COMMUNICATION
Communication is an important part of your job one that is often taken for granted. When you
think about it, almost everything you do calls for good communications. When you hire a new
employee, good communication skills help you pick the right person and make sure the person
you hire knows what the job involves. When you're training, coaching, or evaluating an
employee, you need to be clear about your expectations and sensitive in dealing with problem
areas. When conflicts arise, you'll need your communication skills to resolve the issues without
creating more.
When the department is going through changes or a reorganization, you'll need special
communication skills to get feedback and ideas from your staff and to give them news that's
sometimes not pleasant, while keeping them motivated. Honest communication is one of the key
ingredients in managing change as well as managing people.
Many topics covered in this Guide include communication skills. In this section, you'll find some
suggestions for developing those skills.
Guiding Principles
Your responsibility as a supervisor is to communicate clearly and concisely to all employees and
create an environment conducive to openness for others. As the staff becomes more diverse, you
may have to take extra time and effort to communicate to all staff members. To become a better
communicator:
• Conduct regular staff meetings. Tell your staff about decisions that may affect them or
the work they do and the reasons for those decisions. Use staff meetings to encourage
feedback, generate ideas, solve problems, and gain support.
• Set up individual meetings. Set some time aside periodically to meet one-on-one with
employees. Group staff meetings are important; however, meeting separately with your
employees shows concern about their individual work issues.
Effective Listening
An important ingredient that runs through all good communication is listening. Listening is a
skill that can be practiced and learned. Your goal as a listener is to fully understand your
employee's experience and point of view. Give the employee a chance to talk for a while before
you say anything.
• Use non-verbal communication. Be aware of what you communicate with your body;
your posture and expressions can convey your attitudes toward a speaker even before you
say one word. Use body language to show the speaker that you are engaged in the
conversation and open to hearing.
• Recognize your own prejudices. Be aware of your own feelings toward the speaker. If
you are unsure about what the speaker means, ask for clarification instead of making
assumptions.
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• Listen to understand the underlying feelings. Use your heart as well as your mind to
understand the speaker. Notice how something is said as well as the actual words used.
• Don't interrupt: Be sure you think carefully before you speak. As a listener, your job is
to help the speaker express himself.
• Don't judge the person: A speaker who feels you are making judgments will feel
defensive. Avoid making judgments and instead try to empathize and understand the
speaker's perspective.
• Do not give advice: Keep in mind that the best resolutions are those that people arrive at
themselves, not what someone else tells them to do. If you feel it is appropriate, and only
after you have encouraged the person to talk, offer some ideas and discuss them.
Responding
After you have listened and really heard, respond by conveying your interest and respect:
• Empathize: Put yourself in the other person's shoes and try to understand.
• Validate: Acknowledge that the person's feelings are valid. This is a very powerful tool
because you are recognizing the person's right to feel that way, regardless of whether you
would feel the same way.
• Restate what the other person has said: this allows you to make sure you understand
the feelings and shows you are listening. Point out the good things the person has done or
tried to do.
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for business relationships depends on the effective use of language and understanding differing
communication styles. These and other aspects are discussed to bring awareness to opportunities
to foster better communication at all levels of the organization.
Human resource professionals uniquely position themselves at both the starting and finishing
points of the communication continuum. From an HR viewpoint, effective organizational
communication contributes to learning, teamwork, safety, innovation and quality of decision-
making in organizations. In an age of increased competition for talent, communication has
become a strategic tool for employee engagement, satisfaction and retention. In fact, effective
organizational communication contributes directly to employee and organizational learning, an
essential factor for competitive advantage. The most successful HR professionals are
consummate communicators. Typically, their organizations over-communicate with all
constituents, and their leadership styles transmit the traditions and values of their company.
Thus, as a promoter of effective organizational communication, HR is a key strategic partner in
leveraging the relationships between employees and top management.
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A large portion of problems companies face is connected with the quality of human resources
and efficient communication. Researches have revealed that an average employee exploits only
50 percent of his capacity and this figure can be either increased or decreased by motivation,
targeted development and efficient communication. Management can expect maximum return on
investment in human labour if it uses the human potential offered by employees, keeps all
employees well informed and makes them participate in company goals and projects.
Management bears a great deal of responsibility as their attitude to human resources reflects in
their satisfaction and performance. Just like corporate culture, successful human resource
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management must cover all the employees of the company as each of them makes decisions that,
in the final stage, determine the fulfilment of company goals. Various forms of co-operation
Between employees and groups encourage communication in a specific way. Just for illustration,
it is possible mention several communication tools of personnel management, such as meetings,
teamwork, quality teams, brainstorming. The objective of personnel management is to decide on
a suitable form of the above presented tools, motivation, development and assessment that
promote the efficiency of co-operation.
With regards to the fact that communication is not a purely inborn skill and ability, it is
necessary to develop it. The theory of personnel management therefore uses a growth
management model. New employees are the most open and approach based on expectations is
very important since people, as many surveys show, tend to do what they are expected to do. The
theories place a focus on management, but lack analyses of characteristics and recommendations
for sales personnel, representatives and other company staff that are in contact with customers
and therefore determine, to large extent, the success of the company. A company representative
can only master efficient and suitable way of communication with business partners if he, as an
expert, acquires certain preset skills and qualities. Even in these theoretical approaches we can
recognise certain one-sidedness that should be overcome in the future. To provide a complete
picture of current theories dealing with communication, we should also mention a theoretical
approach based on performance.
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offer or receive any feedback since they do not understand what is generally recognised
as being correct. It is based on a structured communication process which ensures that no
redundant information is communicated, or, on the contrary, no key information is
omitted.
3. Freedom to perform – another prerequisites and a guarantee of better communication is
the freedom which the superior gives to his subordinates with respect to the performance
of the assigned task. Success requires freedom. Freedom is a key motivator for accepting
and conveying information. This simultaneously means to delegate responsibility for the
quality of performance of the whole task and decision-making powers. Superiors must
provide all colleagues with clear information regarding the level of freedom they are
granted with respect to the entrusted tasks.
4. Responsibility awareness – the following should be communicated: loyalty,
responsibility, authority, performance measures, support, trust and expectations. Good
general knowledge - to manage activities and decisions, it is necessary to know who the
information and facts are designed for and where they can be obtained. The theory of
management through exceptions explains this rule in more detail. It is based on the
principle of communication restricted to exceptions, deviations, differences,
discrepancies and exceptional successes or failures.
5. Positive self-perception – the building of positive selfconfidence is based on the
management of relationships. It recommends communication of positive self-respect and
the feeling of importance. People need to know how their work is evaluated. It is
important for the manager to dedicate enough time to his subordinates to explain all the
critical points, to give instructions and arrange details, to pardon unimportant problems
and distinguish them from crucial matters. Positive self-perception is closely connected
with growth management. For their development, employees require a number of
impulses, such as freedom, control, feedback, respect, friendly atmosphere and positive
trust. Many barriers are created only based on the incorrect assumption that the employee
is not able to perform the given duty or assignment.
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With respect to the above said, it is imperative to realise the key aspect of company
development, which is the so-called stable system of communication expectations. This means
expected and predictable communication behaviour which is the cornerstone of a communication
system.
Q1. Human Resource Communications and Corporate Communications – are they one in
the same?
Both plan and develop written communication strategies to further the understanding and
perceptions of their audience. Both provide counsel and editorial support for management
communications.
Business communications transmits and manages messages that inform, persuade and
collaborate by speaking the language of the company. HR Communications creates a
“one company" culture, integrates acquisitions and facilitates information sharing
company wide. Both work at the highest levels of the organization, aligned with senior
management and the board.
The most successful HR professionals are consummate communicators. Typically their
organizations over communicate with all constituents. Their leadership styles transmit the
traditions and values of their company. You often find a strategic HR function when the
spoken and written words parallel leadership actions.
Human Resource Communications is a subset of our corporate culture. Corporate
cultures determine communication styles. Cultures as diverse as a business headquarters
viewed as a traditional downward style with an abundance of males in dark suits and
white starched shirts to other companies which express their identity by polo’s with
logo’s and scores of identical sites around the country.
Q2. Which of the three following communication styles dominate your culture?
Downward – helping employees perform their jobs
Upward – senior management and board level
Horizontal – selling your value proposition and merging cultures
HR COMMUNICATIONS ARE SPECIALIZED
Human Resource professionals uniquely position themselves at both the start point and
finishing point of the communication chain. New hire orientation and policy and
procedure manuals exemplify downward communication intended to help employees
perform their jobs. Employee opinion polls, employee focus groups and exit interviews
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deliver information upward to solve problems and make executive decisions. Employee
newsletters help work teams requiring a coordinated action between units or locations.
Q3. How well is HR information exchanged in your company?
Human Resource Communications Consultants manage and direct the planning, creation
and execution of communication strategies to further the understanding and perception of
HR policies, procedures, programs or initiatives. This often involves conceptualizing,
researching, writing, editing and design/production of materials. Either print or
electronic, projects often involve web pages (internet and intranet) and e-newsletters.
HTML experience and knowledge of Dreamweaver and other graphic programs will
serve this function well by providing the HR Communication Consultant a larger
repertoire of up-to-date tools.
Q4. Is your HR information timely, accurate and understandable?
What should I expect from my Human Resource Communications Consultant? First,
excellent writing and project management skills. Either internal or external, this person
should display a record of accomplishment of interpersonal and project management
competencies. They must be experienced in managing multiple assignments, with strong
problem solving abilities. This “internal consultant" must have your confidence in an
environment of highly confidential matters. Perhaps their past included the
responsibilities of corporate due diligence matters.
Q5. Have they work experience at the highest levels of HR? Do they have the proven
ability to motivate themselves and others to generate strong results? To round out your
choice, have they led HR initiatives and cross-functional teams?
Formally by PowerPoint or informally by walking the second and third shifts, we
demonstrate HR Communications leadership as we mass information, process facts and
disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and
written messages translates values, traditions and habits into words and actions
employees interpret.
Operating as an internal consulting agency, or external resource, HR Communication
Consultants work with employees and vendors on communication matters relating to the
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INTERVIEW PROCESS IN
LANCO
The interview process in Lanco is a bit different from other sectors because it deals in wide area
of work including constructions, infrastructure, roads etc. The interview is done on the bases of
job requirement. The interviewee is marked by a panel on Human resource representatives on a
grade scale and based on their performance and aggregate total they are selected or rejected.
Sometime the Human resource representative don’t check the aggregate total, if they get
impressed by the confidence level of the interviewee they directly recommend the person’s name
to the higher authority.
Like any big organization have a organization hierarchy Lanco also has an organization chart in
which they have a self explanatory organizational structure, in which they have the full
detailing of the job. Job description for each and every person is mentioned. Managers in each
department inform the Human Resource Cell about the requirement of the employees based on
the new projects.
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As soon as the company gets a new project than sometimes they fall short of manpower so for
that purpose, they check their available resources and they if they do not have enough manpower
than they asses the required resources and they recruit new members.
If there is a vacancy at any department than depending on the description of that post they give
an interview call and try to fulfil the requirement. Depending on the job description the manager
informs the requirement of the departments to the human resource cell. Job descriptions are
written statements that describe the:
• duties,
• responsibilities,
• most important contributions and outcomes needed from a position,
• required qualifications of candidates, and
• reporting relationship and coworkers of a particular job.
Job descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed tasks, and the needs
of the organization to produce work.
Job descriptions clearly identify and spell out the responsibilities of a specific job. Job
descriptions also include information about working conditions, tools, equipment used,
knowledge and skills needed, and relationships with other positions.
The best job descriptions are living, breathing documents that are updated as responsibilities
change. The best job descriptions do not limit employees, but rather, cause them to stretch their
experience, grow their skills, and develop their ability to contribute within their organization.
Job design Work arrangement (or rearrangement) aimed at reducing or
overcoming job dissatisfaction and employee alienation arising from repetitive and
mechanistic tasks. Through job design, organizations try to raise productivity levels by
offering non-monetary rewards such as greater satisfaction from a sense of personal achievement
in meeting the increased challenge and responsibility of one's work. Job enlargement, job
enrichment, job rotation, and job simplification are the various techniques used in a job
design exercise.
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For each job profile they have a compensation range so depending on the resource skill set and
its match to the job profile the compensation is provided ,sometimes depending on the situations
the compensation is negotiable.
Sometimes they also conduct psychometric test for management graduates and experienced
people. They also conduct a medical test before the person joins in order to know about the
health and fitness of the person appointed for the job. Their process is same as other construction
companies as they have more supply of resources than their requirement. So they always try to
match to job profile.
There are three major rounds involved in the interview process. They are as follows:-
1)TELEPHONIC INTERVIEW ROUND
2)TECHNICAL
3)HR
Telephonic Round: - In the telephonic round they tell the person about the job and than they try
to cross question the interviewee to know about the authenticity of the information provided by
the interviewee in the resume. They question the interviewee to test the knowledge, skill and
confidence level of the interviewee.
Technical Round: - In this round the shortlisted candidates i.e.; the candidates who cross the first
round are tested on their technical skill. The interviewee is given tools and equipments and all
the human resource people observe them in order to know about the interviewee understanding
of technical field.
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Human Resource Round: - This is the third and the final round involved in the interview process.
In this round a panel of Human Resource Members sit and interview the interviewee to know
about them and to know about how they will react in different situation, they try to understand
and analyze the interviewee
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demand is more than supply they will recruit employees even they has less technical capabilities
and the ability to learn new things.
Stages of Interview
Investigation
Thematizing-the why and what of the investigation.
Designing -plan the design of the study.
Interviewing -conduct the interview based on a guide.
Transcribing -prepare the interview material for analysis.
Analyzing -decide on the purpose, the topic, the nature and methods of analysis that are
appropriate.
Verifying -ascertain the validity of the interview findings.
Reporting -communicate findings of the study based on scientific criteria.
DrawBacks
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Weightage methods.
Psychological differences.
Recommendations
>>Number of rounds to be increased for higher level in the hierarchy:-
As the interview process has one three stages so I think that the number of rounds for the above
or higher posts should be increased to 6 to 7 rounds.
>>They should do job rotation after regular intervals:-
People should be rotated from one job to another frequently after intervals because when these
people are asked to go for some project because of their xpertise they hesitate to do so. They give
all reasons possible to avoid migrating from one place to another place for the project.
>>Deliver HR Communications in an engaging interactive way:-
Use scrolling news feeds, interactive signage on screensavers, user generated staff
magazines, employee blogs and discussion forums as an engaging, easy to use HR
communication system. The SnapComms HR Communication System makes this
straightforward and cost effective.
>> Promote internal brand:-
Internal brand messages can be lost if they are buried in email or on the intranet. Bring brand
messages to life with interactive, visually engaging HR Communications channels such
as messages on screensavers. Involve staff in creating brand values using quick and simple staff
survey tools and plug and play discussion forums. Find out what staff know and think using
fun staff quizzes.
>>Give employees an opportunity to participate in key decisions:-
Involvement is a key driver of employee engagement (and effective business performance).
Allow staff to participate with quick easy HR communications channels to gather their opinions,
and ideas and allow them to have their say.
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messages and RSVP invites can help ensure maximum value is derived from events such as
health and wellness presentations etc.
>>Communicate and measure employee values and attitudes to promote high performance
company wide:-
HR Communications channels such as interactive staff quizzes, using scenario based questions,
can an effective and fun way to reinforce desired employee value and attitudes.
>>Recognize good performers:-
Interactive screensaver messages and staff magazine features can be a fantastic way to recognize
high performing employees. Local targeting mean that content can be team or region specific.
>>Reduce email overload:-
Snap Mag aggregates 'mass email' updates from across the organization into an easy to read
format that reduces interruption time and increases message cut-through.
>>Targeted HR communications that fit with work flows:-
When we have staff suffering from email overload it can be a real challenge to communicate
with them. This is especially true if messages, such as HR communications, are not considered
urgent or immediately important to staff.
Screensavers can be a great HR communications channel and are often underused. People don’t
just notice their own screensaver messages, they also notice others as they move around the
building. Also, by their nature, HR Communications on screensavers are displayed when staff
are most receptive (and not deeply focused in a piece of work).
>>Catch dissatisfaction early:-
Two way HR communications channels such as Snap Poll and the Snap Interactive
channels make it easy to regularly gather feedback from staff and to catch dissatisfaction early -
to understand what’s really going on.
>>Promote opportunities for staff:-
Include a section in Snap Mag promoting internal vacancies. Promote training opportunities and
staff support schemes on interactive screensavers or as articles in Snap Mag.
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Microsoft India's HR strategy was focused on building the organizational capability and
strengthening employee engagement to leverage the limited human resources to achieve the
company's mission.
Issues:
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» Aligning local HR practices to the corporate mission and global/local business environment.
Introduction
In 2008, Microsoft India Corporation Pvt. Ltd (Microsoft India), the Indian subsidiary of
Microsoft Corporation (Microsoft), was ranked as number one in the list of 'Best Companies to
Work for in India' surveyed jointly by Business Today, Mercer LLC, and Taylor Nelson Sofres
(TNS) Global.
Microsoft India was also believed to be one of the most sought after companies for information
technology (IT) professionals and graduates in India.
In early 2009, Microsoft announced the layoff of five percent of its workforce worldwide, as it
reported its first drop in revenues in its history of business spanning over three decades. The
company-wide cost cutting measures were applicable to some extent to its Indian operations,
where the company laid off one percent (55 employees) of its total workforce. If the economic
situation deteriorated further beyond a point, the company was prepared to prune its headcount
further, globally as well as in India.
Did the economic situation also warrant a change in Microsoft India's human resource (HR)
practices? Or, were its strategic HR practices in alignment with the company's mission, values,
and strategy?
Background
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Right from its humble beginning in 1975, Microsoft had been an innovator in computer software
and related services. Its product portfolio included the Windows series of operating system
software for clients and servers, the office productivity suite - MS Office, business applications
software, games, and software for mobile phones and handheld devices.
Managing human resources in the IT sector has been a challenge for most companies that have
set up operations in India.
These companies aimed to take advantage of the relatively low cost of technically competent
labor in India as compared to the US and developed countries in Europe. There was a huge
demand for skilled personnel in this sector, but companies confronted by a lack of sufficient
numbers of skilled personnel to meet the demand.
Microsoft India recruited both fresh graduates from academic campuses and experienced
professionals in the IT industry. For campus recruitments, the selection process included written
tests and several rounds of personal interviews.
For trainees, Microsoft India conducted a training program named Leap Engineer Acceleration
Program (LEAP) which imparted technical and personal skills required to carry out the job.
>>Career Management
Microsoft India provided both vertical and lateral growth prospects for its employees in all the
six business units present in India.
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Microsoft India followed a flexible work timings policy for its employees. A flexi-time policy
enabled the employees to work according to their convenience liberating them from rigid work
timings.
Microsoft India provided offered compensation packages on par or higher than the industry
standards based on the technical skills and experience of the candidates. Employee benefits were
standardized across employees.
>>Performance Management
Microsoft India followed a candid process while evaluating the performance of employees and
regarding their compensation packages. The process was transparent so as to enable employees
to identify their performance levels and have a clear idea of what was required in terms of
performance in order to reach to the next level.
>>Women's Empowerment
Microsoft India conducted special recruitment drives exclusively for women in line with the
overall IT industry's aim of raising the female-male ratio in the workforce.
>>Work-Life Balance
In 2007, Microsoft India launched a program called 'Bring Your Child To Work' in a move to
improve work-life balance among its employees.
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In Microsoft India, metrics were developed to track and define the effectiveness of the HR
function. Microsoft India HR policies aimed to maximize the value of human capital in
achieving business growth by focusing on talent acquisition and development, management
development, leadership development, and management of evolution of the Microsoft culture.
Conclusion:-
Though Microsoft India's HR practices received accolades from many quarters, the 'Best
Employer Survey 2008' released by Dataquest said that overall employee satisfaction at
Microsoft India was below the industry average in India.
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ARTICLE
Communication skills are key to achieving HR's goals
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But HR professionals who help set organizational strategy know they must communicate
effectively with all departments and business units within an organization.
We need to accurately convey our ideas, objectives, plans and outcomes. We must communicate
with other managers in language that resonates with their business goals. All too often, I fear, we
fall back on "HR speak" when we describe HR's achievements. Consequently, our message isn't
understood to add value in the eyes of others.
Most important, we must find ways to communicate the value of HR's contributions to the
organization's success. Even when we master the much-discussed core competencies, we still
must help others in senior management understand how HR contributes at a strategic level. In
short, we must use our communication skills to market HR in "business speak."
I realize that this is easier said than done. The day-to-day activities of HR delivery and the all-
too-common need to "put out fires" seem to demand more hours than the day provides. But we
must find the time.
It's unlikely that we will ever find ourselves in a situation like that in "Cool Hand Luke";
however, if HR's role isn't seen as critical to establishing and executing strategy, "failure to
communicate" might be one of the reasons.
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Conclusions
We all know how important communication is to human resources managers. It is how we reach
out to our core constituents - employees, members of leadership, vendors, clients, and recruits -
and how we manage the flow of information. Effective communication skills are a cornerstone of
almost every HR function. With so much riding on communication, it makes sense to put more
thought and effort into honing our skills.
1. Have the difficult conversations – Confrontation can make even the boldest of us feel
squeamish. Unfortunately, avoiding tough issue doesn't make them go away. In fact, problems
can escalate the longer they are left to fester. While it may make you feel uncomfortable to
tackle the problem of that domineering manager you've received several complaints about, or the
vice president who hasn't promoted a female in years, you are leaving your organization
vulnerable if you don't. First, go for understanding - and it may not even be the confrontation
you were dreading!
2. Match the method (and the messenger) to the message - There are many types of
communication: e-mails, memos, voicemails, in-person meetings, and presentations. Each of
these communication methods has its place. Unfortunately, the methods are often used
inappropriately. E-mail is a great way to let employees know about small changes in their
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benefits package, but it's not a suitable means for announcing a merger. Just like you wouldn't
want your spouse to break off your marriage via text message, you shouldn't fire someone
through an e-mail. It is also important to consider who delivers the message. A major change in
the company, positive or negative, should be communicated by a major player-not a junior
person in HR.
3. Praise in public, punish in private - When you have something nice to say, tell everyone,
and tell them often. When it's not so nice, then talk to only the specific person or group. All too
often, when there is good news to share, a public acknowledgement is overlooked. On the other
hand, when there is something (or someone) to criticize, it is often done in front of everyone. In
one case, the CEO of a company was addressing the entire organization and complaining about
the company's poor showing on Wall Street and said, "Who is not working hard?" What every
employee heard, was an accusation: "Why aren't you working harder?" This type of statement
puts employees on the defensive and creates an unpleasant, if not hostile, working environment.
If this kind of communication is used by the top of the organization, what message does that
send to managers and how they should behave within their departments? Managers don't need to
be Pollyannas, but they do need to respect their employees. Behaviors need to be addressed, but
people are not to be demeaned.
4. Honesty Rules - When there is an impending change at the organization - an M&A, a leader's
departure, a lawsuit, or layoff-HR managers must be honest about what will be happening. It
may be tricky to divulge sensitive information, but you should be as truthful as possible and offer
as many of the facts available. Timing is also important. HR managers need to get out in front of
big news as soon as possible. By giving a quick and honest response, managers gain credibility
with employees who know they can depend on you for answers. If HR managers put off
communication or hide details, the office grapevine will take over spreading rumors and
spinning the message out of control, and employees will be preoccupied with gossip instead of
their work.
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5. Keep it regular - If you dread those monthly staff meetings because there is so much to
cover, you may want to consider weekly meetings. Communication is easier to manage when it
is done routinely. Like exercise, once you get into a groove, it becomes part of your life (and you
become healthier for it). Regular communication is like exercise for an organization. Being "in
the know" also puts employees at ease and allows them to focus on their work
BIBLIOgraphy
Websites Referred:-
http://www.lancogroup.com/socialresponsibility/objectives.html
http://careers.usc.edu/docs/handouts/Interview_Different_Types.pd
f
http://www.jobskills.info/resume_edge/types_of_interview.html
http://www.chrmglobal.com/Briefcase/26/1/What-are-the-
different-types-of-interviews-.html
www.google.com
http://findarticles.com/p/articles/mi_m3495/is_5_49/ai_n6038713/
?tag=content;col1
http://findarticles.com/p/articles/mi_m3495/is_12_53/ai_n3116
0712/?tag=content;com
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