A

PROJECT REPORT

ON

INDUSTRIAL TRAINNING

AT

“BANAS DAIRY LIMITED”

SUBMITTED TO: SUBMITTED

BY:
S.K. COLLEGE OF BUSINESS MANAGEMENT BINKA H MADHU

T.Y. B.B.A

ROL NO: - 107

EXAM NO:-
INDEX
SR.NO PARTICULAR PAGE NO
1.

2.

3.

4. GENERAL INFORMATION

5. RECRUITMENT & SELECTION

6. CONCLUSION

7. BIBLIOGRAPHY
GENERAL INFORMATION

SR. NO PARTICULARS PAGE NO

1. HISTORY AND DEVELOPMENT

2. SIZE OF UNIT & FORM OF

ORGAINISATION

3. ORGAINISATION STRUTURE

4. CONTRIBUTION OF THE UNIT

 HISTORY AND DEVELOPMENT

India is an agri-oriented country of the world 70% people are living in

rural area and therefore we can say that India is living in village. The
majority of population is depending on agriculture and agro-based
activities i.e. animal, breeding and small and so cottage industry. Our
agriculture is mostly depends upon reined and so that the famine, flood
and drought is affluence the Indian agriculture. In this critic situation
with agriculture dairy industries act as supplementary industry and
help the farmers.

Now a day’s milk has become history and developing and so this
development in milk business is know as white revolution in history. But
in the past the condition of milk producer and milk business was not
like this. At that time milk producers had to sell their milk only to milk
traders and because of this milk traders exploited them by giving less
value of milk and they were sell at higher price and get much profit
because of tragic condition i.e. exploitation by giving less value and
transient market, were disappointed to increase the production of milk
because of above mentioned reasons the milk producer came together
and form such a society that purchase their milk and the milk price and
provided them a permanent market and sell this milk to customer at
reasonable price. Co-operative dairying in Gujarat began in January
1946. Amul Dairy at Anand has been started.

10th March 1966 has been an important in the history of BANAS DAIRY.
Let “SHRI GALBABHAI NANJIBHAI PATEL” under the help and
guidelines of let Mr. Manishbhai Patel, the Chairman of Dudhsagar dairy,
Mehsana pioneering the work and organized formed 8 primary milk
societies on co-operative base at village level at Palanpur and vadgam
talukas in Banaskantha. Which collect the milk from milk producers and
send this accumulated milk to the Dudhsagar dairy, Mehsana by setting
up these co-operative societies in deferent village, the awareness and
attitude of milk procedures towards milk co-operative society was
increased and so that the formation of 75 milk co-operative societies in
the short period of time i.e. three years (1966 to 1969) was made
possible.

On the auspicious day of 31-01-1969 Banaskantha Dist. Co-Operative

Milk Producers Union Ltd. (Banas Dairy) was registered under the
Gujarat co-operative societies act and since 1st November 1969. Banas
Dairy started its activities independently, which is really historical and
notable event in the history of Banas Dairy. With steady increase in
number of milk co-operative and milk supply, Banas Dairy required
finance to start new processing plant. Banaskantha Dist. Ws included in
to operation flood scheme of government of India and N.D.D.B.
sanctioned financial assistants of Rs.225lacks for putting up to the milk
processing plant of the capacity of processing 1.5 lacks litters milk per
day Rs.71lacks to set up cattle feed plant to 100 MT. Per day and Rs.35
lacks for veterinary services.

The milk procurement was increased beyond expectation from our

district. The processing capacity of 1.5 lacks liters per day of the plant
was extended s it provide adequate, to 3050 lacks liters pre day to meet
with the situation of new powder plant with the capacity of 30 MT has
been established which was expended to 42.50 MT liters. Now a day the
new Banas – 2 plants fully computerized are under construction and its
capacity of processing milk will 10 lacks.

With the steady progress of Banas Dairy and increasing milk production
year after the co-operative workers, officer, bearers, and zeal and
enthusiasm with the efficient and good performance by management
and personnel as well as because of important of quality and production
the Banas Dairy has received following awards.

 National productivity awards of 1992-1993 by the president of

India Mr. S.D. Sharma.
  National productivity awards of 1993-1994 by Krishna Saathi,
Chairman of national productivity council.

The development of Banas Dairy increasing day by day. Banas Dairy in

the year 1992-1993 was able to pass on Rs.60 Corers in terms of milk
payment to its 85,000 members (milk producer farmers) affiliated with
796 primary milk co-operatives, which is considered to be a unique
achievement on the part of Banas Dairy. Not only that but it also reflects
the strength of the farmers organized on co-operative and democratic
Basis through the milk co-operatives.

Information of GCMMF: - An Overview

The Gujarat Co-Operative milk marketing federation (G.C.M.M.F) was

established in November 1973, with Dr. V. kurien, the milkman of India,
as it is chairman. Today it is a federation of 12 milk co-operatives with 2
million farmer- members that is now the country’s largest food products
marketing organization. GCMMF is India’s largest food products
marketing organization. It is a state level apex body of milk co-
operatives in Gujarat, which aims to provide remunerative returns to the
farmers and also serve the interest of consumers by providing quality
products, which are good value for money.

Members: 12

No. of Producer members: 2.12 million

No. of Village Societies: 10,411

Total Milk handling capacity 6.1 million liters per day

 Milk collection (Total – 1990-00) 1.59 billion liters

Milk collection 4.47 million liters

(Daily Average 1990-00)

Milk Drying Capacity 450 metric tons per day

Cattle feed Manufacturing Capacity 1450 metric Tons per day

Sales Turnover Rs (million) US $ (In Million)

1994-95 11140 355

1995-96 13790 400

1996-97 15540 450

1997-98 18840 455

1998-99 22192 493

1999-00 22185 493

At present GCMMF have 12 member unions

 Ahmedabad

 Banaskantha
  Baroda

 Bharuch

 Gandhinagar

 Kaira

 Mehsana

 Panchmahal

 Rajkot

 Sabarkantha

 Surat

 Valsad

The four district unions of Kutch, Surendranagar, Bhavnagar, and

Junagadh are member of the Gujarat (State) Dairy Development co-
operation, which is an associate member of GCMMF.

GCMMF is India’s largest food products marketing organization. It is a

state level apex body of milk co-operative in Gujarat, which aims to
provide remunerative returns to the farmers and also serve the interest
of consumers by providing quality products, which are good value for
money. It is even large than any multinational company activated in
dairy industry. It aims at being the global market leader in dairy
industry and achieves the sales turnover of Rs. 10000 Crores by 2005,
which currently is Rs. 2550 Crores. It has been accorded a “Trading
House” status. GCMMF’s distribution network includes a strong 3500
wholesale dealers, which has a reach to more than 5 lack retailers.
SIZE OF UNIT & FORM OF ORGANIZATION

There are many forms of business like sole trader’s film, partner film,
co-operative firm, joint stock company etc, the form of Banas Dairy is co-
operative sector because the dairy established on the basis of co-
operation of the cattle racers and farmers or milk producers.

Professor “Pual Hamber” have been defined the co-operative societies as

an enterprise from and directed by an association of users, applying
within it self the rules the rules of democracy and directly indented to
serve both its own members and the community as a whole.

A Co-Operative society are setup primary with the object of organism

some basic or essential services for the benefits of members. Any
surplus entered by the co-operative societies id incidental to the motto
of service.

There are three types of size of the industrial unit.

 Large scale industries

 Medium scale industries

 Small scale industries

The Banas Dairy can be classifies as a large-scale unit.

The size determined by the investment of the unit on its fixed

assets and plant.
 GENERAL STRUCTURE OF ORGANIZATION

Organization chart

Superintendent plant-
Superintendent plant-

Forman-1 Forman-2 Forman-3

The board of directors of “BANAS DAIRY” is given below.

 MANAGING DIRECTOR

Shri S.R. Chaudhary

 CHAIRMAN

Shri Parthibhai Galbabhai Bhatol

 O.S. (Est.)

D.G. Bera

 SALES & MARKETING MANAGER

G.R. Bhatol

 DIRECTORS

 Shri Bhikhabhai Methubhai Jua

 Shri Joyatabhai Kasanabhai Patel
 Shri Vaghagibhai Raysangbhai Patel
 Shri Balvantsinh Himmatsinh barad
 Shri Paragbhai Balvantbhai Patel
 Shri Bhikhabhai Mavajibhai Patel
 Shri Ambarambhai Maganbhai Karapatiya
 Shri Mansukhbhai kamabhai Patel
 Shri Aandabhai Nathabhai Patel
 Shri dalsangbhai jitabhai Patel
 Shri bhemabhai virbhanbhai Patel
 Smt. bhikhiben virbhanbhai Patel
 Smt. Motalben bajubhai sindhi
 Smt. Devanben kalabhai Patel

 SPECIAL AUDITORS (MILK)

C.M. SENAMA

 FINANCE & ACCOUNT MANAGER

M.P.JOSHI

 ADDRESS:

Banaskantha Dist. Co-Operative Milk Producers Union Ltd.

Banas Dairy

P. B. NO. 20

Palanpur - 385 001 (Gujarat)

India
  BANAS DAIRY

Registered Office
BANAS DAIRY

Post Box No. 20

Palanpur: - 38500

The time limit of directors to hold their post is restricted up to three

years and director appointed the managing directors in their first board
meeting.

In Banas dairy the number of the directors, which are fixed form,
Different talukas are.

TALUKA NO. DIRECTOR

Palanpur 3

Vadgam 2

Danta 1

Deesa 1

Deodar 1

Kankarage 1
Radhanpur 1

Dhanera 1

In Banas Dairy 12 elected 3 representatives,1 dist. Co-op. bank

representative, and 1 G.C.M.M.F. representative. According to above
B.O.D. of this unit is formed then after end of every month board
meeting is called.

CONTRIBUTION OF THE UNIT TO THE INDUSTRY

Contribution of the unit to the industry means the contribution of the

particular unit to the similarity industry. Now a day there are many
procedures producing same product.

Banas Dairy’s contribution to the other industry of more than many

other competitors. Banas Dairy gives contribution to all the dairy
industry is given below.

The marketing to the Banas Dairy is done by G.C.M.M under the brand
name of “Amul” the market shares of the product the brand name of
AMUL.

AMUL PRODUCTS SHARES

Butter 80%

Powder 30% to 40%

 Milk 40%

Banas Dairy is third in Gujarat in Dairy industry or in

G.C.M.M.F.

PRODUCT

Here, there are various products of Banas Dairy. There are:

 Amul Milk
 Amul Ghee
 Amul Butter
 Amul Ice- Cream
 Amul Butter Milk
 Amulya
 Amul Skimmed milk powder
 Amul Ice- Candy
 Sagar Ghee
 Banas Cow Ghee
 Banas Panda
 Amul Milk Powder
 Amul Pasteurized Butter
 Banas Sweet
 Sagar Tea & Coffee Whitener
 Amulya Dairy Whitener
OVERVIEW ABOUT R E C R U I T M E N T & S E L E C T I O N
Recruitment is the process of identifying that the organization needs to
employ someone up to the point at which application forms for the post
have arrived at the organization. Selection then consists of the processes
involved in choosing from applicants a suitable candidate to fill a post.
Training consists of a range of processes involved in making sure that
job holders have the right skills, knowledge and attitudes required to
help the organization to achieve its objectives. Recruiting individuals to
fill particular posts within a business can be done either internally by
recruitment within the firm, or externally by recruiting people from
outside.Recruitment of skilled and effective staff is a central workforce
development issue for the AOD field.

Recruitment and selection is not only about choosing the most suitable
candidate. The recruitment and selection experience can also impact on
the likelihood that a candidate will accept a job offer and on their
subsequent commitment to remaining with the organisation.

In this is competitive global world and increasing flexibility in the labour

market, recruitment is becoming more and more important in every
business. Therefore, recruitment serves as the first step in fulfilling the
needs of organizations for a competitive, motivated and flexible human
resource that can help achieve its objectives.
Here at Naukrihub, we attempt to provide a detailed insight into the
concept of recruitments, recruitment process and its sources, recent
trends in recruitment, recruitment strategies and the scenario in the
industry along with the career options for recruiters

The Purpose and Importance of Recruitment are given below:

• Attract and encourage more and more candidates to apply in the

organization.

• Create a talent pool of candidates to enable the selection of best

candidates for the organization.

• Determine present and future requirements of the organization in

conjunction with its personnel planning and job analysis activities.

• Recruitment is the process which links the employers with the

employees.

• Increase the pool of job candidates at minimum cost.

• Help increase the success rate of selection process by decreasing

number of visibly under qualified or overqualified job applicants.

• Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

• Meet the organizations legal and social obligations regarding the

composition of its workforce.

• Begin identifying and preparing potential job applicants who will be

appropriate candidates.
•Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants

Recruitment Strategy

The Recruitment Strategy is a complete mix of the recruitment

processes, targets to hire and approach to hire the best talents. The
Recruitment Strategy is a document to define the approaches and to get
the best talents from the job market. The recruitment strategy has to be
connected fully with other strategic HR documents to provide the rest of
the organization with a clear picture about the HRM approach to the
issue.

Sometimes the Recruitment Strategy helps to face the issue of the

organization and Human Resources - this is many times a case of the
older population in the organization and how to get the young potential
into the organization.

The recruitment strategy defines the following approaches:

 The target group of the recruitment

 How the target group will be approached
  The recruitment sources to be used

 The recruitment processes to be used to serve the load

The recruitment strategy can also define some special programs to get
the best potential candidates to the company and to attract them to be
employed with the organization. The recruitment strategy cannot define
the general goals as "Being the employer of choice". The strategy should
define the clear actions and steps to be the real employer of choice to
keep the attraction of the target audience.

The recruitment strategy has to main sources of the information. The

recruitment strategy has to be based on the organizational scan inside
the organization and the market research. The recruitment strategy has
to target the reachable goals and it cannot be focused on attracting the
candidates, who are not available on the market. In case of lack of
resources on the market, the Recruitment Strategy has to define another
way to grow the potential inside the organization.

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 strategic
advantage for the organizations. 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:
 Identifying the vacancy:

The recruitment process begins with the human resource department

receiving requisitions for recruitment from any department of the
company. These contain:

• 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 Decision making

2. Prepare job description

and person specification

3. Advertising the vacancy

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and

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.

SOURCES OF RECRUITMENT

Every organization has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organization itself (like transfer of employees
from one department to other, promotions) to fill a position are known as the
internal sources of recruitment. Recruitment candidates from all the other
sources (like outsourcing agencies etc.) are known as the external sources of
recruitment.

External Recruitment Methods

Develop relationships with guidance and career counselors at colleges and

universities, and ask for help in recruiting for open positions. Reach out to
professional organizations that are in line with the organization's mission, and
ask to them to list open positions in their newsletters and emails to members.
Organizations with financial resources should consider working with a
recruitment firm, especially if the position is at a higher level or requires a
specific skill or type of experience.

Internal Recruitment Methods

Be clear about the skills and experience an applicant must possess. Post an
open position internally first to assess whether there are qualified candidates
within the organization. Consider interns, volunteers, temporary workers or
consultants who may have been working in a similar capacity to the open
position.

INTERNAL SOURCES OF RECRUITMENT

1.TRANSFERS

The employees are transferred from one department to another according to

their efficiency and experience.

2. PROMOTIONS

The employees are promoted from one department to another with more
benefits and greater responsibility based on efficiency and experience.

3. Others are Upgrading and Demotion of present employees according to

their performance.

4. Retired and Retrenched employees may also be recruited once again in case
of shortage of qualified personnel or increase in load of work. Recruitment
such people save time and costs of the organizations as the people are already
aware of the organizational culture and the policies and procedures.

5. The dependents and relatives of Deceased employees and Disabled

employees are also done by many companies so that the members of the
family do not become dependent on the mercy of others.
EXTERNAL SOURCES OF RECRUITMENT

1. PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used

source of recruitment. The main advantage of this method is that it has a wide
reach.

2. EDUCATIONAL INSTITUTES

Various management institutes, engineering colleges, medical Colleges etc. are

a good source of recruiting well qualified executives, engineers, medical staff
etc. They provide facilities for campus interviews and placements. This source
is known as Campus Recruitment.

3. PLACEMENT AGENCIES

Several private consultancy firms perform recruitment functions on behalf of

client companies by charging a fee. These agencies are particularly suitable for
recruitment of executives and specialists. It is also known as RPO
(Recruitment Process Outsourcing)

4. EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the

country. These exchanges provide job information to job seekers and help
employers in identifying suitable candidates.
5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close

contacts with the sources of such workers. This source is used to recruit labor
for construction jobs.

6. UNSOLICITED APPLICANTS

Many job seekers visit the office of well-known companies on their own. Such
callers are considered nuisance to the daily work routine of the enterprise. But
can help in creating the talent pool or the database of the probable candidates
for the organization.

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organizations have structured system where the current employees of

the organization can refer their friends and relatives for some position in their
organization. Also, the office bearers of trade unions are often aware of the
suitability of candidates. Management can inquire these leaders for suitable
jobs. In some organizations these are formal agreements to give priority in
recruitment to the candidates recommended by the trade union.

8. RECRUITMENT AT FACTORY GATE

Unskilled workers may be recruited at the factory gate these may be employed
whenever a permanent worker is absent. More efficient among these may be
recruited to fill permanent vacancies.
Factors affecting Recruitment:

1. The size of the organization.

2. The employment conditions in the community where the organization is

located.

3. The effects of past recruiting efforts which show the organization’s ability to
locate and retain the good performing people.

4. Working conditions, salary and benefit packages offered by the

organization.

5. Rate of growth of the organization.

6. The future expansion and production programs.

7. Cultural, economic and legal factors.

However these factors may be divided specifically as Internal and External

factors.
Internal Factors:

1. Recruitment policy of the organization

2. Human resource planning strategy of the company

3. Size of the organization and number of people employed

4. Cost involved in recruiting employees

5. Growth and expansion plans of the organization

External Factors:

1. Supply and demand of specific skills in the labour market.

2. Political and legal factors like reservations of jobs for specific sections of
society etc

3. The job seekers image perception of the company.

Methods of Recruitment

The possible recruiting methods can be divided into three categories:

a. Direct

In this method, recruiters visit colleges and technical schools, e.g. Infosys, the
Tata Group, Accenture, IBM, Siemens and several other companies maintain
continuous relationship with institutions to hire students for responsible
positions.
b. Indirect –

This involves advertising in newspaper, radio, T.V., journals etc. Advertising

can be very effective if its media is properly chosen.

c. Third Party methods –

This include use of commercial or private employment agencies, placement

officials of schools, recruitment firms etc. Friends and relatives of present
employees are also a good source from which employees may be drawn as
part of the “Buddy Referral” programs.

FORMS OF RECRUITMENT

The organizations differ in terms of their size, business, processes and

practices. A few decisions by the recruitment professionals can affect the
productivity and efficiency of the organization. Organizations adopt different
forms of recruitment practices according to the specific needs of the
organization. The organizations can choose from the centralized or
decentralized forms of recruitment, explained below:

CENTRALIZED RECRUITMENT

The recruitment practices of an organization are centralized when the HR /

recruitment department at the head office performs all functions of
recruitment. Recruitment decisions for all the business verticals and
departments of an organization are carried out by the one central HR (or
recruitment) department. Centralized from of recruitment is commonly seen
in government organizations.
Benefits of the centralized form of recruitment are:

 Reduces administration costs

 Better utilization of specialists
 Uniformity in recruitment
 Interchangeability of staff
 Reduces favoritism
 Every department sends requisitions for recruitment to their central
office
DECENTRALIZED RECRUITMENT

Decentralized recruitment practices are most commonly seen in the case of

conglomerates operating in different and diverse business areas. With diverse
and geographically spread business areas and offices, it becomes important to
understand the needs of each department and frame the recruitment policies
and procedures accordingly. Each department carries out its own recruitment.
Choice between the two will depend upon management philosophy and needs
of particular organization. In some cases combination of both is used. Lower
level staffs as well as top level executives are recruited in a decentralized
manner

Steps of a Recruitment Process:

Personnel recruitment process involves five elements:

1. A recruitment policy

2. A recruitment organization
3. A forecast of manpower

4. The development of sources of recruitment

5. Different techniques used for utilizing these sources & a method of

assessing the recruitment program

These five elements are further elaborated below:

Strategies for successful recruitment

Recruitment and selection is not only about choosing the most suitable
candidate. The recruitment and selection experience can also impact on the
likelihood that a candidate will accept a job offer and on their commitment to
remaining with the organisation.6 Committing time and resources to develop
a comprehensive recruitment strategy is a worthwhile investment. Poor
recruitment choices (i.e., poor person-job fi t) can have a range of undesirable

Consequences for the organization and the worker including

• Higher rates of turnover

• Reduced performance effectiveness

• Lowered job satisfaction

• Reduced work motivation.

In this section we consider three steps in an effective recruitment process:

Step 1: Ensure an up-to-date job description

Step 2: Develop an effective recruitment strategy

Step 3: Evaluate the recruitment strategy.

Recruitment challenges

Recruitment of skilled and effective staff is a central workforce development

issue for the AOD field.1-4

Challenges to recruitment of effective staff include:1, 5

• Lack of qualified applicants

• Inadequate salary packages

• Lack of resources (including funds)

• Limited scope for advancement and promotion

• Lack of job security

• Remoteness of services

Role Of The recruiter

A range of people within an organization may be called upon to act as

recruiters (i.e., to answer telephone enquiries, conduct interviews, etc.). A
recruiter can have a significant impact on job applicants, particularly their
interest in a position and their intention to accept a job offer. The supervisor
for the position and coworkers are likely to be the most effective recruiters as
they will be viewed as trustworthy and credible sources of information about
a position and the organisation.There is also evidence to indicate that friendly
and informative recruiters are associated with firmer intentions to accept job
offers.
An experienced recruiter who is familiar with the organization can also be an
important source of realistic and accurate information for candidates (i.e.,
providing a realistic job preview). Emphasizing the positive aspects of a
position is important in order to attract desired candidates. However, an
unrealistically optimistic job description may create problems in the longer
term if a new employee’s expectations are not met.

An overview of best practice in selection techniques

A wide selection of techniques are available which range from intensive (and
expensive) activities

(e.g., multi-day assessment centres), to the more commonly used interviews

and reference checks.

Based on the evidence alone, best practice in selection requires a

comprehensive program that includes realistic tests of work practice and the
use of validated psychometric instruments. This is clearly an unrealistic
expectation for most AOD organisations.

The next section describes evidence-based best practice for three of the most
commonly used selection techniques:

• Curriculum vitas / reé sumeé s and written applications

• Conducting interviews

• Reference checks.
Curriculum vitas / résumés and written applications

Information about a person’s professional qualifications and experience can

be obtained from their curriculum vitae (CV) / reé sumeé and their written
applications. This information needs to be verified as far as possible before the
person is hired.

When reviewing the CV / reé sumeé and written application, look for items that
may need further clarification such as:

• Unexplained gaps in employment history

• Ambiguous wording

• Unanswered or partly answered questions

• Inconsistent information

• Frequent job changes.

Consider requesting job applicants to address specific selection criteria (i.e.,

essential and desirable) for the job position. The onus is then on the applicant
to summaries their work experience and qualifications and present it in an
accessible manner. This makes for a more efficient and time-saving process to
find relevant information about each applicant that matches the criteria for
the job.
Conducting interviews

In order to obtain the best person-job fi t (i.e., matching the right person for
the right job), a structured interview format is recommended.23-26 A
structured interview involves asking each candidate the same set of questions
and assessing their responses on the basis of pre-determined criteria. The
questions and assessment criteria are based on an accurate, updated job
description. The more common types of structured interview questions are
situational and experience-based.

Situational questions

Situational questions ask candidates about hypothetical scenarios that may be

encountered in the job and how they would respond in that situation.19, 23,
25-27 The questions directly tap into the work related experience and
problem-solving style of the candidate.

For example, situational interview questions may include:

• Your case load has increased to the point of being unmanageable - how would
you address this?

• What would you do if a client did not attend an appointment?

• You are the team leader and two team members have had an argument with
one another about the way the work tasks should be assigned. How would you
handle this?

• If you disagreed with the work practices of a coworker or team member, how
would you deal with this situation?
• A client arrives to a session intoxicated. How would you manage this?

• A client complains to you that another staff member has acted inappropriately.
What would you do?

• During a counseling session, it becomes apparent that a client has problems to

manage that are beyond your skill level (e.g., mental health issues or abuse).
How would you handle this?

Experience-based questions

Experience-based questions focus on specific examples of the candidate’s

prior work experiences and their responses to past situations that are relevant
to the job in question. One advantage of experience-based questions is the
opportunity to tap into actual behavior and feelings rather than hypothetical
ones.

Examples of experience-based questions include:

• Please describe a situation where you had to deal with an aggressive client and
outline how you dealt with this. What were some of the strengths and
weaknesses in your approach?

• Can you give an example of when you had to manage a complex project and
describe the strategies you used to do this?
Developing criteria to assess candidates’ responses

To effectively distinguish between candidates, it is recommended that

structured questions are accompanied by a pre-determined scoring key. The
scoring key should contain examples of excellent, good, average, and
unsatisfactory answers against which candidates’ answers can be compared.

Advantages of pre-determined scoring criteria include:

• Reduced reliance on interviewers’ memory or written notes

• Increased clarity regarding the criteria against which candidates are

assessed (i.e., what is a “good” answer?)

• Consistency of assessment across candidates and between interviewers (if a

panel is used).

Interview panels

It is recommended that an interview panel, rather than a single interviewer, is

used. Using a panel of interviewers can help to minimize potential biases, as
well as provide the opportunity to compare evaluations of the candidate
before a final decision is made.29 Where appropriate, the panel should be
representative of gender and professions. Representation on an interview
panel can provide frontline workers / team members with an opportunity to
participate in the recruitment and selection process.
Reference checks

It is recommended that only limited use is made of reference checks. The

accuracy of reference checks has not been strongly supported in the research
literature. Reference checks may be useful for identifying applicants who
should not be recruited because of past employment problems (i.e., asking
whether the person would be willing to rehire the candidate).Referees can
also be used to check the accuracy of candidates’ description of their
educational and work histories (i.e., work roles, responsibilities and
achievements).It is important to recognise that only a small percentage of all
reference checks are negative.Therefore, it is often diffi cult to differentiate
between candidates on the basis of reference checks alone.In most Australian
states it is standard procedure for AOD organisations to conduct a criminal
record check particularly when the position involves working with children or
young adults.

Ground rules for effective interviews

Consider the following evidence-based guidelines for conducting effective

interviews.

• Prior to the interview, review applicant information (e.g., CV, test scores, etc.)
and detailed job requirements

• Consider providing a copy of interview questions to candidates prior to the

interview (e.g., allow 15-20 minutes prior to the interview for review of
questions). This can help candidates prepare a response to questions that
require an in-depth answer (e.g., problem-solving questions)
• Establish and maintain rapport – greet the applicant pleasantly, display
genuine interest, and listen carefully

• Pay attention to body language – facial expressions, gestures, body positions,

and movements usually provide clues to the person’s attitudes and feelings

• Provide information honestly and freely to the applicant

• Devise objective questions which have no hints to a desired response

• Separate fact from inference – jot down factual information during the
interview and inferences or

Interpretations later. Compare notes with other interviewers

• Avoid making evaluations about the candidate until the interview is

complete

• Make judgments according to specific criteria based on the job description,

rather than a global rating of suitability for the job.

• Control the course of the interview – allow the applicant to talk freely but
ensure that all objectives of the interview are met.

• Ask standardized questions – i.e., ask the same questions for all applicants.

• Adhere to Equal Employment Opportunity (EEO) policies and procedures.

• Give candidates the option of receiving feedback on their performance in the

interview (strengths and potential areas for improvement) at a later date.

P RA CT I C A L T I
Induction and orientation of new workers

An effective induction helps new workers understand their role and where
they “fi t” within the organization. It also equips them with the tools they need
to perform their work role. A comprehensive induction process can benefit
workers’ performance and retention.29 Induction should be treated as an
ongoing process to support new workers over the first few months of their
position. Organizing a mentoring or “buddy” system is a good strategy to
ensure a comprehensive induction.

Two useful induction tools are:

Resources for implementing successful

recruitment and selection

This chapter includes the following resources and tools to support

recruitment and selection:

• Checklist for effective recruitment and selection strategies

• Case study on the development of a graduate recruitment program in an AOD

treatment agency

• Forms and templates: Semi-structured Interview Assessment Form

• Recommended readings
Employee Selection Methods

Finding good employees is very difficult. Employment and discrimination laws

can make it even tougher. Ultimately, a company's best bet is to rely upon
resumes, an initial phone interview, and a face-to-face interview to determine
a potential employee's suitability.

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Resume Screening
1. The first step in the employee selection process is to solicit resumes. A p
2. Person’s resume will provide a recruiter with the initial insight
necessary to determine whether a candidate should be taken to the next
step. A resume should show academic achievements, experience, and
leadership or community involvement. The resume should be free of typos,
and if you have lots of candidates to choose from, you should focus on
resumes tailored to the job for which you are recruiting.

Phone Interviews

Contact the people with resumes that show the most achievement and
contain the most relevant experience for the job. Schedule phone
interviews with these applicants. Phone interviews can further winnow
your pool of applicants. For example, if you are recruiting for a customer
service position and applicants sound unprofessional or easily flustered
 or are poor communicators, thank them for their time and move on to the
next candidate. This saves the hiring manager time because only
candidates who provide good answers, show that they can think quickly on
their feet and behave in a professional manner will be brought in for a face-
to-face interview.

Face-to-Face Interviews

The face-to-face interview is the final step in the employee selection process.
A face-to-face interview allows you to get the best feel for whether a candidate
is right.The Recruitment and Selection Process is one of the basic HR
Processes. Recruitment and Selection is very sensitive as many managers have
a need to hire a new employee and this process is always under a strict
monitoring fromtheirside.The Recruitment and Selection Process must be
simple and must be robust enough to operate excellently in the moment of the
insufficient number of candidates on the job market and the process must be
also able to process a largenumber of candidates within given time limit.
The clearly defined Recruitment and Selection Process is a key to the success of
any Human Resources Department.

RESEARCH METHODOLOGY:-

Research will be more of descriptive research. Purpose of the research is to

bring out facts that will prove that efficient Recruitment & Selection process

can be used to improve the services of the organization in many ways.

Employees look for better services by the organization. Any unnecessary delay
in any department or mistake will not satisfy the employees. Service of the

organization should be faster and with high quality concentrating on a definite

unit of the organization, collecting data and analyzing the data.

The significance of this project will be to study the effectiveness of

Recruitment, Selection & Induction in the organization. This research will be

useful for all the organization for making decisions regarding either

implementing the system or further development of the present system based

on the research. This will give idea about how efficient is the Recruitment &

Induction process with new technologies. Detailed theoretical aspects of the

integrated organization data management system will be dealt after a

thorough survey. My area of focus was the recruitment and selection

particularly at Atlas. I was directly involved with the recruitment for

candidates.Before any task was undertaken, we were asked to go through the

HR policies of Atlas so that we get a better understanding of the process

followed by them.

 The first task was to understand the various job profiles for which
recruitment was to be done.
 The next step was to explore the various job portals to search for
suitable candidates for the job profile.
  Once the search criteria were put, candidates went through a telephonic
interview to validate the information mentioned in their resume.

 A candidate matching the desired profile was then lined for the first
round of Face to Face interview.

 Firstly the candidate had to fill up the personal data

 I had the responsibility to make sure that candidates complete all

formalities and had to regularly follow up with them.

 Since we received many resumes, it was essential that a database be

maintained to keep a track. It was convenient method than to stock up
piles of papers. It was required to update all the records of the new
joinees. It contains all the information of a candidate such as name,
contact number, location etc.

 Understanding what kinds of database are maintained and how they

help in keeping a record.

Data Collection Methods:

There are two types of data collection methods. That are given as bellow:
(1) Primary Data Collection

(2) Secondary Data Collection

1. PRIMARY DATA COLLECTION

 Data collected through questionnaire survey

 In depth conversation with the placement agency
  Discussion
 Personal Interview

2. SECONDARY DATA COLLECTION

 Study of recruitment, selection policy

 Websites
 Published articles
 News Papers

 Sampling Method:
I have selected non-probability method of sampling, in which judgment
sampling is chosen.

 Methods of data collection:

Through direct contact with the employees of the company. I have
collected the data by filling up the questionnaire.

 Data analysis:
All the data is collected through questionnaires. Data is collected from
22 respondents & the analysis of the data is done with the help of
column chart, pie chart, & pyramid chart & percentage analysis.
 Selection

Selection is hiring the best candidate from the pool of applicants. It refers to
the process of offering jobs to one or more applicants / candidates from the
applications received through recruitment. In other words, it is the process of
picking the suitable candidates from the pool of job applications to fill various
jobs in the organization.

According to Koontz, “Selection is the process of choosing from among the

candidates from within the organization or from the outside, the most
suitable person for the current position or for the future position”.

According to Stone, “Selection is the process of differentiating between

applicants in order to identify those with a greater likelihood of success in
a job”.

Selection Process

There is no single universally accepted selection process followed by all

organizations. The selection process is likely to vary from organization to
organization depending upon the nature of jobs and organization.
Notwithstanding, following are the steps involved in a standard selection
process :

1. Priliminary Interview

Preliminary interview follows screening which of the candidates. Like

screening the purpose of the preliminary interview is to eliminate unsuitable
or unqualified candidates from the selection process. In screening unqualified
candidates are eliminated on the basis of information given in the application
form, whereas preliminary interview rejects misfits for reasons, which did not
appear in the application forms. Due care needs to be taken to ensure that the
weeding out process does not lead to the elimination of desirable candidates.
Obviously, preliminary interviews should be conducted by someone who
inspires confidence, who is genuinely interested in people and whose
judgment in the adjudging of applicants is fairly reliable. Besides, the
interviewer should be courteous, kind and receptive. He / she should not
appear brusque or impatient. That is precisely the reason, preliminary
interview is also called “courtesy interview”.

2. Application Blank

Application blank is the commonest device for getting information from a

prospective candidate. Almost all organizations require job seekers to fill up
an application. This serve as a personal record of the candidate is bearing
personal history profile, detailed personal activities, skills and
accomplishments. Accordingly, the following data is generally called on from
the applicant through application blank :

1. Biographical Information:-

It includes name, father’s name, age, sex, nationality, height, marital status,
identification mark and number of dependents.

2. Educational Information :-

These cover candidate’s academic qualification, courses, year of passing,

subjects offered, percentage of marks, division, names of the educational
institutions, training acquired, scholarship, etc.
 3. Work Experience:-

It includes positions held, name of the employer, nature of job, salary, duration
of various assignments, reasons for leaving the present job, membership of
professional bodies etc.

4. Salary:-

It refers to the minimum salary acceptable and minimum joining period

required.

5. Extra Curricular Information:-

It covers information like participation in games, level of participation, prizes

won, Dramas, debates, NSS, NCC, hobbies, etc.

6. References:-

It includes the names of referees who know the character, work and abilities of
the candidate. However, empirical evidences report a very slight relationship
between references and performance measures. Besides inaccurate facts, this
can also be attributed to the referee’s inability to assess and describe the
candidate, and his limited knowledge about him.
3. Selection Tests

Individuals differ in many respects including job-related abilities and skills. In

other word to select a right person for the job, individual differences in terms
of abilities and skills need to be adequately and accurately measured for
comparison. This is done through a device called ‘selection test’. Selection test
is a device that uncovers the information about the candidate which is not
known through application blank and interview. In this way, selection test is
an adjunct to a selection method.

All tests are first psychological and then tests of specific abilities and skills. A
close scrutiny of above definitions of tests against the following three
constructs will help comprehend the meaning of test in better manners.

1. Objective

Here, ‘objective’ means the validity and reliability of measuring job related
abilities and skills. It is crazy of the whole testing movement. The
psychological tests should show that the test is predictive of the important
aspects of role behavior relevant to the job for which the candidate is under
evaluation. Besides, objectivity also refers to equality of opportunity for those
being tested avoiding discrimination in terms of caste, creed, sex, religion etc.

2. Standardized

In our earlier mentioned definition, ‘standardized’ refers to the uniformity of

procedure administered and the environment in which the test is taken. Here,
uniformity refers to testing conditions which include the time limit,
instructions, testee’s state of mind and health, room temperature, test
instruments, etc.
3. Sample of Behavior

This refers to the fact that a total replication of reality of human behaviour in
any given testing situation is just not possible. Therefore, the behaviour
predicted through test is likely to be representative one, or say, a sample of
behavior

Purpose of Tests

Tests, i.e. psychological tests are conducted for various purposes. They include

(i) Guiding and counseling students seeking admissions in the educational

(ii) Career guidance to those thinking to make careers in specific vocations.

(iii) Research into human behavior and its personality.

(iv) Employment section of the candidates for an organization As regards

selection tests, these are conducted mainly to fulfill the following
purposes:

(a) For the selection and placement of new employees.

(b) For appraising employees for promotional potentials.

(c) For counseling employees to enable the to perform better in their

jobs.

Types of Tests

All the tests so far developed for the selection of employees can broadly be
divided into two categories:
(i) Ability Tests

Though a number of ability tests been developed so far for the use of
employee selection, important among these are the following:

(a)Aptitude Tests

Aptitude tests measure ability and skills of the testee. These tests
measure and indicate how well a person would be able to perform after
training and not what he / she has done. Thus, aptitude tests are used to
predict the future ability / performance of a person. There are two
objectives of the aptitude tests. One to advice youth or jobseekers
regarding field of activities in which they are likely to succeed. This is
called ‘vocational guidance’. Second, to select best person for jobs where
they may succeed. This test is called ‘vocational selection.

Specific aptitude tests have been designed to measure special abilities to

perform a job. Examples of such tests are Mechanical Aptitude Test,
Clerical Aptitude Test, Artistic Aptitude Test, Musical Aptitude Test,
Management Aptitude Test, Differential Aptitude Test, etc.

(b)Achievement Tests

Achievement tests measure a person’s potential in a given area / job. In

other words, these tests measure what a person can do based on skill or
knowledge already acquired by him / her. Achievement tests are usually
used for admission to specific courses in the academic institutions. In
these tests, grades in previous examinations are often used as indicators
of achievement and potential for learning. Indian Industries have now
started conducting these tests to judge for themselves the level of
 proficiency attained rather than believing their scores in academic
examinations. Achievement tests are also known by the names,
proficiency tests, performance, occupational or trade tests.

Achievement tests resemble those of aptitude tests. However, the

difference lies in the usage of results. The line of difference between
achievement and aptitude is very thin in the sense of past achievement
and performance.

(c) Intelligence Tests

Intelligence tests measure general ability for intellectual

performance. The core concept underlying in intelligence test is mental
age. It is presumed that with physical age, intelligence also grows.
Exceptions to this may be there. So to say, if a five years or above, his /
her mental age would be determined accordingly. Mental age is
generally indexed in terms of Intelligence Quotient (IQ)

(d)Judgment Tests

These tests are designed to know the ability to apply knowledge in

solving a problem.

(ii)Personality Tests

Personality tests are also called personality inventories. These tests measure
predispositions, motivations and lasting interests of the people. Personality
tests are subsumed under four broad categories as given below :

(a)Interest Tests
 These tests are designed to discover a person’s area of interest, and to
identify the kind of work that will satisfy him. Interest is a prerequisite
to successfully perform some task. These tests owe their origin to the
vocational efforts. The most widely used interest test is Kuder Reference
Record. It consists of three forms. The first form measures vocational
interest such as mechanical, computational, artistic, literary, musical and
clerical interest. Interests in personal areas such as group activities,
avoiding conflicts etc., are measured by the second form of interest tests.
The third form of interest test measures preference reactions to
particular occupations like accountant, salesman, farmer, etc. The best
known among these three forms of interest test is the Kuder Preference
Record i.e. vocational test.

(b)Personality Tests

These tests are also known as ‘personality inventories’. These tests are
designed to measure the dimensions of personality i.e. personality traits
such as interpersonal competence, dominance – submission,
extroversions – introversions, self confidence, ability to lead and
ambition. The most well known names of personality tests are the
Minnesota Multiphasic Personality Inventory (MMPI), FIRO and
California Personality Inventory.

(c)Projective Tests

These tests are based on pictures or incomplete items. The testee is

asked to narrate or project his own interpretation on these. The way the
testee responds reflects his / her own values, motives, attitude,
apprehensions, personality, etc. These tests are called projective
 because they include the testee to put himself / herself into the situation
to project or narrate the test situation.

The most widely used tests of this type are the Rorschach Blot Test
(RBT) and the Thematic Apperception Test (TAT). The RBT consists of
an ink blot and the testee is asked to describe what he / she sees in it. In
case of TAT which is considered as the most well-known structured
projective test, the testee is shown pictures and, then, is asked to make-
up a story based on the pictures.

(d)Attitude Tests

These tests are designed to know the testee’s tendencies towards

favouring or otherwise to people, situations, actions and a host of such
other things. Attitudes are known from the responses of the testees /
respondents because emotional overtones involved make it difficult to
directly observe or measure attitude of the testee. Test of social
desirability, authoritarianism, study of values, Machiavellianism and
employees morale are the well-known examples of attitude tests.
(iii)Other Tests

There are some other tests also used for personnel selection. These are briefly
discussed under here :

(a)Graphology

The origin of graphology is traced back to the eleventh century when the
Chinese drew attention to the relationship between handwriting and
personality. It has been said that an individual’s handwriting can suggest
the degree of energy, inhibitions, and spontaneity to be found in the
writer, disclosing idiosyncrasies and elements of balance and control
from which many personality characteristics can be inferred. For
example, big letters and emphasis on capital letters indicate a tendency
towards domination and competitiveness. A slant to the right, moderate
pressure and good legibility show leadership potential.

Although the validity of handwriting analysis is not fool-proof, some

companied use graphology tests to supplement their usual selection
procedure.

(b)Polygraph

This test is designed to confirm the accuracy of information given on the

application blank. Hence, it is considered as a form of employment test.
Polygraph is a lie detector. Polygraph tests are found useful for the
organizations that are highly vulnerable to theft or swindling. Examples
of such organizations are departmental stores, banks, jewellery shops,
etc.
 (c)Physiognomy

These tests suggest a definite correlation between facial features and

physiological functions and behavior. According to these tests, structure
of features are reflective of personality traits and characteristics. For
example, thin lips indicate determination, broad jaws signify tenacity,
and so on and so forth. Similarly, physignes indicate the following three
kinds of temperament.

1. An overly-fat person enjoys eating and also loves good life.

2. As regards muscular built, it reflects toughness.

3. Whereas a slight built indicates an introverted, shy, and

oversensitive person.

4.Selection Interview

The next step in the selection process is ‘employment interview’. Interview is

the widely used selection method. It is a face-to-face interaction between
interviewee and interviewer. If handled carefully, it can be a powerful
technique in having accurate information of the interviewee otherwise
unavailable. At the same time, if the interview is not handled carefully, it can
be a source of bias, restricting or distorting the flow of communication.

Different scholars have defined ‘interview’ differently. According to Scott and

others, “an interview is a purposeful exchange of ideas, the answering of
questions and communication between two or more persons”. Bingham and
others define an interview as a ‘conversation with a purpose’.
Objectives of Interview:-

1. Verifies the information obtained through application form the tests.

2. Helps obtain additional information from the applicant otherwise not

available.

3. Gives the candidate necessary facts and information about the job and
the organization.

4. Helps establish mutual understanding between the company and the

candidate and build the company’s image.

Types of Interview :-

Four types of interviews for selection have been identified. These are

1. Preliminary Interview:-

The interviews conducted to screen the applicants to decide whether further

detailed interview will be required are called preliminary interviews. The
candidate is given freedom by giving job details during the interview to decide
whether the job will suit him. One of the drawback associated with the
preliminary is that it might lead to the elimination of many desirable
candidates in case interviewers do not have much and proper experience in
evaluating candidates. The positive argument, if any, for this method is that it
saves time and money for the company.

2. Patterned Interview:-

In this interview, the pattern of the interview is decided in advance. What kind
of information is to be sought or given, how the interview is to be conducted,
and how much time is to be allotted to it, all these are worked out in advance.
In case interviewee drifts, he / she is swiftly guided back to the structured
questions. Such interviews are also called standardized interviews.

3. Depth Interviews:-

As the term itself implies, depth interviews tries to portray the interviewee in
depth and detail. It accordingly, covers the life history of the applicant along
with his / her work experience, academic qualifications, health, attitude and
hobbies. This method is particularly suitable for executive selection.
Expectedly, depth interview involves more time and money in conducting it.

4. Stress Interview:-

Such interviews are conducted for the job which is to be performed under
stressful conditions. The objective of stress interview is to make deliberate
attempts to create stressful or strained conditions for the interviewee to
observe how the applicant behaves under stressful conditions. The common
methods used to induce stress include frequent interruptions, keeping silent
for an extended period of time, asking too many questions at a time, making
derogatory remarks about the candidate, accusing him that he is lying and so
on. The purpose is to observe how the candidate behaves under the stressful
conditions – whether he looses his temper, gets confused or frightened.
5. Reference Checks

The reference check as yet another step in the selection process used for the
purpose of verifying information and also obtaining additional feedback on an
application. The candidate is asked to supply two-three names of persons i.e.
referees who know him/her personally. Previous employers, University
Professors, neighbors and friends can act as references. However, references
are treated as a mere formality and are hardly used to influence selection
decisions. The obvious reasons are :

1. References are normally those who speak well about the

candidate.

2. Referee may give favourable opinion about the candidate to get rid
of them.

3. Sometimes referee either does not know much about the

candidate or does not want to divulge the truth about the candidate
because it might adversely affect the selection or promotion of the
concerned candidate.

6. Physical Examination

The last tool used in the selection process is physical examination. The main
purpose of conducting physical examination is to have proper matching of job
requirement with the physical liability of the candidate. Among various
objectives of a physical test, the major ones are to detect if the individual is
carrying any infectious diseases, to identify health defects of an individual for
undertaking certain works detrimental to his / her health and to protect
companies from employees filing compensations claims for injuries and
accidents caused by pre-existing ailments.

7. Final Selection

The last step in the selection process is the final selection of the candidate for
a job. The candidates who have cleared all the above hurdles are finally
selected and a letter of job offer is issued to them. The job offer i.e.
appointment letter contains the details like pay-scale, allowances and other
terms and conditions of the job. It also contains when and whom he should
report for joining the duty. When he / she reports for joining, he / she needs to
be placed in a particular section or division and introduced to the job and
organization. This is done through Placement and Induction.