A

SUMMER TRAINING PROJECT REPORT

ON

“HR POLICIES AND ITS IMPLEMENTATION”

AND
RECRUITMENT& SELECTION PROCESS

TO BE SUBMITTED TO DR. APJ ABDUL KALAM TECHNICAL

UNIVERSITY, LUCKNOW
IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR
THE DEGREE
OF

MASTER OF BUSINESS ADMINISTRATION

Batch 2020-22

Submitted to: Submitted by:

Dr. Mukta Makhija Akanksha
MBA Dept. MBA-III SEM
ROLL NO. 2000740700006

DEWAN INSTITUTE OF MANAGEMENT STUDIE

Meerut By-Pass Road, Partapur, Meerut. (U.P.) INDIAPIN-250 103
Ph.:91-121-2440315, 2440375, Fax: 91-121-2440337
Email:infodewninstitutes.org, Website: www.dewaninstitutes.org
 PREFACE

Human resource management is concerned with people element in management.

Since every organization is made up of people, acquiring their services,
developing their skills/ motivating to high level of performances and ensuring
that they continue to maintain their commitments to the organization which are
essential to achieve organizational objectives.

This project is meant to know the Human Resource Policies in the organization.
The HR Policies are a tool to achieve employee satisfaction and thus highly
motivated employees. The main objective of various HR Policies is to increase
efficiency by increasing motivation and thus fulfil organizational goals and
objectives.

The objective is to provide the reader with a framework of the HR Policy Manual
and the various objectives that the different policies aim to achieve. The main
focus was on the managerial levels of employees in Chawla Publications Pvt.
Ltd...
 ACKNOWLEDGEMENT
This report is an outstanding prospect to convey my gratefulness to those many
people whose timely help and guidance went a long way in finishing this project
work from commencement to achievement.

I would like to express my sincere thanks to Mr. Abhishek Singh Sir for giving
me an opportunity to explore the practical knowledge practiced by the company.

This project could not been completed without the able guidance and support of
Dr. Mukta Makhija and the faculty members.

I am very glad to work with the organization as a trainee. I am grateful to HR

Department of Perito Staffing Services LLP, for helping me to get the information
and an invaluable experience.

Last but not the least would like to thank my friends, family members and all
those people who helped me for the completion and deeper understanding of the
concept of performance appraisal.

Working on this project has proved to be an enlightening experience for me.

(AKANKSHA)
 DECLARATION
I, Akanksha, hereby declare that all the information furnished in this PROJECT,
is my original work containing authentic facts. This piece of work is only being
submitted to Dewan Institute of Management Studies, Meerut in the partial
fulfilment for the degree of Post Graduation Diploma in Master of Business
Management.

(Akanksha)
 Table of Contents

Serial No Chapter Page No

1 Introduction
1.1 About the Organization
1.2 About the Topic
1.3 Objective and Scope of Study
2 Research Methodology
2.1 Methods of Data Collection
2.2 Sampling
2.3Hypothesis and About Questionnaire
3 HR Policies in Perito Staffing Services
LLP…
4 Data Analysis and Interpretation

5 Recruitment and Selection Process

6 Chapter – 1
1.1 Introduction
1.2 Introduction to the Company
(Perito Staffing Services LLP.)
7 Chapter – 2
2.1 Conceptual Discussion
8 Chapter – 3
3.1 Research Methodology
9 Chapter – 4
4.1 Analysis and Interpretation
10 Chapter – 5
5.1 Findings and Suggestions
11 Chapter – 6
6.1 Conclusion
12 Queries
 EXECUTIVE SUMMARY

My internship at Perito Staffing Services LLP., Noida was a great exposure to the
industry. After going through my summer training, I had a first-hand experience
of how an industry as well as HR department functions.

INTRODUCTION OF PROJECT
This project is about the HR Policies in Perito Staffing Services LLP. The HR
Policies in an organization helps every individual to raise his/her potential in all
facets by helping him to be satisfied and secured about his present and future.

PROJECT TITLE
The title of the project is “HR Policies and Its Implementation in Perito Staffing
Services LLP, As the name indicates it is the study of the HR Policies prevalent
in the organization.

ORGANISATION
Perito began with a vision to support the country’s drive towards self-sufficiency
and import substitution in 1970. What began as a fully indigenous sodium nitrite
and sodium nitrate plant in Nandesari, Gujarat, has now grown into a globally
proactive company with a presence in over 20 countries, including USA,
European Union & East European nations, Japan, ASEAN countries, South Korea
and South America. This has led to a paradigm shift from low value bulk
chemicals and intermediates to high value fine and specialty chemicals based on
our core expertise as well as lateral and vertical integration of our existing
products, exploring downstream derivatives.

With a strong focus on customer satisfaction, the company has set up Custom
Manufacturing services to meet specific needs of end users. Our capabilities
extend to the manufacture of high-value, specialty products either based on our
own end products or developed especially for our users.

DNL has been ranked amongst the top 500 Body corporates by Dun and
Bradstreet for the last three years.
INTRODUCTION
ABOUT THE ORGANIZATION
Perito Staffing began with a vision to support the country’s drive towards self-
sufficiency and import substitution in 1970. What began as a fully indigenous
sodium nitrite and sodium nitrate plant in Nandesari, Gujarat, has now grown into
a globally proactive company with a presence in over 20 countries, including
USA, European Union & East European nations, Japan, ASEAN countries, South
Korea and South America. This has led to a paradigm shift from low value bulk
chemicals and intermediates to high value fine and specialty chemicals based on
our core expertise as well as lateral and vertical integration of our existing
products, exploring downstream derivatives.

With a strong focus on customer satisfaction, the company has set up Custom
Manufacturing services to meet specific needs of end users. Our capabilities
extend to the manufacture of high-value, specialty products either based on our
own end products or developed especially for our users.

DNL has been ranked amongst the top 500 Body corporates by Dun and
Bradstreet for the last three years.

Deepak Nitrite is a leading manufacturer of organic, inorganic, fine and specialty

chemicals and a world leader in 2, 4 and 2, 6 Xylidine. Working with our partners,
customers, we seek to find better ways to meet market demands, using innovative
processes and methods. Our people, our technologies and our years of expertise
unite to deliver superior products and services that improve life.

Perito Staffing is the preferred business partner of chemical majors worldwide in

Pharma, Rubber, Colourants and Imaging chemicals. Headquartered at Pune, we
are a multi-division and multi-product company that has manufacturing facilities
at Nandesari, in Gujarat and at Pune, Roha and Taloja in Maharashtra and
Hyderabad in Andhra Pradesh, all of them complying with ISO 9001:2000
standards.

We are poised to take on the opportunities offered by globalization, increasing

shareholder value, improving opportunities for our employees, driving greater
innovation and seeking sustainable solutions for the world. We are a signatory
to the Responsible Care initiative and are committed to ethical business
practices.

VISION & MISSION

The purpose of all human activity is to make life better. DNL believes in
improving life through innovative science. Through innovations, we constantly
endeavour to bring better products and processes that bring greater value to
society

Core Purpose

"Improve Life Through Innovative Science"

Vision o We are a role model enterprise, respected globally for excellence in

quality and innovation
o We enhance stakeholder value while adhering to the code of responsible
care and ethical values
o We are an employer of choice and preferred business partner worldwide

Corporate Values

DNL believes in honouring its commitment. integrity and transparency are an

integral part of our relationship with customers, employees, society.

Respect for Life: the company believes that life in all its forms must be respected.
We respect and value our people. Our employees are our value creators whose
efforts, creativity and bond we cherish. Our customers, who reward us for our
value creation and our stakeholders, who are committed to us in our endeavour to
improve life. We also recognize and respect our environment and take every
effort to preserve it.
 STATEMENT
We are open, ethical, transparent & uncompressing in our work.
VALUE
Integrity
Set a goal, analyse the facts and work on alternatives and conclude them
in fixed time frame.
Decisiveness

We encourage group interaction and working together.

United and collective drive achieves the desired goal.
Team Spirit

We keep all promises made within and outside the company.

Commitment We are concerned for our environment, society and employees and work
for their betterment.

Caring We are a role model and benchmark company for our products, services
and business processes.

Excellence

We nurture creativity and encourage application of knowledge and ideas

in all facets of our business.

Innovation Customer is uppermost in our mind.

We work to exceed his expectations

Customer
Orientation
 QUALITY AND ENVIORNMENT
At DNL quality is the keyword in every activity and a constant endeavour to
achieve standards of the highest levels has been an ongoing commitment from the
time of its inception as well as recognition and acknowledgement of this devotion.
This achievement has been set as a benchmark to go forward in excellence.

For DNL it is an ongoing process to continuously explore new product

applications, competitive technologies and potential markets. DNL has scaled this
success with its trademark of commitment and quality.

The commitment towards this is apparent from the fact that DNL has a total
manpower of 85 persons supporting the Quality and Technical functions at its
various manufacturing facilities.

All its products are manufactured in accordance with the current acceptable world
standards. All its manufacturing facilities have been upgraded conforming to the
current ISO: 9001:2000 standard, from the earlier ISO: 9002:1994 standard, and
are now certified by KPMG for ISO: 9001:2000 standard.

The major environmental issues addressed are:

o Ongoing manufacturing processes are studied in detail with a view to

minimize generation of liquid/gaseous waste streams as a part of continuous
improvement. o A specially constituted Pollution control Cell at our R&D
centre is actively engaged in developing technologies for environment
protection at our manufacturing plants. Our Pollution Cell in fact also helps
out smaller industrial units that do not have capabilities and infrastructure for
such jobs. The efforts of our team are not aimed at just pollution minimization
but also to conserve energy, improve process yields and product quality.

The above practices help in achieving strict compliance with statutory standards
laid down by the regional Pollution Control Authorities for plant effluent and
emission quality.
 FACILITIES
Perito Staffing has five manufacturing facilities at different locations in the
Western part of India that have a logistic advantage being within six hours from
a major port.

The company manufactures Inorganic, Organic and Fine & Speciality chemicals.
There are two units in the state of Gujarat and three units in the state of
Maharashtra. The Inorganic Chemicals are produced at one of the facilities in
Gujarat while the Organic and Fine & Speciality chemicals are produced at the
other facilities. One of the facilities is devoted to the processes Hydrogenation
and Reductive Alkylation.

Each of the facilities has DCS controlled operations. The company's main
strengths are Nitration, Chlorination and Hydrogenation.

The company also has the technical capabilities to carry out the following
reactions at its plants.

1. Alkali Fusion - High Temperature Fusion Reactions

2. Alkylation – Hydrogenation
3. Amination – Nitration
4. Chlorination - Oxidative Bromination
5. Diazotisation - Reductive alkylation
6. Esterification – Sulphonation
7. Acylation - High Pressure/ Temperature Oxidations

The manufacturing facilities produce a range of chemicals that cater to a spectrum

of industries like Pharmaceuticals, Colourants, Agrochemicals, Cosmetics, Water
Treatment & Corrosion Prevention, Rubber and Refineries.
The facilities are equipped to handle bulk hazardous raw materials like Benzene,
Toluene, Xylene, Ammonia, Concentrated Nitric Acid, Concentrated Sulphuric
Acid, Chlorine and Sulphur Trioxide.

Each manufacturing facility has a proper ETP to ensure that the COD and BOD
levels of the discharge are maintained as per the prescribed standards set by the
Pollution Control Boards.
 RESEARCH AND DEVELOPMENT
At Perito Staffing Services, R&D is the key to survival and growth, given that a
fast-paced global environment results in ever changing customer needs and new
products and processes drain away competitiveness.

From mere quality issues, Perito Staffing has now moved into the field of
customized chemicals, newer technologies, expanding applications that satisfy
customers.

To that end we have a central R&D facility, the Perito Staffing Research &
Development Centre (DRDC) at Pune that has been approved by the Government
of India., Dept. of Science & Technology. DRDC has a sophisticated analytical
laboratory and facilities for testing new technologies and new products.

A team of over 30 persons, including PhDs and Chemical Engineers are supported
by a technical services group of Chemists / Chemical Engineers at the
manufacturing divisions. The Centre works closely with reputed universities and
research institutes of India like the University Institute of Chemical Technology
– Mumbai, National Chemical Laboratory - Pune and the Indian Institute of
Chemical Technology – Hyderabad.

Approved by the Government of India., Dept. of Science & Technology, the

centre is primarily engaged in research and process development for new products
as well as optimization of the manufacturing processes for existing products. The
pilot plant of the company ensures solutions for extremely demanding customers.
 BOARD OF DIRECTORS
Shri C. K. Mehta, Chairman

He is the founder of the Company and is associated with it since 2nd May 1970,
right from the date of inception of the Company. He is a well-known industrialist,
having 46 years of versatile experience in the Chemical Trade and Industry and
is also founder of Deepak Fertilisers and Petrochemicals Corporation Limited. He
is the Chairman of both the Companies.

Shri Deepak C. Mehta, Vice Chairman & Managing Director

He is a Science Graduate closely associated with the Company for 23 years. He

is a Managing Director of the Company and successfully looking after day-to-
day affairs of the Company from 1983.

Shri Ajay C. Mehta, Managing Director

He is a Science Graduate with Honours and Master of Science (Chemical

Engineering) from the University of Texas, USA. He is actively associated with
the Company since 1984 and is a Managing Director of the Company from
1.12.1989.

Shri Shrenik Kasturba

He is a well-known Industrialist and a MBA from Harvard University. He is a

financial expert and a person upholding the highest virtues. He provided
exemplary leadership as the Chairman of the Company for a period of 27 years.
He is associated with the Lalbhai group of Companies for past many years.

Shri M. R. B. Punja

Former Chairman and Managing Director of the Industrial Development Bank of

India (IDBI), a premier financial institution of the Country, he possesses rich
experience in the field of Finance and Management.

Shri A.K. Dasgupta

He is a Science Graduate along with Bachelor of Chemical Engineering having

rich experience in the field of Chemicals and is responsible for producing various
resins and chemicals for the first time in India. He has been associated with the
Company since 1978.
Shri Hasmukh Shah

He is Ex-Chairman and Managing Director of Indian Petrochemicals Corporation

Limited. He has also held various important positions like Joint Secretary to the
Prime Minister of India, Secretary of Post and Telegraph Board, Chairman of
Gujarat Industrial Investment Corporation, Vice Chairman of GE Capital (India),
Chairman of Gujarat Industrial Research & Development Agency and Gujarat
Ecology Commission. Shri Shah has made significant contribution in social,
cultural and rural development activities like leprosy eradication, water
management conservation and management of man-made and other natural
heritage. He has also contributed significantly in the academic and research areas.
He is holding the office of Chairman in National Institute of Design and Gujarat
Institute of Desert Ecology and is an active member on the Board of several
Companies. He has joined the Company w.e.f. 21/10/2003.

Shri Nimesh Kampani

He is a chartered Accountant. He has built up 25 years strong domestic franchise

for the JM Financial Group in India. Shri Kampani who is arguably the oldest
investment banker in the country, has in a career spanning the last three decades,
been involved in the development of the capital markets in India and advised
many Corporates on restructuring, merger and acquisitions and providing
complete financial solutions tailor-made for their capital raising needs. He has
served on various committees of Securities and Exchange Board of India (SEBI)
and was a member of the Bhagwati Committee on SEBI regulation for Substantial
Acquisition of Shares and takeovers. He has also served as a chairman and
member of the Financial Services Committee and National Council of the
Confederation of Indian Industry (CII). He has joined the Company w.e.f.
21/10/2003.

Shri Sudhin Choksey

Shri Sudhin Choksey is a Chartered Accountant having vast experience in the

field of Finance. He is a Managing Director of GRUH Finance Limited and also
a director and member of Audit Committee of Gujarat State Financial Services
Limited. He has joined the Company w.e.f. 30/03/2005.
Shri Bergis Desai

Shri Berjis Desai is a Solicitor and a Managing Partner of M/s. J. Sagar &
Associates, a renowned firm of Solicitors & Advocates. He has extensive
experience as an arbitrator and counsel in the field of Corporate Laws and also in
international commercial & domestic arbitration. He has also worked as a
journalist with a leading Indian daily and continues to be a columnist in the Indian
newspapers. He is a member of American Arbitration Association, The
Bombay Incorporated Law Society and an Arbitrator at The London Court of
International Arbitration

Dr. Richard H. Rupp

Dr. Rupp is Ph. D. Chemistry (with distinction) from University of Karlsruhe,

Germany and has done his program for Executive Development, IMD at
Lausanne, Switzerland. Dr. Rupp has held various top-level positions in leading
multinational companies such as Hoechst AG, Germany, Lonza, Switzerland and
Allessachemie, Germany. His focus has been in the field of pharmaceuticals and
fine chemicals. Dr. Rupp's experience encompasses a mix of scientific, technical
as well as managerial roles. He is well acquainted with the US, European and
Asian markets, especially the Indian sub-continent by virtue of his earlier tenure
as R&D Director, Hoechst India Ltd. (1984 - 1988). Presently, Dr. Rupp is
associated with Acores Research Limited as President.

Shri Sudhir Mankad

Shri Sudhir Mankad has done MA in History from Delhi University and
Diploma in Development Studies from Cambridge University. He was in the
Indian Administrative Services (IAS) from 1971 to 2007. He has held various
important positions in Government of India including various top-level positions
in Government of Gujarat as Principal Secretary, Finance Department, Principal
Secretary, Education Department, MD Gujarat Alkalis and Chemicals Ltd., Joint
MD, Gujarat Industrial Investment Corporation, and Director of Higher
Education. He had also been the Chairman of Gujarat Industrial Power Company
Ltd. and Gujarat Maritime Board (GMB) in past.

Presently, he is a Chairman of Gujarat Institute of Desert Ecology and a

Member of High-Power Expert Committee on Urban Development, Government
of India. He has joined the Company w.e.f. 13th May, 2009.
 ACHIEVEMENTS
DNL has many a first to its credit and these have been earned through its constant
endeavour for identification of products that are required by the end user
industries. DNL's R&D centre in Pune aims to provide specialized products that
add value and enhance every aspect of life.

Mentioned here are some of the company's achievements: o Sir P. C. RAY Award
for the Best Chemical Manufacturing Unit in India o Awarded the "EXPORT
HOUSE" status by the Govt. of India in 1998 and is in force till date.
o The Federation of Indian Chambers of Commerce and Industry (FICCI)
award was presented, by the then Prime Minister of India, Mr. I. K. Gujral, to
the then Vice-Chairman of DNL Mr. C. K. Mehta 1997-98. o the company
won the Certificate of Merit, at the "ENVIROTECH '93", for sustainable
development for adopting environment friendly practices 'in house' for the
treatment and disposal of the effluent generated at its various manufacturing
facilities, from the CHEMTECH Foundation, India. The company is one of
the first to display the figures of the pollution emitted at the gate of each of its
manufacturing facilities on a daily basis.
 MILESTONES
In a short span of 30 years DNL has steadily climbed the steps of excellence and
is continuing in its efforts to reach the top and be the best. Mentioned here are
some of its milestones:

Beyond 2000 Diversification and Consolidation in related product areas

Acquired Aryan Pestocides Ltd, DASDA business of Vasant
Chemicals Ltd.
1996 Catalytic Hydrogenation plant commissioned
1993 Merit Certificate from CHEMTECH Foundation
1991 Nitro Aromatics plant commissioned 1984 DNL acquires
Dyestuff and Intermediates Unit 1982 DNL Promotes Deepak
Fertilizers & Petrochem. Ltd.
1974 P.C. Ray award
1972 Sodium Nitrite Plant commissioned
1971 DNL went Public 1970 DNL
Promoted
 DNL PRODUCT RANGE
With years of expertise, a track record of innovation and indigenous development,
Deepak Nitrite produces a spectrum of chemicals. We cater to a wide range of
industries including Colourants, Agrochemicals, Pharmaceuticals, Rubber,
Speciality & Fine chemicals and have the world’s largest chemical companies as
our customers.

Deepak Nitrite is the world leader in 2, 4 Xylidine and 2, 6 Xylidine and the
second largest producer of DASDA. We also manufacture a wide range of
intermediates for use in industrial explosives, paints, cosmetics, lubricants,
polymers, optical brighteners, photographic chemicals, petroleum additives,
specialty fibres and water treatment chemicals.

Click here to view the DNL "Chemistry of Growth" chart.

Products manufactured are tailor made as per the needs and specific
requirements of the customer.

Inorganic & Performance Chemicals

PRODUCT SYNONYM
No.
Sodium Nitrite Filmerine, Erinitrit [7632-00-0]
Nitric Acid sodium salt, Soda niter, Nitrate of
Sodium Nitrate [7631-99-4]
soda
o-Nitro cumene 2-Nitrocumene [6526-72-3]
DNPT (Bilevel) Dinitrosopentamethylenetetramine (Bilevel) Fine &[101-25-7]
Speciality Chemicals
CAS Reg.
PRODUCT SYNONYM No.
MMDPA 4-Methoxy -2 Methyl Di Phenyl Amine [41317-15-1]
Methoxamine HCl O-Methyl hydroxylamine hydrochloride [593-56-6]
Z-2-Methoxyimino-2-(furyl-2-yl) acetic acid,
SMIAammonium salt [97148-39-5]
Ethoxy Amine Base O-Ethyl hydroxylamine [624-86-2]
Resorcinol 1,3-Dihydroxybenzene [108-46-3]
1,3 CHD 1,3 Cyclohexanedione [504-02-9]
4-Hydroxy Carbazole 4-Hydroxy Carbazole [52662-39-8]
DASDA 4,4 Diamino stilbene 2,2 Disulphuric Acid {81-11-8}
PNTSA Para Nitro Toluene Ortho Sulphonic Acid [121-03-9]
CAS Reg.
 STRUCTURE OF HR DEPARTMENT

ABHISHEAK SIR
SR. MANAGER
ADMINISTRATION

MRS. MANSI RATHOR MRS. RIYA

MANAGER - HR MANAGER - HR
 ABOUT THE TOPIC

HUMAN RESOURCE POLICIES

Human Resource Policies refers to principles and rules of conduct which “formulate,
redefine, break into details and decide a number of actions” that govern the
relationship with employees in the attainment of the organization objectives.

HR Policies cover the following:

1. Policy of hiring people with due respect to factors like reservations, sex,
marital status, and the like.
2. Policy on terms and conditions of employment-compensation policy and
methods, hours of work, overtime, promotion, transfer, lay-off and the
like.
3. Policy with regard medical assistance-sickness benefits, ESI and
company medical benefits.
4. Policy regarding housing, transport, uniform and allowances.
5. Policy regarding training and development-need for, methods of, and
frequency of training and development.
6. Policy regarding industrial relations, trade-union recognition, collective
bargaining, grievance procedure, participative management and
communication with workers.
FORMULATING POLICIES
There are five principal sources for determining the content and meaning of policies:

1. Past practice in the organization.

2. Prevailing practice in rival companies.

3. Attitudes and philosophy of founders of the company has also its directors and
the top management.

4. Attitudes and philosophy of middle and lower management.

5. The knowledge and experience gained from handling countless personnel

problems on day-to-day basis.
BENEFITS OF HR POLICIES
Organizations should have personnel policies as they ensure the following benefits:
a. The work involved in formulating policies requires that the management give
deep thought to the basic needs of both the organization and the employees.
The management must examine its basic convictions as well as give full
consideration to the prevailing practices in other organizations.
b. Established policies ensure consistent treatment of all personnel throughout the
organization. Favouritism and discrimination are, thereby, minimized.
c. Continuity of action is assured even though top management personnel change.
The CEO of a company may possess a very sound personnel management
philosophy. He/she may carry the policies of the organization in his/her head,
and he she may apply them in an entirely fair manner. But what happens when
he/she retires? The tenure of office of nay manager is finite. But the
organization continues. Policies promote stability.
d. Policies serve as a standard of performance. Actual results can be compared
with the policy to determine how well the members of the organization are
living up to the professional intentions.
e. Sound policies help build employee motivation and loyalty. This is especially
true where the policies reflect established principles of fair play and justice and
where they help people grow within the organization.
f. Sound policies help resolve intrapersonal, interpersonal and intergroup
conflicts.
PRINCIPLES OF HR POLICY

1. Principle of individual development to offer full and equal opportunities to

every employee to realize his/her full potential.

2. Principle of scientific selection to select the right person for the right job.

3. Principle of free flow of communication to keep all channels of

communication open and encourage upward, downward, horizontal, formal
and informal communication.

4. Principle of participation to associate employee representatives at every level

of decision-making.

5. Principle of fair remuneration to pay fair and equitable wages and salaries
commensuration with jobs.

6. Principle of incentive to recognize and reward good performance.

7. Principle of dignity of labour to treat every job and every job holder with
dignity and respect.

8. Principle of labour management co-operation to promote cordial industrial

relations.

9. Principle of team spirit to promote co-operation and team spirit among

employees.

10.Principle of contribution to national prosperity to provide a higher purpose

of work to all employees and to contribute to national prosperity.
OBJECTIVES OF STUDY
1. To study the HR Policies of the company.
2. To study the amendments made in the HR Policies of Deepak nitrite Ltd. since the
time of incorporation.
3. To incorporate the amendments in the base policy and prepare a final policy.
4. To design a HR Policy manual for the company with special emphasis on the
“Managerial Service Conditions”.

SCOPE OF STUDY
1. In any organization human resource is the most important asset. In today’s
current scenario, Deepak Nitrite Ltd. is a very large manufacturer and marketer
of chemical.

2. As most of the company’s overall performance depends on its employee’s

performance which depends largely on the HR POLICIES of the organization.

3. So, the project has wide scope to help the company to perform well in today’s
global competition.

4. The core of the project lies in analysing and assessing the organization and to
design an HR POLICY manual for the organization.
RESEARCH METHODOLOGY

1. METHOD OF DATA COLLECTION

The researcher has chosen the questionnaire methods of data collection due to limited
time in hand. While designing data-collection procedure, adequate safeguards against
bias and unreliability must be ensured. Researcher has examined the collected data
for completeness, comprehensibility, consistently and reliability.

Researcher has also gathered secondary data which have already been collected and
analyzed by someone else. He got various information from journals, historical
documents, magazines and reports prepared by the other researchers.
For the present piece of research the investigator has used the following
methods:
Questionnaire
Interview
Observation

2. SAMPLE SIZE

Here, researcher has taken 30 as the sample size.

3. HYPOTHESIS OF PROJECT

❖ Human Resource Policies provided by the organization of employees works as

an agent for the growth of employees and also motivates the employees to
perform well i.e., employee performance and satisfaction is the valuable
outcome of sound of HR Policies of the organization.
❖ The various HR Policies in Deepak Nitrite Ltd. makes the employees
enthusiastic towards work.
 4. ABOUT THE QUESTIONNAIRE

In this method a questionnaire is sent to the HR Manager concerned with a request to

answer the questions and return the questionnaire. The questionnaire consisted of a
number of questions printed or typed in a definite order. The HR Manager has to
answer the questions on their own. The researcher has chosen this method of data
collection due to low cost incurred, it is free from bias of the interviewer and
respondent have adequate time.
 HR POLICIES IN
CHAWLA PUBLICATIONS
PRIVATE LIMITED

OBJECTIVES
In reviewing the purpose of HR Policies at Deepak Nitrite Ltd., the organization
stated that the HR Policies has been a key part of the management process for the
effective utilization of human resource. The company aims to fulfil the following
objectives through its HR Policies:

❖ Ensure a high degree of selectivity in recruitment so as to secure super

achievers and nurture them to excel in their performance.

❖ Impart such induction, orientation and training as to match the individual to

the task and inculcate a high sense of organizational loyalty.

❖ Provide facilities for all round of growth of individual by training in and

outside the organization, reorientation, lateral mobility and self-development
through self-motivation.

❖ Groom every individual to realize his potential in all facets while contributing
to attain higher organizational and personal goals.

❖ Build teams and foster team-work as the primary instrument in all activities.

❖ Recognize worthy contributions in time and appropriately, so as to maintain a

high level of employee motivation and morale. Appraisals and promotions
shall be ethical and impartial.
 ❖ Implement equitable, scientific and objective system of rewards, incentives
and control.

❖ Contribute towards health and welfare of employees.

MANAGEMENT REVIEW:

Management review meeting is held every six months at the Group Review. Meet is
conducted from time to time to ensure the suitability, adequacy and effectiveness of
the HR Policies.

CORRECTIVE ACTION FOR NON-CONFORMANCE:

❖ Non-conformance to the policies mentioned is reviewed by the Group HR Cell,

respective CEO and HR Head of the company. The review will suggest
remedial measures to avoid repetition of the non-conformance through
elimination of the root causes for the same.

❖ Board of Directors is kept informed of the review and action plans decided to
avoid the non-conformance in the ensuing monthly meeting.

DOCUMENT AND DATA CONTROL:

❖ Documents and data are generated by the Corp. HR in the form of hard copies
or electronic medium.

❖ Documents are reviewed and approved for adequacy by Corp. HR prior to

issue.
The various procedures that form the HR Policy of the Organization are:

1. Recruitment and selection of manpower

2. Induction and Placement
3. Job Rotation
4. Performance appraisal
5. Counselling
6. Career Planning
7. Succession planning
8. Employee training and Development
9. Human Resource Information Management System
10.Retirement Planning
11.Job Enrichment
12.Exit Interviews

A brief preview of the above-mentioned policies and the various objectives that these
policies aim to achieve are given in the subsequent chapters.

Due to high level of secrecy maintained in the organization, the policies given below
are according to my understanding and interpretation of the subject.

1. RECRUITMENT POLICY

❖ In Deepak Group, recruitment and selection of personnel is explicitly

based on the criteria of their knowledge, skills and attitudes, so as to
secure super achievers and nurture them to excel in their performance.
❖ All fresh candidates are absorbed only after satisfactory completion of
appropriate training.
❖ All direct recruitment is through the HR department.
❖ Detailed selection procedures as decided from time to time are adhered
to without any compromise.
❖ Above procedures shall undergo continuous refinement through
evaluation and feedback.
2. INDUCTION AND PLACEMENT POLICY

❖ At Deepak Group, new recruits imparted such induction, orientation,

training and placement so as to individuals to the task and inculcate a
high sense of organizational loyalty.
❖ The HRD Department and the concerned heads of parent departments
prepare a well-structured Induction Program to acquaint the new recruits
with the people, organizational structure, and interface between different
departments, functions and culture of the organization.
❖ The Induction Program is formulated to suit the position of the candidate
and necessary to be provided to him.

3. JOB ROTATION POLICY

❖ At Deepak Group, facilities are provided for all-round growth of

individuals through lateral mobility. This shall enhance their
employability as well as equip them to shoulder higher responsibilities.

❖ Systematic Job Rotation from time to time shall have a revitalizing effect
on the individual as well as the organization.

❖ All promotions to the level of HODs will be considered only when an

individual has undergone rotation through at least 2 sections.

4. PERFORMANCE APPRAISAL POLICY

❖ Performance Appraisal grooms every individual to realize his potential

in all facets by helping to identify and achieve his personal goals within
the framework of organizational objectives.

❖ Appraisals shall be ethical and impartial so as to recognize worthy

contributions appropriately and in time in order to maintain a high level
of employee motivation and morale.

❖ The Performance Appraisal Systems aims at integration of individual

and organizational goals.
5. COUNSELLING

Counselling sessions, which are conducted by HR Department OR

Professional Counsellor OR Performance Appraiser, are available to all the
employees in order to fulfil the following objectives:

❖ To enhance employees’ competence and job satisfaction. ❖ To prepare

employees for future responsibilities.
❖ To establish a better working relationship between the superior and
subordinate.
❖ To enable employees to cope with personal problems.

6. CAREER PLANNING POLICY

❖ Career Planning system in Deepak Group is aimed at developing people

of the right calibre to meet present and future needs of the organization.
It shall be an essential ingredient for Succession Planning.
❖ The mandatory factors to be considered prior to career planning shall be:

a. The organization’s long and short-term plans.

b. Manpower skills required towards implementing these plans.
c. Attrition rate of people with high potential, above average and
average calibre.
d. Recruitment through internal and external sources at all levels and its
ratio as appropriate to the organization.
e. The number of people recruited and trained every year.

7. SUCCESSION PLANNING POLICY

HODs and above identify successors, primary and secondary, to his position at
the time of annual appraisal. This is reviewed every year along with the annual
appraisal.
8. TRAINING AND DEVELOPMENT POLICY

❖ At Deepak Group, training and development activities strive to ensure

continuous growth of organization by nurturing the strengths of the
employees and providing the environment and opportunity for every
individual to realize his/her potential.
❖ The policy aims at broadening the outlook of the individuals and
bridging the gap between actual performance and the performance
necessary to deliver results.
❖ Facilities are provided to all individuals towards self-development and
all-round growth through training.
❖ HR Department identifies average performers and provide special
training.

9. HUMAN RESOURCE INFORMATION MANAGEMENT SYSTEM

❖ Human Resource Information Management Systems (HRIMS) aims at:

a. Providing accurate information about employees to management for
decision making.
b. Eliminating duplication of efforts.
c. Offering quick and easy access to human resource information at
random as well as in regular report form.

❖ The system has two layers of security. Access to the system is through
keying in the valid combination of username and password. Permission
to access certain programs is restricted to identify key personnel.

❖ An integrated employee database is maintained and continuously

updated with information from personnel at regular intervals regarding
biographical data, work experience, qualifications, appraisal, training
and career paths.
 10. RETIREMENT PLANNING

❖ At Deepak Group, retirement of all individuals is aided through

planned programs by HR Department so as to lessen the associated
misgivings and anxiety.

11. JOB ENRICHMENT

❖ Deepak Group follows a people cantered approach to job enrichment

with a view to enhance the performance of the employee, leading to
higher job satisfaction.

12. EXIT INTERVIEWS

❖ The organization has a regular turnover of employees due to various

reasons such as retirement, voluntary retirement, and resignation etc.
from time to time. Feedback is obtained from the employee on
occasions of separation from the organization. Such feedback on
matters that effect well-being of the people is useful in improving the
organization in respect of HR Policies and practices.

The HR Policy Manual (or Managerial Service condition Manual) was designed in
order to facilitate the mangers in gathering the information regarding the various
service conditions that are offered by the organization. This manual includes the
service conditions which are most frequently asked for.
The various services conditions included are:

1. Provident Fund
2. Gratuity
3. Privilege Leave
4. Superannuation Scheme
5. Medical Reimbursement & Hospitalization
6. Dental Policy
7. Group Accident Insurance Scheme
8. Housing Loan Scheme
9. Vehicle Loan Scheme
10. Phone Policy
11.Leave Travel Assistance (LTA)
12.Local Conveyance Rules
13.Transfer Policy
14.HRR Policy for Area Office Managers
15.Canteen Service
16.Cash Payments & Advance Settlements
17.Performance Excellence Scheme
18.Performance excellence Form
19.Parivar Suraksha Yojana
20.Policy for Get Together of Employees
21.Notice Period for Managerial Employees
22.Conveyance Reimbursement for Interview Candidates
23.Car Policy
24.Post Retrial Benefits
25.25. Inland Travel Rules
26.Foreign Travel Rules
27.Application for Housing Loan
28.Application for Car Loan
29.Application for 2-wheeler Loan
30.Application for 2-wheeler (wards) Loan
 DATA ANALYSIS
AND
INTERPRETATION
A. RECRUITMENT AND SELECTION
1. Are you satisfied with the external recruitment sources performed in your

organization.

External recruitment sources

18%

agree
disagree

82%

INTERPRETATION: Regarding external recruitment sources 82%

employees are satisfied or agree whereas 18% are not satisfied which is
performed in the organization. Therefore, the employees are satisfied by
recruitment process.
 2. Are you satisfied with the monetary reward given on bringing a candidate on

board?

Monetary reward

26%

agree
disagree

74%

INTERPRETATION: Regarding monetary reward given on bringing on board 74%

of employees are satisfied and 26% are not satisfied.
 3. Are you satisfied with the background checks conduct for employees?

Background checks

22%

Agree
Disagree

78%

INTERPRETATION: Regarding background checks which is conduct for

employees 78% employees are satisfied whereas 22% employees are not satisfied.
4.Are you satisfied with the monetary limits given to you for the expenses?

Expenses

21%

Agree
Disagree

79%

INTERPRETATION: Regarding monetary limits provided to employees for their

expenses 79% of the employees are satisfied and 21% of the employees are not
satisfied.
B. INDUCTION

1. The induction programme of your organization is informal type.

Induction programme

18%

Agree
Disagree

82%

INTERPRETATION: Regarding induction programme which is conducted in the

organization, 82% of the employees are satisfied whereas 18% of the employees are
not satisfied.
 2. The induction of your organization covers organizational structure
and policies.

Induction

10%

Agree
Disagree

90%

INTERPRETATION: Regarding induction of organization, 90% of the employees

are satisfied and 10% of the employees are not satisfied. It means that most of the
employees are benefited.
 C. TRAINING AND DEVELPOMENT

a. For Employee performance is the training need analyzed in your

organization

Employee performance

24%

Agree
Disagree

76%

INTERPRETATION: Regarding employee performance, 76% of employees are

satisfied whereas 24% of employees are not satisfied. It means that most of the
employees get affected from this evaluation.
 b. Are you satisfied with the classroom method adopted by your organization
to train the employees?

Classroom method

27%

Agree
Disagree

73%

INTERPRETATION: Regarding Classroom method, 73% of the employees are

satisfied whereas 27% of the employees are not satisfied. It means most of the
employees get affected but some of the employees want training and development
programmes to train employees.
 c. Effectiveness of training program in your organization is evaluated by
observing the post training performance of employees.

Effectiveness of Training program

32%

Agree
Disagree

68%

INTERPRETATION: Regarding effectiveness of training program, 68% of the

employees are satisfied whereas 32% of the employees are not satisfied. It means that
some of the employees want that evaluation of effectiveness of training program
should be done with some other method.
 D. PERFORMANCE APPRAISAL

1. Are you satisfied with the Balanced Scorecard method?

Balance scorecard method

8%

Agree
Disagree

92%

INTERPRETATION: Regarding Balance scorecard method, 92% of the employees

are satisfied whereas only 8% of the employees are not satisfied. It means that most
of the employees are benefited from this evaluation method.
 2. Are you satisfied with the feedback given to you by organization?

Feedback

28%

Agree
Disagree

72%

INTERPRETATION: Regarding feedback 72% of the employees are satisfied

whereas 28% of the employees are not satisfied. It means that some of the employees
get benefited but some are not.
 E. CAREER PROGRESSION

d. Are you satisfied with the mentor system followed for career progression?

Mentor system

16%

Agree
Disagree

84%

INTERPRETATION: Regarding mentor system followed for career progression,

84% of the employees get benefited and only 16% of the employees are exempted.
 e. Are you satisfied with the competence analysis and feedback from
manager?

Competence analysis and feedback

22%

Agree
Disagree

78%

INTERPRETATION: Regarding competence analysis and feedback from manager

78% of the employees are satisfied whereas 22% are not satisfied. It means that some
of the employees want feedback from other source.
 F. LEAVE POLICY

1. Are you satisfied with the privilege leave provided to you?

Privilege leave

17%

Agree
Disagree

83%

INTERPRETATION: Regarding privilege leave provided to employees, 83% of the

employees are satisfied whereas 17% of the employees are not satisfied.
 G. COMMUNICATION AND DECISION-MAKIN PROCESS

1. Are you satisfied with the informal communication pattern?

Informal communication pattern

13%

Agree
Disagree

87%

INTERPRETATION: Regarding informal communication pattern, 87% of the

employees are satisfied and 13% of the employees are not satisfied. It means most of
the employees are comfortable with this communication process.
 2. Are you satisfied with the opinion survey and Department meeting?

Opinion survey and Department meeting

24%

Agree
Disagree

76%

INTERPRETATION: Regarding opinion survey and department meeting,

76% of the employees are satisfied and 24% of the employees are not satisfied.
 H. REWARDS AND RECOGNITION

1. Are you satisfied with the monetary rewards?

Monetary Rewards

33%

Agree
Disagree

67%

INTERPRETATION: Regarding monetary rewards, 67% of the employees are

satisfied whereas 33% of the employees are not satisfied. It means that some of the
employees want to implement non-monetary rewards in the organization.
 I. PERSONAL ACCIDENT INSURANCE POLICY

1. Are you satisfied with contingencies cover under Personal Accident

Insurance policy?

Contingencies

24%

Agree
Disagree

76%

INTERPRETATION: Regarding contingencies provided under this policy,

76% of the employees are satisfied and 24% of the employees are not satisfied.
 J. MEDICLAIM POLICY

1. Are you satisfied with the services covered under Mediclaim policy?

Services

11%

Agree
Disagree

89%

INTERPRETATION: Regarding services provided under Mediclaim policy, 89%

of the employees are satisfied and 11% of the employees are not satisfied.
RECRUITMENT
AND
SELECTION
PROCESS
 CHAPTER -1
INTRODUCTION

1.1INTRODUCTION TO THE INDUSTRY

A public–private partnership (PPP) is a government service or private business venture
which is funded and operated through a partnership of government and one or more private sector
companies. These schemes are sometimes referred to as PPP, P3 or P3.

PPP involves a contract between a public sector authority and a private party, in which the private
party provides a public service or project and assumes substantial financial, technical and
operational risk in the project. In some types of PPP, the cost of using the service is borne
exclusively by the users of the service and not by the taxpayer.[1] In other types (notably the
private finance initiative), capital investment is made by the private sector on the basis of a
contract with government to provide agreed services and the cost of providing the service is borne
wholly or in part by the government. Government contributions to a PPP may also be in kind
(notably the transfer of existing assets). In projects that are aimed at creating public goods like in
the infrastructure sector, the government may provide a capital subsidy in the form of a onetime
grant, so as to make it more attractive to the private investors. In some other cases, the
government may support the project by providing revenue subsidies, including tax breaks or by
removing guaranteed annual revenues for a fixed time period.

There are usually two fundamental drivers for PPPs. Firstly, PPPs are claimed to enable the public
sector to harness the expertise and efficiencies that the private sector can bring to the delivery of
certain facilities and services traditionally procured and delivered by the public sector. Secondly,
a PPP is structured so that the public sector body seeking to make a capital investment does not
incur any borrowing. Rather, the PPP borrowing is incurred by the private sector vehicle
implementing the project. On PPP projects where the cost of using the service is intended to be
borne exclusively by the end user, the PPP is, from the public sector's perspective, an "off-balance
sheet" method of financing the delivery of new or refurbished public sector assets.
On PPP projects where the public sector intends to compensate the private sector through
availability payments once the facility is established or renewed, the financing is, from the public
sector's perspective, "on-balance sheet", however the public sector will regularly benefit from
significantly deferred cash flows.

Typically, a private sector consortium forms a special company called a "special purpose
vehicle" (SPV) to develop, build, maintain and operate the asset for the contracted period.[1][2] In
cases where the government has invested in the project, it is typically (but not always) allotted an
equity share in the SPV.[3] The consortium is usually made up of a building contractor, a
maintenance company and bank lender(s). It is the SPV that signs the contract with the
government and with subcontractors to build the facility and then maintain it.

.In the infrastructure sector, complex arrangements and contracts that guarantee and secure the
cash flows make PPP projects prime candidates for project financing. A typical PPP example
would be a hospital building financed and constructed by a private developer and then leased to
the hospital authority. The private developer then acts as landlord, providing housekeeping and
other non-medical services while the hospital itself provides medical services.

A 2013 study published in State and Local Government Review found that definitions of public
private partnerships vary widely between municipalities: "Many public and private officials tout
public-private partnerships for any number of activities, when in truth the relationship is
contractual, a franchise, or the load shedding of some previously public service to a private or
non-profit entity." A more general term for such agreements is "shared service delivery" —
municipalities joining together, with private firms, or with non-profits to provide services to
citizens
VISION

The Centre shall serve as the champion of public-private partnerships for

the country’s inclusive growth and sustainable development.

MISSION

The Centre shall facilitate and optimize public-private partnerships in

the country for the delivery of public infrastructure and other

development services. Origins

Pressure to change the standard model of public procurement arose initially from concerns about
the level of public debt, which grew rapidly during the macroeconomic dislocation of the 1970s
and 1980s. Governments sought to encourage private investment in infrastructure, initially on the
basis of accounting fallacies arising from the fact that

basis of accounting fallacies arising from the fact that public accounts did not distinguish between
recurrent and capital expenditures.

The idea that private provision of infrastructure represented a way of providing infrastructure at
no cost to the public has now been generally abandoned; however, interest in alternatives to the
standard model of public procurement persisted. In particular, it has been argued that models
involving an enhanced role for the private sector, with a single private-sector organization taking
responsibility for most aspects of service provisions for a given project, could yield an improved
allocation of risk, while maintaining public accountability for essential aspects of service provision.

Initially, most public–private partnerships were negotiated individually, as one-off deals, and
much of this activity began in the early 1990s.

PPPs are organized along a continuum between public and private nodes and needs as they
integrate normative, albeit separate and distinct, functions of society—the market and the
commons. A common challenge for PPPs is allowing for these fluctuations and reinforcing the
intended partnership without diminishing either sector. Multisectoral, or collaborative, partnering
is experienced on a continuum of private to public in varying degrees of implementation
according to the need, time restraints, and the issue at hand. Even though these partnerships are
now common, it is normal for both private and public sectors to be critical of the other’s approach
and methods. It is at the merger of these sectors that we see how a unified partnership has
immediate impact in the development of communities and the provision of public services.
INTRODUCTION TO THE COMPANY
“CHAWLA PUBLICATIONS PVT. LTD….”
Chawla Publications is a not-for-profit company setup in a Public-Private-Partnership (PPP) in
2002 under the recommendations of The National Taskforce on Information Technology &
Software Development, with 51% equity contributed by the private sector & 49% by the public
sector.
NASSCOM, Government of India & Government of Andhra Pradesh are the main promoters with
ILFS, Government of Chhattisgarh, Government of Meghalaya &Vizag Municipal Corporation
being the other stakeholders.
NISG has its origins in the recommendations of the National Task Force on IT & Software
Development. Forged as a public-private partnership, Chawla Publications offers the orientation
& efficiency of the private sector combined with the accountability of the public sector. Chawla
Publications is helping the Government of India & State Governments realize the national e-
governance vision. NISG has worked on multiple projects with various ministries under
nomination thus keeping the sanctity of Not-for-Profit organization.

VISION
To establish itself as a Centre of Excellence in e-Governance by leveraging private sector
resources through public private partnership mode for the spread of e-Governance.

MISSION
To facilitate application of public and private resources to e-Governance in the areas of:

• Strategic Planning

• Project Consulting

• Capacity Building

• Research and Innovation

Formation of Chawla Publications

In line with the above decision, Chawla Publications was registered as a Section 25 company in
May 2002 with its headquarters at Chandigarh.
49% of Chawla Publications equity is held by Central Government and various State Governments,
and 51% is held by institutional investors like NASSCOM and ILF&S. This structure was intended
to foster the efficiency and flexibility of Private Sector combined with accountability of Public
Sector. The NISG Vision and Mission statements place emphasis on the Public Private Partnership.
Thus, partnering with the private sector is an essential element of NISG’s functioning. Bidding for
projects against private industry players thus creates a contradictory situation to NISG’s objectives.

Chawla Publications Clientele

As per the policy laid down at the time of its formation, Chawla Publications clientele is limited to
Central
Government Ministries and Departments; State Government Departments; and Public Sector
Undertakings. Chawla Publications may work with International Development Agencies (Such as
World Bank, UNDP, DFID) when the end recipient of that service is the Government. NISG does
not enter into any revenue generating engagements with Private sector.
Over the past 10 years, Chawla Publications has provided services to several Central Ministries and
State Governments and has been associated with 18 of the 27 MMPs. All the engagements executed
by NISG so far have been awarded on nomination basis only. As a policy and practice, NISG does
not participate in any bidding process. The general practice adopted by all the
departments/organizations is to get specific internal approvals by the competent authorities.

Chawla Publications Performance Appraisal

Chawla Publications performance as an organization and its employee performance are not based
on financial results alone. Its work, revenue, expenses and bottom line are scrutinized by the board
on the following crucial parameters:

• Impact of the engagements on service delivery to citizens

 • Formal & informal feedback from the Government on Chawla Publications engagements
• Whether non-profit spirit & guidelines are adhered to in project costing, revenue &
expenses

• Whether all procurement has been transparent and as per the procedures

• How effectively the PPP spirit is maintained

While there are no specific incentives, promotions or bonuses to Chawla Publications employees
based on the project revenues or Chawla Publications bottom line; Chawla Publications is
expected to be a self-sufficient organization.

Some Additional Facts

Chawla Publications is recognized by Indian tax authorities and statutory & regulatory bodies as a
non- profit service-oriented organization and is entitled for TDS exemption for government
departments and service tax exemption for any grants-in-aid engagements.
Whenever Chawla Publications associates with any schemes funded by grants-in-aid or during
program management engagements, Chawla Publications is mandated to provide a Utilization
Certificate for the expenses incurred. Lastly, as per the ruling of the Information Commission of
India, Chawla Publications is considered as a public Institution and comes under the purview of the
RTI Act. The above internal policies being paramount, this is a formal mechanism to validate
NISG’s commitment to transparency and neutrality.

SERVICES OF Chawla Publications

Chawla Publications is a unique organization operating in the meta-space of e-Government. In its

few years of operation, Chawla Publications has handled a diversity of projects, providing
consulting support to both central and state Governments in India in developing and implementing
e-Government projects. Chawla Publications strives for excellence and lays great emphasis on
generating value for clients.

services include advising the Government of India on issues of strategic importance such as
architectures, standards, localization, PKI infrastructure etc. Apart from playing a strategic advisory
role, we also help central and state governments to improve the delivery of government services,
design IT systems to enhance internal efficiencies, and develop leadership capability and skill-sets
within the Government. A more important task which engages our attention is to build up
nationwide capacities for capacity building through institutional partnerships with government as
well as private partners.

Consultants bring experience and expertise from industry, government and a variety of other
backgrounds to enhance Chawla Publications consulting capability. To support our clients, we are
partner with the best consulting firms to develop e-Government solutions having far-reaching
impact. Our teams work with client staff at all levels, from the frontline to the senior-most, knowing
what will

PROJECTS OF CHAWLA PUBLICATIONS

a) National e-Governance Division (NeGD):

NeGD is an independent business division within Media Lab Asia, a public sector company,
registered under section 25 of Companies Act under the Ministry of Communications and
Information Technology (MCIT), Government of India. It was created based on the
recommendation of Committee of Secretaries (CoS) and came into effect on 8th June 2009.
Total sanctioned strength of NeGD corporate is 49 in addition to other secretarial staff. Total
strength of NeGD as of now is 42. A Committee of the Board with the nomenclature of “NeGD
Committee” has been appointed to supervise, guide and controlled. This committee is headed by
the Secretary, Department of Information Technology.

The immediate tasks assigned to NeGD are as follows:

• Facilitating implementation of NeGP by various Ministries and State Governments.

• Providing technical assistance to Central Ministries/ State Line Departments.

• Undertaking technical appraisal of all e-governance projects to examine issues such as

overall technology architecture, framework, standards, security policy, service delivery
mechanism, sharing of common infrastructure etc.
 • Acting as a Central Agency for an effective implementation of Capacity Building Scheme
(CB scheme) inter-alia involving provisioning of manpower at various State e Mission
Teams (Smet’s) across States/ UTs.

b) State emissions Team (SEMT):

The Government has approved the Capacity Building (CB) Scheme for taking NeGP forward
across the country in all the States & UTs. The CB Scheme is mainly for provisioning technical &
professional support to State level policy & decision-making bodies to develop specialized skills
for e-Governance. The CB Scheme will support Capacity Building through various means such as
engaging experts, developing skills and imparting training and supporting the creation of State
eGovernance Mission Teams (SeMT) and Project e-Governance Mission Teams (PeMT). This
team shall oversee project execution, manage implementation and deal with technology, process,
external Agency management & change management related issues.
NeGP proposes to achieve its objectives through:

• Deployment and scale up of select "Mission Mode Projects".

• Creation of a National IT backbone for fast, reliable and efficient connectivity, data
storage and access.

• Set up of Common Service Centres for delivery of citizen services.

• Creation of Internet portals for 24x7 access to Government information and services.

c) Department Of Posts (DOP):

This project started in Feb 2011 thus completing two years this year. The Department of Posts
comes under the Ministry of Communications and Information Technology. For more than 150
years, the Department of Posts (DoP) has been the backbone of the country’s communication and
has played a crucial role in the country’s socio-economic development. It touches the lives of
Indian citizens in many ways.
Trends such as urbanisation, increased demand for financial services, increased funding by the
government for the weaker sections and the rural sector, have opened up new opportunities for the
Department of Posts which, in turn has necessitated development of new processes and supporting
technology.
The IT Modernisation Project, intends to achieve the following:

• Wider reach to the Indian populace through more customer interaction channels.

• Better customer service.

• Growth through new lines of business.

• IT enablement of business processes and support functions.

• Currently we have 55 employees deputed on this project and 39 more needs to be recruited
and deputed.

d) Department of Agriculture & Co-operation (DAC):

The Department of Revenue and Agriculture was reconstituted as a separate Department, in 1881.
In 1947, the Department of Agriculture was redesigned as Ministry of Agriculture. There
are two Public Sector Undertakings, seven autonomous bodies and eleven level
cooperative organisations with the Department.
Currently we have 4 employees deputed on this project and 3 more needs to be recruited and
deputed.

e) Passport Seva Project (PSP):

Measures like extensive computerization, decentralization of collection of passport applications
through PACCs/DPCs/SPCs, opening of new passport offices and reforms in the Central Passport
Organization having fallen short of meeting the fast-growing passport demand and heightened
expectations of the public, a need was felt for complete overhaul of passport issuance system. To
address this need, a Mission Mode Project named Passport Seva Project (PSP) was identified
under the National e-Governance Plan.
Passport Seva enables simple, efficient and transparent processes for delivery of passport related
services. Apart from creating a countrywide networked environment for Government officials, it
aims to integrate with the state police for physical verification of applicant's particulars and
antecedents and with India Post for delivery of passports.
This project is a part of Ministry of External Affairs. Though currently NISG is providing external
consultants to Passport project on a 3 months contract but this project would soon be part of the
long-term assignment where 10 employees with high end technical expertise needs to be deputed
for a period of 2 years.

f) National Intelligence Grid (NATGRID):

The National Intelligence Grid (NATGRID), an attached office of the Ministry of Home Affairs,
has been conceived to develop a cutting-edge framework to enhance India’s counter-terror
capabilities.
NATGRID had empanelled NISG in 2011 where NISG had provided external consultants to work
on this project. Currently NATGRID has engaged NISG to provide manpower for 29 positions for
which the recruitment process is on. This project would be part of the long-term assignment where
29 employees with high end technical expertise need to be deputed for a period of 1 year which
would be extendable basis the requirement.
g) Employees’ State Insurance Corporation (ESIC):
The Employees’ State Insurance Corporation (ESIC) is one of the largest social security schemes
for workers in the country, which plays a key role in maintaining and enhancing worker
productivity and well-being. The corporation is in the process of implementing Project Panchdeep
as part of its ICT strategy. Panchdeep is one of the largest e-governance projects in the country
covering around 2000 project locations like hospitals, dispensaries, and government offices to
improve the quality of services to all stakeholders. Wipro is the system integrator for the project
and ESIC has sought the services of NISG to help them manage the implementation of
Panchdeep.

h) Composite Team:
The Government has approved the Capacity Building (CB) Scheme for taking e-Governance
forward across the country in some states. Composite Team is governed by State Implementing
Agency / State Designated Agency (SIA/SDA). The CB Scheme is mainly for providing technical
& professional support to State level policy & decision-making bodies to develop specialized
skills for e-Governance. SIA/SDA has decided to entrust the requirements of capacity building /
manpower augmentation, including Pre
CHAPTER - 2
CONCEPTUAL
DISCUSSION
HRM is the process of managing people in organizations in a structured and thorough manner. This
covers the fields of staffing (hiring people), retention of people, pay and perks setting and
management, performance management, change management and taking care of exits from the
company to round off the activities. This is the traditional definition of HRM which leads some
experts to define it as a modern version of the Personnel Management function that was used earlier.

We have chosen the term “art and science” as HRM is both the art of managing people by
recourse to creative and innovative approaches; it is a science as well because of the precision and
rigorous application of theory that is required.

Human Resource Development (HRD) means to develop available manpower through

suitable methods such as training, promotions, transfers and opportunities for career development.
HRD programs create a team of well-trained, efficient and capable managers and subordinates. Such
team constitutes an important asset of an enterprise. One organisation is different from another
mainly because of the people (employees) working their in. According to Peter F. Drucker, "The
prosperity, if not the survival of any business depends on the performance of its managers of
tomorrow." The human resource should be nurtured and used for the benefit of the organisation.

Objective of HR
To obtain the number and quality of employees that can be selected in order to help the
organization to achieve its goals and objectives.
Recruitment helps to create a pool of prospective employees for the organization so that the
management can select the right candidate for the right job from this pool.
Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time.
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.
The recruitment process exists as the organization hire new people, who are aligned with the
expectations and they can fit into the organization quickly
Uses of Human Resource Management in an organization:

Human Resource Management (HRM) is the function within an organization that focuses
on recruitment of, management of, and providing direction for the people who work in the
organization. It can also be performed by line managers.

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

HRM is also a strategic and comprehensive approach to managing people and the workplace
culture and environment. Effective HRM enables employees to contribute effectively and
productively to the overall company direction and the accomplishment of the organization's
goals and objectives.

Human Resource Management is moving away from traditional personnel, administration,

and transactional roles, which are increasingly outsourced. HRM is now expected to add
value to the strategic utilization of employees and that employee programs impact the
business in measurable ways. The new role of HRM involves strategic direction and HRM
metrics and measurements to demonstrate value.

The Human Resource Management (HRM) function includes a variety of activities, and key
among them is responsibility for human resources -- for deciding what staffing needs you
have and whether to use independent contractors or hire employees to fill these needs,
recruiting and training the best employees, ensuring they are high performers, dealing with
performance issues, and ensuring your personnel and management practices conform to
various regulations. Activities also include managing your approach to employee benefits
and compensation, employee records and personnel policies. Usually small businesses (for-
profit or non-profit) have to carry out these activities themselves because they can't yet
afford part- or full-time help. However, they should always ensure that employees have --
and are aware of -- personnel policies which conform to current regulations. These policies
are often in the form of employee manuals, which all employees have.
HRM is widening with every passing day. It covers but is not limited to HR planning, hiring
(Recruitment and Selection), training and development, payroll management,

RECRUITMENT

Recruitment is defined as, “a process to discover the sources of manpower to meet the
requirements of the staffing schedule and to employ effective measures for attracting that
manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Edwin Filippo defined recruitment as “the process of searching for prospective employees and
stimulating them to apply for jobs in the organization.” In simple words recruitment can be
defined as a ‘linking function ‘joining together those with jobs to fill and those seeking jobs.

Purpose and Importance:

The basic purpose of recruitment is to provide a pool of potentially qualified job candidates.
Specifically, the purposes and needs are:

To fulfil the present and determine the future requirements of the organization in
conjunction with its personnel planning and job analysis activities.

To increase the success rate of the selection process by reducing the number of visibly,
under qualified or overqualified job applicants.

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

Begin identifying and preparing potential job applicants who will be appropriate
candidates.

Induct external hires with a new perspective to lead the company.

Develop an organizational culture and Employee Branding that attracts competent people
to the company.

Search for talent globally and not just within the company.
Recruitment Process:

Activation “Selli
ng”

Manpower planning:
Manpower Planning which is also called as Human Resource Planning consists of putting right
number of people, right kind of people at the right place, right time, doing the right things for
which they are suited for the achievement of goals of the organization. Human Resource Planning
has got an important place in the arena of industrialization. Human Resource Planning has to be
a systems approach and is carried out in a set procedure. The procedure is as follows:
• Analysing the current manpower inventory
• Making future manpower forecasts
• Developing employment programs
• Design training programs
Job Analysis:
Job Analysis is a systematic exploration, study and recording the responsibilities, duties, skills,
accountabilities, work environment and ability requirements of a specific job. It also involves
determining the relative importance of the duties, responsibilities and physical and emotional
skills for a given job. All these factors identify what a job demands and what an employee must
possess to perform a job productively.

SOURCES OF RECRUITMENT:

Internal Sources:

1. Promotions

This is a method of filling vacancies from internal resources of the company to achieve
optimum utilization of a staff member's skills and talents. Transfer is the permanent lateral
movement of an employee from one position to another position in the same or another job
class assigned to usually same salary range. Promotion, on the other hand is the permanent
movement of a staff member from a position in one job class to a position in another job class
of increased responsibility or complexity of duties and in a higher salary range.

2. Internal Job Posting

Job Posting is an arrangement in which a firm internally posts a list of open positions (with
their descriptions and requirements) so that the existing employees who wish to move to
different functional areas may apply. It helps the qualified employees working in the
organization to scale new heights, instead of looking for better perspectives outside. It also
helps organization to retain its experienced and promising employees.

3. Employee Referrals

It is a recruitment method in which the current employees are encouraged and rewarded for
introducing suitable recruits from among the people they know. The logic behind employee
referral is that “it takes one to know one”.
External Sources:

External methods of recruitment are again divided into two categories- Direct External
Recruitment and Indirect External Recruitment methods.

Direct External Recruitment Methods

1. Campus Recruitment

In Campus Recruitment, Companies / Corporate visit some of the most important Technical
and Professional Institutes in an attempt to hire young intelligent and smart students at
source. It is common practice for Institutes today to hire a Placement Officer who coordinates
with small, medium and large sized Companies and helps in streamlining the entire Campus
Recruitment procedure.

Indirect External Recruitment Methods

Advertisements:

Advertisements are the most common form of external recruitment. They can be found in
many places (local and national newspapers, notice boards, recruitment fairs) and should
include some important information relating to the job (job title, pay package, location, job
description, how to apply either by CV or application form, etc).

Job Portals:
Job Portals are the most popular and widely used tool by companies and recruitment teams
to facilitate the smooth flow of recruitment process in the competitive world. Job Portals
provide a platform for the employers to meet the prospective employees. The job aspirants
can register in job Portals by creating a user ID. Job Portals allow users to submit and edit their
resumes and apply for specific jobs at companies of their choice. Once registered, job aspirants
get email job alerts and can respond to job related questions from the employer companies.
The companies have the choice to search for their ideal candidate from the resume database
using various options and parameters available in the job Portals.
 Walk-ins: Walk-ins is relatively inexpensive, and applicants may be filed and processed
whenever vacancies occur. Walk-ins provide an excellent public relations opportunity because
well treated applicants are likely to inform others. On the other hand, walk-ins show up
randomly, and there may be no match with available openings. This is particularly true for jobs
requiring specialized skills.

Public and private employment agencies: Public and private employment agencies are
established to match job openings with listings of job applicants. These agencies also classify
and screen applicants.

E-Recruiting: There are many methods used for e-recruitment, some of the important
methods are as follows:
a. Job boards: These are the places where the employers post jobs and search for
candidates. One of the disadvantages is, it is generic in nature.
b. Employer web sites: These sites can be of the company owned sites, or a site
developed by various employers.
c. Professional websites: These are for specific professions, skills and not general in
nature.

Gate Hiring and Contractors: The concept of gate hiring is to select people who approach on
their own for employment in the organization. This happens mostly in the case of unskilled
and semi-skilled workers.

SELECTION
The size of the labour market, the image of the company, the place of posting, the nature
of job, the compensation package and a host of other factors influence the manner of aspirants
are likely to respond to the recruiting efforts of the company. Through the process of recruitment,
the company tries to locate prospective employees and encourages them to apply for vacancies at
various levels. Recruiting, thus, provides a pool of applicants for selection.
To select means to choose. Selection is the process of picking individuals who have relevant
qualifications to fill jobs in an organisation. The basic purpose is to choose the individual who can
most successfully perform the job from the pool of qualified candidates.

Purpose:
The purpose of selection is to pick up the most suitable candidate who would meet the
requirements of the job in an organisation best, to find out which job applicant will be successful,
if hired. To meet this goal, the company obtains and assesses information about the applicants in
terms of age, qualifications, skills, experience, etc. the needs of the job are matched with the
profile of candidates. The most suitable person is then picked up after eliminating the unsuitable
applicants through successive stages of selection process.

The Selection Process:

Selection is usually a series of hurdles or steps. Each one must be successfully cleared before the
applicant proceeds to the next one. The time and emphasis place on each step will definitely vary
from one organisation to another and indeed, from job to job within the same organisation. The
sequence of steps may also vary from job to job and organisation to organisation. For example,
some organisations may give more importance to testing while others give more emphasis to
interviews and reference checks. Similarly, a single brief selection interview might be enough for
applicants for lower-level positions, while applicants for managerial jobs might be interviewed by
a number of people.
SELECTION PROCESS FLOW CHART:

RECEPTION:

INFORMATION EXCHANGE:

Check for various criteria’s (Age, Education, Experience, Pay expectations etc)

EVALUATION:

PHYSICAL AND MEDICAL EXAMINATION:

REFERENCE CHECK:
candidate’s supervisor at his previous work place and getting his

1. Reception:
A company is known by the people it employs. In order to attract people with talents, skills and
experience a company has to create a favourable impression on the applicants’ right from the
stage of reception. Whoever meets the applicant initially should be tactful and able to extend help
in a friendly and courteous way. Employment possibilities must be presented honestly and clearly.
If no jobs are available at that point of time, the applicant may be asked to call back the personnel
department after some time.
2.Information Exchange:
The information exchange is mainly useful to state the purpose of the interview, how the
qualifications are going to be matched with skills needed to handle the job.
Begin with open-ended questions where the candidate gets enough freedom to express himself.
Focus on the applicant’s education, training, work experience, etc. Find unexplained gaps in
applicants past work or college record and elicit facts that are not mentioned in the resume.

3.Evaluation:
Evaluation is done on basis of answers and justification given by the applicant in the interview. A
preliminary interview is generally planned by large organisations to cut the cost of selection by
allowing only eligible candidates to go through the further stages in selection. A junior executive
from the Personnel Department may elicit responses from the applicants on important items
determining the suitability of an applicant for a job such as age, education, experience, pay
expectations, aptitude, location, choice etc. this ‘courtesy interview’ as it is often called helps
the department screen out obvious misfits. If the department finds the candidate suitable, a
prescribed application form is given to the applicants to fill and submit.

Selection Testing:
Selection tests or the employment tests are conducted to assess intelligence, abilities, and
personality trait. A test is a standardized, objective measure of a person’s behaviour,
performance or attitude. It is standardised because the way the tests is carried out, the
environment in which the test is administered and the way the individual scores are calculated-
are uniformly applied. It is objective in that it tries to measure individual differences in a scientific
way giving very little room for individual bias and interpretation. Some of them are

a Intelligence Tests
b Aptitude Test
c Personality Test
d Simulation Tests Graphology Test
e Polygraph (Lie Detector) tests
Types of interviews:

Several types of interviews are commonly used depending on the nature and importance of the
position to be filled within an organization.
O In a non-directive interview the recruiter asks questions as they come to mind. There is no
specific format to be followed.
O In a patterned interview, the employer follows a pre-determined sequence of questions.
Here the interviewee is given a special form containing questions regarding his technical
competence, personality traits, attitudes, motivation, etc.
O In a structured or situational interview, there are fixed job-related questions that are
presented to each applicant.
O In a panel interview several interviewers question and seek answers from one applicant.
The panel members can ask new and incisive questions based on their expertise and
experience and elicit deeper and more meaningful expertise from candidates.

4. Physical and Medical Examination:

After the selection decision and before the job offer is made, the candidate is required to undergo
a physical fitness test. A job offer is often contingent upon the candidate being declared fit after
the physical examination.

5. Reference Checks:
Once the interview and medical examination of the candidate is over, the personnel department
will engage in checking references. Candidates are required to give the names of 2 or 3 references
in their application forms. These references may be from the individuals who are familiar with the
candidate’s academic achievements or from the applicant’s previous employer, who is well versed with the
applicant’s job performance and sometimes from the co-worker’s.
 CHAPTER - 3
RESEARCH
METHODOLOGY

RESEARCH METHODOLOGY

Business research is a systematic enquiry that provides information to guide business decision
and aimed to solve managerial problems. Business research is of recent origin and it is largely
supported by business organizations that hopes to achieve competitive advantages Research
Methodology is a way to systematically solve the problems. It may be understood as a science
of studying how research is done scientifically. It includes the overall research design, the
sampling procedure, data collection method and analysis procedure.

3.1 Title: To study, evaluate and analyse the selection and recruitment process in NISG

3.2 Title Justification

The data was collected using primary resource (questionnaire and interviews with employees
and candidatures) and secondary resource (Recruitment manual, service rules and Internet).
The interpretation is done based on the primary data which has been collected through the
questionnaire which were distributed to the employees for the purpose of getting feedback
regarding “Recruitment & Selection” process in Chawla Publications.

3.3 Objectives of study

i. To understand the process of recruitment

ii. To know the sources of recruitment and services at various levels and various jobs
iii. To Understand and analyse various HR factors including recruitment and selection
process.
3.4 RESEARCH DESIGN: Exploratory Research

In this study, we specify the process of recruitment and selection and how much satisfied
they are with all the procedures done.
A research design is the specification of methods and procedures for acquiring the
information needed to structure or solve the problem. It is the overall operational pattern or
framework of the project that stimulates what information is to be collected from which
source and by what procedure. On the basis of major purpose of our investigation the
EXPLORATORY RESEARCH was found to be most suitable. This kind of research has the
primary objective of development of insights into the problem. It studies the main area where
the problem lies and also tries to evaluate appropriate courses of action.

3.5 Sampling
Sampling technique - Probability technique
Sampling type - Simple Random Probability technique
Sample unit- Employees of NISG

3.6 DATA COLLECTION SOURCES Primary data

The data that is collected first hand by someone specifically for the purpose of facilitating
the study is known as primary data. So, in this research the data is collected from respondents
through QUESTIONNAIRE
PRIMARY SOURCES
The data required for the study has been collected from-

QUESTIONNAIRE
survey among the officials and employees of NISG

PERSONAL INTERVIEWS
with the company representatives regarding recruitment and selection practices in
organization.

Secondary Data
Secondary data refers to information gathered by someone or other than the researcher
conducting the current study. Such data can be external internal to the organization and
accessed through the Internet or perusal of recorded or published information. Secondary
sources of data provide a lot of information for research and problem-solving. Such data
are as we have seen mostly qualitative in nature.

SECONDARY SOURCES:
The secondary data has been collected from:
Internet, websites
Organizational Reports
Case Studies
Business magazines
Books
Journals on e-learning Industry.
 CHAPTER-4

ANALYSIS

AND

INTRPRETATION
 INTERPRETATION OF QUESTIONNAIRE:

The analysis of the data is represented graphically along with the interpretations, which are as
follows:

1) How do you come to know about openings in Chawla Publications.

a) Chawla Publications Employees b) News Paper Adsc) Consultants d) Job Portal

Options No. of Percentage

Respondents
NISG Employees 52 52 %
Newspaper Ads 8 8%
Consultants 10 10 %
Job Portals 30 30 %

DRL Employees Newspaper Ads Consultants Job Portals

Interpretation:
The data emphasizes that the external world will come to know about job openings in Chawla
Publications through its employees (52%) which helps the company to bring the best talent
pool into, as the people know what exactly is the requirement, secondly the other major
source is Job portals (30%) as almost all vacancies are published on to the job portals. The
dependency on consultants and newspapers comes into picture only when the requirement
is niche or in large volume.
2) Are applicants treated fairly with courtesy?

a) Poor b) Adequate c) Excellent

Options No. of Percentage

Respondents
Poor 6 6%
Adequate 46 46 %
Excellent 48 48 %
Interpretation:
The above data explains that all the applicants are treated fairly on equality basis:
Excellent- 48%, Adequate- 46%, Poor- 6%. Leadership team of NISG firmly believes that all the
applicants should be interviewed in the same process across the organization.
3) Does the HR team act as a consultant to enhance the quality of the applicant during pre-
screening process? a) Yes b) No

Interpretation:
It is very clear from the data that 96% of the employees feel that the HR team plays a
crucial role in the initial screening so as to ensure the quality of hires. Remaining 4% feel
that HR doesn't play prominent role in initial screening of profiles.
4) Does the organization clearly define the roles and responsibilities of the position being
interviewed for?
a) Well defined b) Partially defined) Undefined

Options No. of Percentage

Respondents
Well-defined 78 78 %
Partially defined 22 22 %
Undefined 0 0%

Does the organization clearly define the roles and responsibilities of the
position being interviewed for?

90
80
70
60
50
40
30
20
Well defined Partially defined Undefined
10
0

Interpretation:

Yes, 78% of employees feel that the roles and responsibilities of any position are clearly defined.
It is done with the help of Role Clarity (RC) Document.
5) Are the panel members competent enough for the role they are interviewing?
a) Yes b) No

Interpretation:
Yes, the employees of Chawla Publications strongly feel that the technical panel
people who are interviewing are competent enough (84%) in terms of their
technicality for the role they are interviewing, a very less percentage (16%) of
employees feel that panel are not competent.
6) Are the HR people trained for making the best hiring decisions?
a) Yes b) No

Interpretation:

Yes, 90% of DRL employees feel that HR people are trained for making the best hiring decisions
so as to avoid the wrong hiring decisions.
7) Do you feel that selection process in NISG is connected with the values of the organization?
a) Poor b) Adequate c) Excellent

Options No. of Percentage

Respondents
Poor 0 0%
Adequate 30 30 %
Excellent 70 70 %

Interpretation:

Yes, 70% of people feel that the recruitment process is connected with the value of
organization. Because the competencies on which the recruitment is done are aligned with the
organization culture.
8) What should be the company’s main source of recruitment?
a) Direct Hires b) Employee Referrals c) Newspaper ads d) Placement Agency

Options No. of Percentage

Respondents
Direct Hires 40 40 %
Employee 30 30 %
Referrals
Newspaper Ads 20 20 %
Placement 10 10 %
Agency

Interpretation:
The major portion (40%) of employees feel that the major source of recruitment should be direct
hires also giving importance to employee referrals (30%) so as to increase the cost effectiveness
of the company. Dependency of Consultant (10%) and Newspaper (20%) is very less.
9) According to you, what should be the percentage of fresher and experienced people in the
organization (ex: 70% experienced, 30% fresher)

Options No. of Percentage

Respondents
90% - 10% 2 2%
80% - 20% 60 60 %
70% - 30% 20 20 %
60% - 40% 18 18 %

Interpretation:
The above data emphasizes that 60% of employees in DRL feel that there should be 80%
experienced people and 20% freshers in the organization because considering the criticality of
manufacturing process and at the same time they also want to provide a chance for young talent
pool.
10)Do you think the organization’s the recruitment and selection process are planned and
achieved as per the timelines?
a) Yes b) No c) Sometimes

Interpretation:

Yes, 82% of the employees feel that the Talent Acquisition Team (TAT) completes the recruitment
process with in the given Service level Agreement (SLA).
11) Rate how well HR finds good candidates from non-traditional sources (ex: LinkedIn) when
necessary?
a) Poor b) Adequate c) Excellent

Options No. of Percentage

Respondents
Poor 4 4%
Adequate 56 56 %
Excellent 40 40 %

Interpretation:

According to the above data, 56% of people feel that potential candidates can also be found put
from non-traditional sources because of the current scenario of manpower market.
12) Does the TAT maintain an adequate pool of quality applicants in pipeline?

a) Yes b) No c) Sometimes

Options No. of Percentage

Respondents
Yes 76 76 %
No 10 10 %
Sometimes 14 14 %

0
 Yes No Sometimes

Interpretation:

According to the above data, 76% of people feel that the TAT maintains
required number of quality applicants in buffer so as to ensure the supply
if manpower, 10% of people feels that TAT doesn’t maintain buffer and
14% feel that sometimes it maintains.
13) Impact of Employee reference in recruiting process
a) Very high b) High c) Neutral d) Less e) Very less
Options No. of Percentage
Respondents
Very high 0 0%
High 32 32 %
Neutral 54 54 %
Less 14 14 % Very less 0 0 %

Interpretation:
According to the above data, 54% of people feel that employee referral doesn’t influence the
selection process as the panel and HR people adhere to the rules, regulations and policies of
recruitment.
14) Should the present hiring process be enhanced?

a) Yes b) No

Interpretation: The above data clearly shows that 76% of the people feel that there is no
need to enhance the recruitment process as the technical panel and HR people strictly follow
the Competence Based Interviewing (CBI) Model ensuring the right qualitative hire.
15) Do you feel the process of raising the manpower request is systematic?

a) Yes b) No

Interpretation:

Raising the manpower request is very important, where 70% of the employees feel that NISG is
following a systematic process. Other 30% people don’t feel this as a systematic process.
.

CHAPTER-5
FINDINGS
AND
SUGGESTION
FINDINGS

The flow of recruitment is routed through SAP only.

The pre-screening process is done well in order to get the good talent pool.
The HR people are making the best hiring decisions by considering all the
competencies.

All the company policies are strictly followed at any point of time.
Most of the positions closed are through direct hires with in SLA(service level
agreement).
Miscellaneous work is more that consumes a lot of time.
Company provides good facilities for both applicants as well as employees.

SUGGESTIONS

The candidate, selected by the Technical and HR panel of one unit should be
considered to place even at other units of Chawla Publication.

Budgeting for critical skill set should be revised.

Critical positions should be closed within the given SLA by proactively keeping the
profiles in buffer.

People should be sent to certifications instead recruiting new people (safety

department).
The Entry level salary of lower-level employees has to be enhanced because of
market level competition where presently a technical trainee of diploma is offered
1 Lac where as other companies are offering more than this.

As there is a lot of miscellaneous work, it can be outsourced.

New referral schemes can be implemented in order to get the required skill set at
the time of emergency.
 CHAPTER-6
CONCLUSION

'The Summer Internship project has helped me gain huge practical Imowledge which can't be
gained only through books. This experience gave me an opportunity to learn new things which
provided me a peek into the corporate culture. Being a fresher, I would never be exposed to a
corporate environment if it were not for this project. I thank National Institute Of Smart
Government for giving me the chance to work ‘with them as a summer intern and showing me
the path of knowledge and experience which will help me succeed in my career and enter into
a bright fun.

The various illustrations of the company given in this report indicate that these processes
require a great deal of thought and advanced planning. In fact, it is not only the HR
department that is involved but various departments like finance, Production, Packing, SCM,
etc department provides the budget and budgeted numbers for the processes and the
manpower gap is determined by inputs from all the departments.
THANK YOU
ANY
QUERIES?
2