Interview

Can you carry on a conversation with someone without having long awkward pauses? Those things are important to master because as a manager, they’ll have to communicate with different people in different circumstances often and they must give feedback to their company members with as little confusion as possible. Having an open and friendly personality will go a long ways with clients when making business decisions. Next, would be to develop networking skills. Networking is the ability to exchange information, contacts, and experience for professional or social purposes.

This Is especially helpful to someone seeking a management position or Just In general cause it can help get someone’s foot in the door just by knowing someone. Also if a situation occurs and someone isn’t properly trained to handle it, it’s useful Just to be able to call someone and receive a second opinion about The more people someone knows, the better off they will be In the long run. 2 Next, is being able to give respect to your subordinates and hierarchy. When employees are treated with respect, they will be more likely to work hard for you. Hen a manger shows that they care for employees, It will often lead to Increased motivation to get tasks done. Workers will also return that respect because you have to give respect to get respect. Showing respect towards the upper management is also important because It will give someone a greater chance to continue moving up In the business and can also help retain a Job If company employees Like the person. Finally, make sure to volunteer for things. “Make sure people know who you are without being too obnoxious about It. (Patella, 1) Don’t be a wallflower and Just blend In with everyone else In the company. You’re trying to be recognized as a leader so showing the capabilities of being a leader is important. Make sure to do as much as possible in terms of going out of your way to help the company in any way possible. Top management will recognize the extra effort being put forward and eventually will reward with a promotion. Also, going to different leadership seminars can train someone on skills needed to effectively manage, motivate, and inspire a team.

All those things are a necessity to know when getting ready for a management position. There are numerous numbers of business positions in modern business environment. For example marketing, finance, accounting, and so on. And these positions are having FIFO differentiations on and on in this time, too. In this situation, finding a right position for one is an important step because a position that does not fit someone’s personality is as detrimental as clothes that do not fit. The results of the position that does not fit well will not be fun, efficient, and also can make quitting or getting fired early.

Since sustainability is a critical issue not only in management but also in employment, the importance of finding the right position increases. There are three big topics for finding the right position, and they are separated and have to be reformed simultaneously. First is discovering inner character. As being educated and spending time from schools, family, and or experiences Job seeker must know about his or her inner character. As knowing about oneself, it could help finding a right position. For instance, it will be a tough Job for an introvert person making sales from people who are unknown.

In this case an extrovert person might do the same job better. Therefore knowing personal character will make the differences finding a right position. Second, is learning specialized skills. A Job seeker, who is considering a bob position, will have to learn specific skills for the Job. This does not mean to learn any kind of skills, it means to have time leaning different kinds of skills and thinking about which skills makes interests and attentions. Skills like handling a computer, for example, when learning about a computer makes interest in computers and makes it feel fun.

This will be a good way to find the right position. Thus, looking for a right position, always be ready and look for interests. 4 Third, doing activities and making experiences. As long as people are living together with another, any kind of activities will be helpful. For example, there are more things to learn from marketing club. Not only know-wows and skills, but also communication with other people and interacting with another is an essential skill for the club. For finding a position, an internship can be a helpful tool for Job seekers.

During an internship program, interns can learn, do, and be trained. This will help the Job seeker by doing the real work at a particular position. All three statements will be helpful, for certain it will be the best when it is performed at the same time. First impressions are critical in Job hunting. Your resume is the first impression for Seibel employers when choosing candidates to interview for positions. A recent graduate should have a one sided single page resume that is easily navigated and tuned towards the reader.

A solid resume consists of 4 major parts, contact information, education, objective, experience; also if applicable skills, activities and honors may be useful. When providing contact information make sure the address and phone number is a number that may always be reached. If either of these contacts are temporary list them as such and the date that they will no longer be available, furthermore keep a armament address or phone number listed. Email addresses are important to list, but make sure the address is professional, also keep voice messages and ring back tones appropriate.

Second to be listed in a 5 new graduates resume should be education. List where you obtained your degree, your major, minor and Spa’s equal to or higher than 3. 0. If you have taken a course that is closely related to the Job you’re applying you may include that coursework. Some sources say to use an objective or summary and other say not too however, if Fourthly listed on a resume includes experience. Many people ask what is acceptable to put in the experience section. One way to organize your resume would be to establish any specific experience you have in the Job, such as internships, volunteer work or full to part time work.

Then, in other experience highlight how you made your living during college or other important employment. When listing your experience always name the organization, your title with them, the location and date. Next, describe first what your duties were, then how you did it and how you were successful. Finally skills, activities and honors might be suitable under certain circumstances. Skills should be exclaimed if for example you speak one or more languages, have a high proficiency in technology or a skill that is identified in the Job description.

Other options are actives such as holding an office position in a student organization, being involved with a sports team, or part of the arts, these endeavors may be listed in this area. Separately, any honors or awards received should be relative to the Job description or show academic achievement. This criteria will help build a strong resume to lead to an interview. 6 If called for an interview, there is one more piece of work that must be done following he process. A thank you letter will set you aside from other candidates.

The letter should be address to whomever the interview was with, starting with giving your appreciation for there consideration. Next, rephrase individual qualifications , and how you felt like a good match for the company. Then after restating your new interests again give your appreciation and thanks with your contact information under your name. Not only will this show them your interest but that extra time had been put forth and the interviewer will remember your name. The Interview – first impression counts! Before an interview it is essential to be well prepared.

One has to consider talking about the resume, to answer questions about it or give further information if required. It is also of importance to be prepared to talk about past working experiences, positions and responsibilities. The applicant should be conscious about his strength and weaknesses to highlight the good skills in the interview. Of course it does not have a good impact on the interview if the applicant is too self confident. It is an advantage to bring more than one copy of the resume. It saves the interviewer time and makes a forward-thinking impression.

To be able to speak fluently and confident, it is advisable to practice talking in time so that the applicant gets used to talking in front of and with people. 7 It is definitely important to dress appropriate and to wear a business suit. Make sure, as a female applicant to not dress too provocative and to not use too much make up. Furthermore it is favorable if the applicant feels comfortable in those clothes to make a relaxed impression. The applicant should definitely arrive earlier than Just on time. The traffic can never be predicted and also public transportations cannot always been trusted.

Parking lots have to be found as well as the right building and office. It makes the worst impression if the applicant comes too late to the tasks of a future manager. It is also good to calm down before the interview and not to be in a hurry or sweaty from running to the interview. During the interview one has to listen carefully and be attentive and to be able to answer the questions as informative as possible. Applicants should not be afraid to ask questions. Prepare some questions before. Asking questions show interest in the company and in the Job. It shows that the applicant wants to learn and adopt.

It also s important for the applicant himself to receive enough information about the company and the Job to find the best position in the right company. After the interview, it is recommendable to take notes about the most important facts and about the company and the Job-position so that it can be compared to other interviews. Make thoughts about what you did well and what you would like to improve in the next interview. Being critical with oneself is important to avoid saying minor things and wrong things 8 in the next interview. If an update about the application status is required contact the according contact person.

The SC Cowen case revolves around the decision to offer potential candidates a job at the firm. The firm has two spots open, but they still have four candidates left. Each candidate has certain pros and cons so a trade-off needs to be made by the recruitment committee so that a decision can be made on who to hire. Reflect upon a time you had a negative recruiting/hiring experience. What were the signs that the experience was not going well?

Explain My first negative recruiting experience was when I applied for an internship at a law firm. I had my interview with both a recruiter and an associate of the firm. Right at the start of the interview I felt there was no fit between myself and the people on the other side of the table. I think I answered most of their questions in a way that I was satisfied with, but I felt that they were really trying to trap me into giving a “wrong” answer. I got this feeling because they were asking me questions that had totally no relevance to what I was applying for.

Furthermore, I got the feeling they were looking down on me as they did not seem to acknowledge some of my achievements (my grades for example). At the end they rejected me because they felt that I did not speak fluent Dutch, even though I have lived in the Netherlands all of my life. I was very disappointed about this, but I did learn how important this cultural fit is. When I look back now I always say to myself that I wouldn’t want to spend 60+ hours a week with people I have no connection with in the first place.

What is your evaluation of the criteria used by this organization in making hiring decisions? Jim Kennedy has specified four types of criteria that have to be taken into account when determining whether there is a fit between the candidate and the job profile. These are education and experience, intellectual capabilities, personality characteristics and motivational characteristics. SG Cowen’s associate evaluation form has the following criteria listed: commitment to firm, maturity, interpersonal skills, leadership, technical skills and work ethic.

Both criteria sets are listed in the table below. I think that SG Cowen uses many of the criteria that Jim Kennedy has identified. What is very different though is that for SG Cowen experience in the current field is not important. Instead they look for a form of affinity with financial markets (as can be seen in the assessment of a candidate’s accounting/finance skills). Which two candidates would you select if you were a member of the recruiting committee at SG Cowen? I would select Natalya Godlweska and Andy Sanchez.

In my opinion investment banking is all about being able to learn fast and commitment. Therefore in a candidate I would look for someone who has been successful and willing to commit himself to both the firm and the job. I believe Natalya and Andy fit these criteria the most. Natalya was Cornell’s top student and Andy managed a highly successful business. I believe Martin has not made up his mind on where he wants to work, which to me says he is not willing to commit himself to SG Cowen. Ken on the other hand has already shown commitment in his previous job.

But I think the hurdle for him are his two very young kids. Having a kid requires enormous amounts of time, especially in their young years and this cannot be combined with a job that requires 120 hours a week of your time. Name one key difference or similarity between hiring and recruiting at SG Cowen and your HR Plan company, and give your opinion on this. For our HR plan we have chosen the company Danone. The recruitment process that SG Cowen utilizes is very different from that of Danone. SG Cowen has chosen one specific day, Super Saturday, as its only recruitment day.

On this day all of the open spots for associates get filled up. Danone recruits throughout the year and essentially has no application deadlines. In my opinion SG Cowen is losing out on many top candidates due to its strict recruitment procedure. By having only one day and thus one deadline to submit your application (in a year! ) they may lose out on top candidates who are tied up for some reason and therefore cannot apply. Noone would be willing to wait a full year, especially in the banking industry where you have so many other good alternatives.

Interview Source – name of interviewee, date of interview, Method of interview 2. complete research uses interviews, surveys, and other methods to collect data from the real world. 3. A research project typically begins with a comprehensive that considers factors such as the topic, research questions, claim, audience, possible format, possible sources, and a search plan. Power 03 – 1. logos appeals to logic. Examples, statistics, and research appeal to our need for logic. Logical appeals use evidence to convince a reader of the truth or validity of your claim 2. pathos appeals to emotion.

Stories, imagery, and connotative words (words that have additional images and emotions associated with them) appeal to our emotions. These techniques arouse emotions such as anger, fear, joy, sadness, or happiness to cause the audience to feel and then to act. 3. ethos appeals to ethics. Responsible research practices and fair use of logic and emotion appeals contribute to the writer’s credibility (authority, believability, and trustworthiness), an important element in persuasion, and appeal to our need to trust that the writer is a legitimate and ethical individual.

Ethical appeals also appeal tothe audience’s character or sense of right and wrong. For items 4 – 10, see page 4 of 4 in Power, Lesson 3 4. Hasty Generalization is a logical fallacy in which a conclusion is based on insufficient evidence or a sample of people that is too small. This fallacy is often linked to stereotypes and prejudices. 5. Post Hoc is a logical fallacy in which we assume that because B comes after A, A caused B. The Latin translates to “after this, therefore, because of this. ” It is also called “false cause. ” 6.

Slippery Slope is a logical fallacy that claims if a particular action is taken it will inevitably lead to an undesirable event, which will lead to another undesirable event or series of events. 7. Authority is a logical fallacy that uses an “authority” who is not an expert on the issue. 8. Popularity is a logical fallacy that claims something is true because most people accept the claim or agree with the position. This fallacy takes advantage of people’s desire to be part of the majority. 9. Fear is a logical fallacy that uses fear to create support for the claim. 10.

False Dichotomy is a logical fallacy that identifies only two choices in a situation, one of which is not a viable choice. It is often called either/or reasoning. Power 04 – 1. pathos words are words that communicate additional emotions, ideas, and images. Audiences respond to these connotative words—sometimes without even knowing it—because they make us feel something. 2. Propaganda  is the use of any technique that attempts to influence the opinions, attitudes, emotions, or actions of a group to benefit the person, company, or group that created the persuasive material.

Types of propaganda: 3. name calling , this technique gives names to the individuals, groups, nations, beliefs, or products that the writer would like to condemn or reject. This device causes us to make a judgment out of hate or fear of the element perceived to be bad. 4. Glittering generalities , this technique uses attractive, apealing words to describe whatever is being premoted. The words sound nice, but they are vague and used for their emotional effect. This device conveys the idea that “good people will accept idea or product x because it is good. 5. transfer , this technique transfers the authority or reputation of someone or something to the thing being premoted. Transfer can cause the audience to have positive or negative feelings 6. Testimonial, this device prompts us to accept an idea or product because someone else accepts it. 7. Bandwagon, this device says, “Everyone is doing, buying, or believing x, and so should you. ” 8. Plain folk this technique attempts to convince audiences that the person being portrayed is an average citizen or the idea is what a regular person believes. 9.

Card stacker this device selectively presents information that is favorable or omits information that is unfavorable for persuading the audience. Power – 05 – 1. An appeal to credibility relates to the audience’s perception of the credibility of the writer, company, lawyer, or artist using the appeal. 2. Libel, slander, copyright infringement, and ethos are all writing practices that could affect the ethical appeal of a writer. 3. Define the word plagiarism: not your work 4. Using someone’s exact words from a source while giving credit to the source is termed copy write 5.

Using information from a source but putting the information in your own words is termed paraphrasing. (T ) You must still give credit to a source when you paraphrase the source. 6. Reference: correspond to entries on the Works Cited page; they tell our readers enough information so that they can locate the source on the Works Cited page. 7. slander is a method of citing sources within a text by putting the main identifying source information in paren’theses at the end of a sentence. (Paren’thetical Citations) 8. False – Major works such as books, movies, and newspapers should be ut in italics or underlined while smaller works such as poems and short stories should be put in quotations. 9. Sources from a works cited list should be in alphabetical order. Power 06 – 1. List ten quality transition words from page 3 of Lesson 6: consequently; because furthermore; in the same way moreover; also clearly; then; additionally and; in addition 2. theme is the sentence that states the main idea or point of that paragraph. Betrayal – In this module sstudents will use Shakespeare’s Julius Caesar to analyze themes of betrayal.

Shakespeare can be difficult for any student, especially sstudents that have never read any Shakespeare before. Sstudents can and should use Sparknotes as a resource. There will be links to Sparknotes and videos tthroughout the lesson. Please don’t hesitate to contact your instructor for help. Betrayal 01 – 1. Shakespeare’s Julius Caesar is about the aassassination of Julius Caesar and the story of betrayal by Brutus. 2. setting refers to the time, place, and culture in which a story is set. 3. Shakespeare’s theatre was called the pitt 4. At the opening of the play Caesar is returning from victory in battle.

He has just defeated another Roman General named Cassius; 5. Why are Modulus and Flavius so upset with the commoners in Act I, Scene 1? Because he wouldn’t let them fight Betrayal 02 – 1. It is important to know at this point in the play that Brutus does not know whether to support Caesar or to go against him. 2. In Act II, Brutus agrees to kill caesar but he will not kill his parther as a part of Cassius’ plan. 3. What is Calpurnia’s dream about? Julius Caesar dying Betrayal 03 – 1. Will he kill a friend to save an empire? Yes Betrayal 04 – 1. Who said, “Et tu, Brute! Then fall, Caesar. ” Julius Caesar 2.

Introduction to Procter & Gamble Procter & Gamble (P&G) is a multinational corporation that provides consumer products in the areas of pharmaceuticals, cleaning supplies, personal care, and pet supplies. The global consumer goods company was started by William Procter, an English candle maker & James Gamble, an Irish soap maker in 1837, and has been well established since then, ranking fifth place of the “World’s Most Admired Companies” by Fortune Magazine . P constantly strives to provide branded products and services of superior quality and value that improves the lives of the world’s consumers , where P brands serve 4. billion people in more than 180 countries. A High Performing Organization Being a multinational corporation, P values its people as the company’s most important as-set and source of competitive advantage, and understands that its success greatly depends on the strength of the talent pipeline. The Human Resources department inevitably plays an im-portant role to the company, responsible in attracting the top talents, managing P talent globally to enable career development and growth across businesses and geographies and de-veloping leaders at P around the world in every business, in every region and at every level.

In view of the fast technological advances, P continues to stay at the global frontline by in-corporating e-HR into its everyday processes such as selection, recruitment and training. The use of the Human Resources Information Systems (HRIS) was also able to increase administra-tive efficiency and produce reports that have the potential to improve decision making for managers. E-HR not only provided human resources departments with the opportunity to make information available and accessible to managers and employees, but was also able to improve the company’s overall efficiency and effectiveness.

With all its efforts over the years, P has been widely recognized as the industry’s global in-novation leader and brand-building leader of the industry, being consistently ranked by leading retailers in industry surveys as a preferred supplier and generating $82. 6 billion dollar of sales in 2011 alone. The HR department was also awarded the “2010 Asian Human Capital Award from Singapore’s Minister for Manpower”, a highly recognized award in the industry. Technology in HR Functions Training & Development

Early 2000s Being a global company that has hundred years of history, P&G owes its success partly to its large pool of capable and well-trained workforce. P&G trained its workforce on a regular basis. Since early 2000s, P&G sees the need to share product information and knowledge to its em-ployees quickly, while keeping its employees skilled and knowledgeable. P&G thus appointed Saba Learning Enterprise to develop an Internet-based learning system to be used by over 100,000 of its employees in over 70 countries .

Through the collaboration with Saba Learning Enterprise, P&G were able to have a scalable system which featured various functions through its web compatibility. Powering the RapidLEARN initiative , Saba had helped P&G to consolidate multiple Learning Management Systems (LMSs) into one that improved the company’s global learning pace, thus reducing its costs greatly . New strategies and direction could be passed on to its employees with great consistency. Through the development of such integrated system, P&G was thus able to meet the needs of various business requirements.

As a result of this, number of employees that utilized e-learning had increased from less than 5% to over 25% . It was estimated that such initiative had resulted in cost savings of around $14million after 5 years. In 2003, P&G moved on to engage BrightWave, UK e-learning developer, to transform its in-house presentation materials into an online training program, a 2-hour stand alone modular course, for its employees . Late 2000s With the success of Saba since early 2000s, the system had undergone multiple upgrades and customization.

By 2009, the Saba system provided online training to over 90,000 of its em-ployees. There was an average of 16,000 individuals among P&G’s employees that made used of its online training each month. Such success leads P&G to expect an online training growth in the near future. To support such anticipation, P&G planned to improve its learning management system in terms of its availabili-ty, tracking, learning process governance and application support . As a result, P&G decided to assign Accenture in developing its learning management system for 6 years.

Prior to the transformation, P&G had over 200 training administrators that provided decentra-lized Tier 1 support, with multiple vendors providing support on more serious application issues on Tier 2 and Tier 3 . Over a period of 3 months, all support services from Tier 1 to Tier 3 had been successfully migrated to Accenture to meet several objectives such as creating a consis-tent development on its application system, having a reliable learning system with high availa-bility, as well as improving the control of its learning process .

To meet the increasing demand that P&G was expecting, it moved its Saba-based RapidLEARN to a clustered environment. Today, P&G had a reliable LMS which was scalable to meet the increasing need of web-based training across the globe. More than 90,000 of P&G’s employees now have access to the system. Today •Online system To enable all its employees be updated with the most up-to-date trainings, all of P&G’s em-ployees have access to a website (P&G’s online system) listing all the available courses, with details such as timing, course descriptions, and illegibility.

P&G’s employees are to sign up for all the trainings online through a common online system. With online registration, em-ployees are able to understand the details of the course as well as select the suitable sche-dule for the courses quickly through a simple click. New courses can be search and signed-up courses can be dropped through the same online system. Aside from the course listings, the webpage also has other information (guidelines) that guides its employees through their own learning path.

The system contains detailed infor-mation on the career stage at which certain trainings should be taken. Trainings are categorized into “General Trainings” which covers soft skills such as leadership and business communications and “Functional Trainings” which covers expertise knowledge such as finance and marketing. All these trainings are also categorized according to different career stage. As a result, the availability of the guidelines aims to help its employees sign up for the suitable courses during different career stage. E-learning For online trainings or the so-called “e-learning courses”, employees are able to complete the course at the leisure of their own pace. The system will track the attendance and progress of each employee in the trainings. In fact, employee’s attendance record for all courses attended is readily available online. Some of the common e-learning courses include training on procedures, standard business models, and business ethics. Upon completion of such courses, there will be compulsory tests which the employees have to pass.

According to one of the employee’s experience, while such e-learning courses provide them with the necessary information, the knowledge absorbed is very much short-term. Some-times, employees will end up skip the on-line courses and move on directly to the tests by guessing the correct answers so as to pass the tests. Such ‘short-cut’ approach defeats the company’s purpose of having online trainings and wastes the resources of the company. •Trainings across the globe Being a global company, the company carries out its e-learning globally.

The same trainings are made available to all of its employees at different countries. For other trainings that are not carried out online, the company provides the same content to be used globally. The ac-tual trainings will, however, be carried out by P&G at different regions and offices separate-ly. The trainers for such courses often come from P&G’s employees. These are keen employees who sent to external trainers to receive trainings. As a result of that, the training content of non-online trainings (despite having the same content across the globe) may vary slightly depending on the trainers’ style and expertise.

In any case, not all trainings can be attended by all employees. Some training has specific requirements of having to meet certain career stage. Hence an approval status is needed before the employee can attend it. There are also certain trainings which can only be at-tended by certain employees upon recommendation from the managers. Therefore, em-ployees have to take note of such details as well as the location of trainings as an employee in Singapore could not simply attend trainings that are held in United States.

The overall benefit of having such a complete online system in its training system is to allow P&G’s employees to realize their own learning progress and to direct them into knowing what kind of skills they need to develop further in the future. It also serves to save employees time by providing the employees the flexibility of completing the trainings at the own time. E-Recruiting With nearly 300 brands worldwide, P&G places high importance in the people and values the talent of every individual.

The company spare no effort in attracting suitable talents into its company and promises to offer exciting new challenges, tremendous growth and support, and a chance to touch and improve lives daily for every of its staff. In the modern era, there have been an increasing number of people who are dependent on technology and the internet. In the past, people used to flip through job ads in newspapers. However in this age of internet technology, more people are increasingly turning to online job portals such as monster. com, recruit. et and efinancialcareers. com. USA Today reports that 95% of the college graduation class of 1997 used the Internet as the medium of choice for their job searches while a recent study by JWT Specialized Communications found that 70% of active job seekers are more likely to use the Web than traditional job hunting methods . The increasing popularity of these new and rising recruitment channels provide fresh and innovative ways that P&G can tap onto for their recruitment efforts, instead of relying only on personal network or head hunters.

One example of such a channel is the increasingly popular use of online job por-tals (e-recruiting) in a candidate’s job search. P&G’s human resource team was able to identify the fast and moving trends of technology and in turn capitalize on the accessibility and availability of the internet to incorporate into its hiring process, making e-recruiting a part of their overall recruiting strategy. The key to successful e-recruiting is by providing a good job site which would make it easy for candidates to understand and apply and for the company to accomplish its goals of attracting the right talent.

McKinsey & Company, the global consulting firm, identified recruiting as a critical issue in its 1998 report, The War for Talent, where McKinsey points to various demographic and industrial changes that are making it harder to recruit and retain good employees . A Fast Company article on the report also reiterated the importance of talent, stating that “The most important corporate resource over the next 20 years will be talent: smart, sophisticated businesspeople who are technologically literate, globally astute, and operationally agile. And even as the demand for talent goes up, the supply of it will be going down. By providing a good e-recruiting website, P&G is able to benefit as the website has acted as an effective filter, making it easy for the correct candidate to apply and deter the wrong applicants from applying. Other benefits of e-recruiting include huge cost savings. Research has shown that e-recruiting is not only faster than traditional channels but the efficiencies of e-recruiting can also cut the amount of time needed to identify, interview and hire for a vacant position, in turn helping a company to save as much as $8,000 per hire over traditional hiring channels .

Considering the scale of P&G with more than 129,000 employees worldwide, the amount of cost savings is substantial by just making 10% of it hires through e-recruiting. A unique website domain was devoted to P&G’s career centre: http://jobs-pg. com/, with a link to a similar interface easily accessible, appearing on the home page just beside the “Investor Relations” tab, signifying that P&G values e-recruiting as much as it cares about its investors.

This career website has been designed in a very user friendly manner, where one is able to search jobs by category, location or groups, enabling candidates to be able to identify the area of interest or job they would like to apply quickly. P&G’s hiring process is then spilt into 5 gen-eral stages, namely application, assessment, initial interview, final interview and the offer, with specific instructions on what is required for every individual step. •Application

This simple application process instituted a “paperless” online application system allowing electronic applications to be submitted 24 hours a day and helping the company to find ap-plicants in a timely manner. The information required in the application stage includes con-tact information, education, resume, questionnaire, confirmation and a summary. Appli-cants are also able to save the application as a draft first before completing it at a later time, allowing greater flexibility. •Assessments P&G uses online assessments to measure skills and accomplishments that generally do not emerge from interviews.

These assessments are beneficial and well received by the appli-cants as it not only allow the company to assess the abilities of the applicant, but also help determine if it is equally beneficial for the applicant to continue through the hiring process, in turn acting as a screening stage for both parties. Examples of the online assessments are: oSuccess Drivers Assessment: “Assess your background, experiences, interests and work related attitudes and measures your compatibility against P&G compe-tencies for defining successful job performance” oReasoning Screen: “Measures your cognitive ability.

This is important because the nature of our work is complex and continually changing” •Initial Interview Behavioural based interviews used to know more about the applicant’s previous accoplish-ment and the applicant relate to, compare with and connect with the company’s Success Drivers. •Final Interview One-to-one or panel interviews to find out in greater detail about the applicant’s skills and capabilities. This is also an opportunity for the applicant to get a more in depth understand-ing of P&G’s unique culture, values and endless opportunities. •Offer

An offer of employment will be first notified through a phone call before a confirmation with details is given through the electronic mail. The comprehensive and descriptive steps of e-recruiting has allowed P&G to achieve a competi-tive advantage in attracting global talents to its company by making job postings available and conducting a firsthand filter of the job applicants through the several stages of recruitment in place. The advantages of e-recruiting for P&G include the ability to reach a wider range of audience, being cost effective and achieving a faster recruitment cycle.

With cost effectiveness and a faster recruitment cycle being discussed previously, the ability to reach a wider range of audience is especially important for a global company with job openings suitable for people from all over the world. Opportunities/ Recommendations P&G faces many opportunities that it can tap onto for growth. With the constant increase in the use of internet revolutionizing the way people communicate and interact, majority of the companies today have incorporated e-recruiting into their recruitment strategy.

Therefore there is a need for P&G to tap into new opportunities to further enhance and improve its current e-recruiting strategy. In conducting the field research of e-recruitment in P&G, it could be seen that technology was greatly used in the application, assessment and offer process, but not applied in the initial and final interview process. Hence P&G could actively test alternative methods of recruitment such as using audio and video conferencing or a real-time virtual Business Game Challenge in the interview stages to continue develop its recruitment strategy.

For training wise, our group believes that P&G could have regular pop-up quizzes which test its employees on the general contents of the past trainings that the employees have attended. This serve to add on the recall on the employees and reminding them about knowledge taught such that it will prevent the employees from forgetting the training content after attending them. This is to ensure that all the resources that P&G develop are put into good use.

Such pop-up quizzes, though simple, could serve as a constant reminder about the need of being aware of such knowledge even though they may not use them directly on a day-to-day basis. Conclusion Based on the above discussion, we see that talent is the key resource that drives P&G forward and helps the company to remain on top in today’s competitive market. Realizing this, P&G never let loose its effort in finding the right talent and providing them with proper trainin. The company want to ensure that all of its employees share the same values and are equipped with the most up-to-date product knowledge in a consistent manner.

In order to do this efficiently, the use of technology in its e-HR system has proven to be an ef-fective and efficient method that keeps the company ahead globally. With change being the only constant in today’s world, the continuous upgrades in its HR system as well as review on recruitment process are some of the key efforts which require great efforts and are of high importance to the success of the company. Considering the size and global positioning that P&G has, keeping its e-HR competent is therefore the key to success. ? References

Fast Company (1998). “The War For Talent”. Retrieved 22 December 2011 from http://www. fastcompany. com/online/16/mckinsey. html Mark. H & Jakob. N (1999). E-Recruiting. Creative Good Inc. McKinsey & Company (2001). “The War For Talent”. Retrieved 22 December 2011 from http://autoassembly. mckinsey. com/html/downloads/articles/War_For_Talent. pdf CNN Money (2011). “World’s Most Admired Companies”. Retrieved 20 December 2011, from http://money. cnn. com/magazines/fortune/mostadmired/2011/snapshots/334. html Procter & Gamble (2011). Purpose & People”. Retrieved 20 December 2011, from http://www. pg. com/en_US/company/purpose_people/index. shtml National Center for Asia Pacific Economic Cooperation (January 2002) “Asia-Pacific e-learning Alliance: A Report on e-Learning and Best Practices” Retrieved 19 December 2011, from http://unpan1. un. org/intradoc/groups/public/documents/APCITY/UNPAN011272. pdf SABA Customer Overview (September 2001) “Procter & Gamble”. Retrieved 21 December 2011, from http://www. betacom. com. pl/files/other/PnG_v4. pdf

National Center for Asia Pacific Economic Cooperation (January 2002) “Asia-Pacific e-learning Alliance: A Report on e-Learning and Best Practices” Retrieved 19 December 2011, from http://unpan1. un. org/intradoc/groups/public/documents/APCITY/UNPAN011272. pdf Training Press Releases (11 April 2003). “Procter & Gamble use BrightWave”. Retrieved 20 December 2011, from http://www. trainingpressreleases. com/news/brightwave/2003/procter-gamble-use-brightwave Accenture (2009). “Helping Procter & Gamble strengthen a culture of high performance through its learning program”. Retrieved 21 December 2011, from

Acknowledgement

I take this opportunity to present my gratitude to all who helped me during the course of the project for their aspiring guidance, invaluably constructive criticism and kind advice throughout the project work. I am sincerely grateful to them for sharing their sincere and revealing views on a number of issues related to the project. I express my heartfelt thanks to Mr. Gopal Tripathi for their support & guidance at SHREE CEMENT LTD. I would also like to thank my project external guide Mr. R. K. Shrivastava and all the people who provided me with the required facilities of working conditions conducive for my project work.

Preface

As we are stepping into the 21st century with the era of modernization & globalization, organizations are seeking to bring continuous improvement and required changes in all fields of activities. One key area is to build a pleasant working environment within the organization and to study the behavior of the employees for the purpose of identifying the scope of improvement in the organizational effectiveness. The main objective of this project is to get the hands on experience of the office and management and various systems and procedures on effective working.

Company profile background

Over the last decade, a significant change in business environment has caused organizations around the world to transform their business model in order to maintain leadership. This change is hyper-competition – a state that renders traditional competitive advantage unsustainable. Rapid product introductions to battle the pressures of commoditization is impacting organizational bottom line faster than ever before. Shree Cement Ltd. is an energy conscious & environment friendly business organization.

Having Nine Directors on its board under the chairmanship of Shri. B. G. Bangur, the policy decisions are taken under the guidance of Shri. H. M. Bangur, Managing Director. Shri. M. K. Singhi, Executive Director of the Company, is looking after all day- to- day affairs. The company is managed by qualified professionals with broad vision who are committed to maintain high standards of quality & leadership to serve the customers to their fullest satisfaction. The board consists of eminent persons with considerable professional expertise in industry and field such as banking, law, marketing & finance.

Shree cement a leading cement manufacturer of North India, has been participating in the infrastructure transformation for India for over two decades. It started operation in 1985 and has been growing over since. Its manufacturing units are located in Beawer, Ras in Rajasthan. It also has grinding unit at Khuskera near Gurgaon. It has 3 brands under its portfolio viz. Shree Ultra Jung Rodhak cement, Bangur Cement and Tuff cement. Its record of steady profitability and healthy operating margin was maintain in 2007-08 as well. It registered a growth of 51% in net sales which stood us at rs. 2065. 7 cr in 2007-08. Its net profit increase by 47% to rs. 260. 37 cr. During the year. Shree always strives to sustain it reputation as a respected corporate citizen. Its acknowledges that is operation have multiple impacts on the environment and communities in which it operates. Its business strategies and performance demonstrate a high level of commitment to preservation of environment and social development apart from economic success.

History of company

1979 – The Company was incorporated on 25th October, at Jaipur. The Company was promoted by members of the Bangur family and others. Shree Digvijay Cement Co. Ltd. , Graphite India, Ltd. and Fort Gloster Industries, Ltd. took active part in the promotion of the Company. The Company manufacture’s cement & cement products.

To reduce fuel and power consumption, the Company adopted the latest dry process, four stage preheater precalcination technology of clinkerisation and air swept roller mill grinding system for raw material and coal grinding.

The Company entered into agreement with F. L. Smith & Co. A/s Copenhagen, a designer and manufacture of cement plants, its associates F. L. Smith & CIA. Epola S. A. Madrid and with Larsen & Toubro Ltd. , Mumbai for the supply of plant equipment and services for the proposed project. 1984 – 70 No. of equity shares subscribed for by the signatories to the Memorandum of Association. In Oct. /Nov. 1, 53, 99,930 No. of equity shares issued of which 1, 06, 99,930 shares reserved for firm allotment as follows:

• 48,00,000 shares to Shree DigVijay Cement Co. Ltd. ;
• 11, 00,000 shares each to Graphite India, Ltd. and Fort Gloster Industries, Ltd. And
• 36, 99,930 shares to Directors, their friends etc. Including upto 25, 00,000 shares to NRIs With repatriation rights.

The balance 47, 00,000 shares offered to the public of which 18, 80,000 shares offered for allotment on preferential basis to Non-Residents.

• 1985 – Commercial production commenced from 1st May.
• 1986 – A diesel generating set of 13. 6 MW was installed for captive power generation
• 1987 – 46, 00,000 shares issued to financial institutions in conversion of loans.
• 1991 – Production of clinker and cement declined due to a major shut down of the plant for implementation of modernization/renovation/modification work.

TPA capacity in Rajasthan

• 7, 96,000 No. of Equity shares issued to financial institution in conversion of loan. 1992 – 36,00,000 shares allotted to FLT Ltd. a wholly owned subsidiary of P. L. Smith & Co. Denmark under financial collaboration agreement. 1993 – The Company undertook a scheme of implementing second stage of its licensed capacity to increase its capacity to 3300 tones per day.
• The Company issued 21975 – 16% each with equity warrants and these will be converted as per institutional guidelines.
• 2, 40,021 shares issued in pursuance of scheme of Amalgamation. 994 – The Company issued 10, 00,000-16% Secured Redeemable NCD of Rs 100 each on private placement basis.
• A scheme of amalgamation of an existing leasing and finance Company with the Company was prepared for undertaking leasing activities and other financial services on large scale.
• M/s. Mannakrishna Investment, Ltd. is a subsidiary of the Company. 1995 – The Company undertook the implementation of new unit of 124 MT capacities per annum named Raj Cement.
• 43,95,000 No. of Equity shares on surrender of detachable optional share warrants attached with 16% unsubscribed non-Convertible Debentures of 100 each. 996 – The Company commissioned its second cement plant – Raj Cement with a capacity of 12. 4 lakh tones per annum in Beawer.
• 58, 06,204 rights shares issued (prem. Rs 10 per share) in the prop. 1:5. 1998 – Shree Cement, the Calcutta-based PD-BG Bangur group company, has decided to issue preference shares aggregating Rs 15 crore to mobilize long-term funds.
• Shree Cement’s expansion in capacity by 12. 4 lakh tones at the new unit in Beawer has made it a leading cement manufacturer in North India.
• IC RA has downgraded the rating of the NCD programme of Shree Cement Ltd (SCL) from LAA to LA. The Rs 372-crore 1. 25 million tonne cement plant near Ajmer was commissioned during the year after considerable delay due to an explosion in the electro-static precipitator.
• Shree Cements has an installed capacity to produce up to two million tones of cement per annum in Rajasthan and has an equity capital of about Rs. 34 crores. 1999 – The company has been awarded the first prize for energy conservation in 1998 in the cement sector.
• SCL, belonging to the house of Bangur’s, is one of the largest cement manufacturers in North India, having the installed capacity of 2 million tones.

Its plants are located in Rajasthan. The new plant was set up at Beawer with the capacity of 1. 24 million tpa in Rajasthan. • Unit I and Unit II of the company receives National Award for ‘Best Electrical Energy Performance’ and ‘Best Thermal Energy Performance’ in the Cement Industry for the year 2000-01.

Decides to change the Accounting year to April – March each year and accordingly the current year is only for nine months. • Appoints Mr. M K Singhi as the Executive Director of Shree Cements. In pursuance to the IDBI, companies approve for early redemption of privately placed under noted cumulative redeemable preference shares.

Change in Management Structure

Mr. B G Bangur re-appointed as executive chairman and Shri H M Bangur re-appointed as the Managing Director for a period of five years. 2003 – Members approve for the delisting of its shares from 4 stock exchanges of Jaipur, Kolkota, Delhi and Chennai exchanges.

Confers the Runner up National Safety Award by the Ministry of Labour, GOI, in recognition of outstanding performance in Industrial Safety achieving longest accident free period. Receives permission for delisting of shares from Delhi Stock Exchange.

The company has been conferred National Award for Excellence in Energy Management 2003 instituted by the Confederation of Indian Industry (CII) and Sohrabji Godrej Green Business Centre.

Philosophy

Let noble thoughts come to us from all over the world.

The company always believes in complete transparency and discharge of the fiduciary responsibilities which has been assumed by Directors as well as by the Senior Management Executives and/or Staff. Therefore in order to ensure the continuity thereof though, not written but otherwise ingrained, the Board of Directors has approved of the following Code of Conduct for all Directors as well as for the Senior Management Executive and/or personnel and other employees.

Vision

1. To sustain its reputation as the most efficient cement manufacturer in the world.
2. To drive down costs through innovative plant practices.
3. To increase the awareness of superior product quality through a realistic and convincing communication process with consumers.
4. To strengthen realizations through intelligent brand building.

Business Ethics

• Enforce good corporate governance practices.
• Inculcate integrity of conduct.
• Ensure transparency and credibility in communication.
• Remain accountable to all stakeholders.
• Encourage socially responsible behavior.

Methodology

The cement industry is marked with a high level of attrition and therefore recruitment process becomes a crucial function of the organization. At Shree Cement Ltd. , recruitment is all time high during May-June and Oct-Nov. The recruitment is high during these months due to the fact that March and September are half year closing and business is high during Jan-Mar. Thus it is only after March that people move out of the companies. Since my summer training was in the months of May-June, it gave me the opportunity of involving myself directly with the recruitment process and analyzing the process so that suitable recommendations can be given. This project is centered on identifying best hiring practices in the cement industries.

It therefore requires great amount of research work. The methodology adopted was planned in advance so as to collect data in the most organized way. My area of focus was the recruitment and selection n training particularly at Shree Cement Ltd. I was directly involved with the recruitment for candidates for the production profile. I was particularly involved with the sourcing of candidates for the regions such as M. P, U. P and Rajasthan. Before any task was undertaken, we were asked to go through the HR policies of Shree Cement Ltd. o that we get a better understanding of the process followed by them.

• The first task was to understand the various job profiles for which recruitment was to be done.
• The next step was to explore the various job portals to search for suitable candidates for the job profile.
• Once the search criteria were put, candidates went through a telephonic interview to validate the information mentioned in their resume.
• A candidate matching the desired profile was then lined for the first round of Face to Face interview in their respective cities. Firstly the candidate had filled up the personal data form(pdf).
• Then the candidates

Interview Evaluation Sheet

Which is provided by interviewer was crosschecked by the HR team. If they think that the candidate was good to hire or not.

When a candidate cleared his first round, he is then made to take an aptitude test. We created the aptitude test. It the HR department, which has the exclusive rights to assign test, test codes to the candidates. Each code was unique and could be used only once by a candidate.

Once the candidate completed his first assessment, his scores were checked.

If he cleared his cut-off he was given another test.

Since we received many resumes, it was essential that a database be maintained to keep a track. It was convenient method than to stock up piles of papers. SCL has their own database , They update all the records of the new joinees in that tracker. That database containes all the information of a candidate such as name, contact number, location etc.

The external guide maintained a regular updating of the database.

Understanding what kinds of database are maintained and how they help in keeping a record. They maintaining a track of test codes given, the database for employee referrals, Database for the resumes received through mails and response of advertisement.

Research Methodology

1. Date Source Primary:  Through Personal Interviews
2. Secondary: Through Internet, Journals, News papers and Misc.
3. Sample Area: Work had done in Beawer regional Office.
4. Sample procedure: Random sampling.

Project schedule

• First week: Training program from the company.
• Second week: Collecting the primary and secondary data.
• Third and Fourth week: Study Recruitment & Selection Process
• Fifth week: Analysis of Data Collection.
• Sixth week: Final Report preparation and presentation

Objectives of the Recruitment and Selection

• Every task is undertaken with an objective. Without any objective a task is rendered meaningless. The main objectives of this are:
• Attract and encourage more and more candidates to apply in the organization.
• Create a talent pool of candidates to enable the selection of best candidates for the organization.
• Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities.

Importance of the Recruitment and Selection

1. Recruitment is the process which links the employers with the employees.
2. Increase the pool of job candidates at minimum cost.
3. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants.
4. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time.
5. Meet the organizations legal and social obligations regarding the composition of its workforce. Begin identifying and preparing potential job applicants who will be appropriate candidates.
6. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants

Recruitment

Recruitment is the discovering of the potential applicants for the actual and anticipated organizational vacancies. This being the critical factor, any organization has to have well defined policies & practices aligned with the organization’s mission and vision since it injects fresh blood in the organization. Organizations work hard to find and attract capable applicants.

Their methods depend upon the situations since there is no best recruiting technique. However, the job descriptions and specifications are essential tools, especially for the management in large organizations.

The Challenges:

1. Attract people with multi-dimensional experiences and skills
2. Infuse fresh blood at every level of the organization
3. Develop a culture that attracts people to the company
4. Locate people whose personalities fit the company’s values
5. Devise methodologies for assessing psychological traits
6. Induct outsiders with new perspective to lead the company
7. Search for talent globally, and not just within the country
8. Design entry pay that competes on quality, and not quantum
9. Anticipate and find people for positions that do not exist yet

The process of identification of different sources of personnel is known as recruitment. Recruitment is a process of searching the candidates for employment and stimulating them to apply for jobs in the organizations.

Recruitment is a process of searching the candidates for employment and stimulating them to apply for jobs in the organizations. It is a linking activity that brings together those offering jobs and those seeking jobs.

Recruitment refers to the attempt of getting interested applicants and creating a pool of prospective employees so that the management can select the right person for the right job from this pool. Recruitment process precedes the selection process, that is, selection of right candidates for various positions in the organization.

Process

It is a positive process as it attracts suitable applicants to apply for available jobs. The Process of recruitment:

1. Identifies the different sources of labor supply
2. Assesses their viability
3. Choose the most suitable source or sources

Invites applications from the perspective candidates for the vacant jobs. The aims of recruitment are:

1. To obtain a pool of suitable candidates for vacant posts
2. To use and be seen to use a fair process
3. To ensure that all recruitment activities contribute to company goals and a desirable company image
4. To conduct recruitment activities in an efficient and cost-effective manner

Factors Affecting Recruitment

There are many factors that limit or affect the recruitment policy of an organization. The important factors are:

1. Size of the organization and the kinds of human resources required. Effect of past recruitment efforts.
2. Nature of Workforce market in the region.
3. Working conditions, wages and other benefits offered by other concerns.
4. Social and political environment.
5. Legal obligations created by various statutes

Recruitment Policy Statement

1. In its recruitment activities, the company will:
2. Advertise all vacancies internally,
3. Reply to every job applicant without any delay,
4. Inform job applicants the basic details and job conditions of every job advertised,
5. Process all applications with efficiency and courtesy,
6. Seek candidates on the basis of their qualifications,
7. Aim to ensure that every person invited for interview will be given a fair and thorough hearing

The company will not:

1. Discriminate unfairly against potential applicants on the basis of sex, race, religion, caste, etc. ;
2. Knowingly make any false or exaggerated claims in its recruitment literature or job advertisements.

Sources of Recruitment

The various sources of recruitment are basically grouped into two categories:

1. Internal Recruitment (recruitment from within the enterprise)
2. Transfer Promotion Employee referral
3. External Recruitment (recruitment from outside)
4. Advertisement
5. Management consultant
6. Educational institute
7. Employment agencies
8. Casual caller
9. E-recruitment

Although recruiting may bring to mind employment agencies and classified ads, current employees are often your largest source of recruits. Some surveys even indicated that up to 90% of all management positions are filled internally. Filling open positions with inside candidates has several advantages. Employees see that competence is rewarded and morale and performance may thus be enhanced. Having already been with your firm for some time, inside candidates may be more committed to company goals and less likely to leave.

Promotion from within can boost employee commitment and provide managers a longer-term perspective when making business decisions. It may also be safer to promote employees from within, since you’re likely to have a more accurate assessment of the person’s skills than you would otherwise. Inside candidates may also require less orientation and training than outsiders. Yet promotion from within can also backfire. Employees who apply for jobs and don’t get them may become discontented; informing unsuccessful applicants as to why they were rejected and what remedial actions they might take to be more successful in the future is thus essential.

Similarly, many employers require managers to post job openings and interview all inside candidates. Yet the manager often knows ahead of time exactly whom he or she wants to hire, and requiring the person to interview a stream of unsuspecting inside candidates is therefore a waste of time for all concerned. Groups may also not be as satisfied when their new boss is appointed from within their own ranks as when he or she is a newcomer; sometimes, for instance, it is difficult for the newly chosen leader to shake off the reputation of being “one of the gang”.

Internal Recruitment

Promotions and Transfers

This is a method of filling vacancies from within through transfers and promotions. A transfer is a lateral movement within the same grade, from one job to another. It may lead to changes in duties and responsibilities, working conditions, etc. , but not necessarily salary. Promotion, on the other hand, involves movement of employee from a lower level position to a higher-level position accompanied by (usually) changes in duties, responsibilities, status and value. Organizations generally prepare badli lists or a central pool of persons from which vacancies can be filled for manual jobs.

Such persons are usually passed on to various departments, depending on internal requirements. If a person remains on such rolls for 240 days or more, he gets the status of a permanent employee as per the Industrial Disputes Act and is therefore entitled to all relevant benefits, including provident fund, gratuity, retrenchment compensation. Filling vacancies in higher jobs from within the organization has a benefit of motivating the existing employees. It has a great psychological impact over the employees because a promotion at the higher level may lead to a chain of promotions at lower levels in the organizations.

Job Posting

Job posting is another way of hiring people from within. In this method, the organization publicizes job openings on bulletin boards, electronic media and similar outlets. One of the important advantages of this method is that it offers a chance to highly qualified applicants working within the company to look for growth opportunities within the company without looking for greener pastures outside. ? Employee Referrals Employee referral means using personal contacts to locate job opportunities. It is a recommendation from a current employee regarding a job applicant.

The logic behind employee referral is that “it takes one to know one”. Employees working in the organization, in this case, are encouraged to recommend the names of their friends working in other organizations for a possible vacancy in the near future. In fact, this has become a popular way of recruiting people in the highly competitive Information Technology industry nowadays. Companies offer rich rewards also to employees whose recommendations are accepted – after the routine screening and examining process is over – and job offers extended to the suggested candidates. As a goodwill gesture, companies also consider the names recommended by unions from time to time.

Possible Benefits and Costs of Employee Referrals

Recommender gives a realistic picture about the job. The applicant can weigh the pros and cons carefully before handing over the CV The applicant is more likely to accept an offer if one is made and once employed, to have a higher job survival.

It’s an excellent means of locating potential employees in those hard-to-fill positions. The recommender earns a reward and the company can avoid expensive recruiting search – in case the candidate gets selected. Recommenders may confuse friendship with job competence. Factors such as bias, nepotism, and eagerness to see their friends in the company may come in the way of hiring a suitable candidate.

Advantages Of Using Internal Sources

Filling vacancies in higher jobs within the organization or through internal transfers has various advantages such as:

• Employees are motivated to improve their performance.
• Moral of the employees is increased.
• Industrial peace prevails in the enterprise because of promotional avenues.
• Filling of jobs internally is cheaper as compared to getting candidates from external sources. A promotion at higher levels my led to a chain of promotion at lower levels in the organization. This motivates employees to improve their performance through learning and practice.
• Transfer or job rotation is a tool of training the employees to prepare them for higher jobs.
• Transfer has the benefit of shifting workforce from the surplus departments to those where there is shortage of staff.

Drawbacks Of Internal Sources

Internal sources of recruitment have certain drawbacks such as: ? When vacancies are filled through internal promotions, the scope for fresh talent is reduced. The employees may become lethargic if they are sure of time bound promotions. ? The spirit of competition among the employees may be hampered. ? Frequent transfers of employees may reduce the overall productivity of the organization.

External Sources

Every enterprise has to tap external sources for various positions. Running enterprises have to recruit employees from outside for filling the positions whose specifications cannot be met by the present employees and for meeting the additional requirements of manpower.

Companies commonly use the following external sources of recruitment:

• Media Advertisements: Advertisements in newspapers or trade and professional journals are generally used. The advantage of advertising is that more information about the organization, job description and job specifications can be given in advertisements to allow self screening by the prospective candidates.
• Management Consultants: Management consultancy firm helps the organizations to recruit technical, professional and managerial personnel. They used to specialize in middle level and top-level executive, but today they even help firms in recruiting fresh graduates & postgraduates in the industry.
• Educational Institutes: Educational institutes at all levels offer opportunities for recruiting recent graduates. Most educational institutes operate placement services where prospective employers can review credentials and interview graduates.
• Recommendations: One of the best sources for individuals who perform effectively on the job is recommendation for the current employee. An employee will rarely recommend someone unless he or she believes that the individual can perform adequately. The recommended often gives applicants more realistic information about the job than any other source.
• Casual Callers : The organizations that are regarded as good employers draw a steady stream of unsolicited applicants in their offices. This serves as a valuable source of manpower. The merit of this source of recruitment is that it avoids the costs of recruiting workforce from other sources.

Advantages Of Using External Sources

The merits of external sources of recruitment are:

1. Qualified Personnel: By using external sources of recruitment, the management can make qualified and trained people to apply for vacant jobs in the organization.
2. Wider Choice: When vacancies are advertised widely, a large number of applicants from outside the organization apply. The management has a wider choice while selecting the people for employment.
3. Fresh Talent: The insiders may have limited talents. External Sources facilitate infusion of fresh blood with new ideas into the enterprise. This will improve the overall working of the enterprise.
4. Competitive Spirit: If a company can tap external sources, the existing staff will have to compete with the outsiders. They will work harder to show better performance.

Drawbacks Of External Sources

The demerits of filling vacancies from external sources of recruitment are:

1. Dissatisfaction among
2. Existing Staff: External recruitment may lead to dissatisfaction and frustration among existing employees. They may feel that their chances of promotion are reduced.
3. Lengthy Process: Recruitment from outside takes long time. The business has to notify the vacancies and wait for applications to initiate the selection process.
4. Uncertain Response: Here candidates from outside may not be suitable for the enterprise.
5. There is no guarantee that the enterprise will be able to attract right kind of people from external sources.

Other Sourses

In the search for particular types of applicants, nontraditional sources should be considered. For example, Employ the Handicapped associations can be a source of highly motivated workers; a forty-plus club can be an excellent source of mature and experienced workers etc.

Skill/Level Recruiting Source

Unskilled, Semiskilled & Skilled Informal Contacts Walk-ins Public Employment Agencies Professional Employees Informal Contacts Internal Search Managerial Level Walk-ins Private Employment Agencies Public Employment Agencies

Recent Trends In Recruitment

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

A company in need of employees of certain categories can approach an outsourcing company and avail the services of it human resources. The advantages of getting human resources through the outsourcing agencies are:

1.  The companies need not plan for human resources much in advance. They can get human resources on lease basis from an outsourcing agency.
2.  The companies are free from industrial relations problems as human resources take on lease are not their employees.
3.  The companies can dispense with this category of employees immediately after the work is over.

Poaching or Raiding

Poaching means employing a competent and experienced person already working in another reputed company, which might be a rival in the industry. A company can attract talent from another firm by offering attractive pay packages and other terms and conditions. Whatever may be the means used to raid rival firms for potential candidates, it is often seen as an unethical practice and not openly talked about. In fact, raiding has become a challenge for human resource managers of modern organization. ? Website or e-Recruitment Many big organizations use Internet as a source of recruitment.

They advertise the job vacancies through the worldwide web (www). The job seekers send their applications or Curriculum Vitae, CV; through e-mail using Internet, which can be drawn by the prospective employer depending upon their requirements.

Recruitment Policy Of Shree Cement Ltd. Objective

1. To accomplish the company to plan its manpower requirements in order to meet the organizational objectives and needs.
2. To obtain and retain the right human resource material of appropriate skills, knowledge, aptitude and merit which will enable the company to grow and develop into a premier consultancy organization.

Modes Of Sourcing

Internal sourcing is more widely used in practice as compared to external sourcing. Except in the lowermost grades, where direct recruitment is unavoidable, there is no specific quota for recruitment from outside. The company provides opportunity for its employees to grow from within the organization by acquiring the necessary qualification, skills, knowledge and training. Even so the company recruits from the open market to positions for which suitable candidates are not available either internally or on deputation from the other organizations like the Indian Railways etc according to job requirements.

Deputation

The very nature of the business of the company requires that it should staff the organization with the experienced personnel from the Indian Railways or public undertakings in respect of a number of positions. The terms and conditions of deputation of employees to Naukri. com are decided in accordance with the rules of the central government and in consultation with the parent organization in case of the others.

Re-Employment & Appointment Of The Consultants

In respect of certain special jobs requiring services of retired officers and staff of government or Naukri. om, the company may re-employ suitable persons belonging to this category for specified periods, subject to such re-employment being in accordance with the government’s and/or the company’s policy and orders. In order to meet the specific job requirements of limited duration which cannot be handled by the company’s regular staff for want of expertise or shortage of manpower and with the specific approval of the director/ managing director/ board of directors, the company may appoint consultants/ advisors on the basis of the guidelines laid down by the board of directors / Railway board.

Employment Exchanges

The recruitment to the posts up to the pay level of Rs 8000/ or other equivalent level are made through the employment exchanges ( compulsory notification of vacancies) Act, 1956 while considering the candidates recommended by the employment exchange personnel engaged on casual / temporary / ad-hoc/ contractual basis are also considered.

Advertisement

The advertisement for a vacancy is drafted in consultation with the concerned departmental head, as and when it is to be released. The advertisement should indicate the job title, qualification experience, age limit and other salient aspects of the job and also the pay scale, allowances and the benefits afforded by the company. The planned advertisements are generally released in the national dailies, but depending upon the location, they are also released in regional  local dailies.

We are expanding sales to India a bid to catch new opportunities for cement sales there. We have many branches to our business nation wid and have built up a good reputation within our field of trade. We are looking for a dynamic, confident person who is willing to travel and work on his/her own behalf. You will need excellent communication skills and diplomatic views and be able to project yourself clearly and politely in a positive manor. You must have been in an executive sales position previously and have had at least 0-3 years selling experience. Preferably in cement sales, candidate must MBA/PGDM marketing qualified. The job involves extensive travel around north India with sales meeting to be held every 2 months. Salary is 200000-300000 per annum.

Campus recruitment is carried out from time to time to induct fresh talent in the organization from selected institutes. Recruitment for the posts of engineers is also made through campus interviews to meet the urgent requirements of the company. Institutes: Well established technical institutes and engineering colleges are selected by the competent authority are chosen and an association is maintained on a long-term basis. Campus visits: visits are scheduled to the technical institutions and engineering colleges during the placement season. Teams of senior officers are deputed to these institutes and colleges for campus recruitment. ? Such of the applicants so screened as per the laid down criteria and found qualified are being called for appearing in the written test or interview to be conducted by the nominated selection board. ? All such recruits are required to serve the companies for a minimum period of three years. They are also required to execute a bond of Rs one lac in this regard and submit one surety.

Selection Process the Challenges

Selection is a critical process

• Locating The Right Person Requires a huge investment of money to get right types of people.
• Structure of Selection Process that helps companies to test for fit
• Employment Tests to rightly judge the capabilities of candidates
• Selecting people who possess the ability and qualifications to perform the jobs.
• Selection involves a series of steps by which the candidates are screened for choosing the most suitable persons for vacant posts.
• The process of selection leads to employment of persons who possess the ability and qualifications to perform the jobs, which have fallen vacant in an organization.

The process of selection divides the candidates for employment into two categories, namely, those who will be offered employment and those who will not be. The basic purpose of the selection process is to choose right type of candidates to man various positions in the organization. In order to achieve this purpose, a well-organized selection procedure involves many steps and at each step, unsuitable candidates are rejected. Both recruitment and selection are the two phases of the employment process.

Recruitment being the first phase envisages taking decisions on the choice of tapping the sources of workforce supply. Selection is the second phase, which involves giving various types of test to the candidates and interviewing them in order to select the suitable candidates only.

Significance of Selection Process

Selection is a critical process these days because it requires a huge investment of money to get right types of people. If the right types of persons are not chosen, it will lead to huge loss of the employer in term of time, effort and money.

Therefore it is essential to devise a suitable selection procedure. Each step in the selection procedure should help in getting more and more information about the applicants to facilitate decision-making in the area of selection. The benefits of selecting right kind of people for various jobs are as follows: ? Proper selection and placement of personnel go a long way towards building up a stable workforce. It will keep the rates of employee turnover low. ? Competent employees show higher efficiency and enable the organization to achieve its objectives effectively.

When people get jobs of their taste and choice, they get higher job satisfaction & in turn result into a part of a contended workforce for the organization

People involved in the selection process are:

• HR Department
• Respective department head.
• Respective divisional head.

What Selection Is All About?

All selection activities, from the initial screening interview to the physical examination if required, exist for the purpose of making effective selection decisions. Each activity is a step in the process that forms predictive exercise-managerial decision makers seeking to predict which job applicants will be successful if hired. In actuality, the selection process represents an effort to balance the objectives of evaluating and attracting.

Selection is a critical process these days because it requires a huge investment of money to get right types of people. If the right types of persons are not chosen, it will lead to huge loss of the employer in term of time, effort and money. Therefore it is essential to devise a suitable selection procedure. Each step in the selection procedure should help in getting more and more information about the applicants to facilitate decision-making in the area of selection.

The benefits of selecting right kind of people for various jobs are as follows: ? Proper selection and placement of personnel go a long way towards building up a stable workforce. It will keep the rates of employee turnover low. ? Competent employees show higher efficiency and enable the organization to achieve its objectives effectively. When people get jobs of their taste and choice, they get higher job satisfaction & in turn result into a part of a contended workforce for the organization.

Selection Process Comprises Of The Following Steps

1. Receipt of Applications: It is the first step in the process of selection process. The application form gives preliminary information about the candidate and assists the interviewer in formulating the questions to obtain more information about the candidate.
2.  Scrutiny of Application: All those who have applied for the job may not be suitable for it so the HR department carries out a proper scrutiny of applications to select the candidates to be called for preliminary interview.
3. Preliminary Interview by HR Department: The HR department takes this interview. The candidates are asked about their qualifications, experience, interest, residence, age etc. Those whose qualification and does not match are rejected.
4. Interview taken by the person from the particular department: here they ask about the work experience; why he/she left the earlier job, ask about his/her background etc. The interviewer matches the job specification, qualification, ability to work under stress etc. At this level rejection are made if the interviewer does not find the candidate suitable for the job.
5. Interview by HR and Department Head: At this level, the HR & department head, both take interview of the selected candidates to know more about them. It is a very friendly conversation with them including specialized questions. The HR head tell the interviewee about the company, its mission, objectives and responsibilities of the job, which have applied for, salary, compensation, etc.
6. Placement and Orientation: Orientation and placement of Naukri. com covers the activities involved in introducing the new employees to the organization and to his or her work unit. It familiarize new employee with the ’s objectives, history, procedures, and rules, communicate relevant personnel policies such as hours of work, pay procedures, overtime requirements, provide a tour of the company’s physical facilities and introduce him to his superior and co-workers.

Selection Process at SCL

Receiving Applications

Whenever there is a vacancy, it is advertised or enquiries are made from the suitable sources, and applications are received from the candidates.

Screening of Application: All the applicants received in response to recruitment notification are scrutinized for the purpose of screening and short-listing the candidates who should be called for the selection. The company restricts selection to the more meritorious of the applicants through an appropriate process of initial screening.

Selection Committee: Selection committee is constituted under the orders of the managing director or any other officer to whom the power to constitute such committees for the purpose of conducting the written tests and/ or interviews. The selection committee decides the actual scheme of the tests/ interview depending upon the requirements of the job for which recruitment is made.

Selection Employment Interview: A minimum of 60% marks in the aggregate and also in the performance at the written test and interview is required to enable the candidates to be finally selected.

The selection committee recommends the panel of successful candidates in order to the Board of directors as the case may be for employment. The main purposes of an employment interview are:

• To find out the suitability of the candidate,
• To seek more information about the candidate, and
• To give candidate accurate picture of a job with details of term & conditions and some idea of organization’s policies.

Employment Interview may consist of number of rounds of interview with various interviewers

Checking References

A referee is potentially an important source of information about a candidate’s ability and personality if he/she holds a responsible position in some organization or has been an employer of the candidate

Medical Checkup: An important part of the selection process is also to ensure the employee is free from all kind of diseases that can hamper his work. For this purpose, every short listed candidate goes through a medical check-up to ensure his physical fitness. The pre-employment physical examination or medical test of a candidate is an important step in the selection procedure. Medical examination as part of selection procedure depends entirely upon the kind of jobs to be offered to the candidates. For instance some industries do not take up medical examinations of the candidates at all.

Letter Of Appointment: After the candidate has cleared all the hurdles in the selection procedure, he/se is formally appointed by issuing an appointment letter by concluding with him/her a service agreement. Generally in all organizations, the candidates are not appointed on permanent basis because it is better to try them for few months on the job itself. Thus all candidates have a probation period & candidates are expected to show their worth during the probation period to get permanent employment in the particular organization.

Classification of Employment Tests & Interviews

Employment Tests

1. Intelligence Tests: These tests are used to judge the mental capacity of the applicants. They measure the individual learning abilities, i. e. , the ability to catch or understand instructions and also ability to make decision and judgment. These tests are used in the selection of personnel for almost every kind of job from the unskilled to the skilled one.
2. Aptitude Tests: Aptitude means the potential that an individual has for learning and skills required to a job efficiently. They measure an applicant’s capacity and his potential for development.
3. Proficiency Tests: Proficiency  Tests are those, which are designed to measure the skills already acquired by the individuals. A proficiency test takes a sample of individual’s behavior, which is designed as replica of the actual work situation.
4. Interest Tests: Interest tests identify patterns of interest that is areas in which the individual shows special concern, fascination & involvement. These tests will suggest what types of jobs may be satisfying to the employees.
5. Personality Tests: Personality test probes the qualities of the personality as a whole, the combination of aptitude, interest and usual mood & temperament.

Employment Interviews

The nature of employment interviews varies from firm to firm.

It may be conducted in the following forms:

1. Patterned or Structured Interview: In this interview, a series of questions, which can illuminate the significant aspects of the applicant’s background, are standardized in advance. During the interview, the standardized questions are asked as they are written; the order may vary but not the phrasing of the questions.
2. Unstructured or Non-directed Interview: The interviewer does not ask direct & specific questions. He/she creates an atmosphere in which the candidate feels free to talk on the subject selected by the interviewer.
3. Preliminary or Background information Interview: This type of interview is conducted when the history of the applicant has to be known in terms of his experience, education, health, interest & so on. It is more or less a preliminary interview.
4. Stress Interview: The applicant is intentionally put under a stress by interrupting him, criticizing his/her viewpoint and keeping silent after he has finished speaking.
5. Group Interview: It is an interview of a number of applicants in a group. The interviewers can see reactions of the applicants in dealing with each other. It is used where it is essential to know how the candidates behave in a group.

Probation and Confirmation Probation Period:

All initial appointments in the company as a result of direct recruitment in accordance with the rules (except those of a temporary, ad-hoc, casual or contractual nature and those on foreign service or deputation terms from govt. or other undertakings) are on probation for a period of one year. During the period of probation, an employee is liable to be discharged from the service of the company without assigning any reason at the sole direction of the management. The period of the probation may be extended or curtailed in the individual cases by the competent authority on the merits of each case.

It is not only the workers who need training. Supervisors, managers and executives also need to be developed in order to enable them to grow and acquire maturity of thought and action. Training and development constitute an ongoing process in any organization. This chapter is devoted to a detailed discussion on the nature and process of training and development in a typical industrial establishment. Training could be compared to this metaphor – if I miss one meal in a day, then I will starve to death.

The survival of the organization requires development throughout the ranks in order to survive, while training makes the organization more effective and efficient in its day-to-day operations. As a brief review of terms, training involves an expert working with learners to transfer to them certain areas of knowledge or skills to improve in their current jobs. Development is a broad, ongoing multi-faceted set of activities (training activities among them) to bring someone or an organization up to another threshold of performance, often to perform some job or new role in the future. Training is the formal and systematic modification of behavior through learning which occurs as a result of education, instruction, development and planned experience. ” Development is any learning activity, which is directed towards future, needs rather than present needs, and which is concerned more with career growth than immediate performance. Training is the hallmark of good management. Today technical training is no longer enough, employees also need skills in the team building, decision making and communication. As competition demands better service, employees increasingly require customer service training.

Competent employees do not remain competent forever. Due to the ever-changing business environment and market conditions, their skills become obsolete. Thus organizations spend billions of rupees on their training programs so as to upgrade the skills and knowledge of their employees in order to have an edge over its competitors and to gain profits. Training programs are directed towards improving job performance of the employees. Intensified competition, technological changes and the need for improved productivity are motivating the management to increase their expenditure on training.

People at all levels in the organization need to undergo training to be able to deliver the best results. Training, Development, and Education HRD programs are divided into three main categories: Training, Development, and Education. Although some organizations lump all learning under “Training” or “Training and Development,” dividing it into three distinct categories makes the desired goals and objects more meaningful and precise. Training is the acquisition of technology, which permits employees to perform their present job to standards.

It improves human performance on the job the employee is presently doing or is being hired to do. Also, it is given when new technology in introduced into the workplace. Education is training people to do a different job. It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully evaluated immediately upon the learners returning to work, education can only be completely evaluated when the learners move on to their future jobs or tasks.

We can test them on what they learned while in training, but we cannot be fully satisfied with the evaluation until we see how well they perform their new jobs. Development is training people to acquire new horizons, technologies, or viewpoints. It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job.

Unlike training and education, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments. Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive and are thought to serve an adaptive function.

Employee Training

For the new employees, on-the-job training is given.

The new employees are being exposed to the practical job under the guidance of the old co- worker and its immediate superior. Training and output go hand in hand. For the existing employees, a workshop is conducted to make them aware of the new technology or new system to be used. In that workshop they are taught how to use the new machine (if introduced), they are told about the benefits of using the new technology etc. Also they follow is cross training, when implemented horizontally, upward and downward. Department heads, assistants and employees can cross-train either within the department or in different departments.

With support, employees can have a day’s training in the role of department heads (“King for the Day”). A department head can take a General Manager’s role in his absence. It is a part of their yearly training and covers all positions and departments. Beginning with the supervisory level it must filter down to entry-level positions. This technique achieves the following objectives:

Prevents stagnation

1. Offers learning and opportunities for professional development
2. Rejuvenates all departments
3. Improves understanding of different departments and the company as a whole
4. Leads to better coordination and teamwork
5. Erases differences, antagonism and unhealthy competition
6. Increases knowledge, know-how, skills and work performance
7. Improves overall motivation
8. Enables sharing of organisational goals and objectives

Concept of Training Meaning:

Training & development refers to the imparting of specific skills, abilities and knowledge to an employee. Development refers to those learning opportunities designed to help the employees. Development is not primary skill oriented. Instead, it provides general knowledge and attitudes that will be helpful to employees in higher positions.

Skills

A worker needs skills to operate machines and other equipments with the least damage and scrap. Employees, particularly supervisors and executives, need interpersonal skills popularly known as the people skills.

Education

The purpose of the education is to teach the theoretical concepts and develop a sense off reasoning and development. Education is training people to do a different job.

It is often given to people who have been identified as being promotable, being considered for a new job either lateral or upward, or to increase their potential. Unlike training, which can be fully evaluated immediately upon the learners returning to work, education can only be completely evaluated when the learners move on to their future jobs or tasks. We can test them on what they learned while in training, but we cannot be fully satisfied with the evaluation until we see how well they perform their new jobs.

Development

Development is training people to acquire new horizons, technologies, or viewpoints.

It enables leaders to guide their organizations onto new expectations by being proactive rather than reactive. It enables workers to create better products, faster services, and more competitive organizations. It is learning for growth of the individual, but not related to a specific present or future job. Unlike training and education, which can be completely evaluated, development cannot always be fully evaluated. This does not mean that we should abandon development programs, as helping people to grow and develop is what keeps an organization in the cutting edge of competitive environments.

Development can be considered the forefront of what many now call the Learning Organization. Development involves changes in an organism that are systematic, organized, and successive and are thought to serve an adaptive function.

Ethics

There is a need for imparting greater ethical organization to a training development program. There is no denial of the fact that the ethics are largely ignored in businesses. ? Attitudinal changes: Attitudes represent feeling and beliefs of individuals towards others. The negative attitudes of the employees must be changed through training and development programs.

Importances of Training and Development

Training and development is of vital importance in the success of any organization

1. Training provides greater stability, flexibility and capacity for growth in an organization
2. Scrap and damages to machinery and equipment can be avoided or minimized through training.
3. Training serves as an efficient source of recruitment.
4. Training is an investment in HR with a promise of better returns in future. Training and development programs, as was pointed out earlier, help remove performance deficiencies in employees.

This is particularly true when – The deficiency is caused by a lack of ability rather than a lack of motivation to perform,

1. The individuals involved have the aptitude and motivation need to learn to do the job better, and
2. Supervisors and peers are supportive of the desired behaviors.

There is greater stability, flexibility and capacity for growth in an organization. Training contributes to employs contribute to the stay with the organization. Growth renders stability to the workforce. Further, trained employees tend to stay with the organization. They seldom leave the company. Training makes the employees versatile in operations.

All rounder can be transferred to any job. Flexibility is therefore ensured. Growth indicates prosperity, which is reflected in increased profits form year to year. Who else but well-trained employees can contribute to the prosperity of an enterprise? Accidents, scrap and damage to machinery and equipment can be avoided or minimized through training. Even dissatisfaction, complaints, absenteeism, and turnover can be reduced if employees are trained well. Future needs of employees will be met through training and development programs. Organizations take fresh diploma holders or graduates as apprentices or management trainees. They are absorbed after course completion. Training serves as an effective source of recruitment. Training is an investment in HR with a promise of better returns in future.

Requesting an explanation from the branch head is imperative before immunization with anyone else In the company. The branch head Is responsible for the overall performance of his branch and as a branch head, he should be held accountable for whatever issues his branch is facing, or at least he needs to explain his side regarding the issues. In doing this, I expect to learn how the branch head deals with the issues, or If he has complete knowledge of them, and what actions did he take to resolve them.

Reading and analyzing the branch’s five-year business reports such as financial, human resources, marketing, customer surveys. Etc. Listing possible Issues and problems from the business reports. Facts normally don’t lie. Through the business reports, I can gather potential evidences and loopholes in the branch’s operational weaknesses. Likewise, I will know where to start from, considering the presented data. Conduct Interview on each department’s head as a group.

Communication with each department’s head in a group will allow discussion of the issues on different perspectives. Preferring a group interview with the department head will allow checking, rechecking, and confirmation of the problems on a wider cope. In this method, I expect that each of the department heads will contribute valuable Information that will reveal the root cause of the problems at hand and also, to gather their opinions on how to resolve the issues based on their perspectives. Conduct internal and external survey through a survey questionnaire.

The purpose of the interview is to confirm the result of the survey. I can gather other information that was not raised on the group interview, perhaps because of Job security. I expect to get a deeper understanding of the problem and to get opinions f how to resolve them based on individual perspectives. Step 2: Gathering Information step AAA “Employees”

1 . Are you happy with your employment? I I expect to learn how many employees are happy and how many are not, with their job.

2. What are the possible reasons for your employment satisfaction/dissatisfaction? I expect to learn what causes their satisfaction/dissatisfaction. In this question, I trigger employees to share the problems they may be experiencing.

3. In what aspects of its operation, do you think the branch should improve? Please list them and provide your reason’s why. I expect employees to share their evaluation of the branch’s operations and gather relevant knowledge of where the problems could possibly have started.

4. In reference to number 3 questions, were these improvements started? If not, what do you think are the reasons for its delay? I In this question, I will learn if the employees think that the branch management is aware of the problems that they see and if not, what they feel about not being heard and what they think could be the problem.

5. What do you propose as the best solutions to your listed issues in question number 3? I The question will gather possible solutions to the problems as employees see them. “Clients” In a scale of 1-5 (1 1 the highest and 5 is the lowest) please answer the following questions. 5002200 Organizing, Researching and Illustrating your Material Page 3 of 7 How do you rate the branch’s overall performance? I This question will determine how the clients assess the overall performance of the branch. In getting this, I will have the confirmation of whether the clients are satisfied or not with the service. 2. How do you rate the branch’s procedure for accepting new client account and in losing completed accounts? I This will help me in knowing how well the clients accept the branch’s procedure on new client acceptance and if not what could be the possible solutions. . In what way’s do you think can the branch meet your service expectations/ I This question gathers relevant client suggestions in improving the branch’s performance. 05002200 Organizing, Researching and Illustrating your Material Page 4 of 7 Phoenix Advertising Phoenix Branch 2867 wagon Trail Charlotte, NC 85011 Phone: (602) 222-3489 Dear Mr.. Oscar Bangle: I would like to inform you that our company president, Mr.. Gregory S. Forest is sending me to your branch to conduct an investigation. Mr. Forest was alarmed upon learning that four of our clients, which are very important to the company, had complained about the lack of quality of the advertising works performed at your branch. He is also particularly awed with the news that two of the top management people-an art director and an account executive have quit within the period of three months and of other management-employee issues arising in you branch. In this regard, I expect you to prepare various company documents, such as the company logic manuals, management approaches, production processes, hiring and recruitment processes, etc.

Please make these available when I arrive. Also, I will be conducting an interview with some of your employees to gather their views and resolving any possible problems in your branch, and more importantly, in coming up with the best solutions. Looking forward to see you and your team, Sincerely yours, Your Name 05002200 Organizing, Researching and Illustrating your Material Page 5 of 7 UP for Human Resources Management step B “Problems:” The Phoenix Advertising is experiencing problems with its employees particularly in terms of employee’s morale and motivation.

In this regard, a report is needed to critically examine the economic, the managerial issues, and the relationship of the subordinates and the management. This report is also intended to create a clear understanding of the situation and to create relevant solutions. “Facts and Causes:” ; Background data about the agency are as follows: The company that is experiencing the problem is the Ranked branch of the Phoenix Advertising located at Ranked, Virginia. Phoenix, Advertising is headquartered at Charlotte, North Carolina and serves clients such as banks, insurance companies and retail chains.

As a Vice President for Human Resources Management at Phoenix, the company President to know the 05002200 Organizing, Researching and Illustrating your Material Page 6 of 7 facts and causes of the turmoil and to be able to create analysis tasked the investigator and relative solutions to the problem. ; Relative Information about the Case: The problem has surfaced only when the company President learned that four clients eave complained of the work performed in the Ranked, Virginia branch of the company. The said clients are very important to the company’s overall success.

The agency in the last three months. Others, who are also considered as key people in the agency are threatening to leave due to issues of lesser work collaboration. Moreover, the branch is also accepting new clients without proper evaluation of the workloads. The company president requires the investigator to conduct a personal inquiry of the situation. A need to determine and critically analyze the work condition of the branch is also highly necessary. Interviewing several, various employees is important in determining the views and opinions of the stakeholders in the assigned area of work.

Looking at various company documents, manuals, and employee management approach is likewise important in the investigation conducted in this situation. “Impact and Effects:” The investigation proved that the Ranked Branch of the Phoenix advertising is currently facing management and employee relations problems. The Ranked management problems significantly affect its employee’s performance and the overall quality and productivity of the branch. One of its problems is the decreasing employee morale and motivation which can be observed and proved through their answers in the conducted interview.

The respondents have showed significant decrease in their dedication for their work, and the declining quality of their performances. They also associated this decline to the felt dissatisfaction with the services and the performances of their superiors and the work environment. The employees feel stressful in their work environment which results to increase rate of absenteeism and employee turnover. Lack of or poor communication is also another robber raised by the respondents during the interview. Solutions” The various problems discovered in the investigation have to be resolved soon, as this may negatively affect not only Ranked, but Phoenix Advertising as a whole. The investigator recommends the following solutions: 05002200 Organizing, Researching and Illustrating your Material Page 7 of 7 Revise the hiring and recruitment process in the branch particularly on information employees. The proposal will create a clearer understanding of the purpose of having the employee in the organization, thus, allowing the superiors to use them accordingly based on their skills set, and responsibilities.

Reducing the workload of full-time employees and adding more part-time employees especially during peak, seasons to lessen employee tensions. Establish a better and clearer communication line between employees and subordinates, allowing a more productive collaboration between artist, workers and other necessary work personnel in the project. Create a clearer procedure and requirements in the approval of new contracts, relative to the production capabilities of the overall agency, decide and affirm on better quality not only on quality.

Recruitment Policy Purpose To ensure that required staffs are appointed at required interval for S-S Technology. Responsibility Relevant department manager shall responsible to submit staff requisition form upon staff requirement. HER manager shall review and arrange for recruitment as per requested Information. Procedure When staff requirement request from concerned department manager who shall complete the staff requisition form and submit to HER. HER shall review and take approval from management for initiating recruitment process.

HER shall make vacancy announcement as appropriate ways such as Journals, newspaper, notices, etc and collect applicant’s C.V.. HER manager shall review collected C.V. and inform to applicants as appropriate ways for Interview. Interviewee or candidate shall fill application Issued by their selves. HER shall conduct the Interview and make decision for appointment for interview. HER. Related manager and GM shall make interview for selected candidates. HER shall submit to management to get approval of new appointment. After selected candidate, HER shall fill record, personal data, and agreement on S-S Technology rules.

HER shall explain to new staff the S-S Technology rules detail and other requirements. Provisional period shall be defined as three months but It can be varied based on the assessment of department manager. If the performance of staff is found to be satisfactory after provisional period, department manager shall inform to HER for permanently appointment by appropriate way. HER manager shall issue permanent appointment letter after getting approval from management and inform to finance. HER staff shall keep all records of Taft in personnel data files.

References ; Employee Requisition, Application Form, Interview Assessment Form, Request for Medical Test Form, Appointment Letter, Evaluation of New Employee’s Job Performance, Permanent Letter, Personal data(C.V.),.. Etc. Performance Appraisal Policy The purpose is to give each employee to know how their performance, behavior and potential are evaluated by manager to improve confidence, to provide improvement of work performance. Responsibility Department manager Is responsible for analyzing competency of responsible staff heir performance in yearly basis.

MD/GM is responsible to make performance evaluation for managers. Requirements For manager level – MD/GM shall conduct performance evaluation of managers and above level. – For below manger level – Department manger shall conduct performance evaluation and submit appraisal form to HER. – HER manager shall review and compile proposed comments from appraisal and discuss with MM/ Managers to proceed for improvement. HER manager is responsible to review appraisal outcomes in order to provide necessary training program or provision or resources. –

HER manager and related manager shall discuss to upgrade skills of employee and to determine training needs including resource requirements on yearly basis. References Performance Appraisal, Master Skills Matrix. Training Policy To ensure staff are competent to perform their task and ensure to provide necessary training at requested interval. Responsibility HER is responsible to prepare and arrange the training plan after getting approval from management. Department manager is responsible to evaluate their staff competency and communicate with HER for arranging required training.

Procedure HER manager shall prepare the training plan based on training requests from department managers and take approval from management. Upon requirement of training, department manager shall fill the nominations for training course and submit to HER. HER shall submit to management for getting approval from management. HER manager and related manager shall arrange the training requirements at requested time. After training is completed, HER manager shall keep the training records such as nomination, record list, course register, evaluations.

Trainee and trainer evaluation shall be made to training to get effectiveness of training evaluation as reference. The related manager shall provide the provisional or on Job training defined by managers. Training certificate, if applicable and personal training record shall be updated by HER staff and keep in each relevant personal file. References : Training Request Form, Training Plan Form, Training Record List, Training Course Register, Training Evaluation (trainer), Training Evaluation (trainee), Personal Training Record.