TRAINING PROJECT REPORT ON

RECRUITMENT &SELECTION OF AWL BUNDI``

A Training Project Report Submitted in partial fulfillment of the degree of Master of Business Administration

Form Rajasthan Technical University of Kota (Raj.) Academic Session 2008-2010

GUIDEDBY R.B.SAINI (HR MANAGER) AWL BUNDI

SUBMITTED BY JAVED KHAN MBA IInd SEM. MAIIT KOTA

Maharishi Arvind INTERNATIONAL INSTITUTE OF TECHNOLOGY,

KOTA
(Approved by All India Council for Technical Education (AICTE), Ministry of H.R.D., Affiliated to Rajasthan Technical University, Kota)

DECLARATION

I hereby declare that the presented report entitled

RECRUITMENT &SELECTION Is based on the original work and Indebtedness on other work publication has been duly acknowledged at relevant place.

Submitted By JAVED KHAN MBA Part-II

ACKNOWLEDGEMENT
This is to acknowledgement the valuable guidance of Mr. Rajnish Saini (HR manager) of Adani Wilmar Ltd. Without which it would have been difficult to carryout this project. I also acknowledge the guidance received from the staff members of Adani Wilmar Ltd.Bundi. During the project their vast experience in their respective department also helps me for the successful completion of this project. My sincere thanks to all those who are directly or indirectly helped me during this project.

PREFACE
Progress is the continuous process. It is relative and absolute. We can not stop at certain destination and declare that target has achieved. The summer training program is designed to give the manager of the future, a feel of the corporate happening and work culture. These real life situations are entirely different from the simulation exercise enacted in an artificial environment in side of classroom. And it is precisely because of this reason that this summer training is a bridge between the institute and the organization. Summer training program made me to understand how theoretical knowledge will be applied in practical field. It exactly in this context that I was privileged enough to join Adani Wilmer Ltd. On 18th May 2009 as a summer trainee. This is one of the Indias top producer of Soybean oil, and it is known not only in professional management, but also in enlightened and progressive approach towards employee welfare and betterment of society. The experience that I got over the past 45 days has certainly provided me with an orientation, which I believe will help me, shoulder any assignment successfully in future. In rapidly changing scenario it is extremely necessary for an organization to see that their policies provide complete satisfaction to their employees, by fulfilling their needs. During this project I was out of organization survey pertaining to find out the satisfaction level against their job in the employees. I have collected all the relevant information through this survey. During this survey, I have colleceted all the primary and secondary data, which were available in Adani Wilmar ltds HR department to develop a COMPETITIVE POLICY which could help the organization to improve the satisfaction level in their employees. The rest of the report was done after a deep comprehensive and full fledged study.

Executive Summary
Todays tight labor market is making it more difficult for organizations to find, recruit, and select talented people. The competition for talent is intensifying, as there are fewer qualified applicants available. This shortage of applicants makes it all the more important for organizations to be able to effectively attract, select, and retain quality candidates. This project was undertaken to study the basic recruitment and selection processes, which AWL undertakes. The Company is recognized by its brand i.e. fortune refined oil. We have studied the recruitment and selection processes and their effectiveness. The Company uses sources

such as headhunting, job portals, consultants and campus recruitment for attracting candidates. The recruitment sources are chosen according to the criticality or importance of the post. Data collection was done through the scanning of past records of various critical positions; the process was studied in detail from the requisition of the post to the final selection. Which gives a clear picture of the pros n cons of the recruitment policy followed by AWL, and accordingly the appropriate suggestions are given, which can lead to effective recruitment and selection process in terms of Cost per Hire, Quality of Hires and time lapsed per hire. Finally, better recruitment and selection strategies result in improved organizational outcomes. The more effectively organization recruit and select candidates, the more likely they are to hire and retain satisfied employees. The effectiveness of an organizations selection system can influence bottom line business outcomes, such as productivity and financial performance. Therefore organizations should invest on development of comprehensive and valid selection system

INDEX
1. Acknowledgement 2. Preface 3. Executive Summary 4. Company Profile 5. Introduction to recruitment&selection 6. HRD Functions In ADANI 7. The Research a. Objectives b. Methodology Adopted c. Findings through Charts d. Major Findings e. Suggestions 8. Conclusion 9. Bibliography

Company Profile Adani group

It is one of the fastest growing corporate houses in India with a turnover exceeding Rs 26000 crore in 2008.Its Flagship Company Adani exports ltd, is a five Star Trading House, the highest status conferred by the Government of India. The Adani Groups corporate ideology originates from the initiated adventurism of Mr. Gautam Adani, the group chairman. Over the years, this core team has assimilated one of the most coveted talent pools, on the industry by carefully selecting the best. Many other experienced professionals joined the group, inspired by Mr. Gautam Adanis entrepreneurial abilities.The professional decision making process is spread across the groups major corporate branches in India, and associates in Dubai, Moscow, Singapore and South Korea.

Companies under Adani group

Adani Willmar Ltd Adani exports ltd Gujarat Adani energy ltd Gujarat Adani port Ltd Mundra SEZ Adani retail Ltd I call India ltd Adani agri fresh Project Management Cell

Interest And Activities

The Group trades in nearly 40 commodities in more than 55 countries around the world. Owns a multi-purpose port at Mundra in the Gulf of Kutch, Gujarat. Has opened 52 super stores in Gujarat by the name of Adani. Supermarkets through Adani Retail Ltd. Has set up a BPO in Ahmedabad. Actively involved in infrastructure development that includes a Natural Gas distribution project and a SEZ at Mundra. Adani group is the fastest growing corporate entities in India. This has only been possible because of the excellence of many people who dedicate themselves daily and go that extra mile to achieve.

. ADANI WILMAR LIMITED Vision

___________________________________________________________________ __ To be globally competitive India Customers Centric Organization, with Leadership in Manufacturing and Integrated Businesses, committed to the delight of our

Mission
To set a pattern of growth, distinct and unique, by being proactive on both the supply and demand side of global trade and to promote development of world class infrastructure facilities

______________________________________________________________________
Adani Wilmar Limited (AWL) is the flagship company of Adani Group and is actively involved in the business of Global Trading.AWLs head office is situated in Ahmedabad, which is one of the mega cities of India. AWL commenced its operations in 1988, driven by the desire To become the leader in trading business, and it has achieved a 1000 fold growth from Rs.2.2 crore in 1988-89 to Rs. 2900 crore in 1999-2000. Adani Wilmar Limited (AWL) is a joint venture between two global

corporations the Rs. 17000 crore, Adani group of India - the leaders in international trading & private infrastructure, and the US $ 5 billion Wilmar Holdings pvt. Ltd of Singapore - one of the World's largest trader and refiner of edible oils. Adani Wilmar has 70 branches all over India. Together Adani Group and Wilmar Group have set up Indias first port based refinery in 1999, at Mundra, Gujarat. Today the Mundra refinery is one of Indias largest and most sophisticated oil refineries. FORTUNE, RAAG and JUBILEE are the brands under which AWL sells its range of edible oil, vanaspati and bakery shortening. In addition to Mundra refinery, AWL also owns refineries at Bundi [Rajasthan], Haldia [West Bengal] and Mantralayam [Andhra Pradesh]. Its cumulative refining capacity is more than 3200 Tonnes per Day (TPD). The company also has packing operations at Chatral [Gujarat], Latur [Maharashtra], Jaipur [Rajasthan], Dharwad [Karnataka] and Cochin [Kerala]. Awls flagship brand Fortune has set a scorching pace in the Indian edible oil market. It is ranked 30th among the top 50 FMCG brands. An achievement that is commendable for a brand, which is just 3 years old.

Adani Wilmar has following units:

ADANI WILMAR

3 Packing units

Manufacturing

Sales &Marketing

BUNDI (raj.) EDIBLE OIL MANTRALAYAM (Andhra Pradesh) SPECIAL FATS MUNDRA (kutch) VANASPATI HALDIA (W. Bengal)

Organizational Structure
Formal 3-tiered governance structure

Board of Directors Corporate Management Committee Executive Committee

Top management at Adani Wilmar Ltd. Rajesh Adani Managing Director

Pranav Adani Executive Director

Angshu Mallik Asst.Vice President

T.K kanan G.M (Trading)

Jayesh Naik Manager (HR&admin.)

Biplab Pakvashi D.G.M (Comm&I.T)

Sudhir Prohit Asst.Manager (Material)

Kamal Moondra GM (F&A)

P.K Bhargava Head Internal Audit

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Top Management at Adani Wilmar Ltd. Plant Pranav Adani Wilmar Ltd Executive Director

R.K Singh Head-Plant Mundra

R.P Singh S.M-Plant Mantralyam

Dominic G Head-Haldia (Operations)

Vivek Pathak Unit-Head Bundi

HIERARCHYOF HUMAN RESOURCE DEPARTMENT (ADANI WILMAR LTD.)

Jayesh Naik Manager (HR & ADMIN.)

Smita Cowpr Receptionist

Nikhil Bhuchchar (Dy. Manager (HR & ADMIN.)

Rakesh Gandhi (Jr Officer (HR & ADMIN.)

Brij Bhatt Supervisor HR & ADMIN.

Vishwas Vora (Sr. Officer (HR & ADMIN.)

Jignesh Vora Supervisor (HR 11 & ADMIN.)

Savio Dsouza Assistant (HR & ADMIN.)

Strong market recognition in Edible oil

Numero uno in branded oil segment

o o

22 % market share in all oils 53 % market share in soya oil

One of the fastest growing FMCG in 2004 30th rank among top 100 brands in India

Product line 1. Fortune Refined Soya bean oil Refined Sunflower oil Refined Cottonseed Refined groundnut oil Kachi ghani mustard oil Pure groundnut oil Pure mustard oil Pure coconut oil 2. Raag Vanaspati Refined Soya bean oil Pure mustard oil oil

3. Jubilee

Bakery Shortening Refined cooking oil

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Manpower strength at AWL:

The total strength of AWL is 892 employees. The details of Man Power status at Manufacturing unit / Branches / Corporate Office is as mentioned below:

H.O & BRANCHES MUNDRA MANTRALAYAM BUNDI HALDIYA

- 440 - 243 - 72 - 49 - 88 ------892 -------

Manufacturing facilities

The company has strategically located its refining and processing facilities to both cater to different parts of the country as well as harness the potential of oilseed growing areas. The locations are at Mundra (Gujarat), Mantralayam (Andhra Pradesh), Bundi (Rajasthan) and Haldia (West Bengal)

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Objectives of the project

The objective of our study is to: Identify general practices that organizations use to recruit and select employees. Determine which recruitment & Selection practices are most effective.

Literature Scan On the topic( Write-up)

Human Resource Management

Human resource management is the process of acquiring, training, apprasing and compensating employees, and attending to their labor relations, health and safety, and fairness concerns.

Objectives of HRM
Human resource Management is aims at effectively managing organizations employees and human resources. HRM professionals oversee the people side of an organization including compensation and benefit, career development, Training, hiring and many other functions. The goal of HRM is to meet organization to meet their strategic goals by attracting and retaining qualified employees and managing them effectively while ensuring that the organizations complies with all appropriate labor laws. Human Resource managers are responsible for recruiting, training, utilizing and maintaining qualified work force. This involves such activities as writing job descriptions, interviewing and testing applicants, administering salary and benefit programs, staff training, counseling

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employees concerning their personal and job problem dealing with rule violation and conducting research in employment problems.

HRM FUNCTIONS AND OBJECTIVES

HRM OBJECTIVES: SOCIETAL OBJECTIVES: SUPPORTING FUNCTIONS: LEGAL COMPLIANCE. BENEFITS. UNION-MANAGEMENT RELATIONS ORGANIZATIONAL OBJECTIVES: HUMAN RESOURCE PLANNING EMPLOYEE RELATIONS SELECTION TRAINING AND DEVELOPMENT APPRAISAL PLACEMENT ASSESSMENT FUNCTIONAL OBJECTIVES: APPRAISAL PLACEMENT ASSESSMENT PERSONAL OBJECTIVES: TRAINING AND DEVELOPMENT APPRAISAL PLACEMENT COMPENSATION ASSESSMENT

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Human resource planning

Recruiters need to keep abreast of changes in the labor market to ensure that their recruitment efforts are not wasted or directed at too small a pool of labor. Skill shortages may occur unexpectedly and recruitment and training processes need to be kept flexible. It is a good idea for any organization to plan its labor force requirements, matching available supply against forecast demand. A skills audit of existing staff will increase knowledge of the skills the organization has available and those, which are lacking, and thus help pinpoint areas for future development.

Objectives:

Assess future recruitment needs Formulate training programs Develop promotion and career development policies Anticipate and, where possible, avoid redundancies Develop a flexible workforce to meet changing requirements Control staff costs whilst ensuring salaries remain competitive Assess future requirements for capital equipment, technology and premises.

Management is responsible for producing the human resource plan, senior management for supporting it. Implementation is likely to be most effective if it carries the support of the workforce, normally achieved through consultation with trade union or other employee representatives. Producing a human resource plan involves:

Forecasting staffing requirements against business objectives Assessing the available supply of people to meet those requirements Matching available supply against forecast demand.

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Process of Human Resource Planning

Corporate objective Business unit objective H.R. objective

H.R. demand objective Net requirement nt

H.R. supply forecasting Control and Evaluation of implementation

Action plan Surplus H.R Downsizing Transfer Training Deficit H.R Recruitment Transfer Training

Recruitment
Recruitment is the process of identifying and attracting potential candidates from within and outside an organization to begin evaluating them for future employment. Once candidates are identified, an organization can begin the selection process. This includes collecting, measuring and evaluating information about candidates qualification for specified positions. Organizations use these processes to increase the likelihood of hiring individuals who possess the right skills and abilities to be successful at their jobs.

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The importance of good recruitment and selection

Recruiting people who are not suitable for the organization can lead to increased labor turnover, increased costs for the organization, and lowering of morale in the existing workforce. Such people are likely to be discontented, unlikely to give of their best, and end up leaving voluntarily or involuntarily when their unsuitability becomes evident. They will not offer the flexibility and commitment that many organizations seek. Managers and supervisors will have to spend extra time on further recruitment exercises, when what is needed in the first place is a systematic process to assess the role to be filled, and the type of skills and abilities needed to fill it. Most recruitment systems will be simple, with stages that can be followed as a routine whenever there is a vacancy to be filled, and which can be monitored and adapted in the light of experience.

Efficient - cost effective in methods and sources Effective - producing enough suitable candidates without excess and ensuring the identification of the best fitted for the job and the organization Fair - ensuring that right through the process decisions are made on merit alone.

Alternatives to recruitment and selection

Outsourcing Contingent Workers Professional Employer Organizations Overtime

Sources of recruitment : Internal sources

Job Posting (Intranet) Employee Referrals Data bank

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Ex-employees

External sources
Advertising (walk ins) Employment Agencies Internships /Apprentices Consultants Job portals Campus recruitment Employee referrals Professional Contacts Moonlighters

Process of Recruitment
The recruitment & selection process starts with the resignation or temporary absence of an existing employee, or when a new post is established.

1. Before advertising 1.1 Review the need for the post:

A vacancy presents an opportunity to either reassess the requirements of job or to consider restructuring .A number of questions should always be asked prior to recruiting to the vacancy. Can workloads be adjusted? Can the job be carried out on a part-time rather than full time basis etc Has the function changed from what was originally envisaged Are the existing job title, role specification and person specification appropriate for the post? Does any information from an exit interview need to be taken into account? If it is a new post, has it been evaluated and funding agreed?

1.2 Employee feedback 19

Where vacancy occurs through the resignation of an existing member of staff, the member of staff should be encouraged to give feedback on their role, responsibilities and other associated issues in order that useful information can be obtained and taken into account in any revision of the job or person specification. When an employee resigns they will be given the option of having an exit interview with a member of the HR team before they leave.

1.3 Job requisition form

The decision to fill a vacancy, create a new post or vary the established structure must be agreed by the Senior Management Team through the Head of Corporate Services. The manager responsible must request approval to advertise the vacancy by completing a Staff requisitions form and having this signed by the appropriate Director.

The Director will need to be satisfied that:

There are sufficient budget/resources available to cover the full cost of the post. The role specification for the post is up to date, taking into account any additions or deletions to the duties and responsibilities and having regard to the needs of the organization. The length of the Contract to be offered is appropriate to the needs of the organization and complying with employment legislation. A job evaluation has been carried out on any new or revised post and that it has been graded appropriately. The person specification has been compiled, having regard to the skills, qualifications, and experiences needed to adequately fill the post as specified in the role specification.

1.4 How should the vacancy be filled?

Information regarding vacancies within an organization should be easily accessible and open to current employees. In line with this policy, ALL vacancies will be advertised on the website in addition to any other type of media selected.

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This will enable both external and internal candidates to apply for the post and will create a fairly selected pool of applicants from which the most appropriate can be selected.

If the need to fill the post is immediate it may be deemed necessary to use temporary staff until the role is filled through the standard recruitment procedure. At this stage, consideration needs to be given to any budgetary control measures and to the financial and staffing implication of any temporary arrangements considered.

2. Role specification
The responsibility for reviewing/drafting/confirming the role specification rests with the Manager in consultation with HR. The person specification should represent a statement of what a person is expected to do. 2.1 It should contain: An accurate job title. The main purpose of the job, and this should clearly relate to the purpose and objectives of the service. The main duties and responsibilities. These should be comprehensive and meaningful and should be appropriate to the perceived grade of the post. The date the role specification was approved. If there is a budget responsibility, the amount of the budget involved. If there is staff management responsibility, the number of staff involved. The duties and responsibilities as specified should be strictly relevant to the requirements of the job.

Job evaluation
Each post in the Organization is required to be evaluated by the Job Evaluation Panel to have an appropriate grade attached to it. No advertising of a post can be undertaken until an evaluation has-been agreed. A good role specification is vital to the success of the recruitment and selection process, as it is the foundation upon which the person specification, evaluation, the advertisement, the interview, testing and assessment procedures will be derived.

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3. Person specification
Having established the duties of a job through the process of drawing up a role specification, it is necessary to clearly establish what attributes a person needs to be able to fulfill the duties of the job. The person specification is a statement that describes the knowledge, skills, abilities, experience and qualifications needed by the individual to carry out the duties of the job, as described in the role specification. The criteria specified under these headings should be measurable and justifiable, as they will the advantages of a clearly defined person specification are that it: Reduces subjectivity and bias and promotes objectivity Clarifies what we are looking for from candidates, often resulting in more successful appointments It provides clear information on the basis of which the advertisement can be written Provides the information necessary to help design the selection process, i.e. methods of testing Provides clear information for the short-listing panel to ensure a shared understanding from the outset Effectively presents the interview panel with a list of questions to ask, and areas to be explored.

3.1 Measuring how well the candidates meet the criteria

It is important that any attributes included in the person specification are measurable in as objective a way as possible. The most common method of identifying attributes possessed by the candidates is the use of Information on the application form, which is then tested out or further explored at interview. Other methods should be considered and, wherever possible, practical selection techniques used. Examples of these other methods include group exercises, intray exercises, aptitude and psychometric tests etc. The most important consideration is identifying valid means to test out information and confirm competency. This increases the objectivity of the selection process.

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4. Advertising
4.1 Preparing the advertisement The advertisement should be designed to ensure that: It attracts suitable candidates only It enhances the public image of the organization It reaches appropriate candidates as economically as possible

It must be based on the facts detailed in the job description and the person specification. The advertisement should be non-discriminatory and should avoid any gender or culturally specific language. The actual advertisement should be brief and written using a minimalist style as the cost of advertising is extremely high.

4.2 Advertising process

Careful consideration should be given to where to place the advertisement. The HR & Training Officer in consultation with the Manager will advise on the most appropriate and cost-effective media, bearing in mind that the cheapest media is not always the most appropriate. The placement of the advertisement is influenced by the type of post, the financial investment involved, the need to attract applicants from disadvantaged groups, the potential market area and the necessity to have regard to cost effectiveness.

4.3 Information pack

An Information pack will be sent to all enquirers (an electronic version is available on the website) and will include: Covering letter stipulating closing date for applications Condition of service Role and Person Specifications Corporate information

Any additional Information Sheets as provided by the Recruiting Manager.

5 The selection panel

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There should always be an appropriate gender representation within a panel and account should be taken if members of the panel have personal knowledge of the applicants.

6. Short listing
6.1 The process The Selection process has to be conducted in a systematic and objective manner. All applicants must be evaluated against the selection criteria. All members of the interview panel should be involved in the short-listing process. The co-ordination of short listing and the agreement of the final shortlist is the responsibility of the head of department in consultation with Director. The panel should then discuss the final shortlist. On completion of all the documentation the appropriate forms along with the applications should be returned to HR. This will enable HR to prepare the interview packs for the panel before the interview date.

6.2 Informing the candidates

Once the short listing has been agreed, candidates will be informed by letter, and/or telephone that they are invited for interview. The following information should be sent to the short listed candidates: Date, time and venue for interview. Contact person (for interview arrangements or informal discussion). Interview expense claim form.

7. Planning the Interview

Planning for the interview is crucial. It not only ensures that all candidates are

treated in a fair and equitable manner, but are also left with a positive and professional image of Organization. The panel should therefore determine how the interview will be structured, the nature and scope of the questions and who will be asking which ones.

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7.1 When planning for the interview, the Panel needs to consider :
The time required to notify candidates.

An appropriate and accessible venue. Candidates may have particular needs i.e., mobility/communication, which should be met to enable them to participate fully in the interview process. The timetable is devised so that each panel member and the candidates know the timing, purpose and content of each stage of the process. The same amount of time is allocated to each candidates interview. Panel members should remain consistent throughout the selection process.

7.2 Selection methods

Whilst the interview process will form the basis of the selection decisions, there may be other selection methods that might enhance the decision-making. The selection process may be a combination of the following: Ability tests Presentations Group exercises Psychometric testing Assessment centers Personal Interviews. Any additional selection methods used should clearly be related to the person and role specification and be capable of assessing a candidates competencies in performing the particular job. The Panel should ensure that any tests developed are not either directly, or indirectly discriminatory and their validity and reliability are established.

7.3 Preparing questions

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The purpose of the interview is to assess candidates suitability through fair and efficient questioning techniques that are focused on obtaining relevant evidence on which to make a decision. Supplementary questions are reasonable to ask on the contents of the candidates application and exploring areas of concern. It is important that before the interview the Panel determine the areas of questioning to be covered during the interview and allocate each Panel member a clear role. Areas of questioning should be developed to cover the criteria on the person specification, divided up according to expertise and knowledge among the Panel members. Panel members should consider the information and evidence that they are looking for in a candidates response.

7.4 References
References provide the panel with a further source of information in respect of the preferred candidate and should be used to confirm factual details in support of a persons application. HR will take up references on the preferred candidate prior to the interviews where practicable, and provide the Chair of the panel with copies of the references.

7.5 The interview

Interviewing Methods

.
Non-directive Structured Situational Behavior Panel Computer Telephonic

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The purpose of the interview is: To provide the selection panel with relevant information beyond that already contained in the application form and about the candidates suitability for appointment To allow the candidates the opportunity to demonstrate their skills, knowledge and abilities against the person specification To provide the candidate with more information about the job and the organization To identify any areas of weakness/training and development needs.

7.6 Procedure to be followed after the interview

HR to take up references on preferred candidate, if this has not been actioned already. HR to offer post to successful candidate. HR to inform unsuccessful candidates of outcome within 4 working days of the interview. The Chair or Manager to offer feedback to unsuccessful candidates, where requested. The Chair of the panel to complete the recruitment proformas and panel assessment sheets and return to HR.

7.7 Negotiating Starting salary

All checks, including references, qualifications, and confirmation of salary details should be undertaken before an offer is made. The appointing manager, in consultation with HR, should consider the starting salary with reference to the experience, skills, qualifications and market value of the successful candidate. Director must approve any starting salary that is over the grade mid-point before any offer, formal or informal, is made. This approval should be requested in writing to the Head of Department, Corporate Services, giving a rational for the rate of pay. starting

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It will be the responsibility of the Recruiting Manager to request this approval. No offer either informal or formal may be made to a candidate before this approval is obtained.

7.8 Offer of appointment

HR will issue an offer letter, contract of employment and other pertinent paperwork to the successful candidate. If references have not been received by the time the offer letter is sent out, the letter must state that the offer is subject to satisfactory references. HR will also send regret letters to the unsuccessful candidates.

7.9 Probationary period

All contracts for duration of 12 months and beyond will be subject to satisfactory completion of a probationary period of 6 months. All new entrants will be required to undergo a formal probationary period of 6 months. The probationary period will enable the line manager to : Assess/review the initial performance of the appointed candidate and determine their suitability to do the job. Give some initial consideration for the employees potential and possible development within the job.

8 The induction
Following the appointment to the post, the Manager should develop an induction programme for the successful candidate. The induction programme must be geared to the particular needs of the individual and these must be identified

Induction aims to:

Enable new members of staff to have a clear understanding of Organizations aims and objectives. Enable new members of staff to have a clear understanding of their role. Make new members of staff feel an integral part of Organization, so that they can contribute to Organizations aims and objectives as quickly and possible and develop their full potential effectively as

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 Ensure that new members of staff settle into their jobs as quickly as possible and that any training and development needs are identified and acted upon. Helps in building motivation and confidence in members of staff joining the organization.

Constraints on Recruitment
Logically, firms would seek to recruit in a manner that guarantees the greatest number of qualified applicants. However, there are often constraints on the recruitment process, which prohibit some methods. Some of these constraints are:

Organizational Policies Recruiter Habits Environmental Conditions Job Requirements Inducements Costs

Organizational policies: Promote-from-Within Policies, gives present employees the first opportunities. Environmental Conditions: Need to watch economy business, industry cycles, scarcity of skill sets and competition from other recruiters it may also require change in HR plans. Job Recruitment: Can be a constraint as skilled workers are more difficult to find then unskilled worker, want to ensure requirements realistic if overdone, person could get board & leave. Inducement: Recruiter need to sell market, workplace. Paid holiday, flexi timing etc may stimulate interest. Costs: Compensation Policies, adhere to established pay ranges, is one of the major constraints in recruitment.

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Recruitment & Selection process at AWL

Manpower planning Approval from Management H.O to recruit Advertisement in companys website, sites, consultants/headhunting

C.V pool/Data bank Schedule interview in Screening consultation with H.O.D Written test in case of Salary negotiation withby the selected Final interview fresher/C.A/M.B.A/M.L.W/M.S.W/Graduate/Pos Preliminary interview by H.R and candidate Executive t Functional graduate (M.S.C) head Joining formalities Issuing offer letter

Recruitment process at AWL Manpower planning

Manpower requirement of ADANI WILMAR was decided when it was established. ADANI WILMAR also decided the additional employees it will take in case of expansion e.g. For expansion in Mundra in 2004-2005,the manpower approval was taken four years before) But if there is additional requirement more people can be hired by getting approval from Top management.

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 Approval from Head Office

The manpower requirements are discussed by head of department in consultation with executive Director, Mr. Pranav Adani

The sources of recruitment used by Adani Wilmar:

1. Head Hunting:
Head hunting is a common feature especially where there is shortfall of required skills. Head hunting is used where company plans to have people from the same industry as they are having in depth knowledge of the same business/trade. Head hunting is used to recruit talents who have made their place in the profession by utilizing their expertise in their functional domain ADANI WILMAR LTD uses headhunting in companies (which are in edible oil) such as Cargill foods, Ruchi, parekh foods. It searches for talents who have made their place in edible oil industry. At AWL the hr manager headhunts through networking.

2. Consultants:
One of the fastest growing businesses in India is recruitment agencies (consultants). This source is used by AWL, but used only for critical positions. The consultants of AWL are Career search, Sampark, Uttkarsh placements. Job profile is send to the consultant and asked to forward the C.Vs of appropriate candidates. Consultant searches for the C.V, also meets the candidates and if found suitable for the company requirement they forward the C.Vs to HR Department. Again from the received bunch of C.Vs HR Department screens them and shortlist the C.V based on the laid down criterion.

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3. Job Portals:
This is the most commonly used source of recruitment. Awl has subscribed for naukri.com. They are having the facility of accessing database. The reason for using this source is cost effectiveness and time saving.

The main advantage of using this source is as follows: Large database of prospective job seekers is available in all functional domains C.Vs can be searched for any particular location where the requirement exists. C.Vs can be searched function wise, location wise, based on experience etc

4. Campus Recruitment:
Companies use to visit lot of institutes for recruiting fresher through campus recruitment. Campus recruitment starts from December to march every year. Placement co-coordinator contacts the institutes and in co-ordination with HR department date of visiting the concerned institutes is decided when all the students will be available. Most of the company prefer to visit campus in the first week from the date campus starts in order to get potential students. Looking for the growth and business expansion, AWL recruits M.Ts their H.O, Branches and Manufacturing units. In the past AWL has conducted campus interview in the below mentioned intuitions: Institute of Modern Management (IIMM) Pune. Harcourt Butler Institute of Technology (HBTI) Kanpur. Institute of management Research and Development (IMDR). National Institute of Agriculture Extension management, Hyderabad.

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National Institute of Agriculture Marketing (NIAM), Jaipur.

The criteria for choosing HBTI is that it is the only institute in India which produces engineers in oil technology. And also the senior technical team of ADANI manufacturing units is from HBTI Kanpur From the rest of the stated institutions M.Ts are taken especially for Marketing and Trading. Procedure followed in campus: Power point presentation containing information about the company is shown to the candidate for about 30 min during campus recruitment. Then written mental ability test is conducted for fresher who have done: Master of Business Administration. Master of Computer Application Bachelor of Technology Bachelor of engineering Chartered Accountants MLW/MSW

The test is for 30 min and no negative marking is done. Test paper contains 75 questions. Areas covered under the test are: Logical Reasoning Mathematical Aptitude Data Interpretation Verbal Ability Grammar

Candidates are short listed on the basis of test result and then interviews are conducted.

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5. Internal search-transfer / promotion:

When a post is vacant due to resignation the company looks for an internal replacement or transfer or promotion. When a new post is established this method is not used as competencies required are different and need arises to recruit from external sources.

6. Data Banks: Short listing

The process The Selection process has to be conducted in a systematic and objective manner. All applicants must be evaluated against the selection criteria. The co-ordination of short listing and the agreement of the final shortlist is the responsibility of the head of department in consultation with Director.

Interview
The selection system will be a two-tier system: (a) Personal interview (b) Written test (i.e. PTS Test for Appointment as trainee officer Minimum Score 100) and management Trainee (minimum score 105) during Campus placement MBA/CA/ICWA/CS/B.Tech/B.E/MLW/MSW/MHRM/PGDBM/MCA/MIB/PGPABM.

The interview panel will consist of: GRADE OA-1 TO SUP-2 INTERVIEW PANEL MEMBERS Dept, head, HR head, Officer /executive of the related dept. OFF 0 7 Above Dept, head, HR head

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 Final selection:

Appointment letter signing authority (annexure GRADE OA-1 to MG-2 SM & above INTERVIEW PANEL MEMBERS Sr. Mgr. (HR) President (Group HR)

Negotiating Starting salary

All checks, including references, qualifications, and confirmation of starting salary details is undertaken before an offer is made. The appointing manager, in consultation with HR, should consider the starting salary with reference to the experience, skills, qualifications and market value of the successful candidate. Director must approve any starting salary that is over the grade mid-point before any offer, formal or informal, is made. It will be the responsibility of the Recruiting Manager to request this approval. No offer either informal or formal may be made to a candidate before this approval is obtained.

Offer of appointment
HR will issue an offer letter, contract of employment and other pertinent paperwork to the successful candidate. If references have not been received by the time the offer letter is sent out, the letter must state that the offer is subject to satisfactory references. HR will also send regret letters to the unsuccessful candidates .

Offer-letter signing authority: (annexure GRADE INTERVIEW PANEL MEMBERS

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OA-1 to MG-2 SM & above

Sr. Mgr. (HR) President (Group HR)

Joining formalities.

The HRD dept. will inform the candidate while issuing the offer letter to submit the following: 1. Joining Report 2. Bio data form 3. PF form 4. ESIC form 5. Group Mediclaim Form 6. All educational Certificates 7. Relieving letter 8. Work-ex-certificate from previous Company 9. 3 colored photograph 10. 11. 12. Accepted Copy of Offer letter License copy in case of sales staff Duly completed ID card format along with photo

Orientation: (a) Wherein employees in the cadre of officers and above join the organization a written communication will reach all the departments and Branch offices. (b) The concerned employee will be taken by the HRD dept. for an introduction. (c) The orientation schedule will be worked out wherein the person will get orientation of each department so that he gets accustomed to the system

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(d) The concerned employee will also be informed about his roles and responsibilities.

Information Sourcing (Data Collected, Their Sources, etc)

(I)

Position vacant: Location: Educational Qualification required: Experience required: Source of C.V: Total applications collected: C.V short listed:

Deputy Mgr. Accounts H.O B.com plus C.A, I.C.W.A 8 9 yrs Naukri.com 100 30 (Short listing was done by functional head)

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Interview: First round was conducted by Functional head (Accounts) And HR head Second Round was conducted by Head of Accounts Department and HR head Third round was conducted by Executive Director and Group president Accounts Some Competencies: Functional knowledge ( Accounting , Taxation , Budgeting) Relevant Experience in Manufacturing Accounts Clarity of thought Analytical Skills Adaptability

Candidates Interviewed: 5 Final Selection: 1

(II)

Position vacant: Location: Educational Qualification required: Experience required: Source of C.V: Total applications collected: C.V short listed:

Deputy Mgr. HR Haldia B.COM, MLW, MSW, MHRM, and PGDBM 10 -12 yrs Naukri.com, Consultants 120 30 (Short listing was done by functional head)

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Interview: Out of 30 short listed 5 candidates were interviewed First round of interview is conducted by Functional head (HR) Plant and HR Mgr (H.O) Second Round of interview is conducted by Head of department (HR) Group President HR and Executive Director. Some Competencies required: Functional knowledge Relevant Experience in Industrial Relations Clarity of thought Conflict Management Analytical Skills Adaptability

Candidates Interviewed: 5 Final Selection: 1

(III)
Position Vacant: Location: Total time taken to fill the position: Manager Logistics H.O 6-8 months

Manager logistics position was vacant because of a resignation and due to the workload it was bifurcated in the other new post of manager commercial. Educational Qualification Required: Supply Chain management. Graduate in any discipline plus specialization in

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Sources of C.V: Total C.V sourced: Total interviewed:

Naukri.com 300 50

Interview: First round of interview is conducted by Functional head (logistics) And HR head Second Round of interview is conducted by Head of Logistics Department and Executive Director. Some Competencies required: Functional knowledge. Analytical Ability. Management Skills. Warehouse Management.

Selected: 2 Joined: 1

(IV) Position Vacant: Location: Total time taken to fill the position: Educational Qualification Required: Supply Chain management Manager Commercial H.O 6-8 months Graduate in any discipline plus specialization in

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Sources of C.V: Total C.V sourced: Total interviewed:

Naukri.com 300 50

Interview: First round of interview is conducted by Functional head (commercial) And HR head Second Round of interview is conducted by Head of Commercial Department and Executive Director. Some Competencies required: Functional knowledge. Analytical Ability. Geographical Knowledge. Management Skills. Negotiation Skills. Commercial Knowledge (road permit, insurance coverage etc.)

Selected: 2 Joined: 1

(V)

Position vacant: Location: Educational Qualification required: 41

Deputy Mgr. security Mundra, Mantralayam

Experience required: Source of C.V: Total applications collected: C.V short listed: Naukri.com, Consultants 500 50 (Short listing was done by functional head) Interview: Out of 50 short listed 5 candidates were interviewed First round of interview is conducted by Functional head (security) Plant and HR Mgr (H.O) Second Round of interview is conducted by Head of department (Security) Group President HR and Executive Director. Some Competencies required: Functional knowledge Relevant Experience in Industrial Relations Clarity of thought Analytical Skills Adaptability

Candidates Interviewed: 5 Final Selection: 2

(VI) Position Vacant: Location : HR Manager Mundra

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Total time taken to fill the position: Educational Qualification Required: in Human Resource Management. Experience required: Sources of C.V: Total C.V sourced: Total interviewed:

4-5 months Graduate in any discipline plus specialization

10-12ys Naukri.com & Consultant. 100 50

Interview: First round of interview is conducted by Functional head (HR) and manager HR. Second Round of interview is conducted by Group President and the GM HR Some Competencies required: Functional knowledge Relevant Experience in Industrial Relations Clarity of thought Analytical Skills Adaptability Communication skills Conflict Management

Selected: 3 Finally joined: 1

Recommendations:
1. ADANI WILMAR LTD should focus on compensation management I.e. process of determining cost-effective pay structure that is designed in such a manner so that it helps in attracting and retaining people, provides incentive to work and so that its pay structure is fair & competitive in market.

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2. Where recruitment is difficult in some jobs the jobs should be redesigned. 3. Employee referral should be used by organization as this is an effective source of recruitment and helps reducing the attrition rate, thus retaining employees for longer period. 4. Medical check should be conducted in the selection process. 5. Awl should undertake the process of Competency mapping as this would help in more accurate analysis of the job. 6. The interviews should be more structured and questions should be planned in advance keeping in mind the role specification and person specification. (helps in recruiting the right person) 7. Flexibility in working arrangements including job-sharing, flexi time, offer of assistance with domestic care arrangements and costs can prove highly attractive. 8. The offer of T & D is often a strong attraction to potential recruits, as well as to the existing employees. Also T & D provides scope for growth in an organization. 8. Exit interview should the major part of the HR policy, and should be conducted for every outgoing employee. 9. Ensure that all employees have a copy or possess knowledge of their job description to ensure that they know what they are expected to do. 10. Try to offer variety in work assignments especially for those performing tedious and monotonous tasks. Assignments could possibly assess the employees aptitude for a different career track or a higher-level position. 11. Recognition - Ensure that employees know that their work is valued, that they are an asset to AWL that they are crucial to the daily and long-term operations of AWL.

Conclusion:
Working at ADANI WILMAR Ltd. was a unique experience. The help provided by each and every person on every level was very appreciable. During our tenure of 2 months training we have learned various aspects of HR very clearly.

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Apart from recruitment & selection process, we have learnt the performance appraisal exercise as well as the salary rationalization process. AWL is having structured grading system candidates are put in specific grade based on qualification and experience. This decreases dissatisfaction as people having same qualification and experience are in to the same grade and structure which is common reason of dissatisfaction and turnover in most organization. This experience has certainly helped us in completing our theoretical knowledge backed with a practical learning, which will help us in our professional lives. We take this opportunity to thank every one in the organization.

Bibliography:

Dessler G. (2003). Human Resource Management, Pearson Education.

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 Aswathappa K. (1997). Human Resources and Personnel Management, Tata McGraw Hill Publishing Company Limited. DeCenzio D. & Robbins S. (1988). Personnel/Human Resource Management, Prentice-Hall of India Private Limited.

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