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PROJECT REPORT

OF

INDUSTRIAL TRAINING
ON

MANAGEMENT OF WORKING CAPITAL AT (AMBER ENTERPRISES (INDIA) PVT. LTD.) SUBMITTED TO PUNJABI UNIVERSITY, PATIALA IN THE PARTIAL FULFILLMENT OF THE MASTER DEGREE OF MASTER OF BUSINESS ADMINISTRATION (MBA) (BATCH: 2012-14)

Project Guide Er. Amandeep Kaur

Submitted By: Name- Gurjant Singh Class- MBA (Global Business) University Roll No.-

SHAHEED UDHAM SINGH COLLEGE OF RESEARCH & TECHNOLOGY, TANGORI (MOHALI) -140306

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To Whom It May Concern


This is to certify that - Sunil Banga S/o S. Sarup Singh Class-MBA (Global Business), Student of Shaheed Udham Singh College, Tangori has undergone training in MILKFOOD LTD., and BAHADURGARH For the period from 1 st June to 10th July 2013.He has successfully completed his project (RECRUITMENT AND PROMOTION). During his training period he has been found sincere and hardworking. We wish all the success in his carrier.

Authorized signatory

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Certificate
This is to certify that the project (RECRUITMENT AND PROMOTION) is the bona fide project work done by Sunil Banga S/o S. Sarup Singh Class-MBA (Global Business), student during session 2012-2014 in the partial fulfillment of the degree of Master of Business Administration (MBA). To the best of our Knowledge, this work has not been submitted in the part or full to any other university for the award of Degree/Diploma.

External Guide Mr.R.Mathur Manager (Personnel) Milk food Ltd, Bahadurgarh

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Certificate
This is to certify that the project (MANAGEMENT OF WORKING CAPITAL) is the bona fide project work done by Gurjant Singh Class-MBA (Global Business), student during session 2012-2014 in the partial fulfillment of the degree of Master of Business Administration (MBA). To the best of our Knowledge, this work has not been submitted in the part or full to any other university for the award of Degree/Diploma.

Project Guide Er. Amandeep Kaur (Lecturer)

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Acknowledgement
The success of this training is an outcome of sincere and channeled efforts in the right direction, efficient supervision and most valuable assistance. This project would not complete without the help of (Director, Shahed Udham Singh College, Tangori). Direcot , Principal HOD, external guide internal guide

Thanks to Mr. R.Mathur, Manager (Personnel), Milk food Ltd, Bahadurgarh Thanks to

Sunil Banga Class: MBA (Global Business) University Roll No:

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Declaration
We hereby declare that the work, which is presented in this project is partial fulfillment for the award OF THE DEGREE OF master of BUSINESS administration (MBA), is an authentic record of work carried by me. We further declare that no part of this project report has been submitted to any other university programs or company to any other degree or certificate.

Gurjant Singh Class: MBA (Global Business) University Roll No:

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Preface
Industrial training is one of the most components in the fulfillment of any professional course conducted at any level and at any college. The main purpose of the training program is to expose the trainees to the practical experience of the actual industrial conditions in which they are required to work in future. The lectures help us to know the theoretical concept of the processes being followed at the industrial level and the tools being used to conduct that processes but we would get the complete knowledge of the process only if we have a chance to witness the process, study it and if possible being able to conduct that process if authorities allow us to do so. Thus emerges the need of industrial training.

Gurjant Singh Class: MBA (Global Business) University Roll No:

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TABLE OF CONTENTS
Certificate by internal guide Certificate by external guide ii i

S.NO. 1. 2. 3.

CONTENT

PAGE NO.

Executive Summary . 9 Company Profile Introduction of Recruitment & Promotion 10 21

4.

Guidelines on Best Practice in Recruitment

39

5. 6. 7. 8. 9. 10. 11. 12.

Review of Literature Research Objectives Research Methodology Finding Conclusion Suggestions & Recommendations Limitations of Study Bibliography

51 53 54 56 57 58 59 60

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13.

Annexure

61

1. EXECUTIVE SUMMARY
Today, in every organization personnel planning as an activity is necessary. It is an important part of an organization. Human resource planning is a vital ingredient for the success of the organization in the long run. There are certain ways that are to be followed by every organization, which ensures that it has right number and kind of people, at the right place and right time, so that organization can achieve its planned objective. The objectives of Human Resource Department are Human Resource
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Planning, Recruitment and Promotion. Training and Development, Career planning, Transfer and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs special attention and proper planning and implementation. For every organization it is important to have a right person on a right job. Recruitment and Selection plays a vital role in this situation. Shortage of skills and the use of new technology are putting considerable pressure on how employers go about Recruiting and Selecting staff. It is recommended to carry out a strategic analysis of Recruitment and Promotion procedure. With reference to this context, this project is been prepared to put a light on Recruitment and Promotion process regarding the employees. This project includes Meaning and Definition of Recruitment and Promotion, Need and Purpose of Recruitment, Evaluation of- Recruitment Process, Recruitment Tips. Sources of Recruitment through which an Organization gets suitable application. Scientific Recruitment which an Organization should follow for, right manpower. Job Analysis, which gives an idea about the requirement of the job next is Selection process, which includes steps of Selection, Types of Test, Types of Interview, Common Interview Problems and their Solutions. Recruitment and Promotion are important part of any organization. They are important components of the organization and are different time each other.Since all the aspect needs practical example and explanation this project includes Recruitment and Promotion Process of Milk food, Bahadurgarh.

2. COMPANY PROFILE
LOCATION PATIALA PLANT The plant is located 250 Km north of New Delhi at Bahadurgarh on National Highway, between pajama and Patiala. The plot is set up in an area of 12 Acres and is capable of handling 500 MT of Milk per day. The plant has facilities to manufacture Anhydrous Milk Fat (Ghee), Milk powders (Skimmed Milk Powder, Whole Milk Powder). The plant is being
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upgraded to manufacture Value added products like Casein, Dematerialized Whey powder, Lactose and Whey Protein Concentrate powders of different percentages.

Milk Processing & Pasteurization

The main process equipment comprises of Desludge cream separators from Westphalia, 'Germany ' with capacity of 20 K L per hour with matching Heat Exchangers for Pasteurization. The storage capacity of Raw Milk and Pasteurized Milk are 130 MT and 2 10 MT respectively.

Anhydrous FAT
The equipment is Cream Separators and Pasteurizer from Alfa Laval Batch Type Butter Churn from Larsen & Toubro with capacity of 46 MT per day. The facility has a Mather and Platt tin can packaging line with an Auto filling system ranging from % Ltr to 5 Ltrs. The facility also has 2 Lined Carton Auto filling and sealing machine from Rollatainers for packing of % Ltr and 1 Ltr with capacity of 360 packs per hour. The bulk pack Filling machine for 15 Kgs Tin with capacity of 200 Tins per hour is from Philips.

Powder Manufacturing
Four Effect Evaporators of Wigand Design with capacity of 325 MT of Milk and Spirally with capacity of 344 MT. Two stage Spray Dryers with Vibro Fluidization of Niro design from Larsen & Toubro and Single stage Dryer of Anhydro Design from Alfa Laval / Tetra Pack with capacity of 53 MT per day. Powder Packaging in 1 Kg pouches with capacity of 30 MT per day from Hassia, Germany and also in 25 Kgs Bulk is packing.

Utilities
The service equipments comprise of Boilers with capacity of 18 MT of Steam per hour at a pressure of 24 Kgcm2 using alternate source of energy as fuel like rice husk with fluidized bed for maximum combustion. 0.20 MW/Hour is
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produced using a Back Pressure Tlzrbine. Exhaust steam is used in Milk Processing. The Refrigeration system is Ammonia and Lithium Bromide Absorption System from Thermax with capacity of 300 TR using water as refrigerant and exhaust steam from power producing turbine as a heating medials. The plant is fully equipped to handle treatment of total generated effluent with an ETP from Triveni Engineering of capacity 50 cubic meter / per hour. Power Load sanctioned is 3.8 MW with necessary total power back up if 1800 KVA Gensets. Water requirements are met from deep bore Tubewell with capacity of 90 cubic meters per hour. For quality assurance, the company has well established laboratories with qualified staff that monitor raw milk quality packaging material and online processing to testing of finished products. A 100 % Export Oriented Unit to manufacture Casein and Dematerialized Whey Powder is being set up at Patiala with Capacity to manufacture 6000 MT of Casein per Annum. The machinery is largely to be from Alfa Laval. A High capacity Boiler and 1 MW Turbine is being installed to fun meet the Power requirements The plant at Patiala after up gradation (October 2006) would have processing capacity of 7 million liters of milk per day.

HAMIRA PLANT
The plant is located approximately 30 Kms north of Jallandur on G.T. Road, between Jallandur and Amritsar . The Plant is on lease from Jagatjit Industries Ltd and has a capacity to process 500 MT of Milk per day. The plant has facilities to manufacture Anhydrous Milk Fat (Pure Ghee), Milk Powders (Skimmed Milk Powder, Whole Milk Powder, and Dairy Whitener & Infant Foods). The plant has facility to produce powder with disc and nozzle atomization resulting into powders of low or high density. A Three stage spray drying system with facility helps in production of instant powders. A separate facility for production of malted food is available. The main process equipment like Cream Separators & Heat Exchangers are from Alfa Laval, Continuous Butter Chum from HMT and Evaporators and Spray Dryers from Alfa Laval. The service equipments like boilers use like ice husk. 50% of power is generated through steam turbines and exhaust cream is used
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in milk processing. Total effluent generated is teated in efficient effluent plants and necessary power back up is available through captive generators. For quality assurance, well established Laboratory with qualified staff that monitor online process to testing of finished products.

MORADABAD PLANT
The plant is located approximately 200 Kms from New Delhi at Mugalpur urf Agwanpur Mustakam on the Moradabad - Kanth Road. The Plant is set up in an area of 17 Acres and is capable of handling 500 medic Tonnes of Milk per day. The plant commenced production In November 2005. The plant has facilities to manufacture Anhydrous Milk fat ghee, milk powder(Skimmed Milk powder, Whole Milk Powder).

Milk Processing & Pasteurization


The main process equipment comprises of Auto Sludge Cream separators and Heat Exchangers from Alfa Laval with capacity of 30 Kl . per hour. The storage capacity of Pasteurized/processed Milk is 200mt.

Anhydrous FAT
The equipment includes Continuos Butter Chum from HMT with capacity of 36 MT per day.The facility has a tin can packaging line with an Auto filling system ranging from 1/2 Ltr to 5 Ltrs. The facility also has 2 Lined Carton Auto filling and sealing machine from Rollatainers for packing of 1/2 Ltr and 1 Ltr Lined Carton with capacity of 720 packs per hour. The bulk pack filling machine for 15 Kgs Tin w1111 capacity of 360 Tins per hour from Avery India Ltd.

Powder Manufacturing
Five Effect Evaporators with capacity of 25000 LPH of Milk. Spray Dryers with capacity of 40 MT per day. Packaging in 1 Kg pouches with capacity of 30 MT per day from Hassia and also in 25 Kgs` packaging. The plant can produce powders with disc & nozzle atomization and is Utilities
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The service equipments comprising of Boiler at high pressure with superheat with capacity of 12 MT of Stenm per hour at a pressure of 32 Kgcm2 which use alternate source of energy as fuel like rice husk with fluidized bed for maximum combustion. The steam generated is passed through Back pressure turbine resulting into power generation meeting approx. 50% of total power required .Exhaust Stenm from Turbine is used in Milk Processing , Evaporator , Spray Dryer and Refrigeration. The Refrigeration system is Ammonia and Lithium Bromide Absorbrion System from Thermax with capacity of 300 TR using water as refrigerant .Exhaust steam from power producing turbine is used as a heating medium. For effluent treatment a modem treatment plant using both aerobic and An-aerobic system to give desired results. For quality assurance well established Laboratory with qualified staff who monitor all Raw Material and Packaging material intake along with controlling the online process and finished products quality.

BUSINESS MARKETING Milk Powder


Skimmed Milk Powder and Whole Milk Powder are of institutional Grade supplied either to companies where it is used as a raw material for their end products (Malted Food , Food Supplements, Chocolates, Ice Creams, Biscuits , Sweets etc.) or it is used in the milk dry areas of the country to be reconstituted as liquid milk . The Powder is packed in Food Grade Polyliners and 25 Kg. Kraft Paper Bags packs and also 1 Kg. Polypacks. The product is ISI Graded for Export. Among the private sector corporations in India the company is one of the largest supplier for Milk Powders to the institutions ice Glaxo Smithkline , Cadburys, Nestle , Mother Dairy , Metro Dairy , Lotus Chocolate. The company also exports Stimmed Milk Powder and Whole Milk Powder to the South Asian countries of Pakistan, Bangladesh , Nepal, Sri Lanka , Afghanistan and Myanamar.

Ghee
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The Anhydrous Milk Fat (Ghee) is marketed as 'MILKFOOD' brand is graded as AGMARK Special Grade and is the leading private sector 5 brand in the country and commands one of the largest shares of the North indian Market. The company is also approved with the Canteen Stores Department for supply of Consumer Pack Ghee. Ghee is packed in seven pack sizes from1/2 Ltr. Packs to 15 Kg Tins. For distribution of Products Redistribution depots at Gurgoan , Delhi , Kolkatta , Chandigarh and Mumbai apart from Agents spread over almost all states.

Casein
A 100% Export Oriented Unit is being set up at the existing facilities at Bahadurgarh, Patiala to manufacture Casein which commands a premium price in Export markets of USA, Europe and Japan. India being the largest and cheapest producer of Milk holds comparative price advantage in the product which has yawed applications from Food Products, Pharma to Technology redacts. Demineralized Whey Powder is a by product which has both a Domestic and export P market.

Uses of Casein :
Casein / Caseinates Food grades : ingredient in noodles, chocolate, sweets, mayonnaise, ice cream, cheese manufacture, binding ingredient, emulsifier and milk substitute in processed foods. Industrial grades : Plastic (buttons, knitting needles), manufacture of synthetic fibres, chemical industry (paints, glues, glazed paper, putty and cosmetics), reinforcing agent and stabilizer for rubber in automobile tyres, nutritional supplement and binder in calf milk replacers. Other technical applications include detergents, hairspring products and cosmetics, lightweight concrete, washboards, photo etching, computer circuits, electronics ignition components, water purification, insecticide sprays and fertilizer. Whey powder : Food grade : lee cream, bakery products (cakes, biscuits), chocolate flavouring, infant formula, yogurt, beverages, processed meat etc.
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Industrial grade : animal feed (pigs, horses, poultry), calf milk replacer, carrier for herbicides

FUNCTIONS & HIERARCHY OF MARKETING SECTION MARKETING SECTION


Market is of two types : -Urban Market -Rural Market In Milkfood Milk Plant urban market is done by a separate marketing Department that is headed by Incharge Marketing under the overall guidance of Managing Director. He is assisted by Sales Supervisors, Milk Bar Manager, Milk Bar Assistant and Dairy Helper-cum Cleaners. The Marketing starts with the product planning and ends with consumer's satisfaction. For this purpose, the Sales Supervisor regularly visit the market to study market needs & supervise the sale under the different market conditions.

MARKETING SYSTEM
City Supply: - Market milk supply was started with effect from 13April, Plant is supplying pasteurized & standardized milk packed in half liter poly packs through a market network of 674 agencies, 11 Milk Bars, given on lease & 4 Plant owned Bars in Patiala & in satellite towns like Rajpura, Serhind, Bassi etc-The supply of milk has also been started in the markets of Uttrakhand. The initiative taken by the plant, bore the fruit & the plant started generating instant cash. Milk is also supplied to Mother Dairy on Custom Packing basis. Sweetened Flavored Milk:- The plant introduced this milk during 1988. It has increased its production/marketing which improved the profitability. Plant has started the sale of this favored milk not only within the state but also in metro cities like Delhi and neighboring states of harmony & H.P. Keeping in view the demand; the Plant introduced the carry away bottles for sweetened milk in 2004. Today with the addition of this packing size in its fleet f the products, Plant is selling a record production of its unit.
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Paneer & Curd: - To augment the financial position of the Plant & with a view to diversity in the field of production, the plantings already introduced Production/Marketing of Paneer (Cheese) within Patiala as well as in Havana. The sale of these two products is picking up day by day the Plant in order to match the competition due to which the curd is now made of Double Toned Milk which earlier was made of Toned Milk. This as a result, raised the sale. Cheese Plant: - A Cheese Plant with a capacity of 30 MTs per month has been set up recently with a cost of Rs.' 1.46 Chores which has started functioning after obtaining a certificate from BEREAU of INDIAN STANDARS (BIS). The maiden consignment of 1998 by the then Processed Cheese in 400 gm Tins has been flagged off by the then Managing Director, S. Amrik Singh, MILKFOOD PUNJAB, Chandigarh, to the Ministry of Defense. Thereafter, the supply of Processed Cheese is regular to the Defense Forces & Civil Market all over the India

URBAN MARKET
1) Incharge Marketing :To Manage and organist all marketing functions, like sales of product, organist the city supply, advertisement, to check the functioning of all workers deputed in field and Milk Bars. 2) Sales Supervisor:-To sell the milk products to local dealers as well as outside dealers! To ensure the payments from Govt. institutions, they also check the milk bars and field requirements. 3) Salesman/Milk Bar Manager: To sell the product through Milk Bars, which are under the jurisdiction of Milk Plant, Bahadurgarh. 4) Milk Bar Assistants: To assist the Milk Bai Manager at Milk Bars. 5) Dairy Helper-cum Cleaner :In Milkfood Milk Plant they work as salesman, they have been given the targets to sales, say 1000 products they sell the products market according to demand and received cash, deposit to account department

RURAL MARKET
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But in case of Rural Marketing, products are sold through societies. There is no any separate department for this. Purpose and the Rural Marketing is secondary function of milk procurement department which is headed by Manager Milk Procurement and works under the overall guidance of Managing Director. He is assisted by Deputy Manager Procurement, Vety Officer, Milk Procurement Supervisors and Milk Procurement Assistants. 1)Deputy Manager -There are two Deputy Managers. They encourage their subordinates to do work accurately, check the rates of milk, check exact quantity of milk, solve the problems of procurement, supervise the work of subordinates. 2)Milk Procurement Supervisors He checks the milk rates, fats, solve the problems of Procurement Assistants, supervise the work, make proper raw material arrangements for without any interruption in production of milk products. 3)Milk Procurement Assistants-They follow the directions given by Manager, supervise the work for milk procurement, give orders to societies, |11 control on village societies, check the quantity of milk, maintain contracts with societies, solve early society problems.

MANUFACTURI|NG PROCESS
The primary object of food Manufacturing is to supply wholesome, safe and acceptable food to the consumer. In order to ensure that prepared foods confirm to certain specific standards, quality control measures are to be implemented. In India. The government introduced the concept of quality standards through BIS (Bureau of Indian Standards) and Agriculture Produce (grading & marketing) Act ice. AGMARK. AGMARK was infirmities in 1937. Later on after independence, FPO (Fruit Product Order) was promulgated in 1943 for regulating the quality of fruit and vegetable products. Fruits have always been important of certain DAIRY products like ice cream, yogurt etc. The addition of fruits is immediately seen to add value as well as sophistication to products from yogurt to fresh cheese and ice cream for SMI and AGMARK for pure ghee. Ghee was used even during Vedic periods. Ghee and SMI' was developed to have milk
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products containing milk solids with longer shelf life. INTRODUCTION TO MFL The company earlier known as Teg Cheese Plant was established by the Maharaja of Patiala in the early 1960's. This plant was taken over by Jagatjit Industries Ltd., l-lamira on 31st March 1974. The company has two manufacturing plants. One in Patiala (Punjab) and the other in Gurgaon (Haryana). The company also has a chain of fast food cum ice-cream periods irk Delhi.

Patiala Plant: This plant is located approximately 9 K.M. from Patiala city at Bahadurgarh on the Patiala - rajpura road. The plant is set up in an area of approximately 12 Acres (48600 square meters) land. It is capable of handling lnkh liters of milk everyday and is one of the biggest milk plants of the region. The plant is manufacturing Desi Ghee, Skimmed Milk Powder (SMP) that is being sold under the brand name of IMILKFOOD'. The plant has a Vice President (Works) as its head and has a permanent work force of about 235, which include workers, technicians, chemists, engineers and administrative staff. This work force goes up to 700 in the flush season when casual workers are called in to keep the plant running at Full capacity. stabilizer for rubber in automobile tyres, nutritional supplement and binder in calf milk replacers. Other technical applications include detergents, hairspring products and cosmetics, lightweight concrete, washboards, photo etching, computer circuits, electronics ignition components, water purification, insecticide sprays and Fertilizer . Whey Powder- Food grade Ice Cream chocolate flavouring, infant formula, yogurt, beverages, processed meat etc. Industrial grade : animal feed (pigs, horses, poultry), calf milk replacer, carrier for herbicides etc..

INTRODUCTION OF MILKFOOD PRODUCTS


-PURE GHEE

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-SKIMMED MILK POWDER -PANEER -ICE CREAM -ICE CREAM POWDER -MILK

3. INTRODUCTION Of RECRUITMENT & PROMOTION


Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment. Recruitment is understood as the process of searching for and obtaining applicants for the jobs, from among whom the right people can be selected. A formal definition states, belt is the process of finding and attracting capable applicants for the employment. The process begins when new
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recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected. In this, the available vacancies are given wide publicity and suitable candidates are encouraged to submit applications so as to have a pool of eligible candidates for scientific selection. Recruitment, information is collected from interested candidates. For this different source such as newspaper advertisement, employment exchanges, internal promotion, encore used. In the recruitment, a, pool of eligible and interested candidates is created for selection of most suitable candidates. Recruitment represents the first contact that a company makes with potential employees Definition: According to EDWIN FLIPPO, ''Recruitment is the process of searching for k- prospective employees and stimulating them to apply for jobs in the organization. '' 1.1 NEED FOR RECRUITMENT The need for recruitment may be due to the following reasons / situation: a) Vacancies due to promotions, transfer, retirement, termination, permanent disability, death and labour turnovers b) Creation of new vacancies due to the growth, expansion and diversification! Of business activities of an enterprise/. In addition, new vacancies are possible due to job specification. Purpose and importance of Recruitment: 1. Determine the present and future requirements of the organizations on conjunction with its personnel-planning and job analysis activities. Bib 2. Increase the pool of job candidates at minimum cost. Help increase the success rate of the selection process by reducing the 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.
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5. Meet the organization's legal and social obligations regarding the composition of its. Work force. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various recruiting techniques aid sources. Recruitment is a positive function in which publicity is given to the jobs available in the organization and interested candidates are encouraged to submit applications for the purpose of selection. Recruitment represents the first contact that a company makes with potential employees. It is through recruitment that many individuals will come to know a company, and eventually decided whether they wish to work for it. A well-planned and well-managed recruiting effort will result in high quality applicants, whereas, a haphazard and piecemeal efforts will result in mediocre Ones . Unscientific Recruitment and Selection: Previously, the selection of candidates beliefs, personal prejudices of selection of the staff. The net result of such unscientific recruitment and selection are: was influenced by superstitions, looking after 'the recruitment and Selection of the staff. (a) Low productivity of labour. (b) High turnover . (c) Excessive wastage of raw materials . (d) More accidents and corresponding loss to the organization . (e) Inefficient working of the whole organization and finally (f) Ineffective executive's training and management development programs.
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Scientific recruitment The importance of recruitment and selection of staff is now accepted in the business world. Selection is important as it has its impact on work' performance and employee cost. As result scientific methods of recruitment and selection are extensively for the selection of managers and the supervisory staff. The assistance of experts such as industrial psychologist and management consultants are also taken for the purpose of scientific selection. As a result, the objective of upright man for the right job'' is achieved in many organizations. , Moreover, tonight job'' is the basic principle in manpower procurement.

RECRUITMENT PROCESS
Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages vise; 1. Planning. 2. Strategy development. 3. Searching. 4. Screening. 5. Evaluation and control. The ideal recruitment programme is the one that attracts a relatively larger number of qualified applicants who will survive the screening process and accept positions with the organization, when offered. Recruitment programmes can miss the ideal in many ways ice. by failing to attract an adequate applicant pool, by under/over selling the organization or by inadequate screening applicants before they enter the selection process. Thus, to approach the ideal, individuals
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responsible for the recruitment process must know how many and what types of employees are needed, where and how to look for the individuals with the appropriate qualifications and interests, what inducement to use for various types of applicants groups, how to distinguish applicants who are qualified from those who have a reasonable chance of success and how to evaluate their work. STAGE 1: RECRUITMEN-T PLANNING: The first stage in the recruitment process is planning. Planning involves the translation of likely job vacancies and information about the nature of these jobs into set of objectives or targets that specify the ( 1) Numbers and (2) Types of applicants to be contacted. Numbers of contact: Organization, nearly always, plan to attract more applicants than they will hire.Some of those contacted will be uninterested, unqualified or both. Each time a recruitment Programme is contemplated, one task is to estimate the number of applicants necessary to fill all vacancies with the qualified people. Types of contacts: It is basically concerned with the types of people to be informed about job openings. The type of people depends on the tasks and responsibilities involved and the qualifications and experience expected. These details are available through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:


When it is estimated that that types of recruitment and how many are required then one has concentrate in (1). Make or Buy employees. (2).Technological sophistication of recruitment and selection devices. (3).Geographical distribution of labour markets comprising job seekers.
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(4).Sources of recruitment. (5). Sequencing the activities in the recruitment process. Makes or Buy : Organization must decide whether to hire le skilled employees and invest on training and education programmes, or they can hire skilled labour and professional. Essentially, this is 'the makes or buys decision. Organizations, which hire skilled and professionals shall have to pay more for these employees. Technological Sophistication: The second decision in strategy development relates to the methods used in recruitment and selection. This decision is mainly influenced by the available technology. The advent of computers has made it possible for employers to scan national and international applicant qualification. Although impersonal, computers have given employers and ob seekers a wider scope of options in the initial screening stage. Where to look: In order to reduce the costs, organizations look in to labour markets most likely to offer the required job seekers. Generally, companies look in to the national market for managerial and professional employees, regional or local markets for technical employees and local markets for the clerical and blue- collar employees. When to look: An effective recruiting strategy must determine when to look-decide on the timings of events besides knowing where and how to look for job applicants.

S TAGE 3 :
SEARCHNG: Once a recruitment plan and strategy are worked out, the search process can begin. Search involves two steps (A). Source activation and
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(B). Selling. A). SOURCE ACTIVATION: Typically, sources and search methods are activated by the issuance of an employee requisition. This means that no actual recruiting takes place until lone managers have verified that vacancy does exist or will exist. If the organization has planned well and done a good job of developing its sources and search methods, activation soon results in a flood of applications and/or resumes. The application received must be screened. Those who pass have to be contacted and invited for interview. Unsuccessful applicants must be sent letter of regret. B). SELLING: A second issue to be addressed in the searching process concerns communications. Here, organization walks tightrope. On one hand, they want to do whatever they can to attract desirable applicants. On the other hand, they must resist the temptation of overselling their virtues. In selling the organization, both the message and the media deserve attention. Message refers to the employment advertisement. With regards to media, it may be stated that effectiveness of any recruiting message depends on the media. Media are several-some have low credibility, while others enjoy high credibility. Selection of 'medium or media needs to be done with a lot of care.

S TAGE 4 :
SCREENING: Screening of applicants can be regarded as an integral part of the recruiting process, though many view it as the first step in the selection process. Even the definition on recruitment, we quoted in the beginning of this chapter, excludes screening from its scope. However, we have included screening in recruitment for valid reasons. The selection process will begin after the applications have been scrutinized and short-listed. Hiring of professors in a university is a typical situation. 'Application received in response to advertisements is screened and only eligible applicants are called for an interview. A selection
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committee comprising the Vice-chancellor, Registrar and subject experts conducts interview. Here, the recruitment process extends up to screening the applications. The selection process commences only later. Purpose of screening The purpose of screening is to remove from the recruitment process, at an early stage, those applicants who are visibly unqualified. 16 Effective screening can save a great deal of time and money. Care must be exercised, however, to assure that potentially good employees. are not rejected without justification. In screening, clear job specifications are invaluable. It is both good tactile and a legal necessity that applicant's qualification is judged on the P basis of their knowledge, skills, abilities and interest required to do the job. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Interview and application blanks may be used to screen walk-ins. Campus recruiters and agency representatives use interviews and resumes. Reference checks are also useful in screening.

STAGES:5
EVALUATION AND CONTROL: Evaluation and control is necessary as considerable costs are incurred in the recruitment process. The costs generally incurred are: 1. Salaries for recruiters. 2. Management and professional time spent on preparing job description, job specifications, advertisements, agency liaison and so forth. 3. The cost of advertisements or other recruitment methods, that is, agency fees. 4. Recruitment overheads and administrative expenses. 5. Costs of overtime and outsmarting while the vacancies remain unfilled.
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6. Cost of recruiting unsuitable candidates for the selection process.

1.3 EVALUATION OF RECRUITMENT PROCESS


'The recruitment has the objective of searching for and obtaining applications for job seekers in sufficient number and quality. Keeping this objective in the mind, the evaluation might include: 1. Return rate of application sent out. 2. Number of suitable candidates for selection's 3. Retention and performance of the candidates selected. 4. Cost of the recruitment process 5. Time lapsed data 6. Comments on image projected.

1:4 SOURCES OF RECRUITMENT


SOURCES OF MANAGERIAL RECRUITMENT 1. INTERNAL SOURCES 2. EXTERNAL SOURCES

(1)INTERNAL SOURCES A. Promotion B. Transfers C. Internal notification(Advertisement)


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D. Retirement E. Recall F. Former employees G. Miscellaneous external sources (2)EXTERNAL SOURCES A. B. C. D. CAMPUS RECRUITMENT PRESS ADVERTISEMENT EMPLOYMENT EXCHANGE DEPUTATION OF PERSONNE

Internal Recruitment Sources


Internal recruitment seeks applicants for positions from within the company. The various internal sources include: Promotions and Transfers Promotion is an effective means using job posting and personnel records. Job posting requires notifying vacant positions by posting notices, circulating publications or announcing at staff meetings and inviting employees to apply. Personnel records help discover employees who are doing jobs below their educational qualifications or skill levels. Promotions has many advantages like it is good public relations, builds morale, encourages competent individuals who are ambitious, improves the probability of good selection since information on the individual's performance is readily available, is cheaper than going outside to recruit, those chosen internally are familiar with the organization thus reducing the orientation time and energy and also as a training device for' developing middlelevel and top-level managers. However, promotions restrict the field of selection preventing fresh blood & ideas from entering the organization. It also leads to inbreeding in the organization. Transfers are also important in providing employees with a broad-based view of the organization, necessary for future promotions.
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Employee referralsEmployees can develop good prospects for their families and friends by acquainting them with the advantages of a job with the company, furnishing them with introduction and encouraging them to apply. This is a very effective means as many qualified people can be reached at a very low cost to the company. The other advantages are that the employees would bring only those referrals that they feel would be able to fit in the organization based on their own experience. The organization can be assured of the reliability and the character of the referrals. In this way, the organization can also fulfill social obligations and create goodwill. Former EmployeesThese include retired employees who are willing to work on a parttime basis, individuals who left work and are willing to come back for higher compensations. Even retrenched employees are taken up once again. The advantage here is that the people are already known to the organization and there is no need to find out their past performance and character. Also, there is no need of an orientation programmers for them, since they are good for job. Dependents of deceased employeesUsually, employee follow this policy. If an employee dies, his her spouse or son or daughter is recruited in their place. This is usually an effective way to fulfill social obligation and create goodwill. Recalls: When management faces a problem, which can be solved only by a manager who has proceeded on long leave, it may de decided to recall that persons after the problem is solved, his leave may be extended. Retirements: At times, management may not find suitable candidates in place of the one who had retired, after meritorious service. Under the circumstances, management may decide to call retired managers with new extension.
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Internal notification (advertisement): Sometimes, management issues an internal notification for the benefit of existing employees. Most employees know from their own experience about the requirement of the job and what sort of person the company is looking for. Often employees have friends or acquaintances who meet these requirements. Suitable persons are appointed at the vacant posts.

EXTERNAL SOURCES
External sources seeks applicants for positions from sources outside the company. They have outnumbered the internal methods. The various external sources include: Professional or Trade Associations : Many associations provide placement service to its members.consists of compiling job seeker's lists and providing access to members during regional or national conventions. Also, the publications of these associations carry classified advertisements from employers interested in recruiting their members. These are particularly useful for attracting highly educated, experienced or skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill technical posts. Advertisements : It is a popular method of seeking recruits, as many recruiters prefer advertisements because of their wide reach. Want ads describe the job benefits, identify the employer and tell those interested how to apply. Newspaper is the most common medium but for highly recruiters. Advertisements may be placed in professional or business journals. ' Advertisements must contain proper information like the job content, working conditions, location of job, compensation including fringe benefits, job specifications, growth aspects, etc. The advertisement has to -in sell the idea that the company and job are perfect for the candidate.
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Recruitment advertisements can also serve as corporate advertisements to build company' image. It also cost effective. Employment exchanges:Employment Exchanges have been set up all over the country in deference to the provision of the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959. The Act applies to all industrial establishments having 25 workers or more each. The Act requires all the industrial establishments to notify the vacancies before they are filled. The major functions of the exchanges are to increase the pool of possible applicants and to do the preliminary screening. Thus, employment exchanges act as a link between the employers and the prospective employees. These offices are particularly useful to in recruiting blue-collar, white collar and technical Workers. Campus recruitment:Colleges, universities, research laboratories, sports fiends and institutes are fertile ground for recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL, HCL-HP, ANZ Grindlays, L&T, Motorola and Reliance looking for global markets. Some companies recruit a given number of candidates from these institutes every year. Campus recruitment is so much sought after that each college; university department or institute will have a placement officer to handle recruitment functions. However, it is often an expensive process, even if recruiting process produces job offers and acceptances eventually. majority leave the organization. within the first five years of their employment. Yet, it is a major source of recruitment for prestigious companies. Walk-ins. Write-ins and Talk-ins:The most common and least expensive approach for candidates is direct applications, in which job seekers submit unsolicited application letters or resumes. Direct applications can also provide a pool of potential employees to meet future needs. From employees' viewpoint, walk-ins are - preferable as they are free from the hassles associated with other methods of recruitment. While direct applications are particularly effective in filling entry-level and unskilled
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vacanciess some organizations compile pools of potential employees from direct applications for skilled positions. Write-ins are those who send written enquiries. These jobseekers are asked to complete application forms for further processing. Talk-ins involves the job aspirants. No application is required to be submitted to the recruiter. Contractors:They are used to recruit casual workers. The names of the workers are not entered in the company records and, to this extent; difficulties experienced in maintaining permanent workers are avoided. Consultants:They are in the profession for recruiting and selecting managerial and executive personnel. They are useful as they have nationwide contacts and lend professionalism to the hiring process. They also keep prospective employer and employee anonymous. However, the cost can be a deterrent factor. A Head Hunters:They are useful in specialized and skilled candidate working in a particular company. An agent is sent to represent the recruiting company and offer is made to the candidate. This is a useful source when both the companies involved are in the same field, and the employee is reluctant to take the offer since he fears, that his company is testing his loyalty. Radio. Television and internet:Radio and television are used to reach certain types of job applicants such as skilled workers. Radio and television are used but sparingly, and that too, by government departments only. Companies in the private sector are hesitant to use the media because of high costs and also because they fear that such advertising will make the companies look desperate and damage their conservative image. However, there is nothing inherently desperate about using radio and television. It depends upon what is said and how it is delivered. Internet is becoming a popular option for -in recruitment today. There are specialized sites like naukri.com. Also, websites of
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companies have a separate section wherein; aspirants can submit their resumes and applications. This provides a wider reach. Competitors:This method is popularly involves identifying the right people terms and luring them away.Rival firms for potential employee is expected to join a new organization only after obtaining a no objection certificate' from his/ her present employer. Violating this requirement shall bind the employee to pay a few months' salary to his/ her present employer as a punishment. However, there are many ethical issues in rival companies, offering them better For instance, several executives of HMT left to Titan Watch Company. There are legal and ethical issues involved in candidates. From the legal point of view, an attached to it. Mergers and Acquisitions:When organizations combine, they have a pool of employees out of whom some may organization has, in effect, a pool new jobs may drawing the best-qualified be created. Both new and old jobs may be readily staffed by applicants from this employee pool. This method facilitates the immediate implementation It enables an organization to pursue displace employees into a new organization and to integrate a large of an organization's strategic plan. a business plan, However, the need to number of them rather quickly means that the personnel-planning and selection the new not be necessary any longer. As a result, of qualified job applicants. As a results process becomes critical more than ever. Evaluation of External Recruitment: External sources of recruitment have both merits and demerits. The merits are-The organization will have the benefit of new skills, new talents and new experiences, if people are hired from external sources. - The management will be able to fulfill reservation requirements in favour of the disadvantaged sections of the society.
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- Scope for resentment, heartburn and jealousy can be avoided by recruiting from outside. The demerits are- Better motivation and increased morale associated with promoting own employees re lost to the organization. - External recruitment is costly. - If recruitment and selection processes are not properly carried out, chances of right candidates being rejected and wrong applicants being selected occur. - High training time is associated with external recruitment.

PROMOTION
Advancement with in an organization is ordinarily labeled as promotion. It is an upward movement of an employee from current job to anotherjob that is higher in pay& status. According to scoot. A promotion is the upward of an employee to a job that pays more money or that enjoys some preferred status. According to Edwin b. slippy. A promotion involves a clang frame one job to another that is better in terms of status and responsibility. PURPOSES OF PROMOTION 1. To put the employee in a position when he will be of grater value to the company. 2. To develop competitive spirit and zeal in the employee to acquire the skill and knowledge.
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3. To develop internal sources of employee ready to take jobs higher levels in the organization. 4. To promote employee self development and make them their turn of promotion. 5. To build up morale,loyalty and a scene of belongingness. PRINCIPLES OF PROMOTION A sound promotion policy reduces the personnel problems regarding promotion considerably and ensures the employee fair chances of advancement. BASES OF PROMOTION 1). Senority as a bases of promotion.-The senior most person in the lower grade shall be promoted as and when their is an opening in the higher position. Advantage of senorita as a basis of promotion (a).It is easy to measure the length of service and to judge the senorita. (b)Trade unions generally emphasis on senorita rather than merit as a promotion. (c)The employees trust this method. (d).It minimizes the scope for grievances. Disadvantage of senorita as a bases of promotion (a).It is not necessary that employees learn more with length of service. (b)lt deactivates the gong and more competent employees. Trudging the senorita, though, it may seem very easy in theoretical since. 2). Merit as a bases of promotion- The most capable person in the lower grade, no matter if he is junior most in the company shall be promoted. Advantage of merit as a bases of promotion (a).The skills of an employee can be better utilized at a higher level.
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(b) Incompetent employees are motivated to exert all their energies and contributed to organization efficiency. (c)this system continuously encourages the employees to acquire new skills, knowledge etc. Disadvantage of merit as bases of promotion (a)Measuring merit is not always easy. (b)Many employees,pa|icularly,trade, unions distrust this method. (c).The techniques of merit measurement are subjective. (3). Sonority-cum-merit bases- A combination of both senorita and merit may be considered as a sound bases for promotion.

4. GUIDELINES ON BEST PRACTICE IN RECRUITMENT


INTRODUCTORY NOTE: 1. FREEDOM OF INFORMATION AND RECRUITMENT & SELECTION 2. THE JOB
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3. THE JOB DESCRIPTION/PERSON SPECIFICATION 4. APPLICATION FORM 5. ADVERTISING THE POSITION 6. SELECTION 7. THE SHORT LISTING PROCESS 8. INTERVIEW PLAN 9. THE INTERVIEW PROCESS 10. DECISION MAKING 11. RECORD MANAGEMENT 12. REFEREE REPORTS 13. MAKING THE JOB OFFER 14. ADVISING UNSUCCESSFUL CANDIDATES 15. POST INTERVIEW FEEDBACK

Introductory Note
The purpose of this guideline is to provide those Boards who are beneficiaries of programmes that Milkfood Limited, Bahadurgarh. Manage, with general information on best practice in the area of the recruitment and selection of staff. This is an information note only and it should not be regarded as a legal interpretation of legislation relating to the recruitment and selection process. Professional advice should always be sought from an appropriately qualified and
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experienced source in the interpretation and application of recruitment and selection practices. The Appendices A - F contain samples of forms which are intended for indicative purposes only. These should be amended to meet the individual needs of each beneficiary group, as appropriate. 1. RECRUITMENT & SELECTION Milk food Limited, Bahadurgarh. Came under the terms of Freedom of Information legislation effect from 1St November, 2002. The Act, known as the freedom of Information Act, W 1997 and 2003, confers on individuals a legal right of access to their own personal information held by Milk food Limited, Bahadurgarh. And to their own employment records. It also confers a legal right to have made known to them, in writing, the reasons for decisions made by Milkfood Limited, Bahadrgarh. that has materially affected them. The Board of Milk food limited, Bahadurgarh. Have decided, as a matter of policy, that all records relating to an individual's application for a position in Milk food Limited, Bahadurgarh. can be made available to them automatically on written request without the need to go through the Freedom of Information process. The Freedom of Information Act extends to records held by groups relating to any contract that they may have with Milk food Limited, Bahadurgarh... Individuals who are employed under Milk food Limited, Bahadurgarh. finding may make a request to Milk food Limited, Bahadurgarh. for access to their recruitment records in accordance with the terms. Groups will be required to make these records available to Milk food Limited, Bahadurgarh. For forwarding to the requester. The Board of Milk food Limited, Bahadurgarh. have decided that all groups with whom it has contracts should operate within the spirit of Freedom of Information legislation throughout the recruitment and selection process. This means that groups should operate open and transparent processes and make an any individual's recruitment records available to him/her upon written request. These guidelines are primarily designed to assist you in implementing effective and fair recruitment and selection processes, which will contribute to your success
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in appointing the best candidate to each post. They have also been drafted lo assist you in ensuring that proper records are maintained and that decisions are properly documented, in order that you can respond to requests for reasons for decisions on an individual job application. It is important to restate that it is essential that these processes are rigorous, transparent and professionally conducted. All decisions relating to recruitment and selection must be justifiable in relation to the criteria outlined for the post. 2. THE JOB The recruitment and selection process begins with either the creation a new position or an existing vacant position arising. In relation to a new position, the first task to be performed should be a job analysis, which |11 identify the following: - The key areas of responsibility role and requirements of the post, including how the role may develop into the future. -The reporting and working relationships of the post. -The impact the new position will have on exist. - The status/contract duration/grading of the post. lf it is an existing position the following issues need to be considered: - Whether the job has changed, and why - Whether the job description needs to be changed to accurately reflect the role and responsibilities of the post and how the role |11 develop into the future. 3. THE JOB DESCRIPTION/PERSON SPECIFICATION In addition to recruitment & selection, the job description can be used for a variety of purposes, including: - Identifying needs in respect of training and development - Ensuring a rational system of job grading exists - Ensuring mutual understanding between the employee, the line manager and other coworkers about the allocation of responsibilities and priorities and associated job accountabilities Providing a reference point for reviewing performance and identifying development needs. A clear job description will help you to select the most suitable candidate for the post and provide an opportunity for applicants to info themselves
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about what your organization can offer them. Writing the Job description. It is the responsibility of the Board/Manager, in consultation with the appropriate staff to draft the job description. This is essentially a summary of the tasks and responsibilities of the jobholder and it should include the following information -The main purpose of the job and the context in which it exists - The key areas of responsibility and accountabilities involved -The reporting relationships -The tasks and skills involved. in in writing a job description, the following broad principles should be borne in mind: - The job description describes the job, not the person in it. -The job description must describe what the job will be and what the post holder will be required to do now arid into the future. -The aim is to describe the principal tasks of the job. -Specific conditions pertaining to the functions of the post should be clearly defined. - The job description should allow for flexibility in the allocation of new duties relevant to the core functions of the post. This will avoid potential issues such as demarcation and the like and ensure the required level of flexibility amongst staff exists. -The job description mist not be discriminatory or make explicit or implicit reference to the age, gender or any other irrelevant characteristics of the position holder. Person Specification Once the job description has been written, the person specification outlining the skills, qualifications, knowledge, behavior, competencies and experiences required of the person being sought can be decided. The person specification contains the selection criteria against which applicants will be assessed. The more accurate the criteria, the more likely that the best candidate will be selected for the job. Selection criteria are critical to the recruitment and
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selection process as they provide: - A consistent and objective set of standardly for all applicants which can be observed and measured. -A structured and rational means for assessment of applicants. - Selection criteria that can be divided into essential and desirable. Essential Criteria are those that are critical for the satisfactory performance of the job. A1l applicants must meet all essential criteria to be considered for the next stage of the recruitment and selection process. Desirable Criteria are those, which enhance a person's capacity to do the job. They are usually not listed as essential because it is expected that they can be acquired once in employment. For instance, while specific knowledge about your programmes may be of benefit, it can also be learned. Conditions Of Employment The job details should include the following: - Salary - Working Hours -Location where the job will be based -Pension -Annual Leave - Expenses - Duration of the contract Selection Process Details of the selection process should be included in the job description egg. short-listing and structured interviews. Final Draft The board Manager should ensure that the job description conforms to current HR Policies and relevant legislation and the agreed format.

4. APPLICATION FORM
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You may decide to use an application form to aid the process. The application form should only contain questions relating to the requirements of the job ice. questions on the skills and the experiences required for the position. Questions on marital status, slumbers of children, date of birth, medical history or any other of the nine grounds listed in the Employment Equality Act, 1998 and 2004 should not be included in the application form. 5. ADVERTISING THE POSITION Having regard to the potential vacancy to be tilled, a decision should be made on the most appropriate method of advertising which will result in sufficient levels if interest from suitable candidates. This might include advertising the vacancy internally within the workplace or externally using national press, local press, recruitment agencies, for etc. Draft Advertisement The advertisement (internal or external) should be carefully drafted with specific regard to the job description and person specification. The advertisement should conform to current HR Policies and relevant legislation, particularly equality legislation, and the agreed organizational format. The draft advertisement should include the following details: -The job title. -The level of the position remuneration. - The key duties and responsibilities of the position a the location/base of the post a The essential and desirable selection criteria (taken from the job description). - The closing date for receipt of applications. - The availability of |11 job details, Tel/Fax No, email and website address. -Company logo and NDP logo and EU logo, if appropriate. 6. SELECTION It is vitally important to remember that all documentation throughout the selection process is submitted in confidence. Al1 parties involved in the recruitment process must respect candidates right to privacy and confidentiality. Discussions regarding
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individual candidates must not be engaged in by members of the interview board or staff involved in the management or administration of the process, outside the process. The names of candidates who have applied for a positionts) should never be disclosed to any party who is not involved in that process. The most common method of selection is by means of a formal structured interview, supplemented in some cases by other assessment techniques such as presentations and second interview. In relation to to: Interview Board it is recommended that every Interview Board will. In most cases comprise of a minimum of 3 persons (including chairperson). In the case of short term appointments or more junior positions, an Interview Board may comprise of a minimum of 2 persons. - Be of a composition appropriate to the post being filled. - Have gender representation where possible. -Where appropriate, include a member of the Board. -Be given a copy of the recruitment and selection guidelines. - Receive appropriate interviewing training, including equality training. 7. THE SHORT LISTING PROCESS Short listing is the process whereby candidates are assessed by at least two members of the Interview Board against agreed criteria, on the basis of information provided in the application documentation, in order to eliminate unsuitable candidates and identify those candidates who most closely meet the criteria for further assessment. At least two members of the Interview Board must assess the applications, to shortlist who will be invited to interview. This helps bring objectivity to the process and can minimize allegations of bias. Once the application deadline has closed, all members of the short listing board will be given a |11 and complete set of the following. - Job description. -person specification. - advertisement. - A list of all applicants and their complete application documentation. The Short-listing board should agree the shortlist criteria in advance of the shortlist
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process. The shortlist criteria should be based on the specific requirements of the job as outlined in the job description and person specification. These criteria and a rating system should be agreed in advance of the short-listing meeting and should be applied consistently in respect of all applicants. Each Member of the Shortlisting Board should: -Agree on a set of criteria for short listing - (See Template assessment sheet/sample rating system at Appendix A) . -In the first instance, all applicants who possess the essential criteria stated in the advertisement or information package. - Shortlist rating remaining applicants against the essential and desirable selection criteria only. - Note briefly the reasons for not short-listing each unsuccessful applicant. At the commencement of the process, a meeting of the short-listing board should be arranged, and a Chairperson agreed. This person should be fully briefed and equipped to properly discharge this role, having due regard to the requirements of Milk food Limited, Bahadurgarh. Under Freedom of Information legislation. Ideally, all members of the short-listing board should then attend a short-listing meeting arranged by the Chairperson. Where this is not possible he/she should forward their draft, together with the applicant ratings to the Chairperson in advance of the short-listing meeting. The Chairperson should consult with them before the final shouldest is agreed. Once this exercise has been completed they should: - Agree on and record a final shortlist of candidates that have been assessed as being competitive in the format outlined in appends. - Include in those applicants about whom there is dispute if unanimity cannot be achieved. - Consider re-advertising the position if no applicants meet all the essential criteria when short-listing, board members should never. - Recommend for interview any applicant, whether internal or external, who does not meet the essential criteria. -Make negative assumptions or decisions on the basis of perceived overqualification. - Exclude candidates from further consideration for reasons that are not related to
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the selection criteria such as personal bias, age, disability, gender, race or any other of the nine grounds listed in the Employment Equality Act, 1998 and 2004. At the end of the short-listing process the Chairperson of the short-listing board should return a copy of the shoulders report signed by all members of the shortlisting board together with a signed copy of the shortlist assess person nominated by the Board. The shortlist assessment sheet should include a brief comment as to why a candidate has not been short-listed. A person nominated by the Board should be designated to notify unsuccessful candidates by letter as soon as possible after the short-listing process has been completed. Unsuccessful candidates should be advised that written feedback on the short-listing process is available by written request. This feedback will only relate to the individual applicant. No reference should be made to the performance of another individual applicant.

8. INTERVIEW PLAN
The Interview Board should meet in good time prior to the interview and draft an interview plan with specific areas of questioning for each interview board member. In preparing questions, Interview Board members will need to. - Base the questions on selection criteria as specified in the Job Description, see interview assessment sheet at Appendix C. - Focus on the knowledge, skills, attainments, competencies and behavior required for the job . Ensure questions are sufficiently rigorous and searching to assess ability and differentiate between candidates. - Ensure that questions are well structured, relevant and probing. The questions asked at selection interviews must be wholly relevant to the specific job. The Chairperson should ensure that questions asked are relevant to the position, are aimed at assessing the candidates in relation to the agreed criteria and will elicit information to assist in selecting the best candidate for the job. Interview Boards should be mindful at all times of not asking questions which could be construed as potentially discriminatory under the nine areas covered by the Employment Equality Act, 1998 and 2004 ice. 1. Gender 2. Marital status
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3. Family status 4. Sexual orientation 5. Religion 6. Age 7. Disability 8. Race 9. Membership of the Traveller Community Other forms of assessment For some posts it may be necessary to supplement the interview with other forms of assessment. Short listed candidates should be advised in advance of any alternative forms of assessment.Such additional forms of assessment may include: - Giving a brief presentation on a particular subject. - Completing an assessment of computing skills, for example word processing, spreadsheet or desktop publishing skills'. - Testing report biting

9. THE INTERVIEW PROCESS


At the start of each interview, the Chairperson should introduce each applicant to the Interview Board and explain their roles. They should explain the purpose, expected duration and structure of the interview to the applicant and indicate that notes will be taken by Interview Board members. The applicant should be put at ease so that he/she can answer questions to the best of their ability. This may involve asking an early 'ice-breaking' question. The Interview Board should ask all applicants the same core questions to ensure a consistent and fair approach. Supplementary questions, may be asked if required to clarify issues, obtain further information or to explore areas that arise in the interview - The Interview Board should actively listen and actively seek clarification. -Members of the Interview Board should obtain sufficient information from applicants to make accurate decisions. Assumptions should not be made about an applicant's capabilities to perform various aspects of-the position under consideration .
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Applicants should be asked if they wish to discuss matters that may not have emerged in response to questions raised during the interview, to add any information, or to ask any questions. - Applicants should be advised about the timing of decision-making and notification of the outcome of the process. A11 Interview Board members should be present for all interviews. If, in exceptional circllmstances, a Board member cannot be present for all interviews He/she should withdraw from the Board. In exceptional circumstances where a Board member has to withdraw, a substitute may be invited to participate on the Board in order to cover a particular area of ' expertise. This substitute should receive all necessary docllmentation and should be properly briefed to satisfactorily complete their role. The substitution should be clearly noted in interview files/papers.

10. DECISION MAKING .


When making a decision on the most suitable applicant candidates should be ranked suitable or unsuitable for appointment based on their performance at interviews) and the quality of their written application. The Chairperson should seek to facilitate the interview board in jointly completing the Interview Assessment Form. This will detail an assessment of the candidate against the core competencies, knowledge skills, attainments & behavior required to carry out the particular role. Effort should be made to reach a unanimous decision, however if this is not reached a majority decision is acceptable. Where the Interview Board vote is tied, the Chairperson has the casting vote. -The Chairperson should prepare a final report which will include the Interview Board's recommendation naming the candidate recommended for appointment, or in the case of multiple posts the recommended candidates in order of merit. Where possible, reserve candidates should be named by the Interview Board and should be listed on a panel in order of merit. -imperative that only those candidates deemed suitable to perform the job should be placed on the panel. The Chairperson should ensure the following is completed and returned to a person assigned by the Board. - The Interview Board report is signed by all members of the Interview Board in
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the format outlined in (Appendix E). - The assessment sheet is signed by all members of the Interview Board and includes a comment on the following'. - The reasons why a candidate has not been found suitable for the appointment The relative merit of the recommended applicantts) on the basis of the selection criteria only. Clear and detailed reporting |11 assist if post-interview feedback is requested, if an appeal is lodged or if a challenge is made by an unsuccessful candidate. Interview Board members should be aware that any notes that they make about any of the candidates may be discoverable under freedom of information legislation. The Chairperson should collect all documents relating to the interview process and return them to a person designated by the Board.

11.RECORD MANAGEMENT
Recruitment and selection procedures are subject to the provisions of the Freedom of Information Act, 1997 and 2003. It is therefore important that the decision making process is clearly documented and that all documents relating to the recruitment and selection process are returned to a person designated by the Board. At the end of the interview process the Chairman should ensure that all documentation held by all members of the Board is returned to a person nominated to take responsibility for the recruitment process. One copy of the following documents relating to the process should be retained for a period of eighteen months in the event of challenge: - Job description/person specification - Advertisement - Application forms/curriculum Vitas - Signed shortlist assessment form - Rating Criteria - Signed Shortlist Board report * Signed Interview assessment form A11 other documentation should be destroyed. It is recommended that any rough notes made by Interview Board members should not be retained after the selection process but should be returned for disposal.
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12. REFEREE REPORTS


Referee reports provide an additional source of information about the candidatets). They should be seen a further part of the selection process. In general, references should be requested in respect of the candidate recommended, by the interview Board. Oral references should be requested by the Board, or an individual nominated by the Board by phone, or in writing, in accordance with an agreed proforma. Referees should be provided with information about the position and be requested to address the selection criteria, whether in' a written report or by phone. A note confirming that satisfactory references were received, should be placed on the Interview file. If unsatisfactory references are received, the person giving the reference should be asked, if they are prepared to stand over the reference and if so, the reasons why the references were unsatisfactory should be decremented and placed on the recruitment file.

13. MAKING THE JOB OFFER


Interview Board members should never commit the organization to an appointment or to a specified salary at the time of interview. Candidates should be told only that salary will be within the advertised range, although notation may be made on the report of any comment an applicant wishes to make in regard to salary. Interview Board members should never contact the successful applicant until after an offer has been made by a person nominated by the Board.

14. ADVISING UNSUCCESSFUL CANDIDATES


A person should be designated by the Interview Board to promptly advise unsuccessful applicants as soon as possible after receipt of the Interview Board's Report. Interview Board Members should not contact the unsuccessful applicants after the interview process unless specifically agreed by the Company Board.

15. POST INTERVIEW FEEDBACK


Post feedback in writing may be provided by a person nominated by the Board
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on receipt of a written request by applicants. The feedback will only relate to the individual applicant. No reference should be made to the performance of any other individual candidates.

5. REVIEW OF LITERATURE
As related to the Recruitment of the employee various authors have expressed their views regarding training success and undertaking in and outside the company, few of them listed are: Recruitment is concerned with developing suitable techniques for attracting more and more candidates. Recruitment is the process of searching for prospective employees and stimulating them to apply for the jobs in the organization. When more persons apply for jobs then there will be a
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scope for recruiting better persons. The job seekers too, on the other hand, are in search of organization offering them employment. Recruitment is a linkage activity bringing together those with jobs and those seeking jobs. Many see recruitment and selection as the most important component of the staffing model. Obviously, the fright persona must be selected to achieve high levels of productivity, but how the selection is made also is important, if for no other reason than to meet legal and ethical requirements of institutional policy such as fundamental fairness and affirmative action. One of the central findings of the literature review conducted by Winston and Cremer (1997, p. 128) was that the most successful student service programs tend to be those where the managers select, hire, and retain competent and caring individual's Recruitment and Promotion literature in student affairs often addresses standards of admission the (Stnmatakos, 1981) and entry-level competencies and skills (Hyman, 1988; Ostroth, 1981). Hiring particular types of staff members, such as paraprofessionals (Winston & Ender, 1988), mid-level managers (Gordon, Borders Strode, & Mnnn, 1993; Saunders & Cooper, 199%, minorities (Sagaria & Johnsrud, 1991), and executive-level managers (Haro, 1991) also is common in recruitment and selection literature. Sims and Foxley (1980) contribute significantly to this literature by pointing to the role of institutional systems in the process and by suggesting that the precepts of the processes should be based on development (the historic foundation of the field). The recruitment and selection process is a complex system of interdependent processes that begins with determining the need and establishing the purpose of the position. This process should include a careful position analysis, a step often assumed but not taken that leads to hiring someone, but maybe not the right person, which is, of course, a key to successful staffing practices (Raetz, 2001). Based on a carefully conducted position analysis, a position description is then prepared that accurately and completely describes position responsibilities, necessary qualifications of candidates, and any unusual or unique aspects of the position or the institution.

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6. RESEARCH OBJECTIVES
. To study the selection procedure followed by Milk food. . To study the recruitment methods used by Milk food. . To study the appropriate interview panel adopted to select employees. . To study employees attitude, attendance, service at the time of promotion.
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. To find promotion criteria adopted by company. . To study about planning regarding the strategy

7. RESEARCH METHODOLOGY
Research in common parlance refers to a search for knowledge. One can also define research as a scientific and systematic search for pertinent information on a specific topic. The word research has been derived from French word Researcher means to search. FRANCIES RUMMER define Research: It is a careful inquiry or examination to discover new information or relationship and to expand or verify existing knowledge. Research is the solution of the problem, whether created or
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already generated. When research is done, some new outcome, so that 'the problem (created or generated) to be solved. RESEARCH DESIGN: Research Design is the conceptual structure within which research is conducted. It constitutes the blueprint for collection, measurement and analysis of data. The design used for carrying out this research is Descriptive. DATA TYPE: In this research the type of data collection is - Primary data -Secondary data DATA SOURCE: The sources of collection of secondary data are: * Questionnaire * Books * Websites * Magazine * Brochure SAMPLING PLAN: It is very difficult to collect information from every member of speculation .As time and costs are the major limitation that the researcher faces. A sample of 100 was taken the sample size of 100 employees were selected on the basis of Random sampling technique. The individuals were selected in the random manner to form sample and data were collected from them for the research study. SAMPLE UMT: 100 Employees AREA OF STUDY: Milk food Limited, Bahadurgarh.

ANALYSIS AND INTERPRETATION: Data collection through questionnaire and personnel interview resulted in availability of the desired information but these were useless until there were analyzed. Various steps required for this purpose were editing, coding and tabulating. Tabulating refers to bringing together similar data and compiling them in an accurate and meaningful manner. The data collected by questionnaire was analyzed, interpreted with the help of table, bar chart and pie chart.
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7. FINDINGS
. 87% say yes the recruitment strategy been carefully planned, and rest 13% of them say no the recruitment strategy had been not carefully planned. . 65% say that the structure of interview format is good 12% of them says that each interviewer asked the same set of questions, 10% of them says that all questions based on accurate description and rest 13% of them says that questions structure appropriately.

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. 72% say yes appropriate pre-determined criteria being used to score applicants responses in the interview and rest 28% of them say that no appropriate predetermined criteria being used to score applicants responses in the interview. . 31% says that the applicant educational history has been checked and rest 69% of them says that the applicants work history has been checked. . 30% says that seniority bases promotion is right and rest 70% says that in these days that method is too old. . 65% says that merit bases promotion is good for the employees and rest 35% says that this method is not good for senior employees.

9.CONCLUSION
- Mostly Employees say Yes recruitment strategy been carefully planned. -Mostly Employees say that they have the essential requirements Skills, knowledge and abilities) stated. - Employees say that questions structure appropriately. -Mostly Employees say yes appropriate pre-determined criteria being used to score applicants' responses in the interview.
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-Mostly Employees ask that are professions represented equally on the panel? - Mostly employees say that the applicant's work history has been checked. -Mostly employees and admin. Trust on seniority bases promotion. -factory employees trust the criteria of promotion.

10. SUGGESTIONS AND RECOMMENDATIONS


Companies have to reform their policies and understand the working conditions of the employee. They have to relate their work in the manner that employees don't get frustrated with the stress and over burdened of the work. Facilities like food and transportation to be provided free, company has to provide more growth opportunities to the workers.
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Time to time Performance Appraisal and job incentives has to be provided. Hea1th and yoga camps to provide on regular basis to make their workers get rid of stress of work load. Social responsibility should have to increase at professional level. The policies have to be in the manner that employees efficiency with the repetitive nature of work won't get affected. It is to be in the mind of the employee that with the impact of the work time his/her moral don't get affected and also the efficiency with the work.

11. LIMITATIONS OF STUDY


1. The information provided by the employees is not definitely true. 2. The samples of employees are not representative of the total workforce. 3. The workers hesitate disclosing the true facts in order to secure their job. 4.There is no measure to check out whether the information provided by the employees is correct or not.
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5. it is very time consuming.

12. BIBLIOGRAPHY
BOOKSANDJOURNALS -Shashi K. Gupta (2009) Principle of Human Resource Management. -Braun, S.A. (1995). Helping managers become effective job interviewers. Industrial Management, 37, 5-8.
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- Breaugh, J.A., and M. Starke. (200%. Research on employee recruitment: So many studies, so many remaining questions. Journal of Management, 26, 405-434. - Doddona, M. F. (2001). Hiring student affairs staff with disabilities. College Student Affairs Journal, 21634, 73-81. - Gordon, S. E., Borders Strode, C., & Mnnn, B. A. (1993). The mid-manager in student affairs: What are CSAOS looking for? NASPA Journal, 30, 290-297. - Haro, R. P. (1991). Selecting a dean of student services in the far west: When right may be wrong. NASPA Journal, 28, 149-155. - Hyman, R. E. (1988). Graduate preparation for professional practice: A difference of perceptions. NASPA Journal, 26, 143-150.- L. Cooper & E. A. Locke (Eds.), Industrial and organizational psychology: Linking theory with practice (pp. 304-334). Oxford; Blackwell. -' Ostroth, D. D. (1981). Competencies for entry-level professionals: What do employers look for when hiring new staff? Journal.ofcollege Student Personnel, 22, 5-1 1. -Phillips, J. M. (1998). Effects of realistic job previews on multiple organizational outcomes: A meta-analysis. Academy of Management Jollrnal, 41, 673-690. - Raetz, T. (2001). Conducting job analyses and creating position descriptions for student affairs professionals. College Student Affairs Journal, 21634, 26-34. - Sagaria, M. A., & Johnsrud, L. K. (1991). Recruiting, advancing, and retaining minorities in student affairs: Moving from rhetoric to results. NASPA Journal, 28, 105-120. - Saunders, S. A., & Cooper, D. L. (199%. The doctorate in student affairs: Essential skills and competencies for mid-management. Journal of College Student Development, 40, 185-191. -' Sims, J. M., & Foxley, C. H. (198%. Job analysis, job descriptions, and performance appraisal systems. In C. H. Foxley (Ed.),

13. ANNEXURE
QUESTIONNAIRE I am a student of MBA(Global Business) From SHAHEED UDHAM SINGH COLLEGE,Tangori surveying on title Recruitment & Promotion. Please fill the questionnaire to the appropriate results.
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1. Has the recruitment strategy (eg. advertising) been carefully planned? -Yes -No 2. Has an appropriate recruitment? Recruiter (e.g., supervisor, coworker) been enlisted to help with Recruiter? - Does he / she have knowledge / experience of the role? - Is he / she familiar with the organization? -Can he / she give candidates realistic and accurate information? 3. What attracted you the most initially (tick all that apply)? -Content of Job -Hours of Work -Promotion Opportunity -Salary -Location 4. What information would you have liked to have seen more/less of? More Less -Job -Terms and Conditions -Department -Living -Development/Training 5. Have curriculum vitals (CVs) and written applications been reviewed? - Has all important information been verifying ed (e.g., checked with referees)? 6. Have appropriate procedures been adopted for the interview? - Is a structured interview format employed? - ls each candidate asked the same set of questions? -Are all questions and assessment criteria based on accurate and up-to-date job descriptions? - Are questions structured appropriately (e.g., situation or experience-based
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questions)? 7. Are appropriate pre-determined criteria being used to score applicants' responses in the interview? - Yes - No 8. Has an appropriate interview panel been selected? - Are there multiple interviewers? - Are genders represented equally on the panel? - Are professions represented equally on the panel?

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