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SUMMER TRAINING REPORT

At
BSL MANDPAM, BHILWARA
Duration: - 18th May to 26th June, 2009
Submitted to:

FACULTY OF TECHNOLOGY & MANAGEMENT,


RAJASTHAN TECHNICAL UNIVERSITY, KOTA
Towards

The Partial Fulfillment of the Requirements for Degree of


Master of Business Administration
in
Human Resource
by:

Vinita Sunariwal
Under the guidance and supervision of
Dr. Sudhinder Singh Chowhan
Department of Training & Placement

AJMER INSTITUTE OF TECHNOLOGY,


Ajmer, (RAJASTHAN).
[Approved by AICTE & affiliated to Rajasthan Technical University – Kota,]

2009-10
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]

Declaration

This report is a written account


of what I learnt and experienced during this period.
I wish,
those going through it, will not only find it readable
but will also find
useful information for future references.

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Kota,]
I hereby declare that this report submitted in partial fulfillment of the
requirement of the award for the Post Graduate Diploma in Management (PGDM) course to
AJMER INSTITUTE OF TECHNOLOGY is my original work and not submitted
for award of any degree or diploma fellowship or for similar titles or prizes.

I further certify that I have no objection and grant the rights to


AJMER INSTITUTE OF TECHNOLOGY to publish any chapter of the project if
they deem fit in Journals/Magazines and newspapers etc. without my permission.

Place: Ajmer
Name: VIinita Sunariwal
Signature:

Index
THE TABLE OF CONTENTS

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S.No. Contents Page No.
1 Preface 07
2 Acknowledgement 08
3 Textile industry 09
4 Major challenges in textile 11
5 Indian textile industry and its global position 11
6 Company profile 12
7 The group highlights 13
8 The family tree of the group 15
9 Some well known brands 16-17
10 Different companies of group 18-20
11 Corporate office 21
12 I.S.O. model 22-23
13 Comparison of elements of ISO 9001,9002,900324
14 Department distribution 25
15 Board of directors 26
16 Personal department 27

S.No. Contents Page No.


17 Places in Bsl Ltd,Bhilwara 28
18 The Group Product Portfolio 29
19 Yarn Manufacturing Process 30
20 process 31-32

21 Passage of material 33-39


22 Statistial quantity control department 40-41 85
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23 Fabric Manufacturing Process 42

24 43
Passage of Weaving Department
25 Warping department 44
26 Weaving department 45
27 Mending department 46
28 Title of the project 47
29 Research methodology 47-49
30 Human resource management 50-55
31 56
Business practice of human resources
management
32 Workforce planning 57

S.No. Contents Page No.


33 Steps of Workforce planning 58-60
34 Recruitment 61
35 Sources of Recruitment 63-65
36 Recruitment strategies or process 66-67
37 Process of selection 67-69
38 suggestion 69-73
39 Conclusion 73-74
40 Questionnaire 75-84
41 Bibliography 85

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PREFACE
Training in business organization infuses among students a sense of critical
analysis of the real managerial situation to which they are exposed. Our institutions has given
us opportunity through training to be aware of and cope with fast rate changing technology,
management policies, quality and productivity etc. This is a bold attempt to bridge the gap
between the ‘world of work’ and ‘studies imparted in the institutions’.
This training enables us to apply theoretical knowledge to practical situations,
appreciate the sense of responsibility, punctuality and the psychology of worker and their
habits which make us more professional and near to the world. Industrial training brings out
better citizens, better technocrats and better diplomats out of us.
I was lucky to get an opportunity to work in one of the top limited sector industries,
i.e. BSL LTD, MANDPAM,BHILWARA .The purpose of this training was to gain knowledge
about the industry, how it works and also to see the environment of the industry.
“PEOPLE” is the most important and valuable resource in the form of employees. Dynamic
people can make dynamic organizations. And motivated people can make things happen and
enable an organization to achieve its goals.

Organizations have now started realizing that the systematic attention to human
resources is the only way to increase organizational efficiency in terms productivity, quality,
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profits and better customer orientation. HR can help deliver organizational excellence by
focusing on learning, quality, teamwork, and through various employee friendly strategies.
Today in India, the amount of competition has increased to such an extent that organizations
have further aggrieved their stress on proper man management. Along with being competitive,
they have brought in a systematic approach to HR.
I have worked in the concern for ONE MONTH and prepared my industrial training
report. Under the guidance of training officer, I analyzed various aspects. This has helped me
in boosting up my confidence and determination, which will help me to face any situation in the
years to come.

ACKNOWLEDGMENTS

My summer training in BSL LTD, MANDPAM , BHILWARA has been a


great experience for me. On the successful completion of the project, first and foremost I thank
God, the Almighty without whose blessings the project would not have been a success. This
training could not have been a success without the help and support of some people. It gives
us greatest pleasure to acknowledge out deepest gratefulness to them.

I would like to express our grateful thanks to Dr. Sudhinder Singh Chowhan,
T.P.O., AJMER INSTITUTE OF TECHNOLOGY to give a golden opportunity of being
a part of BSL LTD, MANDPAM , BHILWARA.. The helping behavior and the co-operation
which we accepted from this family was itself heating experience.

I would like to thank, ‘Mr. A. K. Mehta, Vice President of the organization. I take this

opportunity to express my sincere gratitude towards ‘Mr. H. S. Rathore’ (GM P&A) for

giving me the opportunity to complete my training at BSL LTD, MANDPAM,

BHILWARA. I am also thankful to ‘Mr. K.M. Kogata’,( Personnel Manager).

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I would also like to thank all the others in the HR Dept. for being extremely co-operative and
guiding me throughout my project and who has shared their precious knowledge and time.

Lastly not forgetting, special thanks to my family members & friends for being
extremely supportive during my training period.

TEXTILE INDUSTRY

Textile: Meaning
The word textile mean for any artifact made by weaving or felting or
knitting or crocheting natural or synthetic fibers.

The textile industry (also known in the United Kingdom and Australia
as the Rag Trade) is a term used for industries primarily concerned with the design or
manufacture of clothing as well as the distribution and use of textiles.

Indian textile industry:


The Indian textile industry is one of the oldest and most significant
industries in the country. It accounts for around 4 per cent of the gross domestic product
(GDP), 14 per cent of industrial production and over 13 per cent of the country's total export
earnings. In fact, it is the largest foreign exchange earning sector in the country. Moreover, it
provides employment to over 35 million people.

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The Indian textile industry is estimated to be around US$ 52 billion and is
likely to reach US$ 115 billion by 2012. The domestic market is likely to increase from US$
34.6 billion to US$ 60 billion by 2012. It is expected that India's share of exports to the world
would also increase from the current 4 per cent to around 7 per cent during this period.

India's textile exports have shot up from US$ 19.14 billion in 2006-07 to
US$ 22.13 billion in 2007-08, registering a growth of over 15 per cent.

Key facts of Indian textile:


 Indian Textile Industry is second largest industry in terms of providing vast
employment opportunities, employing around 35 million people in country after
agriculture sector and second largest after China, in terms of spindleage, and has
share of 23% of the world’s spindle capacity.
 The Textile Industry plays vital role in economic development and contributes
14% to industrial production in the country, around 4% of GDP, 9% of excise
collections, 18% of employment in industrial sector, and has 16 % share in country’s
export.
 Indian is the world’s third-largest producer of cotton and second-largest
producer of cotton yarns and textiles.
 India is the largest exporter of yarn in the international market and has a
share of 25% in world cotton yarn export market.
 India contributes for 12% of the world’s production of textile fibers and yarn.
 Including textiles and garments, 30% of India's export comes from this sector.
 After the elimination of quota restrictions and implementation of National
Textile Policy 2000, it is estimated that the industry will grow with rapid rate and help
to strengthen the Indian economy.

Exports in April- Exports in April- Share in April- Share in April-


Dec 2006-07 Dec 2007-08 Dec 2006-07 Dec 2007-08
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(US$ Mn) (US$ Mn) (%) (%)
Cotton Textiles 3092.28 3375.63 28.17 28.12
Manmade Textiles 1605.76 2075.85 14.63 17.30
Woolen Textiles 63.07 64.47 0.57 0.54
Cotton Garments 4908.63 5184.66 44.72 43.20
MMF Garments 712.89 621.02 6.49 5.17
Woolen Garments 273.35 286.03 2.49 2.38
Other Textiles 321.62 394.43 2.93 3.29
Total Exports 10977.60 12002.60 100.00 100.00

India's Exports of Textile Products


Major Challenges in Textile
Business Challenges:
 Outperforming foreign competition.
 Maintaining high quality standards and productivity.
 Cost competitiveness.
 Investment in new and efficient technologies.
 Flexibility in labour laws.
 Energy conservation and Environmental Protection.
 Product innovation.
 Cost effective supply chain management.
 Modernization.
Managerial Challenges:
 Operational excellence.
 Motivated work environment.
 Effective strategy formulation and implementation.
 Managerial and technical expertise.
 Transparency in managerial practices and work systems.
 Improving organizational performance.

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Indian Textile Industry and its Global Position
 The Indian Textile Industry is the second largest in the world.
 It is the third largest cotton producer.
 It ranks fourth in terms of staple fibre production, and sixth in filament yarn
production.
 India accounts for (circa) 25% of the Global trade in cotton yarn.
 It is the largest producer of Jute, the second largest producer of silk and the
5th largest producer of synthetic fibre / yarn.

COMPANY PROFILE
BSL LTD.MANDPAM, BHILWARA, a 2859 crore LNJ BHILWARA GROUP company, is
today a leading manufacturer of fashion fabric and wool worsted yarn in India. Manufacturing
of a diverse range of polyester/viscose blended fabrics, premium light weight fabrics, and
treviera wool fabrics. BSL produces over 12 million meters of fabric per year. The company
also produces a premium range of worsted suiting, including those in Kashmiri, Mohair and
Angora and Camel-hair blends.

Within a span of 33 years BSL has become a multimillion dollar company and has put
Bhilwara on the international map of premium suitings, while its commitment to quality and
exceptional product innovation which has enabled BSL to earn the coveted wool mark and
ISO 9002 quality accolades.

BSL LTD subsidiary of LNJ group is located in the heart of Bhilwara city i.e. in Rajasthan.
BSL LTD is having a installed capacity of 33,696 spindles which may be categorized as
13,440 spindles in unit ‘A’,11,616 spindles in unit ‘B’ and 8,640 spindles in unit ‘C’.
The total daily production is about 25 tons that can be referred to as around 9.0 tons for
unit ‘A’ around 8.5 tons for unit ‘B’ and around 8.0 tons for unit ‘C’.

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Currently grey yarn is being spun in the mill in the count range of 6s to 60s (single yarns).
The yarn produced is supplied to internal market though centers at Bhilwara, Calcutta, Delhi
and Surat.

THE GROUP HIGHLIGHTS


The journey of the LNJ Bhilwara Group began in 1961 when the Group founder, SHRI
LAKSHMI NIWAS JHUNJHUNWALA established a textile mill in Bhilwara,
Rajasthan.
At the age of 19, LNJ set up a jute export company and within 3 years it had become one of
the India’s top ten concerns. Diversifying into Iron & steel scrap & manganese & iron ore, the
next few years was 3rd largest iron exporter.

The flagship of the LNJ Bhilwara Group starting from sunrise sector of textile, the group
diversified from cotton to synthetic & worsted, woolen & knitted garments. Simultaneously, the
group made major roads into Graphite, Electrodes, Sponge iron, Oil drilling, Hydropower &
Financial services. Today the group is all set from a future with Petro chemical & Tele
communications.

The LNJ Bhilwara Group as it stands today is a well diversified Rs.2000 crores multi-product
conglomerate with over 20,000 strong work force, of which over 3000 are highly qualified
personnel in technical and managerial fields. The Group has an outstanding distinction of

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having as much as 45% of its turnover coming from exports to both developed and developing
countries.

The Group is India’s largest producer and exporter of polyester/viscose yarns.


BSL – received the National Certificate of Merit for the year 1996 for outstanding export
performance.
BSL Ltd has been accorded the “Export House” status.
BSL Ltd. has been accorded the prestigious “Niryat Shree” – Certificate of Excellence for
Outstanding export performance during 2000-01.

EXPORT PERFORMANCE ENERGY CONSERVATION


AWARD

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The Family Tree of THE GROUP
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AJMER

SOME WELLKNOWN BRANDS


INSTITUTE OF
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Mayur Suitings, BSL Suitings


affiliated to
Rajasthan
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University –
Kota,]


the
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Geoffrey Hammonds Superfine Suitings


[Approved by
AICTE &
affiliated to
Rajasthan
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University –
La Italia Fashions
Kota,]

Buddy Davis


the
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DIFFERENT COMPANIES OF THE GROUP
 Rajasthan Spinning & Weaving Mills Ltd. (RSWM) [1960]

Plant Location Product Range


1. Gulabpura (Rajasthan) Synthetic, Regenerated
Cellulosic Blended Dyed Yarns
& Fabrics.
2. Banswara (Rajasthan) Synthetic , Regenerated Cellulosic
& Cotton Blended Grey Yarns.
3. Mandpam (Rajasthan) Cotton Melange Yarns
4. Rishabhdev (Rajasthan) Synthetic, Blended & Grey Yarns

 HEG Ltd. (HEG) [1972]

Plant Location Product Range


5. Mandideep (Madhya Pradesh) Graphite Electrodes
6. Durg (Madhya Pradesh) Sponge Iron

7. Durg (Madhya Pradesh) Waste Heat Recovery Power

8. Tawa (Madhya Pradesh) Hydro Electric Power

 Maral Overseas Ltd. (MARAL) [1989]

Plant Location Product Range


9. Maral Sarovar (100% EOU) Cotton Yarns, Cotton Knitted
Fabrics & Cotton Knitwears
10. Jammu (J&K) Cotton knitted fabrics & Knitwears

11. Noida Knitwears and Sweaters

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 BSL Ltd. (BSL) [1971]

Plant Location Product Range

12 Mandpam (Rajasthan) Yarns, Worsted &


Synthetic Fabrics,
Readymades and Accessories

 Bhilwara Processors Ltd. (BPL) [1971]

Plant Location Product Range


14 Mandpam (Rajasthan) Processing of Synthetic &
Worsted Fabrics, Tops Fibre Dyeing.

 Bhilwara Melba De Witte Pvt Ltd. (BMD) [1998]

Plant Location Product Range


15 Mordi – Banswara (Rajasthan) Specialized Automotive Fabrics
& Furnishing Fabrics

 Malana Power Company Ltd. (MPCL) [1997]

Plant Location Product Range


16 Malana – Kullu Hydro Electric Power
(Himachal Pradesh)

 AD Hydro Power Ltd. [2005]


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Plant Location Product Range
17 Allian – Duhangan Hydro Electric Power
(Manali – Himachal Pradesh)

 Indo-Canadian Consultancy Services Ltd. [1997]

Plant Location Product Range

18 Noida (UP) Power Engineering Services

 Maral Fashions

Plant Location Product Range


19 New Delhi Readymade Garments Retailing

 Bhilwara Scribe Pvt. Ltd. [2000]

Plant Location Product Range


20 Bhopal (Madhya Pradesh) IT Enabled Service

 Corporate Office

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Office Location
21 Noida (Uttar Pradesh) Company Contact Details
Corporate Office:
LNJ Bhilwara Group
Bhilwara Towers, A-12 Sector I,
Noida - 201301 (NCR Delhi), India.
Tel. : +91-120-4390300.
Fax : +91-120-2531648, 2531745
Website : www.lnjbhilwara.com

 Regional / Marketing Offices:

Office Location
22 Mumbai
23 Kolkata
24 Bangalore

 Sales Depots:

Office Location
25 Delhi
26 Ludhiana
27 Bhilwara
28 Tirupur
29 Mumbai

I.S.O.
ISO (INTERNATIONAL ORGANISATION FOR STANDARDISATION)

Introduction

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ISO is an independent organization which provides certificates to the firms / organizations as
the award of their better qualities as well as infrastructure.

This is an organization, which takes care of standardization of various systems all over the
world. It basically came into existence because the Europeans were the most quality
conscious class and demanded that the imports must have consistent quality. To assure the
quality product to the customers and consumers, there came into existence the quality
assurance mode.

It gives the award to a particular firm after observing the machinery, quality norms, consumer
satisfaction, mill’s environment, facility provided to employees, situation of management &
marketing areas.

In order to acquire the certification regarding ISO several rules and regulations are to be
fulfilled by the organization which is essential, provided by ISO in the form of elements. All the
records and internal audits regarding company is judged by ISO after every six month so as to
renewal the ISO certification. A group of members of ISO visit the organization and it inspects
all the assurance modals regarding ISO 9002 modals

ISO 9001
Quality assurance in design, development, production, installation and servicing.
This model is stringent in the product design and after sales service and can not
deviate from the patterns.

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ISO 9002
Quality control in production, installation and servicing. This model has an
imbibed flexibility in it, which assures that the producers can be lithe in making
their designs. The inspections so provided are at the elementary shop-floor level.

ISO 9003
Quality assurance in the final inspection and test.

ISO 9004
It provides guidelines for models to select.

COMPARISON OF ELEMENTS OF ISO 9001, 9002, 9003


ELEMENTS ISO 9000 MODALS
9001 9002 9003
Management Responsibility 0 0 0
Quality System 0 0 0
Concept Review 0 0 0
Design Control 0 # #
Document & Data Control 0 0 0
Purchasing 0 0 #
Control of Customer supplied product 0 0 0
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Product identification & Traceability 0 0 0
Process Control 0 0 0
Inspection & Testing 0 0 0
Control of Inspection & Measuring 0 0 0
and Test Equipment
Inspection & Test Status 0 0 0
Control of Non-conforming Product 0 0 0
Corrective & Preventive Action 0 0 0
Handling, Storage, 0 0 0
Packaging Preservation and Delivery
Control of Quality Records 0 0 0
Training 0 0 0
Servicing 0 0 #
Statistical Techniques 0 0 0

0 Requirement Present # Requirement Absent

DEPARTMENT DISTRIBUTION

The functional areas are classified in following three heads:

a) Technical : The areas under this head are –


1. Production
2. Maintenance
3. Engineering
4. SQC and Research and Development

b) Commercial : The areas under this are – 85


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1. Accounts
2. Commercial
3. Material and Stores
4. Purchase and Supplies
5. Management Information System

c) Personnel and Administration : The areas under this are –


1. Industrial Relations
2. HRD
3. Administration
4. Public Relations

BOARD OF DIRECTORS
Mr. L. N. Jhunjhunwala Chairman-Emeritus
Mr. Ravi Jhunjhunwala Chairman
Mr. R. N. Gupta Managing Director
Mr. B. P. Singh Director
Mr. B. N. Fitkariwala Director
Mr. Ravindra Bhandari Director

KEY EXECUTIVE
Mr. Nirmal Kumar Jain Chief Executive Officer
Mr. P. S. Puri Chief Financial Officer

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Company Secretary

Mr. Manoj Prasad Singh

BANKERS
State Bank of Bikaner & Jaipur
State Bank of Patiala
Bank of Baroda
The Bank of Rajasthan Ltd.

AUDITORS
KSMN & Co., New Delhi

REGISTERED OFFICE
26, Industrial Area, Bhilwara - 311 001, Rajasthan.

Personal Department:-
S. No. Name Designation

1 Mr. H.S.Rathore General Manager


2 Mr. K.M. Kogata Personal Manager
3 Mr. R. D. Jat Asstt. General Manager
4 Mr. B.L.Kumawat Dy. Personal Manager
5 Mr. A.K.Tripathi Asstt. Personal Manager
6 Mr. Amit Sharma Labour Officer
7 Mr. G.S.Sharma Asstt. Labour Officer
8 Mr. A.K.Maloo Head Time Keeper
9 Mr. R.S.Suthar Asstt. Personal
10 Mr. M.C.Joshi Asstt. Personal
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11 Mr. J.K.Shukla Asstt. Personal
12 Mr. K.K.Teli Time Keeper
13 Mr. K.G.Solanki Time Keeper

H.R.D. Department:-
S. No. Name Designation

1 Mr. Pawan Varma Dy. HR Manager

2 Mr. H.C.Jhanwar Sr. Training Instructor


3 Mr. A.K.Parashar Training Instructor

PLACES IN BSL LTD, MANDPAM , BHILWARA:

1. GUEST HOUSE
2. VICHLE STAND
3. SECURITY & EXCISE OFFICE
4. TIME OFFICE
5. MAIN OFFICE
6. STORES
7. PLANNING DEPARTMENT
8. SCRAP YARD
9. YARN STORAGE
10. YARN STORAGE
11. EXPORT BUILDING
12. TRANSFORMER
13. GENERATOR 85
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14. SPINNING DEPART MENT
15. WARPING DEPARTMENT
16. WEAVING DEPARTEMENT
17. BOILER
18. TRAINING CENTRE
19. CAINTEEN
20. R&D & WARE HOUSE
21. COAL STORAGE
22. SECURITY BUILDING
23. MILL OUTLET SHOP
24. STAFF COLONY
25. HRD OFFICE

The Group Product Portfolio:-

Products of Bhilwara Spinners Limited


o 100% Polyester, Viscose, Acrylic, Polyester/Viscose blended,
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o Polyester/Acrylic blended
o Polyester/Viscose blended
o Polyester/Linen blended
o Viscose/Linen blended
o High Twist / Super High Twist
o Slub/ Spun yarn
o Blended with Texturised, Special Application yarns for Carpet
o 100% Polyester, Viscose, Acrylic, Polyester/Viscose blended,
o Flame and Temperature Resistance yarn like Aramide, Modacrylic, Homo
Acrylic, and Poly Sulphide yarn (PPA).

Yarn Manufacturing Process


SPINNING
This is the first starting process. In this whole process fibre of different types are used as
input and yarn of different types is taken as output.

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RAW MATERIAL
PROCESS:


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Common raw materials in synthetic spinning are Polyester and Viscose. These are received
in the form of bales in grey conditions.

o POYESTER FIBRE
o POLYESTER FILAMENT
o VISCOSE

The Polyester Fibre is supplied by:

S.No. Name of Industry Place

1. Reliance Industries-RECRON Hazira, Patalganga, Bombay, Barabunki


Fibre, Bale of 375 Kg

2. Indo-Rama Industries Nagpur, M.P.


Bale of 350 Kg

3. JCT Hoshiarpur
Bale of 325-350 Kg

4. Orissa Synthetics – Jekester Orissa

5. Swadeshi Polytech – Jaieelene Ghaziabad


Bale of 275 Kg

Polyester fibre is also imported from:


1. Germany,
2. China,
3. Canada, &
4. Indonesia.
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 The Polymer Filament is supplied by:

S.No. Name of Industry Place

1. Reliance Industries –RECRON filament Hazira

2. DCL Polyester Limited Mouda (Nagpur)

3. Asia Polytex Silvassa

4. Silvassa Industries Pvt. Ltd. Silvassa

 Viscose

Nowadays, BSL is also is using viscose in their daily production but in very less amount
and also blends polyester. Viscose is supplied by GRASIM Industries, Nagda.

Passage of Material:- Godown (Bales)

Blender Passage (Open Form)

Layering (Open Form)

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Blender Passage (Open Form)

Blow Room (Lap)

Carding (Card sliver)

Draw Frame (D/F Silver)

Speed Frame (Roving)

Ring Frame (Single Yarn)

Autoconer (Cone)

Cheese Winding (Cheese)

T.F.O(cones) Ring Doubler(Ring Doubler Bobbin)

Cone Winding (Cone)

Packing

Passage of Material:-

 MIXING
Fibres in required ratio are taken opened and blended in Blenders. During blending water
and antistatic agents are sprayed on fibres. In grey mixing tinting colors are also mixed in
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the spraying solution to provide identification of the mixing, then material send to bin room.
This mixing is toppled once or twice to ensure proper blending of the fibres.

 BLOW ROOM
The mixing is further opened so wastes like hard chips are removed from the mixing, the tuft
size is reduced and better blending of fibres is achieved. The mixing is converted into lap to
be fed into Cards. In new process Chute feed (Aero feed) system the opened fibre is directly
fed into Cards without lap formation.

A blowroom line is employed for:


1. Opening of base.
2. Cleaning of fibres.
3. Mixing of fibres.
4. For providing feed material for carding either as lap or though aerofeed.

 CARDING
Carding is the Heart of the Spinning Mill. And well card is half spun.
Feeding by lap or in opened stage from chute the fibres are individualized, hard chips short
fibres and entanglements are removed in the form of droppings, fly and flat strip respectively.
The product of this is Card sliver.

Objects of Carding:
√ Fibre to fibre separation.
√ Removal of remaining trash of B/R process.
√ Individualization and partial parallelization of fibres.
√ Conversion of Lap or opened fibre into sliver.

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 DRAW FRAME Kota,]

The Card sliver is subjected to doubling and drafting process to parallelize the fibres, removes
micro-dust and make a uniform sliver.

 SPEED FRAME
The Draw frame sliver is drafted, slightly twisted and wound on bobbin, called roving.

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 RING FRAME
Spinning of roving into yarn of required count and twist is done here.

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WINDING
Defect present in the spun yarn are cleared by Electronic Gauges and the cleared yarn is
wound on cones. The yarn is jointed by knots or spliced for getting a knotless yarn.

 CHEESE WINDING
Two or more yarns as required for plying are wound parallels on cheeses.

 DOUBLING
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In doubling twist is imparted to the yarn wound on the cheeses. There are two processes.

(A) TFO: In this process twisting and winding on cones is done simultaneously to
provide knot free yarn.

(B) RING DOUBLING: Here only twist is provided to the parallel wound yarn. This
yarn is then wound on cones at Cone winding. At Cone winding the yarn is cleared of
doubling defects.

 PACKING
All cones after enough checking are packed in cartons or bags as per the established packing
process and sent to yarn godowns.

WASTES:

The wastes produced in spinning have been classified into:


1. Usable wastes
2. Unusable waste
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During mixing 5% waste is added in yarn for domestic consumptions.

The usable waste is added during the mixing. It includes:-

1. Lap end
2. Card Sliver
3. Draw Frame Sliver
4. Roving
5. Bonda
The unusable waste can not be reused. It includes:
1. Blowroom droppings
2. Card droppings
3. Fan fly
4. Sweepings

STATISTICAL QUANTITY CONTROL DEPARTMENT:-


The work of the SQC dept is to control the quality of product being manufactured through
extensive testing during intermediate processes and of final product to give quality assurance
to the buyer and to maintain company standards.

The daily jobs performed by this dept are checking of neps, count, hank, U%, CV%,
thin and thick places in silver, roving and yarn (as applicable), lea strength, twist.
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Various machines and their description:-
1. Evenness Tester
Make – star tester
No. of m/c = 2
As the name indicates the evenness tester gives details about the evenness of yarn i.e. CV
%, U% and thin thick places.
2. Hairiness tester:
Hairiness tester gives details about the fibres called hairs based on the photoelectric
principle. The tester gives no. of hairs per unit length and classifies them according to
length.
3. Lea strength :
Model – Kamal metal industries.
It provides information about average yarn strength which is used to calculate the CSP.
4. Wrap Block :
No. of machines -2
It is used to prepare hanks for testing.

5. Yarn Appearance Board :


It is cardboard having white sermica coating. Yarn is wound with traverse like on wrap
reel. The board is placed horizontally and unevenness in yarn is observed through eye i.e.
manually. These are then ranked by comparing with standard boards.

6. physical balance :
No. of instruments -2
It is used for weigh lea’s etc. for count calculations.

7. Yarn Classifault
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No. of m/c – 1
Model – KIESOKI Yarn Classifault.
It classifies the faults in groups according to their diameter and length.

8. Twist Tester:
No. of machines -2
i) Star STT
ii) KAYCEE industries Ltd.

9. Stelo-Meter:
No. of instruments – 1
It is used to check the strength of raw materials as well as of fibre after mixing/blending to
check the blend homogeneity.

10. Electronic Balance:


No. of equipment – 1
The balance attached to a computer and gives the count/hank of material directly.

Fabric Manufacturing Process


WEAVING:-
This is the process. In which yarn of different types are used as input and fabric of different
types is taken as output.

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Passage of Weaving Department
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INSTITUTE OF
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For Suiting Fabric

Godown for yarn

Warping department

Drawing in department

Weaving department

Grey checking department

Mending department

Packing for processing department

Warping Department

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Warping:
Warping is the heart of weaving. In this department firstly the weaver’s beam is prepared on
the warping machine.

Drawing–In: - In this department the beam from warping machine comes to the
drawing – in department. The beam is kept on the drawing - in stand and here person
have details of Design. Here are two persons who perform the task of passing the warp
ends through frame. Then the beam is ready to be taken to the loom.

Weaving Department:-

Object: Interlacement of the warp and weft is done for the production of the fabric.

There are the three main motions of kind of weaving machine:- 85


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Primary Motion Secondary Motion Auxiliary Motion
• Shedding • Take –up • Warp stop motion

• Picking • Let – off • Weft stop motion

• Beating • Warp protector

Mending Department

In this department grey fabric is checked & mended manually. After mending big batch of
same quality fabric is formed which will have same processing.

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Working Sequence: ⇓
Mending

Checking

Big batching

Processing
Grey Checking:
In this checking fabric is passed over grey checking machine and
checker marks at faulty places.

Mending:
In this process defects which can remove are mended manually and the defects which can not
be removed are marked by red color thread known as flag.
This mended fabric is again checked. If there is fault then it will send to the
particular mender.
Big Batching:
After the fabric is mended a big of same quality fabric is formed for same
process. For batching the two ends of small batch fabric are stitched.

Then the gray fabric is ready for the further processing.

Title of the Project:

“Role of hr in an organization”

Study on the Human Resource Management System followed in BSL LTD,


MANDPAM, BHILWARA with special focus on: 85
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 Recruitment & selection.
Research methodology
Research: Meaning
Research in common parlance refers to searching for knowledge. It’s a scientific and
systematic search for pertinent information on a specific topic. It is the pursuit of truth
with the help of study, observation, comparison and experiment. The outcome of such
studies reaches clinicians through various publications which are helpful for the
management or any other parties interested in the research outcome e.g. Management,
manufacturer, investor, etc. such outcome may be negative or positive, depending upon
the performance of the researcher, knowledge,methods adopted, etc.

Research methodology:
“Research Methodology is the way to systematically solve the research problem. It may
be understood as a science of studying how research is done scientifically.”
- Dr. C.R. Kothari.
Research methodology is a logical and scientific technique to solve a problem. It may be
understood as a science of studying how research is done scientifically. In it, we study
various steps that are generally adopted by a researcher in studying his research
problem along with the logic behind them. It is necessary for the researcher to know not
only the research methods but also the methodology. It is not concerned with the
decision of the fact, but also building up to data knowledge and to discover the new facts
involved through the process of dynamic change in the society.
A research methodology thus defines what the activity of research is, how to proceed,
how to measure progress, and what constitutes success. It can be of the following nature
- Historical,
- Descriptive,
- Experimental,
- Exploratory, etc.
In investigator study, the current chapter will give details about the Research
Methodology
adopted for the present study. It indicates the research design, selection of sample,
respondents, collection of data, data analysis & interpretation, etc.

Research Design:
Research Design states the conceptual structure, an arrangement of the
system/conditions for collection and analysis of data in a manner that aims to combine
relevance to the research purpose with the economy in procedure. The research
problem having been formulated in clearcut terms helps the researcher to prepare a
research deign.
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Under this project, research design carried out is descriptive in nature, which aims
describing the nature & reasons for the problem and finding the training and
development system followed in Bsl.ltd,Bhilwara. Formal interviews and observation
process is being carried out of the employees working in the organisation in the
respective position. Since the research was to be performed from employee’s point of
view which would help me in finding prevailing training and development system
ultimately, this finding was correlated to make investigator findings crystal clear.
The following is the sampling plan adopted by the investigator in his research work:

Research design: Design for investigator research is descriptive in nature as the


research is being carried out to know the system of training and development followed in
Bsl ltd.,Bhilwara.
Universe: All those business firms manufacturing or dealing with the textile related
products.
Population: All individuals carrying out textile related business activities inBhilwara.
Sampling Unit: A single unit of the whole population. For investigator study
sampling unit is restricted upto BSL.ltd., Bhilwara.
Sampling Technique: Convenience & judgmental technique with respect to
customer of organised retail outlets of Bhilwara is being used as sample was taken as
per investigator easy access and convenience.
Sample Size: For the investigator study, the scope is being restricted with to the
commercial department of the BSL ltd., which is dealing with the management of
training.
Data Collection:
For the purpose of investigator study data are collected by both Primary and Secondary
sources.
Primary Data: Investigator adopted primary data collection techniques during the
course of doing research as an experimental research. The investigator have visited and
interviewed every employee in the department dealing with the training and development
Secondary Data: Secondary data means data that are already available i.e., they
refer to the data which have already been collected and analyzed by someone else. In
investigator research, secondary data were collected from the past records (annual
reports of the company, company’s library material, etc.), magazines, journals, internets,
etc. which definitely help me in solving out the problem of investigator research.
Sampling procedure:
The respondents were approached and briefed on the objective of the survey and then
the questioning session is followed (formal questioning which is strictly focused on the
scope of the research work). The questioning was done in a very comfortable
environment so that the respondents can give their maximum inputs. Anticipating the
requirements of an efficient data processing, customers were motivated to respond
through greater introspection and plumbing of memory.
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Human resource management


Human resource management (HRM) is the strategic and coherent approach to the
management of an organization's most valued assets - the people working there who
individually and collectively contribute to the achievement of the objectives of the business.
The terms "human resource management" and "human resources" (HR) have largely
replaced the term "personnel management" as a description of the processes involved in
managing people in organizations.In simple sense, HRM means employing people,
developing their resources, utilizing, maintaining and compensating their services in tune
with the job and organizational requirement. 85
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Note that some people distinguish a difference between between HRM (a major
management activity) and HRD (Human Resource Development, a profession). Those
people might include HRM in HRD, explaining that HRD includes the broader range of
activities to develop personnel inside of organizations, including, eg, career development,
training, organization development, etc.

There is a long-standing argument about where HR-related functions should be organized


into large organizations, eg, "should HR be in the Organization Development department or
the other way around?"

The HRM function and HRD profession have undergone tremendous change over the past
20-30 years. Many years ago, large organizations looked to the "Personnel Department,"
mostly to manage the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in staffing, training and
helping to manage people so that people and the organization are performing at maximum
capability in a highly fulfilling manner.

Contents

• 1 Features
• 2 Academic theory
o Critical Academic Theory
• 3 Business practice
• 4 Careers
• 5 Professional organizations
• 6 Functions
• 7 See also
• 8 References

1- Features

Its features include:

• Organizational management
• Personnel administration
• Manpower management
• Industrial management

But these traditional expressions are becoming less common for the theoretical discipline.
Sometimes even industrial relations and employee relations are confusingly listed as 85
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synonyms,although these normally refer to the relationship between management and
workers and the behavior of workers in companies.

The theoretical discipline is based primarily on the assumption that employees are
individuals with varying goals and needs, and as such should not be thought of as basic
business resources, such as trucks and filing cabinets. The field takes a positive view of
workers, assuming that virtually all wish to contribute to the enterprise productively, and that
the main obstacles to their endeavors are lack of knowledge, insufficient training, and
failures of process.

HRM is seen by practitioners in the field as a more innovative view of workplace


management than the traditional approach. Its techniques force the managers of an
enterprise to express their goals with specificity so that they can be understood and
undertaken by the workforce, and to provide the resources needed for them to successfully
accomplish their assignments. As such, HRM techniques, when properly practiced, are
expressive of the goals and operating practices of the enterprise overall. HRM is also seen
by many to have a key role in risk reduction within organizations.

Synonyms such as personnel management are often used in a more restricted sense to
describe activities that are necessary in the recruiting of a workforce, providing its members
with payroll and benefits, and administrating their work-life needs. So if we move to actual
definitions, Torrington and Hall (1987) define personnel management as being:

“a series of activities which: first enable working people and their employing organisations to
agree about the objectives and nature of their working relationship and, secondly, ensures
that the agreement is fulfilled" (p. 49).

While Miller (1987) suggests that HRM relates to:

".......those decisions and actions which concern the management of employees at all levels
in the business and which are related to the implementation of strategies directed towards
creating and sustaining competitive advantage" (p. 352).

2-Academic theory

The goal of human resource management is to help an organization to meet strategic goals
by attracting, and maintaining employees and also to manage them effectively. The key
word here perhaps is "fit", i.e. a HRM approach seeks to ensure a fit between the
management of an organization's employees, and the overall strategic direction of the
company (Miller, 1989).

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The basic premise of the academic theory of HRM is that humans are not machines,
therefore we need to have an interdisciplinary examination of people in the workplace.
Fields such as psychology, industrial engineering, industrial, Legal/Paralegal Studies and
organizational psychology, industrial relations, sociology, and critical theories:
postmodernism, post-structuralism play a major role. Many colleges and universities offer
bachelor and master degrees in Human Resources Management.

One widely used scheme to describe the role of HRM, developed by Dave Ulrich, defines 4
fields for the HRM function:[6]

• Strategic business partner


• Change management
• Employee champion
• Administration

However, many HR functions these days struggle to get beyond the roles of administration
and employee champion, and are seen rather as reactive than strategically proactive
partners for the top management. In addition, HR organizations also have the difficulty in
proving how their activities and processes add value to the company. Only in the recent
years HR scholars and HR professionals are focusing to develop models that can measure
if HR adds value.

Critical Academic Theory

Postmodernism plays an important part in Academic Theory and particularly in Critical


Theory. Indeed Karen Legge in 'Human Resource Management: Rhetorics and Realities'
poses the debate of whether HRM is a modernist project or a postmodern discourse (Legge
2004). In many ways, critically or not, many writers contend that HRM itself is an attempt to
move away from the modernist traditions of personnel (man as machine) towards a
postmodernist view of HRM (man as individuals). Critiques include the notion that because
'Human' is the subject we should recognize that people are complex and that it is only
through various discourses that we understand the world. Man is not Machine, no matter
what attempts are made to change it i.e. Fordism / Taylorism, McDonaldisation
(Modernism).

Critical Theory also questions whether HRM is the pursuit of "attitudinal shaping" (Wilkinson
1998), particularly when considering empowerment, or perhaps more precisely pseudo-
empowerment - as the critical perspective notes. Many critics note the move away from Man
as Machine is often in many ways, more a Linguistic (discursive) move away than a real
attempt to recognise the Human in Human Resource Management.

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Critical Theory, in particular postmodernism (poststructualism), recognises that because the
subject is people in the workplace, the subject is a complex one, and therefore simplistic
notions of 'the best way' or a unitary perspectives on the subject are too simplistic. It also
considers the complex subject of power, power games, and office politics. Power in the
workplace is a vast and complex subject that cannot be easily defined. This leaves many
critics to suggest that Management 'Gurus', consultants, 'best practice' and HR models are
often overly simplistic, but in order to sell an idea, they are simplified, and often lead
Management as a whole to fall into the trap of oversimplifying the relationship.

3-Business practice

Human resources management comprises several processes. Together they are supposed
to achieve the above mentioned goal. These processes can be performed in an HR
department, but some tasks can also be outsourced or performed by line-managers or other
departments. When effectively integrated they provide significant economic benefit to the
company.[8]

• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
• Induction and Orientation
• Skills management
• Training and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Travel management (sometimes assigned to accounting rather than HRM)
• Payroll (sometimes assigned to accounting rather than HRM)
• Employee benefits administration
• Personnel cost planning
• Performance appraisal

4-Careers

The sort of careers available in HRM are varied. There are generalist HRM jobs such as
human resource assistant. There are careers involved with employment, recruitment and
placement and these are usually conducted by interviewers, EEO (Equal Employment
Opportunity) specialists or college recruiters. Training and developmentspecialism is often
conducted by trainers and orientation specialists. Compensation and benefits tasks are
handled by compensation analysts, salary administrators, and benefits administrators.

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5-Professional organizations

Professional organizations in HRM include the Society for Human Resource Management,
the Australian Human Resources Institute (AHRI), the Chartered Institute of Personnel and
Development (CIPD), the International Public Management Association for HR (IPMA-HR),
Management Association of Nepal MAN and the International Personnel Management
Association of Canada (IPMA-Canada), Human Capital Institute (HCI)

6-Functions

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

Note that some people distinguish a difference between HRM (a major management
activity) and HRD (Human Resource Development, a profession). Those people might
include HRM in HRD, explaining that HRD includes the broader range of activities to
develop personnel inside of organizations, including, eg, career development, training,
organization development, etc.

There is a long-standing argument about where HR-related functions should be organized


into large organizations, eg, "should HR be in the Organization Development department or
the other way around?"

The HRM function and HRD profession have undergone tremendous change over the past
20-30 years. Many years ago, large organizations looked to the "Personnel Department,"
mostly to manage the paperwork around hiring and paying people. More recently,
organizations consider the "HR Department" as playing a major role in staffing, training and
helping to manage people so that people and the organization are performing at maximum
capability in a highly fulfilling manner.

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7-See also

• Human resources
• Enterprise Feedback Management (EFM)

Canadian HR Designations: Canadian HR designation is the Certified Human Resources


Professional (CHRP) designation which is the highest level of qualification in human
resources management in Canada.

8-References

1. ^ "personnel management". The Columbia Encyclopedia (Sixth Edition ed.). Columbia


University Press. 2005. http://www.bartleby.com/65/x-/X-personne.html. Retrieved on 2007-
10-17. "personnel management - see industrial management".
2. ^ Encyclopædia Britannica. "Personnel administration is also frequently called
personnel management, industrial relations, employee relations".
3. ^ Encyclopædia Britannica.
4. ^ Towers, David. "Human Resource Management essays".
http://www.towers.fr/essays/hrm.html. Retrieved on 2007-10-17.

Business practice of human resources management

Human resources management comprises several processes. Together they are supposed
to achieve the above mentioned goal. These processes can be performed in an HR
department, but some tasks can also be outsourced or performed by line-managers or other

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departments. When effectively integrated they provide significant economic benefit to the
company.

• Workforce planning
• Recruitment (sometimes separated into attraction and selection)
• Induction and Orientation
• Skills management
• Training and development
• Personnel administration
• Compensation in wage or salary
• Time management
• Travel management (sometimes assigned to accounting rather than HRM)
• Payroll (sometimes assigned to accounting rather than HRM)
• Employee benefits administration
• Personnel cost planning
• Performance appraisal

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Workforce Planning

Strategic Workforce Planning is the business process for ensuring that an organization has
suitable access to talent to ensure future business success. Access to talent includes
considering all potential access sources (employment, contracting out, partnerships, changing
business activities to modify the types of talent required, etc. By talent is meant the skills,
knowledge, predisposition and ability to undertake required activities including decisions
making. Strategic Planning considers the business risks concerning insufficient, disrupted,
mis-deployed talent on the organization's business priorities.

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Strategic Workforce Planning is analogous to the treasurer role which is concerned with
ensuring the organization has suitable access to working capital. This role also looks at
multiple sources for access and similar risks to those mentioned above.

One of the more restrictive and potentially dangerous assumptions is that Strategic Planning is
only about talent in the form of employees. Hiring is a strategy for accessing talent and will
often be the superior one. However, the use of employees to meet talent needs carries with it
unique risks that can be mitigated using alternative access sourcing arrangements.
Regardless of the access source used, insightful assessment of the strategy's attendant
business risk is prudent.

The process for starting out Strategic Workforce Planning is link with the organization's
strategy. This means identifying the critical talent needs that if not met can materially
adversely impact business success. Once the business risks are fully appreciated then
attention turns to schedule and timing. Assessing current internal capability and assessing its
relative position when it will be called upon in the future. Speculating on future sourcing
options and identifying the preferred sourcing option. Implementation and execution follow.
Attention to periodically reviewing the "sanity" of the current plan is prudent.

Contents

• 1 Workforce analytics approach


• 2 Modeling approach
• 3 Segmentation approach
• 4 Steps in Workforce Planning
o 4.1 Environment Scan
o 4.2 Current Workforce Profile
o 4.3 Future Workforce View
o 4.4 Analysis and Targeted Future
o 4.5 Closing the Gaps

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• 1)Workforce analytics approach

The focus is to analyse current and historical employee data to identify key relationships
among variables and use this to provide insight into the workforce they need for the future..

• 2)Modeling approach

This approach incorporates forecasting and scenario planning. Forecasting uses quantitative
data to create forecasts incorporating multiple what-if and modeling the future. Scenario
Planning being the more useful tool where there are uncertainties, therefore incorporating
quantitative and qualitative.

• 3)Segmentation approach

Breaking the workforce into segments along the lines of their jobs and determining relevance
to strategic intent. Provides a technique for prioritizing.

• 4)Steps in Workforce Planning

Though there is no definitive ‘Start here’ activity for any of the approaches to Strategic
Workforce Planning, there are five fundamentals activities that most Workforce Plan models
have:

• Environment Scan
• Current Workforce Profile
• Future Workforce View
• Analysis and Targeted Future
• Closing the gaps

• 4.1)Environment Scan

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Environment Scanning is a form of business intelligence. In the context of Workforce Planning
it is used to identify the set of facts or circumstances that surround a workforce situation or
event.

• 4.2)Current Workforce Profile

Current State is a profile of the demand and supply factors both internally and externally of the
workforce the organization has ‘today’.

• 4.3)Future Workforce View

Future View is determining the organization’s needs considering the emerging trends and
issues identified during the Environment Scanning.

Future View is often where the different approaches identified above are applied: Quantitative
futuring: understanding the future you are currently tracking to by forecasting; Qualitative
futuring: scenario planning potential alternative futures in terms of capabilities and
demographics to deliver the business strategy.

4.4)Analysis and Targeted Future

Qualitative and quantitative futuring creates the content for an organizational unit to analyse
and identify critical elements. As the critical elements are identified the Targeted Future begins
to take form. The targeted future is the future that the organization is going to target as being
the best fit in terms of business strategy and is achievable given the surrounding factors
(internal/external, supply/demand).

4.5)Closing the Gaps

Closing the gaps is about the people management (human resources) programs and practices
that deliver the workforce needed for today and tomorrow. The process is about determining
appropriate actions to close the gaps and therefore deliver the targeted future.
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Recruitment
Recruitment is an important part of an organization’s human resource planning and their
competitive strength. Competent human resources at the right positions in the organisation are
a vital resource and can be a core competency or a strategic advantage for it.

The objective of the recruitment process is to obtain the number and quality of employees
that can be selected in order to help the organisation to achieve its goals and objectives. With
the same objective, recruitment helps to create a pool of prospective employees for the
organisation so that the management can select the right candidate for the right job from this
pool.
Recruitment acts as a link between the employers and the job seekers and ensures the
placement of right candidate at the right place at the right time. Using and following the right
,recruitment processes can facilitate the selection of the best candidates for the organisation.
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In this is competitive global world and increasing flexibility in the labour market, recruitment is
becoming more and more important in every business. Therefore, recruitment serves as the
first step in fulfilling the needs of organisations for a competitive, motivated and flexible human
resource that can help achieve its objectives.

Here at Naukrihub, we attempt to provide a detailed insight into the concept of recruitments,
recruitment process and its sources, recent trends in recruitment, recruitment strategies and
the scenario in the industry along with the career options for recruiters.

The Purpose and Importance of Recruitment are given below:

 Attract and encourage more and more candidates to apply in the organisation.

 Create a talent pool of candidates to enable the selection of best candidates for the
organisation.

 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

 Recruitment is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.

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

 Meet the organizations legal and social obligations regarding the composition of its
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 Begin identifying and preparing potential job applicants who will be appropriate candidates.

 Increase organization and individual effectiveness of various recruiting techniques and


sources for all types of job applicants.

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

SOURCES OF RECRUITMENT

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SOURCES OF RECRUITMENT

Some Internal Sources Of Recruitments are given below:

1. TRANSFERS
The employees are transferred from one department to another according to their efficiency
and experience.

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

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


performance.

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

5. The dependents and relatives of Deceased employees and Disabled employees are
also done by many companies so that the members of the family do not become dependent
on the mercy of others.

Some external Sources Of Recruitments are given below:

1.PRESS ADVERTISEMENTS

Advertisements of the vacancy in newspapers and journals are a widely used source of
recruitment. The main advantage of this method is that it has a wide reach.

2. EDUCATIONAL INSTITUTES
Various management institutes, engineering colleges, medical Colleges etc. are a good
source of recruiting well qualified executives, engineers, medical staff etc. They provide
facilities for campus interviews and placements. This source is known as Campus
Recruitment.

3. PLACEMENT AGENCIES
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Several private consultancy firms perform recruitment functions on behalf of client
companies by charging a fee.

4.EMPLOYMENT EXCHANGES

Government establishes public employment exchanges throughout the country. These


exchanges provide job information to job seekers and help employers in identifying suitable
candidates.

5. LABOUR CONTRACTORS

Manual workers can be recruited through contractors who maintain close contacts with the
sources of such workers. This source is used to recruit labour for construction jobs.

6.UNSOLICITED APPLICANTS

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

7. EMPLOYEE REFERRALS / RECOMMENDATIONS

Many organisations have structured system where the current employees of the organisation
can refer their friends and relatives for some position in their organisation. Also, the office
bearers of trade unions are often aware of the suitability of candidates. Recruitment
Management can inquire these leaders for suitable jobs. In some organizations these are
formal agreements to give priority in recruitment to the candidates recommended by the
trade union.

8.RECRUITMENT AT FACTORY

Unskilled workers may be recruited at the factory gate these may be employed whenever a
permanent worker is absent. Moreefficient among these may be recruited to fill permanent
vacancies
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Recruitment strategies or process

Recruitment is of the most crucial roles of the human resource professionals. The level of
performance of and organisation depends on the effectiveness of its recruitment function.
Organisations have developed and follow recruitment strategies to hire the best talent for
their organization.
For formulating an effective and successful recruitment strategy, the strategy should cover the
following elements:

utilize their resources optimally. A successful lrecruitment strategy should be well planned
and practical to attract more and good talent to apply in the organisation.interviews, written
tests, psychometric tests etc.

1. Identifying and prioritizing jobs

Recruitment keep arising at various levels in every organisation; it is almost a never-


ending process. It is impossible to fill all the positions immediately. Therefore, there is a
need to identify the positions requiring immediate attention and action. To maintain the
quality of the recruitment activities, it is useful to prioritize the vacancies whether to focus
on all vacancies equally or focusing on key jobs first.

2. Candidates to target

The recruitment process can be effective only if the organisation completely understands
the requirements of the type of candidates that are required and will be beneficial for the
organisation. This covers the following parameters as well:

o Performance level required: Different strategies are required for focusing on


hiring high performers and average performers. 85
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o Experience level required: the strategy should be clear as to what is the
experience level required by the organisation. The candidate’s experience can range from
being a fresher to experienced senior professionals.
o Category of the candidate: the strategy should clearly define the target
candidate. He/she can be from the same industry, different industry, unemployed, top
performers of the industry etc.

3. Sources of recruitment

The strategy should define various sources (external and internal) of recruitment. Which
are the sources to be used and focused for the recruitment purposes for various
positions. Employee referral is one of the most effective sources of recruitment.

4. Trained recruiters

The recruitment professionals conducting the interviews and the other recruitment activities
should be well-trained and experienced to conduct the activities. They should also be
aware of the major parameters and skills (e.g.: behavioural, technical etc.) to focus while
interviewing and selecting a candidate.

5. How to evaluate the candidates

The various parameters and the ways to judge them i.e. the entire recruitment process
should be planned in advance. Like the rounds of technical interviews, HR .

Process of Selection:

The selection process starts with the identification and screening of resumes against the
requirements, followed by a written test (upto a certain level) and personal interview. The
interview panelists assess the short listed candidates on various parameters like job
knowledge, aptitude, analytical and logical ability, target orientation, motivation, personality
and communication, leadership skills, growth potential, etc.The detailed process is as follows:

1. Identification of the skill set-We shortlist suitable candidates from our databank as
per the internal / external requirements. We have a ready databank of IT professionals that
meet various criteria. We also carry out special recruitment efforts for specific needs. For
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these special cases we give advertisement's in reputed website as well newspaper, in the
classified sections published in all major cities. Sometimes events like walk-in interviews are
also organized.
2. Preliminary Evaluation-The preliminary evaluation stage aims at verifying the
general suitability of the candidate for the on-site assignments at hand.
3. Communication Skills-Candidates are first interviewed telephonically for minimum
communication capability, their interest and suitability for the job then only are they invited
with the latest copy of their resume, supporting documents, passport and two passport size
color photographs to go into the depth of their profile.
4. Technical Evaluation-A candidate is short-listed for Technical Evaluation only if
he/she clears the preliminary evaluation stage and the profile matches with the requirement.
Technical evaluation in itself is a systematic and elaborate process.
5. Rating-There is a formal evaluation procedure for each of these above-mentioned
steps. Candidates have to pass a technical interview and a technical communication test,
failing which he/she ceases to qualify.
6. Final Approval-The candidates found suitable for the assignments are short-listed.
In certain cases, whenever required client representatives take a final interview with the
short listed candidates and based on their inputs the candidates are finalized and only then
is the final offer made.

Espire Process Flow Related to selection –

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Screening & Security Clearances: The selection process is followed by a detailed reference
check of the candidate through which an attempt is made to gain as much information as
possible. This exercise is conducted in-house by HR, but sometimes the services of a
professional agency is hired for this purpose depending upon the criticality of the position.

Induction & Orientation: We organize an Induction program for all the new joinees to ensure
that they get an opportunity to understand the company better, and familiarize themselves with
the systems, processes and policies of the organization.

Limitations
1) Lack of professional training facilities.
2) Lack of job satisfaction.
3) Lack of autonomy to take decision at lower level of management without any
permission of higher authority is the hurdle in Bsl ltd.
4) Lack of suggestion policy.
5) Lack of reward orientation.
6) Lack of counseling and career planning.
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8) Political interference.
9) Ministry interference.
10) Lack of power of reward or punish staff.
11) Instability of the deputed executives.
12) Bureaucratization.
13) Excessive job security.
14) Poor quality of staff.
15) Wrong transfer policy improper implementation of motivational techniques.

Our consideration of the people involved results in work motivation, goal-sharing, and a sense of
partnership. Not only do the employee perform at the desired levels, but they offer to the
company and its customers their hidden individual gifts and talents, and this reflects itself in the
quality of service. Customers feel and recognize efficient performance, motivation and team-
work. They become loyal customers.

Most workers need to:

1. Earn wages that will enable them to pay for basic necessities and additional luxuries
such as the purchase of a home, or travel
2. Save for and enjoy old age security benefits
3. Have medical and other insurance coverage
4. Acquire friends at work
5. Win recognition
6. Be acknowledged and rewarded for special efforts and contributions
7. Be able to advance in life and career-wise
8. Have opportunities for self-development
9. Improve their skills, knowledge, and know-how
10. Demonstrate and use special gifts and abilities
11. Realize their ideals.

The employer responds to those needs by offering and providing:

1. Employment
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2. Adequate pay
3. Assistance to workers for their special needs (such as child care arrangements,
transportation, flexible work schedules)
4. Job security (to the degree possible)
5. Clear company policies
6. Clear and organized work procedures
7. A stable, just and fair work environment
8. A safe work environment
9. Medical coverage and other benefits
10. An atmosphere of teamwork and cooperation
11. Social activities
12. Reward and recognition programs
13. Incentive programs
14. Open lines of communication (formal and informal)
15. Systematic feedback
16. Training and development programs
17. Opportunities for promotion
18. Company/ business information
19. Information on customer feedback
20. Sharing of company goals and objectives a
21. Information on the market situation and industry
22. Future expectations
23. Plans for the future
24. Guidance and mentoring.

It is important that the employer discover other extraordinary needs applicants have
before hiring them and know beforehand whether he/she can satisfy those needs or
not.

An employee may have: 85


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• Family responsibilities and be unable to work shifts, overtime, or weekends
• Heavy financial responsibilities which he/she can meet only by working at two jobs,
leading to exhaustion, "sick leave", and deficient work performance
• A desperate financial need for additional overtime and weekend remuneration
• Premature expectations of swift promotions.

Some other needs the employer can expect, for which company policies should be
planned accordingly:

• If the company is in a remote location, all employees will have a need for more social
activities
• Many single people look for dates and spouses at work
• Some women may not be ready to work late shifts unless the employer provides
transportation back home
• Some workers may have a problem with drug or alcohol abuse.

In addition to needs and drives, adult workers have expectations from their employer -
they expect:

• A knowledgeable, experienced, expert employer


• Clear and fair policies, procedures, and employment practices
• Business integrity
• Clear job descriptions
• Two-way communications
• Effective management and supervision
• Positive discipline
• Good company repute
• Good customer relations
• Company survival
• Opportunities for personal growth
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• Company growth
• A share in the company's success

Suggestions

The top management can bring about changes in its current and perceptions to bring about
empowerment in the organization. The top management can :-
1) Empowering to the leaders to understand the strengths and weakness of people and
support them so that they make a full contribution of their latent talents and skills.
2) Create a climate in which the individuals can best attain his own goals by direction his
efforts towards attaining the goals of Bsl ltd.
3) To improve the HRD, the human resource should be treated with dignity. This
practice tends to foster loyalty.
4) Writing matters synopsis notes etc. may be provided during training programs.
5) The managers must take proactive steps for the solution of the problems without any
delay.
6) They should implement more incentives schemes for improvement of employees.
7) Individuals should be recruited on the basis of their qualifications as well as a
relevant work experience.
8) Harmonious relationship creates harmonious environment is an office. There should
be recreation in the organization for improving the relation among employees.
9) The government should reduce its involvement in the day to day relationship of
workers and managers as well as decisions.
10) In its organization the procedure of A.C.R. has been adopted in which the employees
are not told their performance. But this is not right in my view employees should be made
know of their performance timely. So that they can improve it as required and if their
performance is good they will try to make it best.
11) Lighten the burden of control system by developing values and inter personal
relationship that encourage self monitoring and developing personal communication with
those who have to vital intelligent and expertise.
12) Reduce its reliance an strategic planning systems by influencing the organization
direction through the developing and development of key people.
13) Leaders may downplay their strategic decision making role and delegating much of
that responsibility to frontline managers.
14) Empowering the role the employees can be redesigned in the way that they perform
these roles intelligently creativity and with commitment rater than just discharging their
duties.
15) Faculty members may be either the employees, officers of the organization or may be
hired from other institutions
Conclusion 85
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Bsl limited lays a lot of emphasis on management of its human resources. We impart in-house
and specialized training for our newly recruited and existing staff. The workforce is trained on
correct use of machinery, safety, improving work efficiency, waste control and self
development. The company uses the services of reputed external agencies for consultancy -
Institute of Labor Department, Jaipur and the Bombay Textile Research Association. At BSL
classes are conducted to ensure our staff is 100% computer literate. The HRM function and
HRD profession have undergone tremendous change over the past 20-30 years. Many years
ago, large organizations looked to the "Personnel Department," mostly to manage the
paperwork around hiring and paying people. More recently, organizations consider the "HR
Department" as playing a major role in staffing, training and helping to manage people so that
people and the organization are performing at maximum capability in a highly fulfilling manner.

In this is competitive global world and increasing flexibility in the labour market, recruitment is
becoming more and more important in every business. Therefore, recruitment serves as the
first step in fulfilling the needs of organisations for a competitive, motivated and flexible human
resource that can help achieve its objectives.These are:-

Attract and encourage more and more candidates to apply in the organisation.

 Create a talent pool of candidates to enable the selection of best candidates for the
organisation.

 Determine present and future requirements of the organization in conjunction with its
personnel planning and job analysis activities.

 t is the process which links the employers with the employees.

 Increase the pool of job candidates at minimum cost.

 Help increase the success rate of selection process by decreasing number of visibly under
qualified or overqualified job applicants.

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

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 Meet the organizations legal and social obligations regarding the composition of its
workforce.

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

 Increase organization and individual effectiveness of various recruiting techniques and


sources for all types of job applicants.

Questionnaire
Ques1: Recruitment is important to motivate the employees?
a) strongly agree b) agree
c) disagree
Answer staff workers total %
a 20 10 30 30
b 24 31 55 55
c 6 9 15 15

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35
30
25
20 staff
15 workers
10
5
0
a b c d

CONCLUSION:
After survey with the help of the above graph it is observed that:-
55%employees strongly agree that the recruitment is important to motivate the employees.
30% employees agree that the recruitment is important to motivate the employees.
15% employees disagree that the recruitment is important to motivate the employees.

Ques2: Age is the basic requirement for recruitment?


a) important b)not important
c) may be
Answer staff workers total %
a 35 30 65 65
b 0 13 13 13
c 15 7 22 22

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40
35
30
25
staff
20
workers
15
10
5
0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
65% employees said that age is the basic requirement for recruitment.
22% employees said that age may be basic requirement for recruitment.
13% employees said that age is not basic requirement for recruitment.
Ques3 :should the managers have multiple skills for recruitment?
a) yes b) no

Answer staff workers total %

a 39 31 70 70
b 11 19 30 30

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45
40
35
30
25 staff
20 workers
15
10
5
0
a b

CONCLUSION:
After survey with the help of the above graph it is observed that:-
70% employees said that the managers should have multiple skills for recruitment.
30% employees said that the managers should not have multiple skills for recruitment. .

Ques4: Are the method adopt of recruitment are satisfied?


A. Yes B. No
C. Often
Answer staff workers total %
a 28 30 58 58
b 2 5 7 7
c 20 15 35 35

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35

30

25

20 staff
15 workers

10

0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
58% employees said that the method adopt of recruitment are satisfied.
35% employees said that the method adopt of recruitment are often satisfied.
7 % employees said that the method adopt of recruitment are not satisfied.
Ques5: For direct recruitment, the relation committee shall do interview the candidates
in Bsl. limited?
a) yes b) no c) may be
Answer staff worker total %
a 31 19 50 50
b 10 14 24 24
c 9 17 26 26

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AICTE &

AJMER
Kota,]
35

30

25

20 staff
15 workers

10

0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
50%employees said that direct recruitment,the relation committee shall do interview the
candidates in Bsl . limited
26%employees said that direct recruitment,the relation committee may be do interview the
candidates in Bsl . limited.
24%employees said that direct recruitment,the relation committee never do interview the
candidates in Bsl . limited.
Ques6: Recruitment by selection is valuable as per the direct recruitment?
a) Yes b) No
c) Often
Answer staff worker total %
a 32 37 69 69
b 5 4 9 9
c 13 9 22 22

85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
40

35

30

25

staff
20
workers
15

10

0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
69%employees said that recruitment by selection is valuable.
22%employees said that recruitment by selection is often valuable.
09% employees said that recruitment by selection is never valuable.

Ques7: Are the recruitment programme repeated by every manager?


a) Always b) Often
c) Seldom d) Never
Answer staff worker total %
a 34 38 72 72
b 12 12 24 24
c 1 1 2 2
85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
d 1 1 2 2

40

35

30
25
staff
20
workers
15

10
5

0
a b c d

CONCLUSION:
After survey with the help of the above graph it is observed that:-
72%employees said that the recruitment programme is always repeated by every manager.
24%employees said that the recruitment programme is often repeated by every manager.
2%employees said that the recruitment programme is seldom repeated by every manager.
2% employees said that the recruitment programme is never repeated by every manager.
Ques8: Are you satisfied with the duration of recruitment?
a) Yes b) No
Answer staff worker total %
a 10 12 22 22
b 40 38 78 78
c 0 0 0 0

85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
45

40

35

30

25 staff
20 workers

15

10

0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
78% employees said that they not satisfied.
22% employees said that they are satisfied.

Ques9: How effects the environment of the organization to the recruitment?


a) Often b) always
c) Seldom d) Never
Answer staff worker total %
a 30 22 52 52
b 15 23 38 38
c 2 3 5 5
85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
d 3 2 5 5

35

30

25

20
staff
15 workers

10

0
a b c d

CONCLUSION:
After survey with the help of the above graph it is observed that:-
52%employees said that the enviournment of the organization often effects to the recruitment.
38%employees said that the enviournment of the organization always effects to the
recruitment.
5%employees said that the enviournment of organization seldom effects to the recruitment.
5%employees said that the enviournment of the organization never effects to the recruitment.
.Ques10: What role qualification plays in direct recruitment?
a) Yes b) Often c) NO
Answer staff worker total %
a 35 35 70 70
b 7 9 16 16
c 8 6 14 14

85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
40

35

30

25
staff
20
workers
15

10

0
a b c

CONCLUSION:
After survey with the help of the above graph it is observed that:-
70% employees said that qualification plays important role in direct recruitment.
16% employees said that qualification often plays role in direct recruitment.
14% employees said that qualification never plays any role in direct recruitment.

Bibliography
Human Resource Personnel Mangment – Forth Edition (K.Aswathappa New Delhi)
Personnel / Human Resource Mangment-Third Edition (David A.Decenzo and Stephen
P.Robbins)

Articles:-
Newspaper- The Times of India
The economic times
85
[Type the
document
title]
INSTITUTE OF
TECHNOLOGY
[Approved by
affiliated to
University –

Rajasthan
Technical

AICTE &

AJMER
Kota,]
Magazine:-
Annual report 2009-10

Internet:-

www.google.com

www.msn.com

www.yahoo.com

www.fibre2fashion.com

www.lnjbhilwara.com

www.scribd.com

www.bombaydyeing.com

www.myiris.com

www.raymondindia.com

www.ril.com

www.siyaram.com

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