CONTENTS

S. NO. TOPIC
1.
INTRODUCTION TO TOPIC
2.

OBJECTIVES

3.

INTRODUCTION

Page no.
4
5

TO

6 14

COMPANY
4.

DETAILS ON THE TOPIC

5.

QUESTIONNAIRE

15 27
,

28 35

FEEDBACK FIELD WORK

AND ANALYSIS
6.

DRAWBACKS

36

7.

RECOMMENDATIONS

36 39

8.

CASE STUDY

40 44

9.

ARTICLE

45 46

10.

CONCLUSION

47 48

11.

BIBLIOGRAPHY

49

1 | Page

INTRODUCTION TO THE TOPIC

Lanco Infratech is one of Indias top growing business conglomerates
and among the fastest growing. Under this project, we have gone mainly
analyzed interview and communication procedure of the Lanco
Constructions.
Lanco Infratech has subsidiaries and divisions across a synergistic span
of verticals. These include construction, Power, EPC, Infrastructure,
property development, and, renewable.
In this project I have gone through various steps i.e. objective of our
project, introduced and given the brief gist of the company, details on
the topic i.e. field work (asking questions to the HR manger, relating to
the interview process and communication of Lanco Constructions),
found out the loopholes in their interview and communication
procedure, along with recommendations and conclusion.

2 | Page

OBJECTIVES
- To understand interview process and the communication process of
a company.
- Its differentiation from industry to industry.
- Understanding the interview process of Lanco Constructions.
- Understanding the basis of selection & rejection of an interviewee
in the interview process.
- To understand how the communication works in lanco .
- Analyzing their drawbacks & comparing them.
- Recommendations for the improvement of companys interview
process.

3 | Page

INTRODUCTION TO
LANCO
VISION OF LANCO
An India without poverty, where the internationally agreed millennium development goals are
met and people live with dignity and respect, using their full potential to access the opportunities
and exercise choices for their own development a society that constantly moves to inspire
people.

MISSION OF LANCO
-To

work towards developing rural and urban communities in order to reduce poverty and

contribute effectively towards reduction in loss of environmental resources.

To improve human development indices through projects & programs at the

local, state and national level.

Mission...
4 | Page

Development

of

Society

through

Entrepreneurship

Vision
Most

Admired

Integrated

Infrastructure

Enterprise

Values (of Lanco Infratech)

Humility & Respect:We are consistently humble in our approach to and interactions with
people.

We

treat

every

person

with

respect

at

all

times,

unconditionally.

Integrity:We choose to be honest in all our Business Interactions and

Transactions and remain steadfast even when challenged. We strive for
consistency between what we Think, what we Say and what we Do.

Organization Before Self:-

5 | Page

We recognize that organization interest is supreme, above individual

preferences and goals. In all our decisions, actions and dealings we put
the Organization before self.
Achievement Drive:We have an urge that drives us to intensely focus on performance and
act decisively with high energy to achieve the desired results. We
strive to continuously learn and consistently set higher Standards of
Excellence.
Positive Attitude:We always demonstrate a can-do mind-set and engage to deliver
organizational goals. We look upon challenging circumstances as
opportunities to enhance our capabilities and find ways of achieving
Accountability:We own up to our words, actions and outcome. When we commit to do
something, we own it and we do it decisively and responsibly
Team Work:We work harmoniously with a shared vision, energized by our collective
talent. We Trust, Listen to, Share with and Empower team members
and take collective responsibility for the results.
Innovations:We value and encourage application of creative ideas that enhance the
effectiveness of our business. We freely express ideas and take actions
to generate successful Solutions

HISTORY OF THE COMPANY

6 | Page

Lanco Industries Limited (LIL) was incorporated on 1 st November, 1991 by Lanco Group of
Companies to manufacture Pig Iron using Korf (German) technology and Cement. The unit is
located at Rachagunneri Village on Tirupathi - /Srikalahasthi road which is about 30 kms. from
Tirupathi and 10 kms. from Srikalahasthi. The installed capacity of Pig Iron was 90,000 TPA
and

with

similar

capacity

90,000

TPA

for

cement.

Due to the poor demand and other reasons, the operations of the cement unit of the Company
was suspended and the unit was reengineered for producing a different product mix having
potential

in

south

India.

As a measure of forward integration project for adding value to the Pig Iron manufactured by
the Company, LIL floated an another company named Lanco Kalahasthi Castings Limited
(LKCL) on 4 th March 1997 to manufacture iron castings and spun pipes in the same campus
of the Company with an annual capacity of 40,000 TPA and 35,700 TPA respectively.
Accordingly, LIL had an arrangement with LKCL for supply of molten iron and Pig Iron to
LKCL, being a value added product, as such iron pipes manufactured by LKCL offered better
returns.
However, due to falling Pig Iron prices, increase additional capacity in the industry,
competition and the technical & financial assistance, the operations of both LIL and LKCL
were effected and the Company was exploring financial and technical strategic alliance with
Indian

Foreign

Partner.

During the same time M/s. Electrosteel Castings Limited, was also looking for additional
capacities for producing spun pipes. Considering the synergies involved, Lanco Industries
Limited entered into a strategic alliance partnership during December 2002, with M/s.
Electrosteel Castings Limited (ECL), Kolkatta a leading manufacturer of CI, Pipes and DI
pipes. This was win-win situation for both LIL and ECL. After takeover, a financial reengineering and re-structuring of LIL was undertaken by ECL by implementing the following:
Immediately after take over an amount of Rs.2200 lakhs was infused as share
7 | Page

capital of the Company by M/s.ECL to strengthen the equity base of the

company.

With effect from 1 st April, 2003 LKCL was merged with the company to take
advantage of the close synergy in the business of the two companies, since a
large part of Molten Iron / Pig Iron is consumed by LKCL for manufacture of
DI Pipes.
After the merger, the share capital of LIL, the paid up share value of Rs.10/was reduced to Rs.2.50 per share and accordingly one share of Rs.10/- each
fully paid up in LIL was issued to all the existing shareholders for every 4
shares held by them.
During 2003, the capacity of the DI pipes was increased to 90,000 TPA.
During 2004, the company took the step of backward integration by setting up
150,000 TPA coke oven plant in the same complex, which was commissioned
in June 2005.
During 2005, the company started setting up of a Captive Power Plant of 12
MW by using the waste heat recovered from the coke oven plant which is
expected to be commissioned by March 2006.
An additional amount of Rs.25 crores is being spent on other capital works like
revamping of bitumen coating machine, balancing equipment and facilities for
production of higher diameter DI pipes etc. to increase the capacity of DI pipes
from the present 90,000 TPA to 120,000 TPA by 2006-07.
The above has resulted in the company witnessing a profitable years after a gap of 8 years
during the years ended 31 st March, 2003, 2004 and 2005 and a dividend of 10% was declared
for the years ended 31 st March 2004 and 2005 to the shareholders.

sssssStep by Step Company's Growth

19 Incorporation of Lanco
8 | Page

91
19
94

Setting up of Mini Blast Furnace with

90,000 TPA capacity

19 Setting up a 250 TPD Mini Cement
95 Plant
19 Setting up of LKCL for manufacture
97 of 40,000 TPA castings and 35,700
TPA D I Pipes
20 Strategic Alliance with Electrosteel
02 Casting Limited
20 Infusion of Rs.2200 lakhs to the
02 equity and financial restructuring
20
Merger of LKCL with LIL for synergy
03
20 Capacity of Pig Iron was increased to
03 90,000 TPA to 150000 TPA.
20 Capacity of DI Pipes was increased
04 to 90,000 TPA.
20 Commissioning of 150,000 TPA coke
05 oven plant.
20 Setting up of Captive Power Plant of
05 12 MW by using the waste heat
recovered from the coke oven plant.

9 | Page

LANCO INFRATECH LTD.

Lanco Infratech Ltd is one of Indias top business conglomerates and among the fastest growing.
Lanco Infratech has subsidiaries and divisions across a synergistic span of verticals. These
include Construction, Power, EPC, Infrastructure, Property Development, and Renewables.
Lanco

Infratechs projects,

operational

and

underway, are

spread

across

India.

A member of the UN Global Compact, Lanco Infratech is recognized for its Good Corporate
Governance and Corporate Social Responsibility initiatives led by the Lanco Foundation.
A preferred employer, Lanco Infratech builds on a tradition and culture where trust comes first
and the credo is inspiring growth.

About Lanco Infratech Ltd..

The Lanco odyssey began more than two decades ago in civil engineering and the core sector.
The challenges and opportunities in a resurgent India following economic liberalization saw
Lanco reengineer and consolidate itself under a single apex entity, Lanco Infratech Ltd.
Lancos operations have always been marked by creation of synergies, backward and forward
integrations and strategic innovations for competitive edge. Today, Lanco Infratech, through
twenty-two

subsidiaries

has

operations

across

synergistic

span

of

verticals.

In power generation, Lanco has a presence in thermal, hydro, wind and renewables. Projects
in operation and those underway represent over 8000 MW. The operations in power
generation draw deep strengths from its own EPC, entry into O&M and the capabilities of its
Construction wing. Lancos presence in power extends to being a leader in power trading.
Multiple synergies are being leveraged for a strategic presence in transmission and
distribution. In wind energy, Lancos first line of turbines will roll out in 2009. Wind project
10 | P a g e

developments

are

underway

in

India,

Europe

and

the

Americas.

Lancos admired expertise in civil engineering has been displayed across the years in the
execution of dams, railways, roads, industrial structures, residential and commercial
construction, canals and other areas across the length and breadth of India. These
competencies and depth of resources are unfolding a new roadmap in the Indian infrastructure
sector. Lanco is already executing projects in ports, highways, airports and other areas.
In property development, Lanco has emerged as a trend setter with Lanco Hills, which has
also drawn international attention. Lanco Hills, in the Indian metropolis of Hyderabad, is
coming up as one of the worlds largest mixed property development with thirty million
square

feet

of

built-up

area,

including

the

worlds

tallest

residential

tower!

Lanco Infratech is built on a tradition and culture of trust within and without. Lanco draws
the best professionals who see growth in an environment underscored by good corporate
governance and the melding of individual aspirations and organizational goals.
A member of the UN Global Compact, Lancos Corporate Social Responsibility begins at
home with facility audits and volunteerism of its people across all CSR initiatives. Lanco is
spearheading CSR interventions and programmes have touched the lives of individuals and
communities in the vicinity of Lanco facilities and across the country in areas where
assistance is most needed. Demand driven, participatory CSR initiatives by Lanco exemplify
the larger corporate vision that Lanco Infratech represents. of Inspiring Growth.

Construction
LANCO Infratech Ltd has an excellent track record in Construction projects. Its project
expertise spans:

Power plants based on Gas, Coal, Bio-mass, Hydro and Wind.

Irrigation and water supply projects, including dams, tunnels, lift irrigation, sewerage
schemes and marine works.
11 | P a g e

Civil construction including commercial and residential buildings, mass housing

projects and townships, industrial structures, information technology parks, Corporate
offices, Hospitals and more.

Transportation engineering projects including roads, highways, bridges and flyovers.

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Introduction to the topic

12 | P a g e

When any material becomes useful to human beings it becomes a resource. There are various
kinds of resources and they vary in their extent so far as their use to the human beings. One of
such classifications is : MATERIAL and HUMAN. The plant and machinery , the premises
were regarded to be the resources for the industry and now the human work force is regarded as
the most important resource to run a business or an industry.
The definition of Management goes to state that it is the interaction and its continuation of :
1.
2.
3.
4.
5.

FORECASTING AND PLANNING

ORGANISING
COORDINATING
COMMANDING
CONTROLLING.

These are the main ones and a few more like directing , communicating etc etc were added
later. This basic classification comes from the father of management thought , Henry Fayol, MD
of a French mining company in the starting years of the industrial revolution.
Frederic Winslow Taylor, who is known for his concepts on Management Science from
technical and workshop point of view, feels that the Management emerges from :
1.

Development of true science of work,

2.

Scientific selection and progressive development of workmen,

3.

Procuring the cooperation of the Management and the workmen.

As the subject of Industrial Engineering is wholly dependent on this approach, we may
call F.W.Taylor as the father of Industrial Engineering.

HUMAN RESOURCES DEVELOPMENT

HRD is the abbreviation of the term, Human Resources Development.
This subject is historically connected with other disciplines mainly Psychology which is
defined as the study of Human Behaviour. Psychology of the people working in any
work organization is known as the Industrial Psychology. The technical aspects make
a separate subject called Human Engineering . Also this subject is known by other two
13 | P a g e

names viz. Human Factors Engineering and Ergonomics. The non-technical aspects
make separate subject called the Organisational Behaviour. Application of certain part
of the OB to the needs of the industrial personnel came to be known as the Personnel
Management.

THE BASIC ELEMENTS OF HUMAN

RESOURCE:1. Intelligence
2. Aptitude
3. Interest
4. Experience
5. Objectivity
6. Self Discipline
7. Impartiality
8. Self Motivation
9. Sense of Responsibility
10. Tolerance to others
11. Loyalty & gratitude
12. Trustworthiness

DEFINITION OF HRD
It is a continuous planned process by which employees are helped to :
1. Acquire / Sharpen capabilities required to perform various functions associated
with their present or expected future roles.
2.

Develop their general capabilities as individuals and discover & exploit their
inner potentials for their own and for Organisational Developmental purposes.

14 | P a g e

3. Develop an organizational culture in which supervisor-subordinate relationships,

teamwork and collaboration among subunits are strong and contribute to the
professional well-being , motivation and pride of the employees.

GOALS OF THE HRD SYSTEMS:1. Developing capabilities of employee as an individual

2. Developing the capabilities of each employee in relation to his role,

3. Developing the capabilities of each employee for his expected future roles.

4. Developing the Dyadic relationship with his boss.

5. Developing the team spirit in different types of work groups.

6. Developing collaborative spirit between units of the organization.

7. Developing the organisations overall health and the self- renewing .

THE CONCEPT OF SOCIO-TECHNICAL SYSTEM

The concept of Socio-Technical system comes from Burns and Stalker of
the Tavistock Institute of Human Relations, U.K. This is the synonym for the word
Organisation in systems terminology and is the extension of the micro form of the term
Man-Machine System. The organization is a social system clubbed to a technical

15 | P a g e

system hence forming a Socio-Technical system. According to Taylor, the efficiency is

a joint product of standard social and the technical components.
Considering every aspects discussed above, the OB could be defined as :
It is the total study of the behaviours of the individuals, groups, the technology of the
organization and their interactions among themselves towards improving the performance
of the organization.
The change of the old name of the discipline of Personnel Management to its new name
Human Resources Development simply indicates the elevated status and importance acquired
by it in the recent years. The new name places lots of responsibility on the shoulders of Industry,
the Govt and the Society in shaping the future of the country. However, the industries have
overnight changed the boards written as Personnel Management to its new name of
Human Resource Development.
Introduction:- A conversation between two or more - where question are asked by the
interviewer tothe interviewee.
Job interview:-A a process-> potential employee -> evaluated by an employer for prospective
employment in their company, organisation, or firm.

16 | P a g e

Interviews are particularly useful for getting the story behind a participant's experiences. The
interviewer can pursue in-depth information around a topic. Interviews may be useful as followup to certain respondents to questionnaires, e.g., to further investigate their responses. Usually
open-ended questions are asked during interviews.
Before you start to design your interview questions and process, clearly articulate to yourself
what problem or need is to be addressed using the information to be gathered by the interviews.
This helps you keep clear focus on the intent of each question.
Types of Interviews
1. Informal, conversational interview - no predetermined questions are asked, in order to
remain as open and adaptable as possible to the interviewee's nature and priorities; during
the interview, the interviewer "goes with the flow".
2. General interview guide approach - the guide approach is intended to ensure that the
same general areas of information are collected from each interviewee; this provides
17 | P a g e

more focus than the conversational approach, but still allows a degree of freedom and
adaptability in getting information from the interviewee./LI>
3. Standardized, open-ended interview - here, the same open-ended questions are asked to
all interviewees (an open-ended question is where respondents are free to choose how to
answer the question, i.e., they don't select "yes" or "no" or provide a numeric rating, etc.);
this approach facilitates faster interviews that can be more easily analyzed and compared.
4. Closed, fixed-response interview - where all interviewees are asked the same questions
and asked to choose answers from among the same set of alternatives. This format is
useful for those not practiced in interviewing.

Advantages
1. Can supplement the information obtained through observation
2. Specific duties of the job and jobs relationship to the rest of the organization.
3. Most commonly used method, very adaptable.
4. Usually conducted technical experts and supervisors.
5. Simple, quick, and more comprehensive.

Disadvantages
1. Heavily dependent on interviewing ability
2. Value of data is primarily dependent on the interviewers skills
3. Workers may to add exaggerate their job duties .
4. Takes a lot of time and may not be cost efficient.
COMMUNICATION
Communication is an important part of your job one that is often taken for granted. When you
think about it, almost everything you do calls for good communications. When you hire a new
employee, good communication skills help you pick the right person and make sure the person
you hire knows what the job involves. When you're training, coaching, or evaluating an
employee, you need to be clear about your expectations and sensitive in dealing with problem

18 | P a g e

areas. When conflicts arise, you'll need your communication skills to resolve the issues without
creating more.
When the department is going through changes or a reorganization, you'll need special
communication skills to get feedback and ideas from your staff and to give them news that's
sometimes not pleasant, while keeping them motivated. Honest communication is one of the key
ingredients in managing change as well as managing people.
Many topics covered in this Guide include communication skills. In this section, you'll find some
suggestions for developing those skills.
Guiding Principles
Good communication can help you:

Improve relationships and teamwork

Improve performance and productivity

Foster an open, creative environment

Solve problems effectively

Becoming a Better Communicator

Your responsibility as a supervisor is to communicate clearly and concisely to all employees and
create an environment conducive to openness for others. As the staff becomes more diverse, you
may have to take extra time and effort to communicate to all staff members. To become a better
communicator:

Create an open communication environment in your unit. Encourage employees to

talk about work issues; listen carefully and respond to questions or concerns with actions
or answers. If an issue is outside your authority, pass it along to the appropriate person;
then be sure to follow up.
19 | P a g e

Conduct regular staff meetings. Tell your staff about decisions that may affect them or
the work they do and the reasons for those decisions. Use staff meetings to encourage
feedback, generate ideas, solve problems, and gain support.

Set up individual meetings. Set some time aside periodically to meet one-on-one with
employees. Group staff meetings are important; however, meeting separately with your
employees shows concern about their individual work issues.

Effective Listening
An important ingredient that runs through all good communication is listening. Listening is a
skill that can be practiced and learned. Your goal as a listener is to fully understand your
employee's experience and point of view. Give the employee a chance to talk for a while before
you say anything.

Use non-verbal communication. Be aware of what you communicate with your body;
your posture and expressions can convey your attitudes toward a speaker even before you
say one word. Use body language to show the speaker that you are engaged in the
conversation and open to hearing.

Recognize your own prejudices. Be aware of your own feelings toward the speaker. If
you are unsure about what the speaker means, ask for clarification instead of making
assumptions.

Listen to understand the underlying feelings. Use your heart as well as your mind to
understand the speaker. Notice how something is said as well as the actual words used.

Don't interrupt: Be sure you think carefully before you speak. As a listener, your job is
to help the speaker express himself.

Don't judge the person: A speaker who feels you are making judgments will feel
defensive. Avoid making judgments and instead try to empathize and understand the
speaker's perspective.
20 | P a g e

Do not give advice: Keep in mind that the best resolutions are those that people arrive at
themselves, not what someone else tells them to do. If you feel it is appropriate, and only
after you have encouraged the person to talk, offer some ideas and discuss them.

Responding
After you have listened and really heard, respond by conveying your interest and respect:

Empathize: Put yourself in the other person's shoes and try to understand.

Validate: Acknowledge that the person's feelings are valid. This is a very powerful tool
because you are recognizing the person's right to feel that way, regardless of whether you
would feel the same way.

Restate what the other person has said: this allows you to make sure you understand
the feelings and shows you are listening. Point out the good things the person has done or
tried to do.

Clarify: Ask questions to get more information about the problem.

HUMAN RESOURCE COMMUNICATION

Effective organizational communication, from an HR viewpoint, focuses on openness in
communication between senior management and employees, resulting in improved employee
engagement and productivity. In a cross-cultural environment, building and maintaining rapport
for business relationships depends on the effective use of language and understanding differing
communication styles. These and other aspects are discussed to bring awareness to opportunities
to foster better communication at all levels of the organization.
In today's global business environment. effective organizational communication--internal and
external--has a significant impact on an organization's success. Reasons for the increasing
importance of organizational communication are many, with workplace change front and center.
21 | P a g e

Overall, the world of work has become more complex More than ever before, knowledge,
learning and innovation are critical to an organization's sustainability, Further, with employees
often being widely distributed geographically, communication technologies and networks arc
essential for the accomplishment of a company's strategy.
Therefore, effective organizational communication is critical to actively engage employees,
foster trust and respect, and promote productivity'. In fact, SHRM's 2008 job Satisfaction survey
report notes that communication between employees and senior management is among the top
five very important aspects of employee job satisfaction.
Human resource professionals uniquely position themselves at both the starting and finishing
points of the communication continuum. From an HR viewpoint, effective organizational
communication contributes to learning, teamwork, safety, innovation and quality of decisionmaking in organizations. In an age of increased competition for talent, communication has
become a strategic tool for employee engagement, satisfaction and retention. In fact, effective
organizational communication contributes directly to employee and organizational learning, an
essential factor for competitive advantage. The most successful HR professionals are
consummate communicators. Typically, their organizations over-communicate with all
constituents, and their leadership styles transmit the traditions and values of their company. Thus,
as a promoter of effective organizational communication, HR is a key strategic partner in
leveraging the relationships between employees and top management.
HR leaders who promote thoughtful communication strategies encourage employee engagement
and keep the workforce energized, focused and productive. To recharge employee morale, and
support the organization's objectives, HR can foster an environment for engagement by
developing a targeted, proactive strategic communication plan. This communication strategy can
focus on organizational goals and determine methods of communication and information points
for different audiences (e.g., employees versus media). Key points to consider are: 1)
communicate from the top down to build employee confidence and buy-in; 2) involve employees
whenever possible, such as through focus groups; 3) communicate and explain all aspects of
change, negative and positive; 4) personalize communications to address the question "what's in

22 | P a g e

it for me?"; and 5) track results and set milestones to evaluate the objectives of the
communication plan.
Successful and efficient communication can be ensured by a manager who is a Personality,
possesses excellent professional knowledge and skills and enjoys the confidence of his
employees (support, impartiality and confidentiality). If, at the same time, the manager utilises a
clearly defined profile and work rules, responsibilities and powers, then his team may work
efficiently and independently. On the contrary, if
Managers are given a high level of freedom, there is a higher likelihood of occurrence of
conflicts which the manager is unable to solve or if solved, the solution has an adverse effect on
company results and employee satisfaction.
A large portion of problems companies face is connected with the quality of human resources
and efficient communication. Researches have revealed that an average employee exploits only
50 percent of his capacity and this figure can be either increased or decreased by motivation,
targeted development and efficient communication. Management can expect maximum return on
investment in human labour if it uses the human potential offered by employees, keeps all
employees well informed and makes them participate in company goals and projects.
Management bears a great deal of responsibility as their attitude to human resources reflects in
their satisfaction and performance. Just like corporate culture, successful human resource
management must cover all the employees of the company as each of them makes decisions that,
in the final stage, determine the fulfilment of company goals. Various forms of co-operation
Between employees and groups encourage communication in a specific way. Just for illustration,
it is possible mention several communication tools of personnel management, such as meetings,
teamwork, quality teams, brainstorming. The objective of personnel management is to decide on
a suitable form of the above presented tools, motivation, development and assessment that
promote the efficiency of co-operation.
With regards to the fact that communication is not a purely inborn skill and ability, it is necessary
to develop it. The theory of personnel management therefore uses a growth management model.
New employees are the most open and approach based on expectations is very important since
people, as many surveys show, tend to do what they are expected to do. The theories place a
23 | P a g e

focus on management, but lack analyses of characteristics and recommendations for sales
personnel, representatives and other company staff that are in contact with customers and
therefore determine, to large extent, the success of the company. A company representative can
only master efficient and suitable way of communication with business partners if he, as an
expert, acquires certain preset skills and qualities. Even in these theoretical approaches we can
recognise certain one-sidedness that should be overcome in the future. To provide a complete
picture of current theories dealing with communication, we should also mention a theoretical
approach based on performance.
Successful communication is based on qualities a good manager should possess:
1. Tactfulness this is connected with one of typical human characteristics and needs the
feeling of importance and usefulness. If a superior shows interest in his subordinates and
co-operates with them, his subordinates will be more open in terms of communication
and co-operation.
2. Constructiveness one of the preconditions of good and open communication is the trust
of subordinates in their managers ability to clearly define tasks, responsibility, the extent
of responsibility and standards to be achieved. Otherwise, it is difficult for employees to
offer or receive any feedback since they do not understand what is generally recognised
as being correct. It is based on a structured communication process which ensures that no
redundant information is communicated, or, on the contrary, no key information is
omitted.
3. Freedom to perform another prerequisites and a guarantee of better communication is
the freedom which the superior gives to his subordinates with respect to the performance
of the assigned task. Success requires freedom. Freedom is a key motivator for accepting
and conveying information. This simultaneously means to delegate responsibility for the
quality of performance of the whole task and decision-making powers. Superiors must
provide all colleagues with clear information regarding the level of freedom they are
granted with respect to the entrusted tasks.
4. Responsibility awareness the following should be communicated: loyalty,
responsibility, authority, performance measures, support, trust and expectations. Good
general knowledge - to manage activities and decisions, it is necessary to know who the
information and facts are designed for and where they can be obtained. The theory of
24 | P a g e

management through exceptions explains this rule in more detail. It is based on the
principle

of

communication

restricted

to

exceptions,

deviations,

differences,

discrepancies and exceptional successes or failures.

5. Positive self-perception the building of positive selfconfidence is based on the
management of relationships. It recommends communication of positive self-respect and
the feeling of importance. People need to know how their work is evaluated. It is
important for the manager to dedicate enough time to his subordinates to explain all the
critical points, to give instructions and arrange details, to pardon unimportant problems
and distinguish them from crucial matters. Positive self-perception is closely connected
with growth management. For their development, employees require a number of
impulses, such as freedom, control, feedback, respect, friendly atmosphere and positive
trust. Many barriers are created only based on the incorrect assumption that the employee
is not able to perform the given duty or assignment.
With respect to the above said, it is imperative to realise the key aspect of company development,
which is the so-called stable system of communication expectations. This means expected and
predictable communication behaviour which is the cornerstone of a communication system.

25 | P a g e

QUESTION FOR LANCO..

For Interview process:How the HR personnel do comes to know about the job vacancy in any department?
What is the requirement? (job designing ,part time, full time, fresher, virtual employee
etc., at various level)?
How often do they conduct interviews i.e. as soon as the requirement arises or at timely
intervals?
From where do they call people from? (recruit) {i.e. college, newspapers, consultancies,
companies etc.,}(each level)?
Do you do job planning and job specification before interview, i.e. job experience,
qualification, technical qualification and at what level?
How many days or round/rounds of interview is it?
Ways of conducting the interview, either telephonic, personal, qualitative, quantitative
tests etc.,(specimen of it)?
Process of interview on the whole?
If any other kind of questions are asked to analyze them by the interview panel , like
knowledge based, background, job knowledge, past behavioral questions etc.?
Their expectations,( job experience (if any) , training and development, pay package,
induction etc.,) if they expect any of this in initial stage?
Interview panels way or method of analyzing?
Any other medical tests taken?
Their criteria for selection or rejection?
How the interview process is different from others, may be competitors?
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The change in the procedure of interview, what was it before (when they where
interviewed) and now?
Any suggestions or changes or concerns by them?
Does construction industrys interview method, differ from any other industry then how
does it?

FOR COMMUNICATION PROCESS :Q1. Human Resource Communications and Corporate Communications are they one in
the same?
Both plan and develop written communication strategies to further the understanding and
perceptions of their audience. Both provide counsel and editorial support for management
communications.
Business communications transmits and manages messages that inform, persuade and
collaborate by speaking the language of the company. HR Communications creates a
one company" culture, integrates acquisitions and facilitates information sharing
company wide. Both work at the highest levels of the organization, aligned with senior
management and the board.
The most successful HR professionals are consummate communicators. Typically their
organizations over communicate with all constituents. Their leadership styles transmit the
traditions and values of their company. You often find a strategic HR function when the
spoken and written words parallel leadership actions.
Human Resource Communications is a subset of our corporate culture. Corporate cultures
determine communication styles. Cultures as diverse as a business headquarters viewed
as a traditional downward style with an abundance of males in dark suits and white
starched shirts to other companies which express their identity by polos with logos and
scores of identical sites around the country.
Q2. Which of the three following communication styles dominate your culture?
Downward helping employees perform their jobs
Upward senior management and board level
Horizontal selling your value proposition and merging cultures
HR COMMUNICATIONS ARE SPECIALIZED
Human Resource professionals uniquely position themselves at both the start point and
finishing point of the communication chain. New hire orientation and policy and
procedure manuals exemplify downward communication intended to help employees
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perform their jobs. Employee opinion polls, employee focus groups and exit interviews
deliver information upward to solve problems and make executive decisions. Employee
newsletters help work teams requiring a coordinated action between units or locations.
Q3. How well is HR information exchanged in your company?
Human Resource Communications Consultants manage and direct the planning, creation
and execution of communication strategies to further the understanding and perception of
HR policies, procedures, programs or initiatives. This often involves conceptualizing,
researching, writing, editing and design/production of materials. Either print or
electronic, projects often involve web pages (internet and intranet) and e-newsletters.
HTML experience and knowledge of Dreamweaver and other graphic programs will
serve this function well by providing the HR Communication Consultant a larger
repertoire of up-to-date tools.
Q4. Is your HR information timely, accurate and understandable?
What should I expect from my Human Resource Communications Consultant? First,
excellent writing and project management skills. Either internal or external, this person
should display a record of accomplishment of interpersonal and project management
competencies. They must be experienced in managing multiple assignments, with strong
problem solving abilities. This internal consultant" must have your confidence in an
environment of highly confidential matters. Perhaps their past included the
responsibilities of corporate due diligence matters.
Q5. Have they work experience at the highest levels of HR? Do they have the proven
ability to motivate themselves and others to generate strong results? To round out your
choice, have they led HR initiatives and cross-functional teams?
Formally by PowerPoint or informally by walking the second and third shifts, we
demonstrate HR Communications leadership as we mass information, process facts and
disseminate intelligence at lightning speed. Our free flowing atmosphere of dialog and
written messages translates values, traditions and habits into words and actions
employees interpret.
Operating as an internal consulting agency, or external resource, HR Communication
Consultants work with employees and vendors on communication matters relating to the
highest work initiatives. By building and managing cohesive communication strategies
and working closely with HR process owners, they oversee the integration of both print
and multimedia content and distribution. They may also create HR Communication

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metrics to measure results using employee communications to create a distinct

competitive advantage.
One-page field memos and one hundred page policy manuals present a challenge for busy
HR professionals. Your Human Resource Communications requires advanced knowledge
and professionalism. Our HR role, singularly positioned at both the start and end of the
communications continuum, offers an advantage to HR professionals who initiate and
advance HR correspondence for field and headquarters functions.

INTERVIEW PROCESS IN
LANCO
The interview process in Lanco is a bit different from other sectors because it deals in wide area
of work including constructions, infrastructure, roads etc. The interview is done on the bases of
job requirement. The interviewee is marked by a panel on Human resource representatives on a
grade scale and based on their performance and aggregate total they are selected or rejected.
Sometime the Human resource representative dont check the aggregate total, if they get
impressed by the confidence level of the interviewee they directly recommend the persons name
to the higher authority.
Like any big organization have a organization hierarchy Lanco also has an organization chart in
which they have a self explanatory organizational structure, in which they have the full
detailing of the job. Job description for each and every person is mentioned. Managers in each
department inform the Human Resource Cell about the requirement of the employees based on
the new projects.
As soon as the company gets a new project than sometimes they fall short of manpower so for
that purpose, they check their available resources and they if they do not have enough manpower
than they asses the required resources and they recruit new members.
If there is a vacancy at any department than depending on the description of that post they give
an interview call and try to fulfil the requirement. Depending on the job description the manager
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informs the requirement of the departments to the human resource cell. Job descriptions are
written statements that describe the:

duties,

responsibilities,

most important contributions and outcomes needed from a position,

required qualifications of candidates, and

reporting relationship and coworkers of a particular job.

Job descriptions are based on objective information obtained through job analysis, an
understanding of the competencies and skills required to accomplish needed tasks, and the needs
of the organization to produce work.
Job descriptions clearly identify and spell out the responsibilities of a specific job. Job
descriptions also include information about working conditions, tools, equipment used,
knowledge and skills needed, and relationships with other positions.
The best job descriptions are living, breathing documents that are updated as responsibilities
change. The best job descriptions do not limit employees, but rather, cause them to stretch their
experience, grow their skills, and develop their ability to contribute within their organization.
Job

design

Work arrangement (or

overcoming job dissatisfaction

rearrangement)

and employee alienation

aimed
arising

at

reducing

or

from

repetitive

and

mechanistic tasks. Through job design, organizations try to raise productivity levels by
offering non-monetary rewards such as greater satisfaction from a sense of personal achievement
in meeting the increased challenge and responsibility of one's work. Job enlargement, job
enrichment, job rotation, and job simplification are the various techniques used in a job
design exercise.
For each job profile they have a compensation range so depending on the resource skill set and
its match to the job profile the compensation is provided ,sometimes depending on the situations
the compensation is negotiable.
Sometimes they also conduct psychometric test for management graduates and experienced
people. They also conduct a medical test before the person joins in order to know about the
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health and fitness of the person appointed for the job. Their process is same as other construction
companies as they have more supply of resources than their requirement. So they always try to
match to job profile.
There are three major rounds involved in the interview process. They are as follows:1)TELEPHONIC INTERVIEW ROUND
2)TECHNICAL
3)HR

TH ER LC EH PN H ICO AN LIC IN T E R V IE W R O U N D

Telephonic Round: - In the telephonic round they tell the person about the job and than they try
to cross question the interviewee to know about the authenticity of the information provided by
the interviewee in the resume. They question the interviewee to test the knowledge, skill and
confidence level of the interviewee.

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Technical Round: - In this round the shortlisted candidates i.e.; the candidates who cross the first
round are tested on their technical skill. The interviewee is given tools and equipments and all
the human resource people observe them in order to know about the interviewee understanding
of technical field.
Human Resource Round: - This is the third and the final round involved in the interview process.
In this round a panel of Human Resource Members sit and interview the interviewee to know
about them and to know about how they will react in different situation, they try to understand
and analyze the interviewee
THE RECRUIT MAINLY THROUGH 3 MAJOR SOURCES:i)
ii)
iii)

CONSULTANCY
CAMPUS PLACEMENTS
JOB DATA BANKS FROM INTERNET

CRITERIA FOR SELECTION

AND REJECTION
If the interviewee match the job requirement that is present in the organization structure , their
attitude towards the work is good , they have ability to learn new things and they are keen to
take up new challenges then they are selected otherwise they are rejected.

THE DIFFERENCE IN THE

INTERVIEW METHOD
In Comparison to other industry the recruitment process differ because as the supply of resources
is more in construction industry they will have a simple recruitment process through which they
try to match the job description with the right resource. But where as in IT industry as the
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demand is more than supply they will recruit employees even they has less technical capabilities
and the ability to learn new things.

Stages of Interview
Investigation

Thematizing-the why and what of the investigation.

Designing -plan the design of the study.

Interviewing -conduct the interview based on a guide.

Transcribing -prepare the interview material for analysis.

Analyzing -decide on the purpose, the topic, the nature and methods of analysis that are
appropriate.

Verifying -ascertain the validity of the interview findings.

Reporting -communicate findings of the study based on scientific criteria.

DrawBacks

Weightage methods.
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Psychological differences.

Recommendations
>>Number of rounds to be increased for higher level in the hierarchy:As the interview process has one three stages so I think that the number of rounds for the above
or higher posts should be increased to 6 to 7 rounds.
>>They should do job rotation after regular intervals:People should be rotated from one job to another frequently after intervals because when these
people are asked to go for some project because of their xpertise they hesitate to do so. They give
all reasons possible to avoid migrating from one place to another place for the project.
>>Deliver HR Communications in an engaging interactive way:Use scrolling

news

feeds, interactive

signage

on

screensavers,

user

generated staff magazines, employee blogs and discussion forums as an

engaging, easy to use HR communication system. The SnapComms HR
Communication System makes this straightforward and cost effective.
>> Promote internal brand:Internal brand messages can be lost if they are buried in email or on the
intranet. Bring brand messages to life with interactive, visually engaging HR
Communications channels such as messages on screensavers. Involve staff
in creating brand values using quick and simple staff survey tools and plug
and play discussion forums. Find out what staff know and think using
fun staff quizzes.
>>Give employees an opportunity to participate in key decisions:-

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Involvement is a key driver of employee engagement (and effective business

performance). Allow staff to participate with quick easy HR communications
channels to gather their opinions, and ideas and allow them to have their
say.
>>Make it easy for staff to give feedback (good and bad!):"You don't know what you don't know". Break annual staff surveys into quick
easy chunks delivered directly to targeted staff's computer screens. Keep
channels of HR communication open all year round.
>>Show how employee feedback is being used:Articles

in staff

magazines,

updates

on

desktop news

feeds and

even interactive screensaver messages can be a great way to demonstrate

to staff how their feedback is being used.
>>Build a feeling of community and involvement:Use HR communications channels like Snap Mag which allow staff to submit
their own items into an aggregated staff magazine and/ or provide cost
effective, easy to use discussion forums and blogs to give staff a voice.
>>Measure

and

benchmark

employee

engagement:-Use Snap

Poll to

regularly measure and benchmark employee engagement. Snap Poll delivers

staff surveys and polls directly onto targeted employee computer screens
with recurrence and measurement built in. Annual staff surveys can be
laborious, time consuming and not regular enough. Temperature check
regularly with targeted staff surveys delivered directly to computer screens.
Built in recurrence options help ensure participation.
>>Provide up to date information and tools:-

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Younger staff entering the workforce have come to expect the types of
communications tools that they use in their personal lives. Social media
tools and innovative visual HR communications channels can them provide
them with an environment that suits their needs.
>>Communicate and reinforce the mission and goals:Provide a 'line of sight' between business goals and individuals roles (See
"Improving Manager Communications")
>>Promote employee development programs:Interactive screensaver messages and articles in staff magazines can be
effective ways to raise the profile and perceived value of employee
development programs. Desktop alert messages and RSVP invites can help
ensure maximum value is derived from events such as health and wellness
presentations etc.
>>Communicate and measure employee values and attitudes to promote
high performance company wide:HR Communications channels such as interactive staff quizzes, using
scenario based questions, can an effective and fun way to reinforce desired
employee value and attitudes.
>>Recognize good performers:Interactive screensaver messages and staff magazine features can be a
fantastic way to recognize high performing employees. Local targeting mean
that content can be team or region specific.
>>Reduce email overload:-

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Snap Mag aggregates 'mass email' updates from across the organization into
an easy to read format that reduces interruption time and increases message
cut-through.
>>Targeted HR communications that fit with work flows:When we have staff suffering from email overload it can be a real challenge
to communicate with them. This is especially true if messages, such as HR
communications, are not considered urgent or immediately important to
staff.
Screensavers can be a great HR communications channel and are often
underused. People dont just notice their own screensaver messages, they
also notice others as they move around the building. Also, by their
nature, HR Communications on screensavers are displayed when staff are
most receptive (and not deeply focused in a piece of work).
>>Catch dissatisfaction early:Two way HR communications channels such as Snap Poll and the Snap
Interactive channels make it easy to regularly gather feedback from staff and
to catch dissatisfaction early - to understand whats really going on.
>>Promote opportunities for staff:Include a section in Snap Mag promoting internal vacancies. Promote training
opportunities and staff support schemes on interactive screensavers or as
articles in Snap Mag.
>>Message acknowledgement buttons:-

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Ensure staff are fully informed of changes to the business that may affect
their role in the future. Use desktop alert messages and newsfeeds with
message acknowledgement buttons. Full reporting in the SnapComms HR
Communication System allow you to see exactly which HR messages have
been delivered and to whom.
>>Measure and manage capability:Use fun staff quizzes to measure, manage and build capability across the
business. Use benchmarking tools to measure against KPIS or minimum
standards. Identify where further training is required.
>>Measure the effectiveness of induction programs:Use staff quizzes and surveys to review the effectiveness of staff induction
programs.

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CASE STUDY: HUMAN

RESOURCE
Microsoft started its Indian operations in the year 1990 setting up Microsoft India Corporation
(Pvt) Ltd in New Delhi. Later, Microsoft expanded its footprint in India by bringing all its six
main units of business into the country. The headcount at Microsoft India Development Center
(MSIDC) at Hyderabad grew from 20 in 1998 to more than 1,500 by the end of 2008, making it
the

company's

second

biggest

development

center

in

the

world.

Microsoft India's HR strategy was focused on building the organizational capability and
strengthening employee engagement to leverage the limited human resources to achieve the
company's mission.
According to Microsoft India's HR growth model, HR was ultimately expected to be a change
leader and business driver. Set in a context of a challenging global business environment, this
case discusses the talent management and employee retention practices at Microsoft India, and
its use of HR metrics to build accountability of the HR function toward business success.
Issues:
The HR function as a change leader and business driver.
Aligning local HR practices to the corporate mission and global/local
business environment.

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 Talent management and employee retention in the Indian IT industry.

Managing knowledge workers and their work-life balance.
HR metrics and Return on Investment (RoI).
Introduction
In 2008, Microsoft India Corporation Pvt. Ltd (Microsoft India), the Indian
subsidiary of Microsoft Corporation (Microsoft), was ranked as number one in
the list of 'Best Companies to Work for in India' surveyed jointly by Business
Today, Mercer LLC, and Taylor Nelson Sofres (TNS) Global.
Microsoft India was also believed to be one of the most sought after
companies for information technology (IT) professionals and graduates in
India.
In early 2009, Microsoft announced the layoff of five percent of its workforce
worldwide, as it reported its first drop in revenues in its history of business
spanning over three decades. The company-wide cost cutting measures were
applicable to some extent to its Indian operations, where the company laid
off one percent (55 employees) of its total workforce. If the economic
situation deteriorated further beyond a point, the company was prepared to
prune its headcount further, globally as well as in India.
Did the economic situation also warrant a change in Microsoft India's human
resource (HR) practices? Or, were its strategic HR practices in alignment with
the company's mission, values, and strategy?
Background

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Right from its humble beginning in 1975, Microsoft had been an innovator in
computer software and related services. Its product portfolio included the
Windows series of operating system software for clients and servers, the
office productivity suite - MS Office, business applications software, games,
and software for mobile phones and handheld devices.
Microsoft India's HR Approach
Managing human resources in the IT sector has been a challenge for most
companies that have set up operations in India.
These companies aimed to take advantage of the relatively low cost of
technically competent labor in India as compared to the US and developed
countries in Europe. There was a huge demand for skilled personnel in this
sector, but companies confronted by a lack of sufficient numbers of skilled
personnel to meet the demand.
Human Resource Management Practices:>>Recruitment and Selection
Microsoft India recruited both fresh graduates from academic campuses and
experienced professionals in the IT industry. For campus recruitments, the
selection process included written tests and several rounds of personal
interviews.
>>Training and Development
For trainees, Microsoft India conducted a training program named Leap
Engineer Acceleration Program (LEAP) which imparted technical and personal
skills

required

to

carry

out

the

job.

>>Career Management

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Microsoft India provided both vertical and lateral growth prospects for its
employees in all the six business units present in India.
>>Flexible Work Timings
Microsoft India followed a flexible work timings policy for its employees. A
flexi-time policy enabled the employees to work according to their
convenience liberating them from rigid work timings.
Employee Retention at Microsoft Global Technical Support Center (MSGTSC)
For

employee

retention,

Microsoft

India

initiated

various

programs

particularly in MSGSTC, Bangalore, where work was carried out around the
clock (24 X 7) in order to provide technical support services to its customers
in different nations and time zones.
>>Compensation and Benefits

Microsoft India provided offered compensation packages on par or higher

than the industry standards based on the technical skills and experience of
the candidates. Employee benefits were standardized across employees.
>>Performance Management

Microsoft India followed a candid process while evaluating the performance

of employees and regarding their compensation packages. The process was
transparent so as to enable employees to identify their performance levels
and have a clear idea of what was required in terms of performance in order
to reach to the next level.

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>>Women's Empowerment
Microsoft India conducted special recruitment drives exclusively for women in
line with the overall IT industry's aim of raising the female-male ratio in the
workforce.
>>Work-Life Balance
In 2007, Microsoft India launched a program called 'Bring Your Child To Work'
in a move to improve work-life balance among its employees.
HR Metrics Followed by Microsoft India:In Microsoft India, metrics were developed to track and define the
effectiveness of the HR function. Microsoft India HR policies aimed to
maximize the value of human capital in achieving business growth by
focusing on talent acquisition and development, management development,
leadership development, and management of evolution of the Microsoft
culture.
Conclusion:Though Microsoft India's HR practices received accolades from many
quarters, the 'Best Employer Survey 2008' released by Dataquest said that
overall employee satisfaction at Microsoft India was below the industry
average in India.

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ARTICLE
Communication skills are key to achieving HR's goals
HR Magazine, May, 2004 by Susan Meisinger
"What we've got here is failure to communicate."
Film buffs regard that line as one of the most memorable in movie history. It
was spoken by the actor Strother Martin in the 1967 feature "Cool Hand
Luke," starring Paul Newman.

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For those who haven't seen the film, it takes place in a Southern prison camp
and centers on the title character's (Newman) refusal to submit to the
camp's dehumanizing routine and the warden's (Martin) determination to
break Luke's spirit and force him to conform.
From the outset, it's obvious that these two characters are destined for
trouble. And not surprisingly, their conflict ends in tragedy.
This tale of an adversarial relationship occurs in a situation that's totally
unfamiliar to most of us. But, in an unconventional way, it illustrates the
importance of effective communications. (I guess you also could view it as a
case study in ineffective human resource management!)
HR leaders understand that communication is vital to professional success. It
is almost impossible to be productive in today's business environment
without being an effective communicator.
Most HR professionals are accomplished in the art of interpersonal
communication.

The

staffing

process

itself--recruiting,

screening,

interviewing--requires highly developed communication skills. Other aspects

of HR delivery--salary and benefits administration, training and development,
for example--also demand the ability to communicate effectively.
But HR professionals who help set organizational strategy know they must
communicate effectively with all departments and business units within an
organization.
We need to accurately convey our ideas, objectives, plans and outcomes. We
must communicate with other managers in language that resonates with
their business goals. All too often, I fear, we fall back on "HR speak" when we

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describe HR's achievements. Consequently, our message isn't understood to

add value in the eyes of others.

Most important, we must find ways to communicate the value of HR's

contributions to the organization's success. Even when we master the muchdiscussed

core

competencies,

we

still

must

help

others

in

senior

management understand how HR contributes at a strategic level. In short,

we must use our communication skills to market HR in "business speak."
I realize that this is easier said than done. The day-to-day activities of HR
delivery and the all-too-common need to "put out fires" seem to demand
more hours than the day provides. But we must find the time.
It's unlikely that we will ever find ourselves in a situation like that in "Cool
Hand Luke"; however, if HR's role isn't seen as critical to establishing and
executing strategy, "failure to communicate" might be one of the reasons.

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Conclusions
We all know how important communication is to human resources managers.
It is how we reach out to our core constituents - employees, members of
leadership, vendors, clients, and recruits - and how we manage the flow of
information. Effective communication skills are a cornerstone of almost every
HR function. With so much riding on communication, it makes sense to put
more thought and effort into honing our skills.
The five golden rules of human resources communication:
1. Have the difficult conversations Confrontation can make even the
boldest of us feel squeamish. Unfortunately, avoiding tough issue doesn't
make them go away. In fact, problems can escalate the longer they are left to
fester. While it may make you feel uncomfortable to tackle the problem of
that domineering manager you've received several complaints about, or the
vice president who hasn't promoted a female in years, you are leaving your
organization vulnerable if you don't. First, go for understanding - and it may
not even be the confrontation you were dreading!
2. Match the method (and the messenger) to the message - There are many
types of communication: e-mails, memos, voicemails, in-person meetings,

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and presentations. Each of these communication methods has its place.

Unfortunately, the methods are often used inappropriately. E-mail is a great
way to let employees know about small changes in their benefits package,
but it's not a suitable means for announcing a merger. Just like you wouldn't
want your spouse to break off your marriage via text message, you shouldn't
fire someone through an e-mail. It is also important to consider who delivers
the message. A major change in the company, positive or negative, should
be communicated by a major player-not a junior person in HR.
3. Praise in public, punish in private - When you have something nice to say,
tell everyone, and tell them often. When it's not so nice, then talk to only the
specific person or group. All too often, when there is good news to share, a
public acknowledgement is overlooked. On the other hand, when there is
something (or someone) to criticize, it is often done in front of everyone. In
one case, the CEO of a company was addressing the entire organization and
complaining about the company's poor showing on Wall Street and said,
"Who is not working hard?" What every employee heard, was an accusation:
"Why aren't you working harder?" This type of statement puts employees on
the defensive and creates an unpleasant, if not hostile, working environment.
If this kind of communication is used by the top of the organization, what
message does that send to managers and how they should behave within
their departments? Managers don't need to be Pollyannas, but they do need
to respect their employees. Behaviors need to be addressed, but people are
not to be demeaned.
4. Honesty Rules - When there is an impending change at the organization an M&A, a leader's departure, a lawsuit, or layoff-HR managers must be
honest about what will be happening. It may be tricky to divulge sensitive
information, but you should be as truthful as possible and offer as many of
the facts available. Timing is also important. HR managers need to get out in

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front of big news as soon as possible. By giving a quick and honest response,
managers gain credibility with employees who know they can depend on you
for answers. If HR managers put off communication or hide details, the office
grapevine will take over spreading rumors and spinning the message out of
control, and employees will be preoccupied with gossip instead of their work.
5. Keep it regular - If you dread those monthly staff meetings because there
is so much to cover, you may want to consider weekly meetings.
Communication is easier to manage when it is done routinely. Like exercise,
once you get into a groove, it becomes part of your life (and you become
healthier for it). Regular communication is like exercise for an organization.
Being "in the know" also puts employees at ease and allows them to focus on
their work

BIBLIOgraphy
Websites Referred: http://www.lancogroup.com/socialresponsibility/objectives.html
http://careers.usc.edu/docs/handouts/Interview_Different_Types.pd
f
http://www.jobskills.info/resume_edge/types_of_interview.html
http://www.chrmglobal.com/Briefcase/26/1/What-are-thedifferent-types-of-interviews-.html
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 www.google.com
http://findarticles.com/p/articles/mi_m3495/is_5_49/ai_n6038713/

?tag=content;col1
http://findarticles.com/p/articles/mi_m3495/is_12_53/ai_n3116
0712/?tag=content;com

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