Competency Based Recruitment In VBL Situations

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Varun Beverages Ltd the largest manufacturer of Pepsi in Asia is a member of the RJ Corp. RJ Corp is one of the fastest growing FMCG conglomerates in Asia & Africa. It is a well-diversified Indian MNC, with the business interests in Food & Beverage, Breweries, Real estate, Hospitality, Health care, education and dairy. The current Annual Turnover of the group is more than USD 700 million per annum with 21 manufacturing Units in India, Nepal, Sri Lanka, Zambia, Mozambique, Morocco, Kenya & Uganda. "A strong Customer focused approach and the constant quest for top class quality have enabled the company to attain and sustain leadership position for the last several years.

At VBL our competency-based recruiting approach relies on using a series of assessment tools that identify not only the technical skills a candidate possesses, but his behavioural competencies as well. A competency is defined as "an underlying, deep, and enduring personal characteristic of an individual that predicts behaviour in a wide variety of situations and results in effective or superior performance."

The approach relies on building complex job profiles that look at the responsibilities and activities of the job and the competencies required to accomplish them. The detailed process looks like this:

• Define organizational culture

• Define essential job activities and responsibilities.

• Define technical competencies and skills required.

• Define behavioural competencies.

• Define competencies and behavioural indicators.

This approach is intended to take candidate assessment out of the realm of subjective evaluation and place it squarely under the realm of science, providing organizations with a consistent process and common language with which to assess talent.

Many employers and job analysis experts say traditional job analysis procedures can't go on playing a central role in HR management. Their basic concern is that in high performance work environment in which employers need workers to seamlessly move from job to job and exercise self-control, job description based on lists of job-specific duties may actually inhibit (or fail to encourage) the flexible behaviour companies need. Employers are therefore shifting toward newer approaches for describing jobs, one of which, competency-based analysis.

Competency-based job analysis means describing the job in terms of the measurable, observable, behavioural competencies (Knowledge, skills and/or behaviour's) that an employee doing that job must exhibit to do the job well. This contrasts with the traditional way of describing the job in terms of job duties and responsibilities. Traditional job analysis focuses on what is accomplished on duties and responsibilities. Competency analysis focuses more on how the worker meets the jobs objectives or actually accomplishes the work. Traditional job analysis is thus more Job focused.

Objectives

To encourage employees to work in a self-motivated way, by organizing the work around teams, by encouraging team members to rotate freely among jobs (each with its own skill set) by pushing more responsibility for things like day-to-day supervision down to the workers and by organizing work around projects or processes in which jobs may blend or overlap. Employees here must be enthusiastic about learning and moving among jobs.

While recruiting one has to strike a balance between assessing every possible factor that may affect a candidate's performance and the resources (e.g. time, people, money) we have available for the recruitment process. A good way of reducing the time and effort needed to develop and manage the recruitment process is to identify the competencies which are essential for effective performance and look for behaviours which underlie these competencies.

Once the essential (and desirable) competencies have been identified, the next step is to look at the behavioural statements that underpin each competency in the framework. The sort of behaviours we would expect the candidate to be able to demonstrate are:

• is polite and helpful

• develops a rapport with users of the service

• inspires confidence in enquirers by actively listening

• uses questioning effectively to establish and understand the query

• assesses the enquirer's level of understanding of the clinical and professional issues around their enquiry

• understands the needs and priorities of enquirers, explains when the query will be answered

Methodology

Competencies can be identified through number of techniques such as:

• Focus groups

• Inventories and questionnaires

• Interviews

• Diaries and work logs

• Observation

• Testing

For using competencies in the selection process the key documents needed are the Job Description for the role and the Person Specification. These should already be available; Developing a Job Description involves gathering information about the nature of the job, thinking not only about the content (i.e. tasks) making up the job, but also the job's purpose, and how the post fits into the organisation's structure. It is also important to consider the skills and competencies needed to perform the role effectively.

INTRODUCTION

There are two main themes when defining competencies. These are:

Descriptions of work tasks or job outputs - a 'competence'.

Descriptions of behaviors - a 'competency'.

These have evolved from the work of researchers who linked into what made effective managers.

Competency can be described as "an underlying characteristic of a person in that it may be a motive, a trait, a skill, an aspect of one's self-image or social role, or a body of knowledge which he or she uses."

In practice, many organisations include a mixture of tasks, job outputs and behaviours as descriptions of competence/competency. The organisation can also use the competency approach to incorporate its values into each competency.

Experience with a range of organisations shows that, when combined with an

assessment of knowledge and experience, using competencies improves accuracy

in assessing people's suitability or potential for different jobs.

They help prevent interviewers and selectors from making hasty decisions or from

assessing interviewees on the basis of characteristics that are not relevant to the

job.

They can be used to help structure the selection process - interview and tests.

Assessing a candidate against specific competencies clarifies their strengths and

weaknesses, making it easier to target any development that may be needed should they be appointed.

Jobs have three components:

1. Knowledge: This is necessary to do the job and tends to be job-related. It includes professional knowledge, institutional knowledge (e.g. knowledge to be an accountant, academic, engineer, IT specialist etc.). This is what people need to know to do their jobs.

2. Skills: Skills are needed to perform your functional role and include technical skills, management skills i.e. to manage resources and people (e.g. project management, time management, planning processes, budget management and appraisal).

3. Competencies: These are the attitudes and behaviour patterns that underpin how people do their jobs. Competencies influence how well people apply their knowledge, technical and management skills.

By breaking the requirements of the job into a list of competencies, the authority can then determine the most appropriate method of assessing an individual against each competency.

When establishing appropriate competencies, it may still be helpful to break down the competency areas. 

The following may be a helpful model:

'Natural' competencies - personality traits and characteristics;

'Acquired' competencies - those that the individual has attained or developed such as qualifications and experience;

'Adapting' competencies - how the individual has applied themselves during their career

When establishing appropriate competencies, it may still be helpful to break down the competency areas.

MAIN CONTEXT

A competency approach provides greater clarity for the selector and candidate about what is required. When developing a competency approach, most organizations develop a competency framework.  This framework may consist of:

Competency 'clusters' - where a number of competencies are linked by a common theme such as interacting with other people.

The competency - the actual behavior required

Behavioral indicators - descriptions that indicate how an individual can demonstrate that they meet the competency.  There may be different levels of indicator for different levels of job that require the same competency.

When using competencies for recruitment and selection it is for the organization to consider the full range of competencies required, including the basic requirements, to ensure that a candidate is selected who matches the competency requirements of the job.

There are integrated set of competencies required for managerial and professional effectiveness in the 21st century. This model was developed by Hellriegel, Slocum, and Woodman. It comprises of:

1. Managing Self

2. Managing Communication

3. Managing Diversity

4. Managing Ethics

5. Managing Across Culture

6. Managing Teams

7. Managing Change Competency

Managing Self Competency involves the ability to assess your own strengths and weaknesses, set and pursue professional and personal goals, balance work and personal life, and engage in new learning (including new or modified skills, behaviors, and attitudes)

Managing Communication Competency Involves the ability to use all the modes of transmitting, understanding, and receiving ideas, thoughts, and feelings, (verbal, listening, nonverbal, written, electronic, etc.) for accurately transferring and exchanging information and emotions

Managing Diversity Competency Involves the ability to value unique individual and group characteristics, embrace such characteristics as potential sources of organizational strength, and appreciate the uniqueness of each individual and also to respond respectfully and effectively to individuals, families and communities of all diverse backgrounds in a manner that protects and preserves their dignity and recognizes, affirms, and values differences, similarities and worth.

Managing Ethics Competency Involves the ability to incorporate values and principles that distinguish right from wrong in making decisions and choosing behaviors

Managing across Cultures Competency involves the ability to recognize and embrace similarities and differences among nations and cultures and then approach key organizational and strategic issues with an open and curious mind

Culture = the dominant pattern of living, thinking, and believing that is developed and transmitted by people, consciously or unconsciously, to subsequent generations

Cultural values = those consciously and subconsciously deeply held beliefs that specify general preferences, behaviors, and define what is right and wrong.

Managing Teams Competency Involves the ability to develop, support, facilitate, and lead groups to achieve organizational goals

Managing Change Competency Involves the ability to recognize and implement needed adaptations or entirely new transformations in the people, tasks, strategies, structures, or technologies in a person's.

For using competencies in the selection process the key documents needed are the Job Description for the role and the Person Specification. These should already be available; Developing a Job Description involves gathering information about the nature of the job, thinking not only about the content (i.e. tasks) making up the job, but also the job's purpose, and how the post fits into the organisation's structure. It is also important to consider the skills and competencies needed to perform the role effectively.

Job Description

Identifies the purpose, main responsibilities and tasks of the job.

Person Specification

The person specification flows from the job description and answers the question

"What skills and qualities would someone need to carry out this role? "The

Person specification identifies the qualifications, skills, experience and

Competencies needed for effective performance. Using competencies clarifies the Personal qualities and workplace behaviours expected of the post holder.

Matrix

It is important to strike a balance between assessing every possible criterion on

the Person Specification and the time and resources available for the recruitment process. It is good practice to identify the key criteria needed to carry out the role successfully and identify two possible areas of evidence to assess the suitability of candidates against each criterion.

The application form or CV will outline previous experience and qualifications; the interview and any other assessments will test for previous experience in relation to the job role, knowledge, skills and competencies. It is good practice to complete a matrix to identify which criteria will be assessed and how.

The following is an example of assessing the candidate in the interview.

INTERVIEW ASSESSMENT SHEET

PERSONAL DETAILS SOURCE:-

Name of the Candidate:-

Post Applied For:-

Date of Birth :-

Location:-

Educational Details :-

Company :-

Experience :-

Interview Date:-

Current Salary:-

Expected Salary:-

ATTRIBUTES RATING (5-Excellent, 4-Very Good, 3- Good, 2-Avg, 1-Poor)

REMARKS

Personality(pleasing, presentable, body language, mannerism)

Communication Skills(fluency in Eng/Hindi&Local Language, Clarity, vocabulary, good listener)

Leadership Skills(Team Handling skills, mgmt skills)

Technical Skills( Have Exp in Relevant Tech Line)

Confidence/Maturity

Positive Attitude

Remarks: ………………………………………………………………………………………………………………………………………………………

INTERVIEW STATUS: - SELECTED SHORTLISTED ON HOLD REJECTED

INTERVIEWER'S:- NAME DEPARTMENT SIGNATURE/DATE

INTERVIEWER 1

INTERVIEWER 2

INTERVIEWER 3

Advert

The wording of an advert is critical as it will influence the type and quality of candidates who will respond. There should be enough information in the advert to enable people to screen themselves out if they are not suitable candidates. A competency based advert for an Administrative Assistant would need to include skills and experience as well as competencies. It might include the following:

Key requirements of the job are:

Fast and accurate typing

Proficient in using Microsoft Office

Excellent administrative, organisational and delivery skills

Good communication and influencing skills

Ability to adapt to new situations

Good team worker

Psychometric Tests and Questionnaires

Psychometric tests and exercises may be useful in recruiting to some roles. It should be noted that psychometric instruments are expensive and time consuming and are rarely used apart from recruiting to very senior roles. If psychometric tests, questionnaires or exercises are used as part of the selection process they must be related to the job and provide information that is relevant.

Assessment Exercises

Assessments can involve the use of a number of exercises and tests in order to

build a more comprehensive picture of the candidates. Assessment centres have the highest predictive validity of all selection techniques. Typically an assessment centre will last a day - some may be longer, others (with online testing done in advance) may be shorter. Some of the exercises and tests can be brought together in a 'mini assessment centre', consisting of an exercise, a personality questionnaire, ability tests and interview. These are shorter and easier to run than a full scale assessment centre.

Exercises usually take about an hour. Some are group exercises; others are completed on an individual basis.

Example Assessment Centre Competency Matrix

Individual Exercise

Role Play

Interview

Critical Thinking

Business Decision Analysis Test

Leadership

X

X

Customer

Focus

X

X

Commercial Awareness

X

X

Problem Solving &Decision Making

X

X

X

Communication &Influence

X

X

X

X

Initiative &

Drive

X

X

Competency-based interviews

Competency-based interviews (also called structured or behavioural interviews) are systematic, with each question targeting a specific skill or competency.

Candidates are asked questions relating to their behaviour in specific

Circumstances, which they then need to back up with concrete examples. The

Interviewers will then dig further into the examples by asking for specific

explanations about the candidate's behaviour or skills. They also give candidates plenty of opportunity to talk. Since the purpose of the interview is to obtain evidence from the candidate it follows that the candidates should do most of the talking. The candidate should be talking for 75% - 80% of the time.

Typically, competency based questions will ask candidates for examples of how

They have dealt with situations in the past. The rationale in asking for past

Examples is that past behaviour is a strong predictor of future behaviour in Similar situations. Hypothetical questions (such as "What would you do if …") should be avoided as they gather information that is a poor predictor of future behaviour.

Very often a candidate's answer to a question will give you some information but not enough to make an assessment of the competency you are assessing. What is needed are probing questions to follow up the initial question.

Interviews should follow a clear structure; however the questions should not be followed slavishly as this will interrupt the flow of the interview. It is good

Practice to explain to the candidate how the interview will be structured, and that you will be asking for specific examples of when they have demonstrated the competencies required for the role. Ask them to bear in mind that you'll be Interested in:

Examples from their work life

Recent examples preferably - the last 2-3 years

What they specifically did or said, not the team as a whole (it's fine if they need time to think of an example.)

The questions and probes should be structured as follows:

Situation - What is the example?

Action-What did they do?

Result-What was the outcome?

Reflection-How did it go/what would they do differently

As with any selection process, different competencies may be identified best through different selection methods and therefore using a range of selection methods may be the most beneficial way to design a selection process.

• Application forms and CVs

• Tests

• Interviews

• Assessment centres

• References

• Scoring

Employment Checks

Carrying out checks prior to appointment is a vital part of the recruitment process. There are a range of issues which can be addressed, not all of which will be appropriate in the circumstances.

Points to be considered are:

• When to carry out checks;

• Pre-employment medical assessments;

• References;

• Prevention of illegal working;

• Criminal records.

Effective Interviewing

Interview objectives -

Once face-to-face with candidates, you need to:

• Promote the business to attract the best candidate for the job.

• Assess how far their qualifications match the job.

• Find out more about the candidates education, work experience, career goals, skills and qualities.

• Discover whether they would fit into the organisation.

• Gauge candidates' interest in the position and the company.

A good interview is structured. Six stages to consider include:

1. Introduction

2. Initially assess the candidate

3. Discuss competencies, skills and capabilities

4. Sell the job

5. Candidate questions

6. Closing the session

Assessment Centres

An Assessment Centre consists of a standardized evaluation of behaviour based on multiple evaluations including: job-related simulations, interviews, and/or psychological tests. Job Simulations are used to evaluate candidates on behaviours relevant to the most critical aspects (or competencies) of the job.

Judgments about behaviour are made and recorded on the basis of:

• Leaderless Group Discussions

• Role Plays

Other exercises e.g. In-basket exercise etc

Assessing Candidates

As the panel asks their questions you should make your notes in the relevant

area on the Interview Assessment Form. You are looking for evidence that the

criteria have been met in the responses to the questions and the examples that candidates give.

It is important that there is no discussion between interviewers at this stage of

the process. Once all candidates have been interviewed and all interviewers have completed their interview assessment form they can share information and are ready to make a decision

Decision Making

At the end of the process there will be several sources of information about each

candidate.

Each candidate should be discussed in detail, assessing experience, skills and

competencies and the performance in any tests or exercises. Each interviewer

will have his/her evidence to bring to the discussion. It is to be expected that

panel members will have differences of views about the candidates. Discussions

and judgements should be based on discussing the evidence of facts gathered

during the selection process

Evaluation

Once you have made the decision and given feedback to the candidates it is

important to evaluate the whole process without delay. There are always areas

where improvements can be made:

• Start with the competencies - are they still relevant and did the

• Behavioural indicators help you to gather relevant evidence?

• The advert - was the placement right? Look at the number of responses and their quality

• Did the sifting of application forms/CVs go well? If not, why not?

• Did any psychometrics and tests / exercises provide the evidence you needed? Were they too easy or too difficult?

• The interview - did the questions work as well as intended? Do interviewers need more training? Are further questions needed?

• Finally, what did candidates (both successful and unsuccessful) think about the process? Was it too time consuming? Were they given the opportunity to show what they are capable of?

Equality & Diversity monitor the outcome of recruitment and selection processes for signs of adverse impact on sections of the population covered by equality and diversity legislation.

How do competencies differ from skills and knowledge?

Competencies only include behaviors that demonstrate excellent performance. Therefore, they do not include knowledge, but do include "applied"knowledge or the behavioral application of knowledge that produces success. In addition, competencies do include skills, but only the manifestation of skills that produce success. Finally, competencies are not work motives, but do include observable behaviors related to motives. (See figure below for an illustration of these key points.)

Competency based system impact on HR planning

The use of a competency based framework enables the Human

resource managers to have a clear definition of all competencies required in the company. This is an effective tool to analyse the environment while planning human resources (if updated regularly) it enable analysing which skills are needed also defining the degree of difficulty of finding such skills from the employment market.

Training is facilitated by the fact that employees' level can be

clearly situated as measured by the framework. They can self-

evaluate themselves and see what competencies they need to

acquire or improve if they want to evolve in the company.

"This early evaluation has proved to be very effective in helping

to recruit the right people for the jobs, and has prompted a

reduction in the company's staff turnover from 40% to 25%.

A low turn-over, as hired persons are supposed to be more

aligned with the company's goals and strategy, clearly facilitate the planning of Human resources.

So a competency based human resource management seems

to help the planning of human resources. Nevertheless the

competency framework needs to be well structured, well written

and updated frequently to provide an effective planning method to hr practitioners.

Why Use Competency-Based Pay?

In general employers traditionally base a jobs pay on the relative worth of the job. The compensation team compares actually, compares each jobs set of duties using compensable factors such as effort and responsibility. This allows them (1) to compare jobs to one another based on its duties, one job seems to require about twice the effort of that one and (2) to assign internally equitable pay rates for each job. Thus, the pay rate for the job principally depends on the job itself, not on who is doing it.

In practice, competency based pay usually comes down to using one or both of two basic types of pay for knowledge or skill based pay. Pay for knowledge pay plans reward employees for learning organizationally relevant knowledge for instance, an employer might pay a new waiter more once he or she memorizes the menu. With skill-based pay, the employee earns more after developing organizationally relevant skills. 

Why pay employees based on the skill, knowledge, or competency level they achieve, rather than based on the duties of the jobs they are assigned to? For example, why pay an Accounting Clerk II who has achieved a certain mastery of accounting techniques the same or more than someone who is an Accounting Clerk IV? There are several good reasons for doing so.

First, traditional pay plans may actually backfire if a high performance work system is the goal. The whole thrust of these systems is to encourage employees to work in a self-motivated way, by organizing the work around teams, by encouraging team members to rotate freely among jobs each with its own skill set by pushing more responsibility for things like day-to-day supervision down to the workers, and by organizing work around projects or processes where jobs may blend or overlap. In such systems, employer or HR manager obviously want employees to be enthusiastic about learning and moving among other jobs. Pigeonholing workers by classifying them too narrowly into jobs based on the jobs points may actually discourage such enthusiasm and flexibility.

There is evidence that analytical types of job evaluation such as the point or factor comparison methods do conflict with the high performance work approach. In one study, the researchers found that work places in which the high performance approach has been most fully implemented are less likely to have the more formal, analytical type of job evaluation. Furthermore, those workplaces with both analytical job evaluation and the high performance work system are less likely to have high above average financial performance than those with either of these on a single basis .the less quantitative, more subjective job evaluation methods such as classifying, grading, or ranking jobs didn't seem to be a problem.

Second, paying for skills, knowledge, and competencies is more strategic. For example, Canons strategic emphasis on miniaturization and precision manufacturing means it should regard some employees based ion the skills and knowledge they develop in these two strategically crucial areas, not just based on the jobs to which they're assigned.

Third, measurable skills, knowledge, and competencies are the heart of any company's performance management process. As at canon, achieving the firm's strategic goals means that employees must apply certain skills and competencies. In performance management terms, its employee's goals, training, appraisals and rewards must therefore focus in an integrated way on nurturing these skills and competencies. At Canon, this might mean, for some employees, setting goals for and training appraising, and paying them based on their miniaturization and precision manufacturing competencies.

"HR Rules" in VBL

For Provident Fund (PF)

To deduct PF of only those employees whose salary is up to Basic +D.A.6500

1. Employee contribution 8.33%

2. Employer contribution 8.33%

3. Administration Charges 4% of employee and employer contribution.

4. EDLI deducted on wages for PF 1%.

5. When new employee joined Form no. 2 will be filled by him.

6. For getting PF no. of employees form no. 5 is to be filled.

7. Monthly form no. 12 will be sent which includes detail of every employee.

8. Form no. 3 A prepared for individual details at the end of year Employee +

Employer Contribution.

9. Form no. 6 includes details of all PF members from March to February of every Year and their contribution.

ESI RULES

To deduct ESI of those employees whose total salary is upto 10,000/-

1. Employer contribution 4.75%

2. Employee contribution 1.75%

3. Form no. 1 is to be filled at the time of joining of employee.

4. Form no. 3 is to be filled for getting ESI no. of employees.

5. Half yearly return after 6 months from period April to September and October to

March on form no. 6.

LEAVE RULES:-

EARNED LEAVE (PL):-

1. One leave is provided on 20 days of working.

2. This type of leave is provided when he has completed 240 days of working.

CASUAL LEAVES:-

1. 7 CL is provided to employees as a casual leave.

SICK LEAVES:-

1. 7 SL is provided to those employees who are not covered under ESI range.

HOLIDAYS:-

1. 11 days of holidays is provided to workers and staff.

LABOUR RATES:-

Unskilled workers Rs. 66 per day

Semi-skilled workers Rs. 88 per day

Skilled workers Rs. 147 per day

Supervisors / Clerical Rs. 94 per day

Human Resource Department in VBL

CONTENTS

1. Activities Handled

2. Functions

3. Policy & Procedures

4. Objective

5. Maintaining good interpersonal relations

6. HRD Functions & Tasks in VBL

A) Activities Handled at a glance.

i) Service File (Employee's file)

ii) Recruitment

iii) Leave

iv) Training

v) Resignation

B) Detailed procedure of the activities handled along with documentation involved:

i. Service File:

Curriculam Vitae

Proof of Educational Qualification (Mark sheets and Certificates)

Senior secondary certificate/ mark sheet

Higher secondary certificate/ mark sheet

Graduation mark sheet

Post Graduation mark sheet

Professional qualification / mark sheet

Copy of appointment letter.

Detail sheet in original (annexure to interview call letter)

Two recent passport size photographs

Experience certificate/s

Relieving letter if possible

Promotion letter

Increment letter

Renewal letter

ii) Recruitment

Obtaining approval from competent authority - COO

Releasing an advertisement for recruitments.

Receiving applications.

Scanning / Scrutinizing the applications on the basis of criteria mentioned

Short listing the candidates

Sending the interview call letters

Sending invitation letter to panel members

To obtain confirmation calls and mails from respective candidates

Conduction of interview and selection of candidate/s, verification of concerned

certificates

Sending the appointment letter/s (in duplicate)

Receiving the acceptance copy duly signed

iii) Training

To get the details of a training program.

To assess the need for providing the training of that particular program.

Getting it discussed with competent authority and obtaining the approval of CEO

(via note)

Sending suitable candidate/s concerned in that particular stream or area for the

program.

iv) Resignation

One month prior notice is to be given.

Obtaining the approval from competent authority - COO (via note) and getting the

acceptance.

Handling over the all relevant document to the person concerned duly

acknowledged.

Clearance or recovery of dues if any related to company.

Issue of experience certificate and relieving letter.

v) Sanction of Leave

Balance of leave is to be checked before applying.

Applying for the leave in the prescribed format and getting it signed by the recommending official.

Forwarding the same to the to COO for sanction.

Submitting the same to HRD.

FUNCTIONING:

MANPOWER ANALYSIS: -

It also goes manpower analysis in the organization. It sees that in which area more manpower is needed and then fills up those posts. It looks that how efficient the manpower is and accordingly provides training and development.

ARRANGING CAMPUS INTERVIEWS: -

This department takes the first step for the recruitment so they arrange campus interview.

RECRUITMENT AND SELECTION: -

Firstly this department interviews the candidates and then they are sent to the concerned departments. Then the H.O.D. interviews the candidate after which he is finalized by the G.M. they go for recruitment through adds, walk-in interviews, competitions and references.

SALARY AND WAGES:-

One of the important functions of this department is to administer the Salary and wages of the entire company. They have all the details of the salary structure of the employees and when they pass the salary then it is given through accounts department.

PROVIDING TRAINING:-

Once the individuals are selected they are given training for 3 months.

POLICY & PROCEDURES:

Recruitment is done through advertisements and walk in interviews. Firstly the personnel department before being sent to another department screens the candidates.

There is periodic performance appraisal for all the employees and promotion is linked with that by this they weigh various qualities of the individual.

Training and development is provided to all the employees so that their efficiency is increased.

Various facilities are provided for the welfare of employees' link, Meals, Tea etc.

OBJECTIVE:

The foremost principal of H.R. is that every individual has its own worth and dignity and that should be respected. The primary of this department is to development human resource. It tends to develop their skills so that their efficiency is increased.

Another objective is to sharpen their scales and proved them such a healthy environment, which enables him to work and employ, feels that his ideas count and his job is respected.

Another objective of this department is to motive the employees so that feels like having challenging work and their potential is increased.

MAINTAINING GOOD INTERPERSONAL RELATIONS:

This department also works to maintain good relations among that

the employees in the organization so that they have co-ordination as well as informal structures are found.

DISCIPLINARY ACTION: -

This department also tries to maintain discipline in the organization.

In case any indiscipline is created then disciplinary actions are taken.

HANDLING GREVIENCES of EMPLOYEES:-

This department also listens to all the grievances of employees and tries to be proactive in solving their problems so that they can work properly. There are suggestions and complaints as well as problems.

ADMINISTRATION:

It also administers the organization as a whole. It looks to all the

Organization and strives to solve them and looks after the over-all

Administration of the company that what is going on in the plant l and how each and everything has to be managed.

DATA ANALYSIS

Employees

Years

2005

2006

2007

Top-level Managers

14

17

23

Middle-level Managers

78

88

102

Front-line supervisors

23

22

22

Total

115

127

147

Number of Top-level Managers in different departments in JBPL

Managers

Years

2005

2006

2007

HR

1

1

1

Sales

4

6

7

Marketing

1

1

1

Production

&Quality

5

4

7

Finance

1

2

2

Shipping

1

1

2

Purchase

0

1

1

Head Office

1

1

1

Store

0

0

1

Number of Employees placed at different Performance Level according to their roles and responsibilities change:

Top-Level Managers

Year 2005=14 Managers

Year 2006=17 Managers

Year 2007=23 Managers

Year 2008=22 Managers

Performance Level

Years

2005

2006

2007

SAT

5

4

6

10

AT

4

7

9

11

OT

3

3

2

2

BT

2

-

-

-

SBT

1

-

-

-

In 2005, there were 14 Managers. 3 more Managers were joined in 2006 and 6 Managers were joined in 2007. But in 2008, there were only 22 Managers because one of them is transferred to another State.

ANALYSIS:

Most of the Managers are at SAT (Significant Above Target)

Performance Level

Maximum of the Managers are at AT (Above Target) Performance Level.

Some of the Managers are at OT (On Target) Performance Level.

This is due to their efficiency and contribution towards the organization.

Middle-Level Managers:

Year 2005=78 Managers

Year 2006=88 Managers

Year 2007=102 Managers

Year 2008=106 Managers

Performance Level

Years

2005

2006

2007

SAT

5

9

19

23

AT

4

25

30

50

OT

3

42

38

29

BT

2

2

1

-

SBT

1

-

-

-

In 2005, there were 78 Managers. 10 more Managers were joined in 2006, 14 Managers in 2007 and 4 Managers in 2008 were joined. There is a continues increase in the number of Middle Level Managers.

ANALYSIS:

Poor Performance due to

Lack of alignment of individual and organizational goals.

Managers are not thrilled to deliver less then favorable news.

Influence of higher rating by other department.

But there were continues improvement in their Performance Level.

Front-Line Supervisors:

Year 2005=23 Supervisors

Year 2006=22 Supervisors

Year 2007=22 Supervisors

Year 2008=41 Supervisors

Performance Level

Years

2005

2006

2007

SAT

5

5

7

10

AT

4

5

6

8

OT

3

10

7

3

BT

2

3

2

1

SBT

1

-

-

-

In 2005, there were 23 Supervisors. 22 Supervisors in 2006 and in 2007 but in 2008, there was high increase in number i.e. 41 Supervisors. There is a continues increase in the number of Front-Line Supervisors.

ANALYSIS:

Poor Performance due to

Lack of confidence and competence.

Lack of productivity and effectiveness, contributes least to organization bottom line.

SUGGESTIONS AND RECOMMENDATION

VBL should build a strong management and development framework to stand the vigorous competition from the various industries.

Paper work must be reduced, computerized work should be more.

There should be on-line information of all the employees regarding all the activities performed by them, like performance, communication skills, quality of work, over time devoted by each employee, etc.

Conclusion

As an established method for recruiting, competency based

Recruitment can improve few aspects of Human resources

Management. For instance the diffusion of the company's strategy,

the planning of human resources or the management of training can be facilitated by a well-structured competency based Framework.

Nonetheless it is important to use this system with care. The

Installation of defined competency could be a barrier to creativity in

the company. Also the interpretation by human of competency

Based tests can bias them. Competency based recruitment could be

Less accurate for certain job or not profitable for the company.

That's why it's important to use tools that have been used and

evaluated many times as effective before employing it. It is also

Necessary to analyse well the company's structure, strategy and

Goals to institute this king of system. If the competency based

framework is not well designed the entire system could be

ineffective with time and cost wasting.

Attachment 1

Designation

Assistant Manager Finance

Location

India

Job Description

You will be responsible for:

Preparation of MIS reports,

To handle contribute in commercial areas / negotiations

To create and vet legal contracts with customers/suppliers

Managing the timely preparation and presentation of statutory books of accounts, financial statements and annual reports,

To represent the Company externally to customers, the industry and other organizations, to ensure that its reputation and capability are positively perceived.

Essentials

Knowledge of Law of Contracts, Indemnity, Copy Right &Patent Law etc.

Knowledge of Corporate Laws &regulations impacting the area of work handled

Ability to assimilate and analyse information and report accurately

Exposure in Financial Modeling / Business, Budgeting &Analysis, Project Report ,MIS &Business Planning

Experience

He/She should have 2 - 5 years of relevant experience in Finance.

Qualification

MBA (Finanace) preferable

Other Requirements

Excellent communication and presentation skills.

The candidate should be highly motivated and ready to interact directly with a discriminating clientele to exceed customer's expectations.

Proven people management skills with the ability to lead will be an added advantage.

Attachment 2(list of candidates for sales executive position)

Name

DOB

Age

Exp

Qualification

Remarks

Shivam Dublish

14-10-1984

26

1 yr 3 mnths

MBA

Selected

Muzammil Iqbal

07-12-1986

24

0

MBA

Selected

Deepak Tyagi

04-11-1985

25

1yr 9mnths

MBA

Selected

Vishakh bhatt

09-08-1989

21

0

MBA

selected

Virendra kumar Pandey

07-06-1986

24

1 yrs

PGDPM , MBA

selected

sahil miglani

04-11-1985

26

2 yrs

B.tech, MBA

selected

Raj kumar Singh

14-08-1987

23

0

B.E , MBA

selected

Devendra sharma

23-02-1985

26

3yrs 5mnths

B.com , PGDM

selected

Deepak Parashar

31-10-1986

24

6 mnths

PGDM

selected

Shashi Mishra

07-05-1978

32

8 yrs

Graduate

selected

Ashish Gupta

07-07-1988

22

0

MBA

shortlisted

Nitin Arora

06-08-1987

22

0

PGDM

shortlisted

Anshul Sharma

23-01-1988

23

0

MBA(pursuing)

shortlisted

Amit Kumar

20-03-1985

26

9 mnths

MBA

shortlisted

Saurabh Kumar Verma

01-03-1987

23

0

PGDM

shortlisted

Manish kumar Singh

02-05-1987

23

0

PGDM

shortlisted

Ravi Singh Chandel

04-01-1985

26

4 yrs

MBA

shortlisted

Dhirender

13-09-1986

24

10 mnths

PGDM

hold

Sanjeev Kumar

02-10-1977

32

7yrs

MBA

hold

Deepak Kumar

07-12-1980

30

4yrs 6mnths

B.E, MBA

hold

Shamael Zaheer Khan

30-10-1986

24

0

MBA

Rejected

Sudarshan Yadav

21-08-1986

25

3yrs

MBA

Rejected

Lokesh Bhushan

08-08-1986

24

1yr 5 mnths

MBA

Rejected

Hargovind Upadhyay

15-06-1989

21

0

MBA

Rejected

Chandra Kant

01-03-1987

23

0

MBA

Rejected

Sandeep Kumar Kakkar

10-05-1983

28

1yr

B.tech, MBA

Rejected

Rishi Kant Patel

14-04-1988

22

0

MBA

Rejected

Niraj kumar

20-12-1982

28

3yrs 5mnths

MBA

Left

Amrinder Singh

29-03-1987

22

0

PGDM

Left

 

9810939208

49.5

9568903500

48

9891814209

48

9927088346

48

8109724991

48

9458492709

48

9716250825

47.5

99990481332

47

Attachment 3

Job description

9650965137

44

9871968551

44

9799921950

44

9891244241

44

Position

Business Development Manager

Experience

6-10 yrs

Education

MBA (Marketing)

Desired Candidate Profile

Should have at least 6-10yrs of experience with a track record of developing Comprehensive marketing and business development strategies.

Should have experience in Domestic and/or International Market on IT and Non-IT vertical.

Should have prior experience in managing large teams of Sales, Presales &Direct Marketing.

Should have the ability to clinch large deals and chase a revenue target

Experience in identifying and exploring New Geographies and verticals.

Experience in developing New Channels.

Experience in Client Management and client relationship.

Job Description

Managing business development activities entailing mapping of new market segments.

Management of new opportunities, including routine contact i.e. discern service concerns, forecast future activity, expand service offering, and explore new opportunities within existing clients/new clients.

Manage Revenue Target for Domestic market

Managing a team of market research, business research, Database building &management, business opportunity analysis, Lead generation etc.

Responsible for the development and delivery of short and long term strategic business goals.

Strategy development , Planning and Reporting

Prepare overall marketing strategy together with partners, practice group leaders and senior business management

Analyses market trends, recommend changes to marketing and business development strategies based on analysis and feedback

Prepare and manage the overall marketing and business development budget Relationship Management

Identify, analyses, pursue and report on business opportunities with existing and prospective clients

Develop and enhance business relationships fostering existing and new business and heighten awareness of the Group Management and Leadership

Build and maintain a high performance culture through effective performance management, communication and coaching of staff

Manage multiple projects, prioritize work and balance strategic and tactical issues

Establish appropriate remuneration levels and performance based conditions for the business development team.

Learning Summary

Recruitment & Selection:

Involved in recruitment through Referrals, Job Sites for all Departmental requirements

Managing end to end recruitment for various levels ranging from Executives to Middle and Senior Management

Preparation of various Job Descriptions for all levels

Maintaining Database of Shortlisted, On Hold and Rejected Resume

Coordinating with plant HR's ad Functional Head regarding joinees, manpower requisitions

Preparation of Test Papers and organizing the test for Junior Level like, Trainee/Executive-Sales and Trainee/Executive-Technical

Carrying out Salary negotiations with the candidate

Induction:

Inducting new joinees at all levels about the company profile, policies and procedures.

Carrying on the Joining Formalities and maintaining their files

MIS.

Maintain data for line ups and follow ups

Maintain manpower requisition data.

Maintain Joining Data

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