The Effectiveness Of Recruitment And Selection Commerce Essay

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The report contains study the effectiveness of recruitment and selection by reviewing the performance of the employee who had been recruited within last 5 years. (Financial year 2005-2010). It brief about recruitment and selection process followed by the sesa goa and what the different criteria are for recruiting the employee. Report contains the sources use by the sesa goa for last 5 years for hiring employees. Sesa say's that they are hiring youngster that will come to know from age profile of the employees when they have join the organization.

Mainly secondary data was helpful in preparing the projects and also the views of employees of sesa goa are taken into consider. Report will tell you that senior engineer has resigned the job whereas nobody has terminated from the job for any reason. Sources use for recruitment is campus recruitment, advertisement and sometime applicants are directly applying. Before 2007 Sesa did not had strong criteria for recruiting the employee, when Vedanta has acquire Sesa than onwards good criteria for selecting the employees has been frame.

Majority of employees who are recruited for last 5 years are from outside goa i.e. Tamil Nadu, Gujarat, Karnataka, Kerala and so on. Companies don't have actual cycle time for the recruitment and selection process whereas time is the one of the important factor that they should consider and also the cost. Company say's that they are not having any cost limited for hiring the employee. Company can hire multi -skill person and internal selection for higher post should be encouraged.

INTRODUCTION TO THE COMPANY

Sesa Goa is the largest iron ore producer and exporter of Goa. In April 2007, Vedanta Resources acquired a 51% controlling stake in the Indian iron ore mining company Sesa Goa and made a bid for another 20%. Total investment was US$ 1,370 million. The acquisition was financed in July 2007 by a one-year bridge loan of US$ 1,100 million and existing cash resources. Sesa Goa's main mining operations are at Codli and Sonshi. Sesa Goa also has other mining sites in villages such as Pissurlem in Sattari and Advalpal in Assonora. Besides mining activities in Goa, Sesa Goa is also mining in Karnataka and Orissa. Sonshi is the deepest mine in Goa and second largest iron ore producer in Goa and total strength is 341.

Sesa Goa Limited is part of the Vedanta Group, a diversified global metals and mining major. It drives the Group's ferrous minerals business with a commitment to create a world class enterprise with high quality assets, low cost production and superior returns to stakeholders. Sesa Goa is today India's largest private sector iron ore producer and exporter. Apart from iron ore, it also produces pig iron and metallurgical coke. Operating profits of SESA GOA LTD before depreciation interest and tax increased by 24% to Rs. 3,153 crore in 2009-10. A Profit after tax (PAT after minority interest) rose by 32% to Rs. 2,629 crore in 2009-10. Ä Earnings per Share (EPS-diluted) increased from Rs. 25.26 in 2008-09 to Rs. 31.62 in 2009-10.

Sesa Goa, over the years has created 'Sesa' brand of iron ore which speaks of assured

quality and timely supply, and caters primarily to the rapidly growing emerging economies of India and China. While this is true across the Sesa Group's and the Company's different business segments - iron ore, pig iron and met coke, there are variations among the businesses in terms of their relative focus on China and India.

Sesa Goa operates mines in Goa, Karnataka and Orissa. While for most of them the

Company has direct ownership in the form of mining leases from the government,

some are third-party mines operated by Sesa Goa. Overall, production volumes

increased by 34% from 15.99 million tonnes in 2008-09 to 21.41 million tonnes in2009-2010.

In June 2009, Sesa Goa signed a definitive share purchase agreement under which the

Company acquired all the outstanding common shares of VS Dempo and Company

Private Limited ('VSD' or 'Dempo'), which in turn, also held 100% equity shares of Dempo Mining Corporation Private Limited and 50% equity shares of Goa Maritime Private Limited. The deal was signed for a total consideration of Rs. 1,750, on a debt-free and cash-free basis, and included net normative working capital of Rs. 145 crore.

The acquisition was wholly financed by Sesa Goa's own cash resources. With this acquisition, the Company got access to VSD's mining assets in Goa. VSD either owns or has the rights to mineable reserves and resources estimated at 70 million tones of iron ore in Goa. In addition, VSD's mining assets in Goa includes processing plants, barges, jetties, transhippers and loading capacities at Mormugoa port.

HUMAN RESOURCE DEPARTMENT

Hr Practices

The success of any business depends as much on appropriate, effective, well-communicated, HR and business practices as it depends on meeting the requirements of mandated laws and regulations. In fact, good planning and the development of effective practices make regulatory compliance much easier. HR practices helps in increasing the productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organization's goals and objectives.

It is broadly categorized in two parts. Job Analysis is a process to understand the job, identify and disaggregate the activities, competencies and accountabilities associated with the job. It defines and clusters the task required to perform the job. It also clarifies boundaries between jobs. The output of Job Analysis exercise is referred to as job description.

RECRUITMENT AND SELECTION PROCESS

Recruitment has been regarded as the most important function of the HR department , because unless the right type of people are hired, even the best plans, organization chart and control system would not do much good. It is the process of finding and attracting capable applicants for employment. It begins when new recruits are sought and ends when their applications are submitted. The result is a poll of applicants from which new employees are selected.

Recruitment is the discovering of potential applicant for actual or anticipated organizational vacancies. Accordingly the purpose of recruitment is to locate sources of manpower to meet the job requirements and job specification.

It is defined as „ a process to discover the sources of manpower to meet the requirements of staffing schedule and to apply effective measures for attracting the manpower to adequate number to facilitate effective selection of an effective workforce‟

Recruitment highlights each applicant's skills, talents and experience. Their selection involves developing a list of qualified candidates, defining a selection strategy, identifying qualified candidates, thoroughly evaluating qualified candidates and selecting the most qualified candidate.

Recruitment

It is a process to discover the sources of manpower to meet the requirements of the staffing schedules and to employ the effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce.

Objectives of Recruitment

• To attract people with multi-dimensional skills and experiences that suti the present and future organizational strategies,

• To infuse fresh blood at all levels of the organization,

• To develop an organisational culture that attracts competent people to the company,

• To search for talent globally and not just within the company,

• To design entry pay that competes on quality but not on quantum,

• To anticipate and find people for positions that do not exists yet.

There are two types of factors that affect the Recruitment of candidates for the company

ï‚· Internal factors

ï‚· External factors

The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision.

The following are the evaluation of the recruitment method

1: Number of initial enquires received which resulted in completed application forms

2: Number of candidates recruited.

3: Number of candidates retained in the organization after six months.

4: Number of candidates at various stages of the recruitment and selection process, especially those short listed.

The following are the evaluation of the recruitment process:

1: Return rate of application sent out.

2: Number of suitable candidates for selection.

3: Retention and performance of the candidate selection.

4: Cost of recruitment

5: Time lapsed data.

6: Comments on image projected.

Selection is a negative process and involves the elimination of candidates who do not have the required skills and qualification for the job proposed. Also it is a process of differentiating between applicants in order to identify and hire those with grater likelihood of success in job.

The objective of selection decision is to choose the individual who can most successfully perform the job from the pool of qualified candidates. It is the system of function and devise adopted in a given company to ascertain whether the candidate‟s specifications are matched with the job specifications and recruitment or not.

Selection process or activities typically follow a standard patter, beginning with an initial screening interview and concluding with final employment decision. The traditional selection process includes: preliminary screening interview, completion of application form, employment test, comprehensive interview, background investigation, physical examination and final employment decision to hire.

INTERNAL PROMOTION

1) Recruitment can also be done by internal promotion by promoting the employee to their respective higher position.

FINALISING DATE, TIME & VENUE

HR Department finalizes the date, time & venue for conducting written test/trade test & interview in consultation with the concerned HODs.

Production Target for financial year.

Manpower Planning

a. The total business volume.

b. Round the clock working environment.

c. Infrastructure and latest technology.

Job Analysis

Recruitment

Sources of the recruitment

Internal Sources

External Sources

Internal Promotion

Transfer from one mine to another.

Selection

Aptitude Test

Group Discussion (If more numbers of candidates is there)

Interview

HR policies of the company

Actual number of the Staff - 64

Staff recruited for last 5 years-30

PERFORMANCE APPRAISAL

It is a structured method of formally and objectively evaluating employees' performance with respect to their objectives. It addresses the issue of an employee's development by providing them with structured and in-depth analysis of strengths and areas of improvement. It provides with input

for annual increments, training and development. for an organization the aim should not be just to have the best people, but also to retain them and

get best out of them. Employee performance management includes planning work and setting expectations, developing the capacity to perform, continuously monitoring performance and evaluating it. most organizations focus on an annual evaluation process for employees and call that performance management. However, annual evaluations are often subjective and can lack specific measurements and supportive data to help the employee truly improve their behavior. simply putting, a performance management system is essential to the success of any organization

because it influences the effort expended by employees, which in turn, drives bottom-line business results. Furthermore, the performance management system helps an organization identify, recruit, motivate, and retain key employees. an effective performance management system should achieve the following:

OBJECTIVES OF THE STUDY

The main objectives of my study are as follows:-

To study the effectiveness of recruitment and selection by reviewing the performance of the employees who have recruited from April 2005 to March 2010.

To study the recruitment and selection procedure followed in SESA Goa limited.

To study the various sources of recruitment sources use in last 5 years to recruit the employee.

RESEARCH METHODOLOGY

The reference work for the project has been collected through primary and secondary data sources. These sources have helped me to assemble the data and create a systematic project.

Primary Source of Information:

Discussion with the Company Employees.

Personal Observation.

Formal communication with the Production Manager, Assistant Manager, Executives, Officers, Production Chemists and Stores Manager.

Visit to the manufacturing and stores area for collecting information on rejection and reasons behind it.

Secondary Source of Information.

Files and records maintained in the company.

Various internet websites.

Books.

Review of filled performance appraisal form of the employees who has been recruited for last 5 years.

SAMPLE SIZE: 30 (since all together 30 staff has been recruited from April 2005 to March 2010)

SCOPE OF THE STUDY

The scope of the study is confined to effectiveness of recruitment and selection by reviewing the performance of the employees who has been recruited for last 5 years. To find out that employees who has been recruited for last 5 years are potential employees and they are continuously improving there performance. For last 5 years which source of recruitment has practice mostly.

Duration of the study

Project was started from 2nd of November, 2010 and completed it by 29th of November, 2010. (4 weeks)

LIMITATIONS OF THE STUDY

The study suffers from the following limitations:

The study is limited to Sonshi Mine and not entirely SESA Goa Limited.

SESA's Vision:

To be one of the top four iron ore mining companies in the world.

SESA's Mission:

To maximize stakeholders wealth by exploiting core skills of iron ore coke and iron making.

To constantly seek high levels of productivity and technical efficiency to maintain technological superiority over competitors.

To aggressively seek additional resources.

To maintain costs in the lowest quartile globally.

To be an organization with best in class people and a performance driven culture by attracting and retaining quality manpower.

To continue to maintain our pre-eminent position in safety, environment and quality control management in the respective industry sectors.

To contribute to the development of the communities that we operate in or have influence on our business.

Production for financial year 2009-2010

MINE

ORE

WASTE

TOTAL

RATIO

Sonshi

3250

12750

16000

1:3.92

Number of employees recruited for within last 5 years. Financial Year April 2005- March 2010.

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

3409

KALYANI KESHAV JOSHI

8/11/2009

PER

OFFICER PERSONNEL

3409

SRINIVAS PATNAIKUNI

7/28/2008

PER

MANAGER

3414

SANJAY Y BHANDARE

9/10/2007

PER

JR. MANAGER ENVIRONMENT

3414

LAVANYA R.

2/3/2010

PER

SR. ENGINEER

3414

AKSHITKUMAR SURESHKUMAR JAIN

2/3/2010

PER

SR. ENGINEER

3414

NILESH JANU ZORE

6/10/2008

PER

SR OFFICER

3420

YATIN PANDURANG GULAWANI

10/27/2007

PER

MANAGER-GEOLOGY

3420

TAHMEEM I SHAIKH

8/11/2009

PER

OFFICER

3420

DEEPAN KUMAR SAHOO

12/9/2009

PER

SR GEOLOGIST

3423

VIKIL NILKANTHRAO KAWALE

1/2/2006

PER

JR. MANAGER MINING

3423

DEEPAK KUMAR

1/14/2009

PER

SR ENGINEER MINING

3423

RAJIV KUMAR

1/14/2009

PER

SR ENGINEER MINING

3423

SUMIT KUMAR ADHYA

2/16/2009

PER

SR ENGINEER MINING

3423

MANIKANCHAN SARKAR

2/16/2009

PER

SR ENGINEER MINING

3423

KUMAR ANUPAM

6/29/2009

PER

SR ENGINEER MINING

3423

TAMAL ROY

2/3/2010

PER

SR ENGINEER MINING

3423

SRIKANTH B P

3/1/2010

PER

SR ENGINEER MINING

3423

GUNDEABOINA YADAGIRI

3/1/2010

PER

SR ENGINEER MINING

3423

VINOD KUMAR SAINI

3/1/2010

PER

SR ENGINEER MINING

3423

M MUTHUMARI

4/1/2009

PER

SR ENGINEER MINING

3423

LALITENDU MOHANTA

02/03/2009

PER

SENIOR ENGINEER MINING

3423

PARTHIBAN K.

11/03/2008

PER

SENIOR ENGINEER MINING

3423

THAMEENA ANSARI

2/16/2009

PER

SENIOR ENGINEER MINING

3423

SUDHAKAR K.

2/16/2009

PER

SENIOR ENGINEER MINING

3423

VIKESH KUMAR

2/16/2009

PER

SENIOR ENGINEER MINING

3425

RIPUNJAY BARUAH

1/14/2009

PER

SR ENGINEER MECHANICAL

3425

SHANMUGARAM P

3/1/2010

PER

SR ENGINEER MECHANICAL

3425

PRADIPKUMAR KIRITKUMAR GAJJAR

3/1/2010

PER

SR ENGINEER MECHANICAL

3432

MERVYN CAMILLO NORONHA

11/30/2007

PER

MANAGER (ELECTRICAL)

3432

SATHYANARAYAN C S

3/1/2010

PER

SR ENGINEER ELECTRICAL

Number of employees who have recruited for financial year 2005-2006

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

3423

VIKIL NILKANTHRAO KAWALE

1/2/2006

PER

Jr. Manager Mining

Number of employees who have recruited for financial year 2006-2007

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

3414

SANJAY Y BHANDARE

9/10/2006

PER

Jr. Manager Environment

3420

YATIN PANDURANG GULAWANI

10/27/2006

PER

Manager-Geology

3432

MERVYN CAMILLO NORONHA

11/30/2006

PER

Manager (Electrical)

3409

SRINIVAS PATNAIKUNI

7/28/2007

PER

MANAGER

Number of employees who have recruited for financial year 2007-2008

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

3414

NILESH JANU ZORE

6/10/2007

PER

SR OFFICER

3423

DEEPAK KUMAR

1/14/2008

PER

SR ENGINEER MINING

3423

RAJIV KUMAR

1/14/2008

PER

SR ENGINEER MINING

3423

MANIKANCHAN SARKAR

2/16/2008

PER

SR ENGINEER MINING

3423

THAMEENA ANSARI

2/16/2008

PER

SENIOR ENGINEER MINING

3423

SUDHAKAR K.

2/16/2008

PER

SENIOR ENGINEER MINING

3423

PARTHIBAN K.

11/03/2007

PER

Senior Engineer Mining

3423

VIKESH KUMAR

2/16/2008

PER

SENIOR ENGINEER MINING

3423

SUMITH KUMAR ADHYA

2/16/2008

PER

SENIOR ENGINEER MINING

3425

RIPUNJAY BARUAH

1/14/2008

PER

SR ENGINEER MECHANICAL

Number of employees who have recruited for financial year 2008-2009

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

3409

KALYANI KESHAV JOSHI

8/11/2008

PER

OFFICER PERSONNEL

3420

TAHMEEM I SHAIKH

8/11/2008

PER

OFFICER

3420

DEEPAN KUMAR SAHOO

12/9/2008

PER

SR GEOLOGIST

3414

LAVANYA R.

2/3/2009

PER

SR. ENGINEER

3414

AKSHITKUMAR SURESHKUMAR JAIN

2/3/2009

PER

SR. ENGINEER

3423

KUMAR ANUPAM

6/29/2009

PER

SR ENGINEER MINING

3423

TAMAL ROY

2/3/2009

PER

SR ENGINEER MINING

3423

SRIKANTH B P

3/1/2009

PER

SR ENGINEER MINING

3423

GUNDEABOINA YADAGIRI

3/1/2009

PER

SR ENGINEER MINING

3423

VINOD KUMAR SAINI

3/1/2009

PER

SR ENGINEER MINING

3423

LALITENDU MOHANTA

02/03/2009

PER

SENIOR ENGINEER MINING

3423

M MUTHUMARI

4/1/2008

PER

SR ENGINEER MINING

3425

SHANMUGARAM P

3/1/2009

PER

SR ENGINEER MECHANICAL

3425

PRADIPKUMAR KIRITKUMAR GAJJAR

3/1/2009

PER

SR ENGINEER MECHANICAL

3432

SATHYANARAYAN C S

3/1/2009

PER

SR ENGINEER ELECTRICAL

Number of employees who have recruited for financial year 2009-2010

DEPARTMENT CODE

EMPLOYEE NAME

DATE OF JOINING

STATUS

DESIGNATION

There are employees who have been recruited after March 2010 but those are not included in my sample size.

Financial Year

Numbers of the employees recruited

2005-2006

1

2006-2007

3

2007-2008

11

2008-2009

15

2009-2010

0

Total of the 5 years

30

Employees recruited for last 5 years shown below in the graph. Employees are recruited as per the requirement.

From the above graph we can come to know that for financial year 2005-2006 one employee has been recruited where as maximum numbers of employees has been recruited in financial year 2008-2009i.e. 15 employees. In year 2007-2008 11 employees has been recruited and in year 2006-2007 3 employees has been recruited. We also came to know that in the financial year 2009-2010 no employee has been recruited that means there was no manpower (staff) required in that financial year. All the employees are recruited as per the requirement in the respective year.

Age profile of the employees who have recruited within last 5 years.

Below 25 years

4

25 to 30 years

21

Above 35 years

5

As Sesa Goa is saying that we are recruiting youngster so that we can come to know that is it true. Above graph clearly shows that

Numbers of employees recruited from

Campus Recruitment

Campus Recruitment has been practice by the company in order to get best candidate at minimum cost.

Advertising

Apply on the side of the company

Number of employees recruited from Goa, Gujarat, Maharashtra, Tamil Nadu, and Andhra Pradesh.

Performance of the employees for financial year 2009-2010

EMPLOYEE NAME

Performance Score

Performance Rating

VIKIL NILKANTHRAO KAWALE

66

Good

KALYANI KESHAV JOSHI

67.5

Good

TAHMEEM I SHAIKH

66

Good

DEEPAN KUMAR SAHOO

66

Good

M MUTHUMARI

69.5

Good

AKSHITKUMAR SURESHKUMAR JAIN

67

Good

KUMAR ANUPAM

68.5

Good

TAMAL ROY

71

Good

SRIKANTH B P

68

Good

GUNDEABOINA YADAGIRI

65.5

Good

VINOD KUMAR SAINI

Good

M MUTHUMARI

68.5

Good

SHANMUGARAM P

66.5

Good

PRADIPKUMAR KIRITKUMAR GAJJAR

71

Good

SATHYANARAYAN C S

68.5

Good

SRINIVAS PATNAIKUNI

68.5

Good

NILESH JANU ZORE

67

Good

DEEPAK KUMAR

68.5

Good

RAJIV KUMAR

65

Good

RIPUNJAY BARUAH

66.5

Good

SANJAY Y BHANDARE

67

Good

YATIN PANDURANG GULAWANI

66

Good

MERVYN CAMILLO NORONHA

Good

Performance of the employees for financial year 2009-2010 (KRA -75 % out of 100)

EMPLOYEE NAME

SUP

OUS

AVG

VIKIL NILKANTHRAO KAWALE

50

48

49

KALYANI KESHAV JOSHI

50

52

51

TAHMEEM I SHAIKH

49

50

49.5

DEEPAN KUMAR SAHOO

48

50

49

AKSHITKUMAR SURESHKUMAR JAIN

54

52

53

KUMAR ANUPAM

50

51

50.5

TAMAL ROY

50

53

51.5

SRIKANTH B P

55

54

54.5

GUNDEABOINA YADAGIRI

50

51

50.5

VINOD KUMAR SAINI

47

50

48.5

M MUTHUMARI

SHANMUGARAM P

51

52

51.55

PRADIPKUMAR KIRITKUMAR GAJJAR

49

50

49.5

SATHYANARAYAN C S

53

54

53.5

SRINIVAS PATNAIKUNI

52

50

51

NILESH JANU ZORE

52

53

52.5

DEEPAK KUMAR

50

50

50

RAJIV KUMAR

54

51

52.5

RIPUNJAY BARUAH

49

48

48.5

SANJAY Y BHANDARE

50

51

50.5

YATIN PANDURANG GULAWANI

50

50

50

MERVYN CAMILLO NORONHA

49

51

50

Competencies (25%) scale of 0 (low)- 5 (high) Financial year 2009-2010

Competency

Communication Skills

Analytical Skills

Relationship Management

Leadership/Teambuilding

Initiative/Innovation

Total

VIKIL NILKANTHRAO KAWALE (SUP)

4

3

3

3

4

17

VIKIL NILKANTHRAO KAWALE (OUS)

3

4

3

3

4

17

KALYANI KESHAV JOSHI (SUP)

4

3

3

4

3

17

KALYANI KESHAV JOSHI (OUS)

3

3

3

4

3

16

TAHMEEM I SHAIKH

4

3

3

3

3

16

4

4

3

3

3

17

DEEPAN KUMAR SAHOO

3

3

4

3

4

17

3

3

4

4

3

17

AKSHITKUMAR SURESHKUMAR JAIN

4

3

3

3

3

16

4

3

4

3

3

17

KUMAR ANUPAM

3

3

3

4

3

16

3

3

4

4

3

17

TAMAL ROY

4

3

3

4

3

17

4

3

3

4

3

17

SRIKANTH B P

4

3

3

4

3

17

3

3

4

3

3

16

GUNDEABOINA YADAGIRI

4

4

3

3

3

17

4

3

3

4

4

18

VINOD KUMAR SAINI

4

3

3

3

4

17

4

3

3

3

4

17

M MUTHUMARI

4

4

3

3

3

17

4

3

4

3

3

17

SHANMUGARAM P

4

3

3

3

4

17

4

3

3

3

4

17

PRADIPKUMAR KIRITKUMAR GAJJAR

4

3

3

3

4

17

4

3

3

3

4

17

SATHYANARAYAN C S

4

3

3

3

4

17

4

4

3

3

4

18

SRINIVAS PATNAIKUNI

4

4

3

4

3

18

4

3

4

3

3

17

NILESH JANU ZORE

4

3

3

2

4

16

4

3

3

3

3

16

DEEPAK KUMAR

3

3

3

4

4

17

4

3

3

4

3

17

RAJIV KUMAR

4

3

3

3

3

16

RIPUNJAY BARUAH

3

3

3

4

3

16

3

3

4

3

4

17

SANJAY Y BHANDARE

4

3

3

3

3

16

3

3

3

4

3

16

YATIN PANDURANG GULAWANI

3

3

4

3

4

17

3

4

3

4

3

17

MERVYN CAMILLO NORONHA

3

4

3

3

3

16

3

4

3

3

3

16

Competencies Financial year 2009-2010

Name of the employee

Average

VIKIL NILKANTHRAO KAWALE

17

KALYANI KESHAV JOSHI

16.5

TAHMEEM I SHAIKH

16.5

DEEPAN KUMAR SAHOO

17

AKSHITKUMAR SURESHKUMAR JAIN

16.5

KUMAR ANUPAM

16.5

TAMAL ROY

17

SRIKANTH B P

16.5

GUNDEABOINA YADAGIRI

17.5

VINOD KUMAR SAINI

17

M MUTHUMARI

17

SHANMUGARAM P

17

PRADIPKUMAR KIRITKUMAR GAJJAR

17

SATHYANARAYAN C S

17.5

SRINIVAS PATNAIKUNI

17.5

NILESH JANU ZORE

16

DEEPAK KUMAR

17

RAJIV KUMAR

16

RIPUNJAY BARUAH

16.5

SANJAY Y BHANDARE

16

YATIN PANDURANG GULAWANI

17

MERVYN CAMILLO NORONHA

16

Financial year 2009-2010

Name of the employee

Average

AVG

Total

VIKIL NILKANTHRAO KAWALE

17

49

66

KALYANI KESHAV JOSHI

16.5

51

67.5

TAHMEEM I SHAIKH

16.5

49.5

66

DEEPAN KUMAR SAHOO

17

49

66

AKSHITKUMAR SURESHKUMAR JAIN

16.5

53

69.5

KUMAR ANUPAM

16.5

50.5

67

TAMAL ROY

17

51.5

68.5

SRIKANTH B P

16.5

54.5

71

GUNDEABOINA YADAGIRI

17.5

50.5

68

VINOD KUMAR SAINI

17

48.5

65.5

M MUTHUMARI

17

SHANMUGARAM P

17

51.55

68.5

PRADIPKUMAR KIRITKUMAR GAJJAR

17

49.5

66.5

SATHYANARAYAN C S

17.5

53.5

71

SRINIVAS PATNAIKUNI

17.5

51

68.5

NILESH JANU ZORE

16

52.5

68.5

DEEPAK KUMAR

17

50

67

RAJIV KUMAR

16

52.5

68.5

RIPUNJAY BARUAH

16.5

48.5

65

SANJAY Y BHANDARE

16

50.5

66.5

YATIN PANDURANG GULAWANI

17

50

67

MERVYN CAMILLO NORONHA

16

50

66

Performance of the employees for financial year 2008-09

EMPLOYEE NAME

Performance Score

Performance Rating

VIKIL NILKANTHRAO KAWALE

67

Good

SANJAY Y BHANDARE

70.5

Good

YATIN PANDURANG GULAWANI

68.5

Good

MERVYN CAMILLO NORONHA

68.5

Good

SRINIVAS PATNAIKUNI

65

Good

NILESH JANU ZORE

65.5

Good

DEEPAK KUMAR

67.1

Good

RAJIV KUMAR

67.5

Good

MANIKANCHAN SARKAR

73.5

Good

THAMEENA ANSARI

66

Good

SUDHAKAR K.

67.5

Good

PARTHIBAN K.

73

Good

VIKESH KUMAR

66.5

Good

SUMITH KUMAR ADHYA

76

Good

RIPUNJAY BARUAH

68

Good

Performance of the employees for financial year 2008-2009

EMPLOYEE NAME

SUP

OUS

AVG

VIKIL NILKANTHRAO KAWALE

50

51

50.5

SANJAY Y BHANDARE

55

54

54.5

YATIN PANDURANG GULAWANI

50

50

50

MERVYN CAMILLO NORONHA

51

50

50.5

SRINIVAS PATNAIKUNI

48

49

48.5

NILESH JANU ZORE

49

49

49

DEEPAK KUMAR

50

53

51.5

RAJIV KUMAR

50

52

51

MANIKANCHAN SARKAR

54

55

54.5

THAMEENA ANSARI

48

48

48

SUDHAKAR K.

48

50

49

PARTHIBAN K.

55

56

55.5

VIKESH KUMAR

49

51

50

SUMITH KUMAR ADHYA

59

58

58.5

RIPUNJAY BARUAH

50

50

50

Competencies (25%) scale of 0 (low)- 5 (high) financial year 2008-09

Competency

Communication Skills

Analytical Skills

Relationship Management

Leadership/Teambuilding

Initiative/Innovation

Total

VIKIL NILKANTHRAO KAWALE (SUP)

4

3

3

3

4

17

VIKIL NILKANTHRAO KAWALE (OUS)

3

3

4

3

3

16

SANJAY Y BHANDARE (SUP)

4

3

4

2

2

15

SANJAY Y BHANDARE (OUS)

4

3

4

3

3

17

YATIN PANDURANG GULAWANI (SUP)

4

3

5

4

3

19

YATIN PANDURANG GULAWANI (OUS)

4

3

4

4

3

18

MERVYN CAMILLO NORONHA (SUP)

4

4

5

3

3

19

MERVYN CAMILLO NORONHA (OUS)

4

3

4

3

3

17

SRINIVAS PATNAIKUNI( SUP)

4

3

3

3

3

16

SRINIVAS PATNAIKUNI( OUS)

4

3

3

4

3

17

NILESH JANU ZORE (SUP)

5

3

4

3

3

18

NILESH JANU ZORE (OUS)

4

3

2

4

3

15

DEEPAK KUMAR (SUP)

3

2

4

3

3

15

DEEPAK KUMAR (OUS)

5

2

4

3

3

17

4

4

4

3

3

18

RAJIV KUMAR

4

3

3

2

3

15

4

4

4

4

4

20

MANIKANCHAN SARKAR

3

3

4

4

4

18

4

3

3

3

4

17

THAMEENA ANSARI

4

3

4

4

4

19

5

4

3

3

4

19

SUDHAKAR K.

4

4

4

3

3

18

4

3

3

2

4

16

PARTHIBAN K.

4

4

4

4

3

19

3

3

4

3

2

15

VIKESH KUMAR

4

5

3

3

5

20

3

5

3

3

2

16

SUMITH KUMAR ADHYA

4

3

3

4

3

17

4

3

4

4

3

18

RIPUNJAY BARUAH

4

3

4

4

4

19

4

2

3

4

4

17

Competencies financial year 2008-09

Name of the employee

Average

VIKIL NILKANTHRAO KAWALE

16.5

SANJAY Y BHANDARE

16

YATIN PANDURANG GULAWANI

18.5

MERVYN CAMILLO NORONHA

18

SRINIVAS PATNAIKUNI

16.5

NILESH JANU ZORE

16.5

DEEPAK KUMAR

16

RAJIV KUMAR

16.5

MANIKANCHAN SARKAR

19

THAMEENA ANSARI

18

SUDHAKAR K.

18.5

PARTHIBAN K.

17.5

VIKESH KUMAR

16.5

SUMITH KUMAR ADHYA

17.5

RIPUNJAY BARUAH

18

Performance of the employees for financial year 2007-2008

EMPLOYEE NAME

Performance Score

Performance Rating

VIKIL NILKANTHRAO KAWALE

70

Good

SANJAY Y BHANDARE

70

Good

YATIN PANDURANG GULAWANI

69.5

Good

MERVYN CAMILLO NORONHA

71

Good

Performance of the employees for financial year 2007-2008

EMPLOYEE NAME

SUP

OUS

AVG

VIKIL NILKANTHRAO KAWALE

54

52

53

SANJAY Y BHANDARE

53

54

53.5

YATIN PANDURANG GULAWANI

53

54

53.5

MERVYN CAMILLO NORONHA

54

54

54

financial year 2007-2008

Competency

Communication Skills

Analytical Skills

Relationship Management

Leadership/Teambuilding

Initiative/Innovation

Total

VIKIL NILKANTHRAO KAWALE(SUP)

4

3

3

3

4

17

VIKIL NILKANTHRAO KAWALE(SUP)

3

4

3

3

4

17

SANJAY Y BHANDARE (SUP)

3

4

4

3

3

17

SANJAY Y BHANDARE (OUS)

3

3

4

3

3

16

YATIN PANDURANG GULAWANI (SUP)

3

3

4

3

3

16

YATIN PANDURANG GULAWANI (OUS)

4

3

4

2

3

16

MERVYN CAMILLO NORONHA(SUP)

3

3

3

4

3

16

MERVYN CAMILLO NORONHA (OUS)

3

4

4

3

4

18

Competencies financial year 2007-2008

Name of the employee

Average

VIKIL NILKANTHRAO KAWALE

17

SANJAY Y BHANDARE

16.5

YATIN PANDURANG GULAWANI

16

MERVYN CAMILLO NORONHA

17

Performance of the employees in financial year 2006-2007

Employee who has been recruited in financial year 2005-2006, his performance has been measured in financial year 2006-2007.

The following employees have terminated/Resign the job.

The following are the employees who are satisfy with comments given by the supervisor and one above supervisor.

All the employees are satisfy with the comments given by the supervisor and one above supervisor.

The following employee has resigned the job in the year 2010 (they have resign the job before march)

Name

Designation

Department

Thameena Ansari

Senior Engineer Mining

Mining

Sudhakar K.

Senior Engineer Mining

Mining

Vikesh Kumar

Senior Engineer Mining

Mining

Parthiban K.

Senior Engineer Mining

Mining

Lalithendu Mohanda

Senior Engineer Mining

Mining

Sumith Kumar Adhya

Senior Engineer Mining

Mining

Manikanchan Sarkar

Senior Engineer Mining

Mining

Lavanya R.

Environment

Comparison for 5 years

Comparison for 3 years

Comparison for 2 years

Competencies required for the designation- gap between the employees who has been recruited.

Improvement in the recruitment and selection process since Vedanta has acquire SESA (from 2007)

Competencies required for senior Engineer Mining

Knowledge of applicable Rules and Regulation

Interpersonal Skills

Good Communication Skill

Delegation and Motivation

Team Building and Leadership

Co-ordination

Special qualification- manager's II class certificate of competency under MMR -1961 issued by DGMS.

Transfer

• Resignation

• Termination

• Separation /Retirement

• Promotion

• Probation, followed by confirmation.

FINDINGS

(This applicable for the employees who have been recruited from financial year April 2005 to financial year March 2010)

No employee has been terminated from the job for any reason.

Employee who has been recruited from campus recruited has resigned the job.

CONCLUSION AND LEARNINGS

The conclusions drawn from the research are as follows:

Time management is very essential and it should not be ignored at any level of the process. So that actual cycle time should be frame so that stages of recruited and selection will be completed within that time frame and vacancy will be filled up.

The recruitment and selection through placement agencies has not been practice by the company for last 5 years at sonshi.

RECOMMENDATIONS/SUGGESTIONS

1. The recruitment and selection procedure should not to lengthy and time consuming.

2. Gender Discrimation, equal opportunity for the women should given by the company.

3. Internal selection of employees for higher post should be encouraged.

4. Multi-skilled personnel should be recruited.

5. They should frame actual cycle time for each stages of recruitment and selection process so that time will not be wasted and position which is vacant will be fill up in less time.

6. Best Employee of the Month: in order to increase the performance of the employee, company should come up with Award like best employee of the month so that performance of employee will be improve, they might take projects which will be helpful for the company. In best employee of the month, company can give monetary award of Rs.1000/- per month to each. This can be given to best 5 employee of the month.

Cost Sheet that company can maintain in order to reduce the turnover cost.

Hiring for position paying: Rs._____ per annum Rs.____ per hour Rs.____ per minute

Reports to position Paying: Rs._____ per annum Rs.____ per hour Rs.___ per minute

Cost

Selection

BIBLIOGRAPHY

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