EFFECTIVENESS OF RECRUITMENT & SELECTION PRACTICES


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Summer Training Report
ON
EFFECTIVENESS OF RECRUITMENT & SELECTION PRACTICES
AT
MATHURA REFINERY


SUBMITED IN THE PARTIAL FULFILLMENT OF THE REQUIREMENT FOR THE AWARD OF THE DEGREE

MASTER OF BUSINESS ADMINISTRATION

By

Sneha Verma
Roll No.0606370107

(2006-2008)





GLA
Institute Of Technology & Management
Mathura(UP)
(Affiliated to U.P. Technical University,Lucknow)

CERTIFICATE
This is to certify that Sneha Verma is working in the Personnel & Administration Deptt. of Mathura Refinery, Indian Oil Corporation Limited, Mathura. The topic of the Project "Effectiveness of Recruitment & Selection Practices" at Mathura Refinery of Indian Oil Corporation Limited is a suitable topic, especially in the present changing industrial scenario.
Her project work as a part of fulfillment of the requirement of Master of Business Administration of GLA,Institute of Technology & Management is an original one and has not been submitted earlier either to this University or to any other Institution.



Sneha Verma (R K Mehta)

Sr .Manager(Admn.& Welfare
















PREFACE

Business and industry in India are going through a phase of change as never witnessed before. Given the size of national economy, the role of Public Enterprises and the emerging diversity & dynamism in the private sector; it is difficult to describe its accurate scope. A healthy national economy is dependent upon healthy growth in business and industry. A healthy growth in business and industry, in turn, primarily depends upon the quality & potential of its Human Resources. Thus, the most important factor for survival and development, particularly in this age of rapid change and growth, is human capacity. Customer oriented, quality conscious, cost efficient and multi-skilled manpower will determine the core competency of modern organizations, for it is the man behind the machine and not the machine alone that will provide the cutting edge.
During the last few years Indian Oil Corporation Ltd. (IOCL) is also striving to grow in a competitive, globalizes scenario. The Corporation continues its quest for good quality products and customer delight to meet the challenge. In such a situation, human resources and their competency play an important role, as the real strength of organization depends upon the strengths and capabilities of its human capital.
As part of Human Resource Function, recruiting and screening is the first line of defense when it comes to bringing the right people into the organization. Determining who the right people are, should not limit to experience and education, but with personality, attitude, communication abilities, and other behavioral characteristics that fit the organization.
The overall aim of the recruitment & selection practices should be obtained at minimum cost the number and quality of employees required to satisfy the human resource needs of the company. To select the "Right person for the right job" is one of the most important and most difficult responsibilities of the executives. Using interviews, reference checks sometimes-even personality tests, they try to infuse logic and predictability into hiring still, success remains elusive.
In view of above, it becomes imperative to study the effectiveness of the existing Recruitment & Selection Policy.
ACKNOWLEDGEMENT


As the every meaningful and useful thing is a product of integrated and sincere efforts associated with person, this project is also exception to it. Here, I am getting an opportunity to prepare a diagnostic report on the Effectiveness of Recruitment and Selection. Though these areas are very wide, however I managed to do it against the time constraints.

I wish to express my gratitude to Mr. S.K. Mehta Senior Officer (Admn & Welfare) for all his support and guidance.
I would like to convey my sincere thanks to MR. VIJAY MOHAN,( Chief Training Manager ) for his invaluable guidance and efforts to help me in completing my training.

I owe much of my sincere gratitude to MR. PRADEEP MISHRA and to all team of HR Department who taught us all the functions of HR department in detail, which helped me lot.

I owe a debt of gratitude to MR..ROHIT KHANNA for his guidance and help.

I will also like to thank other management trainees of my group for their cooperative attitude and queries which made me understand the different topics of HR quickly.

SnehaVerma





.







TABLE OF CONTENTS

________________________________________________________________________

CHAPTER TITLE PAGE
________________________________________________________________________

PREFACE
ACKNOWLEDGEMENTS
TABLE OF CONTENTS
LIST OF FIGURE
LIST OF TABLE
LIST OF ABBREVIATIONS
1 A BRIEF - INDIAN OIL
1.1 INTRODUCTION
1.2 VISION
1.3 MISSION
1.4 OBJECTIVES
1.5 OBLIGATION
1.6 FINANCIAL
1.7 ORGANISATIONAL SET-UP
2 RECRUITMENT PROCESS
2.1 THEORETICAL CONCEPTS
2.2 DIAGNOSTIC APPROACH
2.2.1 External Influence - Govt. & Union Restrictions
2.2.2 Composition of Labour & Location of Organization
2.3 INTRACTIONS OF THE RECRUITMENT & ORGANISATION
2.3.1 Organization's View of Recruiting
2.3.2 Recruiting Requirements
2.3.3 Organization Policies & Practices
2.3.4 Organizational Image
2.3.5 Potential Employees View Of Recruiting

TABLE OF CONTENTS
________________________________________________________________________

CHAPTER TITLE PAGE
________________________________________________________________________

2.3.6 Preferences of Recruits for Organization & Jobs
2.3.7 Job Search & Finding a Job
2.4 METHODS OF RECRUITING
2.5 INTERNAL Vs EXTERNAL RECRUITING METHODS
2.6 INTERNAL RECRUITING METHOD
2.6.1 Job Posting
2.6.2 Skills Inventory
2.6.3 Job Bidding
2.6.4 Referrals
2.7 EXTERNAL RECRUITING METHOD
2.7.1 School & College Recruiting
2.7.2 Advertising
2.7.3 Private Employment Agencies
2.7.4 Internet & @naukri.com
2.8 UTILIZING RECRUITING RESOURCES
2.8.1 Re-recruitment Strategies
2.8.2 Career Development Opportunities
2.9 ALTERNATIVES TO RECRUITMENT
2.9.1 Common Alternative Staffing Options
2.10 EVALUATING RECRUITING METHODS
3 SELECTION PROCESS
3.1 PROCESS
3.1.1 Application Blanks & Resumes
3.2 TYPES OF SELCTION TESTS
3.3 Mental Ability Test

TABLE OF CONTENTS
_____________________________¬¬¬¬___________________________________________

CHAPTER TITLE PAGE
________________________________________________________________________

3.3.1 Work Sample
3.3.2 Trainability Test
3.3.3 Personality & General Interest Inventories
3.4 INTERVIEW
3.4.1 Structured
3.4.2 Semi-Structured
3.4.3 Unstructured
3.4 MANAGERIAL SELECTION DEVICES
4 POLICY AND ELIGIBILITY CRITERIA OF RECRUITMENT & SELECTION - PANIPAT REFINERY
4.1 INDUCTION LEVEL & CRETERIA
4.2 ENGAGEMENT OF APPRENTICES
4.3 IDENTIFICATION OF VACANCIES
4.4 RESERVATION POSITION
4.5 APPROVAL FOR FILLING-UP VACANCIES
4.6 NOTIFICATION/ ADVERTISEMENT
4.7 RECEIPT OF APPLICATIONS & PROCESSING
4.8 FINALISING DATE, TIME & VENUE
4.9 CONSTITUTION OF SELECTION COMMITTEE
4.10 NOMINATION OF EXAMINATION SUPRINTENDENT
4.11 NOMINATION OF INVIGILATORS-CUM-EVALUATORS
4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST/
TRADE TEST/ INTERVIEW
4.13 COMMUNICATION TO SELECTION COMMITTEE REGARDING WRITTEN TEST/ TRADE TEST/ INTERVIEW

TABLE OF CONTENTS
_____________________________¬¬¬¬___________________________________________

CHAPTER TITLE PAGE
________________________________________________________________________

4.14 WRITTEN TEST
4.15 TRADE TEST/ SKILL TEST
4.16 INTERVIEW
4.17 SELECTION CRETERIA
4.18 EVALUATION
4.19 CRETERIA FOR CALLING CANDIDATES FOR INTERVIEW
4.20 MINUTES
4.21 COMMUNICATION TO SELECTION CANDIDATES/ ISSUE
OF OFFER OF APPOINTMENT
4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT
4.23 REQUEST FOR EXTENSION OF JOINING TIME
4.24 REPORTING FOR JOINING
4.25 ELIGIBILITY CRETERIA
5 RESEARCH METHODOLOGY
5.1 SOURCES OF DATA COLLECTION
5.2 SURVEY PROCESS
5.2.1 Survey Through Design & Tested Questionnaire
5.2.2 Survey Through Discussion with Employees (Non-executive)
6 ANALYSIS
7.1 QUESTIONNAIRE ANALYSIS
7.2 DISCUSSION POINTS ANALYSIS
7 CONCLUSIONS & SUGGESTIONS
8 FUTHER RESEARCH
9 BIBLIOGRAPHY
10 ANNEXURE


LIST OF FIGURES
________________________________________________________________________

FIGURES TITLE PAGE
________________________________________________________________________

1.1 BRANCHES OF IOCL
2.1 DIAGNOSTIC MODEL
5.1 AGE PROFILE %age OF RESPONDENTS
5.2 EDUCATIONAL BECKGROUND %age OF RESPONDENTS
5.3 WORKS EXPERIENCE %age OF RESPONDENTS
5.4 AGE PROFILE %age OF INTERVIEWEES
5.5 EDUCATIONAL BACKGROUND %age OF INTERVIEWEES
5.6 WORKS EXPERIENCE %age OF INTERVIEWEES
6.1 RESPONSE %age OF QUES. 1
6.2 RESPONSE %age OF QUES. 2
6.3 RESPONSE %age OF QUES. 3
6.4 RESPONSE %age OF QUES. 4
6.5 RESPONSE %age OF QUES. 5
6.6 RESPONSE %age OF QUES. 6
6.7 RESPONSE %age OF QUES. 7
6.8 RESPONSE %age OF QUES. 8
6.9 RESPONSE %age OF QUES. 9
6.10 RESPONSE %age OF QUES. 10
6.11 RESPONSE %age OF QUES. 11
6.12 RESPONSE %age OF QUES. 12
6.13 RESPONSE %age OF QUES. 13
6.14 RESPONSE %age OF QUES. 14
6.15 RESPONSE %age OF QUES. 15
6.16 RESPONSE %age OF QUES. 16


LIST OF TABLES
________________________________________________________________________

TABLES TITLE PAGE
________________________________________________________________________

4.1 SELECTION CRITERIAL MARKS
4.2 ELIGIBILITY CRITERIA FOR MECH. MAINT. DEPTT.
4.3 ELIGIBILITY CRITERIA FOR MECH. MAINT. DEPTT.
4.4 ELIGIBILITY CRITERIA FOR MECH. MAINT. DEPTT.
4.5 ELIGIBILITY CRITERIA FOR INDTRUMENTATION DEPTT.
4.6 ELIGIBILITY CRITERIA FOR PRODUCTION DEPTT.
4.7 ELIGIBILITY CRITERIA FOR F&S DEPTT.
4.8 ELIGIBILITY CRITERIA FOR F&S DEPTT.
4.9 ELIGIBILITY CRITERIA FOR QUALITY CONTROL DEPTT.
4.10 ELIGIBILITY CRITERIA FOR P&U DEPTT.
4.11 ELIGIBILITY CRITERIA FOR P&U DEPTT.
4.12 ELIGIBILITY CRITERIA FOR P&U DEPTT.
4.13 ELIGIBILITY CRITERIA FOR MATERIALS DEPTT.
4.14 ELIGIBILITY CRITERIA FOR FINANCE DEPTT.
4.15 ELIGIBILITY CRITERIA FOR HR DEPTT.
4.16 ELIGIBILITY CRITERIA FOR APRINTICE
4.17 ELIGIBILITY CRITERIA FOR APRINTICE
5.1 DETAIL OF RESPONDENTS GRADE-WISE
5.2 AGE PROFILE OF THE RESPONDENTS
5.3 EDUCATIONAL BACKGROUND OF THE RESPONDENTS
5.4 RESPONDENT'S WORK EXPERIENCE IN IOCL
5.5 DETAIL OF INTERVIEWEES GRADE WISE
5.6 DETAIL OF INTERVIEWEES AGE WISE
5.7 EDUCATIONAL BACKGROUND OF INTERVIEWEES
5.8 INTERVIEWEE'S WORK EXPERIENCE IN IOCL

LIST OF TABLES
________________________________________________________________________

TABLES TITLE PAGE
________________________________________________________________________

6.1 RESPONSE DETAILS OF QUES. 1
6.2 RESPONSE DETAILS OF QUES. 2
6.3 RESPONSE DETAILS OF QUES. 3
6.4 RESPONSE DETAILS OF QUES. 4
6.5 RESPONSE DETAILS OF QUES. 5
6.6 RESPONSE DETAILS OF QUES. 6
6.7 RESPONSE DETAILS OF QUES. 7
6.8 RESPONSE DETAILS OF QUES. 8
6.9 RESPONSE DETAILS OF QUES. 9
6.10 RESPONSE DETAILS OF QUES. 10
6.11 RESPONSE DETAILS OF QUES. 11
6.12 RESPONSE DETAILS OF QUES. 12
6.13 RESPONSE DETAILS OF QUES. 13
6.14 RESPONSE DETAILS OF QUES. 14
6.15 RESPONSE DETAILS OF QUES. 15
6.16 RESPONSE DETAILS OF QUES. 16
















LIST OF ABBREVIATIONS
________________________________________________________________________

MMTPA Metric Million Tone Per Annum
R&D Research & Development
IOCL Indian Oil Corporation Limited
Ref. Refinery
Hqrs. Headquarters
Govt. Government
HR Human Resource
HRM Human Resource Management
SC Schedule Caste
PH Physically Handicapped
OBC Other Backward Class
Deptt. Department
Mech. Maint. Mechanical Maintenance
P&U Power & Utility
Q.C. Quality Control
F&S Fire & Safety
DGM Deputy General Manager
ITI Industrial Training Institute
EXSM Ex-Service Man
B.Sc. Bachelor of Science
NFSC National Fire & Safety College
Engg. Engineering
B.Com. Bachelor of Commerce
Gen. General
HOD Head of the Deptt.


















































INDIAN OIL CORPORATION LIMITED

________________________________________

I. IOCL-PROFILE

Indian Oil Corporation Ltd. (IndianOil) was formed in 1964 through the Merger of Indian Oil Company Ltd. (Estd. 1959) and Indian Refineries Ltd. (Estd. 1958).
It is currently India’s Largest Company by Sales with a TurnOver of Rs. 2,20,779 Crore up by 20.53% as compared to Rs. 1,83,172 crore in 2005-2006 and Profits of Rs.7500 Crore as per the current financial results for the year 2006-2007.




Indian Oil is also the highest ranked Indian company in the prestigious Fortune ‘Global 500’ listing, having moved up 17 places to the 153rd position the year based on fiscal 2005 performance. It is also the 18TH largest petroleum company in the world and the # 1 petroleum Trading Company among the 15TH National Oil Companies in the Asia-Pacific region.





India’s Downstream Major

IndianOil and its subsidiaries account for 47% petroleum products market share among public sector oil companies, 43.5% national refining capacity and 74% petroleum products pipeline capacity.
For the year 2005-06, the IndianOil group sold 54.6 million tonnes of petroleum products, including 2.09 million tonnes through exports.
The IndianOil Group of companies owns and operates 10 of India’s 18 refineries with a combined refining capacity of 60.20 million tonnes per annum (1.2 million barrels per day). These include two refineries of subsidiary Chennai Petroleum Corporation Ltd. (CPCL) and one of Bongaigaon Refinery and Petrochemicals Limited (BRPL).
The Company’s cross-country crude oil and product pipelines network spanning over 9,000 km meets the vital energy needs of the country.
To maintain its competitive edge and leadership status, IndianOil is investing Rs. 24,400 crore (US $ 5.5 billion) during the X Plan period (2002-07) in integration and diversification projects, besides refining and pipeline capacity augmentation, product quality upgradation and expansion of marketing infrastructure.


Network Beyond Compare

As the flagship national oil company in the downstream sector, IndianOil, together with its marketing subsidiary, IBP Co. Ltd., reaches precious petroleum products to millions of people everyday through a countrywide network of over 30,000 sales points. They are backed for supplies by 183 bulk storage terminals and depots, 97 aviation fuel stations and 88 Indane LPG bottling plants.
IndianOil, together with IBP, operates the largest and the widest network of petrol & diesel stations in the country, numbering over 15,000. It reaches Indane cooking gas to the doorsteps of 43.4 million customers in 2,546 markets through a network of 4,856 Indane distributors.
IndianOil’s ISO-9002 certified Aviation Service commands a 64% market share in aviation fuel business, meeting the fuel
needs of domestic and international flag carriers, private airlines and the Indian Defence Services. IndianOil also enjoys a dominant share of the bulk consumer business, encoding that of railways, state transport undertakings, industrial, agricultural and marine sectors.

IndianOil’s world class R&D Centre at Faridabad, Haryana is perhaps Asia’s finest. Besides pioneering work in lubricants formulation, refinery processes, pipeline transportation and alternative fuels such as bio-diesel, the Centre is also the nodal agency of the Indian hydrocarbon sector for ushering in Hydrogen fuel in the country.



Customer First

At IndianOil, customers always get the first priority. New
initiatives are launched round- the-year for the convenience of the various customer segments.
Exclusive XTRACARE petrol & diesel stations unveiled in select urban and semi-urban markets offer a range of value-added services to enhance customer delight and loyalty. Similarly, large
format Swagat brand outlets cater to highway motorists, with multiple facilities such as food courts, first aid, rest rooms and dormitories, spare parts shops, etc. Specially formatted Kisan Seva Kendra outlets meet the diverse needs of rural populace, offering a variety of products and services such as seeds, fertilisers, pesticides, farm equipment, medicines, spare parts for trucks and tractors, tractor engine oils and pumpset oils, besides auto fuels and kerosene.












Indian Oil is strengthening its existing overseas marketing ventures and simultaneously scouting new opportunities for marketing and export of petroleum products in overseas markets. Two wholly owned subsidiaries are already operational in Sri Lanka and Mauritius, and regional offices at Dubai and Kaula Lumpur are coordinating expansion of business activities in Middle East and South East Asian region.

Indian Oil is an “academy” company with fullfledged training centers across the country building competence, confidence and capability to face the challenges of the market place. The Indian Oil Institute of Petroleum Management at Gurgaon, the Indian Oil Management Centre for learning at Mumbai, and the Indian Oil Management Academy at Haldia have emerged as world-class training and management academies.

Indian Oil has been lending its expertise in several areas of refining, marketing, transportation, training and research & development in countries like Sri Lanka, Kuwait, Bahrain, Iraq, Abu Dhabi, Tanzania, Ethiopia, Algeria, Nigeria, Nepal, Bhutan Maldives, Malaysia and Zambia.

Energizing the business aspirations trough Joint ventures and Strategic Alliances, Indian Oil partners with some of the leading corporates in India and abroad-Lubrizol, NYCO-SA, Elf, Petronas, Oiltanking GmbH, Marubeni, Mitsubishi, etc. to build synergy. To bring the convenience of Hydrocarbon energy, to the people.

The Corporation’s pursuit to benchmark performance and initiatives to achieve excellence in all the core areas as well as relative areas has bestowed a number of international and national awards and accreditations. Reorganization apart from the stream of excellences, Indian Oil dedicates these individual and corporate reorganizations as Earnings for Customers.




VISION OF IOCL





“ A Major, Diversified, Transnational, Integrated Energy Company, with National leadership and a Strong Environment Conscience, playing a National Role in Oil Security & Public Distribution.”









MISSION



? To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products and services, and cost reduction.
? To maximize creation of wealth, value and satisfaction for the stakeholders.
? To attain leadership in developing, adopting and assimilating state of the art technology for competitive advantage.
? To provide technology and services through sustained Research and Development.
? To foster a culture of participation and innovation for employee growth and contribution.
? To cultivate high standards of business ethics and Total Quality Management for a strong corporate identity and brand equity.
? To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.

OBJECTIVES


? To serve the national interest in the oil and related sectors in accordance and consistent with government policies.
? To ensure and maintain continuous and smooth supplies of petroleum product by way of crude refining, transportation and
marketing activities and to provide appropriate assistance to the
consumer to conserve and use petroleum product efficiency.
? To earn a reasonable rate of interest on investment.
? To work towards the achievement of self- sufficiency in the field of oil refining and by setting up adequate capacity and to build up expertise in laying of crude and petroleum product pipeline.
? To create a strong R&D base in the field of oil refining and stimulate the development of new products formulations with a minimize/eliminate their import and to have next generation products.
? To maximize utilization of the existing facilities in order to improve efficiency and increase productivity.
? To optimize utilization of its existing capacity and maximize distillate yield from refining of crude oil to minimize foreign exchange outgo.
? To minimize fuel consumption in refineries and stock losses in marketing operation to effect energy conservation.
? To further enhance distribution network for providing assured service to customer throughout the country through expansion of reseller network as per marketing plan/ government approval.
? To avail of viable opportunities, both national and global, arising out of the
liberalization policies being pursued by the government.





























MORE ABOUT IOCL



1) EXPANDING HORIZONS

Indian Oil has set its sight to reach US$ 60 billion revenues by the year 2010-11 from current earnings of US$ 34.44 billion. The road map to attain this milestone has been laid through vertical integration – forward into petrochemicals and backwards into exploration and production of crude oil,
besides diversification into natural gas business and globalization of our operations.
In petrochemicals, a master plan envisaging Rs. 25,000 crore (US$ 5.7 billion) investment is already underway. The commissioning of the world’s largest single train Linear Alkyl Benzene plant at Koyali refinery in August 2004 and the on-going integrated Paraxylene/Purified Terephthalic Acid (PX/PTA) plant and a world-scale Naphtha Cracker with downstream polymer projects are part of this plan. Indian Oil also proposes to convert the on-going Paradip refinery into a refinery-cum-petrochemicals complex to strengthen its presence in the sector.



In exploration & production (E&P), Indian Oil has participated in the first three rounds of NELP (New Exploration Licensing Policy) in India, in consortium with other companies, and was awarded 11 exploration blocks. It has acquired participating interest in on-shore blocks in Assam and Arunachal Pradesh region. Overseas ventures include 2 blocks in Sirte Basin in Libya and Farsi Exploration Block in Iran. The Corporation is also exploring opportunities to acquire a suitable medium-sized E&P company to quickly consolidate its upstream operations. In natural gas business, IndianOil is already marketing 5.26 MMSCMD (million metric standard cubic meters per day) of gas. To augment its business in the sector, it has now finalized an import deal for 1.75 million tonnes of LNG per annum with Iran for supplies from the year 2009 onwards. The Corporation has also proposed partnering Petropars, a subsidiary of National Iranian Oil Company, in jointly developing gas blocks in the North Pars fields of Iran.



2) TRANSNATIONAL PRESENCE

To emerge as a transnational energy major, Indian Oil has set up offices in Sri Lanka, Mauritius and UAE and is simultaneously scouting new opportunities in new energy markets in Asia and Africa.



3) SYNERGY THROUGH SUBSIDIARIES

A wholly owned subsidiary IndianOil Technologies Ltd., has been established for Commercializing the Innovations and Technologies developed by the R&D Centre across the globe. The Merger of Indian Oil Blending Ltd with the Parent Company, now approved by the Government, is in the final stages of implementation. The Merger of IBP Co. Ltd., a retail focused subsidiary with a network of 4,000 retail outlets, with the parent company is awaiting the Government’s nod after its approval by the Boards of Indian Oil and IBP. On Government’s approval, other statutory approvals, including shareholder’s approval, would be sought to complete the merger at the earliest. The Merger of Bongaigaon Refinery and Petrochemicals Ltd. with the parent company has also been mooted with the respective Boards approving the same already. Other formalities, including Government’s nod, would be sought in due course.

4) IOCL SPREADING WINGS

The Corporation has launched several joint ventures in partnership with some of the most respected Corporates from India and abroad -- Lubrizol, Nyco SA, Petronas, Oiltanking GmbH, Marubeni, to name a few. SERVO lubricants are being marketed in Dubai, Nepal, Bhutan, Kuwait, Malaysia, Bahrain, Indonesia, Sri Lanka, Kyrgyzstan, Mauritius, Bangladesh, etc.



OBLIGATIONS

Towards customers and dealers
To provide prompt, courteous and efficient service and quality products at fair and reasonable prices.
Towards suppliers
To ensure prompt dealings with integrity, impartiality and courtesy and promote ancillary industries.
Towards employees
Develop their capability and advancement through appropriate training and career planning.

Expeditious redressal of grievances
Fair dealings with recognized representatives of employees in pursuance of healthy trade union practice and sound personnel policies.
Towards community
To develop techno-economically viable and environment-friendly products for the benefit of the people.To encourage progressive indigenous manufacture of products and materials so as to substitute imports and To ensure safety in operations and highest standards of environment protection in its manufacturing plants and townships by taking suitable and effective measures.
Towards Defence Services
To maintain adequate supplies to Defence Services during normal and emergency situations as per their requirement at different locations.










ORGANISATION SET UP
II. STRUCTURE OF IOCL IOCL (CHAIRMAN)


Refinery Marketing R & D Pipeline Assam Oil Division
(Director) (Director) (Director) (Director) (Director)
(AOD)
Mathura Only One Unit Same as *Separate Culture
Panipat at Faridabad Marketing Rules & Regulations
Barauni Division
Guwahati
Gujarat Northern Region Office
Paradip STA (State Office)
Haldia Area Offices
Western Region Office
STA (State Office)
Area Offices
Southern Region Office
STA (State Office)
Area Offices
Eastern Region Office
STA (State Office)
Area Offices





























REFNERIES PIPELINES & MARKETING SET-UP OF IOC







Figure 1.1 : BRANCHES OF IOCL












* Subsidiary Refineries

The divisional objectives are focused towards fulfilling the objectives and obligations of the Corporation. The major factor contributing towards the success story of Indian Oil today is its integrated approach in keeping the divisions together.









































INTRODUCTION TO MATHURA REFINARY

( A UNIT OF IOCL)







MATHURA REFINARY




MATHURA REFINARY


LOCATION: It is situated at 150 kms from Delhi on DELHI – AGRA
Highway (NH-2) At Mathura.

NATURE: It is one of the 6 Refinery of IOCL, a Government of
India undertaking.


BUSINESS: Refining of crude oil and supply petroleum products.


CAPACITY: It has capacity of refining of 7.5 Million metric ton of crude
oil but in current year 8.2 million metric ton crude oil refined
in the plant.


ADAPTABILITY: It has capability of reeling of over 30 types of crude oil
– imported as well as indigenous.



Mathura refinery was set up to meet the overgrowing demand for petroleum products in the north-west region of the country by redefining crude oil which comes from Salaya (Bombay High) and after refining go back through MJPL, Mathura - Jalandhar pipeline.The various products manufactured from crude oil with a capacity of 7.5 million tones per annum are as follows:

1) MS-Unleaded Petrol
2) HSD-High Speed Diesel
3) LSD-Low Speed Diesel
4) Kerosene
5) Naphtha
6) ATF-Aviation Turbine Fuel
7) Bitumen
8) Sulphur
9) Furnace oil
10) LPG-Liquefied Petroleum Gas
11) Propylene



SET-UP OF MATHURA REFINERY

a) Refinery Division
b) Pipeline Division
c) Marketing Division

PROCESS UNITS OF MATHURA REFINERY

1. AVU (Atmospheric Vacuum Unit)
2. CDU (Catalytic Distillation Unit)



3. FCCU (Fuel Catalytic Cracking Unit)
4. VBU (Vis - Breaker Unit)
5. Marox Unit
6. PRU (Propylene Recovery Unit)
7. CRU (Crude Reforming Unit)
8. DHDSU (De-Hydrogen De Sulphur Unit)
9. BBU (Bitumen Blowing Unit)
10. SRU (Sulphur Recovery Unit)
11. Thermal Power Station (Gas Turbine and Fuels Turbine)
12. Effluent Water Treatment Plant
13. Workshop
14. Laboratory





The two new plants added in Mathura Refinery are:

1) MSQ
2) DHDS









MATHURA REFINERY IS FIRST

1) To have two operating SRU’s (Sulphur Recovery Units) in any of the refinery in India .

2) To have installed single largest crude oil distillation column in India, 67 meter high engineering marvel.

3) To have achieved a continuous accident free spell of 14 millions man hours, a unique distinction by any refinery in India.

4) To have conformed to minimum national standards (MINAS) for its effluent treatment ever since the refinery was commissioned.

5) To have set up Ambient Air Monitoring Stations (4 in number) even before the operation of the refinery were started.

6) To have set up a Bird Sanctuary within refinery premises









ENVIRONMENT

Mathura Refinery becoming the first refinery in Asia and third in the World whose environment management system has been certified for ISO 14001/ Marching ahead on the growth path, refinery is implementing Eco-friendly projects like catalytic reforming unit, hydro cracking unit and diesel hydro-sulphurisation unit. These units will not only help in producing cleaner fuels but that also result on substantial reduction in refinery emulsions to a level of 200 kg/hr.
In addition to this commitment towards preserving ecological balance and national heritage has always been the top of the agenda for the refinery. Ecological park and mini bird sanctuary frequented by 70 species of birds are a living testimony of harmony of refinery operations with ecology apart from the management techniques adopted for human resources, strategic planning, quality assurance. The major work has been done in the area of ecology preservation particularly for TajMahal.


“Green Refinery Clean Refinery Mathura Refinery”

- Motto of Mathura Refinery







RECOGNITION / AWARDS:

ENERGY CONSERVATION:

National Energy Conservation Award - 1st prize in refinery sector of minister of power for the years 1991 and 1996.

Jawaharlal Nehru Centenary Award of MOP & NG - for achieving best improvement in energy conservation Compared to its past best performance for the year 1994-1995.

MOP & NG Award - for best performance in steam leak during the oil conservation week, 1996.

MOP & NG Award - for the best performance with regard to furnace and boiler instrumentation and control during the oil conservation week, 1993.

National Energy Conservation Award- 2nd prize in refinery sector of ministry of power for the year 1997 .

SAFETY:

British Safety Council Award for the years 1990,1992,1993 & 1995.

National Safety Award under scheme II & I for the years 1993 & 1994.

QUALITY MANAGEMENT SYSTEM CERTIFICATION:

ISO 9002 Certification for manufactures and supply of petroleum products.

IS0 9002 Certification for Support Services .

ENVIRONMENT MANAGEMENT SYSTEM CERTIFICATION

ISO 14001 Certification for Environment.

III. TOTAL QUALITY CERTIFICATION

Golden peacock national quality award, 1996

Rajeev Gandhi National quality award, 1994,1997




TRAINING

Golden Peacock National Training Award for excellence in training, 1997.


















DEPARTMENTS IN MATHURA REFINERY

1) Personnel and Administration department
2) Training department
3) Finance department
4) Internal Audit / Vigilance department
5) Medical department
6) Production department
7) Fire and Safety department
8) Mechanical department
9) Maintenance department
10) Power and Utilities department
11) Materials department (Purchase/store)
12) Instrumentation department
13) Civil maintenance department (Site & township)
14) Technical service department
15) Project department
16) Engineering Services department
17) Pollution control department
18) MIS department
19) Safety Audit
20) Management Services
21) Laboratory





ORGANISATION SET UP OF HUMAN RESOURCE DEPARTMENT AT IOCL











































HUMAN RESOURCE (HR)

ED (HR)


GM (HR)


DGM (HR)



HR TRG. & MS MED

CHRM CM (TRG. &MS) CMO


DGM (HR) is the highest HR officer at a unit
CHRM – Chief Manager (HR)
CM (TRG & MS) – Chief Manager (Training and Management Services)
CMO – Chief Medical Officer



At each unit of IOCL, employees are divided in two categories.

1) OFFICERS
2) STAFF( NON OFFICERS)

EMPLOYEE’S AS PER CADRE

For Officer’s Category:

Grade ‘I’ – Executive Director (ED)
Grade ‘H’ – General Managers (GM)
Grade ‘G’ – Deputy General Managers (DGM)
Grade ‘F’ – Chief Managers (CHM)
Grade ‘E’ – Sr. Managers
Grade ‘D’ – Managers
Grade ‘C’ – Deputy Managers
Grade ‘B’ – Sr. Officers/ Engineers
Grade ‘A’ – Officers (Engineers of mechanical (ELE), Personnel (PAO), Civil (CLE)

ED is the Head person of Refinery i.e. only of one unit of IOCL.

For Staff Category:
• Grade ‘VIII’ – Master Optr, Tech., O.S., Master Loco Optr, P. Sister, Sr. Chemist
• Grade ‘VII’ – Optr A/I, Tech I, SOA, Jr. Accountant, PA, Sr. Loco Optr, Sr. Sister, Chemist etc.
• Grade ‘VI’ – Optr B/II, Tech II, Office Astt, A/c Astt, Sr. Steno, Loco Optr, Astt Chemist etc.
• Grade ‘V’ – Optr C/III, Tech III, Sr. CI/Ty, SAC, Jr. Steno, Sr. Driver, Sr. Nurse etc.
• Grade ‘IV’ – Optr D/IV, Tech IV, Driver, Staff Nurse etc.
• Grade ‘III’ – Shramik-I, Drafty-cum-Messenger, Cook-cum-Bearer, Hospital Attendant
• Grade ‘II’ – Shramik-II, -do-.
• Grade ‘I’ – Shramik-III, -do-.




Entire Staff has to Report to grade ‘A’.
Skilled Workers – Grade VI to VII
Semi-Skilled workers –Grade IV & V
Unskilled Workers –Grade I to III










RECRUITMENT
Recruitment 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. T he result is a poll of applicants from which new employees are selected.




PRELIMINARY

Recruitment action will be initiated by personnel department after obtaining proper sanction of the competent authority.

Recruitment for all posts in grade A and above is made centrally on all India basis. Recruitment for all posts in the staff category is decentralized unit wise.

Only Grade ‘A’ is filled by Recruitment but other Officers Grades are filled by Promotions, Transfers etc. Few Grade ‘VIII’ is promoted to grade ‘A’.

In Staff, only Grade I & IV are recruited. There is a Decentralized Recruitment System for Staff. Promotions are done through interviews.

Recruitment to various posts is normally made at the induction levels in the respective cadres. The recruitment of posts at other than induction levels is met by departmental promotion.

Total recruitment of officers in grade A is met by recruitment from open market and by promotions from staff on the basis of 50 : 50 formula.






Existing employees may apply for any of the post advertised by the corporation from any of the units and will be considered along with others provide they have the prescribed educational qualifications & experience.

Saving clause- nothing in these rules shall affect reservations & other concessions required to be provided for scheduled caste/ scheduled tribes & other special categories of persons in accordance with orders issued with the approval of board of directors from time to time in this regards.




PRINCIPLE

Educational specifications , merit & experience of the right type will be the primary governing recruitment.

Trade test, IQ test or Proficiency test will be given to candidates where ever necessary.

In case of applicants residing in foreign countries, who are found to be prima facie suitable assessment reports may be obtained through the India in embassies in the respective countries. The embassies may take the assistance of technical assistance will be borne by the corporation. The suitability of such applicants may be considered on the basis of the assessment reports.

For recruitment to posts carrying pay the maximum of which not exceed Rs.1250 pre month (unreserved), the locals as registered in & sponsored by local employment exchange will, other thing being equal get preference over others, with priority being given to oustees / landloosers.

while selecting candidates for various posts, the respective selection committees will keep in view the corporations policy based on presidential directive in the matter of reservation of posts as well as certain relaxations allowed to SC / ST candidates / ex serviceman/ physically handicapped.

Preference to candidates possessing NCC training / National apprenticeship.





PROCEDURE OF RECRUITMENT

The following are the sources of recruitment:

1) Employment Exchange
2) Direct Recruitment (Through adv. & other sources)
3) Internal Promotion/ Selection.
4) Transfer on deputation from government or public sector under taking.

RECRUITMENT THROUGH EMPLOYMENT EXCHANGE

The above recruitment has been waived in respect of :

1) Department employee who wishes to be considered in the selection in the competition with external candidates provide they fulfill the minimum qualifications / experience prescribes for the post.

2) Filling up of vacancies by apprentices completing their training under apprentice act 1961, provided that none of the ex apprentices trained by the unit establishment is on the live register of the employment exchange issues a certificate in this regard.














































3) Employment to the departments in case of death / Permanent total disablement of an employee during service.


4) Absorption of surplus hands through inter unit division transfer.
5) Appointment of the outstanding sportsman who have represented in the international/national/ state/ university level tournaments.

RECRUITMENT THROUGH PRESS ADVERTISEMENTS:

1) Direct recruitment action by advertisement of vacancies is to be taken only when the employment exchange in respect to the post to be filled through the employment exchange furnished a “unavailability” certificate, subject to any other arrangement arrived with employment exchange.
2) Advertisements for all the posts in the officer category will normally be issued on all basis in the leading newspapers with large circulation in all regions, including “ Employment Newspaper ”.
3) Advertisements for all non officers posts, where necessary, will normally be issued at least in 2 leading newspaper in the state where the unit/ project is located and in such other newspapers in other states as may be considered necessary.

INTERNAL PROMOTION

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

TRANSFER ON DEPUTATION FROM GOVERNMENT
DEPARTMENT OR PUBLIC SECTORS UNDERTAKING
Transferring the employees in different refineries can also do recruitment.
SELECTION

The selection procedure is concern with securing relevant information about the applicant. This information is obtained in a no. of steps or stages the objective of selection process is to determine whether an applicant meets the qualification for a specific jobs & to choose the applicant who is more likely to perform well in that job. It is defined as “the process of differentiating between applicants in order to identify and hire those with a greater likelihood of the success in the job.”













































PROCESS OF SELECTION :

1) Screening of Application form
2) Selection interview

3) Checking to references
4) Physical Examination
5) Approval by Appropriate Authority
6) Final Selection
7) Employment contract.

SCREENING OF APLLICATION FORM

All the application in response to an advertisement will be kept in proper order and registered. The register shall have the following column in respect of the each category of the posts advertised:

1) Ross/ Reg.No
2) Name and Address
3) Date of Birth
4) Qualification with division and percentage of marks.
5) Experience, in brief
6) Whether SC/ST, Ex-Servicemen, physically handicapped or Departmental Candidates.
7) Whether application receive through proper channel
8) IPO No. & date and amount there of.
The screening of the application will initially be done by personnel department and finalized in consultation with the department concerned.

SELECTION INTERVIEW

Candidates considered suitable for being called for personnel interview shall be asked to report as per the model call letters. Suitable additions may be made to cover particular situations and relaxations, if any , where the same are in accordance with the approved policy or adhoc decision taken by the competent authority.The confidential reports of the candidates belonging to Government departments, public sectors or semi government organizations should be obtained before they are called for interview.

INTERVIEW RATING

1) ATTAINMENTS: Education, occupational training and experience
2) INTELLIGENCE: Basic and effectiveness.
3) SPECIAL APTITUDES: Written and oral fluency of expression, numeric, Organizational ability, administrative skill.
4) INTEREST: Intellectual, Practical, physically active, social, artistic.
5) DISPOSITION: Self Reliance, nature, motivation, acceptability.
6) CIRCUMSTANCES: Domestic, social background and Experience, future Prospective














































CHECKING OF REFERENCES

Each candidate sponsored by the employment Exchange or from the external sources shall fill up the particulars in the prescribed declaration form No.P-11 at the time of interview. The Application Form along with Attested/Photocopies of the relevant certificate should be attached with the declaration form. The dealing Officers of personnel department will check all these documents carefully with the originals before passing the same to the selection committee.

LIST OF DOCUMENTS

1) Documentary evidence in support of his date of birth
2) Education Qualifications Certificate
3) Permission From Pervious employer/ NO OBJECTION CERTIFICATE

4) Documentary Evidence Present/ Last pay and allowances.
5) Particulars of Earlier interview
6) Particulars about Separation from Previous employment.
7) Claims of SC/ST, Physically handicapped, Ex-serviceman etc..

PHYSICAL EXAMINATION

Examination for Physical make up : Health, Physique, Appearance, Hearing, and Speech.

APPROVAL BY APPROPRIATE AUTHORITY

Approval of the competent authority for the minutes of selection committee must be obtained before the offers of appointment are issued to the selected candidates.

The selection committee may recommend the grant of higher initial pay to deserving candidates, with full justification thereof.

The recommendation of the selection committee will be an advisory in character. In the Event Of non acceptance of their recommendations, the appointing authority shall record adequate reasons thereof in the minutes of selection committee.







FINAL SELECTION

After the approval of the competent authority, the selection is final and the candidate concerned may be informed accordingly . Sometimes more than on name may be suggested by the selection committee and approved by the

competent authority for a single position. In such a case, the person whose name is at the top is selected and informed .

EMPLOYMENT CONTRACT

The relationship between the organization and its employees is contractual one, and from this point of view, anyone who is in the employment of the organization and draws salary/ wages as an employee irrespective of the position held by a person through in practice.



































CHAPTER 1
A BRIEF – INDIAN OIL

1.1 INTRODUCTION
Indian Oil Corporation Ltd. is the acknowledged flag-bearer of native corporate success in downstream petroleum business. Born from the vision of achieving self-reliance for the nation, the company came into being on 1st September 1964 with the merger of Indian Refineries Ltd. with Indian Oil Company Ltd., which was set up in 1959 for spearheading petroleum retailing in Indian.

Indian Oil Corporation Ltd. is the largest National Oil Company in Asia Pacific with a sale with a sales turnover of Rs. 1,19,848 Crore and profits of Rs. 6,115 Crore for fiscal 2004
Beginning with sales of 32,000 kiloliters of petroleum products in 1960-61, Indian Oil marketed 47.56 million metric tones of petroleum products in 2002-03. From a humble marketing share of 2.2% in 1960, the company has carved out a market participation of about 52% in fiscal 2004

Indian Oil is the only Indian corporate in the Fortune ‘Global 500’ listing of world’s mega corporate with a ranking of 189 in 2004. The 17th largest petroleum company in the world, Indian oil is ranked 325th and tops the list among the five Indian petroleum companies in Forbes ‘Global 2000’ list, a newly introduced classification of the world’s biggest enterprises in term of a composite ranking of sales, profits, assets and market value. Indian Oil has been adjudged second in petroleum trading among the 15 national oil companies operating in the Asia-Pacific region.

Indian Oil owns and operates 10 out of 18 Refineries at Digboi, Guwahati, Baruni, Gujarat, Haldia, Mathura, Panipat, Chennai, Nagapattinam and Bogaigaon with a combined refining capacity of about 50 million metric tones per annum (MMTPA).

Accounting for 67% of India’s Petroleum Pipelines, Indian Oil operates the widest network of over 7,170 Kms. of Crude Oil and Finished Product pipelines in India with combined capacity of 52.75 MMTPA.

Indian Oil’s countrywide network of over 21,000 sales points is backed for supplies by its extensive marketing infrastructure comprising 169 bulk storage terminals, installations and depots, 93 aviation fuel stations and 79 LPG bottling plants. Its subsidiary, IBP Co. Ltd., is a stand-alone marketing company with a retail spread of over 2,000 sales points.

Indian Oil’s ISO-9002 certified Aviation Service command 68% market share and meet the fuel and lubricants needs of domestic and international flag carriers, Defence Services and private aircraft operators.

Indian Oil’s state-of-the-art applications based R&D Centre is one of the best in Asia, excelling in lubricants technology, refining processes, pipelines transportation and development of bio-fuels. The Centre has developed over 2000 lubricants and grease formulations obtaining several approvals from Original Equipment Manufacturers (OEMs) in Indian Oil Blending Ltd., manufacturers over 450 grades of SERVO® brand of lubricants and greases. The Centre has to its credit over 90 national and international parents. Indian Oil Technologies Ltd., a subsidiary company, was incorporated to commercialize R&D’s innovations and technologies.

In pursuit of the Corporate Vision of becoming a ‘major, diversified, transnational, integrated energy company’ Indian Oil operates across the “Hydrocarbon Value Chain” from Exploration & Production (E&P) of Crude Oil to downstream products including petrochemicals. Indian Oil is evolving from sectoral dominance in downstream business in India to vertically integrated, transnational energy major. The Corporation is making investments in E&P and import/marketing ventures for oil and gas in India and abroad, with a view to emerge as a major player in petrochemicals by integrating its core refining business with petrochemical streams.

Indian Oil is strengthening its existing overseas marketing ventures and simultaneously scouting new opportunities for marketing and export of petroleum products in overseas markets. Two wholly owned subsidiaries are already operational in Sri Lanka and Mauritius, and regional offices at Dubai and Kaula Lumpur are coordinating expansion of business activities in Middle East and South East Asian region.

Indian Oil is an “academy” company with fullfledged training centers across the country building competence, confidence and capability to face the challenges of the market place. The Indian Oil Institute of Petroleum Management at Gurgaon, the Indian Oil Management Centre for learning at Mumbai, and the Indian Oil Management Academy at Haldia have emerged as world-class training and management academies.

Indian Oil has been lending its expertise in several areas of refining, marketing, transportation, training and research & development in countries like Sri Lanka, Kuwait, Bahrain, Iraq, Abu Dhabi, Tanzania, Ethiopia, Algeria, Nigeria, Nepal, Bhutan Maldives, Malaysia and Zambia.

Energizing the business aspirations trough Joint ventures and Strategic Alliances, Indian Oil partners with some of the leading corporates in India and abroad-Lubrizol, NYCO-SA, Elf, Petronas, Oiltanking GmbH, Marubeni, Mitsubishi, etc. to build synergy. To bring the convenience of Hydrocarbon energy, to the people.

The Corporation’s pursuit to benchmark performance and initiatives to achieve excellence in all the core areas as well as relative areas has bestowed a number of international and national awards and accreditations. Reorganization apart from the stream of excellences, Indian Oil dedicates these individual and corporate reorganizations as Earnings for Customers.

1.2 VISION
“Indian Oil nurtures the vision of becoming a major, diversified, transitional, integrated energy company, with national leadership and a strong environment conscience, playing a national role in oil security & public distribution.”

In pursuit of its vision, business opportunities in Exploration & Production, Gas & Gas-to-liquid, Petrochemicals, Power, Information Technology & communications, collaborative, R&D, Exports, Shipping, Training & Consultancy, Engineering & Construction and Transnational operations are being proactively identified and developed.

1.3 MISSION
• To achieve international standards of excellence in all aspects of energy and diversified business with focus on customer delight through value of products and services, and cost reduction.
• To maximize creation of wealth, value and satisfaction for the stakeholders.
• To attain leadership in developing, adopting and assimilating state-of-the-art technology for competitive advantage.
• To provide technology and services through sustained Research and Development.
• To foster a culture of participation and innovation for employee growth and contribution.
• To cultivate high standards of business ethics and Total Quality Management for a strong corporate identity and brand equity.
• To help enrich the quality of life of the community and preserve ecological balance and heritage through a strong environment conscience.

1.4 OBJECTIVES
• To serve the national interests in the oil and related sectors in accordance and consistent with Government policies.
• To ensure and maintain continuous and smooth supplies of petroleum products by way of crude refining, transportation and marketing activities and to provide appropriate assistance to the consumer to conserve and use petroleum products most efficiently.
• To earn reasonable rate of return on investment.
• To work towards the achievement of self-sufficiency in the field of oil refining by setting up adequate capacity and to build up expertise in lying of crude and petroleum product pipelines.
• To create a strong research and development base in the field of oil refining and stimulate the development of new product formulations with a view to minimize / eliminate their imports and to have next generation products.
• To maximize utilization of the existing facilities in order to improve efficiency and increase productivity.
• To optimize utilization of its refining capacity and maximize distillate yield from refining of crude to minimize foreign exchange outgo.
• To minimize fuel consumption in refineries and stock losses in marketing operations to effect energy conservation.
• To further enhance distribution network for providing assured service to customers throughout the country through expansion of reseller network as per Marketing Plan / Government approval.
• To avail of all viable opportunities, both national and global, arising out of the liberalization polices being pursued by the Government of India.
• To achieve higher growth through integration, mergers, acquisitions and diversification by harnessing new business opportunities like petrochemicals, power, lube business, consultancy abroad and exploration & production.

1.5 OBLIGATIONS
• Towards customers and dealers
To provide prompt, courteous and efficient service and quality products at fair and reasonable prices.
• Towards suppliers
To ensure prompt dealings with integrity, impartiality and courtesy and promote ancillary industries.
• Towards employees
Develop their capability and advancement through appropriate training and career planning.
• Expeditious redressal of grievances
Fair dealing with recognized representatives of employees in pursuance of healthy trade union practices and sound personnel policies.
• Towards community
To develop techno-economically viable and environment friendly products for the benefits of the people.
To encourage progressive indigenous manufacture of products and materials so as to substitute imports.
To ensure safety in operations and highest standards of environment protection in its manufacturing plants and townships by taking suitable and effective measures.
• Towards defence services
To maintain adequate supplies to Defence Services during normal and emergency situations as per their requirement at different locations.

1.6 FINANCIAL
• To ensure adequate return on the capital employed and maintain a reasonable annual Dividend on its equity capital.
• To ensure maximum economy in expenditure
• To manage and operate the facilities in an efficient manner so as to generate adequate internal resources to meet revenue cost and requirements for project investment, without budgetary support.
• To develop long term corporate plans to provide for adequate growth of the activities of the Corporation.
• To endeavour to reduce the cost of production of the petroleum products manufactured by means of systematic cost control measures.
• To endeavour to complete all planned projects within the stipulated time and cost estimates.

1.7 ORGANISATIONAL SET-UP
Indian Oil has its corporate office at New Delhi. The registered office of Corporation is in Mumbai, and its Corporate Office is at New Delhi. A Board of Directors manages the Corporation. Besides the Chairman, the Board has the five full time Functional Directors for Refineries, Marketing, Pipelines, R&D Centre, Finance and Human Resource.

The Corporation is broadly divided into five divisions namely, Refineries, Pipelines, Marketing Division, Research & Development and Assam Oil Division. It also has a wholly owned subsidiary i.e. Indian Oil Blending Limited.

Organizational set-up of IOCL and its Refineries situated all over India can be seen as under:




Figure 1.1 : BRANCHES OF IOCL












* Subsidiary Refineries

The divisional objectives are focused towards fulfilling the objectives and obligations of the Corporation. The major factor contributing towards the success story of Indian Oil today is its integrated approach in keeping the divisions together.



CHAPTER 2

RECRUITMENT PROCESS


2.1 THEORETICAL CONCEPTS
Before an organization can fill a job vacancy, it must find people who not only are qualified for the position but also who want a job. Recruitment refers to organizational activities that influence the number and type of applicants who apply for a job and whether the applicants accept the jobs if offered. Thus recruitment is directly related to both human resource planning and selection.
Although it can be quite expensive, organizations have not always viewed recruitment as systematically as other HR functions such as selection. During the coming years, however the importance of recruitment will increase for many organization's for at least two reasons:
• A majority of companies think that they will face shortage of employees who posses the necessary skills for the jobs.
• The downsizing and cost saving measures undertaken by many companies in recent years have left recruitment budgets much smaller than before.
Thus recruiters will have to become acquainted with new and more cost-effective ways of attracting qualified applicants.
2.2 DIAGNOSTIC APPROACH
Various factors in the environment affect the recruitment process. The recruitment process begins with an attempt to find employee with the abilities and attitudes desired by the organization and to match them with the tasks to be performed. Whether potential employee will respond to the recruiting efforts will depend on the attitudes they have developed towards those tasks and the organization on the basis of their past social and working experiences. Their perception of the task will also be affected by the work climate in the organization.
How difficult the recruiting job is depends on a number of factors: external influences such as government and union restrictions and the labour market, plus the employer's requirements and candidates preferences.
2.2.1 External Influences – Govt. & Union Restrictions
Government regulations prohibiting discrimination in employment and hiring have a direct impact on recruiting practices. Although there is no guaranteed way to avoid legal entanglements associated with recruiting, some basic principles of sound recruiting practices can be followed.
• Post notices regarding the availability of a job.
• Publish a list of qualifications necessary to fill the job. Distinguish between essential qualifications and desirable ones.
• Use recruiting sources that will reach the greatest number of potential applicants in the job market.
• Be wary of establishing qualifications that might directly or indirectly exclude members of protected groups.
• Be sure the job qualifications are applied to every applicant in a consistent manner.
2.2.2 Composition of Labour & Location of Organization
As the number of legal requirements has increased, it has become more important for an organization to analyze the composition of workforce. Such analysis is done to determine whether the firm's employment practices are discriminatory. The location of the organization and the relevant market will play a major role in the composition of the work force.
Therefore, government and union restrictions labour market conditions, the make up of the work force and the location of the organization are external forces that affect each other. None of these forces are necessarily more important than any other force. Each of them must be considered in developing a sound recruitment plan that results in an effectively functioning organization.
FIGURE 2.1: DIAGNOSTIC MODEL



































2.3 INTERACTIONS OF THE RECRUIT & ORGANIZATION
The nature of the organization and the goals of the manager are highlighted in the above diagram, as is the nature of the task. The techniques used and the sources of recruits vary with the job. As far as the applicants are concerned, their abilities and past work experience affect how they go about seeking a job.
2.3.1 Organization's View of Recruiting
Several aspects affect recruiting from organization's viewpoint: the recruiting requirements set, organization policies and procedures, and the organizational image.
2.3.2 Recruiting Requirements
The recruiting process necessarily begins with a detailed job description and job specification. Without these, it is impossible for recruiters to determine how well any particular applicant's fits the job. It should be made clear to the recruiter, which requirements are absolutely essential and which ones are merely desirable. This can help the organization avoid having unrealistic expectations of potential employees: an employer might expect applicants who stand first in their class, are president of all extra curricular activities, have worked their way through school, have 10 years of experience and are willing to work for long hours.
Contrasted with this unrealistic approach, the effective organization examines the specifications that are absolutely necessary for the job. Then it uses these as its beginning expectations for recruits.
Finding applicants who possess the needed skills for a job is the "science" of recruiting. Beyond determining whether an applicant has the skills needed for the job, recruitment in the coming years will also have to determine whether the applicant will function well within the culture and value system of the organization. Interview performances in terms of interpersonal styles are one of the most critical factors used by recruiters to evaluate prospective job candidates.
2.3.3 Organization Policies & Practices
In some organization's, HRM policies and practices affect recruiting and who is recruited. One of the most significant of these is promotion from within. This policy means that organization's recruit from outside the organization only at the initial hiring level. They feel this is fair to present loyal employees and assures them a secure future and a fair chance of promotion, and most employees favour this approach. Some employers also feel this practice helps protect trade secrets.
2.3.4 Organizational Image
The image of the employer generally held by the public can also affect the recruitment. All else being equal it is easier for the organization with a positive corporate image to attract and retain employees than an organization with a negative image.
The good or bad, well-known or unknown images of these organization's will affect how they are viewed by the job recruits. The organizations image is complex, but it is probably based on what the organization does and whether it is perceived as providing a good place of work. The larger the organization, the more likely it is to have a well-developed image. A firm that produces a product or service the potential employee knows about or uses is also more likely to have an image for the applicant.
The organization's image is also affected by its industry. These images change. Job applicants can seldom have interviews with all the organizations that have job openings of interest to them. Because there are time and energy limits to the job search, they do some preliminary screening. One of these screens is the image the applicants have of the organization, which can attract or repel them.
In sum, the ideal job specifications preferred by an organization may have to be adjusted to meet the realities of the labour market, government or union restrictions, the limitations of its policies and practices and its image. If an adequate number of quality people apply, the organization may have to adjust the job to fit the best applicant or increase its recruiting efforts.
2.3.5 Potential Employees View of Recruiting
The applicants have abilities, attitudes and preferences based on past work experiences and influences by parents, teachers and others. These factors affect recruits in two ways: how they set their job preferences and how they go about seeking a job.
2.3.6 Preferences of Recruits for Organization & Jobs
Recruits have a set of preferences for a job. The recruit also faces the limitation of labour market, government and union restrictions and the limits organizational policies and practices. The recruit must anticipate the compromises just as the organization does.
What factors affect the organization decision? A more educated set knows the labor market better, have higher expectations of work and find organization's that pay more and provide and more stable employment.
2.3.7 Job Search & Finding a Job
It is not always enough to be simply in the right place at the right time. The effective job searcher creates opportunities in a systematic way. Effective job search involves several steps including self-assessment, information gathering and networking, targeting specific jobs and successful presentation.
The job search process begins with self-assessment. The purpose of self-assessment is for job searchers to recognize their career goals, their strength's and weaknesses, interests values and preferred life styles. This information is later used in the search process to help the applicant assess whether he is fit with a particular job offer. The assessment is similar to what organizational recruiters will be doing, only from the perspective of the applicant.
Information gathering and networking are methods for generating lists of potential employers and jobs, information sources include newspapers, trade publications, college recruitment offices and organizational insiders.
2.4 METHODS OF RECRUITING
Most job openings are filled with people from within the organization and entry-level positions are the most likely to be filled by external sources. Methods for internal recruiting include job posting, skill inventories, job bidding and referrals. Methods of external recruiting include school and college recruiting, advertising, and using employment agencies and executive research firms and the Internet.
2.5 INTERNAL Vs EXTERNAL RECRUITING METHODS
Internal recruiting methods include posting position openings, distributing memos within the organization and searching organizational databases for a match between the skills required to perform the job and the skills held by the current employees. This method of recruiting looks to internal sources to fill positions and encourages promotions from within. External recruiting methods include advertising position. Whether managers choose internal or external-recruiting methods depends on the degree to which organization's strategy encourages promotions and transfers from within the organization. Recruiting from within can lead to job satisfaction and motivation if employees see new career opportunities available. In addition filling positions with existing employees ensures to large extent that these employees are socialized as to the organization's culture and personality. However problems can arise if the internal promotion system is not viewed as fair.
The best way to avoid negative backlash when hiring or promoting from within is to install fair practices and procedures. If steps are taken to ensure a fair internal promotional process, most people will accept their loss and remain productive and useful organizational citizen. External recruiting method helps bring new ideas and approaches to the organization.
2.6 INTERNAL RECRUITING METHOD
2.6.1 Job Positing
Many position can be filled as a result of posting the job opening on the bulletin boards, announcing the opening in a company newsletter or posting announcement on the companies intranet. A job posting procedure enables employees to strive for a better position within the company. Notices of important openings should include all-important information about the job.
Some firms have turned to computers to make their job posting more fruitful. All employees who wish to participate complete questionnaires about themselves, which include items concerning relocation willingness and preferences as well as training and educational backgrounds. A few skills are selected out of the total that best represent their functional skills. When a position needs to be filled the requirements is matched and candidates selected.
Although positing jobs can be an efficient method of recruiting, numbers of problems have been associated. Example it can lead to personal bias and stiff competition.
2.6.2 Skills Inventory
Another recruiting method is the use of skill inventories. Essentially a skills inventory includes a list of employee names, their education, training, present position, work experience, relevant job skills and abilities and other qualifications. The organization can search through the company skill inventory to identify potential candidates for the position opening.
2.6.3 Job Bidding
These procedures typically specify that all jobs covered by the agreement must be fitted by qualified applicants from within the bargaining unit. Those interested in the vacancy bid for the job by applying if they are qualified. The individual fills the position with the highest seniority from among the qualified applicants. In some cases applicants take competitive examinations. However only current employees are eligible.
Using a job bidding system is normally very easy. However it can present some difficulties.
2.7 EXTERNAL RECRUITING METHOD
2.7.1 Campus Recruitment
Recruiting at high school or vocational schools is often a strategic approach adopted by organizations with position openings at the entry level or internal training programs. Recruiting at the college level serves as a major source for acquiring managerial, professional and technical skills.
The gap that exists between the skills that organizations will need over the next several years and those currently possessed by potential employees is growing. The number of jobs requiring a college degree is on the increase. Unfortunately for the organization it is a very time consuming and expensive exercise. But pressures from the external environment will continue to force organizations to be highly visible and active in this kind of recruiting.
In college recruiting the organization sends an employee usually called a recruiter, to a campus interview candidates and describes the organization to them. Coinciding with the visit, brochures and other literature about the organization are often distributed. The organization also runs advertisements to attract the candidates.
In the typical procedure, those seeking employment register at the college placement service. This placement service is a labour market exchange providing opportunities for students and employers to meet and discuss potential hiring. Preliminary interview with employers is done. Students are given detailed influence about the job and the profile. Salaries are negotiated. The expenses are borne by the organization. Many of the changes are designed to reduce overall recruiting costs while maintaining a strong applicant's flow into the organization. The trend seems to be for an organization to develop a stronger, ongoing relationship with a relatively selected number of schools.
2.7.2 Advertising
Advertising job openings in newspapers, magazines, newsletters and other media sources is a relatively inexpensive recruiting mechanism. Advertising is useful for filling open position quickly. Advertising usually does not target a specific audience. Specified defined advertisements will attract qualified applicants, dissuade unqualified ones from applying and making the recruitment process more efficient.

2.7.3 Private Employment Agencies
Private employment agencies vary considerably in size and effectiveness as good sources of employee and must be chosen carefully by employers and job seeking alike. A preliminary interview is conducted for the applicants. Unfortunately some agencies are more concerned with placing employees quickly than in effecting a good match between the employee and the organization. The discrepancy can be reduced if the HR managers give detailed and specific requirements.

2.8 UTILIZING RECRUITING RESOURCES
Companies frequently use a variety of internal and external recruiting strategies to locate and hire their workers. Although one technique may work well for some organizations, the same technique may prove ineffective for others. Some technique may mesh well with the organization's competitive strategy, but others do not.
By integrating both internal and external recruiting techniques, a company can develop an overall recruiting plan that is specifically tailored to support its overall strategy and result in selection of highly qualified applicants.
Exactly how many recruits are needed can be determined from past recruitment efforts. Specifically a yield ratio can be developed for each position to be filled. A yield ratio is the number of candidates who pass a particular recruitment hurdle divided by the number who attempted the hurdle.
It is important to keep in mind that the plan should support the companies overall strategic approach.
2.8.1 Re-recruitment Strategies
Re-recruitment strategy is a series of steps a company can take and retain key employees. Re-recruitment strategies are a good idea, but essential in turbulent times such as after downsizing or a major organizational restructuring. Key employees are defined as employees whose loss would have the most detrimental effect on the organization.
Once the key employers have been located, the next step is to determine what can be done to motivate them to remain with the organization. A flexible work arrangement will mean something different to every employee, so it is important to dearly delineate what key employees want and need with respect to flexibility. Flexibility can also be offered by introducing compressed work weeks, flexible starting times and completion time where workers can leave work for an hour or two to deal with family matters. An increase in the compensation can also help retain a key employee. Retention bonuses have also been used successfully as a means of getting technical staffers. Without a salary adjustment key employees may be stolen away by competitors,
2.8.2 Career Development Opportunities
College graduates entering work force for the first time are clear about their expectations and are less willing to adapt their values and work styles to accommodate to their employers.


The following factors entice first career oriented to stay with the job and the company:
• Immediate involvement in the essential work of the firm.
• The ability to apply newly learned knowledge and skills.
• The opportunity to understand the big picture of the firm.
• Rapid career development.
• Rapid salary advancement.
• The opportunity to learn new skills.
Companies are responding to these needs by offering a variety of programs for new employees. One factor that should be considered prior to selection is the "fit" between the individual career objectives and the career path that can be realistically offered by the firm. Career plateauing which refers to the point in a career where future hierarchical movement is unlikely, has become a real problem in organization's today. Downsizing and restructuring has severely restricted the potential for vertical movement in many managerial career paths.
2.9 ALTERNATIVES TO RECRUITMENT
Another strategic business decision can be made is not to recruit. Instead they can rely on alternative staffing options.




2.9.1 Common Alternative Staffing Options
• Traditional temporary help
A potential employee is recruited, tested, screened and employed by a temporary staffing agency. They assign qualified individuals to work at a client’s site, generally to support or supplement the current work force.
• Long term temporary assignments
It is becoming increasing popular for an organization to staff part of its work force with temporary workers on an ongoing basis. These individuals are not considered short-term replacements, but more a part of the regular work force.
• Part time employees
Workers who work less than 40 hours a week are considered part time employees. They can be organization's pay roll or assigned via a temporary agency.
• Employee leasing
A Company will transfer some of its employees to a leasing firm. The leasing firm then leases back the workers to perform the same job they did for the Client Company. However the leasing firm is now responsible for cost and work associated with the typical HR functions such as Payroll, benefits and record keeping.
• Independent contractors
Independent contractors are self-employed individuals who market a specific skill they posses to a variety of companies. A Company will hire them for a specific project or contract. Payment is usually based on the time and effort the individuals put forth on the project and expenses are frequently reimbursed.

• Outsourcing services
An independent company with expertise area will contract with a firm to take full responsibility for that specific function in the organization.
2.10 EVALUATING THE RECRUITING METHODS
Given the importance of recruiting to the organization the method used in recruiting should be evaluated periodically. One of the most important reasons to evaluate recruiting method is to determine the cost versus benefits of various methods. When recruiting method does not attract enough applicants many organizations' respond by raising the salaries. Although some job applicants may be enticed by money, this may not be a cost-effective method of recruiting. Further employees within the organization may perceive inequity if new employees are brought in at a similar or even higher salary.
Recruiting costs include factors such as the cost of advertising, the salaries and travel expenses of recruiters, travel expenses of potential job applicants and recruiting agencies. These costs must be weighed against factors such as the position of acceptance offers. At a minimum, organizations should compare the length of time applicants from each recruiting source stay with the organization with the cost of hiring from a particular source. The effectiveness of recruiting method varies among organizations and even jobs within the same organization.


1. Existing system being followed for recruitment of:

a) Regular Existing employees through Press Advertisement/Notification of vacancies in the local Employment exchange.
? Department send in their additional requirement of manpower to P&A.
? P&A checks and verifies the Sanction and In position strength of non-officer category of employees. It further checks the reservation position for SC/ ST/ OBS/ Physically Handicapped in case recruitment is to be initiated.
? Number of vacancies to be filled are discussed with the concerned Head of the Department and finalized.
? Approval is obtained from the competent authority for initiation of recruitment action and the nos. to be recruited. Approval is also sought for the procedure to be adopted for recruitment i.e. Notification to Employment Exchange and/or Press Advt.or from previous batches of Trade Apprentices.
? Based on the approval the vacancies are notified to the local Employment Exchange, Mathura. Simultaneously, the vacancies are also notified to the Press if there are no administrative difficulties involved in inviting applicants on a National basis. Assistance of the Public Relations section is taken for the release of the advertisement (both English and Hindi versions) in Employment News/Rozgar Samachar.
? Applications of all candidates in response to the advertisement and those sponsored by the Local employment exchange are then subjected to a two stage screening process:




1st
stage Screened by
P&A For either meeting or not meeting the advertised criteria viz. Qualification, experience, age limit, relaxations, if any, to reserved category and contact labour, departmental candidates.
2nd
stage Concerned
Deptt. On the basis of relevant experience.









? Bio-data of candidates meeting the preliminary requirements is developed.a list of those applicants rejected at stages 1 and 2 (along with reasons of rejection) is also maintained.
? Approval is obtained from the competent authority to conduct test / interviews of the shortlisted candidates.
? Approval is obtained from the competent authority to constitute a selection committee comprising of (as per manual):
• HOD of concerned department.
• Head of P&A department of his representative.
• State govt. representative.
• Minority community representative.
• Lady representative if no. of vacancies to be filled are more than 10nos.
Roll numbers are assigned to shortlisted candidates and call letters dispatched under postal certificate (details of the procedure for written examination has been covered under point no. 1c).




CHAPTER 3
SELECTION PROCESS
3.1 PROCESS
Selection is the process of choosing individuals who have the qualifications to perform a particular job well. Organization differs as to the complexity of their selection systems. Some organization's make a strategic decision to fill positions quickly and inexpensively by scanning application forms and hiring individuals based on this information alone. Other organization's however makes a strategic decision to choose the best person possible by having an elaborate and sometimes costly selection system. These systems may require potential employees to fill out application forms and provide information for a background check, take a number of job related tests, and perform well through a series of interviews. Most organization's have more than one selection process.
3.1.1 Application Blanks and Resumes
The initial screening of potential employees is usually done by examining resumes and 1 or having applicants fill out an application blank. Items that should be requested on an application include general biographical information. Much of information gathered on application blanks is objective so that the human resources manager can verify it. Verification of information on an application is becoming increasingly important to avoid claims of negligent hiring. An employer is guilty of negligent hiring if he or she failed to perform a thorough background check on an employee whose infliction of harm could have been predicted.
Once the application has been verified, it can be numerically scored to make it

comparable to others. The process of qualifying an application is called weighting an application. The use of a weighted application blank involves placing a value or score for the items on the application that have been found to predict successful job performance. Applicants receive points according to the information they report on the form and can then be ranked based on their total points.
Although weighted applicants blanks have been found to be predictive of future performance, the time and cost of developing an effective are often prohibitive.
Resumes are often used instead of application blanks. Job applicants develop their own resumes, which should include essentially standard information.
3.2 TYPES OF SELECTION TESTS
A number of selection tests have been developed to aid the human resources manager in hiring employees. The following section covers mental ability test, work sample tests, trainability tests, personality and interest inventories and honesty tests as selection devices.
3.2.1 Mental Ability Test
Paper and pencil tests have been developed by psychologists and are used by organization's to measure mental ability and aptitude. Ability and aptitude tests examine a variety of tests such as general intelligence, an understanding of spatial relationships, numerical skills, reasoning and comprehension.
3.2.2 Work Sample
Also called performance tests, work sample tests measure the ability to do something rather than the ability to know something. These tests may measure motor skills or verbal skills. Work sample tests should test the important aspects of the job. Since job applicants are actually performing a small portion of the job, it is difficult to "fake" ones ability on these tests.
One of the most effective ways to design work sample tests is by using the results of a job analysis, because the results of a job analysis indicate which tasks are most critical and which are required for successful competition of the task. It is easy to determine which activities need to be represented on the tests.
3.2.3 Trainability Test
For jobs in which training is necessary due to
• The skills level of the job applicants
• Changing nature of the job, trainability tests are useful.
Essentially the goal is to determine the trainability of the candidate. In the first step of the process, the trainer demonstrates how to perform a particular task. Then the job applicants are asked to perform the task while the trainer helps to coach him or her through the process several times. Finally the candidate monitors the performance, recording any errors, to determine the overall trainability of the job applicant.
But work sample tests and trainability test have shown to have high to moderate success predicting job performance.
3.2.4 Personality & General Interest Inventories
Personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations. Personality tests focus on identifying traits or typical behaviours of individuals and are used to measure a variety of traits including aggression, self-esteem and type A behavior. Although personality and general interest inventories are tests that have no "correct" or "incorrect" answers. Interest tests are used to measure an individual's work and career orientations. Personality tests focus on identifying traits or typical behaviours of individuals and are used to measure a variety of traits including aggression, self-esteem and type -A behaviour. Although personality tests can be costly, they can help human resources manager determine individual characteristics to opt suitable candidate obtained from a resume, thus increasing the likelihood of finding a go "fit" between the job position and the employee.
A serious criticism of personality inventories is their tendency to be invasive in that they seek to "uncover” revealing data about a person's psyche. Companies that use this type of pre employment tests must therefore ensure that the information they seek and the way they use this information are relevant to the job in order to prevent lawsuits by rejected applicants.
3.3 INTERVIEW
Most organization's, regardless of size, use interviewing as a selection method. Interestingly, interviews have been criticized for being unreliable sources of information due to perceptual and judgment errors on the part of the interviewer. Example interviewers often form a first impression of the job applicant based on the influence obtained on the application blank or the first two minutes of the interview.
Another type of perceptual error is called the Halo effect. In this case, one characteristic or behaviour of the job applicant overrides all or most other characteristics.
Contrast effects have also been found to distort interviewer judgments about job applicants. Contrast effects occur when the interviewer evaluates a job applicant by comparing this person to previous job applicants.
Other perceptual errors can distort an interviewers evaluation include stereotyping, leniency, strictness and central tendency errors.
Establishing a system for conducting an interview can improve the reliability and validity of interview assessments.
Interviews can be classified into three general categories: structured, semi structured and unstructured.
3.3.1 Structured
When conducting a structured interview, the interviewer asks questions from a prepared list and does not deviate from it except for some follow up questions. During the interview, the interviewer records his or her thoughts and reactions on a standard organizational form. When different interviewer reaches the same or similar conclusion about a given candidate, the interpreter reliability is high. Unfortunately this type of interview is very restricted.
Two most common types of structured interviews are the behavioural description interview and the situational interview.
The behavioural description interview allows you to gather and evaluate information about what candidates have done in the past to predict how they will act in the future. A thorough job analysis of the job is done for which the interview is being developed. The specific KSAOs are uncovered, required by the job as well as appropriate and important behaviours performed by the job incumbents. Next questions will have to be designed which elicit the behaviours.
The second type of structured interview is the situational interview. In this job experts develop questions that focus on situations that might arise in the actual job. It is conducted with a panel of interviewers, each of whom independently rate the applicants. This type of interview is kinder to the applicant because a past example does not have to be provided.
3.3.2 Semi-structured
Here only the major questions are prepared in advance and are recorded on a standardized form. This type of interview involves some planning on the part of the interviewer but allows for some flexibility regarding exactly what and how questions are asked. Although the inter rater reliability is not so high as with structured interview, the information obtained may be richer and possibly more relevant
3.3.3 Unstructured Interview
The unstructured interview involves little planning or no planning on the part of the interviewer. Due to lack of planning, the interviews tend to vary greatly between interviewers and also between interviewees. Unstructured interviews have low reliability and seldom yield valid and useful information.
3.4 MANAGERIAL SELECTION DEVICES
Selection devices for managers can differ from non-managerial employee selection. Assessment centers were developed to tap these numerous managerial skills by collecting work sample information. An assessment center is not a place but a process. In this process trained professional evaluators, called assessors, observe and record and evaluate how a candidate performs in simulated job situations.
Although the validity of assessment center tends to be high, some problems recently have been identified with this selection device.







CHAPTER 4
POLICY AND ELIGIBITY CRITERIA OF RECRUITMENT & SELECTION - PANIPAT REFINERY


4.1 INDUCTION LEVEL & ELIGIBILITY CRITERIA
The induction level for all the disciplines in workmen category is salary Grade IV. The academic qualification, age limit & experience profile etc. prescribed for different positions. In case induction is necessary to higher grades due to job requirements or to clear reservation backlogs, specific prior approval of the Unit Head is taken.
4.2 ENGAGEMENT OF TRAINEES
In compliance with the provisions of Apprenticeship Act, 1961, Apprentices are engaged in specified discipline. The academic qualification, age limit & other eligibility criteria for engagement as apprentices. Management at its absolute discretion, subject to availability of vacancy may consider candidates with Diploma in Engg. who have successfully undergone one year apprenticeship training and with B.Sc qualification, who have successfully undergone 18 months’ apprenticeship training, for engagement as Trainee or for selection in the regular scale of pay in Grade 'IV' in the relevant discipline for a period of one year. However, subject to availability of vacancy, candidates with Matric & ITI qualification who have undergone one-year apprenticeship training are considered only for engagement as Trainees in the relevant discipline for a period of two years. During the training period, the above trainees are paid a consolidated fixed monthly stipend as per rules of the Corporation. After successful completion of training period, the trainees are considered for selection in regular scale of pay in Grade IV.



4.3 IDENTIFICATION OF VACANCIES
The vacancies proposed to be filled in different departments at induction level are worked out taking into account the overall sanction of clusters (“B” + “C”) & in-position strength of workmen in different grades in the respective discipline/department.
4.4 RESERVATION POSITION
As per the Reservation Policy applicable for the state of Haryana, 19% & 27% of total vacancies are reserved for SC & OBC candidates respectively. 3% of the total sanctioned manpower is reserved for Physically Handicapped candidates. 14½ % of the total sanctioned manpower is reserved for Ex-Servicemen candidates (Total reservation position for SC, OBC, PH and Ex-servicemen falls short or in excess as the case may be, of 50% of the vacancy in that category of post filled in that year). Accordingly, the reservation positions are worked out by applying the Reservation Policy in this regard. A sample roster for reservation in different categories.

4.5 APPROVAL FOR FILLING-UP VACANCIES
The concerned department advises HR department to initiate recruitment action for the requisite number of vacancies. Based on this requisition, HR department obtains approval of Unit Head for filling the positions taking into consideration the reservation positions.
4.6 NOTIFICATION/ADVERTISEMENT
HR department is, after obtaining Unit Head’s approval, prepare notification/advertisement indicating the number of vacancies as well as the positions reserved for SC, OBC, PH & Ex-Servicemen. The vacancies are notified to State Employment Exchange, Haryana, and Chandigarh and also in the local press for advertisement.

Apart from notification of vacancies to Employment Exchange, copy of press advertisement send to Employment Exchange, Panipat, Employment Exchange, Chandigarh and authorised associations of SC/ST.

4.7 RECEIPT OF APPLICATIONS & PROCESSING
List of candidates sponsored by the Employment Exchange, Chandigarh & applications received against the press advertisement are scrutinised by HR department in accordance with eligibility criteria prescribed in the notification/advertisement. All applications received in response to the advertisement, up to the last date (mentioned in the advertisement for receipt of applications) is registered and record preserved for future reference. Applications received after the last date doesn't entertain. All applications received up to the last date are stamped bearing the date of receipt and serially numbered.

In case it is found that abnormally large number of candidates (>1:100) meet the minimum eligibility criteria, HR department initiates proposal to shortlist the number of candidates by adapting higher percentage cut-off marks in the basic academic qualification such eligibility criteria and obtain approval of Unit Head to this effect. HR Deptt. after screening prepare a list of eligible candidates to call for written test/trade test/interview.

4.8 FINALISING DATE, TIME & VENUE
HR Department finalises the date, time & venue for conducting written test/trade test & interview in consultation with the concerned HODs.

4.9 CONSTITUTION OF SELECTION COMMITTEE
HR department initiates the proposal-indicating number of candidates to call for written test/trade test & interview, date & venue for constituting a Selection Committee consisting of following representatives and obtain approval of Unit Head:
• DGM of concerned department to act as Chairman
• HOD of the concerned department
• HOD of HR department
• Representative of Minority Community
• Representative of Reserved Community
• State Govt. representative
Members of Selection Committee, once approved by name, by the Unit Head doesn't sub-delegate their responsibilities to any other officer without prior approval of Unit Head. Only the nominated officers are present during the interview process.

4.10 NOMINATION OF EXAMINATION SUPERINTENDENT
The Chairman of the Selection Committee nominates one member from the Selection Committee to act as Examination Superintendent (under intimation to HR Dept) for conducting the written test. It is the responsibility of the Examination Superintendent to ensure that the written test is conducted in fair manner.
4.11 NOMINATION OF INVIGILATORS-CUM-EVALUATORS
Depending upon number of candidates, list of adequate number of invigilators for conducting invigilation during written test and evaluation of test papers prepare separately by HR department under approval of the Chairman of the Selection Committee. These officers conduct the invigilation during written test and conduct the evaluation of test answer papers.



4.12 ISSUE OF CALL LETTERS FOR WRITTEN TEST/TRADE TEST/INTERVIEW
Based on approval, call letters for written test/trade test/interview at least 21 days in advance are sent to eligible candidates.

4.13 COMMUNICATION TO SELECTION COMMITTEE REGARDING WRITTEN TEST/ TRADE TEST/INTERVIEW
HR department communicates date, time & venue for conducting written test & interview to District Employment Officer and all the members of the Selection Committee.

4.14 WRITTEN TEST
The concerned DGM nominates three officers for setting three different sets of question papers separately for the written test. Out of these three different sets, one set of final question paper prepared by the fourth officer who is nominated by the concerned DGM one day prior to the date of test in his presence. For making final sets, one or two officers who are required to assist him for typing and making copies, sets of question papers are also nominated by the concerned DGM simultaneously.

The question papers for written test are objective types with multiple-choice answers. The officer nominated for setting the final sets of question prepare the sets of questions one day prior to the date of test and make room-wise packets of question papers. All the question paper packets are sealed and kept under his custody. The authorised officer brings all the question paper packets under sealed cover to the test centre.




A certificate indicating that “PACKETS BROUGHT TO THE TEST CENTRE FOUND SEALED AND OPENED IN MY PRESENCE” is duly signed by the Examination superintendent and kept on record. The unopened packets/unused question papers are handed over to HR department after the test.

4.15 TRADE TEST/SKILL TEST
For recruitment of certain specified categories of workmen, trade test is conducted in addition to the written test. The modalities of trade test is decided & conducted by members of Selection Committee. The performance of the candidates also evaluates by the members of the selection committee and results are displayed on the same day.

For Steno-Clerk, the skill test (shorthand & typing) is conducted either by engaging some professional agency or by Panipat Refinery.

4.16 INTERVIEW
The Selection Committee conducts the interview. Out of total marks allocated for interview (indicated at table given at Sr.No.17), the distribution of marks is as under:
Job knowledge : 8
Aptitude : 8
Personality : 4
Total : 20







4.17 SELECTION CRITERIA
The overall performance of candidates is assessed on the basis of marks obtained by them in written test/trade test & interview. The total marks and minimum qualifying marks for selection of candidates for various posts are per following table:



Table 4.1 : SELECTION CRETERIAL MARKS

Total Marks Minimum Qualifying Marks
Department Written test Trade/skill test Interview Total Written test Trade test Interview Total
Gen SC/OBC Gen SC/ OBC Gen SC/ OBC Gen SC/ OBC
Mech. Maint 40 40* 20 100
20 16 20 16 10 8 50 40
P&U 80 0 20 100
40 32 - - 10 8 50 40
Instrument 80 0 20 100
40 32 - - 10 8 50 40
Production 80 0 20 100 40 32 - - 10 8 50 40
Materials 80 0 20 100
40 32 - - 10 8 50 40
H.R 30 50 20 100
15 12 25 20 10 8 50 40
Q.C 80 0 20 100
40 32 - - 10 8 50 40
F&S 60 20 20 100
30 24 10 8 10 8 50 40

* For initial engagement as trainee/apprenticeship, trade test is not necessary. However, while considering them for selection in the regular scale of pay in Grade ‘IV’, they are subjected to trade test wherever applicable. Thus, for initial engagement the performance of candidates is assessed assigning 80 marks in written test instead of 40 marks. Accordingly, the minimum qualifying marks stand changed.

The Selection Committee while finalising the select list ensure that the selected candidates have individually scored not less than the qualifying marks separately in written test/trade/ (wherever applicable) and interview. The final selection of candidates is done in order of merit based on the overall performance of candidates in the selection process. The Selection Committee selects no candidate who scores less than the qualifying marks in any test/interview.

4.18 EVALUATION
Only the authorised officers evaluate answer papers of written test on the same day (i.e., the day of holding the written test).

The Examination Superintendent ensures cross checking of 100% answer papers by the same set of evaluators. This is done in consultation with the DGM of the department concerned who is nominated to act as Chairman in the Selection Committee. In case of any conflicting evaluations, the Examination Superintendent himself evaluates the answer paper and his decision is final. The Examination Superintendent is required to submit a certificate to the Selection Committee that 100% of the answer papers are checked and cross-checked.

The marks sheet for the marks obtained in the written test are prepared and the Examination Superintendent countersigns the same.

4.19 CRITERIA FOR CALLING CANDIDATES FOR INTERVIEW
Out of total number of candidates scoring minimum qualifying marks, only certain fixed number of candidates are called for interview. Normally, the number of candidates to be called for interview shall not exceed the ratio of 1:5. However, the number of candidates called for interview can be reduced in case sufficient number of candidates doesn’t score the minimum qualifying marks. In case, no candidate scores the minimum qualifying marks, the Selection Committee records the same and sign a minutes to this effect.

The examination Superintendent prepares and approves the list of candidates qualified for interview for display at the centre. The HOD of HR Deptt. displays the list at the centre on the same day of holding the written test.

Depending upon number of candidates and availability of time, candidates qualified for interview are interviewed either on same day or next day.

4.20 MINUTES
The Selection Committee members make individual marking on performance of the candidates during the interview. The average of the marking is tabulated to finalise the selection and prepare minutes of the Selection Committee. This is done immediately after completion of the interview and each member signs the minutes on the same day. The HR Deptt. representative in the Selection Committee ensures the approval of the Unit Head on the minutes same day. The Selection Committee may also ensure that the number of candidates recommended for appointment does not normally exceed 1:3 unless approved in advance by the Unit Head.

Candidates having basic requisite academic qualification but not having required experience may engage as trainee for a period of one year. During the period of training, the trainees are paid a consolidated fixed monthly stipend as per rules of the Corporation. After successful completion of training period, these trainees may consider for selection in regular scale of pay in Grade ‘IV’.

4.21 COMMUNICATION TO SELECTED CANDIDATES/ISSUE OF OFFER OF APPOINTMENT
After approval of the Unit Head on the recommendations of the Selection Committee, the selected candidates on the same day (i.e. day of holding interview) is advised in writing to report to Refinery Hospital for medical check-up. However, formal appointment letters are sent to selected candidates in order of merit by Registered post on the same day or next working day. Normally, the candidates are expected to join within 30 days of the issue of the appointment letter.

The panel of candidates found suitable for appointment, normally valid for a period of six months only. However, the validity of the panel can extend for a further period of six months, after obtaining Unit Head’s prior approval.

4.22 RECEIPT OF ACCEPTANCE OF OFFER OF APPOINTMENT
Candidates who are offered the post send their acceptance for the post in prescribed format to HR Deptt. within the time limit mentioned in the appointment letter.

4.23 REQUEST FOR EXTENSION OF JOINING TIME
Some candidates may seek extension of joining time. Depending upon merit/proper justification, such request is processed by HR Deptt. for approval of DGM (HR). The total extension period doesn't exceed further period of 45 days. This process must complete within two days of receipt of request and communicated to candidate immediately.

4.24 REPORTING FOR JOINING
On reporting for duty, HR Deptt. verify and complete induction formalities. After completing induction formalities, the candidate introduced to his concerned departmental head.

4.25 ELIGIBILITY CRITERIA
The overall Eligibility Criteria for Recruitment & Selection, candidates are assessed on the basis of Education & Technical Qualification and Experience to appear in written test/trade test & interview. The details of minimum qualification for appearing the candidates in written test/trade test & interview for different post are shown in Table No. 4.2 to 4.17.
CHAPTER 5
RESEARCH METHODOLOGY
5.1 SOURCES OF DATA COLLECTION :
In order to study the effectiveness of the existing system of Recruitment & Selection Practices at Panipat Refinery in the light of emerging competitive scenario, the techniques of date collection have been applied:
• Primary Sources
The primary data will be obtained on wide scale ranging from pre-designed formats to open ended interviews. The primary means will be:
Questionnaire will be administered to the executives in HR Department of Panipat Refinery.
Discussions will be held with employees in order to obtain their views on the recruitment strategies followed by Panipat Refinery.
• Secondary Sources
Secondary data will be obtained from Human Resource Deptt. of Panipat Refinery.
• Sample Design
Type of sampling: Random-sampling method will be used to collect data.
5.2 SURVEY PROCESS
5.2.1 Survey through designed & tested questionnaire
A questionnaire was designed and tested on small sample of 10 (ten) executives of HR and improved feedback was given. The questionnaire (Shown in Annexure) was given to 22 Nos. of executives of HR i.e., 78.57% of total number of executives of HR Deptt. of Panipat Refinery. The sample consisted of executives of HR in Grade A to Grade G. They were requested to give their objective opinion on Effectiveness of Recruitment & Selection Practices at Panipat Refinery on their experience of HR deptt.

Details of respondents:
Out of total 28 Nos. executives of HR, 22 (78.57%) executives were given the questionnaire. 20 being (71.42%) of the total executives strength returned the questionnaire duly filled in. These include respondents from each grade. Analysis of the responses received through questionnaire have been worked out and findings are presented hereunder:

Table No. 5.1 : Detail of Respondents Grade-Wise
Grade Total Strength No. of Sample Total Respondents
G 1 1 1
F 3 2 2
E 3 2 2
D 5 4 4
C 5 5 4
B 6 5 5
A 5 3 2
Total - 28 22 20

There are 10 (Ten) grades in executive category starting from Grade - A to Grade -G in IOCL. However, at Panipat Refinery there are only 07 (Seven) grades starting from Grade-A to Grade-G in HR Deptt.

Table No. 6.2 : Age Profile of the Respondents
Age No. %age
Below 30 years 3 15
31-35 years 2 10
Above 36 years 15 75
Total 20 100

It appears from the above figure that majority of the respondents are in the age group of above 36 years (75%). The age groups below 30 years are (15%) and the age groups 31-36 years (10%).

Table No. 5.3 : Educational Background of the Respondents
Qualification Number %age
Post-Graduate or Post Graduate Diploma (PGDM) 7 35
MBA 12 50
MBBS 3 15
Total 20 100



The respondents of questionnaire are having varying educational background. The largest number 10 (50%) respondents are MBA holders followed by Post-Graduate or Post- Graduate Diploma in Management which number is 7 (35%). Balance are MBBS 03 (15%).

Table No. 5.4 : Respondent’s Work Experience in IOCL
Year Total %age
Up to 5 years 2 10
6 – 10 years 2 10
11 – 15 years 4 20
Above 16 years 12 60
Total 20 100



Maximum respondents i.e. 12 Nos. (60%) are having work experience of above 16 Years followed by 4 Nos. (20%) having work experience of 11-15 Years. Balance 2 Nos. (10%) and 2 Nos. (10%) have work experience of 6-10 Years and up to 5 Years respectively.


5.2.2 Survey through Discussion with Employees (non- executive)

Discussion points were designed and tested with non-executives of Panipat Refinery and improved based on their feedback. The discussion points (Shown in Annexure) were described to 20 Nos. of non-executives out of total 448 non-executives of Panipat Refinery. There are five grades of non-executives of Panipat Refinery as Grade IV to Grade VIII (Details in Table No. 5.5). The total 20 Nos. selected interviewees were selected from 4 Nos. each grade of non-executives. They were requested to give their time for discussion about the “Effectiveness of Recruitment & Selection Practices at Panipat Refinery” on their experience of Panipat Refinery.

Table : 5.5 : Detail of Interviewees Grade-Wise
Grade Total Strength Total Interviewees
VIII 7 4
VII 92 4
VI 103 4
V 188 4
IV 58 4
Total - 448 20

Table : 5.6 : Detail of Interviewees Age Wise
Age Interviewees %age
Below 25 years 5 25
26-30 years 7 30
Above 31 years 8 35
Total 20 100

It appears from the above figure that majority of the interviewees are in the age group of above 31 years (35%). The age groups of 26-30 years are (30%) and below 25 years are (25%).

Table : 5.7 : Educational Background of Interviewees
Qualification Interviewees %age
ITI or Equivalent 2 10
Diploma 6 30
Graduate/ Post graduate 5 25
Bachelor degree of Engg. 7 35
Total 105 100


The interviewees are having varying educational background. The largest number 7 (35%) interviewees are Engg. degree holders followed by Diploma holders which number is 6 (30%). Balance are Graduate/ Post graduate 5 (25%) and ITI or equivalent 2 (10%).

Table : 5.8 : Interviewee’s Work Experience in IOCL
Years Interviewees %age
Upto 5 years 3 15
6 – 10 years 11 55
Above 11 years 6 30
Total - 20 100


Maximum interviewees 11 Nos. (55%) are having work experience of 6-10 years followed by 6 Nos. (30%) having work experience of above 11 years. Balance 3 (15%) has work experience of upto 5 years.






CHAPTER - 6
ANALYSIS

6.1 QUESTIONNAIRE ANALYSIS:
Details of questionnaire analysis as given below:

Ques. No. 1
Which method of Recruitment & Selection Practices are most suitable at Panipat Refinery?

Table No. 6.1 : Response Details of Ques. 1
Options Response %age
Direct Recruitment 14 70
Employment Exchange 2 10
Both 4 20
Total - 20 100



In the above question the executives were asked to give their opinion on best method of recruitment & selection practices at Panipat Refinery according to them. The majority of respondents i.e. 70% are in favour of Direct method of recruitment & selection practices at Panipat Refinery. However, 20% respondents gave their opinion in favour of both i.e., Direct as well as through Employment Exchange and balance 10% respondents are in favour of through Employment Exchange.

Ques. No. 2:
What kind of Recruitment & Selection Practices give the best results according to you at Panipat Refinery?

Table No. 6.2 : Response Details of Ques. 2
Options Response %age
Direct Recruitment 16 80
Employment Exchange 1 5
Both 3 15
Total - 20 100



In the second question, 80% respondents are in favour of the Direct recruitment & selection practices with regards to best result at Panipat Refinery. However, 15% respondents are in favour of both the system i.e. Direct as well as Employment Exchange and balance 5% is in favour of Employment Exchange.

Ques. No. 3:
Are you satisfied with the present Recruitment & Selection Practices of Panipat Refinery?

Table No. 6.3 : Response Details of Ques. 3
Options Response %age
Yes 18 90
No 2 10
Total - 20 100



In the above question, the 90% executives are satisfied with the present recruitment & selection practices of Panipat Refinery and balance 10% respondents are not satisfied with present method.

Ques. No. 4:
Do you think, there has been a change in Recruitment & Selection Practices over the years in Panipat Refinery?

Table No. 6.4 : Response Details of Ques. 4
Options Response %age
Yes 3 15
No 17 85
Total - 20 100



In response to the above question, 85% respondents are of the opinion that there is no change in recruitment & selection practices of Panipat Refinery over the years. However, 15% respondents have expressed their opinion about the changes in present recruitment & selection procedures.

Ques. No. 5:
Do you think the Direct Recruitment & Selection Practices is quite long process?

Table No. 6.5 : Response Details of Ques. 5
Options Response %age
Yes 16 80
No 4 20
Total - 20 100



As per the survey, 80% respondents think that the direct recruitment & selection practices is a long practices of recruitment but 20% respondents are against the above opinion.

Ques. No. 6:
Is internal hiring helps in motivating the employees?

Table No. 6.6 : Response Details of Ques. 6
Options Response %age
Yes 17 85
No 3 15
Total - 20 100



To the above question, the maximum respondents i.e., 85% are in favour of internal hiring method. However, 15% respondents don’t believe in the above opinion.

Ques. No. 7:
Do you think Panipat Refinery's Recruitment & Selection Practices is quite rigid in terms of eligibility criteria?

Table No. 6.7 : Response Details of Ques. 7
Options Response %age
Yes 19 95
No 1 5
Total - 20 100


The 95% respondents expressed their view that Panipat Refinery is very rigid in terms of the eligibility criteria for recruitment & selection practices. However, least respondents i.e. only 5% have not agreed to the above opinion.

Ques. No. 8:
In selection process, do you think innovative techniques (like stress level test, psychometrics Test) should be adopted.

Table No. 6.8 : Response Details of Ques. 8
Options Response %age
Yes 17 85
No 3 15
Total - 20 100



In the above question, 85% respondents have given their nod that Panipat Refinery should adopt the innovative techniques (like stress level test, psychometrics test) in selection process of the personnel. However, 15% are against it.

Ques. No. 9:
Has Government interference in deciding the quotas for SC/OBC/PH/EXSM affected the Manpower Planning?

Table No. 6.9 : Response Details of Ques. 9
Options Response %age
Yes 18 90
No 2 10
Total - 20 100



In response, 90% respondents agreed to the above question. However, 10% executives have not agreed to the above opinion.

Ques. No. 10:
On what factors the candidate is assessed fit for a job?

Table No. 6.10 : Response Details of Ques. 10
Options Response %age
Education 1 5
Experience 1 5
Career Expectation 2 10
All the above 16 80
Total - 20 100



80% respondents have expressed their opinion that a candidate should be treated fit who have deserved all the three criteria for a job i.e. education, experience and career expectation. Out of above, 10% respondents feel that career expectation should be the best. However, 5% respondents are in favour of experience & rest 5% is in favour of education.

Ques. No. 11:
Does the company undertake subjective assessments of personality and communication ability?

Table No. 6.11 : Response Details of Ques. 11
Options Response %age
Yes 14 70
No 6 30
Total - 20 100



In the above question, the maximum executives i.e., 70% have given their opinion in favour of yes and balance 30% respondents are against the above opinion.

Ques. No. 12:
What are the organizational factors, which affect the Recruitment & Selection Practices at Panipat Refinery?

Table No. 6.12 : Response Details of Ques. 12
Options Response %age
Organizational Image 13 65
Relations with unions 2 10
Both 5 25
Total - 20 100


In the above question, 65% respondents gave their opinion that Organizational Image affects the recruitment & selection practices at Panipat Refinery. However, 35% respondents feel that the both organizational image and relation with unions affects the recruitment & selection practices and balance 10% feel that relation with unions affect the recruitment & selection practices.

Ques. No. 13:
Does the company propagate ideas like “Come Grow with us” & “Learning environment”?

Table No. 6.13 : Response Details of Ques. 13
Options Response %age
Yes 17 85
No 3 15
Total - 20 100



85% respondents have given their opinion in favour of yes on the above topic. However, 15% respondents have not agreed on the above topic.

Ques. No. 14:
How important is job definition in the Recruitment & Selection Practices?

Table No. 6.14 : Response Details of Ques. 14
Options Response %age
Most Important 18 90
Least Important 2 10
Total - 20 100



90% respondents replied that the job definition in the recruitment & selection practices is the most important but 10% respondents have not agreed to the above opinions. They are in favour of least importance.

Ques. No. 15:
What techniques are used to gauge the capability & aptitude of candidates?

Table No. 6.15 : Response Details of Ques. 15
Options Response %age
Written Test 5 25
Trade Test 3 15
Interview 2 10
All the above 10 50
Total - 20 100



In the above question, 50% respondents have expressed their opinion that all the above criteria i.e. written test, trade test and interview are the best techniques to gauge the capability & aptitude to a candidate for selection. However, 25% respondents are in favour of written test, 15% in favour of trade test and balance 10% are in favour of interview.

Ques. No. 16:
What measures are adopted for “career development” within and outside the
organization?

Table No. 6.16 : Response Details of Ques. 16
Options Response %age
Training 4 20
Motivation 1 5
Higher responsibility 2 10
All the above 13 65
Total - 20 100



In response to the above question, 65% respondents expressed their opinion in favour of all the above i.e. training, motivation and higher responsibility. However, 20% are in favour of training, 10% in favour of higher responsibility and balance 5% are in favour of motivation.


6.2 DISCUSSION POINTS ANALYSIS

Result of discussion point with non-executives is given below:
The results of the semi-structured interviews with the non-executives of Panipat Refinery have been summarized below:

POINT 1 :
Do you feel that the Recruitment & Selection Practices at Panipat Refinery is one of the best procedures?

Various opinions on the above have been expressed by the interviewees they have expressed that the present practices for recruiting & selecting practices at Panipat Refinery is one of the best procedures.

POINT 2 :
Do you feel that Recruitment & Selection Practices presently being followed should be modified?

Some of the interviewees are satisfied with present practices being followed at Panipat Refinery. However, some expressed their suggestion as under:

a. Preparation of question paper on same day of interview/test by board.
b. The written test, double checking/screening by the different examiners of the answer sheet and interview should be complete on same day.
c. The publishing of result and offer to suitable candidate should be given on the same day to avoid the political/other influence.

POINT 3 :
Do you feel any political influence in Recruitment & Selection Practices at Panipat Refinery?

The interviewees denied the political influence in recruitment & selection practices at Panipat Refinery. However, they expressed their opinion that some delay in finalizing the selection procedure has occurred due to political influence. Therefore, Panipat Refinery should adopt one-day recruitment & selection criteria.

POINT 4 :
Do you feel that the Recruitment & Selection Practices at Panipat Refinery should be adopted through Campus Interview like officers?

The maximum interviewees are in favour of campus interview for the reason mentioned blow:
a. Lot of time can be saved in selecting the candidates through campus interview.
b. Adopting the campus interview can save a lot of recruitment & selection cost.
c. Good candidate can be selected through campus interview.
d. At minimum cost & time, the board has lots of the options to select the best candidate.

POINT 5 :
What should be the changes in Recruitment & Selection Practices at Panipat Refinery so that the multi-skilled personnel could be recruited to compete the future challenges of Indian Oil in every sphere of the activities?

Some interviewees are satisfied with the present recruitment & selection practices being followed by Panipat Refinery. However, some of them have pleaded that to cope up with the future challenges, multi-skilled personnel should be recruited such as advanced computer knowledge, technical knowledge with management qualification, etc.

POINT 6 :
What techniques are used to gauge the capabilities and aptitudes of candidates?

The maximum interviewees have expressed their faith in Written Test, Trade Test and Interview. However, some of them pleaded for Group Discussions and Group Tasks.




POINT 7 :
How do you tailor the manpower plan at Panipat Refinery?

Some of the interviewees have expressed their opinion that manpower planning at Panipat Refinery should be made as per the following criteria:

a. The total business volume.
b. Round the clock working environment.
c. Infrastructure and latest technology.
d. Superannuating profile.
e. Future Diversification Planning of the organization.

POINT 8 :
According to you at which levels interviewing panel is formed and what is the basis for choosing the panel?

The most of the interviewees are in the opinion that the panel for the interview board should be of HOD level in the following field:

a. Chairman of the Board - DGM
b. Concerned HOD
c. Head of Finance Deptt.
d. Head of HR Department

POINT 9 :
How are resumes screened and filtered?

The maximum interviewees have given their opinion the above points, the resumes are screened & filtered according to the advertised eligibility criteria only. No relaxation is given out of the criteria, so to get the best candidates.

POINT 10 :
Do you think the environmental factors have affected the recruitment & selection at Panipat Refinery?

The interviewees are of the opinion that there is no effect of environment in recruitment & selection procedure at Panipat Refinery because Indian Oil is good paymaster. Hence, there is no problem in inducted quality force. Quality personnel are attracting towards Indian Oil since it has good infrastructure, environment, pay packets, fringe benefits etc.


















CHAPTER 7

CONCLUSIONS & SUGGESTIONS



CONCLUSION:
The responses received from employees were analyzed properly and it is concluded that the direct method of recruitment and selection is to meet suitable and gives the best results. However, it has also been opined that this method is time-consuming. Satisfaction level of employees is high about the present practice of recruitment & selection of Panipat Refinery and they want continuance of the same practice in future. It has been expressed that eligibility criteria are very rigid, but for such dispute-prone activity of recruitment & selection, rigidity of norms are necessary.

The employees are of the view for good and healthy sign of Panipat Refinery can survive the future challenges by hiring of the multi skilled and career expected personnel through Stress Level and Psychometrics Test. But, they are of the opinion that it will be better if all the process of recruitment & selection, i.e., written test, trade test, & interview can be done on the same day. Most of the employees have responded that at Panipat Refinery selection should be through campus interview and Internet.

Therefore, based on the response received from the employees, we reach to the conclusions that the recruitment and selection practices of Panipat Refinery are quite satisfactory and effective in identifying & inducting quality workforce, yet the following suggestions, if implemented, can make the recruitment & selection process more effective at Panipat Refinery:



SUGGESTIONS:

• Implementation of the Presidential Directives is one of the bottlenecks in inducting quality workforce.

• Relaxation to SC/OBC/PH/EXSM though towards fulfillment of social obligations of a company, however, is not a professional approach.

• Psychometric Test, Stress Level Test should be introduced.

• At times, we get applications of candidates having more than required qualification for some specified post, & we can't short list the candidate for that specified post because of laid down eligibility criteria, some relaxation should be made & such candidates having potential can be inducted at mid level such as Grade VI to VII.

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

• Recruitment & Selection through Internet is not the practice at IOCL, which should be introduced.

• Campus interviews should be introduced in order to get best candidates at minimum cost & time.

• One-day recruitment & selection criteria should be adopted to avoid political influence.

• Multi-skilled personnel should be recruited.


CHAPTER 9

FUTURE RESEARCH



• All Refineries of Indian Oil Corporation Limited (IOCL) can be taken as a universe for further study in future.

• Each division of Indian Oil Corporation Limited (IOCL) separately can be taken as a universe for further study.




















BIBLIOGRAPHY


• IOCL Annual Report (2001-2002)

• IOCL HR Manual.
• Robins, D ( 1998) : HUMAN RESOURCE MANAGEMENT. Prentice Hall, New York.
• John M Ivancevich : HUMAN RESIRCE MANGEMENT, Irvin Chicago, London
• Jose P Abraham, 1998, "To Grapple With Attrition" , Human Capital
• J.M.Rao, 1998, "Scouting for Talent " , Human Capital
• Raymond A.Noe, John R. Hollenbeck, Bary Gerhart, Patrick M Wright : HUMAN RESORCE MANAGEMENT "
• Tojo Jose, 1999, "Heading Towards the Best"
• Wendell L.French, 1994 : HUMAN RESORCE MANAGEMENT
• Findings of the BT - MBL - RCG qualitative survey, 1996, "the Business Today -Experimental Guide To Recruitment" Business Today, Jan 7-21









ANNEXURE


July 2, 2003
Dear Sir/Madam,
I am doing MBA course from Indira Gandhi National Open University, New Delhi. As part of curriculum in the MBA course, I am presently carrying out a research work titled “Effectiveness of Recruitment & Selection Practices at Panipat Refinery”.
As you are aware that the business and industry in India is going through a phase of change as never witnessed before. Given the size of national economy, the role of Public Enterprises and the emerging diversity & dynamism in the private sector; it is difficult to describe its accurate scope. A healthy national economy is dependent upon healthy growth in business and industry. This in turn, primarily depends upon the quality & potential of its Human Resources. Thus, the most important factor for survival and development of the Organisation, particularly in this age of rapid change and growth, is human capacity. Customer oriented, quality conscious, cost efficient and multi-skilled manpower will determine the core competency of modern organizations, for it is the man behind the machine and not the machine alone that will provide the cutting edge. In this scenario the recruitment & selection practices should be obtained at minimum cost and maximum quality of employees so that the human resource requirement could be achieved.
For carrying out the research, a questionnaire has been prepared to elicit your views concerning Effectiveness of Recruitment & Selection Practices at Panipat Refinery. I request you to kindly spare your valuable time and furnish your unbiased response to the enclosed questionnaire.
Your feedback shall be kept strictly confidential and shall be used for the purpose of this thesis only.

Thanking you,

Yours faithfully,

(SK SHREEVASTAVA)
QUESTIONNAIRE
Guideline for filling the questionnaire:
- Please mark an ? against the box which most appropriately reflects your view:

Ques. No. 1: Which methods of Recruitment & Selection Practices are most suitable at Panipat Refinery?

? Direct Recruitment ? Employment Exchange

? Both


Ques. No. 2: What kind of a Recruitment & Selection Practices gives the best results according to you at Panipat Refinery?

? Direct Recruitment ? Employment Exchange

? Both


Ques. No. 3: Are you satisfied with the present Recruitment & Selection Practices of Panipat Refinery?

? Yes ? No


Ques. No. 4: Do you think, there has been a change in Recruitment & Selection over the years in Panipat Refinery?

? Yes ? No


Ques. No. 5: Do you think the direct Recruitment & Selection Practices is quite long process?

? Yes ? No


Ques. No. 6: Is internal hiring helps in motivating the employees?

? Yes ? No

Ques. No. 7: Do you think Panipat Refinery's Recruitment & Selection Practices is quite rigid in terms of eligibility criteria?

? Yes ? No


Ques. No. 8: In selection process, do you think innovative techniques (like
stress level test, psychometric Test) should be adopted.

? Yes ? No


Ques. No. 9: Has Government interference in deciding the quotas for SC/OBC/PH/EXSM affected the manpower planning?

? Yes ? No


Ques. No. 10: On what factors the candidate is assessed fit for a job?

? Education ? Experience

? Career Expectation ? All the above


Ques. No. 11: Does the company undertake subjective assessments of personality and communication ability?

? Yes ? No


Ques. No. 12: What are the organizational factors, which affect the Recruitment & Selection Practices at Panipat Refinery?

? Organisational Image ? Relations with unions

? Both


Ques. No. 13: Does the company propagate ideas like “ Come Grow with us”, “learning environment”?

? Yes ? No

Ques. No. 14: How important is job definition in the Recruitment & Selection Practices?

? Most Important ? Least Important


Ques. No. 15: What techniques are used to gauge the capability & aptitude of candidates?
? Written Test ? Trade Test

? Interview ? All the above


Ques. No. 16: What measures are adopted for “career development” within and outside the organization?

? Training ? Motivation

? Higher responsibility ? All the above




DISCUSSION POINTS:

1. Do you feel that the Recruitment & Selection Practices at Panipat Refinery is one of the best procedure?

2. Do you feel that Recruitment & Selection Practices presently being followed should be modified?

3. Do you feel any political influence in Recruitment & Selection Practices at Panipat Refinery?

4. Do you feel that the Recruitment & Selection Practices at Panipat Refinery should be adopted through Campus Interview like officers?

5. What should be the changes in Recruitment & Selection Practices at Panipat Refinery so that the multi-skilled personnel could be recruited to compete the future challenges of Indian Oil in every sphere of the activities?

6. What techniques are used to gauge the capabilities and aptitudes of candidates?

7. How do you tailor your manpower plan and company business plans keeping in view the requirement of Company?

8. According to you at which levels interviewing panel is formed and what is the basis for choosing the panel?

9. How are resumes screened and filtered?

10. Do you think the environmental factors have affected the recruitment
& selection at Mathura Refinery?


Project Feedbacks

Author: Member Level: BronzeRevenue Score: 3 out of 53 out of 53 out of 5
Hi
Being a MBA student myself, I would like to state that this is one of the best projects i have ever seen. It will be very helpful for the future MBA graduates. Overall it has been a great project
Thanks
Ambarish


Author: Member Level: GoldRevenue Score: 2 out of 52 out of 5
I have read so many articles and books regarding recruitment & selection procesure, but this was quite well organised. The detailed analysis could be very useful to the new HR students.


Author: Member Level: GoldRevenue Score: 5 out of 55 out of 55 out of 55 out of 55 out of 5
hi
You have submitted the project which is a good one by there is some diviation from the title of the project.
There are a detailed study about the IOC LTD but this need not be a related one as against the title topic,I think you should cover only about the
system of HR function,
divisional span of HR Section,
And the importance of the qualitative function of the particular Section to the whole Industry as well as to the economy because this is your main topic.
However if your project has accepted by your University as a part of your study then all right.
One think I want to tell that in depth discussion has been represented by you through this, which is a good one.


Author: Member Level: SilverRevenue Score: 1 out of 5
Hi,

Very good article on Effectiveness of Recruitment Selection Practices.

Thanks,

Manoj


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