KOLKATA PROJECT REPORT

TITLE: HUMAN RESOURCE MANAGEMENT PRACTICES AT SALVA RESOURCES, INDIA

DATE OF SUBMISSION: 6th JULY 2012

UNDER GUIDANCE OF Mrs. IPSHITA PATRANABIS SUBMITTED BY NAMRATA BHATTACHARYA PROGRAM: PGPM 10 (2011-2013) ENROLLMENT NO.:010110049

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ACKNOWLEDGEMENT
I would like to express my sincere gratitude to the people who have directly or indirectly helped me throughout in the successful completion of my project report on Human Resource Management Practices at Salva Resources, India. I take this opportunity to express my deep sense of gratitude and whole hearted thanks to Mrs. Sudipta Roy Choudhury (Corporate Services Manager) for her valuable guidance and for giving me opportunity to complete my internship in her organization and also I thank her for sharing her experiences which would prove as a great lesson in my future professional life. I would like to thanks Mrs. Manidipa Bhattacharya (Senior Human Resource and Administrative Executive) for her valuable guidance and also giving me effective direction and encouragement throughout the training. I take this opportunity to thank my project guide Mrs. Ipshita Patranabis who has seen me through all the stages of the project. I would like to express my gratitude to her for her timely advice and guidance as per requirement. I also like to thank my family members for the immense wishes and blessings that gave me motivation and confidence to complete this project on time.

NAMRATA BHATTACHARYA

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APPROVAL

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DECLARATION
I, Namrata Bhattacharya having Enrollment No. 010110049 of PGPM 10 of Globsyn Business School, Kolkata hereby declare that the project entitled Human Resource Management Practices at Salva Resouces India is an original work and the same has not been submitted to any other institute for award of any other degree. The interim report was presented to the guide on 6th July 2012. The feasible suggestions have been duly incorporated in consultation with the guide.

Signature of the candidate (Namrata Bhattacharya)

Counter signed (Mrs. Ipshita Patranabis) Project Guide

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TABLE OF CONTENTS
TITLE 1. Acknowledgement 2. Approval of the company guide 3. Declaration 4. Table of Contents 5. Introduction 6. Company Profile 7. HR Policies 8. Position Descriptions 9. Auditing Employee Files 10. Provident Fund 11. Scheduling Interviews and Maintaining tracker 12. Reference Checking 13. Recruitment Process 14. Office Administrative and HR MIS Reports 15. Analysis, Recommendations and Conclusions 16. Bibliography PAGE NO. 2 3 4 5 6 10 15 19 24 27 31 32 35 43 44 46

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INTRODUCTION
Salva Resources Pvt. Ltd was established in 2007 by Lachlan Broadfoot and Grant Moyle who saw the synergies and opportunities in a booming Indian economy reliant on massive infrastructure development yet starving for efficient resource evaluation, management and supply linking with the experienced, yet tightly resourced Australian mining industry. The company is primarily focused upon aligning the services of leading mining consultants in the fields of geology, mining engineering, processing and commodity marketing, while exploring the opportunities to partake in the facilitation of mine acquisitions or similar based agreements between Australian and Indian organisations. With its on-the-ground knowledge, Salva offers the ability to adapt and act in the clients best interest, technically and commercially. This project deals with a detailed study of the HR practices of the company Salva Resources Pvt. Limited, India. Collectively the Salva group of companies provides technical and commercial services across the entire exploration, mining and marketing value stream. These services can be utilized as an all-in-one solution across multiple markets and commodities, or individually depending on ones requirements. This project also contains a snapshot of the works which are performed by me during the 2 months internship program, during which I got an opportunity to work as an HR Intern in this esteemed organization. HUMAN RESOURCE MANAGEMENT AIMS OF HRM The overall purpose of human resource management is to ensure that the organization is able to achieve success through people. HRM systems can be the source of organizational capabilities that allow firms to learn and capitalize on new opportunities. Specifically, HRM is concerned with achieving objectives in the areas summarized below: 1. Organizational effectiveness Distinctive human resource practices shape the core competencies that determine how firms compete. Extensive research has shown that such practices can make a significant impact on firm performance. HRM strategies aim to support programs for improving organizational effectiveness by developing policies in such areas as knowledge management, talent management and generally creating a great place to work. More specifically, HR strategies can be concerned with the development of continuous improvement and customer relations policies. 2. Human capital management The human capital of an organization consists of the people who work there and on whom the success of the business depends. Human capital represents the human factor in the

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organization; the combined intelligence, skills and expertise that give the organization its distinctive character. The human elements of the organization are those that are capable of learning, changing, innovating and providing the creative thrust which if properly motivated can ensure the long-term survival of the organization. 3. Knowledge management Knowledge management is any process or practice of creating, acquiring, capturing, sharing and using knowledge, wherever it resides, to enhance learning and performance in organizations. HRM aims to support the development of firm-specific knowledge and skills that are the result of organizational learning processes. 4. Reward management HRM aims to enhance motivation, job engagement and commitment by introducing policies and processes that ensure that people are valued and rewarded for what they do and achieve and for the levels of skill and competence they reach. 5. Employee relations The aim is to create a climate in which productive and harmonious relationships can be maintained through partnerships between management and employees and their trade unions. 6. Meeting diverse needs HRM aims to develop and implement policies that balance and adapt to the needs of its stakeholders and provide for the management of a diverse workforce, taking into account individual and group differences in employment, personal needs, work style and aspirations and the provision of equal opportunities for all. POLICY GOALS OF HRM 1. Managing people as assets that are fundamental to the competitive advantage of the organization. 2. Aligning HRM policies with business policies and corporate strategy. 3. Developing a close fit of HR policies, procedures and systems with one another. 4. Creating a flatter and more flexible organization capable of responding more quickly to change. 5. Encouraging team working and co-operation across internal organizational boundaries. 6. Creating a strong customer-first philosophy throughout the organization. 7. Empowering employees to manage their own self-development and learning. 8. Developing reward strategies designed to support a performance-driven culture. 9. Improving employee involvement through better internal communication. 10. Building greater employee commitment to the organization. 11. Increasing line management responsibility for HR policies. 12. Developing the facilitating role of managers as enablers. CHARACTERISTICS OF HRM The characteristics of the HRM concept as they emerged from the writings of the pioneers and later commentators are that it is: diverse;

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 strategic with an emphasis on integration; commitment-oriented; based on the belief that people should be treated as assets (human capital); unitarist rather than pluralist, individualistic rather than collective in its approach to employee relations; a management-driven activity the delivery of HRM is a line management responsibility; focused on business values. HRM IN CONTEXT HRM processes take place within the context of the internal and external environment of the organization. They will be largely contingent on the environmental factors that affect them. Contingency theory Contingency theory tells us those definitions of aims, policies and strategies, lists of activities, and analyses of the role of the HR department are valid only if they are related to the circumstances of the organization. Contingency theory is essentially about the need to achieve fit between what the organization is and wants to become (its strategy, culture, goals, technology, the people it employs and its external environment) and what the organization does(how it is structured, and the processes, procedures and practices it puts into effect). Contextual factors There are three main contextual factors that influence HR policies and practices. 1. Technology The technology of the business exerts a major influence on the internal environment how work is organized, managed and carried out. The introduction of new technology may result in considerable changes to systems and processes. Different skills are required and new methods of working are developed. The result may be an extension of the skills base of the organization and its employees, including multiskilling (ensuring that people have a range of skills that enable them to work flexibly on a variety of tasks, often within a team working environment). But it could result in deskilling and a reduction in the number of jobs (downsizing).New technology can therefore present a considerable threat to employees. 2. Competitive pressures Global competition in mature production and service sectors is increasing. This is assisted by easily transferable technology and reductions in international trade barriers. Customers are demanding more as new standards are reached through international competition. Organizations are reacting to this competition by becoming customer-focused, speeding up response times, emphasizing quality and continuous improvement, accelerating the introduction of new technology, operating more flexibly and losing cost. The pressure has been for businesses to become lean organizations, downsizing and cutting out layers of management and supervision. They are reducing permanent staff to a core of essential workers, increasing the use of peripheral workers (subcontractors, temporary staff) and outsourcing work to external service providers. The aim is to reduce employment costs and enable the enterprise easily to increase or reduce the numbers available for work in response to fluctuations in the level of business activity. They become the so-called flexible firms. The ultimate development of this process is the virtual firm or corporation, where through the extensive use of information technology a high proportion of marketing and

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professional staff mainly work from home, only coming into the office on special occasions to occupy their hot desks, and spending more time with their customers or clients. 3. Responses affecting people The responses to the increased use of technology and to economic and competitive pressures have changed the nature of people management in a number of ways. These include slimmer and flatter organization structures in which cross-functional operations and team working have become more important, more flexible working patterns, total quality and lean production initiatives, and the decentralization and devolvement of decision-making. The challenge to HRM Globalization, which requires organizations to move people, ideas, products and information around the world to meet local needs. New and important ingredients must be added to the mix when making strategy: volatile political situations, contentious global trade issues, fluctuating exchange rates and unfamiliar cultures. Profitability through growth the drive for revenue growth means that companies must be creative and innovative and this means encouraging the free flow of information and shared learning among employees. Technology the challenge is to make technology a viable, productive part of the work setting. Intellectual capital this is the source of competitive advantage for organizations. Change, change and more change the greatest challenge companies face is adjusting to indeed, embracing non-stop change. They must be able to learn rapidly and continuously, and take on new strategic imperatives faster and more comfortably.

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COMPANY PROFILE
Salva Resources Pvt. Limited: Salva Resources India provides leading exploration, geological and mine planning services to Indias rapidly expanding mining, steel and power industry. Our clients utilise Salva Indias expertise for projects that are both domestic and internationally based. Salva Indias on-theground presence of over 60 staff has assisted in the delivery of projects to key clients including: Leighton Mining GVK Power and Infrastructure Ltd Rio Tinto Western Potash Tao Capital Zoom Resources Rohit Ferro Tech Ltd Shree Cement Tata Steel Essar Schrachi GEECL Emars Mining and Construction Pvt Ltd. Our Indian office has delivered services in both India and around the globe including: Resource modelling Exploration and field services Due diligence studies Desktop geological reviews Reconnaissance surveys Geological mapping Geochemical sampling Safety audits and site safety support.

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Our geological experts have experience working with commodities such as: Bauxite Iron ore Coal Coal Bed Methane Gold Limestone Manganese Nickel Laterite Potash Quartz UCG. Salva Resources is a Global provider of key technical & commercial services for exploration, mining and investment companies. These services extend across the entire project development timeline: exploration, resource modeling, mine planning, equipment supply, marketing, due diligence and other commercial services. Salva maintains a reputation based on the ability to work to best international standards on projects of all sizes and complexities. This level of service is made possible through the combination of a highly qualified technical team with the training, experience and ability to assess each projects commercial viability and to drive a venture forward. Exploration Management Resource Modeling Mine Planning Coal Marketing: Salva Resources has a thorough understanding of commodity marketing activities. Specializing in coal, the companys marketing team has dedicated experience in coking and thermal products, logistics, trade finance, sales & agency contracts, price and volume negotiations to assist with commodity sourcing or potential asset acquisitions. Salva is able to work with ones requirements and tailors a comprehensive supply strategy utilizing various components which may include: Mineral/ Coal asset evaluation Coal supply contract negotiations Bid documentation Project feasibility studies Market Research Competitive intelligence/benchmarking services Market mapping/ segmentation Market potential and prospects Market surveys Energy/ Raw material Price sensitivity analysis Market & logistics study

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Salva also has dedicated technical marketing experts, who can offer the following services: Assessment of coal quality for thermal and metallurgical coals Review of blend opportunities Coal quality workshops Technical site visits to power and steel plants to provide coal utilization support and process improvements.

Exploration Management: Salva Resources has a wealth of experience in various areas of exploration. Salva have successfully carried out advanced programs in a host of locations, including India, Australia, Indonesia and Philippines, Oman and parts of Africa. To assure the Indian clients with their resource optimization in Indonesia, Salva Resources has established a dedicated office for geologists, mining engineers and transport logistics staff in Jakarta. Salva has both coal and metal geologists performing the following exploration services for some of the worlds leading entities: Scoping studies: Geological surveys of mineral prospects and coal deposits Technical due diligence Preparation of independent geologists reports Exploration: Detailed geological mapping Exploration planning, budgeting and scheduling Geo-physical exploration Exploration project management at all stages of exploration Drilling programs Laboratory and testing management Complete exploration camp management Supply of experienced field geologists Equipment Supply: Through leading industry affiliations, Salva Resources offers intelligent technology solutions to the global mining industry. This includes the latest in intelligent transport monitoring and dispatch systems. Mine Planning: Salva Resources can provide mine planners who specialize in open pit mining methods to an international standard. Services including specialist technical evaluation, preliminary mining studies, feasibility studies and optimization studies can be utilized on projects of all sizes and complexities throughout the world. Resource Modeling: Salva Resources understands that effective, experienced and detailed geological modeling can substantially improve the value of ones asset. Utilizing the latest software and techniques combined with Salvas highly regarded and experienced staff, Salva is able to deliver ones modeling requirements to JORC standards.

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Salva offers technical mining consultancy services and can also provide training of employees on the leading geological software applications. Advice can be provided on the selection and integration of these systems for customers considering developing and growing their in-house technical services capabilities. Salvas consultants have experience across multiple commodities in various geological settings worldwide. They are highly experienced in creating corporate reports for listed entities, providing technical input to company reporting and delivering IPO technical specifications.

Salva Base: Salva Base is a unique geological service that provides highly cost effective desktop solutions for exploration and mining companies. These services create exploration efficiency, improve site operations and optimize expenditure by utilizing the latest GIS and remote sensing techniques as well as optimizing historical geological data. Salva Bases key services include data acquisition, analysis, processing and validation of current and historical datasets, derived from satellite imagery, geological, geochemical and geophysical exploration. Salva Report: The Salva Report provides commodity focused publications, consulting and analysis for organizations around the globe. Salvas team of consultants has deep analytical skills and a commercial mindset coupled with strong industry backgrounds and networks. The Salva Report provides primary research and data analysis with industry knowledge to help one make informed investment, forecasting, trading and strategic business decisions. The Salva Report India is a monthly publication that provides the latest news and insights on the Indian, coal, steel, power and infrastructure sectors. Weekly news updates are also provided. The latest industry developments and announcements; Market updates and key statistics for iron ore, thermal coal and coking coal; Strategic insight articles by Dr. Neil Bristow, former chief analyst BHP Billiton; Topical articles analyzing key developments across these sectors. The Outlook Series is a yearly review of the Indian power, steel and port sectors, covering all the latest industry developments and reviewing the years performance, as well as forecasting key growth indicators for the coming financial year. There are also quarterly updates to keep you informed of the current situation in these rapidly evolving markets. Indias rapid economic growth is leading to strong demand for imported raw materials and infrastructure. The Salva Outlook forecasting series provides unparalleled market insight, with detailed annual forecasts analysis of the

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 Power/Thermal Coal Sector; Steel/Coking Coal Series Bulk Ports Sector. Each report includes an overview of the sector, a review of the last financial year, a forecast of key drivers for the next financial year and is updated quarterly. India Unlocked: India Unlocked is a unique information source that supplies regular data on Indias coal trade, supply and demand drivers. It provides the latest figures on coal imports, production and stocks, steel production and consumption, cement output and hydro levels. With analysts on the ground obtaining the latest information and data, this is an unparalleled product in its accuracy and integrity. Consulting Services: Salva Report delivers consulting services to a broad range of global clients. Not exclusive to India, this service extends around the globe to satisfy all of the customers requirements. Amongst others, Salva Report can provide market studies, supply and demand forecasts, coal pricing and quality assessments and infrastructure studies. From mining companies, to trading houses and large power utilities, consulting services is able to fulfill diverse customer consulting specifications across different industry sectors. Salva Reports Consulting Services delivers tailored projects and reports to a broad range of global clients. Salvas team of analysts has built a strong reputation and developed a refined understanding of the coal, power, steel and infrastructure sectors in India, Indonesia and Australia. Salva has strong industry networks and Salvas team of experienced analysts, focuses on a specific sector, and can share with one their on-the-ground knowledge of the local geography and market. The Team Salvas team of analysts has built a strong reputation and developed a refined understanding of the coal, power, steel and infrastructure sectors, not only in India, but in Indonesia and Australia, too. With on the ground knowledge, allied with strong industry contacts, Salva is able to deliver accurate, insightful and intelligent reports and services that are unmatched in the marketplace.

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SALVAS HR POLICIES
During my tenure in the company, I have gone through the HR policies of this company and also made a synopsis of the policies to be sent as a reminder email to all the employees of Salva Resources, India. Key policies followed by Salva:
1. PERSONAL CONDUCT DRESS CODE PERSONAL COMMUNICATIONS GIFTS & GRATUITIES EQUAL EMPLOYMENT OPPORTUNITY HARASSMENT BUSINESS EXPENSES INDUCTION HEALTH, SAFETY & ENVIRONMENT SMOKING ALCOHOL, DRUGS (& OTHER SUBSTANCE ABUSE) MANUAL HANDLING WORKERS COMPENSATION TOTAL & PERMANENT DISABILITY PERFORMANCE MANAGEMENT SYSTEM PROBATIONARY PERIOD REVIEWS PERFORMANCE APPRAISALS PROFESSIONAL & PERSONAL DEVELOPMENT LEAVE POLICY ANNUAL LEAVE SICK LEAVE

2. 3. 4. 5. 6.

7.

8.

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9. 10.

11. 12. 13.

CASUAL LEAVE MATERNITY LEAVE STUDY LEAVE REST LEAVE LEAVE WITHOUT PAY TRAVEL & ACCOMMODATION EMPLOYEE RELATIONS DISCIPLINE DISCIPLINARY APPEAL CONFIDENTIALITY POLICY GRIEVANCE INTELLECTUAL PROPERTY AND SECURITY CONFLICT OF INTEREST PRIVACY

Synopsis of some of the key policies: Occupational Health and Safety Policy Salva recognizes its responsibility to provide a safe and healthy work environment and is committed to achieving this through principles of: Fostering a positive safety culture through effective health and safety leadership; Providing information, training and supervision to employees and workplace visitors that enables the identification and elimination of hazards; Establishing safe work practices and procedures for working and behaving in a safe and healthy manner; Encouraging everyones contribution towards health and safety by promoting individual personal wellbeing and fitness for work; Achieving and where possible exceeding compliance with workplace health and safety regulations. Travel and Accommodation Salva recognizes that travel associated with work is not always a convenience for employees and by providing these guidelines Salva seeks to make work related travel as comfortable and safe as possible. The objective of this policy is to communicate the Salva guidelines for managing situations when employees are required to travel for work purposes and to conduct business on behalf of Salva.

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Equal Employment Opportunity and Discrimination Salva is committed to ensuring that the basis of all employment decisions shall be based upon the individual merit of each employee. Salva is equally committed to operating its workplace free from all forms of unlawful discrimination, harassment, bullying, victimization, vilification and any other form of offensive conduct. The objective of this policy is to foster a professional, open and trusting workplace. Employees are provided with equal opportunity where policies and procedures are applied meritoriously, based upon the possession of skills, experience and characteristics relevant to the performance of work. To fulfill this objective Salva will endeavor to: Ensure all employees are treated fairly; Fully utilize and develop the potential of every employee; and Keep all policies and procedures consistent with Equal Employment Opportunity (EEO) principles.

Professional Presentation and Representation Policy Salva is proud of its reputation and recognises that employees play an integral role in portraying its image to its clients, stakeholders and the community in which it operates and is committed to ensuring all business relationships with suppliers and clients are legal and based on professional integrity. As such, Salva is committed to ensuring that employees understand what is required of them when interacting with existing and potential clients, suppliers, stakeholders and workplace visitors. This commitment extends to clarifying the expectations Salva has of its employees at work and outside of work. Salva recognises that with relevant information, guidelines and leadership, employees will be able to present themselves professionally and represent the best interests of Salva as an advocate for our products and services. The objective of this policy is to communicate the expectations Salva has of its employees with regard to their personal presentation and the manner in which employees represent Salva to others. Drug and Alcohol Policy Through the adoption of this policy Salva demonstrates its commitment to health and safety and the education of its employees about their responsibilities regarding the use and effect of alcohol and/or drugs in the workplace. Employees are encouraged to enjoy healthy lives and to take responsibility for their personal wellbeing. The objective of the Drug and Alcohol Policy is to ensure that every employee understands their responsibilities and complete their duties, free from the effects of alcohol and drugs. Salva want to ensure that employees understand what is expected of them and the repercussions of drug or alcohol misuse. Additionally, through this policy Salva encourages every employee to take an active interest in their total wellbeing. Fulfilling this objective benefits all employees through maintaining optimal capacity to work competently and safely.

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IT, Systems, Email, Social Media and Internet Policy This policy demonstrates commitment Salva has to the lawful and effective use of its electronic and communication systems through the setting and communication of guidelines to employees on the privileges and the restrictions for their use. The objective of this policy is to inform employees of their rights, responsibilities and privileges in relation to the IT and communication systems, email and internet, whether hardwired or remote, available at or through Salva. In achieving this objective, guidelines are provided for the acceptable use of IT systems, the primary purpose for which is to assist Salva employees to carry out their duties and responsibilities. Leave Policy Salva recognises that employees require leave to fulfil lifestyle choices, re-charge and renew energies, recover from injury or illness and sometimes care for family and others who are recovering from injury or illness. A range of leave options is available to suit most needs; however employees who find that they require consideration for special circumstances are encouraged to discuss their need with their Manager. The objective of this policy is to outline information in relation to: Annual leave; Personal leave; Compassionate leave; Long service leave; Parental leave; and Unpaid leave. Grievance Handling Policy As part of our commitment to fair treatment for employees, Salva has developed this policy to encourage the resolution of work related issues through open communication. The purpose of defining how to resolve a grievance or lodge a complaint allows difficult and sometimes sensitive issues to be raised and dealt with in confidence. This policy aims to ensure that employees are treated justly and fairly, by providing a straightforward process for dealing with complaints and grievances. It is the objective of the Grievance Handling Procedure to assist employees to resolve workplace issues and complaints and to provide guidelines for the formal submission of complaints. While employees are encouraged to resolve workplace issues and disputes themselves, Salva recognises that there will be times and situations when this is not appropriate or possible. In such circumstances the Grievance Handling procedure should be referred to and followed. Study and Education Assistance Policy Through this policy, Salva demonstrates its commitment to the ongoing professional development of employees. Employees are encouraged to undertake both formal study and short courses as a way of maintaining and developing their skills. By doing so, both Salva and the employee benefit and the result is seen as a contribution towards our commitment to performance partnering. The objective of this policy is to provide guidelines for employees about how they can apply for study and education assistance and in what circumstances they will be eligible. Expense Reimbursement Policy

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Salva acknowledges that there are times when employees may be required to incur temporary, personal expenses that are related to the completion of their responsibilities but are the rightful expense of Salva or a client of Salva. Salva is committed to ensuring that employees are not out of pocket for such expenses and so these guidelines are provided for expense reimbursement. The objective of this policy is to communicate the guidelines about what expenses are claimable by employees for reimbursement and how to submit a claim for reimbursement. Employee Referral Program (ERP) Referral Process There are three (3) steps to receiving an award through the Employee Referral Program (ERP): I. REFERRAL A completed referral form must be submitted along with the resume and application to the HR Department. This articulates into the standard HR recruitment process for handling and finalizing the application. II. INTERVIEW If the Manger responsible for the position, wishes to progress with the candidate; the candidate you refer must have his or her first interview scheduled through the HR Department. III. HIRING The candidate you refer must be hired, and the incentive will be given provided both you and your referral are on the Companys active payroll as of the date the award becomes payable. The date the first incentive payment (50% of total ERP) is payable is after the first 6 months of your referral's date of hire. Any extended leave taken by them within this period will extend the time for the first payment date to occur. Upon the completion of the first 12 months of continuous service the remaining 50% of the ERP will be payable.

POSITION DESCRIPTIONS
Preparing position descriptions is a fundamental HR process. It provides the information needed to produce role profiles and for use in recruitment, learning and development, performance management and job evaluation. It is the process of finding out what people are expected to achieve when carrying out their work and the competencies and skills they need to meet these expectations. Purpose Position descriptions aims to produce the following information about a position/job for use in recruitment, performance management and learning and development evaluation: Overall purpose why the position exists and, in essence, what the position holder is expected to contribute. Organization to whom the position holder reports and who reports to the position holder. Key result areas or accountabilities what the role holder is required to achieve in each of the main elements of the role. Competency requirements the specific technical competencies attached to the role; what the role holder is expected to know and to be able to do.

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For job evaluation purposes, the role will also be analyzed in terms of the factors used in the job evaluation scheme. It may be carried out by HR or other trained people acting as role analysts. But line managers can also carry out role analysis in conjunction with individual members of their teams as an important part of their performance management responsibilities. Approach The essence of position description is the application of systematic methods to the collection of the information required to produce a role profile under the headings set out above. The steps required to collect this information are: 1. Obtain documents such as the organization structure, existing job descriptions (treat these with caution, they are likely to be out of date), and procedure or training manuals that give information about the job. 2. Ask managers for fundamental information concerning the overall purpose of the position, the key result areas and the technical competencies required. 3. Ask the position holders similar questions about their roles. The methods that can be used are interviews, questionnaires or observation. Interviews To obtain the full flavor of a role, it is best to interview role holders and check the findings with their managers or team leaders. The aim of the interview is to obtain all the relevant facts about the role to provide the information required for a role profile. It is helpful to use a checklist when conducting the interview. The basic questions to be answered are: 1. What is the title of your role? 2. To whom are you responsible? 3. Who is responsible to you? (An organization chart is helpful.) 4. What is the main purpose of your role, i.e. in overall terms, what are you expected to do? 5. What are the key activities you have to carry out in your role? 6. What are the results you are expected to achieve in each of those key activities? 7. What are you expected to know to be able to carry out your role? 8. What skills should you have to carry out your role? Analyzing roles, competencies and skills The answers to these questions may need to be sorted out they can often result in a mass of jumbled information that has to be analyzed so that the various activities can be distinguished and refined to key areas. The advantages of the interviewing method are that it is flexible, can provide in-depth information and is easy to organize and prepare. It is therefore the most common approach. Need to know the knowledge required overall or in specific key result areas of the business and its competitors and customers, techniques, processes, procedures or products. Need to be able to do the skills required in each area of activity. Expected behavior the behaviors particularly expected of the role holder (behavioural competencies), which may be extracted from the organizations competency framework. Questionnaire Questionnaires about their roles can be completed by position holders and approved by the position holders manager or team leader. They are helpful when a large number of roles have to be covered. They can also save interviewing time by recording purely factual information and by enabling the analyst to structure questions in advance to cover areas that need to be

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explored in greater depth. The advantage of questionnaires is that they can produce information quickly and cheaply for a large number of jobs. But a substantial sample is needed, and the construction of a questionnaire is a skilled job that should only be carried out on the basis of some preliminary fieldwork. Observation Observation means studying position holders at work, noting what they do, how they do it, and how much time it takes. This method is most appropriate for routine administrative or manual roles, but it is seldom used because of the time it takes. Position Description content Position Descriptions are set out under the following headings: Position title. Department. Purpose of the position. Accountabilities and responsibilities Reporting Relationships. Personal Attributes Technical Knowledge and skills Sample Position Description

Position: Corporate Services Manager Classification: Corporate Services Division: Salva Resources India Date: Authorized By: CEO, Salva Resources India

1. Position Objectives
To provide prompt, efficient and confidential employee and management support to the Indian office and Leadership of the Team. These help achieve team objectives agreed to by Salva Resources as expressed Accountabilities and Responsibilities. Manage the Corporate Services area and participate as a member of the senior management team. Provide leadership in information systems, risk management, human resources and finance; involvement in various programs as outlined by the Board of Directors in the Strategic Plan and Annual Business Plan.

2. Accountabilities and Responsibilities

The position of Corporate Services Manager involves reporting to the Global Corporate Services Manager and is responsible for the overall Corporate service

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operations of the Salva office. Your duties will include Recruiting, Training, Organisation Development and Communication, Performance Management, Policy Recommendation, Compensation and Benefits Review and Management, Team Building, Employee Relations and effective leadership to the Corporate Services Team. Management; Be a proactive contributor within the management team, work closely with managers to build a business plan and business imperatives, support, develop, motivate and mentor staff with the aim of building a culture of team work, learning and excellence, with the assistance of organisational tools including the performance development system and strategic plan and directions; Governance; Provision of regular organisational reports to the Board, manage the development and implementation of corporate policy and procedure to ensure compliance with all legislative requirements, liaise with external service providers including legal and accounting to ensure best practice standards; Administration and reception; Ensure that administrative and reception support is provided to the organisation as agreed with the CEO and according to customer service standards and policies. To develop and maintain computerised booking systems for appointments, car bookings, and office equipment. Human Resources; Manage and ensure the integrity of HR and payroll functions, Operating policies and procedures; draft or supervise the drafting and manage the implementation, communication and updating of corporate policy and procedures that promote the effective utilisation of resources and support the organisations strategic direction; Information Technology; oversight and management of development and integration of Information, Communication and Technology initiatives, including but not limited to database, website, phone system; Financial Management; oversee the Financial operations of the organisation, including annual budget process and investment management, annual independent audit, liaise with Senior Finance Specialist; Event Management; involves devising the event concept, planning the logistics and coordinating the technical aspects before actually executing the modalities of the proposed event Property Services; Manage the leases and subleases with regards to accommodation and investments, manage furniture, fittings and fit-out of premises as required; Provide effective and creative leadership and direction of Corporate Services demonstrating best practice service delivery standards; and a focus on identifying, recommending and implementing initiatives aimed at continuous improvement of organisational productivity, consult and engage with staff on organisational improvements and exemplify and educate staff about Salva values, strategic plan, and policies, manage and monitor compliance and appropriate behaviours.

3. Reporting Relationships
You will report directly to Global Corporate Services Manager.

4. Person Specification

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High level communication and interpersonal skills enabling work with a wide variety of people and groups including corporate, government and not-for-profit organisations. Strong business acumen, supported by relevant qualifications or significant experience. Demonstrated understanding of corporate service systems including human resources, information systems, infrastructure management, finances and administration. Ability and motivation to take a leadership role in the implementation and management of corporate services within the organisation. Demonstrated capacity to work autonomously and to approach activities with initiative.

4.1. Personal Attributes The position will often require working with people to address conflict and underperformance; so will require a person comfortable with this role A high level of personal and professional integrity Diffused baggage of ego since at times maybe a low level work may be required to be done as well (esp in India) A self-starting approach to work, and a high level of energy and creativity Be good at decision making, be an independent thinker Be able to evaluate situations from an Employee and Employer point of view with an unbiased approach- Dual Focus Demonstrated persuasion skills Committed to the development of individuals and organizations Enthusiasm for working in a growing company, startup environment, entailing lack of structure and predictability compared to the environments of better established organizations Intuitive, be good in contextual listening 4.2. Technical Knowledge and Skills Pleasing personality, approachable, good listening skills. Possess administrative and organizing skill to effectively manage high volumes of work Effective verbal and written communication Possess Leadership Skills, Team building Skills Minimum of 5 years experience in Corporate Services Strategic Understanding of what the whole business wants to achieve in the short, medium and long term Financial Appreciation Presentation Skills Analytical thinking (Problem solving included) Project Management Local Laws and Regulations Relevant qualifications in Administration and/or Management Decision making skill

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Interpersonal skill

POSITIONS Positions are the concrete representation of jobs. They are held by individuals at an enterprise. Positions are specific to the enterprise More than one position can be based on the same job Each position typically represents one employee, but may be partially filled by more than one.

Job: Head of dept.

Position: HOD: HR Position: HOD: Purchasing Position: HOD: Sales

Auditing Employee Files

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Introduction Each employer may have its own unique employment record maintenance practices. Personnel records can be maintained in paper form, scanned or completed and maintained electronically. No matter what format is used, the maintenance, security and retention requirements are the same. Most employers have at least three or four different employment record filing systems. The main personnel file that contains employee performance information, the medical/confidential file that contains protected, non-job-related or confidential information, and the payroll records are usually maintained separately by the payroll administrator(s). I-9 files should always be maintained separately. Additional files may be necessary to maintain your hiring records, investigations, drug test results, etc. Employers must give special consideration to where and how they maintain these files, limiting access to those with a need-to-know only and protecting applicants and employees from discrimination, identity theft, breach of privacy, and HIPAA violations. Checklist Electronic files Do you have a good document management system? Have you established clear parameters around which employees have access to which files? Have you implemented proven security and password protections to ensure access is provided only to those with a need-to-know? Do you have a back-up system in place to ensure data are not lost? Do you have a secondary back-up system in the event both the software and its back-up are destroyed? Have you provided training to end users on how to properly use and protect information in the document management system?

Personnel files Are the personnel files maintained in a locked and secure cabinet, or have proper electronic security features been developed? Have all documents that contain protected information been removed from the personnel file? Documents that include medical information, SSNs or other protected class information such as age, race, gender, national origin, disability, marital status, religious beliefs etc. should NOT be in the personnel files. Supervisors should have access or be able to request access to personnel files to assist them in making employment decisions.

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Are personnel files organized in a logical manner so that information is easy to find? How to organize the files is up to the company. The two most common practices are to maintain files in chronological order or to have files with different sections for different types of documents (e.g., performance, training, employment, etc.)

Is there a policy or consistent practice regarding employee access to personnel files? Is this policy/practice compliant with any relevant state laws?

Medical and confidential files Are medical/confidential files maintained in a locked and secured cabinet? Do you restrict access to only those with a need-to-know? Supervisors usually do not have a need-to-know unless there is an accommodation requirement, in which case only the information they need to assess accommodation needs should be released to them. Only a few people should have access to these records to keep them maintained appropriately.

See below for a sample form to use when auditing individual employee personnel files. Audit: Personnel Files: Employees Personnel File Audit Checklist [Audit form needs to be modified based on the specific documents you want to verify are in employee personnel files.] Employee Name ______________________________ Date of Joining _________________ Employment/Orientation Records Application or resume (keep in medical/confidential file if it has protected information on it) Employment Contract Confidentiality agreement Medical reports Previous Company Offer letter, Salary slips, relieving letter Passport size photo Pan card Passport Voter Id

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Educational certificates like Class X, XII, Graduation, Post-Graduation, any other certificates Interview assessment sheet Employee joining report Position descriptions

Performance Records Performance evaluation forms Self- evaluations Relevant disciplinary warnings and performance improvement plans

Training Records _________________ Required training/certification _________________ Required training/certification General new-hire safety training checklist or acknowledgment ________ safety training

Notes:

Audit Completed by _________________________________ Date ______________

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Provident Fund
EMPLOYEES' PROVIDENT FUND SCHEME 1952 Employee Definition: "Employee" as defined in Section 2(f) of the Act means any person who is employee for wages in any kind of work manual or otherwise, in or in connection with the work of an establishment and who gets wages directly or indirectly from the employer and includes any person employed by or through a contractor in or in connection with the work of the establishment. Membership: All the employees (including casual, part time, Daily wage contract etc.) other than an excluded employee are required to be enrolled as members of the fund the day, the Act comes into force in such establishment. Basic Wages: "Basic Wages" means all emoluments which are earned by employee while on duty or on leave or holiday with wages in either case in accordance with the terms of the contract of employment and witch are paid or payable in cash, but does not include a. The cash value of any food concession; b. Any dearness allowance (that is to say, all cash payment by whatever name called paid to an employee on account of a rise in the cost of living), house rent allowance, overtime allowance, bonus, commission or any other allowance payable to the employee in respect of employment or of work done in such employment. c. Any present made by the employer. Excluded Employee: "Exclude Employee" as defined under pare 2(f) of the Employees' Provident Fund Scheme means an employee who having been a member of the fund has withdrawn the full amount of accumulation in the fund on retirement from service after attaining the age of 55 years; Or An employee, whose pay exceeds Rs. Five Thousand per month at the time, otherwise entitled to become a member of the fund. Explanation: 'Pay' includes basic wages with dearness allowance, retaining allowance, (if any) and cash value of food concessions admissible thereon. Employee Provident Fund Scheme: Employees' Provident Fund Scheme takes care of following needs of the members: (i) Retirement (ii) Medical Care (iii) Housing (iv) Family obligation (v) Education of Children (vi) Financing of Insurance Polices

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How the Employees' Provident Fund Scheme works: As per amendment-dated 22.9.1997 in the Act, both the employees and employer contribute to the fund at the rate of 12% of the basic wages, dearness allowance and retaining allowance, if any, payable to employees per month. The rate of contribution is 10% in the case of following establishments:

Any covered establishment with less than 20 employees, for establishments cover prior to 22.9.97. Any sick industrial company as defined in clause (O) of Sub-Section (1) of Section 3 of the Sick Industrial Companies (Special Provisions) Act, 1985 and which has been declared as such by the Board for Industrial and Financial Reconstruction, Any establishment which has at the end of any financial year accumulated losses equal to or exceeding its entire net worth and Any establishment engaged in manufacturing of (a) jute (b) Breed (d) coir and (e) Guar gum Industries/ Factories. The contribution under the Employees' Provident Fund Scheme by the employee and employer will be as under with effect from 22.9.1997. Employees' Provident Fund Interest rate: The rate of interest is fixed by the Central Government in consultation with the Central Board of trustees, Employees' Provident Fund every year during March/April. The interest is credited to the members account on monthly running balance with effect from the last day in each year. The rate of interest for the year 1998-99 has been notified as 12%. The rate of interest for 99-2000 w.e.f. 1.7.'99 were 11% on monthly balances. 2000-2001 CBT recommended 10.25% to be notified by the Government. Benefits: A) A member of the provident fund can withdraw full amount at the credit in the fund on retirement from service after attaining the age of 55 year. Full amount in provident fund can also be withdrawn by the member under the following circumstance:

A member who has not attained the age of 55 year at the time of termination of service. A member is retired on account of permanent and total disablement due to bodily or mental infirmity. On migration from India for permanent settlement abroad or for taking employment abroad. In the case of mass or individual retrenchment. B) In the case of the following contingencies, the payment of provident fund is made after complementing a continuous period of not less than two months immediately preceding the date on which the application for withdrawal is made by the member:

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Where employees of close establishment are transferred to other establishment, which is not covered under the Act: Where a member is discharged and is given retrenchment compensation under the Industrial Dispute Act, 1947. Withdrawal before retirement: A member can withdraw up to 90% of the amount of provident fund at credit after attaining the age of 54 years or within one year before actual retirement on superannuation whichever is later. Claim application in form 19 may be submitted to the concerned Provident Fund Office. Accumulations of a deceased member: Amount of Provident Fund at the credit of the deceased member is payable to nominees/ legal heirs. Claim application in form 20 may be submitted to the concerned Provident Fund Office. Transfer of Provident Fund account: Transfer of Provident Fund account from one region to other, from Exempted Provident Fund Trust to Unexampled Fund in a region and vice-versa can be done as per Scheme. Transfer Application in form 13 may be submitted to the concerned Provident Fund Office. Nomination: The member of Provident Fund shall make a declaration in Form 2, a nomination conferring the right to receive the amount that may stand to the credit in the fund in the event of death. The member may furnish the particulars concerning himself and his family. These particulars furnished by the member of Provident Fund in Form 2 will help the Organization in the building up the data bank for use in event of death of the member. Annual Statement of account: As soon as possible and after the close of each period of currency of contribution, annual statements of accounts will be sent to each member through of the factory or other establishment where the member was last employed. The statement of accounts in the fund will show the opening balance at the beginning of the period, amount contribution during the year, the total amount of interest credited at the end of the period or any withdrawal during the period and the closing balance at the end of the period. Member should satisfy themselves as to the correctness f the annual statement of accounts and any error should be brought through employer to the notice of the correctness Provident Fund Office within 6 months of the receipt of the statement.

Salva Resources, India has a contract agreement with Genius consultants Ltd. for the Statutory Compliance part of the company. The PF forms which have to be submitted by the employees are mentioned below with their descriptions. PF Form Name and Description

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1. Form 13(Revised) - for transferring the Provident Fund account of a member from one establishment to another establishment covered under the act / scheme. Preview and download form 2. Form 14 - Application for financing a life insurance policy out of Provident Fund account. 3. Form 19 - To be submitted by a member to withdraw his Provident Fund dues on leaving service/retirement/termination. 4. Form 20 - In the event of death of member, this form is to be used by a nominee / family member to claim the member's Provident Fund accumulation. 5. Form 31 - For the use of Provident Fund members to avail advances / withdrawals as provided in the scheme. 6. Form 10-C for claiming: - Refund of Employer share. - Withdrawal benefit Scheme certificate for retention of membership 7. Form 10-D to be submitted by the first claimant i.e. Member or widow/widower or Orphan or - nominee as the case may be 8. Pensioner Certificate - Includes Life Certificate and Certificate of non-remarriage 9. Form 2 Nomination and declaration form for unexempted/exempted establishments 10. Form 5(P.S.) - The employees' provident funds scheme, 1952 and the employees' pension scheme, 1995 11. Form 5(I.F.) - To be preferred by the person eligible to receive the Employees' Provident Fund dues of the deceased member who died while in services. 12. Statement IW - 1- Statement of Employees qualifying for membership as International Workers 13. ASR - Advance Stamped Receipt 14. Form 3A - The employees' provident funds scheme, 1952 and employees' pension scheme, 1995 15. Form 5A- The employees' provident fund scheme, 1952 .The employees' family pension scheme, 1971 .The employees' Deposit Linked Insurance Scheme, 1976 16. Form 6A - The employees' provident fund scheme, 1952 The employees' pension scheme, 1995 17. Form 9(Revised) - The employees' provident funds scheme, 1952 and the employees' pension scheme, 1995 18. Form 12A - Employees' provident fund and misc. provision act, 1952

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19. Challan - Employees' provident fund organization combined challan of A/C. No. 1, 2, 10, 21 and 22 20. Form BN - Form for Allotment of BN

Scheduling Interviews and maintaining tracker

Updating the online tracker: In this tracker I mainly dealt with the portions, Applicants India, Successful Applicants, and Unsuccessful Applicants. This is mainly used to keep track of the status of the applicants in the Company. Updating the Geo Tracker: This mainly deals with the status of the Geo Applicants month-wise, where there are 5 categories (according to the years of experience) Graduate Geo(0-2) Years, Exploration Geo ( 2-4) years, Sr. Exploration Geo ( 5 years and above), Principal Geo ( 12 Years and above) & Mining Engineer. This also deals with the number of Geo Interviews conducted, offered, joined etc. ( have worked on Monthly & weekly reports related to this.) Making a new Geo Tracker every month. Preparing the weekly count: that is, keeping track of Geo applicants consultancy wise, number of first round, second round interviews conducted, number of candidates shortlisted for second round, status of the shortlisted candidates. Sending response to the applicants from different sources mainly from Naukri, Careers, Linkedln etc. Scheduling interviews of the shortlisted candidates: a)Telephonic Interview: (i) This includes speaking/ mailing the candidates at first and confirming their availability, (ii) sending outlook meeting requests to the interviewers, (iii) informing the candidates about the details of the interview. b) Interview through Conference call: (i) This also includes confirming the availability from the candidates and then making them understand about conference call interview procedure, (ii) scheduling the interview in SabseBolo(through which conference call interview is taken), (iii) sending meeting requests to the attendees through Sabsebolo (iv) informing the candidates about the details of the interview. Both the above cases include confirming the candidates about the interview, on the scheduled date, as well as sending soft copy of their CVs to the Interviewers. Sending a feedback about the interview to the rejected candidates.

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Training Record: Keeping track of the various trainings conducted. Working with the confidentiality agreement which includes distributing the hardcopy of the agreement, making every employee sign the document, keeping track of its status, scanning the signed doc., maintaining its hardcopy as well as the softcopy of the document. Handled a small portion Campus Placement i.e scheduled & confirmed telephonic interview of many candidates and later on face to face of the shortlisted ones. Fixing up Skype Interviews: Mailing and confirming the candidates outside India about Skype Interviews.

Reference Check
The reference check can reveal information that causes you to eliminate someone as a candidate. Establishing trust with each reference is critical for getting answers that go below the surface. The person giving the reference needs to know that the company is interested and invested in making sure this is a good fit for the organization and the individual and are not just looking for a confirmation of what the company already knows. In order to do so, HR coordinator need to spend time up front with the reference to introduce and to explain the specific opportunity. Taking insightful references on prospective employees is essential. Reference checking can be done either by third party or can conduct the process internally. The goal in conducting references is to speak with individuals who have known and worked with the candidate, ideally for a long period of time and in different settings. When asking for a reference list, we should suggest that candidates provide references that include peers, direct reports, their own bosses, and/or individuals external to their organizations with whom they worked fairly closely (e.g., a vendor, a client, or a partner in a collaboration). Speaking with this broad list of people should provide a rounded view of how a candidate interacts with people at different levels within and outside the organization. Reference checking has its own set of confidentiality and legal issues. We must always get permission from the candidate before taking references.

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Sample Reference Check

REFERENCE CHECK
Candidate Referees Name Date

Referees Position

Company Name

Candidates Role at Company

Date Candidate was Employed

Position Candidate Applied for

Referee Contact Ph

You have been mentioned / identified as a reference for the applicant mentioned above. As part of our employment procedure, and in order to help us make an informed choice, we will appreciate if you take some time out to fill the following questionnaire.
Background How long have you known (XXXXXXXXXX)? Job Responsibilities What position(s) did he/she hold? What were his/her primary responsibilities? How effective was (XXXXXXXXXXXX) in the performance of their role? Were there any areas in which he/she performed especially well?

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Were there any areas in which he/she failed to meet expectation? Communication Skills Does (XXXXXXXXXX) have strong written communication skills? Presentation skills? Interpersonal Skills How did he/she build relationships and credibility with management, staff, customers & teammates? How would you describe his/her attention to detail, organizational Skills? How would you describe his/her contribution and willingness to participate as part of a team? How did he/she demonstrate initiative? How does he/she work under pressure/handle stress? Time Management Does he/she manage his/her time well? Does he/she successfully prioritize and manage his/her workload effectively? Is he/she punctual and reliable in attendance? Attitude How would you describe his/her attitude toward his/her job? How did he/she demonstrate initiative? How would you describe his/her attitude to change? Are they flexible? Reason for Leaving Do you know why he/she left your company? - or Do you know why he/she is interested in a position outside your company? Given the opportunity, would you re-employ him/her in an appropriate role? Comments

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Recruitment Process
The process comprises of 5 interrelated stages which are as follows:1. Planning 2. Strategy Development 3. Searching 4. Screening 5. Evaluation and control. PLANNING STAGE Its designing the set objectives that 1. Quantify i.e. number 2. Qualify i.e. type of applicant to be contacted. STRATEGY DEVELOPMENT STAGE A strategy is a plan of action. Once the organisation has summed up how many and what type of applicants required, the other issues would be:1. Make or buy: - the company has to make call whether the equation would be Hire less skilled employees + invest on training and education = Make Or Hire skilled employees + little Training and immediate work benefit = buy 2. Technological Sophistication The decision as to use the available technology in the process. EG: due to the advent of computers, the exchange of resumes online by job seekers and employers has helped the organisation a chance to eliminate an unfit applicant right in the screening stage, thus saving on time and travel expenses. 3. Where to look:Here the geographic distribution of labour markets among job seekers is to be considered. General strategy for an organisation :-

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Top level Executives- go on to national level and even international if its an MNC. Technical Employees - regional and local markets. 4. How to Look:This refers to the sources of recruitment. These can be external as well as internal

INTERNAL SOURCES. Present employees: - two ways of recruitment i.e. either by promotion or transfers. Employee referrals: - the job incumbents inform about the job vacancy to their friends and families encouraging them to apply. This source is mostly a very effective method of recruiting because the organisation is reached to many qualified people at a very low cost. Also since the existing employees are already acquainted with job requirements, organisational culture, thus they pass on the same to the potential candidates for them to decide. Former Employee: - The retired employees may join on a part time basis or just as advisors or may even recommend competent candidates interested in the job. Previous Applicants: - Companies maintain data banks where the profiles of the applicants are stored which can be used in times of vacancy. Thus, its a quick and inexpensive way to fill in semi-skilled jobs. EXTERNAL RECRUITMENT Professional or Trade Associations: - Many associations publish journals or magazines at regular intervals to be circulated amongst its members, which can be used by organisations to place ads to attract highly educated, experienced or skilled personnel. Advertisements: - the most popular method as its reach is very wide. Newspapers the most common medium, but the newspaper chosen to place the ad should be thoughtful in terms of the target audience. Campus Recruitment: - Organizations use colleges, universities, research labs as fertile grounds. Many companies recruit regularly every year to skim the crme of campuses. However, campus recruitment is often an expensive process, as quite possibly the ones who were recruited quit their jobs due to lack of challenge offered by the organisation. Walk-Ins, Write-Ins, and Talk-ins: - Direct applicants, common, least expensive approach. It provides a pool of potential employees to meet future needs.

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 Consultants: - recruiting agencies lend professionalism to the hiring process also providing nationwide contacts keeping the employer and employee anonymous. However cost becomes a constraint as consultants charge fees ranging from 20-50% of first year salaries of individual placed. Eg:- Genius Consultants,C3manpower,Orimark,Adecco consultancies for Salva Resources,India Competitors: - Rival firms can be a strong source of recruitment. Popularly called poaching involves identifying the right people in rural companies, offering them better terms and luring them. 5. When to Look:- to decide on the timings of events. Time Lapse Data is used in determining the timings. TLD shows the time lag between ads placed for vacancies till the employee on duty. Thus it shows the average time that elapses between major decision points in the recruitment process. Therefore a company can know the time it needs in hand to fill in vacancies. SEARCHING STAGE Also known as the Implementation Stage. Step 1 is Source Activation . Sources and search methods are activated which results in a flood of applications. Step 2 is Selling . following the source activation would be the way in which the message is sent across the organisation. A thoughtful and Tactful decision in identifying the way in which the company sells its vacancies. SCREENING STAGE Applications received in response to ads are screened and only eligible applicants are called for an interview. Once the applications are scrutinized and shortlisted, the selection process commences. The techniques used to screen applicants vary depending on the candidate sources and recruiting methods used. Eg: - interviews and application banks used to screen walk-ins. EVALUATION and CONTROL STAGE This step where the organisation goes back to the process and analyses the effectiveness of the entire process. SELECTION Selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. Selection Process: The selection process consists of the following steps:

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1. Selection from the internal and the external environment: Several internal factors such as the company policy, HRP and cost of hiring as well as external factors such as supply and demand of specific skills in the labour market, unemployment rate, labour market conditions, legal and political considerations, companys image etc., are among the major factors which are considered while selecting and employee at any level of the organization. 2. Preliminary Interview: The next step that tag along the selection procedure is a preliminary interview the wherein the applications are scrutinized so as to eliminate unqualified applications. 3. Employment interview: Final round interview with the HR head. 4. Reference Check 5. Selection Decision: After collecting data from all the preceding steps, this is the most crucial step in the entire selection process. The main difference between the preceding stages and this is that former is used to short list the number of candidates and later one is to make a final decision from the pool of individuals who pass the tests, interviews and reference checks. The view of line manager will be generally considered in the final selection because it is he/she who is responsible for the performance of the new employee. The HR manager plays a crucial role in the final decision. 6. Physical Examination: After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. The result of the medical fitness test is recorded in a statement and is preserved in the personal records. 7. Job Offer: The next step in selection process is Job offer for those applicants who had passed previous stages. Job offer is made through a letter of appointment. Such letter usually contains the date by which the appointee must report on duty. Appointee must be given a reasonable time for reporting because it may be quite possible that appointee is employed in some other company or must be residing in some other city and for such other reasons. Company may also want the appointee to delay in joining the job because the job may require undergoing some training program. Decency demands that rejected applicants must be informed about their non-selection. These applicants data must be used for future references. 8. Contracts of Employment: This document contains the Terms and Conditions of employment like designation, perks, term of job and so on. The information written in the contract may vary according to the level of the job. Recruitment process by Salva Applications

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 The applications mainly come based on the advertisement, which is posted on our website. The common website for these applications is careers@salvaresources.com, a standard response is to the applicants. Different consultancies are made aware of the requirements. After getting the applications, that is the Resumes, they are reviewed & a detail screening is done. The applicants who are shortlisted in the screening are contacted for scheduling an interview.

Scheduling an Interview Interview through Conference call The applicant who gets shortlisted in the screening is contacted over telephone and an interview schedule is given, checking out availability of the interviewers and the candidate. The candidate is then intimated about the conference call & its procedure. After this the conference is booked, and meeting request is send to the interviewers. The candidate is mailed about the details of the interview and confirmed about it. He is once again confirmed on the day of the interview. A Skype interview is generally scheduled when the applicant is outside India. In this case the applicant is intimated about Skype ID of the Interviewer, and asked to be on the line (in Skype) on the scheduled date & time of the interview. Face to face Interview A face to face interview is scheduled when the candidate is residing in the city. Scheduling Interviews with the Consultancies This is mainly done for the candidates who apply through consultancies. The candidates who are shortlisted for the interview, the respective consultancies are made aware of it. A suitable date & time is given to the consultancies for the interview & they coordinate with the candidates about this. Interview Feedback

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 A response is send to the candidates who get rejected/waitlisted in the interview, otherwise updated about their status The consultancies are made aware about the status of their respective applicants. Interview Rounds Firstly there is a preliminary round, which includes HR as well as the technical. Once an applicant gets shortlisted in the preliminary round, he has a second round interview. If shortlisted in Second round, a final discussion with HR is held, after which he/she is offered. Campus Recruitment Process Firstly, coordinate with the placement coordinator of the respective Universities, about the requirements. Once the CVs are sent, a screening is done. An interview schedule is formed of the shortlisted candidates & the coordinator is intimated about it. The candidates shortlisted are spoken to & informed about their interview date & timing. Further confirmations are given to the candidates by mailing/messaging the details, as well as on the day of the interview. The coordinator is intimated about the status of the candidates after the interview.

THE CHART OF RECRUITMENT & SELECTION PROCESS:

CEO

Requisition for Vacancy

HR
END INDUCTION JOINING OFFER LETTER

Consultancy, website etc. portalsr

SHORTLISTING

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SELECTION & NEGOTIATION SCHEDULING THE INTERVIEW

RECORD OF INTERVIEW
Name of Applicant: Position Applied for:
Questions Reason for Application
e.g. Why do you want to work at Salva?

Summary of response

Interviewers Comments/Ratings

Applicants Personal Goals

e.g. What do you hope to achieve working here?

Benefit of Employing Person

e.g. What can you offer Salva?

Attitude to change/ technology

e.g. How do you manage change?

Interpersonal Skills
e.g. What are you inner strengths?

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Use of Initiative
e.g. Can you give an example of how you used initiative to manage a situation in the workplace?

Working in a group/individual
e.g. How do work within a group and as an individual?

Tackling issues in the workplace

How do you deal with conflict?

INTERVIEWERS SUMMARY
Experience:

Skills:

Communication:

Knowledge of industry:

General Suitability

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Overall Comments

Interviewer/s:. Date:

Office administration is a set of day-to-day activities related to financial planning, billing and recordkeeping, personnel, and physical distribution and logistics, within an organization. Office administration includes planning work assignments for staff, supervising staff, and requesting new office equipment and repairs on existing equipment. Daily and Monthly HR MIS Report in Excel 1. Daily Report a. Attendance Tracker b. Online HR Tracker 2. Weekly HR Report 3. Monthly MIS a. Workers recruitment b. Freshers Trainee (batch wise) c. Attrition Rate d. Absenteeism Trends e. Man days Analysis f. Wages

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h. Expenses i. Staff Joining, Left/Transfer Many HR related forms found in the Intranet of Salva have been customized according to the HR policies of India. Those forms were mainly made according to the HR policies of HQ, Australia. Some of the forms are mentioned below: 1. HR Manual 2. Self-evaluation form 3. Exit Interview 4. Recruitment request 5. Candidate summary 6. Completion Of Probation 7. Education Assistance Application 8. Departing Team Member 9. Request for Leave 10. Employee Referral form 11. Quarterly Feedback Forms for Employees

Analysis
Salva Resources, started in 2007, is following its own path to grow at a rapid pace at various countries worldwide. Australia is being the head quarter; it has made its footprints in countries like Indonesia, Mongolia, UK and India. Organizations in Australia have changed significant aspects of their employment policies during the 1990s. The role of trade unions has declined, bargaining about employment conditions and wages has shifted to the enterprise level and increasing numbers of organizations are introducing techniques to communicate directly with their employees. There has been a growth in pay for performance schemes, flexible employment practices, training, performance appraisals and broader job structures. The bureaucratic and hierarchical organizational structures have given way to broader and flatter structures where self-managed work teams have become more prevalent.

Recommendations

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If Australian organizations are to be competitive, more productive and economically sustainable, they will require highly skilled knowledgeable, innovative workers and a relatively stable workforce. An increasing number of companies in the United States and Europe are implementing management systems and HR practices with greater employee involvement to increase productivity and quality, and to gain the competitive advantage of a workforce strategically aligned with the organizations goals and objectives. Critical organizational processes such as information sharing, training, decision-making and rewards are now being moved down to the lowest levels in the organization. This approach to HR puts knowledge, power, rewards, and a communication network in place at every level in an organization. If organizations are to be sustainable in the medium to long-term, employees must be motivated to care about the work they do, to acquire knowledge-related skills, and to perform. Greater employee involvement can only be achieved through a carefully managed process that strives for participation by integrating the individual with the organization to achieve high productivity and competitive advantage. This process involves restructuring the work so that it is challenging, interesting, and motivating as possible. Employees at all levels are given power to influence decision-making. However, high quality employees do not assure an organization of having a sustainable competitive advantage or even a short-term advantage. If employees are poorly motivated or if the correct organizational systems are not in place, the employees talent may be wasted or lost to competitors. HR PRACTICES WHICH ARE CRITICAL TO ECONOMIC SUSTAINABILITY Employment security Selective hiring of new personnel Decentralization of decision-making High compensation contingent on organizational performance Extensive training and developmental programs Continuous improvement HR programs Reduced status distinctions and barriers Trust between management and employees at all organizational levels Efficient and effective use of new information technologies ERP implementation to make the HR processes easier.

Each firm has a distinctive HR system that represents a core competencies required for the survival and sustainability for that particular organization. Best practices" in HR are subjective and transitory.

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This requires that Australian organizations need to take a more "strategic" approach to HR that will enable them to cope with the challenges resulting from rapid changes in technology and globalization.

Conclusion
There is significant evidence in the literature to indicate that a strategic approach to HR policies and practices in Australia has been largely pre-occupied with strategy in its narrowest form. An explanation of this may be that strategic HR practices have been used opportunistically rather than strategically, and the approach by HR specialists and their CEOs has been overridden by the need to survive and grow in an increasingly complex and volatile economic environment. Unlike their financial counterparts, HR specialists are often ignored when strategic business decisions are made. This supports the belief that the material considerations for long-run strategic decisions placing HR as the critical function in corporate strategy do not exist. Organizations that continue to seek solutions to their competitive challenges by downsizing, outsourcing and weakening their organizational culture are now "on borrowed time" and will not be sustainable. Organizations need to match HR policies and practices with long-term business strategies required to compete in the global market place, and generate employee commitment and retention over the long-term. HR practices are required that are incremental and collaborative and provide the opportunity to employees to make decisions affecting their work and to share in the rewards of their creative efforts. As we know the whole function of HR department depends upon the HR Practices of the organization. The HR management is done according to the HR Practices of the company. I believe the HR Practices is a vital part of an organization, which helps the organization to achieve the goal of the organization. All companies are having their HR Practices but the company who is having the best, is the most successful company among its competitors. So the company can get success within its competitors by applying best, effective HR Practices. The main objective of the project is To understand the HR practices followed. To know what are the uses of HR practices for any organization. How these HR Practices help any organization to know its stand in the market and to be competitive by implementing good HR Practices for their employees. To understand how the organization would achieve its goals by implementing good HR Practices. To understand the work culture of the organization.

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HR is management function that helps managers to recruit, select, train and develop members for an organization. HR refers to set of programs, functions, and activities designed and carried out.

Bibliography
www.salvaresources.com www.wikipedia.com A Handbook Of Human Resource Management Practice by Michael Armstrong www.epfindia.com

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