CHAPTER-I

INTRODUCTION

1
OBJETIVE OF PROJECT

2
OBJECTIVES OF THE PROJECT

Every project report is carried out with some specific OBJECTIVE in the mind.
Objective is basically the purpose behind conducting a project and unless the objective is
certain or specifically defined it is not understood what data hasto be collected.
Objectives of the project are nothing but what is to be learned out of this project report.
Specific objectives of this Project Report

Primary objectives
To understand:
1 To have exposure to recruitment process
2 To have exposure to employees selection process
3 Whether the recruitment process and selection process are satisfactory

Secondary objective

1. Understand various HR tools used in handling Recruitment So in this project report I

have made every effort to understand the abov specified objectives keeping in mind
the present scenario of the Recruitment and selection process and collect data.
2. To understand how effective the computer system or new technology is in the
recruitment system

3
 CHAPTER-II
PROFILE OF THE ORGANISATION

Organization / Business Areas

4
 • Sandvik Tooling develops, manufactures and sells tools and tooling systems for
metal cutting. Major customers include companies in the general engineering,
automotive and aerospace industries.

• Sandvik Mining and Construction develops, manufactures and sells machinery

and tools for mechanical rock excavation in mining and civil engineering worldwide.

• Sandvik Materials Technology develops, manufactures and sells products

mainly in stainless steel, special alloys and ceramic resistant materials, as well as
process plants. Customers are to be found in most industrial segments.

Sandvik Mining and Construction

5
We have now spoken a bit about general Sandvik areas, we will now talk about our own
Business Area, Sandvik Mining and Construction (SMC).
Sandvik Mining and Construction was formed in 1998 following Sandvik's purchase of
Tamrock and the merger of Tamrock and Sandvik Rock Tools. Since the creation of
SMC, the business area has shown a formidable growth - organically as well as through
acquisitions.

Sandvik Mining and Construction has the market’s most comprehensive range of
products for rock excavation operations in mining and civil engineering, mainly thanks to
all of the below acquisitions that has been done since 1998.

Our organization is divided into five global customer segments. The segments are
responsible for driving the business, responsible for our offering (strategy and R&D) as
well as the assembly of all the equipment. Each Segment owns the equipment, the
equipment belongs to the segments that sell the biggest % of the equipment, and e.g.
crushers are owned in Construction segment, although of course other customers might
utilize crushers.
All the sales and service are done by the 9 sales regions in SMC (of which APC is one).
The global segment does not own the frontline contacts. In each region there is one
person representing each segment, called Regional Customer Segment Manager (RCSM),
and they have their organizations under them, the size depends on the size of the business
in the particular region.
SMC also has common function. The two biggest common functions are Logistics and
Supply.
In the world we have three global warehouses, Chicago, Eindhoven, Singapore, that take
care of all in- and outbound logistics of tools and parts (not equipment).
SMC Supply is handling all the factories making tools and consumables and parts, as
they do not belong to any particular segment.

Five global customer segments of SMC

6
Hard Rock Mining Soft Rock Mining Surface Mining Construction

Exploration

Various department in smc

Logistics Finance Human Resource Order Desk Supply

7
SANDVIK ASIA LIMITED - ORGANISATION PROFILE

Sandvik Asia Limited is a subsidiary of Sandvik AB, Sweden, with a fully integrated
production and marketing base. Having been in the Indian market for over three decades,
Sandvik Asia Ltd. offers quality and reliability in products and services, in all the three
main product areas : Tooling, Mining & Construction and Materials Technology.

Sandvik Materials Technology in India promotes the full assortment of high quality
stainless steel products manufactured at our parent company mills located at Sweden,
France, Canada, Czech Republic viz. Semifinished Products, Hollow and Solid Bars,
Tubes and Pipes, Strips, Wires and Welding products and Process Systems for industrial
processes.
Sandvik Materials Technology has India's largest plant producing Cold Finished
Seamless Stainless Steel Austenitic and Duplex Instrumentation and Heatexchanger
Tubes, Hot Extruded Pipes, Hollow Bars and Redraw Hollows - all manufactured
under one roof. It is the only steel plant in India which follows international standards of
manufacturing, safety, shop cleanliness and concern for people.
The plant has been validated for manufacturing tubes & pipes as per ISO 9001-2000, ISO
14000, PED 97/23 European Directive, AD 2000-Merkblatt - WO German Directive,
TRD 100, EIL. Approx. 60% of the produce is exported to USA, Europe and ASIAN
countries.

Our customer base is made up of private and government organisations from the
following industries :
1.Chemical,
2. Petrochemical,
3. Refineries,
4. Oil & Gas,
5. Urea/Fertilizer Units,
6. Nuclear,
7. Piping and Process industries,

8
8. Automobile,
9. Refrigeration,
10. Medical field,
11. Aerospace,
12. Defence.

Through a network of resident engineers, distributors and representatives, Sandvik

Materials Technology, Sandvik Asia Ltd. maintains effective contact with customers
throughout India.

The name SANDVIK is synonymous with world class quality and

dependability

Vision and Mission of the Organisation

9
Vision Statement
The group vision is a long term aspirational goal for the entire organisation. It provide
inspiration & focus for all people within sandvik. Sandvik vision is to constantly improve
its customers productivity & is dedicated to helping its customers fulfill & even exceed
their targets.
They are perceived by our customers to be the Solution Partner of choice, in their
efforts to constantly improve and exceed their productivity and performance.

Mission statement:

The mission statement is a summary of what sandvik has to do to fulfill the vision. It
provide a stronger meaning to what it means to work within the group. It should answer
the question “what shall we do for whom & why?” sandvik’s mission is to be the obvious
First choice & provide the best possible value for its main stakeholder customers,
stakeholder & employees.

Sandvik Core Values

10
 In Sandvik we have the Core Values –
1. Open Mind,
2. Team Spirit
3. Fair Play.
These core values are one important factor in belonging to the Sandvik group.
We are a global company with representation in 130 countries. they all bring with us
a different background and a different culture. The Core Values are what bind us
together and steers us in the way we act as Sandvik Employees.

The aim is to understand the importance of social as well as environmental responsibility

from a business perspective.

Open mind
• Constantly seek new solutions
• Seek roads for improvement.
• Encourage new ideas
• Freedom to take initiatives.

Team Spirit
• We trust each other
• Enthusiasm
• Cooperation worldwide
• Showing respect for one another.
• Close cooperation with our customers
• Comprehensive view, Sandvik interest first.
• Leadership

Fair Play
• High ethical standards (OECD Guidelines)
• Accuracy of records
• Equal opportunity
• Environmental Concerns
• Social Responsibility

Sandvik Overview:

11
Sandvik is a global industrial group with advanced products and world-leading positions
in selected areas. Worldwide business activities are conducted through representation in
130 countries.

Business concept

Sandvik shall develop, manufacture and market highly processed products, which
contribute to improve the productivity and profitability of our. Operations are primarily
concentrated on areas where Sandvik is – or has the potential to become – a world leader.

Ownership

The largest shareholders, in percent of voting rights 31 December 2007, were AB

Industrivärlden (11.5), Morgan Chase Bank (8.7) and Svenska Handelsbanken's Pension
Foundation (4.0).

Group executive management

Clas Åke Hedström is Chairman of the Board and Lars Pettersson President and Chief
Executive Officer of Sandvik AB.

Organization / Business Areas

The Sandvik Group conducts operations within three core areas - Sandvik Tooling,
Sandvik Mining and Construction, Sandvik Materials Technology - with responsibility
for research and development (R&D), production and sales of their respective products.

Sandvik History – Mergers/acquisitions

12
13
 Organisational Chart

SMC Supply Chain India PU

Organization chart

14
 CHAPTER III
RESEARCH METHODOLOGY

Research Methodology :

15
 Research Methodology is a systematic method of discovering new facts or verifying
old facts, their sequence, inter-relationship, casual explanation and the natural laws which
governs them. Research Methodology explained by Redman and Mory are as follows
systematized effort to gain new knowledge Research Methodology is original
contribution to the existing stock of knowledge making for its advancement. It is the
purist of truth with the help of study. Observation, comparison and experiment. In short
also covers the systematic method of finding solution to a problem is research. It also
covers the systematic approach concerning generalization and the formulation of the
theory. Different stages involved in research consists of enacting the problem,formulating
a hypothesis, collecting the facts or data, analyzing the facts and reaching certain
conclusion either in the form of solution towards the concernedproblem or in
generalization for some theoretical formulation.
In Research Methodology mainly Data plays an important role.
The Data is divided in two parts:
a) Primary Data.
b) Secondary Data.

Primary Data is the data, which is collected directly by direct personal interview,
interview, indirect oral investigation, Information received through local agents,
drafting a schedule, drafting a questionnaire.
There fore for collecting the primary data I have study the recruitment & selection
process for SAL. I have taking interview or talking with HR people , production head for
collecting a information about company as well as recruitment procedure. I have also
preapare a quetionary & ask question for 10 people.

Secondary Data is the data, which is collected from the various books, magazine and
material, reports, etc. The data which is stored in the organization and provide by the HR
people are also secondary data. The various information is taken out regarding that

16
subject as well other subject from various sources andstored. The last years data stored
can also be secondary data. This data is kept for the internal use of the organization. The
HR manual is for the internal use of the organization they are secondary data which help
people to gain information.
In this report the data plays a very crucial role. For this report the data was provided
to me by HR department and other departmental head in the organization.
The Primary and Secondary data which is specified above was provided by:
a) Manager HR - Recruitment
b) Other department head.
Due to discussion with these people lot data as well latest information was known by
these people which was very beneficial and was primary data to me. The questionnaires
the primary data was the main key which help to analysis data.This is the Research
Methodology used in the project. The primary and secondary data method has been used
in this project. Unless the data is collected no project can be complete. So both these data
is very important in the project.

Sources of Data Collection.

1. Primary Source:

a) Observation Method
b) Interview Method
c) Questionnaire Method.

2. Secondary Source:

a) Books
b) Sandvik manual
c) Websites :

17
 CHAPTER IV
CONCEPTUAL BACKGROUND

RECRUITMENT

RECRUITMENT:

18
The term recruitment is an inseparable process in the world of globalization.
Today it has been a linking activity brining together those with job and those seeking job.
The recruitment process attracts potential employees to the organization. The smooth
recruitment process can be carried out by personneldepartment or HR head in the
organization. The recruitment process starts first with manpower planning.

MANPOWER PLAN AND REQUISITION:

Every position to be recruited shall be on the basis of an approved Manpower budget,

which shall be sanctioned by the CEO of the company. Recruited against budgeted
position will be required to be raised by the Department manager using the Manpower
Requisition Form, the manpower requisition form has to be approved by the functional
head and CEO of the Company in consultation with Head HR. The approved manpower
requisition form shall form the basis for the commencement of the recruitment process.

Definition:

Recruitment defined by Flippo as a process of searching for prospective

employees and stimulating them to apply for job in the organization .
As per Yoder a process to discover the sources of manpower to meet the
requirement of staffing schedule and to employ effective measure for attracting
that manpower in adequate number to facilitate effective selection of an efficient
working force , thus the purpose of recruitment is to locate sources of manpower
to meet job requirement and job specifications.

OBJECTIVE:
The objective of recruitment process helps the organization to identify whether
the selected employee working capabilities are satisfying the companies targets.

19
FACTOR AFFECTING RECRUITMENT:

1. The size of organization

2. The employment conditions in the community where the organization is located.
3. The effect of past recruiting efforts which shows the organization ability to locate and
keep good performing people.
4. The working condition, salary and benefits package offered by the organization.
5. The rate of growth of organization.
6. The level of seasonality of operation and future expansion and production programmes
and the culture, economic and legal factors, etc.

DIFFERENCE BETWEEN RECRUITMENT AND SELECTION :

Recruitment is the process of searching for prospective employees and stimulating them
to apply for job in the organization. It s often term positive in that its objective is to
increase the selection ratio, that is, the number of applicant per job opening. Maintains
that hiring through selection. Selection is a process to eliminate applicants, leaving only
the best to be placed in the organization.

SOURCES OF RECRUITMENT:

20
When organization is needed to fill a vacant organizational position, the individual may
come from inside or outside the organization. There are two source of recruitment as
follows:
1. Internal sources
2. External sources.
1. Internal sources

The Internal source of recruitment means promotion of worker or employee from lower
level to higher level. The recruitment process is carried within the organization. Mostly
this process is used to fill vacancies of middle and top level personnel.

2. External sources

The External source of recruitment is used to fill vacancies at lowest level or at the time
of expansion of the organization of the firm or where job specification cannot meet by
present employees. The commonly used outside sources are as follows:
1. Contact through present employees.
2. Former employees.
3. Intermediaries.
4. Recruitment at gate.
5. Unsolicited Application.
6. Advertisement.
7. School, College, University and Technical Institution.
8. Employment Exchange.
9. Private Agencies.
10.Professional Bodies.
11.Personnel Consultant.
12.Part time employee.
RECRUITMENT PROCESS:

21
 Manpower Plan

▼
Position Description

▼
Manpower Requisition

▼
Blank Application

▼
Preliminary Interview
▼
Application Form
▼
Personal Test:
a) Intelligence test.
b) Aptitude test
c) Personality test.
▼
Employment Interview.

▼
Selection

▼
Medical Examination

▼
Appointment letter

 SELECTION

22
 Selection is the term implies involving hiring for placement on jobs a sunset of
workers from the total set of workers available for hire on a job. After identifying the
sources of human resources, searching for prospective employees & stimulating them to
apply for jobs in an organization, the management has to perform the function of
selecting the right employees at the right time. The objective of the selection decision is
to choose the individual who can most successfully perform the job from the pool of
qualified candidates. The selection procedure cannot be effective until & unless
1. Requirements of the job to be filled have been clearly specified (Job analysis)
2. Employee specifications (physical, mental, social, behavioral) have specified.

Thus, the development of job analysis, human resources planning & recruitment are
necessary prerequisites to the selection process. A breakdown in any of these processes
can make even the best selection system ineffective.

SELECTION PROCEDURE:
Selection procedure employs several methods of collecting information about the
candidate's qualifications, experiences, physical & mental ability, knowledge, aptitude
etc for judging whether a given applicant is suitable or not for the job. Therefore, the
selection procedure is not a single act but is essentially a series of methods or stages by
which different types of information can be secured through various selection techniques.

Scientific Selection Process:

23
 Development Bases for Selection

Application/Resume/CV/Bio-data
Job Analysis

Written Examination
Human Resource Plan

Preliminary Interview
Business Games
Recruitment

Tests
Final Interview

Medical Examination

● Job analysis:
Job analysis is the basis for selecting the right candidate, i.e., every organization
should finalize the job analysis, job description, job specification & employee
specifications

● Human Resource Plan:

Every company plans for the required number of & kind employees for a future
date. This is the basis for recruitment function.

● Recruitment:
It refers to the process of searching for prospective employees & stimulating them to
apply for jobs in an organization. It develops the applicants' pool.

1. Development of Bases for Selection:

24
 The company has to select the appropriate candidates from the applicants' pool for the
jobs through borrowing bases/techniques for screening the candidates.
2. Application Form:
Application form is also known as application blank. This technique is traditional &
widely accepted for securing information from the prospective candidates. Information is
generally on the following items in the application forms: Personal background
information, educational attainments, Work experiences, Salary, Personal details &
References.
3. Written Examination:
The organizations have to conduct written examination for the qualified candidates so
as to measure the theirs ability in arithmetical calculations, to know the candidate’s
attitude towards the job, to measure his/her aptitude, reasoning knowledge in various
disciplines, general knowledge & English language.
4. Preliminary Interview:
These interviews are short & known as stand-up screening interviews. The
preliminary interview is to solicit necessary information from the prospective applicants
and to assess the applicant's suitability to the job. This may be conducted by an assistant
in the personnel department. The information thus provided by candidate may be related
to the job or personal specifications regarding education, experience, salary expected,
aptitude towards the job, age, physical appearance & other physical requirements etc.
Thus, this interview is useful as a process of eliminating the undesirable & unsuitable
candidates.
5. Business Games:
Business Games are widely used as a selection technique for selecting management
trainees, executive trainees & managerial personnel at junior, middle & top management
positions. This technique helps to evaluate the applicants in the areas of decision-making,
identifying the potentialities, handling the situations, problem-solving skills, human
relations skills etc.
6. Group Discussion:
This technique is used in order to secure further information regarding the suitability of
the candidate for the job. It is methods where groups of the successful applicants are

25
brought are brought around a conference table & are asked to discuss either a case study
or a subject-matter. The candidates in the group are required to analyze, discuss, find
alternative solution & select the sound solution.
7. Test:
Psychological tests play role in employee selection.
Types of tests:
1. Aptitude Tests:

These tests measure whether an individual has the capacity or latent ability to
learn a given job if given adequate training. Aptitudes can be divided into general &
mental ability or intelligence & specific aptitudes such as mechanical, clerical,
manipulative capacity etc.
2. Interest Tests:

These tests are inventories of the likes & dislikes of candidates in relation to
work, job, occupations, hobbies & recreational activities. The purpose of the test is to
find out whether a candidate is interested or disinterested in the job & to find out in
which area of the job range/occupation the candidate is interested.
3. Personality Tests:

These tests prove deeply to discover clues to an individual's value system, his
emotional reactions & maturity & characteristic mood. They are expressed in such traits
like self-confidence, fear, tact, emotional control, optimism, decisiveness, sociability,
conformity, objectivity, patience, distrust, initiative etc. These tests are divided into: (a)
Objective Tests (b) Projective Tests.
4. Multi-dimensional Testing:

However, the need for multi-skills is being felt by most of the companies’
consequent upon globalization, competitiveness & the consequent customer-centered
strategies. Organizations have to develop multi-dimensional testing in order to find out
whether the candidates possess a variety of skills or not candidate’s ability to integrate
the multi-skills & potentiality to apply them based on situational & functional
requirement.

26
Recruitment & Selection procedure at SAL

27
Table of contents

1. Introduction

2. Job opening management

3. Assessment & selection

4. offer administration

5. post offer administration

6 Follow up with new employee

28
29
Introduction
Sandvik is implementing a standardized and global way of handling recruitments
which is supported by PeopleSoft, the HR Service Center (HRSC) and our global
tools and processes. The main benefits from this new way of working are:

• High quality in all recruitments.

A Job Opening, where the recruiting manager’s requirements are specified and
approved, will be the base for all recruitments. The HRSC will help the Manager and
the HRA with the first selection by screening each candidate in accordance with the
basic requirements of the position. The Manager and the HRA focus on what profile
is required and, after the interviews are conducted, make sure to select the right
person for the job.

• The average lead-time of recruitment will be shorter.

The approval of a Job Opening is done within the PeopleSoft system, which
enables the Managers to authorize the Job Opening even when traveling and away
from the office. The only prerequisite is access to the Sandvik network. The lead-time
within the HRSC is defined, measured and followed up continuously. The part of a
recruitment that is handled by the Manager and the HRA will also be more effective,
since the HRSC will make sure that interview scheduling and interviewers are booked
at an early stage in the recruitment process. The HRSC will handle all administration
in connection with the recruitment, offering and hiring.

30
• Enables tracking and reporting.

By using the PeopleSoft system throughout the whole recruitment process, the
Manager, the HRA and the HRSC have full transparency about applicants and their
status within the process. It is also possible to extract reports that will be a base for
measuring and improving the process.

• Quick integration of a new employee.

This saves money for the company and is an important part of the recruitment
process. The HRSC serves the Manager with the right templates, at the right time.
The Manager and the HRA shall use the appropriate tools to integrate the new
employee in the unit and make sure that he/she feels motivated and competent enough
to start contributing to the results of the company. The integration also includes a
follow-up by the Manager within 6 months of employment. Should the new employee
not live up to expectations, necessary actions are taken at this time.

• A global internal job market.

The HRSC will make sure that all vacancies are posted on the Sandvik Intranet
and relevant bulletin boards, which means that all employees will be able to see all
jobs posted.

The following steering documents and tools shall be used in the recruitment process,
and can be found on the Sandvik Connect site:
• Global Resourcing policy
• Global guideline for recruitment advertisements
• Integration program for new employees
• Follow-up of new employee (part of the integration program)

31
• Global Test policy

32
 2. Job Opening Management
Global Process Description

Actor Manager, HRA, Grandparent, HR Service Center (HRSC)

Pre-Requisites No succession planning.

No vacancy that would jeopardize the business if made public.
Trigger A vacancy in the organization has been identified.
Input Job Opening specification
Output Job Opening advertised
Important facts Job Opening Management is a joint effort between Manager, HRA
and HRSC recruiter.The HRA should act as support for the
Manager in all parts of the process.
The steps:

33
 • The Manager creates and submits the Job Opening.
• The HRA validates & completes the Job Opening.
• The Grandparent reviews the information provided by the Manager and the
HRA, and if necessary, suggests changes before approving the Job Opening.
If the Grandparent denies the recruitment, or if further signatures are
required for approval, the HRA will take necessary actions.

NOTE :
Without appropriate grandparent ( maneger’s maneger ) approval for job
opening recruitment procces are not started.

Grand Parent Principle

In Sandvik we have the “Grand Parent Principle”. This means that the grandparent
(manager’s manager) finally approves things such as recruitments, final candidates for a
position, salaries, organizational changes, trainings, promotions, transfers and anything
else that can be considered as “good to be two to tango”.

What happens next?

When the Manager has submitted the Job Opening, an automatic e-mail is sent out to the
HRA informing him/her that a Job Opening is awaiting their validation/approval. The
HRA has to make sure that an appropriate Grandparent has been selected by the Manager
and that the correct job code was selected etc. If e.g. an inappropriate Grandparent has
been selected, the HRA should deny the Job Opening and enter a comment in the
Comments field that the Job Opening was denied because of an incorrect Grandparent.
The Manager can then re-submit the Job Opening. The Manager will be notified of the
denial by workflow email.

34
 3. Assessment & Selection
Global Process Description

2. Resourcing DIS Functional Team

Author: Kristian Nordlund Date created: 2005-10-25

2.30 Assessment& Selection IND Sign off: 2007-09-24 Last modified: 2007-09-12

2.30.4 2.30.6 2.30.7 2.30.IND1 2.30.9 2.30.IND2

LINK FROM: Conduct
Job Opening Review MGR
Conduct Select Primary Negotiations–
shortlist & select Reference Check Medical Testing
Management Interviews Applicant Make Preliminary
for interview
MGR / HRA

Offer
MGR MGR, HRA MGR, HRA HRA/HRSC/MGR MGR, HRA HRSC/External
Word / Excel - - Excel OR- e-Recruit - -

Internal Applicant

LINK TO:
Contract
Administration

LINK TO:
2.92.3 Search
Candidate
Pool
LINK FROM:
2.92.3 Search
Candidate
Pool
HRSC

2.30.1 2.30.2 2.30.3 2.30.5

Review
Process applications and Conduct Phone Review interview
Applications produce phone Interviews schedule / logistics
interview shortlist
HRSC/MGR/HRA/
Applicants HRSC HRSC HRSC
PeopleSoft PeopleSoft Excel Phone
OR e-Recruit Excel
PeopleSoft
OR e-Recruit

Actor Applicants, Manager, HRA, HR Service Center (HRSC)

Pre-Requisites Sufficient number of applicants received.
Trigger Last date to apply expired.
Input Applications
Output Offer extended to primary applicant.
Important facts HRSC screens applicants, makes phone interviews and produces
shortlist.

Process Summary:
The Process Map above outlines the main activities involved in Assessment & Selection.
It involves HRSC, the Manager and the HRA.
The process starts with the creation of a short list for the Manager to review and ends
with the selection of a Primary Applicant and negotiations towards a final offer. The
short list is the result of phone interviews conducted by the HRSC.

35
What happens next?

The Manager will contact the HRSC by phone or email and inform them of completion
of short-list review.

An Interview Information letter will be created and posted to the applicant by the HRSC.

The HRA or the Manager records the outcome of the interview in their local interview
template. They determine who they want to take forward and check references for. The
HRSC will check references for selected applicants and forward the result to the MGR
and HRA for decision.

The HRSC will send the medical test results to the Sandvik medical doctor for clearance.
As soon as the applicant has been cleared the HRSC will inform the MGR and HRA of
medical test clearance.

36
 4. Offer Administration
Global Process Description

Actor HR Service Center (HRSC) and (Manager)

Pre-Requisites Contract sent to primary candidate
Trigger Confirmation of contract return or request for re-negotiation of
terms.
Input Signed Contract, Bank detail template
Output Employee hired in PeopleSoft
Important facts The recruitment process triggers the Contract Administration
process in Workforce Administration.
It is the Manager’s / HRA’s (depending on circumstances)
responsibility to inform all unsuccessful face-to-face interviewed
applicants of rejection when the primary candidate has been hired.

37
Process Summary:
.

When the contract has been returned, the HRSC analyst indicates this in PeopleSoft and
sets up the applicant in PeopleSoft as an employee.

All other candidates that are rejected when the primary candidate is hired will receive a
phone call from the Manager or the HRA (depending on circumstances) informing them
about the decision.

The Manager and the HRA will decide if any of the unsuccessful applicants in the final
interviews, meet the criteria for being entered into the Candidate Pool. These applicants
will be contacted either by the Manager or the HRA to state their preference (sponsor to
the Candidate Pool or not

38
 5. Post Offer Administration
Global Process Description
Level 1 Process 2 Resourcing DSI Functional Team

Author : Kristian Nordlund Date created : 2005 -10-25

Level 2 Process : 2.60 Post Offer Administration IND Sign off : Last Modified : 2008 -06-04

2.60 .1
Send Integration
LINK FROM :
HRSC

Checklist and
Offer
Individual
Administration
Integration Plan
HRSC
Email
MGR / HRA / EMP

2.60 .2
Conduct Employee
Introduction

MGR /HRA/EMP
-

Resource Alloc . Navigate to Child Process Process Documentation On Page Reference Decision Point
KEY :
Technology Req . Navigate to Parent Process Steering Documentation Off Page Reference Indirect Connection

Actor HR Service Center (HRSC), Manager, HRA and Employee

Pre-Requisites N/A
Trigger Employee hired in system
Input N/A
Output New Employee Integration Checklist and Individual plan
completed.
Important facts The Integration checklist and individual integration plan are parts
of the New Employee Integration Program.
It is the responsibility of the Manager to ensure completion of the
Integration Checklist and Individual intergration plan.
Process Summary:
.
• The HRSC analyst sends the New Employee an Integration Checklist and an
Individual integration plan to the Manger and HRA by e-mail.
• The Manager investigates the integration needs of the new employee and
completes the integration checklist and the individual integration plan.
• The HRA also sends a copy of the plan to the HRSC.

39
 Follow-up with New Employee
Global Process Description

2 Resourcing D IS Functional Team

Author: Kristian Nordlund Date created

: 2008-05-09
2.50 Follow-up with New Employee IND Sign off: Last modified
: 2008-05-19

2.50.3 2.50.4 2.50.IND1

D iscuss and Make Employee Send signedFollow-
PopulateF ollow-up Improvement
Yes D evelopment up of new em ploy ee
Manager

of new em ploy ee Required tem plateto H RSC

Action plan
tem plate

MGR / Employee MGR / Employee MGR

No
Word T emplate Word Template Email/Post
HRSC

2.50.1 2.50.2 2.50.IND2

Send N otific ation and Notify H RA of
Run PS Query F ollow-up of new follow-up
em ploy ee tem plate completion

HR SC H RSC HR SC
PS Email Email

LINK T O: LINK T O:
Employee

Perform Perform
Employment Employment

F ollow-up form R eminder is

R esource Alloc
. is not received sent
KEY: Navigate to Child Process Process Documentation On Page R eference D ecision Point
Technology R eq
. Navigate to Parent Process Steering Documentation Off Page R eference Indirect Connection

Actor HR Service Center (HRSC), Manager and Employee

Pre-Requisites N/A
Trigger Four month of employment
Input Four month of employment report
Output Integration of new employee followed up.
Important facts It is the shared responsibility of both Manager and employee to
complete the follow-up.

Process Summary:

40
.

• The HRSC analyst sends the follow-up template to the Manager and the
employee
• The Manager and the employee are to have a dialogue regarding the first months
in the new position and, if applicable, agree on an action plan for improvement
areas. Both parties sign the populated template and the Manager sends the
follow-up template to the HRSC by mail or confirms by e-mail to HRSC that the
follow-up has been completed. The Manager will also send a copy to the HRA.

41
 CHAPTER V
DATA PRESENTATION, ANALYSIS AND
INTERPRETATION

42
 ANALYSIS AND INTERPRETATION OF DATA

Since Recruitment and selection procedure is important activity in any

organization. The emphasis was lead on findings of views of various employees
about the Recruitment process and selection procedure followed in Sandvik asia ltd.
Because in origination there are written and unwritten process related to
Recruitment and selection procedure of Employees on which employees
view are important as a good policy of HRM.
Accordingly, the survey which was carried out was an eye opener and details
analyses of my survey are explained in forth coming Para.
A Research was conducted in Sandvik asia ltd. Pune of various departments including
HR department.
Sample sizes of 10 people were taken for effectiveness of Recruitment.
Data was collected on the basis of Questionnaire and Informal discussion & also
collected from interviews.
For a sample size for questioners I have choose a 10 people out of 28 people in HR
department because other people are not available for the interview. It means that sample
size is 35% there is enough for getting information.

43
 ANALYSIS AND INTERPRETATION OF DATA
Q.1. Whether the Recruitment process is documented?
a) Yes b) No

Option a b Total
Response 6 4 10
% 60 40 100

chart 5.1
80
60
%
40
%

20
0
a option b

Interpretation:
From the above response it is seen that majority of the employees feel that Recruitment
process is documented in the company. However they can access when ever they want.
40% of the people don t have knowledge about it.

Q.2. what is awareness level of people with regards to documentation?

44
 a) Clear b) Vague.

Option a b Total
Response 4 2 6
% 66 33 100

c h a rt 5 .2

80
60
% 40
20 %
0
a b
o p tio n

Interpretation:
From the above response it is seen that 66% employees are having only clear and under
stable knowledge of the documented process of the recruitment. The other employees are
finding it vague.

Q.3. Whether the Recruitment system is transparent at all level?

a) Not at all b) To great extent. c) To some extent

45
Option a b c Total
Response 2 6 2 10
% 20 60 20 100

Interpretation:
From the above response it is seen that employees of the company has very good
knowledge about the transparency of the Recruitment system.

Q.4. Is the Recruitment process uniform at all level?

a) Yes b) No c) varies as per department.

Option a b c Total
Response 3 - 7 10
% 30 - 70 100

Interpretation:

46
From the above responses it is seen that recruitment process varies many of the times
from department to department so it helps the department heads to select the right person
for the job as per his requirement and needs.

Q.5. Whether the other department head is involved in the interview of the candidate?
a) Totally linked b) partially linked c) Not at all.

Option a b c Total
Response 3 4 3 10
% 30 40 30 100

Interpretation:
From the above responses it is seen that only few department head s are considered
during the interview process and majority of the time they are partially linked i.e. they
only have to set paper and decided the package.

47
Q.6. How was the response of HR department or person on vacancy is?
a) Not slow b) slow c) Quick d) Very responsive e) Excellent.

Option a b c d e Total
Response 0 3 5 0 2 10
% 0 30 50 0 20 100

Interpretation:
From the above response it is seen that more than 50% the employee fells that the
response is quick. But in few cases it is slow.

Q.7. Whether the written test design gives real advantage or satisfaction?
a) Not at all b) Total Satisfaction c) Totally good

Option a b C Total
Response 8 2 0 10
% 80 20 0 100

48
Interpretation:
From the above response it is seen that majority of the employees find the written test are
not at all beneficial or advantage as it is time consuming. Only few agree to the test
design.

Q.8. How is the test evaluation of the recruitment process?

a) Fair b) Justified c) Not justified.

Option a b c Total
Response 2 8 0 10
% 20 80 0 100

Interpretation:
From the above response it is seen that the test evaluation is not done properly.
There is bias is opinion while evaluating the paper.

49
Q.9. what is the criteria of selection in sandvik asia ltd of the requirement process if
Knowledge considered rate in percentage.
a) 20-30% b) 31-50% c) 51-70% d) 71-80% e) 81-100%

Option a b c d e Total
Response 0 2 5 3 0 10
% 0 20 50 30 0 100

Chart 5.9

50
40
30
%
20
%
10
0
a b c d e
option

Interpretation:
From the above response it is seen that 51-71% weight is given on knowledge. If the
criteria is only knowledge for selection.

50
Q.10. Whether the middle level manager is aware of the recruitment Process ?
a) Not at all b) To some extent c) Thoroughly known

Option a b c Total
Response 4 3 3 10
% 40 30 30 100

Interpretation:
From the above response it is seen that information of standard Recruitment process is
not communicated to middle level manager .

Q.11. The major Man power source in sandvik Asia ltd of recruitment process is?
a) Newspaper b) Firm or Agencies on contract basis.c) Campus interview
d) Internal recruitment

51
Option a b c d Total
Response 1 3 2 4 10
% 10 30 20 40 100

Interpretation:
From the above response it is seen that majority of the employees are employed from the
internal process and later from the agencies . The least preference is given to the campus
and newspaper.

Q.12. Which is the most powerful method of the interviewing the candidate and
Selecting the candidate in sandvik asia ltd?
a) Telephonic Interview b) Personal interview c) Video conference interview.

Option a b c Total
Response 3 4 3 10
% 30 40 30 100

Interpretation:

52
From the above response it is seen that the most powerful method of selection is personal
interview and than telephonic interview and video conference interview beneficial in case
of long distance.

Q.13. Are you satisfied with Recruitment system in sandvik asia ltd?
a) Not at all b) satisfied c) Totally Satisfied d) Totally Good e) Excellent.

Option a b c d e
Response 0 3 0 3 4
% 0 30 0 30 40

Interpretation:
From the above response it is seen that most of the employees are overall satisfied by the
recruitment system in the company. They have clarity of the process.

53
CHAPTER VI
Findings

54
FINDINGS

55
 FINDINGS

The HR department is having very strong base and while doing project in the company
the observation and findings found by me are as follows.
1) The recruitment process is centralized in the company.
2) The test duration for the senior level officer and fresher is too long.
Though is beneficial but time consuming.
3) The tests provided are online test and the evaluation of the test is also done by the
HR manager.
5) The department head are not considered most of the time during the interview. The
Role of the head was to inform about vacancy to HR.
6) Most of the time the criteria of selection are on the basis of the Knowledge
+ Experience. This is good for the company.
7) The company provides a good basis for the FRESHER. Which is a positive side for
the both the concern.
9) The personal interview is more beneficial than other method of the interview.
10) The company concentrates more on recuirtment firm for the need of man power.
11) Sometimes candidate selection is not as per the profile for the junior level
staff. E.g. A HR executive is given assistance who is doing B.com But not MBA or
MPM students.
12) The other branches have to give 60 days notice for the place vacancy.

56
13) The selection of the candidate in sandvik asia ltd is done up to the mark.
There is no bias view for other.

SUGGESTIONS

57
 SUGGESTIONS

1). The middle level employees should have knowledge of the recruitment
process and the non HR employees should be given a HR manual.

2) The department head should be involved in the interview process as he

knows right person for the job of his department.

3) The selected candidates should be given training at their work place by the
the trainer of the department.

4) The test duration should be kept short for the senior level employees so that
more time is not taken and they can concentrate on the work.

58
 LIMITATION

1. Time constraint :

The time duration for a project should be more.

A complete analysis and total mapping of changed behavior
cannot be completed in two months duration.

2. Incomplete information from the respondent :

Many respondents have filled in incomplete details about questions.

3. Respondent was busy :

The respondent was usually industry people who were busy while doing their own
work.

4. Department head are not involved totally in recruitment process

5. Recruitment process is lengthy.

59
CHAPTER VII
APPENDIXES

60
 Questionnaires

The Questionnaire of Recruitment Processes System

NAME:

DEPARTMENT CODE:

EMPLOYEE CODE :

EMPLOYEE GRADE:

NOTE : Tick mark on correct answer

Q.1. Whether the Recruitment process is documented?

a) Yes b) No
a) b)

Q.2. Whether the Recruitment process is documented if YES than the

substances level of its knowledge to others is:
a) Clear b) Vague.
a) b)

Q.3. Whether the Recruitment system is transparent at all level?

61
a) Not at all b) To some extent c) To great extent.
a) b) c)

Q.4. Is the Recruitment process uniform at all level?

a) Yes b) No c) varies as per department.
a) b) c)

Q.5. Whether the department head is constitutes in the interview of the

recruitment process?
a) Totally linked b) partially linked c) Not at all.
a) b) c)

Q.6. How was the response of HR department or person on vacancy is?

a) Not slow b) slow c) Quick d) Very responsive d) Excellent
a) b) c) d) e)

Q.7. Whether the written test design gives real advantage or satisfaction?
a) Not at all b) satisfaction c) Total Satisfaction d) Totally good
e) Excellent.
a) b) c) d) e)

Q.8. How is the test evaluation of the recruitment process?

a) Fair b) Justified c) Not justified.
a) b) c)

Q.9. what is the criteria of selection in sandvik asia ltd of the requirement process if
Knowledge considered rate in percentage.
a) 20-30% b) 31-50% c) 51-70% d) 71-80% e) 81-100%
a) b) c) d) e)

Q.10. Whether the middle level manager are well know of the recruitment Process?
a) Not at all b) To some extent c) Thoroughly known
a) b) c)

Q.11. The major Man power source in sandvik asia ltd of recruitment process is?
a) Newspaper b) Internal recruitment c) Campus interview d) Firm or
Agencies on contract basis.
a) b) c) d)

62
Q.12. Which is the most powerful method of the interviewing the candidate and
selecting the candidate in sandvik asia ltd?
a) Telephonic Interview b) Personal interview c) Video conference interview.
) b) c)

Q.13. Are you satisfied with Recruitment system in sandvik asia ltd?
a) Not at all b) satisfied c) Totally Satisfied d) Totally Good
e) Excellent.
a) b) c) d) e)

BIBLIOGRAPHY

1) Books :

a) HRM Book ( Dr. P. G. Pardeshi )

b) Sandvik manual

c) C.R. Pardeshi, Research methodology methods & techniques (2004)

2) Website

www.google.com
www.sandvik asia.com
www.hr cite.com
www.ct hr.com

63