HRP&TA PROJECT ON JSPL

ROMA SAHANI (UEMF17022) & RAVEEN RACHIT

(UEMF17020)
XIMB,XAVIER UNIVERSITY
Table of Contents

EXECUTIVE SUMMARY...................................................................................................................................... 2
OBJECTIVE OF HUMAN RESOURCE PLANNING AND RECRUITMENT ................................................................ 2
APPLICABILITY ................................................................................................................................................... 2
CENTRAL RECRUITMENT CELL .......................................................................................................................... 2
LIFECYCLE OF RECRUITMENT PROCESS ............................................................................................................ 3
HUMAN RESOURCE PLANNING ........................................................................................................................ 3
JOB ANALYSIS.................................................................................................................................................... 4
SOURCING......................................................................................................................................................... 4
INTERNAL SOURCING ....................................................................................................................................... 4
EXTERNAL SOURCING ....................................................................................................................................... 5
SHORT LISTING AND PRE-SELCTION OF CANDIDATE ........................................................................................ 6
SELECTION ........................................................................................................................................................ 6
CANDIDATES ASSESMENT................................................................................................................................. 8
REFERENCE CHECKS AND JOB OFFER / BRIDGING............................................................................................ 8
ON BOARDING .................................................................................................................................................. 8
GENERAL CONDITIONS ..................................................................................................................................... 9
BEST PRACTICES FOLLWED ............................................................................................................................... 9
EXECUTIVE SUMMARY

Human Resource is an organizations most critical asset. They are the source of competitive advantage
to any organisation. In today’s highly competitive business environment placing the right people in
the right position at the right time is very critical for the success of any organization.

The recruitment and selection decision is of utmost importance as it is a tool for attracting and screening
the potential candidates.

In this project, we have tried to list the Human Resource Planning and Recruitment process of Jindal
Steel and Power Limited (JSPL) and attempted to provide some best practices to reduce the Turn
Around Time thereby reducing the cost of hiring the employee.

This report also entails the use of social media in the recruitment process.

OBJECTIVE OF HUMAN RESOURCE PLANNING AND RECRUITMENT

➢ To simplify the recruitment process.
➢ To ensure standardization in criteria for evaluation and transparency in decision making.
➢ To give ownership of recruitment to relevant stakeholders and define the process with process
owners.
➢ To find and hire "the best" candidate for each job.
➢ become a well-known and respected organization in the job market.

APPLICABILITY
• This Policy shall be applicable for recruitment of all the Employees in the Executive cadre
in Jindal Steel and Power limited (JSPL), Jindal Power Ltd. (JPL), Jindal Realty Pvt. Ltd.
(JRPL), Jindal Petroleum Ltd., Nalwa Steel & Power Ltd. (NSPL) and other Associated
Companies and Organizations falling under the overall umbrella of JSPL covering all its
divisions, units, locations, and offices.
• The Recruitment/ Employment of Close relatives of Employees or ex-employees of JSPL
and its associated/ subsidiary companies are not under the purview of this policy and are
dealt separately.

CENTRAL RECRUITMENT CELL

▪ JSPL Group has now expanded into multiple Businesses/ Plants which are spread across the
country and internationally. The current recruitment process is fairly decentralized with
Corporate /Business / Plant HR governed by the Recruitment policy guidelines.
▪ Whilst fresh recruitments would be for expanding businesses and meeting existing manpower
requirements, the focus will be on talent identification and selection for expansions,
replacements for retirees and unplanned separations.
▪ In view of the expanding business requirements the a (CRC) Centralized Recruitment Cell
(comprising of Corporate Recruitment Team) becomes imperative to achieve the objectives of
centralized recruitment of all trainees GETs/MTs
LIFECYCLE OF RECRUITMENT PROCESS

Requirement Gathering and job analysis

Sourcing

Screening and Selection

Offer Letter and Follow up

Onboarding

HUMAN RESOURCE PLANNING

Budgeted Manpower Requirement

• During Annual Budgeting exercise, all units (operating plants and projects), corporate functions
shall submit the manpower requirement to respective unit heads. The respective Heads and
Corporate HR, who shall prepare the draft which shall be presented to Group Council for their
approval for submission to CMD.

• After overall manpower requirement is approved by CMD, the schedule of its phase-wise
release (if necessary) can be approved by respective Head.
• An MIS shall be set up on both the Business and corporate levels to track recruitment against
approval.
• The Corporate HR shall communicate to respective businesses/units of manpower approval,
including phasing.

Ad-hoc Manpower Requirement

• Up to 2% variance from approved budgeted manpower can be approved by Business/Corporate

Function Head in exigencies.
• Any manpower requirement of more than a 2% variance from the approved Annual budgeted
must be approved by CMD.
• All new manpower requirements in Career Group 0 and 1 must be approved by CMD.
• Any individual ad- hoc requirement during the year to be preceded by filling up of a Resource
Requisition form by respective Unit / Function Head in consultation with Reporting Officer
and sent to respective HR who is the Process owner
 This form shall state-
· True need to fill a position
· A clear job description and candidate profile
· Selection of job-specific criteria

JOB ANALYSIS
The proper start to a recruitment effort is to perform a job analysis. Understanding the Job
description is the most important component of Job Analysis JD comprise of:

• Title or Designation

• Role / Responsibility / Duties

• Qualification & Experience

• Necessary Skills

• Good to have skills

• Location, Working Conditions

• Salary and Benefits

SOURCING
With substantial manpower on board, it is quite likely that many persons meeting the Job Specification
criteria for a particular vacancy will be available within the Organizations. Recognizing this, the
sourcing process thus will start with “internal job posting” within the respective Business / Unit. If
not successful, this will be expanded to Company / Associate Companywide posting, and only then to
external sources.

INTERNAL SOURCING
a) Internal job posting:
• Standard template would be used for all internal job postings.
• Business / Plant level vacancies will first be posted within the Business / Plants by respective HR
with the Business / Plant Heads approval. If within 7 days the internal search does not yield
desired result, Business / Plant HR will certify this to CRC which will then post it on
companywide intranet. If even this fails external sources will be used.
However, if it is nationwide sourcing then CRC would take the responsibility of
nationwide posting.
b) Internal relocation:
• In case of scarcely available skills an internal relocation (without a job posting) may be
considered the best option. Relocation within the Business / Plant will be the responsibility of the
Business / Plant HR in consultation with Business / Plant Head.
• Inter Business/ Plant relocation should be handled between the respective HR Heads with
information to CRC.
 Employees selected in response to an Internal Ad., must be released for re-location within a maximum
period of three months
c) Employee referrals:

• (To be governed by Employee Referrals document attached with the Recruitment Policy)
• This source must always be used to build a good candidate database and source known high
performers. The broad guidelines recommended are:
• Senior Managers should themselves provide referrals for inclusion in Talent Bank and encourage
their direct reports and team members to also do so.
• New hires are a good source for referrals, as also information on Organization Structure
and manning.
• Employees visiting industry events and seminars, should look for people who will be fit to
work with us and pass on their contacts to respective HR who will further gather more information
and keep it in our database for future use.
• An acknowledgement must immediately be sent to the Employee providing a reference.
• For candidates possibly meeting our requirements, an immediate contact is to be made. In case there
is no immediate vacancy, the details must be loaded into applicant database.

EXTERNAL SOURCING
a) Campuses:

CRC will be responsible for initiating all India recruitment through campuses since relationship
with educational campuses needs to happen on a consistent and structured basis.
• The initial guidelines including standardized communication about JSPL as a group, its
various businesses including audio visuals will be finalized with CRC.
• Till such a process is established, Campus recruitments, if necessary, will be done with the
consent of Business / Plant leadership and respective HR including list of senior employees who
can represent the company at Educational Campuses.

b) Walk-In-Interviews: When deemed necessary these will be organized by respective Business /

Plant HR in co-ordination with CRC.

c) Web Posting: This mode had been found effective for entry level jobs in some specific
skills like IT, engineering etc.
• CRC will design templates and processes for posting of jobs on Company intranet in
consultation with the portal team (internal placements)
• For Job posting on external websites (Naukri.com, Jobsahead.com etc.) the relationship and business
terms tie up with these portals will be done by CRC, after which the modalities for use will
be circulated to concerned persons. These sites can be used for sourcing junior / middle level
candidates. Also the use of social media like Facebook and professional sites like Linkedin)

d) Through Newspaper Advertisements: (Guidelines and powers and mentioned in the Recruitment
Policy should be adhered to).To ensure uniform brand identity and recall, standard templates
for newspaper ads, etc. will be developed by Central Communications and circulated by CRC
for regular use.
e) Placement consultants / Headhunters: The preferred approach should be to recruit people
 through personal contact and with a targeted approach to the best people in the industry.
Services of placement consultants or headhunters are not normally envisaged.
However, in the event of a special need, CRC will obtain appropriate authority's specific approval
for engaging the services of a Consultant. The guiding principle for such cases shall be:
A clear decision as to the nature of engagement (one off or continuous) will be taken at the time of
obtaining the approval. Plant/ Business HR to appoint head hunters on rates as defined by CRC. In
special cases approval of CRC must be taken.
Clear specifications should be provided to the consultant/s to sharpen their understanding of
our specifications. (Job descriptions, and KRA defined should be used for this purpose)
A fortnightly/ monthly effectiveness review should be conducted. Guidelines for this will be
issued at appropriate time.
An 'Off limits' contract will be used in all contracts, meaning that they ( Head-hunters /
Placement Consultants) will not poach Group Company / Associate Company Employees.

SHORT LISTING AND PRE-SELCTION OF CANDIDATE

• The approving authority and Process owners for shortlisting the candidates for various Grades
of the firm are defined and strictly to be adhered to

• Corporate Function Head becomes the approving authority if recruiting is being conducted by
Corporate Function

• The Screening Interview form format is to be used.

Screening Interview Objectives
• The candidate has demonstrated comprehension of the JSPL business & activities
• The candidate has stated interest in Steel Industry
• The candidate has demonstrated that he or she can add value to the JSPL’s work
• The candidate has an appropriate background (educational and professional)
• Determine whether to invite the candidate to second round interviews or not.

• This interview shall be a brief, informal round with questions on the candidates CV, experience,
willingness to relocate to plant locations (depending on JD), current CTC, etc.

SELECTION

• The delegation of powers for final recruitment of shortlisted candidates for various Grades shall be
as follows:
• Recruiting for Corporate Function employees in Group 3 should be facilitated by the Corporate
Function HR head.

• Hiring Process Matrix Across Levels - Following table defines various tools / stages of interviews to
be conducted for different Grades in the organization.

*Training shall be provided to all who are associated with Recruitment process
*Psychometric Tool shall be used for calibration and shall be used as an aide in the recruitment process.
Selection/ rejection should not be solely based on the result of the psychometric test.

CANDIDATES ASSESMENT
During the course of the discussions with the candidates, the assessment shall be done primarily on
two aspects:

- Functional Competencies – These are identified from the Job Description by the respective Head /
Functional Representative and are included in the assessment form for the position being assessed.

- Behavioural Competencies – The candidate assessment forms for different career groups have been
made keeping in view the behavioural expectations from them.
- An interview guide linked to the behavioural competencies is also designed to help the interviewers
in assessment of the competencies. The probes in this guide are only suggestive and can be used by
the interviewers.

REFERENCE CHECKS AND JOB OFFER / BRIDGING

▪ Before making the job offer, Reference Check to be done for candidates in following 2 stages.
▪ Mandatory reference checks by HR must be done for all positions through persons approved and
agreed by the candidate. These references are given in the Data form submitted by the candidate.
Letter of intent will be issued based on the Reference Checks.
▪ For all positions from CG 3 and above, after the initial reference check by HR and Letter of Intent,
a detailed reference check shall be done through an external agency. However, the final offer shall
be subject to the satisfactory reference checks.
▪ The existing format for Reference Check is to be used.
▪ Pre joining Medical test for selected candidates to be organized at reputable hospitals in major
cities around the country. The test should be conducted before joining. The standardised format of
the forms to be shared with the candidates
▪ Letter of intent to include a clause that appointment shall be final after clearance of medical test
and Reference Checks.
▪ Appointment letter (used company’s standard format) to be issued after
o Clearance of reference checks
o Clearance of medical tests.
o Receipt of all bona fide documents

ON BOARDING
▪ Organization announcements to be made through email about the new candidate, with a brief
on background, past experience, qualifications, department joined and designation This is to
be made on the day the persons joins his duties.
▪ One day guided plant tour to be organized before new joiner meets the HoD's. Jindal Video for
inculcating JSPL culture and films of the plant showing functioning of all production
departments can be shown. The Training and development department shall take care of the
same at Corporate and Plant locations.
▪ Induction manual to be given to all new joiners consisting of company and plant details along
with relevant employee policies.
 ▪ Structured orientation process also with joining formalities, finalization of office and
infrastructure, searching for house etc completed.
▪ Senior employees to be designated as Mentors during the first year.
▪ HR Helpdesk to be set up which can be an email address /designated HR team
member/dedicated phone number which can be accessed by new joiners to resolve any
administrative problems

GENERAL CONDITIONS
▪ This policy shall cover employment up to the age of 60 years and recruitment beyond that shall
be governed by the Retainer/Consultants Policy.
▪ In case of any ambiguity, the interpretation of Group HR Head shall be final and binding on all
concerned.
▪ (HR) has powers to modify/ change the processes as mentioned in this Recruitment Policy.

BEST PRACTICES FOLLWED

Sourcing- only the challenging Positions are Outsourced to a Recruitment Consulting firm.

It then becomes a necessity for a Recruiter to source the candidates from Unconvential
Sources to gain a competitive edge.

Screening- A Pre-Screening table is filled by every Recruiter while performing Screening,

is attached with the resume of the Potential candidate for the quick reference of the client. It
saves the client from the trouble of reading the entire resume

Interview- Before Scheduling Interviews of the Candidates, the following practices were followed:
• Always Email a brief Profile of the Company and the Job Description to the candidate
before he/she appears for the interview.

• Take 2-3 available Slots for telephonic/face to face Interviews from candidate and
communicate the same to Client.

• Give Candidates a slot as per the Clients convenience and inform them well in advance.

• In case there are multiple candidates to appear for the face to face Interview , A tracker
in a specific format specifying the details of candidate is prepared and sent to Client for
quick reference
THANK YOU