Project Report on Recruitment & Selection Process in Moserbaer

A

PROJECT

ON

RECRUITMENT AND SELECTION PROCESS

AT

MOSER BAER INDIA LIMITED

SUBMITTED IN PARTIAL FULFILLMENT OF THE

REQUIREMENT FOR

TWO YEARS MBA+PGPPE (INDUSTRY INTEGRATECOURSE TO

MR.MANOJ SHEKHAWAT (AGM TRAINING)

SUBMITTED BY-NEHA SINGH

RAI BUSINESS SCHOOL

FARIDABAD

SESSION 2008-2010

ACKNOWLEDGEMENT

The project title SATISFACTION LEVEL AMONGST EMPLOYEE ABOUT RECRUITMENT AND SELECTION

PROCESS AT MBIL has been conducted by me during 13th april and 30th may at MBIL I have completed this project based on the primary research under the guidence of mr.Ankush Pandita,mr.Gaurav Sharma,and

mr.Prashant pradhan have enourmous intellectual debate towards my guides and who have aurgumented my knowledge, in

the field of Human resource. They have helped me learn about the process and giving me valuable insight in human resource

I owe my enormous intellectual debt towards my guides and who have aurgumented my

knowledge,in the field of HR, they have helped me to learn about the process and giving me valueable insight into HR functions.

I am obliged to mr.Manoj Shekhawat(AGM-Training) mr.Ashok Sharma(AGM-IR),mr. Abhai

Krishna(Manager) ,mr.Rajkumar Panday, mr.Raja ,Dr.Amit singh, ms. Akansha gill, mr. Sanjay Negi,mr.Kamal Chandra mrs.Anju Mehta, mrs.Sonam khullar,mr.Tilakfor coorporation during the

internship my increased spectrum of knowledge in this field is the result of their constant supervision and direction that helped me to observe relevant and high quality information

I would like to thank for their guidence & enriching my thoughts in this field from different perspective. I would like to thanks all the respondents without whose coopration my project would have been not possible. My Acknowledgement would be incomplete without expressing my sincere thanks to mr.

Rajiv Sehdev(AGM-HR)for his permission for doing this project on such a sensitive topic .Last but not the least,I feel indebt to all those person who have provided help directly or indirectly in sucessful completion of this study

TABLE OF CONTENTS:

 CERTIFICATE  DECLEARATION  PREFACE

 ACKNOWLEDGEMENT  OBJECTIVE OF THE PROJECT  ABOUT MOSERBAER INDIA LTD  MILESTONES

 EXECUTIVE SUMMARY  HUMAN RESOURCE AT MBIL

 TRAINING AND DEVELOPMENT  EMPLOYEE RELATIONSHIP  REWARD & RECOGNITION

 PERFORMANCE MANAGEMENT SYSTEM  PERSONNEL

 RECRUITMENT AND SELECTION

 RECRUITMENT AND SELECTION PROCESS AT MBIL  COMPERATIVE STUDY OF R&S PROCESS WITH PHILIPS  RESEARCH MEHODOLOGY

 ANALYSIS/QUESTIONNAIRE  RECOMENDATION

 WORDS OF NEW JOINEE  MY EXPERIENCE AT MBIL  CONCLUSION

 BIBILIOGRAPHY

Certificate

This is to certify that MS. Neha Singh a student of Rai Business School pursuing

MBA(Industry Integrated) in HR has done her summer training at Moserbaer India

Ltd.To project work entitled, “Satisfaction level amongst employees about

recruitment and selection process” and Analysis of it’s effectiveness” embodies the

original work by her during her summer training period

She worked under my guidance and has fulfilled the recruitment for the

submission of her project report, which to my knowledge has reached the requisite

standards.

( )

Manoj Shekhawat

(AGM TRAINING

DECLARATION

I NEHA SINGH, Student of MBA+PGPPE-(Industry Integrated) Faridabad, Here by declare that the Project Report entitled ―Satisfaction level amongst employee about Recruitment and Selection Process at MBIL‖ is a piece of genuine work done under the guidance of Mr. Manoj Shekhawat (AGM Training) at Moser Baer India Limited, 66 Udyog Vihar Greater Noida. The project is undertaken as a part of Summer Training Project accomplished for the partial fulfillment of the Moserbaer India Ltd The matter embodied in this project report has not been submitted elsewhere by anybody for the award of any degree or diploma

NEHA SINGH

PREFACE

All that is taught in the classroom proves useful when applied in the practical field. Practical orientation of a management student is must, to perform as a potential manager. It is for this reason that project training is prescribed as a part of syllabus for my master in business administration and the post graduate diploma in planning and entreprenuership

I joined MoserBaer on April 13th 2009 for my summer training. I was placed under the able guide of Training and

Development Mr. Manoj Shekhawat (AGM Training).

I was directed to go through Principles, Policies of MBIL, Manpower needs of company, recruitment

process,various steps while selecting a candidate `for the purpose of making the project on SATISFACTION

LEVEL AMONGST EMPLOYEE ABOUT RECRUIMENT AND SELECTION PROCESS

In the following pages, I have tried to record and analyses the different aspects such as Job Knowledge, Right person at the Right job, satisfaction of employee with the process of recruitment, Performance of workforce of the company so as to help Human Resource Department to understand the competencies of the company‘s staff.

EXECUTIVE SUMMARY

My research project deals with “Recruitment and Selection system” as carried out at Moserbaer India

Ltd. The objective of my study is to understand and analyze the existing recruitment & selection

procedure in the company. The HR professionals in the service sector are now stressing on a systematic approach to recruitment and selection for increasing the managerial effectiveness of its professionals.

The first section my report deals with a detailed company profile. It includes the company‘s history, its activities and operations, etc. This section attempts to give detailed background information about the company and the nature of its functioning.

The second section deals with Recruitment and selection. In this section, I have given a brief conceptual explanation of the topic. It contains the definitions, process and significance of recruitment and selection. The third section of my report deals with my observations about the process of recruitment and selection at moserbaer India ltd.. This is the concluding section. This section also contains my findings and conclusions.

The fourth and final section of this report consists of extra information that is related to the main contents of the report. These annexures include some forms and documents relating to the company, also relating to the report and important documents upon which the report is based.

I sincerely hope Moserbaer India Ltd. finds my suggestions and recommendations to be of some benefit to it in carrying out their activities more efficiently

About Moser Baer India Ltd

. Moser Baer, headquartered in New Delhi, is one of India's leading

technology companies. Established in 1983, the company successfully developed cutting edge

technologies to become the world's second largest manufacturer of Optical Storage media like CDs and DVDs. The company also emerged as the first to market the next-generation of storage formats like Blu-ray Discs and HD DVD. Recently, the company has transformed itself from a single business into a multi-technology organisation, diversifying into exciting areas of Solar Energy, Home Entertainment and IT Peripherals & Consumer Electronics.

Moser Baer has a presence in over 82 countries, serviced through six marketing offices in India, the US, Europe and Japan, and has strong tie-ups with all major global technology players.

Moser Baer has the distinction of being preferred supplier to all top global OEM brands.

Moser Baer stands committed to supplying highest quality fully licensed media to its customers. Moser Baer's products are manufactured at its three state-of-the-art manufacturing facilities. It has over 6,000 full-time employees and multiple manufacturing facilities in the suburbs of New Delhi.

History

Moser Baer India was founded in New Delhi in 1983 as a Time Recorder unit in technical collaboration with Maruzen Corporation, Japan and Moser Baer Sumiswald, Switzerland.

In 1988, Moser Baer India moved into the data storage industry by commencing manufacturing of 5.25-inch Floppy Diskettes. By 1993, it graduated to manufacturing3.55.25-inchMicroFloppy Diskettes (MFD).In 1999, Moser Baer India set up a 150-million unit capacity plant to manufacture Recordable Compact Disks (CD-Rs) and Recordable Digital Versatile Disks (DVD-Rs). The strategy for the optical media project was identical to what had successfully been implemented in the diskette business - creating a facility that matched global standards in terms of size, technology, quality, product flexibility and process integration. The company is today the only large Indian manufacturer of magnetic and optical media data storage products, exporting approximately 85 percent of its production.

Since inception, Moser Baer has always endeavored to create its space in the international market. Aiding the company in its efforts has been a carefully-planned and sustainable business model - low costs, high margins, high profits, reinvestment and capacity growth. Along the way, deep relationships have been forged with leading OEMs, with the result that today there are hardly any global technology brands in the optical media segment that Moser Baer is not associated with.

In 2006, the company announced its foray into the Photovoltaic and Home Entertainment businesses. In 2007, the IT Peripherals and Consumer Electronics division was formed.

Vision

"Touching every life across the globe through high technology products and services”

―Mission‖

We will drive growth through our excellence in mass manufacturing.

We will move up the value chain through rapid development of technology, products and

services.

We will leverage our relationships, distribution, cost leadership and "can do" attitude to

become a global market leader in every business.

Our Values

Teamwork

Thinking and working together across functional silos, hierarchies, businesses and geographies. Cooperating and supporting each other towards common goals.

Integrity

Consistently behaving and taking decisions in an ethical, trustworthy and fair manner in all spheres of life.

Passion

Missionary zeal coming out of one's heart to drive to the goal which gives one a feeling of "do it with pride" and "love to be there". A feeling that encourages one to dream & realise the dreams. Self commitment to give more than 100% & create value.

Speed

Meeting and exceeding customer's expressed or implied expectations by a "do it" attitude and by doing right, first time, on time and every time.

Quick Facts



Among the top two media manufacturers in the world



Entered the highly exciting and emerging global technology space of photovoltaic in mid-2005



Foray into the fast growing Home Entertainment Business in 2006.



In-house developed and patented technology has been considered as one of the four standard media to be included in the Blu-ray Disk Association



The first storage media company in the world to ship HD DVDs using a special disc structure using common materials.



Lowest-cost manufacturer of optical media in the world



Highly R&D-focused company



OEM supplier to all the 12 leading storage media brands in the world

Locations



Corporate Headquarters:

New Delhi, India



Worldwide Offices:

The Netherlands, USA (New York and California), Japan, Middle-East

Awards

2008  EFY 2008 Special Award to Mr Deepak Puri, CMD, Moser Baer

 Golden Peacock Environmental Eco –Innovation Award 2008

2007  Golden Peacock Award for Occupational Health and Safety '07

 Award for being 'Highest Exporter in IT Sector' from 'Export Promotion Council for EOUs & SEZ Units'.

 Business Standard 'Most Innovative Company of the Year Award' 07'

 ELCINA - DUN& BRADSTREET Awards, 2006 - 07 in the categories- Quality,

R&D and Business Excellence

 Award by "Electronics and Computer Software Export Promotion Council (ESC)" in IT Hardware category, titled "Award for Maximum IT Hardware Exports"

2006  "BEST OF ALL" Rajiv Gandhi National Quality Award by Bureau of Indian _Standards

 Indira Awards for Marketing Excellence awarded "CEO of the Year Award" to Mr. Deepak Puri, CMD

 "Electronics Organisation of the Year Award" from Electronics for You Publication Group.

 PHDCCI - Distinguished Entrepreneurship Award' 06 to Mr. Deepak Puri, CMD

2005  Golden Peacock Award for Competence in Quality and Innovation Management

 Global Industry Leader Award" to Mr. Deepak Puri and "Excellence in Manufacturing Award" to Moser Baer from Optical Disc Systems

 Golden Peacock Environment Management Award

 Plasticon Award 2005 by Plast India Foundation

2004  Frost & Sullivan Awards for excellent Manufacturing Practices.

 DataQuest Top 20

 Deloitte Award for Fast Growing IT Company and Manufacturing Excellence

 Corporate Role Model and Lifetime Achievement Award to Mr. Deepak Puri,

Managing Director, Moser Baer by Centre of International Business., Amity Business School, Noida

2003 Moser Baer

 Business Today - India's Best Managed Company for the year 2003

 NMA Leadership Award 2003 to Mr. Deepak Puri, Managing Director, Moser Baer

 Deloitte Touche Tohmatsu Fast 500 - Asia Pacific's Leading Technology Companies in 2003

2002  Dataquest Awards - Top Growth Company for the year 2002-03

 Ernst & Young Entrepreneur of the Year 2002 for Manufacturing to Mr. Ratul Puri, Executive Director, Moser Baer

 LMA (Ludhiana Management Association) Vardhman Award for Entrepreneur of the Year 2002 to Mr. Deepak Puri, Managing Director, Moser Baer

2001  All India Award - Highest Exports in Electronic Hardware (Non-SSI) for 2000-01

 The Economic Times Awards for Corporate Excellence - Company of the year 2001-02

 Dataquest Top 20 - Fastest Growth Company for the year 2001-02

 ELCINA (Electronic Component Industries Association) Electronics Man of the Year to Mr. Deepak Puri, Managing Director, Moser Baer

1996-97

Milestones

1983  Established 1985  Production of 8.0"/5.25" Disks 1987  Production of 3.5" Disks 1998  ISO 9002 Certification 1999  Production of CD-R 2000  Production of CD-RW

2002  Completely Integrated Manufacturing

2003  Production of DVD-R

 Production of DVD-RW

 ISO Certification for all Facilities

 Launch of 'Moserbaer' Brand in Indian Market

 Signed one of Largest Outsourcing Deals in Indian Manufacturing

2004  'Lightscribe' Deal with HP

 HP Deal for India and SAARC Region

 Contributing Member of Blu-Ray Disk Association

2005  ISO 14001 & OHSAS 18001 certification for Moser Baer plants.

 Commencement of Phase III of Greater Noida Plant

 Announced Moser Baer Photovoltaic Ltd as it's wholly owned subsidiary

 Received status of SEZ developer from Govt. of India

 Announced a wholly owned subsidiary-Moser Baer SEZ

 Signed MoU with IIT, Delhi

2006  The first company in the world to start volume shipments of HD DVD-R

 Signed Technology MoU with IT BHU

 Patented technology approved by the Blu-ray Disc Association

 In-house R&D Centre approved by Ministry of Science and Technology

 Launched USB Flash drives

 Forayed into entertainment space, enters Home Video market



Optical Storage Media:

Recordable Compact Discs R), Rewritable Compact Discs (CD-RW), Pre-recorded CD/DVD, Digital Versatile Disks (DVD-R) and Rewritable Digital Versatile Disks (DVD-RW), LightScribe-enabled media.



Photovoltaic:

Crystalline Silicon Cells and Modules, High Concentrator and Thin Film Modules



Entertainment:

Distribution of movies, film production and theatrical distribution



IT Peripherals and Consumer Electronics:

Optical Disk Drives, Headphones, Keyboards, Optical Mouse, DVD Players



Replication Services

Employees

 Over 7,500

Number of Plants



4

Exchange Listing

 National Stock Exchange (NSE)

 Bombay stock Exchange (BSE)



For the financial year ending March 31, 2008

Net Sales: Rs. 18,997.9 Million



Net Turnover: Rs. 208.7 Million

Board of Directors

The difference between a good company and a great one lies in its core management team. Moser Baer's Board is a classic example of just how a group of thought leaders, visionaries, evangelists and technocrats can come together to galvanize a company to achieve excellence - and that too on a global scale. Meet the people who provide the inspiration and guidance to make it all happen for Moser Baer.

Deepak Puri Managing

Director

Deepak Puri provides strategic direction to the company. He is the driving force in creating an environment of integrity by ensuring fair business practices and profound respect for Intellectual Property Rights. It is his ceaseless quest for human capital development that has helped steer the company along a continuous growth path. A leading spokesman for the Indian industry, Deepak Puri has never shied from speaking his mind and sharing his opinions. He is also Chairman of the Electronics and

Computer Software Export Promotion council (ESC), a non-profit autonomous organization of the Ministry of Information Technology, Government of India. He holds a Master's Degree in Mechanical Engineering from Imperial College, London, and is an alumnus of St Stephens College and Modern School, New Delhi.

Ratul Puri Executive Director

Ratul Puri joined Moser Baer in 1994 and has been Executive Director since 2001. Prior to assuming this role, Ratul was General Manager (Business Development). In this capacity, he was instrumental in setting up plants for manufacturing Compact Disc-Recordables (CD-Rs), the first to come up in India. He has also played a pivotal role in reinforcing Moser Baer's focus on maximizing shareholder value and in raising funds from best-in-class investors. He has a degree in Computer Engineering from Carnegie Mellon University, USA and did his schooling from St Columbus, New Delhi.

Nita Puri Nita Puri is a co-promoter of Moser Baer India Ltd and a Whole-Time Director of the

Company. A graduate from Calcutta University, she has over three decades of

experience in managing businesses. As Director (Administration and HR), she has been closely involved with the company's growth since its inception.

Whole TimeDirector

Prakash Karnik

Prakash Karnik was a Director at Electra Partners Asia Private Ltd, one of Asia's leading private equity firms. An engineer from the Indian Institute of Technology (Chennai) and a management graduate, he has over 25 years of experience in the engineering and finance sectors. He has worked in senior positions in both government and private sector organizations, including Jardine Fleming India Securities Ltd, Unit Trust of India and the Economic Development Corporation of Goa Ltd.

Director Rajesh Khanna Director (Nominee Warburg Pincus Singapore LLC)

Rajesh Khanna has been working with Warburg Pincus for the last six years. He is an MBA from the Indian Institute of Management, Ahmedabad and a Chartered

Accountant. He earlier worked with leading finance and consulting firms such as Citibank NA. He is now the Managing Director of Warburg Pincus India Private Ltd and also serves on the Boards of Nicholas Piramal India Ltd, Max India Ltd, Max Healthcare Institute Ltd and Max New York Life Insurance Company Ltd.

Bernard Gallus Director

Bernard Gallus brings with him over four decades of experience in the international technology and finance markets. He was earlier Managing Director and member of the board of J Bosshard SA, Lausanne, later taken over by the manufacturing company W Moser Baer AG, Switzerland.

Arun Bharat Ram Director

Arun Bharat Ram is the Chairman and Managing Director of SRF Ltd. A graduate in Industrial Engineering from the University of Michigan, USA, he began his career in 1967 with the Delhi Cloth St General Mills Company Ltd, (now DCM Ltd). He went on to set up SRF Ltd in 1971. In his businesses, he has strongly supported corporate governance initiatives and professionalism. He has been on various government-industry committees and is a former President of both the Confederation of Indian Industries (CII) and the Association of Synthetic Fiber Industry.

John Levack

John Levack has over 20 years of private equity experience with Electra and 3i Pic in Asia and Europe, four years of which have been in India. Levack has a degree in business administration from Bath University in the UK. He is a Director at Aksh Optifibre Ltd, Zensar Technologies Ltd, Electra Partners Asia Ltd, Electra Partners Mauritius Ltd, EP Asia Ltd, eTelecare International Inc. and RT Packaging Ltd.

Director

Virander Nath Koura Director

Mr. V. N Koura has been inducted as an Additional Director of the Company since 29th September, 2006. Mr. Koura received his formal legal education at Lincoln's Inn, London and currently is a senior partner of Koura & Co., a leading firm of legal

consultants in India. He is also on the Board of Bharti Infotel Limited, National Cereals Products Limited, Controls and Switchgear Contractors Limited and HCL Infosystems Limited.

Vinayshil Gautam Director

Dr. Vinayshil Gautam has been inducted as a Director of the Company w.e.f 12th December, 2006. He was the first Director of India Institute of Management (Khozikode) and the first Head Management Department at Indian Institute of Technology (IIT), Delhi.

He is currently the Dalmia Chair Professor of Management at IIT, Delhi and

coordinator of the Institute's Dalmia Research Programme Dr. Vinayshil Gautam was a member of various significant committees of Government of India including the

Committee appointed to look into the efficiencies of promotional processes of 10 senior Positions in Government; Quinquennial review team of CMFRI, NAARM; Committee appointed to review the working of NSTEDB, etc. He is also on the Board of J.K Industries Ltd, Shivam Auto Tech Ltd, EXIM Bank, Steel Authority of India, KEC International Limited.

Frank E. Dangeard

Director

Frank Dangeard was Chairman and CEO of Thomson, a provider of digital video technologies, solutions and services, from 2004 to early 2008. Earlier, he was Senior Executive Vice President of France Telecom, a global telecommunications operator. He is chairman or member of a number of boards or advisory boards of international companies and non-profit organizations. Dangeard was educated in France and the United States. He has been the recipient of the National Order of the Legion of Honour (Chevalier), the highest decoration in France.

Viraj Sawhney Director

Viraj Sawhney is a Principal of Warburg Pincus India. He was earlier a consultant with McKinsey & Company. His business experience spans a range of strategic and

operational issues across several industries.

Key Management

Deepak Puri

Chairman & Managing Director, Moser Baer India Limited

As Chairman and Managing Director of Moser Baer India Ltd, Deepak Puri provides strategic leadership and direction to the organization. He steers the company with his vision of making Moser Baer one of the most respected technology companies globally.

Ratul Puri

Executive Director

Ratul Puri has been the Executive Director of Moser Baer India Ltd since 2001. Ratul is responsible for the overall corporate management and financial control of the organization.

Rakesh Govil

President Corporate Strategy & Business Development

Rakesh Govil has been associated with Moser Baer India Ltd since August 1999, and is currently designated as President: Corporate Strategy & Business Development for the Group.

Yogesh B Mathur

Group Chief Financial Officer

Mr Yogesh B Mathur joined Moser Baer India Ltd as Group Chief Financial Officer in July, 2005. In his current capacity, he is responsible for steering the functioning of the Finance, Treasury, Accounts, Audit and IT departments and provides strategic vision and leadership to the company.

Rajiv Arya

CEO - Moser Baer Photovoltaic Ltd.

Rajiv Arya is the CEO of Moser Baer Photo Voltaic Ltd, a fully owned subsidiary of Moser Baer India Ltd.

Rajiv will be instrumental in envisaging company‘s plan to attain a 1GW capacity for Moser Baer Photovoltaic Limited across the three verticals—silicon, thin film and concentrators— over the next few years.

VC Agerwal

CEO (Operations), Moser Baer Photovoltaic Limited

V.C. Agerwal is CEO (Operations) at Moser Baer Photovoltaic India Ltd, a fully owned subsidiary of Moser Baer India Ltd.

Harish Dayani

CE - Entertainment Division

Harish Dayani is the Chief Executive, Entertainment Divison, Moser Baer and is responsible for providing direction and market leadership for the company in India and will also be responsible for taking this new initiative to greater heights.

Ram Nomula

CE - Moser Baer Entertainment Services

Mr. Ram Nomula is the Chief Executive of Media & Entertainment Services at Moser Baer. In this position, he provides strategic leadership to the division's media mastering, authoring, replication and packaging services.

Bhaskar Sharma

CE - Blank Optical Media & Consumer Products

Bhaskar Sharma is Chief Executive at Moser Baer India Limited heading the blank optical media and consumer products businesses.

Girish Baluja COO - Corporate

Mr. Girish Baluja is the COO - Corporate at Moser Baer India Ltd. He has been associated with the company since 2005. He oversees Corporate HR, Corporate R&D, Corporate Supply chain & Six sigma initiatives. His responsibilities also include OM&T business (MBIL acquired this specialized Optical Technology and R&D subsidiary of Phillips).

Moser baer is Globalized now

a. Global scale manufacturing

b. Global customer base c. Global competitive costs15 d. Global presence

e. Global technology partnership f. Globally ranked expertise CORPORATE OBJECTIVES :

1. A commitment to efficient manufacturing that has led to the lowest production costs in the world 2. A strong R&D focus that has helped develop innovative products on a continuous basis

3. The highest quality standards that have consistently delivered world-class products. 4. A strong customer focus that has resulted in high customer retention and acquisition 5. A marketing focus that has kept products contemporary and relevant to emerging need LIFE AT MOSER BAER

"Behind all successful technologies is a set of creative and committed people..."

—Deepak Puri

Chairman and Managing Director

At Moser Baer, to merely state that people are our biggest asset is not enough—they are the drivers of our growth and the real reason for our success. The company‘s intellectual capital is the cumulative insight of each and every employee. The power of this capital is reflected in everything we do, whether it is improving process efficiencies, re-engineering equipment, lowering costs, enhancing productivity, launching new products or improving shareholder value.

Our team comprises experienced, highly motivated and skilled personnel from various disciplines. We aim to provide them a working environment where they can excel. Our people policies have been designed to help create a work environment that relies on teamwork, sharing information and finding new and better ways to work and support each other. These, in turn, help us set standards of excellence in our industry, while delivering products that exceed customer expectations on time, thereby earning the respect of our customers worldwide.

The company has taken a big step towards process leadership with the adoption of the Balanced Scorecard, in order to ensure that each and every individual in the organization continues to stay aligned to the collective corporate goals—even as the organization grows by a monthly average of 150 hires The essence of what we do lies in who we are. And this is what some members of the Moser Baer family have to say about their company...

"A place where people work with a smile on there faces and dreams in their eyes..." "A place where your views can be freely voiced and are received with an open mind..."

"A place where you know whenever you need help, there is a family of 6,500 members waiting to help you out.

HUMAN RESOURCE IN MBIL

Any organization that would like to be dynamic and growth oriented has to pay attention to the development of its human resource. People working in the organization must be helped to acquire capabilities for effective performance of new roles/functions/tasks/that may arise in the process of company‘s growth and change in the environment. MBIL endeavor‘s to nurture environment, training, job progression, recreation etc. to ensure that they have a fruitful and mutually beneficial association with the company

HR Vision

To facilitate development & growth of our people to leverage their fullest potential & create a spirit of customer intimacy & service excellence for driving rapid business growth.

HR Goals

Improve employee engagement across the organization Maintaining industrial harmony

To ensure that compensation, career growth and future path are performance driven

To see to it that employee suggestions are forthcoming and frank, with the organization giving it a clear ear and acting on wherever necessary.

HUMAN RESOURCE MANAGEMENT IN MBIL

The Human resource department of Moser Baer has many tentacles .I will give in brief about each though I would like to make it clear that Moser Baer India limited Human resource is broadly divided into Four departments they are Industrial Relations, Training, HR and Personnel Department. Each department has a different set of functions.

I would like to give a bird‘s eye view on Human Resource department first; it has recruitment section, Joining Formalities Support team, Performance Management System team, ERP and Management information team.

Training and Industrial relations are autonomous department as far as Moser Baer is concerned due to the large human capital working in this organization.

HR IN MBIL

HUMAN

RESOURCE

INDUSTRIAL

RELATIONS

TRAINING

&

DEVELOPMENT

PERSONNEL

DEPARTMENT WISE SUB-DIVISION

RECRUITMENT

Recruitment is dynamic and very much required as far as any organization is concerned and Moser Baer tries to take the best candidates out of the numerous employees‘ curriculum vitae.

The recruitment process of Moser Baer happens by three modes either from Naukri.Com, through Walk-in or through employee referrals but all have to go through a strict procedure.

The recruitment happens at all levels from the Level of DET to Engineer, Managers, General managers etc. HR executives look after the recruitment process. And the department head takes the main interview, HR executives need to maintain a MIS for the process as the top management is aware regarding the same.

HUMAN RESOURCE SUPPORTING MAIN RECRUITMENT AND SELECTION PMS MANPOWER PLANNING JOINING FORMALITIES HR HELP DESK

PERFORMANCE MANAGEMENT SYSTEM

This team takes care of the performance appraisal of the employee it is very important as this is the team which finds whatever training and Appraisals increments and promotion has to be given to the particular employee it maintains all the database as well has complete authorization, The entire process is looked after by them .This is important as people can never be satisfied with their salary as well as the position so with the performance they are promoted or given increment so they work in the present organization . Even the employees are given production incentive by which they feel very motivated as their salary keeps on increasing annually.

SUPPORTING FUNCTIONS OF HR

JOINING FORMALITIES

After the Candidate is selected in the process of Recruitment, there is joining formalities which takes place in order to have all the details regarding the candidate /employee so he is verified as well as with the process aware about whatever things are requisite from this organization point of view, so he gets a ID Card for punching for his/her attendance, Medi-claim insurance or ESI card as per the employee salary this thing is made, then various forms need to be filled for gratuity for shareholdings etc and then a MIS is also maintained for this which is maintained in Microsoft Excel as well as the ERP software .

HR HELPDESK

If employees have any issues, queries and concerns are properly captured, evaluated and promptly addressed/resolved and feedback is provided on issues not covered under the prevalent guidelines/policies, Moser Baer launched HR&ADMN HELPDESK.

Each and every query can be raised through intranet and the process owners resolve the raised query and communicate to the concerned employee with the copy marked to the Helpdesk dedicated resource within the predefined timeframe.

And the help-desk –dedicated resource shall present MIS & percentage compliance to defined service level agreement in the plant monthly HR review meeting.

REWARD & RECOGNITION

It is done to create an environment where people strive from within to excel in meeting their stake holder expectation

R & R SCHEMES: -

1. Employee of the month

2. Employee of the year

3. Identifying key resources

4. Outstanding manager of the year

6. Quest for excellence

7. Service award

8. On the spot award

9. Appreciation award

DEPARTMENT WISE SUB-DIVISION

INDUSTRIAL RELATIONS

This department is very important as it is concerned with the relationship between the management and the workers and the role of regulatory mechanism in resolving any industrial dispute.

It involves the following areas: -

Role of Management, Government

Machinery of resolution for industrial disputes.

Individual grievance and disciplinary policy and practice. Labour legislation.

Industrial relations training like Know your Policy programs.

This department has also welfare programs like in-house sports activities, various behavioral programs as well as Open House, which are conducted by HR and IR together.The family Visit inside the plant, and various programs like Long Service Awards arrangement and organization is taken care by IR and HR together.

INDUSTRIAL

RELATIONS

PREVENTIVE

CORRECTIVE

DISCIPLINARY COUNSELLING OPEN HOUSE WELFARE COMMITTEE

DEPARTMENT WISE SUB-DIVISION

TRAINING AND DEVELOPMENT Learning and Development - Training

We are a company that has a number of pioneering credits to its name – HD DVDs and blue laser disc standards being the more recent successes that we have had on a global scale. We now intend to create history in the fast-emerging field of solar energy and Photovoltaic. Being at the cutting edge and having created international

standards, we would know these technologies inside out. Thus, we believe comprehensive and high quality training is critical to maintaining our leadership status. On a continuous basis, our people undergo a series of training programs that encompass technical and functional training, behavior skills and other Management Development programs. This department looks after different types of training happening in Moser Baer India Limited.

TRAINING AND DEVELOPMENT TRAINING INDUCTION TRAINING DISTANCE/EXTERNAL TRAINING ON THE JOB/FUNCTIONAL TRAINING BEHAVIORAL TRAINING APPRENTICE TRAINING TRAINING MODULE TRAINING NEED IDENTIFICATION

Training is the most important function that directly contributes to the development of human resources. Training is essential because technology is developing continuously and at a fast rate. Organization should create conditions in which people acquire new knowledge & skills & develop healthy patterns of behavior & style.

The different types of training involves:- Mandatory Training

Behavioral Training

Process improvement training Functional training.

There are more than 200 types of training programs that happen in this organization. These are some part of training.

Mandatory training: - It includes Induction of role employees as well as UST, Integrated management system, vision, mission & values.

Behavioral training:- It includes Staying ahead, motivational training, behavior, communication, team work, etc. Process improvement :-It includes kaizen, six sigma, 5s,TQM,

Functional training: - It includes Microsoft excel, CDR, etc.

TIME OFFICE

This department team looks after the attendance of all the employees working in the plant. Secondly it solves all the issues related to the same and also takes care of all the grievances regarding the leaves applicable to the employees whether it is sick leave or casual leave or earned leave.

It also looks after and maintains the compensation record of the employees, their employee provident fund, pension scheme, employee state insurance-sickness, maternity, and employee injury benefits.

Literature Review of Recruitment

and Selection Process Study

PERSONNEL

TIME OFFICE

ATTENCENCE

AND LEAVE

Comparative study of recruitment and

selection process of Phillips with

Moserbaer

Royal Philips Electronics

Royal Philips Electronics of the Netherlands is a diversified Health and Well-being company, focused on improving people‘s lives through timely innovations. As a world leader in healthcare, lifestyle and lighting, Philips integrates technologies and design into people-centric solutions, based on fundamental customer insights and the brand promise of ―sense and simplicity‖.

Headquartered in the Netherlands, Philips employs approximately 116,000 employees in more than 60 countries worldwide. With sales of EUR 26 billion in 2008, the company is a market leader in cardiac care, acute care and home healthcare, energy efficient lighting solutions and new lighting applications, as well as lifestyle products for personal well-being and pleasure with strong leadership positions in flat TV, male shaving and grooming, portable entertainment and oral healthcare.

Philips Consumer Electronics

Type Subsidiary

Founded 1891

Headquarters Amsterdam, the Netherlands

Key people Gerard Kleisterlee, CEO Industry Electronics

Products Consumer Electronics

Revenue ▲€ 10.576 billion (2006) Net income ▲€ 416 million (2006)

Parent Philips

Website www.consumer.philips.com

Gerard Kleisterlee

President and Chief Executive Officer of Royal Philips Electronics

Locations Global Headquarters Philips International B.V. Amstelplein 2 1096 BC Amsterdam The Netherlands Stock Ticker

Royal Philips Electronics is a publicly listed company in New York stock exchange (NYSE: PHG) and Euronext Amsterdam (AEX: PHI).

Global Footprint

Philips is a global leader across its healthcare, lighting and lifestyle portfolio:

 We are the world’s largest home healthcare company, being number one in: Monitoring systems,

Automated External Defibrillators, Cardiac Ultrasound, Cardiovascular X-ray.

 We are number one in lamps in Europe, Latin America and Asia Pacific and number two in North America;

in Automotive lighting, we are leading in Europe, Latin America, Japan and Asia Pacific.

 We are number one in the electric shavers and male grooming category globally.

 Philips is one of the leading flat-TV brands globally.

Lighting

As the world‘s leader in Lighting, Philips is driving the switch to energy-efficient solutions. With worldwide electrical lighting using 19 per cent of all electricity, the use of energy-efficient lighting will significantly reduce energy consumption around the world and thereby cut harmful CO2 emissions. Philips provides advanced energy-efficient solutions for all segments: road lighting, office & industrial,

hospitality and home - and has been instrumental in enhancing sustainability through innovations in lighting technology. Philips is also a leader in shaping the future with exciting new lighting applications and technologies such as LED technology, which, besides energy efficiency, provides attractive benefits and endless new ‗never-before-possible‘ lighting solutions. Philips Lighting employs approximately 59,000 people worldwide.

Innovation

55,000 registered patents illustrate the innovative nature of the company. Philips currently holds around 33,000 registered trademarks, 49,000 design rights and 2,600 domain names.

Philips has adopted an Open Innovation strategy which leverages the joint innovative power of partnering companies and researchers to bring more innovations to the market effectively and faster.

In 2008, Philips invested EUR 1.6 billion in Research and Development.

Philips is internationally recognized as a global leader in design, receiving a variety of international awards each year. For example:

 2008 iF product design competition: 27 design awards in six categories

 2007: over 38 design awards from various organizations, incl. a red dot ‘best of the best award’ and a

listing in Time Magazine’s ‘best inventions of the year’ for the SKIN probe project.

Sustainability

Sustainability is at the center of Philips‘ strategy. Philips is committed to reducing its environmental footprint in all aspects of its business: in the products, manufacturing, procurement, as well as in the communities where the company acts and in the working practices of its employees.

All Philips products go through an EcoDesign process, identifying environmental impact in terms of energy efficiency, hazardous substances, take-back and recycling, weight and lifetime reliability. Philips‘ processes on Green Product sales are verified annually by an independent third party and published in the Sustainability Annual Report.

Philips aims to combat global healthcare challenges by focusing on delivering better quality healthcare at lower costs, also in the emerging markets, such as China and India.

Philips also takes a leading position in educational programs, showing its stakeholders that energy efficient solutions are simple, easy and actionable and make economic sense for national and local governments, businesses, schools and individuals.

History

Our Heritage

The foundations of Philips were laid in 1891 when Anton and Gerard Philips established Philips & Co. in Eindhoven, the Netherlands. The company begun manufacturing carbon-filament lamps and by the turn of the century, had become one of the largest producers in Europe. Stimulated by the industrial revolution in Europe, Philips‘ first research laboratory started introducing its first innovations in the x-ray and radio technology. Over the years, the list of inventions has only been growing to include many breakthroughs that have continued to enrich people‘s everyday lives.

Key Inventions

Since the beginning, Philips has placed R&D and innovation at the core of its activities, generating many breakthrough inventions, such as the Compact Cassette and CD.

History of Philips Brand

Recruitment in Phillips

RECRUITMENT It has two key aims :- The attraction and retention of the interest of suitable applicants and, The projection of a positive image of the organization to those who come in contact with it.

Objectives of the recruitment policy: Advertise all vacancies internally Reply to every job applicant with minimum delay. Information potential recruits about the basic details and job conditions of every job advertised. Process all applications with efficiency and courtesy.Seek candidate on the basis of their qualification for the vacancy concerned. Ensure that every person invited for interview will be given through and fair hearing

The company will not : Discriminate unfairly against potential applicants on grounds of sex, race, age, religion or physical disability. Discriminate unfairly against applicants with a criminal record. Knowingly make any false or

exaggerated claims in its recruitment literature or job advertisements.RECRUITMENT CHECKLIST- Has the vacancy been agreed by the responsible manager? Is there an up-to-date job description for the vacant position? What are the conditions for employment (salary, hours, holidays etc.) for the vacant position? Has the candidate specification been prepared? Has the notice of the vacancy been circulated internally? Has a job advertisement been agreed and forwarded to relevant agencies? Do all potential candidates know where to apply and in what for? What arrangements have been made for drawing up a shortlist of candidates? Have interviewing arrangements for shortlisted candidates been agreed? Have unsuitable candidates, or candidates held in reserve been informed of their position? Have offer letters been agreed and dispatched successful shortlisted candidates? Have rejection letters been sent to unsuccessful shortlilsted candidates? Have the necessary procedures for placement, induction and follow-up of successful candidates put into effect?

RECRUITMENT PROCESS

AUTHORISATION This ensures that the recruitment process is agreed by senior management in align with the organizational /departmental objectives and its is necessary, timely and cost-effective. It provides an ideal opportunity for management to :-

 Debate the potential for restructuring workloads and departments and redeployment of surplus staff. This means

that the incoming job holder may not necessarily the best person for the job.

 Delay or eliminate expenditure on staffing and recruitment budgets.

SELECTION Selection involves a series of steps by which the candidates are screened for choosing the most suitable person for vacant jobs. The process of selection leads to employment of persons who posses the ability and qualifications to perform the jobs which have fallen vacant in an organization.

The basic of purpose of the selection process is to choose right type of candidates to man various position in the organization. In order to achieve this purpose, a well organized selection procedure involves many steps and at each step, unsuitable candidates. Bur recruitment, on the other hand, is a positive process. Its aim it to attract applicant for vacant jobs in the organization. Various source of recruitment are used for this purpose.

The salient features of the selection process are:-

 Application details in the form of C.V.'s letters etc.

 The interview and

 The selection tests where applicable and other supporting evidences such as references.

Application Forms One of the biggest advantages of using application forms is that the information about the candidates comes in a standardized format. The application form employed by the organsiation may be 'closed' requiring only routine information for unskilled manual and clerical posts and 'open' requiring candidate to express opinions and judgements as well as providing some routine information for managerial, executive and professional grades. The application form provides the basis for the final selection as it indicates the qualifications and

experience an applicant has.

Curriculum Vitae The C.V. is a candidate's own description of how he/she sees their personal history in relation to a job application. It describes certain basic details such as:

1. Name, address and telephone number 2. Age, marital status

3. Educational Qualifications 4. Professional Qualifications

The application forms and C.V.'s are usually sorted in three ways:

 Clearly suitable

 Possible

 Unsuitable

Clearly suitable candidates are called for interview, possible candidates are held in temporary reserve, while unsuitable candidates are rejected.

Selection interview The application form is the core features of the first stage of the selection process and the

interview is its counterpart in the second stage. The selection interview provides a two-way opportunity to discuss the job and the candidate. It is the best technique to judge the candidates motives and the ability to "fit in".

An interview is the formal exchange of facts, impressions and viewpoints between a prospective employer and a prospective employee with a view to their selection. An interview may be conducted in three ways comprising one interviewer, two interviewers (a line manager and a personnel officer) or a panel of interviewers (4 interviewers and a chairman).

All interviews should be well plant and the interviewers should plan a sequence.'

Establish rapport Family background(A base to measure later

life achievements)

Biographical questions Education

Answering queries Career to date (indicates motivation

achievement and pattern for potential)

Parting Spare time (Indicates whether person is group oriented or a longer via his hobbies/interests

` The future (where do your see yourself

in 5 years?)

(How realistic a personnel are they?)

Selection tests Standardized tests may be designed to provide an objective measure of certain human

characteristics by sampling human behavior. Tests typically are used to identify an individual's reasoning skills, special aptitudes and his or her personality profile. Tests can be categorized as follows :

 Tests of intelligence- They measure performance of a number of standardized mental tasks and general ability to learn.

 Aptitude tests- These are tests of special aptitudes such as mechanical ability, numerical ability etc.

 Attainment tests- These measure previous learning and include spelling, arithmetic, typing etc.

 Personality tests- These aim to provide a profile of individual personality.

Therefore, the various selection tests used or assessing the level of intelligence, assessing the special aptitudes and assessing the personality characteristics etc provide a useful aid to shortlisting for final selection.

Employee references References are brief statements about a candidate made by a third party, usually the

candidate's superior. These statements are mainly intended to provide confirmation of information supplied by an applicant on his/her application form. The referees usually provide.

1. Factual information about the candidates period of employment in their organisation, and 2. Opinions concerning the candidate's personal character (sobriety, honesty, reliability etc.)

These references provide a "backstop" in cases of genuine attempts by applicants to mislead prospective employers.

RECRUITME

NT AND

SELECTION

PROCESS OF

MOSERBAER

The Interview Process

Many job applicants misrepresent their true status, background and experience. This is true for both upper and lower entry employees. One survey reported by Inc. magazine indicates the following about job applicants:

 15% of all job applicants falsify academic qualifications.

 10% falsely upgrade their academic qualifications.

 35% claim specific achievements or experiences that are untrue.

 70% indulge in puffery (upgrading the importance of achievements).

 12% have some kind of criminal record, including serious automobile convictions.

These statistics define the need of a sound recruitment process. The beginning of a powerful employer-employee relationship begins with the hiring process. The value of placing your efforts and resources into the hiring process cannot be overstated.

Interview Tips for Interviewers

 Make notes of the questions you intend to ask.

 Decide the essential things you need to learn and prepare questions to probe them.

 Plan the environment - privacy, no interruptions, ensure the interviewee is looked after while they wait.

 Put the interviewee at ease - it's stressful for them, so do not make it any worse.

 Begin by explaining clearly and concisely the general details of the organization and the role.

 Ask open-ended questions

 Make sure the interviewee does 90% of the talking.

 High pressure rarely exposes hidden issues - calm, relaxed, gentle, clever questions do.

 Probe the CV/resume/application form to clarify any unclear points.

 If possible, and particular for any position above first-line, use some form of psychometric test, or graphology, and have the results available for the interview, so you can discuss them with the interviewee.

The Interview Process

Employers can avoid most hiring mistakes by simply spending a little more time preparing for the interview in advance. To do a wonderful job of preparing for interviewing and present one's company professionally the following points must be considered:

Before the Interview

1) Determine your options - Which skills are vital as opposed to convenient.

2) If other people are going to be involved in the interview process, make sure they have taken the time to prepare for the interview. Each person should have a couple of overlap questions to provide insight on the

prospective employee's responses.

3) Have company information available for candidates. 4) Allow plenty of time for the interview.

5) Have detailed information about the candidate.

During the Interview

1) Interview the person, not the skill set.

Ask questions that are, broad, open-ended, job-related, objective, meaningful, direct, clear, understood & related.

2) Be open and honest with the candidate.

3) Tell the candidate what to expect in the hiring process.

4) Tell them your expectations: career advancement, training, duties, experience expected, the direction the department is headed in.

5) Show the candidate where they would fit into the organization. 6) Don't talk money.

Closing the Interview

1) Insure that you and the candidate have concluded on common ground. 2) Ask if she/he has any other questions.

3) At the end of the interview, if you are interested in the candidate, let them know. 4) Review the next steps with a clear and honest timetable (and stick to it).

5) Be friendly and honest to the end of the interview; don't give false encouragement or go into details for rejection.

After the Interview

1) Take time to update the next person in the interview process.

2) Discuss the candidates reaction and interest. 3) Rate the applicant on a 1-5 scale as a potential employee.

RECRUITMENT AND SELECTION

1. Preamble

recruitment and selection and each department is expected to further develop their own policy.

2.Legal mandate

2.1 The recruitment, selection and placement of personnel is done in terms of the legal framework applicable to the South African public service, namely the –

• Constitution of the Republic of South Africa, 1996; • Public Service Act, 1994 (as amended);

• Employment Equity Act, 1998; • Labour Relations Act, 1995, and • Public Service Regulations, 2001.

2.2 Management of the selection process according to the regulatory framework ensures accountability. Thus all applicants who qualify are given an

opportunity to compete for appointment, while serving officials may compete for promotion or transfer.

3. General principles

3.1 The framework shall underpin the following principles: • Fairness

• Equity

• Confidentiality • Professionalism • Human dignity

3.2 The Head of Department on whose establishment the post(s) exist(s) that is/are under review, accepts the primary managerial responsibility for the selection of candidates for appointment to the post(s) in question.

3.3 Within the limits of the applicable policy, all reasonable expenses associated with the attendance of selection interviews by candidates are to be defrayed from the budget of the department by which the candidates were invited for the interview(s).

3.3 Given the renewed focus (at national and other levels) on the authenticity of educational qualifications of candidates, especially where appointments at management level are concerned, this aspect must be handled meticulously yet diplomatically. The Province therefore reserves the right to check with the issuing institutions or persons, the authenticity of all certificates and information submitted by candidates.

3.4 All appointments will be subject to a probation period of 12 calendar months, which process shall be managed in terms of the policy guidelines in this

regard.

3.5 Security clearances may be prescribed for posts level 9 and above and/or any post employer deemed it necessary e.g. security officer, finance, etc.

3.6 Non-SA citizens may not be appointed in a permanent capacity, but may only be considered for contract appointments not exceeding a period of five

years, and that only if no suitable South African citizen is forthcoming. 3.7 In accordance with section 15(4) of the Employment Equity Act, 1998, no absolute barrier is established to the prospective or continued employment or advancement of applicants who are not from designated groups (as defined in the Employment Equity Act).

4. POLICY OBJECTIVES

4.1. The purpose of this framework is to ensure that recruitment and selection is done in a fair, efficient, effective, transparent and equitable manner,

4.2. to achieve equity in the workplace, 4.3. to promote workplace diversity, 4.4. to attract scare skills and

4.5 to enhance service excellence. 5. POLICY STATEMENT

The WCPA intents to recruit and select highly competent individuals by using sound recruitment and selection practices.

6. IMPLEMENTATION

6.1. Every Executing Authority will be responsible for effectively meeting the human resources needs of his/her department to deliver on the strategic goals. Managers must ensure that employees are managed in an environment, which is enabling and supportive to all especially to those who have been disadvantaged

6.2.

7. Basis of the selection process

7.1 In terms of section 11 of the Public Service Act, 1994 (as amended), read with section 20(3) of the EEA, all persons who qualify for an appointment or transfer, or for promotion, shall be considered. The evaluation, including the selection of aaplicants shall be based on the training, skills, competence, knowledge, formal qualifications,recognition of prior learning, relevant experience and precocity within a reasonable time to do the job, coupled with the need to redress historical imbalances (pertaining to race, gender and disability). The Employment Equity Act, 1998, which applies to the Public Service as of 1 December 1999, prescribes the drawing up of

Employment Equity plans, which must include numerical goals to achieve equitable representation of suitably qualified employees from disadvantaged groups. The selection process is designed to accommodate these

imperatives, insofar possible.

7.2 Points allocated in the shortlisting and selection processes are not absolute cut-off points, but are indicative of a candidate‘s relative suitability for a post and should be considered with due regard to the employment equity targets of a department to identify the most suitable candidate.

7.3 Threshold requirements for positions are as advertised. Thereafter, this framework should be followed as policy of identifying an incumbent

competent to fill the position, or alternatively an incumbent with the abilility to acquire the competence within a reasonable time to perform in the position. What constitutes a reasonable time will be dictated by the needs and

exigencies of the position as determined by the selection panel. Merit and competency as essential requirements are specifically retained in the process.

4. Preliminary screening of candidates

5.1 Candidates must be screened in terms of the threshold requirements of the post.

After the advertisement has closed, a transparent and accountable process has to be followed which must be correct, reasonable and fair. The equity of all candidates must be ensured with due regard to all applicable legislation. Canvassing, favouritism, nepotism or similar practices are under no

circumstances allowed. Any person with any personal / vested interest in the process must declare such interest beforehand and recuse her- or himself from the process. Only relevant, objective and verified information, including that contained in CVs and other documents accompanying the application, may be taken into account during the screening process.

5.2 Standard procedures for compiling a short list.

5.2.1 At least 50% of the members of the Selection Panel must be involved in compiling the short list of candidates. The Head of Department and the Executing Authority must finally accept the short list.

5.2.2 A short list is compiled on the basis of an uniform methodology. During the process strong emphasis is placed on the information supplied in a candidate's curriculum vitae and in the application form, as measured against the advertised requirements. There are a

variety of techniques available, but it should be ensured that equity prevails at all times. Moreover, the constitutional rights of individuals have to be taken into account.

5.2.3 Applications of persons who do not meet the threshold requirements need not be considered further. However, such applications must

also be listed, and the reason(s) recorded why the candidate in question was not considered. (Should the candidate request it, these reason(s) must be supplied to her/him in writing.). Short lists should preferably be compiled according to a ―grid‖ comprising the key requirements, competencies and performance areas (as advertised). These areas should focus on the managerial demands, functional skills and key performance areas inherent in the relevant post, as well as the employment equity targets of the department. Weighting of the total points scored may, as a transversal guideline, be

considered as per the example given below, which focusses on competency/merit, provided that where possible, applicants who are members of designated groups (i.e. Blacks, female or disabled), should constitute the majority on the short list.

5.2.4 Having determined the relative candidature in accordance with the grid, short lists should be compiled as to reflect a department‘s needs for efficiency and representativity. The short list should ensure that in those cases where relative efficiency and representativity are not reflected in the same candidate, the most suitable candidate should be identified in a balanced manner from all focus areas.

5.2.5 No candidate, including serving officials, may be short-listed or invited to an interview through goodwill.

6. Example of a grid

The following is a framework for a grid suitable for the short-listing process. Please note however that each selection panel may allocate its own weighting and points in regard to its assessment of the relative importance of the competencies and KPAs attaching to the post in question. The fact that different competencies and KPAs have been advertised does not mean that these enjoy equal weight.

Name of candidate

Selection criteria (Examples) Qualifications

Proven strategic managerial and leadership skills

Proven interpersonal and communication skills Relative competency and suitability for the post

Overall compliance with other generic managerial requirements as advertised

** Meeting of specific, post unique KPAs (as advertised) (score of 3 points for each of 5 KPAs)

Total

Weightings 11 32 32 32 32 152 28 Points* are allocated as follows:

1 1:Meets the minimum qualifications as advertised, 0: Fails to meet the minimum qualifications as advertised, and is not considered further.

2 For each of the KPAs points are allocated as follows: 3: Complies fully; 2: Complies partially; 1: Does not comply.

NOTE: * Based on the information contained in the CV and other application documents.

** A certain positive premium may be placed on the fact that a candidate had completed the PEP or similar programme.

7. Hearsay evidence

During both the short-listing process and the selection interview no hearsay evidence may be presented. Should a member of the Selection Panel be party to information or have knowledge supplementary to or in contradiction of that contained in a candidate's application documents, such information must be verified and declared beforehand. Any member who is party to information of this nature and who is of the opinion that it may impede his/her ability to make objective decisions, must recluse her/himself from the process.

7. Responsibilities of the Selection Panel

8.1 Where pre-screening (the short-listing process) takes place based on empirical information (preferably contained in the job description, but where necessary, also in other documentation), the interview situation is utilised to arrive at a qualitative assessment of the candidates. The object of the

exercise is to evaluate the expertise and competencies of the candidates by means inter alia of a questionnaire. It is essential that the process be

unimpeachable, objective and accountable. In addition it is the responsibility of the Panel to –

8.1.1 compile a questionnaire directed towards testing a candidate‘s skills and knowledge of the management level, competencies and KPAs; 8.1.2 expose all candidates to the same questions or testing/evaluating, although follow-up questions may be inevitable depending on

candidates' responses;

8.1.3 set norms for evaluation (allocation of points) in accordance with standard practice, and