hr presentation on recruitment
TRANSCRIPT
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A study on theRecruitment processCompany Highlighted: Jamshedpur Utilities and Services
Company (JUSCO)
:
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What Is Recruiting ?
Process of discovering potential candidates for actual or anticipated organizationalvacancies.
Linking activity that brings together those with jobs and those who seek jobs
About JUSCO:
Jamshedpur Utilities and Services Company- A wholly owned subsidiary of TataSteel,Ltd.
Indiasonly comprehensive urban infrastructure service provider.
Was earlier known as Tata Steel-Town Division, (Cost Center); hived off into aseparate entity with its own cost center as it was perceived to be a potential revenuecenter.
Currently provides Town Services for Jamshedpur under the aegis of Tata Steel; alsodiversified into external infrastructure and service projects.
Primary clients: general citizens, tata steel, various city corporations, townships,individual industries and plants
Mandate- convert an obligatory service into a customer focused sustainablecorporate entity;Its services include water, power, infrastructure, public health andhorticulture services.
Introduction
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Recruitment at JUSCO and summary:
Purpose of this PPT- to analyse to process of recruitment and
changes since inception at JUSCO Was primarily external in nature initially-shadowed the Tata
Steel model;At later stages, this model changed,externalrecruitment was toned down and internal recruitment wasfocused upon for strategic reasons discussed later
Should JUSCO start recruiting externally again ? Should itadopt a more holistic model,given its new position as anInfrastructure service provider countrywide?
Literature review:
JUSCO,ltd website;
General documents on recruitment @the Tata Group
Offer letters and communication mails;
General interview forms and processes as well as key notices
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Methodology of recruitmentOverview:
Recruitment at JUSCO, regardless of the channel followed, goes through the usualcycles of planning, recruiting, selection, induction, training, allocation and
attrition/retirement.
Primarily service & construction firm- varied talent requirements; wide customer base,
both industrial and non-industrial
Replicated the system followed by Tata Steel, being a wholly owned subsidiary; with
diploma trainees, graduate trainees; lateral entries; tata steel transfers; and temporaryworkers.
Organisational-structure 11 commissioned levels, (E0-E6,O1-O3), apart from the
supervisors and foremen coming under the unionized categories.
The managerial and officer level posts are governed by company laws and appraisals;
the unionised category people are governed by the rules applying the the TWU.(Tataworkers union). Recruitment policy mostly same throughout but more focused on the
non-unionised category because of unified and flexible standards.
Vacancy created on accounts of attrition, retirement or new manpower/skill
requirements leads to the part or entire cycle of recruitment as the case may be; this
vacancy is fulfilled, at all levels, through 2 key methods- internal and external
recruitment, each of which is explained.
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Internal recruitment
Mostly departmental, or project specific; attrition or retirement alsocreates departmental need, but this is mostly on account of newprojects or town jobs
Department creates a JD, specifies time frame, pay-grade, scale ofwork, required skills, required qualifications; is forwarded to HR. a pre-requisite is often sanction from the MD; but this is seldom required forinternal recruitments.*
Once decided that vacancy is to be filled internally, the JD,experience
and qualifications,after vetting by the HR, is floated, both throughemails and on notice boards.(on the intranet website and hardcopies)
CVs are made available internally; candidates may also be askedseparately for updated CVs as per dept. needs. After shortlisting,interviews are held with suitable HR and technical panel members. Awritten round may also be held in case of large no. of applicants.
After compilation of results and selection, notice updated at concernedplaces and the opening is closed. The selected candidate is thensuitably transferred through due notices within a stipulated time andcompensation is adjusted for location and position.
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External recruitment
Similar to internal recruitment, requirement generated fromvacancies/resignations/retirements; may also be a central plannedneed. In the case of departmental need, MDs sanction is a must before
approaching GM,HR; for central recruitment, a general consensus ismade as per yearly strategic plans.
3 main methods identified- campus recruitment(GTs); Diploma fresherrecruitment (DTs); lateral recruits (Post specific); Tata Steel transfer(Strategic, higher mgmt.); Tata World employees
Campus recruitments (until 2011,discontinued) had standard campuses to bevisited; trainees recruited, inducted,trained for an year, assigned depts. (asmanagers) As per training scores and competencies- similar process for DTs,at lower posts.
Lateral recruitment involves the drafting of ads by the HR dept; riders are alsosent out to specific consultants/HR firms
Process similar after receipt of CVs- screening, vetting, and interview by
HR/Technical members.After scoring, tabulation and evaluation, suitable candidates are selected,
provided confirmation and offer letters, joining dates after medical fitnesstest and MD approval (negotiation of compensation done after 2ndshortlisting)
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Key Observations and notes
Tata Steel transferred employees are mostly an internal process as far as tata steel isconcerned; more often, this is an outbound than inbound process, or involves the highermanagement with lesser scopes for JDs, and more for leadership
Tata World employees are mostly senior level employees with substantial work-ex; the processfollows a similar path as the internal recruitment, except that this being internal for the Tatagroup
Employee referrals are an encouraged and important source of recruitment; such referrals maywork on special vacancies, but can also work for a normal recruitment drive after the referraldetails are noted
Of late, on account of high CTCs, attrition, unproductive cycle and low revenues, JUSCOstopped recruitment of GTs and most external recruitment except for specialised roles; mosttalent management is in-house; for on-site projects, it resorts to contractual recruitment,outsourcing it to firms like Ma-Foi after providing them with CVs and conducting interviews.Based on performance, some employees may be made permanent after due approval.
GT interviews were 4 staged- written,GD,technical and HR; lateral interviews are mostly single
panel or dual panel depending on the grade; and interviews are quantified through scorings invarious areas like communication , technical awareness, confidence etc with suitable ratingsand weightages; minimum score of 60 or above as decided.
All appointments are subject to fitness approval at the TMH for Jamshedpur bound candidatesor suitable Tata Steel allies for site recruits. Therafter, the MD approves the CTC and profilefollowing which, offer letters are sent out.
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vacancy
external
campus
graduate
diploma
Lateral/rolespecific
consultants
Permanent/temporary
advertisements
Job specific
referrals
Depends onpresent
vacanices
internal
Inter-dept/sitestransfer
employees
Graphical Representation of Recruitment Model
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Result and AnalysisResult: JUSCO follows both Internal and External Recruitment On-campus recruitment has been scrapped in 2011 In 2012 JUSCO started laying-off people (indirectly)depending on individual performance in the
department As it is implements top down approach first the Managers, Department head and supervisors were
laid-off then sub-ordinates
Recruitment would solely take place depending on requirement rather yearly or quarterly basisrecruitment After scrapping On-campus recruitment all the External Recruitment activities were outsourced to
the job portals or agencies, or through tata stee transfers/referrals depending on the level
Analysis: Management was not stable and within four years it has changed its Managing Director thrice First MD was aggressive recruiter, second MD was neutral towards recruitment process and third MD
against new recruitment; focused mainly oncutting the fatas mentioned in internal meetings; JUSCO was over staffed due to talent mismanagement and mismatch between requirement and
recruitment JUSCO was making losses in major of the departments which was also one of the reasons for laying-
off people Internal recruitment was favored more than external recruitment There was a massive vertical restructuring, with new business verticals emerging ,which had a
consolidated structure and tried to map talent more fficiently
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Conclusion and Recommendation
Conclusion:
As the company is currently under restructuring and repositioning its businesses it has stoppedrecruiting GraduateEngineersfrom campuses
Recruiting has hit stagnancy- raising doubts about the capacity of JUSCO as an efficient employerand one that upkeeps the tata principles of employment and employee friendliness.
Has been hit by severe attrition-something that needs to addressed immediately; the system oftalent management and mapping is in the interim phase and yet to reach zenith.
Recommendation:
JUSCO should start visiting the campuses again as the need to position themselves as the best
recruiter in order to get the best talent of the campus. Attrition needs to be stopped and talent needs to be both retained nd acquired; a healthy
recruitment cycle needs to be maintained for sustenance.
Good trainee engineers will help in expanding the businesses of JUSCO.
Internal employees should also be given a chance if any suitable position in vacant..
Good training and other facilities should be provided to stop the attrition rate of JUSCO