project on company ronstand

8/18/2019 project on company ronstand

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INTRODUCTION

An Overview: Alstom

ALSTOM is a trance-based multinational corporation. Alstom is a global leader in

equipment and services -for power generation. and rail transport. It sets the benchmar.

for innovative and environmentall!. "riendl! technologies. Alstom builds the fastest

train and the highest capacit! automated metro in. the world. and provides turne!

integrated power plant solutions and associated services for a wide variet! of energ!

sources. Including h!dro# gas and coal.

Alstom was born with its $% factor! in &elfort with the merger

or Societe.Alsaci.enne de 'onstructions Mecaniques (SA'M) and

*l%lionisom-l-loustorn in $+,.

To state in a single line# Alstom is a world leader in transport and

energ! infrastructure. Some quic points which give a glimpse of

the compan!

/ 0resent in 12 countries

/ Sales 3$4.+ billion

/ 14#222 emplo!ees5

/ 'haired b! 0atric 6ron

It is said that one in four of the world5s light bulbs is powered b! alstom technologies.


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Vision

7e want to be the reference group in high-tech solution for 8nerg! 9 Transport# shaping a

sustainable future for the planet.

Values and ethics of the Organization

The :roup5s 8;ecutive 'ommittee has defined three essential values trust# team spirit and

sense of action.

Trust: Alstom# with its two activities# three Sectors# numerous management structures#

units# production sites and countries is# b! definition# a comple; compan!. Mutual trust

between colleagues and their management is essential for the proper conduct of the business

and effective management of pro


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There has been a slight change in the organi=ational structure. 8arlier the product divisions

were power s!stems# power service and transport. &ut now# the former , have been clubbed

into 0ower division and the other is the Transport >ivision.

Alstom has 12 Service 'enters# ?@ Manufacturing

'enters and $@ .abs across the world. It has local

organi=ations in 4 countries.

Ma


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N% &''' in h!dro

N% &''' in conventional islands for nuclear power plants

N% &''' in environmental control s!stems

Trans(ort

N% &''' in ver! high speed trains and high speed trains

N% )''' in urban transport maret# regional trains# signaling# infrastructure equipment and all

associated services It is said that one in four of the world5s light bulbs is powered b! alstom

technologies.

$O!*R +T*,

The compan! designs# manufactures and supplies state-of-the-art products and

s!stems to the power generation - for gas# coal# and h!dro power plants - and

industrial marets. In addition. Alstom provides conventional islands for nuclear

power plants. Our ob


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Alstom power Service provides a complete range of power

generation services# Support and equipment# worldwide. ALSTOM 0ower

Service has the technologies and e;perience to determine the timing and scope of

improvement programs including their professional reali=ation. Services range

from traditional spare part handling and field service support for individual power

plant components upto and including full power plant management.

ALSTOM 0ower Service promotes service to customers in all geographic marets

with about $#222 specialists which are permanent emplo!ees and about ?#222

emplo!ees with fi; term contracts in more than ,22 local service centers around the

world. It is committed to meeting its customer*s requirements and needs b!

"ast response and innovative solutions.

Dighest qualit! and competitive offers.

Dighl! qualified and motivated personnel.

TRAN$ORT


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A promoter of sustainable mobilit!. Alstom Transport develops and marets the most

complete range of s!stems# equipment and service in the railwa! maret. 7ith a maret

share of $B and sales ?. billion 8uros# the compan! is no. I in the high and ver!

high speed train sector and rans second worldwide in the urban transport maret#

regional trains# signaling# infrastructure equipment and all associated services.

The growing comple;it! of technical solutions and infrastructure pro


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listed -elow :

/ Alstom was awarded with E6 industr! pri=e for 0endolino in 7est 'oast Main Line

Epgrade pro


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b! Alstom in India.

ALSTOM IC>IA 0GO8'T LIMIT8># :urgaon especiall! deals in

&oilers# one of the important power s!stem of ALSTOM.

Sites in India can be enlisted as follows

➢ &angalore - Transport- >evelopment 'enter

➢ :urgaon- 'ountr! Dead-Office# Sales and Mareting

Dead quarters

➢ Shahabad- Manufacturing- boiler and "oundr! 0roducts

➢ 'oimbatore- Transport- Manufacturing facilit!

➢ 6olata- 0ower Services# 8nvironment 'ontrol S!stem

➢ Jadodara- D!dro Manufacturing "acilit!# 0ower

Services

➢ >urgapur- Manufacturing- Etilit! &oilers

➢ Mumbai- Gegistered Office


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*nvironment health and safet. (olic.

ALSTOM is committed to ensuring the health and safet! of all its emplo!ees# contractors#

visitors and other persons at ALSTOM*s worplace and protecting the environment.

This polic! reinforces# from an Indian perspective# ALSTOM*s worldwide commitment to

environmental health and safet! as reflected in the corporate ALSTOM 8DS polic!

All locations of ALSTOM 0ro


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/U,AN R*OURC* IN A0TO,

In a diverse and international :roup such as ALSTOM# a consistent approach to people

management ultimatel! maes it more efficient and allows the best development of

their human resources.

The people management practices are based upon the behaviors that are e;pected

across the :roup in the leadership and management of its people.

To this end the ALSTOM DG team has undertaen to support the ALSTOM Leadership

&ehaviors below

/ 'are for 0eople

/ 'ontinuousl! Manage and >evelop their 0eople

/ "avor Teamwor and Accountabilit!

/ 'ommunicate and be Transparent


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,+T/O0O1+

O23*CTIV* O4 TUD+

$. To have the nowledge about the Gecruitment and Selection process and the DG

practices being practiced at ALSTOM.

,. To undertae stud! involving a detailed observation of the whole process right

from receiving the manpower requisition to recruitment# selection# appointment

and induction of a new emplo!ee.

. To provide suggestions for capitali=ing on the advantages and minimi=ing the

shortcomings# which will help in the process improvement.

@. To understand the trend of recruitment and anal!=e it based upon the data of past few

!ears.

?. To be able to prepare ob >escription 9 ob Specification.

4. To understand the importance of good induction it in emplo!ee5s orientation

program.


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co(e of stud.

The various stages under the proata 'ollection

• Sampling 0lan

• >ata Interpretation

• >ata Anal!sis

• Suggestion 9 Gecommendations

$RI,AR+ DATA:

"ace to face discussion with the Senior DG Manager# training and development personnel#

DG >epartment 0ersonnel and the emplo!ees of compan!.

*CONDAR+ DATA:

$. Annual reports of compan!#

,. 0ast recruitment data of the compan!#

. 'ompan! websites-

www.alstom.com

http://www.alstom.com/http://www.alstom.com/


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/U,AN R*OURC* ,ANA1*,*NT

Duman Gesource Management (DGM) is the process of coordinating an organi=ation*s

human resources# or emplo!ees# to meet organi=ational goals.

The Duman Gesources Management function includes a variet! of activities involving

a lot of duties# roles and responsibilities# and e! among them is deciding what

staffing needs !ou have (manpower needs and requisition) and whether to use

independent contractors or hire emplo!ees (sources) to fill these needs# recruiting and

training the best emplo!ees (induction and training)# ensuring the! are high

performers# dealing with performance issues# and ensuring !our personnel and

management practices conform to various regulations (norms #wor standards and

ethics).

DG manager must become a leader in identif!ing new business opportunities# defining

business strateg! and corporate priorities# and preparing the organi=ation for

continuous and often disruptive change. The DG manager must align its recruitment

policies in line with the compan!5s needs and strategies. Also# it should be

implemented accordingl!.

It is about developing silled and committed emplo!ees who are real assets of the

organi=ation.


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TA44IN1 $ROC*


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Personnel Human Resour

ce Planning

Recruiting Needed PersonnelSelecting Qualifed PersonnelPlacing New Employees on Job

Developing Sources o Potential EmployeesSearc or Potential EmployeesEvaluating Recruiting E!ectiveness

"nternal Sources

Personnel Searc

Job Positioning

#pgrading in same position

$ranserring to a new %ob

Promoting to iger responsibilities

E&ternal Sources

Employee Reerrals

'dvertising

Scouting

Evaluating or selection


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KManpower5 or KDuman Gesource5 ma! be thought of as Kthe total nowledge# sills#

creative abilities# talents and aptitudes of an organi=ation5s wor force# as well as the

values# attitudes and benefits of an individual involved It is the sum total of

inherent abilities# acquired nowledge and sills represented b! the talents and

aptitudes of the emplo!ed persons.5

Of all the KMs5 in management (i.e.# the management of Materials# Machines#

Methods# Mone!# Motive power)# the most important is KM5 for Men or human

resources. It is the most valuable asset of an organi=ation. An organi=ation5s

performance and resulting productivit! are directl! proportional to the quantit! and

qualit! of its human resources. Dence# the importance of human resource.


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/U,AN R *OURC* $0ANNIN1

It is the process of determining scientificall! the number and t!pe of emplo!ees that

an enterprise will need in a specified period of time in future.

Duman resource or manpower planning is Kthe process b! which a management

determines how an organi=ation should move from its current manpower position to

its desired manpower position.5

Through planning# a management strives to have the right number and the right ind

of people at the right places# at the right time# to do things# which result in both the

organi=ation and the individual receiving the ma;imum long-range benefit.

According to 7icstrom# human resource planning consists of a series of activities#

(a) "orecasting future manpower requirements# either in terms of mathematical

pro


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Duman Gesource 0lanning is a double-edged weapon. If used properl!# it leads to the

ma;imum utili=ation of human resources# reduces labor turnover and high absenteeism

it improves productivit! and aids in achieving the ob


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$rocess of /uman Resource $lanning

The process of human resource planning is one of the most crucial# comple; and

continuing managerial functions# which embraces organi=ation development# career

planning and succession planning.

5A6O-7ectives of /uman Resource $lanning: Duman resource planning fulfills

individual# organi=ational and national goals the main purpose is one of

matching or fitting emplo!ee abilities to enterprise requirements# with an

emphasis on future instead of present arrangements.

526 *stimating the 4uture Organizational tructure Or 4orecasting the

,an(ower Re8uirements: The management must estimate the structure of the

organi=ation at a given point in time. "or this estimate# the number and t!pe

of emplo!ees needed have to be determined. Man! environmental factors affect

this determination. The! include business forecasts# e;pansion and growth#

design and structural changes# management philosoph!# government polic!#

product and human sills mi;# and competition.

After estimating what the future organi=ation structure should be# the ne;t step is to

draw up the requirements of human resources# both for the e;isting departments and

for the new vacancies. "orecast has to be made in returns of functional categor! the

member needed and the levels at which the! are required. Jacancies# occurring in

an! department# should be notified in writing b! different department heads to the

personnel department# stating clearl! the number of vacancies to be filled#


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of duties# t!pes of


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Res(onsi-ilit. for /uman Resource $lanning

Duman Gesource 0lanning is the responsibilit! of the personnel department. In this

tas# it is aided b! the top management and the team of directors of different

departments. It is mostl! a staffing or personnel function. The overall responsibilit!

lies with the &oard of >irectors.

3O2 ANA0+I

3o-: A


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3o- Descri(tion: It is a written record of the duties# responsibilities and requirements

of a particular


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R*CRUIT,*NT

Gecruitment forms the first stage in the process that continues with selection and

ceases with the appointment of the candidate. It is the ne;t step in the procurement

function# the first being Manpower 0lanning.

Gecruitment is the discovering of potential applications for actual or anticipated

organi=ational vacancies.

It is a lining activit! bringing together those with


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NIt is a process of searching for prospective emplo!ees and stimulating and

encouraging them to appl! for


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enables specialists to concentrate upon the recruitment function# and soon the! become

ver! efficient in the use of various recruitment techniques.

$rere8uisites of a good recruitment (olic.

The recruitment polic! of an organisation must satisf! the following conditions

$. It should be in conformity with its general personnel policies.

,. It should be flexible enough to meet the changing needs of an organisation

and should evolve with time.

. It should be so designed as to ensure emplo!ment opportunities for its

emplo!ees on a long-term basis so that goals of the organisation should be

achievable# and it should develop the potentialities of emplo!ees.

@. It should match the qualities of employees with the requirements of the wor

for which the! are emplo!ed.

?. It should highlight the necessit! of establishing job analysis.


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R*CRUIT,*NT *0*CTION $ROC*

$rocess of recruitment:

$. Identif! the sources of suppl! of adequate number and right t!pe of persons.

,. Assessing the suitabilit! of different sources and choosing the most appropriate

source.

. 'ontacting and stimulating the prospective candidates to offer themselves for

emplo!ment in the organi=ation.

,an(ower Re8uisition

A requisition or an indent for recruitment has to be submitted b! the line official.

Such indents usuall! specif!

The


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ources of Recruitment: ;

Internal sources 8;ternal sources

(Gecruitment from within the enterprise) (Gecruitment from outside)

Internal ources

These include personnel alread! on the pa! roll of an organisation# i.e.# its present

woring force. The emplo!ees alread! woring in the organi=ation ma! be more

suitable for higher


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Transfers

Hoder and associates have defined transfer as Na lateral shift causing movement of

individuals from one position to another usuall! without involving an! mared change

in duties# responsibilities# sills needed or compensation. A transfer is a hori=ontal or

lateral movement of an emplo!ee from one


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1. The! are tried people and can# therefore# be relied upon.

. It is less costl! than going outside to recruit.

Demerits:

$. It often leads to inbreeding# and discourages new blood from entering an

organisation.

,. The emplo!ees ma! become lethargic if the! are sure of time bound

promotions.

. There are possibilities that internal sources ma! Ndr! up# and it ma! be

difficult to find the requisite personnel from within the organisation.

@. obs which require original thining (lie advertising# st!le# designing and basic

research)# this practice is not followed because new and innovative ideas are

required.

?. As promotion is based on seniorit!# the danger is that reall! capable hands

ma! not be chosen. The lies and dislies of the management ma! also pla!

an important role in the selection of the personnel.

This source is used b! man! organisations# but a surprisingl! large number ignore

this source# especiall! for middle management


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These sources lie outside the organisation. The! usuall! include

$. Cew entrants to the labour force# i.e.# !oung# mostl! ine;perienced potential

emplo!ees- the college students.

,. The unemplo!ed- with a wide range of sills and abilities.

. Getired e;perienced persons such as mechanics# machinists# welders# and

accountants.

@. Others not in the labour force# such as married women and persons from

minorit! groups.

*ducational Institutions or Cam(us Recruitments: The


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,*RIT:

$. 8;ternal sources provide the requisite t!pe of personnel for an organisation#

having sill# training and education up to the required standard.

,. Since persons are recruited from a large maret# the best selection can be

made without an! distinctions of caste# se; or colour.

. In the long run# this source proves economical because potential emplo!ees do

not need e;tra training for their


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*0*CTION

The selection procedure is concerned with securing relevant information about an

applicant. This information is secured in a number of steps or stages. The ob


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election $olic.

7hile formulating a selection polic!# due consideration should be given to

organi=ational requirements as well as technical and professional dimensions of

selection procedures lie suggested goals# technological issues# cost factors# e;tent of

formalit!# etc. An effective polic! must assert the Nwh! and Nwhat aspects of the

organi=ational ob


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The hiring process can be successful# if the following (reliminar. re8uirements are

satisfied

$. Someone should have the authorit! to hire.

,. There must be some standard or personnel# with which a prospective emplo!ee

ma! be compared# i.e.# there should be available beforehand# a comprehensive


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Reception o 'pplications

Preliminary "nterview

'pplication (lan)

Psycological $ests

"nterview

(ac)ground "nvestigation

*Reerence +ec),

-aiting

/inal Selection (y intervie

Pysical e&a

Negative Decision

P y s i c al l y u

nf t p er s on al l y o b % e c t i on a b

l e or un av o ur a b l e g en er al

i m pr e s s i on

#n av o ur a b l e p er s onn el d at a

#n av o ur a b l e$ e s t S c or e

#n av o ur a b l e s e c on d i m pr e s s i on

#n

av o ur a b l eP r evi o u s Hi s t or y

Pysically #nft

*0*CTION $ROC* 40O! C/ART


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Rece(tion9 Initial or $reliminar. Interview or creening

A special interviewer or a high caliber receptionist in the emplo!ment office usuall!

conducts the initial screening. 7hen a large number of applicants are available# the

preliminar! interview is desirable both from the compan!5s point of view and that of

the applicant seeing emplo!ment.

This interview is essentiall! a sorting process in which prospective applicants are

given the necessar! information about the nature of the


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I' A((lication 2lan" or A((lication 4orm

An application blan is a traditional# widel! accepted device for getting information

from a prospective applicant that will enable a management to mae a proper

selection.

The blan provides preliminar! information as well as aid in the interview b!

indicating areas of interest and discussion. It is a good means of collecting verifiable

(and therefore fairl! accurate) basic historical data from the candidate. It also serves

as a convenient device for circulating information about the applicant to appropriate

members of management and as a useful device for storing information for later

reference.

Information is generall! called on the following items

&' 2iogra(hical Data: Came# "ather5s name# date and place of birth# age# se;#

nationalit!# height # weight# identification mars# ph!sical disabilit!# if an!#

marital status# and number of dependents.

)' *ducational Attainment: 8ducation (sub


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?' $ersonal Items: Association memberships# of C'' or CSS# e;tra-curricular

activities# sports# hobbies# and an! other pertinent information supporting a

candidate5s suitabilit! for a post.

@' Other Items: names and addresses of previous emplo!ers# references# etc.

An application blan is a brief histor! sheet of an emplo!ee5s bacground and can be

used for future reference# in case of need.

II' $s.chological testing

A test is a Ns!stematic procedure for comparing the behaviour of two or more

persons. It is a sample of an aspect of an individual5s behaviour# performance or

attitude. Tests are used for the purpose of maing a differential placement or

assignment of a person to the


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Advantages of testing:

&' It is easier to determine the value of a test as a selection device# than it is

possible to evaluate interview or application blans.

)' Tests are sub


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It is a Nconversation with a purpose

In other words# an interview is an attempt to secure ma;imum amount of information

from the candidate concerning his suitabilit! for the


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IV'Reference Chec"s

The use of reference is common in most selection procedures# for it involves onl! a

little time and mone!# and minimum of effort.

The procedure places reliance on the evaluation of former emplo!ers# friends and

professional personnel. 'hecs on references are made b! mail or b! telephone# and

occasionall! in person# or b! using a reference form# which require specific answers.

The opinions of previous emplo!ers and others# who have nown the applicant# are

generall! useful in getting a picture of his potential performance in a particular


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$ur(oses:

• It gives us an indication whether a candidate is ph!sicall! able to perform the


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satisfactor!. Onl! in ver! rare cases is the emplo!ee# once placed# ased to quit# and

even then it is onl! when there is something ver! serious against him or he is found

guilt! of continued negligence in the performance of his duties.

VII' Orientation9 Induction or Indoctrination

Induction is a technique b! which a new emplo!ee is rehabilitated into his

surroundings and introduced to the practices# policies and purposes of the

organi=ation. In other words# it is a welcoming process- the idea is to welcome a

newcomer# mae him feel at home and generate in him a feeling that his own


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2asis of

distinction

Recruitment election

,eaning Searching prospective candidates

and stimulating them to appl! for

'hoosing the candidates having

necessar! qualifications

Nature 0ositive 0rocess Cegative 0rocess

Aim To create a large pool of

candidates

To eliminate all unsuitable

candidates

$rocess Simple as candidates are not

required to cross man! hurdles

'omple; as the candidates are

required to cross several

Num-er Co restriction upon the number of Onl! a limited number of

Order It is done prior to selection It is made onl! after

recruitment


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Recruitment in Alstom

&eing a big growing multinational into power pro


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Once the recruiter finds te answer to these three questions# he finds answer to another crucial

question as how to recruit.

So#the answer to the question how man! to recruit and when to recruit is found through

manpower planning. This is how recruitment process begins in Alstom.

Manpower 0lanning is done on the basis of e;isting and e;pected pro


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In Alstom ob Anal!sis is done to find out what ind of personnel is required for a particular

position. It is an important part of human resource planning. The two important outcomes of

escription and ob Specification.

ob >escription and ob Specification is prepared after interacting with the emplo!ees

through the following methods

Interview

Ruestionnaire

Observation

>iar! Method

Technical conference

&ased on information achieved from escription

and ob Specification for each


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INT*RVI*! ROUND:

The short-listed candidates are invited for the interview. In Alstom# generall! Open

interview is conducted.

In order to select the right talent# a series of interviews is conducted. The process of

interview consists of the following rounds

ICT8GJI87 0GO'8SS

Technical $ersonal Interview here some technical e;perts interview the candidate

to


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I have been given a past data of some !ears bac b! the recruitment team and ased to do the

recruitment anal!sis of the same.

I did m! stud! on recruitment and anal!=ed the data in the following wa!

$. Diring trend

,. 'ategor! wise recruitment

. 8;perience wise recruitment

@. Age wise recruitment

?. Gecruitment source anal!sis

4. 8;it trend

1. Diring vs. 8;it anal!sis

/IRIN1 TR*ND


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/iring Trend

Month Diring

an $2

"eb $?

Mar $?

Apr $,

Ma! $

une $?

ul! $

Aug $2

Sep $?

Oct $1

Cov ,2

>ec ,2

Hiring

Hiring


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Categor. wise recruitment

Categor. wise recruitment

0osts Jacancies

Senior 'ategor! $?

Team Leader $2

"inance 8;ecutive ,2

Lead 8ngg. (Structure) ,?

8ngineer (Structure) 2

>rafter (Structure) ,


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Lead 8ngg. (0iping) ,2

8ngineer (0iping) $4

>rafter (0iping) $,

Total &B


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*


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Age !ise Recruitment

Age !ise Recruitment

Age Co. of hiring

$-,2

!ears ,?

,2-,

!ears @?

,-,?

!ears ?

,?-,

!ears @2

,-

!ears $?

-

!ears $,

-@?

!ears

@?-?2

!ears ?


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12345 years

45346 years

46347 years

47342 years

42366 years

66362 years

62387 years

87375 years


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Recruitment ource Anal.sis

Recruitment ource Anal.sis

Sources of

recruitment

Co. of hirings

8mplo!ee refferals 4?

'onsultants ?

'ampus 2

ob 0ortals ,?

>irectQ'old 'alls $2

Gehires

Others 1

Total &B


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*


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Cov $$

>ec ,


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/iring vs' *


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0I,ITATION O4 T/* TUD+

Limitations are a part of research. There are various limitations faced while conducting the

stud!-

$. Time constraint i.e. respondents are available at specific timings i.e. at brea timings

between $-,pm.

,. Gespondents are reluctant in filling the questionnaire.

. The data ma! contain some personal bias.

@. :enuinet! of respondents is not sure.

?. Some emplo!ees were not read! to fill the questionnaire while some were hard to

convince and some gave rough ideas for the sae of answering.

4. The emplo!ee had no proper suggestions. Some of their answers were vague and not

clear. As a result the evaluation becomes difficult.

CONC0UION AND U11*TION

As per the recruitment anal!sis# the following conclusions were drawn

$. The interview step is the most effective one in gauging the sills of the

candidate for the


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. 8mplo!ee Geferral Scheme was also highl! rated . It is being used effectivel!

to hire new emplo!ees who come on reference of e;isting emplo!ees.

@. The 8mplo!ee Geferral Scheme cannot be misused to gain incentives and hire

wrong people for the


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The initial salar! pacage offered needs to be made more competitive to attract good

number of candidates.

Also# the terms of emplo!ment should be made more friendl!.

Geference checs should be made more effective and stringent.

Increasing the written test standards.

The number of forms required to be filled in the whole recruitment 9 selection

process ma! be reduced.

Induction and training process can be made more friendlier.

The induction programme should not be undertaen on Monda!s or "rida!s.

A pre-


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Appropriate induction and training be given to the new emplo!ee to ad

project on company ronstand

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