1
CHAPTER I
1.1 INTRODUCTION: Rarefield Engineering is a Private Limited Company engaged in the industry of Ship Repairs for the past 21 years. Rarefield is located in various locations in India and also in Dubai and Singapore. The recruitment function in Rarefield is challenging and complex due to the varieties of skill sets required and due to the distributed locations of the shipping industry. Having noted that Rarefield’s growth and development depends upon the effectiveness of the human resources employed, it has been identified that the recruitment strategy of Rarefield should enable the firm the recruit the right skills at the right time. Any organization’s growth and development depends upon the effectiveness of the human resources employed. It is vital that the lead time of hiring a candidate should be less to support resource demands and growth of the company. The Rarefield should have proper communication between the recruitment team and the candidate. The team should provide updated and accurate information to candidates. avoid misinterpretation of the offer and terms and conditions. Therefore, a comprehensive study and analysis of the existing recruitment process of Rarefield and its effectiveness is been carried out along with the company history and the ship building and repair industry profile. As a result, recommendations are made for transforming the recruitment strategy of the firm. The recruitment process is one of the most crucial and sensitive aspects in finding or offering a job. The recruitment articles that we present are aimed at giving job hunters and providers a good grasp of how workers are being hired. There are online job search engines which offer recruitment in a highly technical process. It is best that you know your prospective employees even before they are The employment offer, salary compensation and inductions should make clear to the candidate in order to
2 hired, through an effective recruitment program. Be familiar with the criteria to look for when looking for any job either online or offline. In order to overcome the challenges in recruitment, Rarefield should transform their current recruitment strategy into an innovative recruitment strategy. Such a transformation will enable Rarefield to hire and deploy productive and skilled candidates efficiently. Time and cost are key elements that need to be factored-in into the transformation plan leading a recruitment process that consumes low cost and less time for hiring and on-boarding candidates. The organization needs effective CV short listing, skill testing and interviewing techniques. Advertising the requirement should be done appropriately so that most of the candidate applies for the job and the company gets the right mix of skill sets. Rarefield Engineer requires structural change in the recruitment team to address its challenges and transform its recruitment strategy. It is, therefore, said that a transformation in the recruitment strategy at Rarefiled will make bigger differences for its reputation and growth in the marketplace.
1.2 INDUSTRY PROFILE:
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The industry devoted to moving goods or passengers by water. Passenger operations have been a major component of shipping, but air travel has seriously limited this aspect of the industry. The enormous increase, however, in certain kinds of cargo, for example, petroleum, has more than made up for the loss of passenger traffic. Although raw materials such as mineral ores, coal, lumber, grain, and other foodstuffs supply a vast and still growing volume of cargo, the transportation of manufactured goods has increased rapidly since World War II.
HISTORY
Commercial shipping began perhaps with the activities of the Phoenician merchants who operated their own vessels, transporting goods in the Mediterranean. The practices they developed were adopted by the merchants of ancient Greece and Rome and were continued by the maritime powers through the Middle Ages to modern times. The Venetians, from 1300 to 1500, owned a huge merchant fleet that served the interests of the merchant traders and the city-state exclusively. From 1600 to 1650 the Dutch ranked first in shipping activity, operating a globe-circling tramp service for merchants of western Europe.
Advances in the 19th Century.
Until the 19th century, ships were owned by the merchant or by the trading company; common-carrier service did not exist.
On Jan. 5, 1818, the full-rigged American ship James Monroe, of the Black Ball Line, sailed from New York City for Liverpool, inaugurating common-carrier line service on a dependable schedule. A policy of sailing regularly and accepting cargo in less-than-shipload lots enabled the Black Ball Line to revolutionize shipping.
Two technological developments furthered progress toward present-day shipping practices: the use of steam propulsion and the use of iron in shipbuilding. In 1819 the American sailing ship
4 Savannah crossed the Atlantic under steam propulsion for part of the voyage, pioneering the way for the British ship Sirius, which crossed the Atlantic entirely under steam in 1838. Iron was first used in the sailing vessel Ironsides, which was launched in Liverpool in 1838.
The opening of the Suez Canal in 1869 was of great economic importance to shipping. Coinciding with the perfection of the triple-expansion reciprocating engine, which was both dependable and economical in comparison with the machinery of the pioneer vessels, the completion of the canal made possible rapid service between western Europe and Asia. The first steam-propelled ship designed as an oceangoing tanker was the Glückauf, built in Great Britain in 1886. It had 3020 deadweight tons (dwt; the weight of a ship's cargo, stores, fuel, passengers, and crew when the ship is fully loaded) and a speed of 11 knots.
The 20th Century.
Among the technological advances at the turn of the century was the development by the British inventor Charles A. Parsons (1854–1931) of the compound steam turbine, adapted to maritime use in 1897. In 1903 the Wandal, a steamer on the Volga River, was powered by the first diesel engine used for ship propulsion. The Danish vessel Selandia was commissioned as the first seagoing motor ship in 1912.
After World War I significant progress was made especially in the perfection of the turboelectric drive. During World War II, welding in ship construction supplanted the use of rivets. The keel of the first nuclear-powered passenger-cargo ship, the Savannah, was laid in Camden, N.J., on May 22, 1958, and the ship was launched in 1960. In 1962 it was chartered to a private company for experimental commercial use, but it did not prove financially successful
NATURE OF THE SHIPPING INDUSTRY
5 Shipping is a private, highly competitive service industry. The activity of the industry is divided into several categories, namely, liner service, tramp shipping, industrial service, and tanker operation, all of which operate on certain well-established routes.
SHIPBUILDING STATISTICS
In 1990 the total gross tonnage on order or being built throughout the world amounted to about 41.6 million. Over 36 percent of the world tonnage was to be built in Japanese yards. After Japan, in order of percentage, were South Korea, Germany, Denmark, Yugoslavia, Italy, Spain, Brazil, and Poland. Construction of merchant vessels in the U.S. declined drastically during the 1980s. By the end of the decade, the value of work performed at private U.S. yards was about $8.5 billion annually; naval vessels accounted for virtually all new construction.
SHIPYARD Ship building Global Shipbuilding is estimated to be a USD 20 billion industry and is presently dominated by Korea, Japan and China, which together account for around 75 per cent of the world output. Fortunes of shipping and shipbuilding industries seem to be linked to each other or at least move in tandem. For nearly three decades in the post World War II era, both the industries were dominated by European nations and United States. However, high labour costs in the yards of Europe and USA, one of the major determinants in this cost competitive industry, has led to a gradual shift of the center of shipbuilding to these Asian nations over the last two decades. Similar progress was observed in Indian shipbuilding industry, as per the research carried out by imaritime Consultancy the orderbook of the Indian shipyards, which was hovering around Rs 1,500 crore in 2002, has reached a value close to Rs 13,700 crore by September 2006, with nine times increase in just four years. The Indian shipbuilding, which was totally domestic till late 90’s has become export oriented. ABG Shipyard was the first to build and export a newsprint carrier for a
6 Norwegian client in 2000 and established India’s competitiveness in building and delivering ships of the international standards. Today six years down, out of the 199 ships on the orderbook, close to 124 are for exports. India has a long history and tradition of shipbuilding that can be traced back to the Harappan civilisation. However, since the beginning of the 20th century, it had been on a declining scale and presently, rated capacity of country's shipbuilding yards is minuscule vis-à-vis world's capacity. Indian shipyards remain largely insulated from the present boom in shipping and shipbuilding. Hindustan Shipyard Limited and Cochin Shipyard Limited, two of the country's largest shipyards, have got only one order each - a Handymax and an Aframax vessels respectively. Both their orders are from Shipping Corporation of India, a public sector unit and many market participants believe that the above is not a result of economic consideration. However, Indian shipowners have gone forward and placed sizeably large orders with foreign shipyards. SCI has placed order for 4 Aframax with Hyundai Shipyard, which is due for delivery in 2003. Great Eastern Shipping has placed order for 2 Aframax vessels, one each with Samho Shipyard and Samsung Shipyard and is also planning to place an order for one more Aframax with a foreign shipyard. The lack of commitment, cost overruns, poor quality constructions, delayed delivery, etc. has debarred the Indian shipyards from getting a significant volume of orders. However, some private sector yards are showing increasingly better performance. ABG Shipyards, one of the leading private sector shipyards of the country, has recently executed an order of newsprint carriers for Norway-based Lys Lines and got another order of delivering five 10,000-dwt dry cargo vessels from a German shipowner. Both Norwegians and Germans are known to demand the best of quality products. Looking at the prospects of Indian shipbuilding industry, it has been observed that cost competitiveness remains the significant advantage of domestic shipbuilding industry considering the two major parameters of shipbuilding viz. steel fabrication and labor. China is emerging as a major shipbuilding nation leveraging on these advantages and posing serious threats to Korea and Japan.
7 Considering this, it can be said that a proper strategy taken in the right direction could leverage the competitive benefit and lead the Indian shipbuilding industry towards better prospects. Ship Breaking Ship breaking or ship demolition involves breaking up of aged ships for scrap. Ships purchased on the basis of their light displacement tonnage (LDT) are demolished in ship breaking yards and sent to steel re-rolling mills for reuse as raw material for production of steel. Currently, the international ship demolition market is centered around the Indian subcontinent. While a large number of tankers find their way to scrap yards in Pakistan and Bangladesh, Indian ship breaking yards attract mostly dry and general cargo vessels. Ship breaking industry in India is mostly concentrated at Alang in Gujarat, which is the world's largest ship breaking yard catering to nearly 90 per cent of India's ship breaking activity. However, sporadic activity also takes place in other locations like Sachana, Gujarat, Mumbai and Calcutta. The ship breaking activity at Alang includes a total of 170 yards of which 50-70 are operational and around 50,000 people are involved directly or indirectly in the business of scrapping. The total tonnage of ships broken in India has varied from a low of 0.65 million ldt in 1991-92 to a high of 2.79 million ldt in 1997-98. Financing is an important aspect of the industry as scrapping normally involves an intermediary 'cash buyer'. Earlier State Bank of Saurashtra and Dena Bank took active role in the ship breaking industry, however, of late, most banks have become reluctant to finance ship scrapping projects.
Ship Repair Ship repairing is a service, consisting of a number of smaller services on various parts and components of the ship. While the repairing activity is adjunct to shipyards and ports, the extent and complexity of these services vary.
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Ship repairing in India started long back. The first dry dock was built at Bombay port in 1750 and second at Calcutta port in 1781. For about two decades immediately after the Independence, the Indian ship repair industry made a booming business. The potential size of the ship repair industry in India is around Rs. 44 billion, which includes repairing required by Indian and foreign vessels calling at Indian ports. However, only a small percentage of this business equivalent to Rs 10-12 billion is executed by the Indian ship repairing industry. In India, major shipyards carry out both ship repair and ship building activities. The industry is controlled by 10 large and 30 to 40 medium and small sized shipyards apart from Naval Dock yards and Defense shipyards. The attempts to set up exclusive ship repair facilities in the private sector failed to perform. With the growing fear of pollution and stricter norms and regulations, ship repairing services are in demand. Indian shipyards have the competitive advantage like low labor costs, availability of trained and skilled labor force and proximity to international shipping routes required for getting success in the business. However, the industry is in a dismal state, not withstanding such advantages and has not been able to cater to the needs of the Indian merchant fleet adequately due to following reasons. • • • • • • • • • Lack of new investments in machinery / equipment Deterioration of existing machinery / equipment Usage of obsolete methods and systems Lack of suitable training for upgradation of skills Life emphasis on professional management techniques Supply bottlenecks for raw materials and spares Over dependence on public sector Cumbersome government procedures Extremely low labor productivity
9 While there has been success in the field of ship breaking and ship building industry in India both of which are labour intensive, ship repairing industry can also replicate the scenario provided it utilises its inherent competitive advantages to the maximum.
1.3 COMPANY PROFILE Rarefield sets on sail, ships with distinguished characteristic of strength and durability. With a team of expert techies and a steady infrastructure it pioneers the needs of all in the shipping industry.
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Rarefield, as a Private Limited Company was incorporated on the 1st May 2001 by Mr.R.Russel Raj who has been engaged in the industry of Ship Repairs for the past 21 years. It was through his ardent efforts that he started this activity through a Proprietary Concern named M/s Raj Engineering Works during the year 1988. The group has completed servicing of around 4500 ships from the beginning and has earned a reputation for itself for its commitment and workmanship. The firm has developed into one of the top companies engaged in this activity and has been a pioneer in the field of Ship Repairing & Ship Building. Rarefield have an ISO 9001:2008 certification by DNV and are certified by Director General of Shipping as “Ship Repair Unit” which enable the firm to import any spares from any part of the world without custom duty for repairs to ships, an authorization by The Protector General Of Emigrants, Ministry of Overseas Indian Affairs, Government Of India, New Delhi to carry out Recruitment of Skilled Workforce from India numbering over 1000 +++ workers per day to all countries in the World except Iraq. The company has fostered and developed a dedicated and strictly skillful workforce, with experience of over two decades. The technical team consists of about 1200 highly skilled and competent Engineers, Supervisors, Team Leaders, Foreman, including certified Welders, Steel Fabricators, Pipe Fabricators, Mechanical Fitters, Millwright and General Fitters, Riggers and Helpers. Rarefield has developed a skill set to handle any kind of Ship Repairs alongside berth or outer anchorage. The firm has achieved a steady growth over the past two decades and the same is evident from the financial performance of the company during the past nine years. Offices of Rarefield are located in India at Chennai, Tuticorin, Nagapatinam, Cochin, Visakhapatnam and Goa. Rarefield has extended our Business Arena Overseas and initiated Operations in Ship Repair & Ship Building at Dubai in 2006 and Singapore in 2008. Rarefield Engineers Pte Ltd. at Singapore has an approval from Ministry of Manpower, Singapore to Operate an Employment Agency w.e.f 24.11.2008. RAREFIELD has thus become a player at land for the pliers at the sea. From constructions of ships at bays around the world to their repairs, it has become a trustworthy name. Founder
11 A quarter century back 1984-85, a young man from Kanyakumari District landed up at Madras with a vision to come up in shipping line where he first started working with ship repair firm in Mechanical and Welding works. With this humble beginning he slowly raised to team leader in the contract group and then became a contractor himself for Steel, Pipe and Mechanical works on board ships visiting Madras. He finally started Raj Engineering Works in the year 1988. He was a major contractor having more than 300 workers at Chokhani International Floating Dry Dock, Binny Engineering works and Goodwill also at Madras Harbour for about 13 years. He eventually spread his wings with 800 workers at Western India Floating Drydock at Goa and offshore work also. His thirst for becoming a ship repair magnet along with ship building activities increased leaps and bounds. During the year 2001, for further establishment of the company it was amalgamated with Rarefield Engineers Pvt Ltd. This young lad was R. Russel Raj today's Managing Director of Rarefield Engineers Pvt Ltd. Creating special teams including expertise and qualified personnel was a Herculean job for Ship Repair and Ship Building. He has been one of the pioneers in the Ship Repairing & Ship Building business in India, South East Asian Country and Gulf countries and has earned a reputation for timely delivery and quality of the output. He possesses high level of business acumenship and leadership qualities which is evident from the fact that he is handling 3500 highly qualified Officials, Engineers, Supervisors & Skilled Workers, who are working for the company. His passion for exceeding customer expectations also involves him closely in client relationship management and being stationed at Drydock world at Dubai has brought laurels in shipping industry. The thirst is still growing and likely to end up in opening up a Floating Dry-dock of his own in India. Expanding further operations is the key challenge for him over the upcoming years. He ensures constantly innovating & improving the services across various locations. This will lead him to build a strong performance and achieve much more in the future enabling him to become an icon in the ship building & ship repair industry. Business Activities
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The business activities of the company involve mainly ship repairing and ship building services. The company takes up the contract for repair and reconditioning of ships anywhere in the world. The philosophy of the firm company lies at the core of their business and defines the way they serve their clients which in turn makes Rarefield different from others. Marketing The company is equipped with the necessary infrastructure and has a very big team of skilled workers who can assemble at a given location within 24 hours and execute the work. Hence the company has great advantage over other operators in this field and hence the company is the first choice for any major ship repair jobs in India, Gulf and East Asian countries. It can be seen that during the past three years the gross revenue of the company has increased four times. The company has very good orders on hand. The firm also possesses highly reputed shipping companies as customers and with their continuous support the company has been procuring these orders regularly. Hence marketing is not a constraint for the company. The proposed office location has advantages to Rarefields marine operations, since it is well located in the vicinity of Chennai Harbours, which is the key locality of their all regular business activity.
Quality Policy Rarefield Engineers Pvt Ltd. is committed...... “To consistently deliver quality ship repairing and related services as per the requirements of customers by providing competent work force and thus ensuring customers satisfaction with continuous improvement".
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Rarefields QMS is certified by DNV (Det Norske Veritas). Quality Policy is established along with objectives and implemented with the help of Quality Manual, Quality System Procedures and Work Instructions. The relevance of the quality policy itself is reviewed periodically. Adequacy and effectiveness of the QMS have been reviewed during Management Review Meetings. All activities of the Organisation and its QMS are aiming at customer satisfaction.
Objectives ? Safeguard the interest of our clientele ? Strengthen the clientele network ? Promote the quality consciousness ? Keep pace with time ? Practice economy ? Instill schedule consciousness
RECRUITMENT PROCESS 1. Knowing the requirement Country wise/ Project wise Category wise Count Wise 2. Providing the requirement list to the agents
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Through the call In Person Through the e-mail 3. Follow up with the agents to bring the candidate based on the requirement 4. Checking the Biodata’s and sending the candidates for test -make sure that the candidate has all the relevant documents. 5. To feed the collected resumes in the system. 6. Collect the report on time and maintain the feedback in the system -make sure the candidate submits the passport 7. Place the correct candidate in the correct location based on the test result and requirement 8. Processing the Visa’s for the candidate 9. Information to be provided to the Agents once the visa is received. In case of direct candidates he can be directly contacted on any information subjected to him. 10. Immigration. Processing the immigration and to take care of the process involved in it. 11. Again follow up with the Agents and reconfirm that the candidate turns up on time. a. Incase the candidate does not turns up or not willing to come, immediate replacement has to be done.
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b. When replacement occurs make sure that the candidate is eligible in all means. 12. Book the tickets based on the urgency. 13. Make sure the ticket dates are informed to the concerned person and they reach our office one day earlier to their departure. 14. Make sure that they have completed the medical test on or before their flight . -Incase the candidate fail in medical, immediate replacement has to be done and step 11b follows. 15. Visa has to be applied for replacement candidate and they have to be sent as per the order. 16. Make sure that the candidate catches the flight as per the schedule and he reaches the destination.
ORGANISATION STRUCTURE
Managing Director
Director
General Manager Tech
General Manager Admin
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Business Development Accounts Technical/Commercial Purchase Overseas Recruitment HR Admin
Manager
AGM
Manager
Manager
Sr. SRM-Tech Dy. Manager
Manager
Dy. Manager
Asst. Mgr
MD. Pers. Secr
Commercial Asst. Manager Sr. Asst Purc Asst. Mgr.HR Sr. Asst. Admin Sr Asst Admin Front Office
Dy. Mgr. Com
Sr. Executives Sr. Accountants Jr. Asst. Admin Asst. Commercial Executives HR
CHAPTER II
2.1 REVIEW OF LITERATURE 1. The principles and issues behind best practice recruitment and selection are summarised in the full literature review with a view to provide evidence that can be used in guiding any future strategy on the selection of consultants. Specific issues around the recruitment and selection of consultants have not been addressed directly as there was little reference in the literature to this. However, the lessons learned from best practice recruitment and selection research in general, and from the assessment of executives more specifically, are transferable to the context of consultants' assessment. George Bradt and Mary Vonnegut, Onboarding: How To Get Your New Employees Up To Speed In Half The Time, (John Wiley & Sons, 2009) - ISBN 0470407034 page 6
17 2. Recruitment is essential to effective Human Resources Management. It is the heart of the whole HR systems in the organization. The effectiveness of many other HR activities, such as selection and training depends largely on the quality of new employees attracted through the recruitment the recruitment process. Policies should always be reviewed as these are affected by the changing environment. Management should get specific training on the process of recruitment to increase their awareness on the dangers of wrong placements. HR practitioners should be on the guard against all the malpractices and advocate for professional approach through out the system. The HR should indicate disagreement in the event that biasing toward certain candidates is creeping in and point out the repercussions that may follow in terms of performance and motivation. Author: Nyamupachari Vareta the author is based in, Brazzaville, Congo, a country in Central Africa. E-mail: [email protected]
3. Theory and research from the marketing literature on customer-based brand equity were used to predict how positive exposure to 4 early recruitment-related activities--publicity, sponsorships, wordof-mouth endorsements, and advertising--may affect the application decisions of engineering students. Similar to prior marketing findings, the results suggested that early recruitment-related activities were indirectly related to intentions and decisions through 2 dimensions of employer brand image: general attitudes toward the company and perceived job attributes. The relationships between word-of-mouth endorsements and the 2 dimensions of brand image were particularly strong. In addition, it was found that early recruitment-related activities interacted with one another such that employer brand image was stronger when firms used publicity in conjunction with other early recruitment-related activities. (PsycINFO Database Record (c) 2009 APA, all rights reserved) By Collins, Christopher J.; Stevens, Cynthia Kay Journal of Applied Psychology. Vol 87(6), Dec 2002, 1121-1133.
4. Reviewers have concluded that we still do not know a great deal about why recruitment activities have the effects they do. In particular, recent reviews have criticized many of the studies conducted
18 for being poorly designed, narrow in focus, and not grounded in theory. We believe that many of these criticisms are legitimate. We also believe that, in order for future studies to result in a better understanding of the recruitment process, such studies need to be designed with an appreciation of the complexity of the recruitment process. In this regard, we offer an organizing framework of the recruitment process. In introducing this framework, we draw upon theories from a variety of research domains and give considerable attention to process variables that mediate the relationships between recruitment activities (e.g., recruiter behavior) and recruitment outcomes (e.g., the number of applications generated). Having introduced an organizing framework, we selectively review recruitment research, giving particular attention to the topics of recruitment sources, recruiters, and realistic job previews. This review makes apparent a number of important issues that recruitment research has yet to address. James A. Breaugh,Mary Starke ,University of Missouri–St. Louis, Journal of Management, Vol. 26, No. 3, 405-434 (2000), DOI: 10.1177/014920630002600303 5. The most common reasons for changing jobs were cited as pay, employer’s culture and ethics, and lack of training. Staff turnover rates in organizations had escalated from 30% per annum in 2007 to 42%. I took some comfort that at Harvey Nash our training and leadership development budget has doubled and our emphasis on core values, culture and ethical trading has never been stronger.Recruitment companies generally prosper in markets with strong demand for talent and high churn rates. It seems obvious to me that while unemployment is such a low risk in our core markets, talent will still be hard to find and even harder to retain. Albert Ellis is Chief Executive Officer of Harvey Nash, the global professional recruitment and IT Outsourcing consultancy, July 15, 2008. 6. For the recruitment industry, new technology is increasingly being relied upon to help the industry contain financial pressures and increase productivity. In-fact, recruiters’ attitudes towards technology is changing. Over the past 12 months there has been a greater push towards outsourced services among leading Australian recruiters as a means of driving efficiencies. This activity is set to continue as technology develops and service providers ‘listen’ to the industry’s needs. For example, WorkPro has recently partnered with policecheck.com.au in an effort to provide the industry with a costeffective and faster alternative to conducting a police check. Waiting for days or even weeks for the results of criminal history checks is now a thing of the past for the recruitment industry. Once an application is lodged, the system is able to return online criminal history clearances in less than 60
19 seconds - significantly reducing the time to hire. With instant access to candidates’ identities and criminal history information, it means recruiters are now able to spend more time placing candidates and less time processing them. By Tania Evans, Business Manager, WorkPro 7. This study examined the influences of website design on prospective job seekers. A total of 182 participants accessed and reviewed an online job ad. Afterwards, they rated: (a) the attractiveness of the ad's formatting, (b) the usability of the website, (c) overall evaluations of the organization's web appeal, (d) impressions of the organization, and (e) willingness to pursue employment with the hiring organization. Although both the formatting attractiveness and usability of online recruitment materials influenced participants' inclinations to pursue jobs, formatting was more important than usability. Moreover, impressions of the employer mediated the relationship between satisfaction with the website and willingness to pursue employment with the organization. Overall, this research advances knowledge by applying signaling theory to the web-based recruitment domain and by testing a mediated relationship implied therein. In addition, this is the first study to introduce relative weights analysis to the recruitment literature. LoriFosterThompso n Phillip W. Braddy
Department of Psychology, North Carolina State University, Campus Box 7650, Raleigh, NC 27695-7650, USA Center for Creative Leadership, One Leadership Place, P.O. Box 26300, Greensboro, NC 27438-6300, USA
Karl L. Wuensch
Department of Psychology, East Carolina University, Greenville, NC 278584353, USA
8. People's skill sets rather than technology drive the growth and success of software organizations, where ideas and information form the basis for profit generation and wealth accumulation. This article is an attempt to establish the significance of recruitment strategies, especially in the Indian software industry. The size of an organization, among various other factors, plays an important role in determining the type and shape of a strategy, including human resource strategies. This article aims to examine the different strategies of recruitment by software organizations on the basis of size (in terms of number of employees) with the help of a survey. The findings corroborate the proposition that
20 recruitment strategies of such organizations vary with their size and that such strategies are focussed to meet short-term requirements. Piyali Ghosh, Geetika Asian Journal of Management Cases, Vol. 4, No. 1, 5-25 (2007) DOI: 10.1177/097282010600400103
2.2 SPECIAL CONCEPT Mediterranean The term Mediterranean derives from the Latin word mediterraneus, meaning "in the middle of earth". Cargo Goods or produce transported, generally for commercial gain, by ship, aircraft, train, van or truck. In modern times, containers are used in most intermodal long-haul cargo transport. Suez Canal The Suez Canal is an artificial sea-level waterway in Egypt, connecting the Mediterranean Sea and the Red Sea. Transformation: The state of being transformed. Shipyard: The place which repair and build ships. Drydocks:
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A drydock is a narrow basin or vessel that can be flooded to allow a load to be floated in, then drained to allow that load to come to rest on a dry platform. Drydocks are used for the construction, maintenance, and repair of ships, boats, and other watercraft. Naval Vessels: A naval ship is a ship used for combat purposes, commonly by a navy. Cost overrun: Cost overrun is defined as excess of actual cost over budget. Cost overrun is also sometimes called "cost escalation," "cost increase," or "budget overrun." Fabrication: Fabrication applies to the building of machines, structures and other equipment, by cutting, shaping and assembling components made from raw materials. Demolition market: On the demolition market ships are sold for scrap. The transactions happen between ship owners and demolition merchants, often with speculators acting as intermediaries Scrap: Scrap is a term used to describe recyclable materials left over from every manner of product consumption, such as parts of vehicles, building supplies, and surplus materials. Naval Dock Yard: A naval dockyard is a dockyard that primarily serves a navy. Dockyard:
22 Dockyards are places which repair and build ships
Deterioration: Deterioration, from Latin deteriorare "to make worse", from deterior "lower, worse", can refer to any sort of worsening. Millwright: A millwright is a craftsman or tradesman engaged with the construction and maintenance of machinery. Customer relationship management: Customer relationship management is a broadly recognized, widely-implemented strategy for managing and nurturing a company’s interactions with clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. Procuring: Procuring, in general, is the act of acquiring goods or services, usually by contract. Vicinity: The area around a given physical or geographical point or place.
CHAPTER III
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3. RESEARCH METHODOLOGY 3.1 OBJECTIVES Based on critical analysis of the Rarefield Engineering’s recruitment function, various focus areas were identified in order to study the function in context to the literature on Organizations and Human Resources Management. The key objectives of the study on transformation of the recruitment strategy at Rarefield are: 1. To study the recruitment function of Rarefield Engineering 2. To analyze the effectiveness of the recruitment processes of Rarefield Engineering 3. To know the satisfaction of employees towards the recruitment process. 4. To suggest recommendations to improve the recruitment strategy of Rarefield Engineering
3.2 SCOPE OF THE STUDY The scope of this study is focused on overcoming the challenges of recruitment at Rarefield. The objectives of the study were derived based on identified recruitment challenges. The study will focus on understanding and analyzing the existing policies and procedures of recruitment at Rarefiled. Qualitative research will be carried out by interviewing the Human Resource function and the senior management of the company. The captured ideas will, then, be applied on the problems in order to meet the objectives. A report will be compiled stating the recommendations for the transformation of recruitment strategy, at the end of the study.
3.3 STATEMENT OF THE PROBLEM
24 One of the major problems that the ship building and repairing organizations are facing is recruitment. Due to the varieties of skill sets required and due to the geographical dispersions of shipping industry, the recruitment function in the said organization becomes yet more complex. Recently there is a huge competition throughout the world in ship building and repairing companies. Worldwide, the shipbuilding and repair yards are facing labor shortages and training, recruitment, and retention challenges. Rarefiled Engineering with no exception faces certain challenges in the recruitment function. 3.4 METHODOLOGY PRIMARY DATA The primary data are collected fresh and for the first time and thus happens to be the original character. The primary data is collected through structured questionnaire method. The questions are based on the objectives. SECONDARY DATA The secondary data are those which have been already collected by someone else and which have already been passed through the statistical process. The secondary data for this study is collected from the official records, reports, and magazines of Rarefield Engineering Pvt. Ltd. 3.5 SAMPLING DESIGN Sampling process is used for obtaining the required information. The researcher of this study uses convenient sampling technique. Sample Unit: The sample unit is employees of Rarefield Engineering Pvt. Ltd, Chennai. Sample Size: The sample size of this study is 100 respondents. Statistical Tools: The statistical tools used are anova, percentage analysis, mean and standard Deviation.
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3.6 PERIOD OF THE STUDY The duration of the study is three months (90 days) 3.7 LIMITATION OF THE STUDY ? The collected data may not be correct due to the busy work of employees. ? The data’s collected doesn’t cover every area of HR function. ? A detailed study should be conducted in the same area in future as this study has not exposed much. ? The samples used by the researcher to collect the data are just 100.
CHAPTER IV
4. ANALYSIS AND INTERPRETATION Table 4.1. Showing the age category of the respondent SL.NO Age(Years) No. of Respondent Percentage
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1 2.. 3. 4.
20 - 25 25 - 30 30 - 35 35 and above Total
22 42 12 24 100
22 42 12 24 100
The collected data shows that 22% of the respondents are under the age group of 20 – 25, 42% of the respondents are under the age group of 25 – 30, 12% of the respondents are under the age group 30 – 35, 24% of the respondent are under the age group of 35 and above .
Fig.4.1 Table 4.2. Showing the sex category of the Respondent SL.NO Sex No. of Respondent Percentage
1 2..
Male Female Total
64 36 100
64 36 100
The researcher has found 64% of the respondents are male and 36% of the respondents are female.
Fig.2
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Table 4.3. Showing the Experience of the Respondent SL.NO Experience(Year) No. of Respondent Percentage
1 2.. 3. 4. 5.
1 to 2 2 to 4 4 to 6 6 to 8 Above 8 Total
28 34 18 12 08 100
28 34 18 12 08 100
The data’s collected by the researcher shows that 28% of the respondents have 1 – 2 year experience, 34% of the respondents have 2 – 4 years experience, 18% of the respondents have 4 – 6 years experience, 12% of the respondents have 6 – 8 years experience and 8% of the respondents are above 8 years experience.
Fig.4.3 Table 4.4. The skills required for the job was made available to me clearly during S.NO Agree (%) 70±4.21 Strongly Agree (%) 10±3.24 a@ Neutral (%) 14±2.75 a@bNS Disagree (%) 3±1.03 a@bNScNS Strongly Disagree (%) 3±1.25 a@bNScNSdNS
1.
the commencement of the recruitment process. Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
28 Agree vs strongly agree, neutral, disagree, strongly disagree – a Strongly agree vs neutral, disagree, strongly – b Neutral vs disagree, strongly agree – c Disagree vs strongly disagree – d The response of employees towards the “skills required for the job was made available to me clearly during the commencement of the recruitment process”, reveals that about 70% were Agreed, 10% Strongly agreed, 14% Neutral, 3% Disagreed and 3% Strongly disagreed. The Result shows that Agree was significantly high (p<0.01) when compared with Strongly agree, Neutral, Disagree and Strongly disagree.
Fig.4.4
S.NO
Agree (%)
Strongly Agree (%)
Neutral (%) 16±2.77a* bNS
Disagree (%) 4±1.65a@ b* c NS
Strongly Disagree (%) 2±1.13a@b*cNS dNS
1.
40±3.35 38±2.11aNS
Table 4.5. The application process was smooth and well understood
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “application process was smooth and well understood” reveals that about 40% were Agreed, 38% Strongly agreed, 16% Neutral, 4% Disagreed and 2% Strongly disagreed. The result shows that percentage of agree is more than strongly agree. This decrease in percentage was non significant. The number of respondent of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
29
Fig.4.5
Table 4.6. The application process enabled me to give all information required to market my S.NO Agree (%) 52±4.77 skills Strongly Agree (%) 20±3.32a* Neutral (%) 26±2.64a* bNS Disagree (%) 2±1.88a* bNS cNS Strongly Disagree (%) –
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “application process enabled me to give all information required to market my skills”, reveals that about 52% were Agreed, 20% Strongly agreed, 26% Neutral, 2% Disagreed and no one was strongly disagreed. The result shows that agree was significantly high (p<0.05) when compared with strongly agree, neutral, disagree and strongly disagree.
Fig.4.6 Table 4.7. The communication with the HR Team was effective
30 S.NO Agree (%) 26±4.24 Strongly Agree (%) 56.±4.68a* Neutral (%) 16±2.90aNS b* Disagree (%) 2±1.09a* bNS cNS Strongly Disagree (%) –
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “ communication with the HR Team was effective”, reveals that about 26% were Agreed, 56% Strongly agreed, 16% Neutral, 2% Disagreed and no one was strongly disagreed. The result shows that strongly agree was significantly high (p<0.05), when compared with agree, neutral, disagree, strongly disagree (p<0.01).
Fig.4.7
S.NO
Agree (%) 38±2.11
Strongly Agree (%) 44±4.37aNS
Neutral (%) 14±3.66a* b*
Disagree (%) 2±1.82a* b@ cNS
Strongly Disagree (%) 2±1.46a* b@ cNS dNS
1.
Table 4.8. The HR Team gave all necessary information that were requested.
31
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “recruitment agent gave all necessary information that were requested”, reveals that about 38% were agreed, 44% strongly agreed, 14% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondent of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
Fig.4.8
S.NO
Agree (%) 64±3.88
Strongly Agree (%) 16±4.94a@
Neutral (%) 16±5.29a@ bNS
Disagree (%) 2±1.99a@ bNS cNS
Strongly Disagree (%) 2±1.68a@ bNS dNS
7.
Table 4.9. The Resume short listing period was within my expectations.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
32 The response of employees towards the “Resume short listing period was within my expectations”, reveals that about 64% were agreed, 16% strongly agreed, 16% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01), when compared with agree, neutral, disagree, strongly disagree.
Fig.4.9
S.NO
Agree (%) 52±2.67
Strongly Agree (%) 14±4.01a@
Neutral (%) 32±4.79a* b*
Disagree (%) 2±1.5a@ bNS cNS
Strongly Disagree (%) -
1.
Table 4.10. I have been given sufficient notice for the interview and skill testing.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been given sufficient notice for the interview and skill testing”, reveals that about 52% were agreed, 14% strongly agreed, 32% Neutral, 2% disagreed and no one was strongly disagreed. The result shows that agree was significantly high (p<0.05),(p<0.01) when compared with strongly agree, neutral, disagree and strongly disagree
33
Fig.4.10 Table 4.11. I have been provided with sufficient information about the interview and skill S.NO Agree (%) 56±4.66 Strongly Agree (%) 20±2.66a@ Neutral (%) 20±3.99a@ bNS Disagree (%) 2±1.84a@ b* c* Strongly Disagree (%) 2±1.34a@ b* c* dNs
1. testing.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been provided with sufficient information about the interview and skill testing”, reveals that about 56% were agreed, 20% strongly agreed, 20% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01) when compared with strongly agree, neutral, disagree, and strongly disagree.
Fig.4.11
34
S.NO
Agree (%) 44±3.11
Strongly Agree (%) 28±2.11aNS
Neutral (%) 26±6.32a* bNS
Disagree (%) 2±1.89a@ b* c*
Strongly Disagree (%) -
1.
Table 4.12. The skill testing process enabled me to demonstrate the basic skills.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been provided with sufficient information about the interview and skill testing”, reveals that about 44% were agreed, 28% strongly agreed, 26% Neutral, 2% disagreed and no one strongly disagreed. The result shows that the percentage of agree is more than strongly agree, neutral (p<0.05), disagree (p<0.01), (p<0.05) and strongly disagree. But agree vs strongly agree shows non significant increase.
Fig.4.12 Table 4.13. The interview process is constructive and effective to expose my abilities to the interview team.
35 S.NO Agree (%) 56±4.89 Strongly Agree (%) 14±2.74a@ Neutral (%) 26±6.35a* bNS Disagree (%) 2±1.92a@ bNS c* Strongly Disagree (%) 2±0.78a@ bNS c* dNS
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “interview process is constructive and effective to expose my abilities to the interview team”, reveals that about 56% were agreed, 14% strongly agreed, 26% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01), (p<0.05) when compared with strongly agree, neutral, disagree and strongly disagree.
Fig.4.13 S.NO Agree (%) 48±3.5 Strongly Agree (%) 20±3.88a* Neutral (%) 26±4.78a* bNS Disagree (%) 4±1.22a@ bNS c* Strongly Disagree (%) 2±0.67a@ bNS c* dNS
1.
Table 4.14. I have been contacted within a satisfactory timeline after the interview to convey me the interview result.
36
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been contacted within a satisfactory timeline after the interview to convey me the interview result”, reveals that about 48% were agreed, 20% strongly agreed, 26% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that agree is significantly high (0<0.05), when compared with strongly agree (p<0.05), neutral (p<0.05), Disagree (p<0.01) and strongly disagree.
Fig.4.14 Table 4.15. I have been given the time and option to discuss employment terms, compensation S.NO Agree (%) 42±3.99 Strongly Agree (%) 18±2.66a* Neutral (%) 36±3.12aNS b* Disagree (%) 2±1.99a@ bNS c@ Strongly Disagree (%) 2±1.66a@ bNS c@ dNS
1.
and benefits.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
37 The response of employees towards “I have been given the time and option to discuss employment terms, compensation and benefits”, reveals that about 42% were agreed, 18% strongly agreed, 36% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (N.S), disagree (p<0.01) and strongly disagree (p<0.01).
Fig.4.15
S.NO
Agree (%) 54±11.29
Strongly Agree (%) 18±2.45a@
Neutral (%) 24±5.91a* bNS
Disagree (%) 2±1.99a@ bNS c*
Strongly Disagree (%) 2±1.22a@ bNS c* dNS
1.
Table 4.16. I received sufficient induction on the first few days of my employment.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I received sufficient induction on the first few days of my employment”, reveals that about 54% were agreed, 18% strongly agreed, 24% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high when compared with strongly agree (p<0.01), neutral (p<0.05), disagree (p<0.01) and strongly disagree (p<0.01).
38
Fig.4.16 Table 4.17. I have been supplied with information regarding required company policies and S.NO Agree (%) 48±4.54 Strongly Agree (%) 12±1.45a@ Neutral (%) 40±6.01aNS b* Disagree Strongly Disagree (%) (%) Proc edures after the start of my employment.
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “ I have been supplied with information regarding required company policies and procedures after the start of my employment”, reveals that about 48% were agreed, 12% strongly agreed, 40% Neutral, 0% disagreed and 0% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.01), neutral (N.S), disagree and strongly disagree.
Fig.4.17 Table 4.18. I received sufficient on the job training.
39 S.NO Agree (%) 30±5.22 Strongly Agree (%) 48±4.79a* Neutral (%) 16±2.99aNS b* Disagree (%) 4±1.1a* b@ cNS Strongly Disagree (%) 2±0.7a* b@ cNS dNS
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I received sufficient on the job training”, reveals that about 30% were agreed, 48% strongly agreed, 16% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that strongly agree was significantly high (p<0.05) when compared with agree, neutral (NS), disagree (p<0.05) and strongly disagree (p<0.05).
Fig.4.18 Table 4.19. The HR team was 8±2.11a* b@ 4±1.34a* b@ cNS 2±1.34a* b@ cNS dNS friendly and helpful.
S.NO
Agree (%) 28±1.99
Strongly Agree (%) 58±4.77a*
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
40
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “The HR team was friendly and helpful”, reveals that about 28% were agreed, 58% strongly agreed, 8% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that strongly agree was significantly high (p<0.05) when compared with agree, neutral (p<0.05), disagree (p<0.05) and strongly disagree (p<0.05).
Fig.4.19 Table 4.20. I was satisfied 8±1.5a* b@ 6±2.778a* b@ cNS 2±1.10a@ b@ cNS dNS with the job offer.
S.NO
Agree (%) 40±3.23
Strongly Agree (%) 44±5.10aNS
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant.
41 The response of employees towards “I was satisfied with the job offer”, reveals that about 40% were agreed, 44% strongly agreed, 8% Neutral, 6% disagreed and 2% strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondents of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
Fig. 4.20
S.NO
Agree (%) 50±3.8
Strongly Agree (%) 32±4.85a*
Neutral (%) 12±1.77a@ b*
Disagree (%) 2±1.93a@ bNS cNS
Strongly Disagree (%) 4±1.99a@ bNS cNS dNS
1.
Table 4.21. The new job was better than my previous employment.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job was better than my previous employment”, reveals that about 50% were agreed, 32% strongly agreed, 12% Neutral, 2% disagreed and 4% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (p<0.05), disagree and strongly disagree (p<0.01).
42
Fig. 4.21 Table 4. 22. The new job enables me 22±4.55a* bNS 4±1.3a@ b* c* to learn new skills.
S.NO
Agree (%) 52±3.5
Strongly Agree (%) 22±3.5a*
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job was better than my previous employment”, reveals that about 52% were agreed, 22% strongly agreed, 22% Neutral, 4% disagreed and no one has strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (p<0.05), disagree (p<0.01) and strongly disagree.
Fig. 4.22
43 Table 4. 23. The new job 11±2.25a* b* 4±1.75a@ b@ cNS 1±0.75a@ b@ cNS dNS provides
S.NO Agree (%) 1. 36±4
Strongly Agree (%) 48±4.5aNS
Neutral (%)
Disagree (%)
Strongly Disagree (%)
opportunities for further promotion
Values are mean±SD, *p<0.05, @p<0.01, ns- non signify The response of employees towards the “new job provides opportunities for further promotion”, reveals that about 36% were agreed, 48% strongly agreed, 11% Neutral, 4% disagreed and 1% has strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondents of neutral (p<0.05), disagree and strongly disagree are statistically less (p<0.01).
Fig. 4.23 Table 4. 24. Overall, I 8±1.63a* b@ 2±0.40a* b@ cNS 2±1.02a* b@ cNS dNS am satisfied with the end-end process of the recruitment
S.NO
Agree (%) 28±3.27
Strongly Agree (%) 60±6.53a@
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
44
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job provides opportunities for further promotion”, reveals that about 28% were agreed, 60% strongly agreed, 8% Neutral, 2% disagreed and 2% has strongly disagreed. The result shows that strongly agree was significantly high (p<0.01) when compared with agree, neutral (p<0.05), disagree (p<0.05) and strongly disagree (p<0.05).
Fig. 4.24
CHAPTER IV
5.1 FINDINGS ? The present study shows that the most of the respondents agreed that the skill required for the job was made available to them clearly. ? The data collected show that majority of the respondents agreed that the application process was smooth and well understood. ? It has been found out by the researcher that the most of the respondents agree that the application process enabled them to market their skills. ? From this study, the researcher has come to know that many respondents have strongly agreed with the effectiveness of communication with the recruitment agent. ? The findings of the collected data show that less number of respondents strongly disagreed that the HR team gave all the necessary information’s that were requested.
45 ? In this study many number of respondents have agreed with the resume short listing period. ? The notice given for the interview and skill testing was agreed by most of the respondents. ? The collected data depicts that less number of respondents have strongly disagreed with the information provided for interview and skill testing. ? In the present study, it has been analyzed that the skill testing process was agreed by majority of the respondents. ? The given data show that less number of employees have strongly disagreed with the interview process. ? The time taken to convey the interview result is satisfactory and agreed by most of the respondents. ? The collected data reveal that many of the respondents have agreed that they were given the time and option to discuss the employment terms, compensation and benefits while less number of respondents have given negative response. ? The researcher has found that many employees have agreed with the induction given on the first few days of employment. ? It has been found by the researcher that most of the respondents agreed with the information are given about the company policies and procedures after the start of the employment. ? The major number of respondents strongly agreed with the given job training. ? The collected data reveal that the most of the respondents were strongly agreed with the friendly and helpful HR team. ? It has been found by the researcher that many of the employees have strongly agreed with the satisfaction of job offer. ? This study indicates most of the respondents have agreed with the satisfaction of the new job than their previous employment. ? The collected data show that the most of the employees agreed that the new job enabled them to learn new skills. ? Less number of respondents have strongly disagreed that the new job provides opportunities for further promotion. ? Based on the present study, the researcher has found out that major number of the respondents have strongly agreed with the end process of the recruitment. ? The Researcher has found that the present recruitment strategy of the firm is good.
46
5.1 SUGGESTIONS It is recommended that the firm shall carry out the following suggestions. Firstly, the firm should conduct a systematic assessment, using quantitative and qualitative analysis, on various aspects of recruitment and interlinked HR and other organizational processes. Thereby, the Current Mode of Operation (CMO) shall be completely determined in a holistic perspective. The strategy should factor-in the survey results and implement plans to overcome the issues identified. Secondly, the firm should derive the Recruitment Future Mode of Operation (FMO) manual, in strategic perspective. The strategy should address the vision, mission, objectives of the recruitment function and the timeline and plan to attain the objectives. The end result is a more efficient recruitment FMO that overcomes current challenges and improves the efficiency of the current recruitment function.
47 Thirdly, the firm should allocate budget to achieve those objectives along with the resources required to deploy the planned objectives. Fourthly, the firm should obtain buy-in, into the Recruitment FMO, from other business units within the firm so that the expectations of the key internal stakeholders can be managed effectively. Frequent meeting/communication with the key stakeholders is required so that the relevant people are kept up to date with the transformation. Fifthly, the risks, challenges, and constraints associated with the potential FMO shall be identified and managed. Lastly, the action plan on the revised Recruitment FMO shall, notably, address the following: ? The HR team should try to provide more detailed information about the companies’ policies and procedures to the candidates. ? The HR team should take less time to shortlist a resume. ? The HR team should generate sufficient time to discuss employment terms, compensation and benefits. ? The company should give more information regarding interview and skill testing process to the candidates ? The improvement of skill testing and interviewing. ? The company should improve the training given to the employees in the first few days of their employment.
48
5.1 CONCLUSION The study was focused on understanding the firms recruitment functions, analyzing and reporting the employees response by survey results in context to the effectiveness of the recruitment strategy of the company, The researcher, after analyzing the survey results, concludes that the majority of the employees are agreed and strongly agreed with the present recruitment strategy of the firm. However the researcher has also indicated potential suggestions to be considered for effective recruitment of the company to have world class standard, so that the performance of the recruitment function can be improved more effectively. This study is an example of benchmarking in transforming the recruitment strategy of a company with the help of employees feedback, and the researcher believes that this method can be tailored and widely applied to different kinds of Industries.
49
Bibliography
Kothari C.R, 2004, Research Methodology, New Delhi, New Age International Private limited, 1st edition. Robbins P Stephen, 2005, Organizational behavior, New Delhi, Prentice – Hall of India Pvt Ltd, 11th edition. Rao V. S. P, 2005, Human Resource Management, New Delhi, Excel book, 2nd edition. Websites http://www.history.com/home.do http://www.history.com/encyclopedia.do?articleId=222245 http://www.history.com/encyclopedia.do?vendorId=FWNE.fw..sh103900.a#FWNE.fw..sh103900.a http://www.imaritime.com/knowledge-center/shipyard.php#top
50
Appendix (Questionnaire)
Questionnaire for assessing the effectiveness of recruitment in Rarefield Engineering PVT Ltd. 1. The skills required for the job was made available to me clearly during the commencement of the recruitment process.
Agee Strongly Agree Neutral Disagree Strongly Disagree
2. The application process was smooth and well understood
Agee Strongly Agree Neutral Disagree Strongly Disagree
3. The application process enabled me to give all information required to market my skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
51
4. The communication with the recruitment agent was effective
Agee Strongly Agree Neutral Disagree Strongly Disagree
5. The HR team gave all necessary information that were requested
Agee Strongly Agree Neutral Disagree Strongly Disagree
6. The Resume short listing period was within my expectations
Agee Strongly Agree Neutral Disagree Strongly Disagree
7. I have been given sufficient notice for the interview and skill testing
Agee Strongly Agree Neutral Disagree Strongly Disagree
8. I have been provided with sufficient information about the interview and skill testing
Agee Strongly Agree Neutral Disagree Strongly Disagree
9. The skill testing process enabled me to demonstrate the basic skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
10. The interview process is constructive and effective to expose my abilities to the interview team
Agee Strongly Agree Neutral Disagree Strongly Disagree
52 11. I have been contacted within a satisfactory timeline after the interview to convey me the interview result
Agee Strongly Agree Neutral Disagree Strongly Disagree
12. I have been given the time and option to discuss employment terms, compensation and benefits
Agee Strongly Agree Neutral Disagree Strongly Disagree
13. I received sufficient induction on the first few days of my employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
14. I have been supplied with information regarding required company policies and procedures after the start of my employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
15. I received sufficient on the job training
Agee Strongly Agree Neutral Disagree Strongly Disagree
16. The HR team was friendly and helpful
53
Agee Strongly Agree Neutral Disagree Strongly Disagree
17. I was satisfied with the job offer
Agee Strongly Agree Neutral Disagree Strongly Disagree
18. The new job was better than my previous employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
19. The new job enables me to learn new skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
20. The new job provides opportunities for further promotion
Agee Strongly Agree Neutral Disagree Strongly Disagree
21. Overall, I am satisfied with the end-end process of the recruitment
Agee Strongly Agree Neutral Disagree Strongly Disagree
doc_107507407.docx
CHAPTER I
1.1 INTRODUCTION: Rarefield Engineering is a Private Limited Company engaged in the industry of Ship Repairs for the past 21 years. Rarefield is located in various locations in India and also in Dubai and Singapore. The recruitment function in Rarefield is challenging and complex due to the varieties of skill sets required and due to the distributed locations of the shipping industry. Having noted that Rarefield’s growth and development depends upon the effectiveness of the human resources employed, it has been identified that the recruitment strategy of Rarefield should enable the firm the recruit the right skills at the right time. Any organization’s growth and development depends upon the effectiveness of the human resources employed. It is vital that the lead time of hiring a candidate should be less to support resource demands and growth of the company. The Rarefield should have proper communication between the recruitment team and the candidate. The team should provide updated and accurate information to candidates. avoid misinterpretation of the offer and terms and conditions. Therefore, a comprehensive study and analysis of the existing recruitment process of Rarefield and its effectiveness is been carried out along with the company history and the ship building and repair industry profile. As a result, recommendations are made for transforming the recruitment strategy of the firm. The recruitment process is one of the most crucial and sensitive aspects in finding or offering a job. The recruitment articles that we present are aimed at giving job hunters and providers a good grasp of how workers are being hired. There are online job search engines which offer recruitment in a highly technical process. It is best that you know your prospective employees even before they are The employment offer, salary compensation and inductions should make clear to the candidate in order to
2 hired, through an effective recruitment program. Be familiar with the criteria to look for when looking for any job either online or offline. In order to overcome the challenges in recruitment, Rarefield should transform their current recruitment strategy into an innovative recruitment strategy. Such a transformation will enable Rarefield to hire and deploy productive and skilled candidates efficiently. Time and cost are key elements that need to be factored-in into the transformation plan leading a recruitment process that consumes low cost and less time for hiring and on-boarding candidates. The organization needs effective CV short listing, skill testing and interviewing techniques. Advertising the requirement should be done appropriately so that most of the candidate applies for the job and the company gets the right mix of skill sets. Rarefield Engineer requires structural change in the recruitment team to address its challenges and transform its recruitment strategy. It is, therefore, said that a transformation in the recruitment strategy at Rarefiled will make bigger differences for its reputation and growth in the marketplace.
1.2 INDUSTRY PROFILE:
3
The industry devoted to moving goods or passengers by water. Passenger operations have been a major component of shipping, but air travel has seriously limited this aspect of the industry. The enormous increase, however, in certain kinds of cargo, for example, petroleum, has more than made up for the loss of passenger traffic. Although raw materials such as mineral ores, coal, lumber, grain, and other foodstuffs supply a vast and still growing volume of cargo, the transportation of manufactured goods has increased rapidly since World War II.
HISTORY
Commercial shipping began perhaps with the activities of the Phoenician merchants who operated their own vessels, transporting goods in the Mediterranean. The practices they developed were adopted by the merchants of ancient Greece and Rome and were continued by the maritime powers through the Middle Ages to modern times. The Venetians, from 1300 to 1500, owned a huge merchant fleet that served the interests of the merchant traders and the city-state exclusively. From 1600 to 1650 the Dutch ranked first in shipping activity, operating a globe-circling tramp service for merchants of western Europe.
Advances in the 19th Century.
Until the 19th century, ships were owned by the merchant or by the trading company; common-carrier service did not exist.
On Jan. 5, 1818, the full-rigged American ship James Monroe, of the Black Ball Line, sailed from New York City for Liverpool, inaugurating common-carrier line service on a dependable schedule. A policy of sailing regularly and accepting cargo in less-than-shipload lots enabled the Black Ball Line to revolutionize shipping.
Two technological developments furthered progress toward present-day shipping practices: the use of steam propulsion and the use of iron in shipbuilding. In 1819 the American sailing ship
4 Savannah crossed the Atlantic under steam propulsion for part of the voyage, pioneering the way for the British ship Sirius, which crossed the Atlantic entirely under steam in 1838. Iron was first used in the sailing vessel Ironsides, which was launched in Liverpool in 1838.
The opening of the Suez Canal in 1869 was of great economic importance to shipping. Coinciding with the perfection of the triple-expansion reciprocating engine, which was both dependable and economical in comparison with the machinery of the pioneer vessels, the completion of the canal made possible rapid service between western Europe and Asia. The first steam-propelled ship designed as an oceangoing tanker was the Glückauf, built in Great Britain in 1886. It had 3020 deadweight tons (dwt; the weight of a ship's cargo, stores, fuel, passengers, and crew when the ship is fully loaded) and a speed of 11 knots.
The 20th Century.
Among the technological advances at the turn of the century was the development by the British inventor Charles A. Parsons (1854–1931) of the compound steam turbine, adapted to maritime use in 1897. In 1903 the Wandal, a steamer on the Volga River, was powered by the first diesel engine used for ship propulsion. The Danish vessel Selandia was commissioned as the first seagoing motor ship in 1912.
After World War I significant progress was made especially in the perfection of the turboelectric drive. During World War II, welding in ship construction supplanted the use of rivets. The keel of the first nuclear-powered passenger-cargo ship, the Savannah, was laid in Camden, N.J., on May 22, 1958, and the ship was launched in 1960. In 1962 it was chartered to a private company for experimental commercial use, but it did not prove financially successful
NATURE OF THE SHIPPING INDUSTRY
5 Shipping is a private, highly competitive service industry. The activity of the industry is divided into several categories, namely, liner service, tramp shipping, industrial service, and tanker operation, all of which operate on certain well-established routes.
SHIPBUILDING STATISTICS
In 1990 the total gross tonnage on order or being built throughout the world amounted to about 41.6 million. Over 36 percent of the world tonnage was to be built in Japanese yards. After Japan, in order of percentage, were South Korea, Germany, Denmark, Yugoslavia, Italy, Spain, Brazil, and Poland. Construction of merchant vessels in the U.S. declined drastically during the 1980s. By the end of the decade, the value of work performed at private U.S. yards was about $8.5 billion annually; naval vessels accounted for virtually all new construction.
SHIPYARD Ship building Global Shipbuilding is estimated to be a USD 20 billion industry and is presently dominated by Korea, Japan and China, which together account for around 75 per cent of the world output. Fortunes of shipping and shipbuilding industries seem to be linked to each other or at least move in tandem. For nearly three decades in the post World War II era, both the industries were dominated by European nations and United States. However, high labour costs in the yards of Europe and USA, one of the major determinants in this cost competitive industry, has led to a gradual shift of the center of shipbuilding to these Asian nations over the last two decades. Similar progress was observed in Indian shipbuilding industry, as per the research carried out by imaritime Consultancy the orderbook of the Indian shipyards, which was hovering around Rs 1,500 crore in 2002, has reached a value close to Rs 13,700 crore by September 2006, with nine times increase in just four years. The Indian shipbuilding, which was totally domestic till late 90’s has become export oriented. ABG Shipyard was the first to build and export a newsprint carrier for a
6 Norwegian client in 2000 and established India’s competitiveness in building and delivering ships of the international standards. Today six years down, out of the 199 ships on the orderbook, close to 124 are for exports. India has a long history and tradition of shipbuilding that can be traced back to the Harappan civilisation. However, since the beginning of the 20th century, it had been on a declining scale and presently, rated capacity of country's shipbuilding yards is minuscule vis-à-vis world's capacity. Indian shipyards remain largely insulated from the present boom in shipping and shipbuilding. Hindustan Shipyard Limited and Cochin Shipyard Limited, two of the country's largest shipyards, have got only one order each - a Handymax and an Aframax vessels respectively. Both their orders are from Shipping Corporation of India, a public sector unit and many market participants believe that the above is not a result of economic consideration. However, Indian shipowners have gone forward and placed sizeably large orders with foreign shipyards. SCI has placed order for 4 Aframax with Hyundai Shipyard, which is due for delivery in 2003. Great Eastern Shipping has placed order for 2 Aframax vessels, one each with Samho Shipyard and Samsung Shipyard and is also planning to place an order for one more Aframax with a foreign shipyard. The lack of commitment, cost overruns, poor quality constructions, delayed delivery, etc. has debarred the Indian shipyards from getting a significant volume of orders. However, some private sector yards are showing increasingly better performance. ABG Shipyards, one of the leading private sector shipyards of the country, has recently executed an order of newsprint carriers for Norway-based Lys Lines and got another order of delivering five 10,000-dwt dry cargo vessels from a German shipowner. Both Norwegians and Germans are known to demand the best of quality products. Looking at the prospects of Indian shipbuilding industry, it has been observed that cost competitiveness remains the significant advantage of domestic shipbuilding industry considering the two major parameters of shipbuilding viz. steel fabrication and labor. China is emerging as a major shipbuilding nation leveraging on these advantages and posing serious threats to Korea and Japan.
7 Considering this, it can be said that a proper strategy taken in the right direction could leverage the competitive benefit and lead the Indian shipbuilding industry towards better prospects. Ship Breaking Ship breaking or ship demolition involves breaking up of aged ships for scrap. Ships purchased on the basis of their light displacement tonnage (LDT) are demolished in ship breaking yards and sent to steel re-rolling mills for reuse as raw material for production of steel. Currently, the international ship demolition market is centered around the Indian subcontinent. While a large number of tankers find their way to scrap yards in Pakistan and Bangladesh, Indian ship breaking yards attract mostly dry and general cargo vessels. Ship breaking industry in India is mostly concentrated at Alang in Gujarat, which is the world's largest ship breaking yard catering to nearly 90 per cent of India's ship breaking activity. However, sporadic activity also takes place in other locations like Sachana, Gujarat, Mumbai and Calcutta. The ship breaking activity at Alang includes a total of 170 yards of which 50-70 are operational and around 50,000 people are involved directly or indirectly in the business of scrapping. The total tonnage of ships broken in India has varied from a low of 0.65 million ldt in 1991-92 to a high of 2.79 million ldt in 1997-98. Financing is an important aspect of the industry as scrapping normally involves an intermediary 'cash buyer'. Earlier State Bank of Saurashtra and Dena Bank took active role in the ship breaking industry, however, of late, most banks have become reluctant to finance ship scrapping projects.
Ship Repair Ship repairing is a service, consisting of a number of smaller services on various parts and components of the ship. While the repairing activity is adjunct to shipyards and ports, the extent and complexity of these services vary.
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Ship repairing in India started long back. The first dry dock was built at Bombay port in 1750 and second at Calcutta port in 1781. For about two decades immediately after the Independence, the Indian ship repair industry made a booming business. The potential size of the ship repair industry in India is around Rs. 44 billion, which includes repairing required by Indian and foreign vessels calling at Indian ports. However, only a small percentage of this business equivalent to Rs 10-12 billion is executed by the Indian ship repairing industry. In India, major shipyards carry out both ship repair and ship building activities. The industry is controlled by 10 large and 30 to 40 medium and small sized shipyards apart from Naval Dock yards and Defense shipyards. The attempts to set up exclusive ship repair facilities in the private sector failed to perform. With the growing fear of pollution and stricter norms and regulations, ship repairing services are in demand. Indian shipyards have the competitive advantage like low labor costs, availability of trained and skilled labor force and proximity to international shipping routes required for getting success in the business. However, the industry is in a dismal state, not withstanding such advantages and has not been able to cater to the needs of the Indian merchant fleet adequately due to following reasons. • • • • • • • • • Lack of new investments in machinery / equipment Deterioration of existing machinery / equipment Usage of obsolete methods and systems Lack of suitable training for upgradation of skills Life emphasis on professional management techniques Supply bottlenecks for raw materials and spares Over dependence on public sector Cumbersome government procedures Extremely low labor productivity
9 While there has been success in the field of ship breaking and ship building industry in India both of which are labour intensive, ship repairing industry can also replicate the scenario provided it utilises its inherent competitive advantages to the maximum.
1.3 COMPANY PROFILE Rarefield sets on sail, ships with distinguished characteristic of strength and durability. With a team of expert techies and a steady infrastructure it pioneers the needs of all in the shipping industry.
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Rarefield, as a Private Limited Company was incorporated on the 1st May 2001 by Mr.R.Russel Raj who has been engaged in the industry of Ship Repairs for the past 21 years. It was through his ardent efforts that he started this activity through a Proprietary Concern named M/s Raj Engineering Works during the year 1988. The group has completed servicing of around 4500 ships from the beginning and has earned a reputation for itself for its commitment and workmanship. The firm has developed into one of the top companies engaged in this activity and has been a pioneer in the field of Ship Repairing & Ship Building. Rarefield have an ISO 9001:2008 certification by DNV and are certified by Director General of Shipping as “Ship Repair Unit” which enable the firm to import any spares from any part of the world without custom duty for repairs to ships, an authorization by The Protector General Of Emigrants, Ministry of Overseas Indian Affairs, Government Of India, New Delhi to carry out Recruitment of Skilled Workforce from India numbering over 1000 +++ workers per day to all countries in the World except Iraq. The company has fostered and developed a dedicated and strictly skillful workforce, with experience of over two decades. The technical team consists of about 1200 highly skilled and competent Engineers, Supervisors, Team Leaders, Foreman, including certified Welders, Steel Fabricators, Pipe Fabricators, Mechanical Fitters, Millwright and General Fitters, Riggers and Helpers. Rarefield has developed a skill set to handle any kind of Ship Repairs alongside berth or outer anchorage. The firm has achieved a steady growth over the past two decades and the same is evident from the financial performance of the company during the past nine years. Offices of Rarefield are located in India at Chennai, Tuticorin, Nagapatinam, Cochin, Visakhapatnam and Goa. Rarefield has extended our Business Arena Overseas and initiated Operations in Ship Repair & Ship Building at Dubai in 2006 and Singapore in 2008. Rarefield Engineers Pte Ltd. at Singapore has an approval from Ministry of Manpower, Singapore to Operate an Employment Agency w.e.f 24.11.2008. RAREFIELD has thus become a player at land for the pliers at the sea. From constructions of ships at bays around the world to their repairs, it has become a trustworthy name. Founder
11 A quarter century back 1984-85, a young man from Kanyakumari District landed up at Madras with a vision to come up in shipping line where he first started working with ship repair firm in Mechanical and Welding works. With this humble beginning he slowly raised to team leader in the contract group and then became a contractor himself for Steel, Pipe and Mechanical works on board ships visiting Madras. He finally started Raj Engineering Works in the year 1988. He was a major contractor having more than 300 workers at Chokhani International Floating Dry Dock, Binny Engineering works and Goodwill also at Madras Harbour for about 13 years. He eventually spread his wings with 800 workers at Western India Floating Drydock at Goa and offshore work also. His thirst for becoming a ship repair magnet along with ship building activities increased leaps and bounds. During the year 2001, for further establishment of the company it was amalgamated with Rarefield Engineers Pvt Ltd. This young lad was R. Russel Raj today's Managing Director of Rarefield Engineers Pvt Ltd. Creating special teams including expertise and qualified personnel was a Herculean job for Ship Repair and Ship Building. He has been one of the pioneers in the Ship Repairing & Ship Building business in India, South East Asian Country and Gulf countries and has earned a reputation for timely delivery and quality of the output. He possesses high level of business acumenship and leadership qualities which is evident from the fact that he is handling 3500 highly qualified Officials, Engineers, Supervisors & Skilled Workers, who are working for the company. His passion for exceeding customer expectations also involves him closely in client relationship management and being stationed at Drydock world at Dubai has brought laurels in shipping industry. The thirst is still growing and likely to end up in opening up a Floating Dry-dock of his own in India. Expanding further operations is the key challenge for him over the upcoming years. He ensures constantly innovating & improving the services across various locations. This will lead him to build a strong performance and achieve much more in the future enabling him to become an icon in the ship building & ship repair industry. Business Activities
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The business activities of the company involve mainly ship repairing and ship building services. The company takes up the contract for repair and reconditioning of ships anywhere in the world. The philosophy of the firm company lies at the core of their business and defines the way they serve their clients which in turn makes Rarefield different from others. Marketing The company is equipped with the necessary infrastructure and has a very big team of skilled workers who can assemble at a given location within 24 hours and execute the work. Hence the company has great advantage over other operators in this field and hence the company is the first choice for any major ship repair jobs in India, Gulf and East Asian countries. It can be seen that during the past three years the gross revenue of the company has increased four times. The company has very good orders on hand. The firm also possesses highly reputed shipping companies as customers and with their continuous support the company has been procuring these orders regularly. Hence marketing is not a constraint for the company. The proposed office location has advantages to Rarefields marine operations, since it is well located in the vicinity of Chennai Harbours, which is the key locality of their all regular business activity.
Quality Policy Rarefield Engineers Pvt Ltd. is committed...... “To consistently deliver quality ship repairing and related services as per the requirements of customers by providing competent work force and thus ensuring customers satisfaction with continuous improvement".
13
Rarefields QMS is certified by DNV (Det Norske Veritas). Quality Policy is established along with objectives and implemented with the help of Quality Manual, Quality System Procedures and Work Instructions. The relevance of the quality policy itself is reviewed periodically. Adequacy and effectiveness of the QMS have been reviewed during Management Review Meetings. All activities of the Organisation and its QMS are aiming at customer satisfaction.
Objectives ? Safeguard the interest of our clientele ? Strengthen the clientele network ? Promote the quality consciousness ? Keep pace with time ? Practice economy ? Instill schedule consciousness
RECRUITMENT PROCESS 1. Knowing the requirement Country wise/ Project wise Category wise Count Wise 2. Providing the requirement list to the agents
14
Through the call In Person Through the e-mail 3. Follow up with the agents to bring the candidate based on the requirement 4. Checking the Biodata’s and sending the candidates for test -make sure that the candidate has all the relevant documents. 5. To feed the collected resumes in the system. 6. Collect the report on time and maintain the feedback in the system -make sure the candidate submits the passport 7. Place the correct candidate in the correct location based on the test result and requirement 8. Processing the Visa’s for the candidate 9. Information to be provided to the Agents once the visa is received. In case of direct candidates he can be directly contacted on any information subjected to him. 10. Immigration. Processing the immigration and to take care of the process involved in it. 11. Again follow up with the Agents and reconfirm that the candidate turns up on time. a. Incase the candidate does not turns up or not willing to come, immediate replacement has to be done.
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b. When replacement occurs make sure that the candidate is eligible in all means. 12. Book the tickets based on the urgency. 13. Make sure the ticket dates are informed to the concerned person and they reach our office one day earlier to their departure. 14. Make sure that they have completed the medical test on or before their flight . -Incase the candidate fail in medical, immediate replacement has to be done and step 11b follows. 15. Visa has to be applied for replacement candidate and they have to be sent as per the order. 16. Make sure that the candidate catches the flight as per the schedule and he reaches the destination.
ORGANISATION STRUCTURE
Managing Director
Director
General Manager Tech
General Manager Admin
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Business Development Accounts Technical/Commercial Purchase Overseas Recruitment HR Admin
Manager
AGM
Manager
Manager
Sr. SRM-Tech Dy. Manager
Manager
Dy. Manager
Asst. Mgr
MD. Pers. Secr
Commercial Asst. Manager Sr. Asst Purc Asst. Mgr.HR Sr. Asst. Admin Sr Asst Admin Front Office
Dy. Mgr. Com
Sr. Executives Sr. Accountants Jr. Asst. Admin Asst. Commercial Executives HR
CHAPTER II
2.1 REVIEW OF LITERATURE 1. The principles and issues behind best practice recruitment and selection are summarised in the full literature review with a view to provide evidence that can be used in guiding any future strategy on the selection of consultants. Specific issues around the recruitment and selection of consultants have not been addressed directly as there was little reference in the literature to this. However, the lessons learned from best practice recruitment and selection research in general, and from the assessment of executives more specifically, are transferable to the context of consultants' assessment. George Bradt and Mary Vonnegut, Onboarding: How To Get Your New Employees Up To Speed In Half The Time, (John Wiley & Sons, 2009) - ISBN 0470407034 page 6
17 2. Recruitment is essential to effective Human Resources Management. It is the heart of the whole HR systems in the organization. The effectiveness of many other HR activities, such as selection and training depends largely on the quality of new employees attracted through the recruitment the recruitment process. Policies should always be reviewed as these are affected by the changing environment. Management should get specific training on the process of recruitment to increase their awareness on the dangers of wrong placements. HR practitioners should be on the guard against all the malpractices and advocate for professional approach through out the system. The HR should indicate disagreement in the event that biasing toward certain candidates is creeping in and point out the repercussions that may follow in terms of performance and motivation. Author: Nyamupachari Vareta the author is based in, Brazzaville, Congo, a country in Central Africa. E-mail: [email protected]
3. Theory and research from the marketing literature on customer-based brand equity were used to predict how positive exposure to 4 early recruitment-related activities--publicity, sponsorships, wordof-mouth endorsements, and advertising--may affect the application decisions of engineering students. Similar to prior marketing findings, the results suggested that early recruitment-related activities were indirectly related to intentions and decisions through 2 dimensions of employer brand image: general attitudes toward the company and perceived job attributes. The relationships between word-of-mouth endorsements and the 2 dimensions of brand image were particularly strong. In addition, it was found that early recruitment-related activities interacted with one another such that employer brand image was stronger when firms used publicity in conjunction with other early recruitment-related activities. (PsycINFO Database Record (c) 2009 APA, all rights reserved) By Collins, Christopher J.; Stevens, Cynthia Kay Journal of Applied Psychology. Vol 87(6), Dec 2002, 1121-1133.
4. Reviewers have concluded that we still do not know a great deal about why recruitment activities have the effects they do. In particular, recent reviews have criticized many of the studies conducted
18 for being poorly designed, narrow in focus, and not grounded in theory. We believe that many of these criticisms are legitimate. We also believe that, in order for future studies to result in a better understanding of the recruitment process, such studies need to be designed with an appreciation of the complexity of the recruitment process. In this regard, we offer an organizing framework of the recruitment process. In introducing this framework, we draw upon theories from a variety of research domains and give considerable attention to process variables that mediate the relationships between recruitment activities (e.g., recruiter behavior) and recruitment outcomes (e.g., the number of applications generated). Having introduced an organizing framework, we selectively review recruitment research, giving particular attention to the topics of recruitment sources, recruiters, and realistic job previews. This review makes apparent a number of important issues that recruitment research has yet to address. James A. Breaugh,Mary Starke ,University of Missouri–St. Louis, Journal of Management, Vol. 26, No. 3, 405-434 (2000), DOI: 10.1177/014920630002600303 5. The most common reasons for changing jobs were cited as pay, employer’s culture and ethics, and lack of training. Staff turnover rates in organizations had escalated from 30% per annum in 2007 to 42%. I took some comfort that at Harvey Nash our training and leadership development budget has doubled and our emphasis on core values, culture and ethical trading has never been stronger.Recruitment companies generally prosper in markets with strong demand for talent and high churn rates. It seems obvious to me that while unemployment is such a low risk in our core markets, talent will still be hard to find and even harder to retain. Albert Ellis is Chief Executive Officer of Harvey Nash, the global professional recruitment and IT Outsourcing consultancy, July 15, 2008. 6. For the recruitment industry, new technology is increasingly being relied upon to help the industry contain financial pressures and increase productivity. In-fact, recruiters’ attitudes towards technology is changing. Over the past 12 months there has been a greater push towards outsourced services among leading Australian recruiters as a means of driving efficiencies. This activity is set to continue as technology develops and service providers ‘listen’ to the industry’s needs. For example, WorkPro has recently partnered with policecheck.com.au in an effort to provide the industry with a costeffective and faster alternative to conducting a police check. Waiting for days or even weeks for the results of criminal history checks is now a thing of the past for the recruitment industry. Once an application is lodged, the system is able to return online criminal history clearances in less than 60
19 seconds - significantly reducing the time to hire. With instant access to candidates’ identities and criminal history information, it means recruiters are now able to spend more time placing candidates and less time processing them. By Tania Evans, Business Manager, WorkPro 7. This study examined the influences of website design on prospective job seekers. A total of 182 participants accessed and reviewed an online job ad. Afterwards, they rated: (a) the attractiveness of the ad's formatting, (b) the usability of the website, (c) overall evaluations of the organization's web appeal, (d) impressions of the organization, and (e) willingness to pursue employment with the hiring organization. Although both the formatting attractiveness and usability of online recruitment materials influenced participants' inclinations to pursue jobs, formatting was more important than usability. Moreover, impressions of the employer mediated the relationship between satisfaction with the website and willingness to pursue employment with the organization. Overall, this research advances knowledge by applying signaling theory to the web-based recruitment domain and by testing a mediated relationship implied therein. In addition, this is the first study to introduce relative weights analysis to the recruitment literature. LoriFosterThompso n Phillip W. Braddy
Department of Psychology, North Carolina State University, Campus Box 7650, Raleigh, NC 27695-7650, USA Center for Creative Leadership, One Leadership Place, P.O. Box 26300, Greensboro, NC 27438-6300, USA
Karl L. Wuensch
Department of Psychology, East Carolina University, Greenville, NC 278584353, USA
8. People's skill sets rather than technology drive the growth and success of software organizations, where ideas and information form the basis for profit generation and wealth accumulation. This article is an attempt to establish the significance of recruitment strategies, especially in the Indian software industry. The size of an organization, among various other factors, plays an important role in determining the type and shape of a strategy, including human resource strategies. This article aims to examine the different strategies of recruitment by software organizations on the basis of size (in terms of number of employees) with the help of a survey. The findings corroborate the proposition that
20 recruitment strategies of such organizations vary with their size and that such strategies are focussed to meet short-term requirements. Piyali Ghosh, Geetika Asian Journal of Management Cases, Vol. 4, No. 1, 5-25 (2007) DOI: 10.1177/097282010600400103
2.2 SPECIAL CONCEPT Mediterranean The term Mediterranean derives from the Latin word mediterraneus, meaning "in the middle of earth". Cargo Goods or produce transported, generally for commercial gain, by ship, aircraft, train, van or truck. In modern times, containers are used in most intermodal long-haul cargo transport. Suez Canal The Suez Canal is an artificial sea-level waterway in Egypt, connecting the Mediterranean Sea and the Red Sea. Transformation: The state of being transformed. Shipyard: The place which repair and build ships. Drydocks:
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A drydock is a narrow basin or vessel that can be flooded to allow a load to be floated in, then drained to allow that load to come to rest on a dry platform. Drydocks are used for the construction, maintenance, and repair of ships, boats, and other watercraft. Naval Vessels: A naval ship is a ship used for combat purposes, commonly by a navy. Cost overrun: Cost overrun is defined as excess of actual cost over budget. Cost overrun is also sometimes called "cost escalation," "cost increase," or "budget overrun." Fabrication: Fabrication applies to the building of machines, structures and other equipment, by cutting, shaping and assembling components made from raw materials. Demolition market: On the demolition market ships are sold for scrap. The transactions happen between ship owners and demolition merchants, often with speculators acting as intermediaries Scrap: Scrap is a term used to describe recyclable materials left over from every manner of product consumption, such as parts of vehicles, building supplies, and surplus materials. Naval Dock Yard: A naval dockyard is a dockyard that primarily serves a navy. Dockyard:
22 Dockyards are places which repair and build ships
Deterioration: Deterioration, from Latin deteriorare "to make worse", from deterior "lower, worse", can refer to any sort of worsening. Millwright: A millwright is a craftsman or tradesman engaged with the construction and maintenance of machinery. Customer relationship management: Customer relationship management is a broadly recognized, widely-implemented strategy for managing and nurturing a company’s interactions with clients and sales prospects. It involves using technology to organize, automate, and synchronize business processes—principally sales activities, but also those for marketing, customer service, and technical support. Procuring: Procuring, in general, is the act of acquiring goods or services, usually by contract. Vicinity: The area around a given physical or geographical point or place.
CHAPTER III
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3. RESEARCH METHODOLOGY 3.1 OBJECTIVES Based on critical analysis of the Rarefield Engineering’s recruitment function, various focus areas were identified in order to study the function in context to the literature on Organizations and Human Resources Management. The key objectives of the study on transformation of the recruitment strategy at Rarefield are: 1. To study the recruitment function of Rarefield Engineering 2. To analyze the effectiveness of the recruitment processes of Rarefield Engineering 3. To know the satisfaction of employees towards the recruitment process. 4. To suggest recommendations to improve the recruitment strategy of Rarefield Engineering
3.2 SCOPE OF THE STUDY The scope of this study is focused on overcoming the challenges of recruitment at Rarefield. The objectives of the study were derived based on identified recruitment challenges. The study will focus on understanding and analyzing the existing policies and procedures of recruitment at Rarefiled. Qualitative research will be carried out by interviewing the Human Resource function and the senior management of the company. The captured ideas will, then, be applied on the problems in order to meet the objectives. A report will be compiled stating the recommendations for the transformation of recruitment strategy, at the end of the study.
3.3 STATEMENT OF THE PROBLEM
24 One of the major problems that the ship building and repairing organizations are facing is recruitment. Due to the varieties of skill sets required and due to the geographical dispersions of shipping industry, the recruitment function in the said organization becomes yet more complex. Recently there is a huge competition throughout the world in ship building and repairing companies. Worldwide, the shipbuilding and repair yards are facing labor shortages and training, recruitment, and retention challenges. Rarefiled Engineering with no exception faces certain challenges in the recruitment function. 3.4 METHODOLOGY PRIMARY DATA The primary data are collected fresh and for the first time and thus happens to be the original character. The primary data is collected through structured questionnaire method. The questions are based on the objectives. SECONDARY DATA The secondary data are those which have been already collected by someone else and which have already been passed through the statistical process. The secondary data for this study is collected from the official records, reports, and magazines of Rarefield Engineering Pvt. Ltd. 3.5 SAMPLING DESIGN Sampling process is used for obtaining the required information. The researcher of this study uses convenient sampling technique. Sample Unit: The sample unit is employees of Rarefield Engineering Pvt. Ltd, Chennai. Sample Size: The sample size of this study is 100 respondents. Statistical Tools: The statistical tools used are anova, percentage analysis, mean and standard Deviation.
25
3.6 PERIOD OF THE STUDY The duration of the study is three months (90 days) 3.7 LIMITATION OF THE STUDY ? The collected data may not be correct due to the busy work of employees. ? The data’s collected doesn’t cover every area of HR function. ? A detailed study should be conducted in the same area in future as this study has not exposed much. ? The samples used by the researcher to collect the data are just 100.
CHAPTER IV
4. ANALYSIS AND INTERPRETATION Table 4.1. Showing the age category of the respondent SL.NO Age(Years) No. of Respondent Percentage
26
1 2.. 3. 4.
20 - 25 25 - 30 30 - 35 35 and above Total
22 42 12 24 100
22 42 12 24 100
The collected data shows that 22% of the respondents are under the age group of 20 – 25, 42% of the respondents are under the age group of 25 – 30, 12% of the respondents are under the age group 30 – 35, 24% of the respondent are under the age group of 35 and above .
Fig.4.1 Table 4.2. Showing the sex category of the Respondent SL.NO Sex No. of Respondent Percentage
1 2..
Male Female Total
64 36 100
64 36 100
The researcher has found 64% of the respondents are male and 36% of the respondents are female.
Fig.2
27
Table 4.3. Showing the Experience of the Respondent SL.NO Experience(Year) No. of Respondent Percentage
1 2.. 3. 4. 5.
1 to 2 2 to 4 4 to 6 6 to 8 Above 8 Total
28 34 18 12 08 100
28 34 18 12 08 100
The data’s collected by the researcher shows that 28% of the respondents have 1 – 2 year experience, 34% of the respondents have 2 – 4 years experience, 18% of the respondents have 4 – 6 years experience, 12% of the respondents have 6 – 8 years experience and 8% of the respondents are above 8 years experience.
Fig.4.3 Table 4.4. The skills required for the job was made available to me clearly during S.NO Agree (%) 70±4.21 Strongly Agree (%) 10±3.24 a@ Neutral (%) 14±2.75 a@bNS Disagree (%) 3±1.03 a@bNScNS Strongly Disagree (%) 3±1.25 a@bNScNSdNS
1.
the commencement of the recruitment process. Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
28 Agree vs strongly agree, neutral, disagree, strongly disagree – a Strongly agree vs neutral, disagree, strongly – b Neutral vs disagree, strongly agree – c Disagree vs strongly disagree – d The response of employees towards the “skills required for the job was made available to me clearly during the commencement of the recruitment process”, reveals that about 70% were Agreed, 10% Strongly agreed, 14% Neutral, 3% Disagreed and 3% Strongly disagreed. The Result shows that Agree was significantly high (p<0.01) when compared with Strongly agree, Neutral, Disagree and Strongly disagree.
Fig.4.4
S.NO
Agree (%)
Strongly Agree (%)
Neutral (%) 16±2.77a* bNS
Disagree (%) 4±1.65a@ b* c NS
Strongly Disagree (%) 2±1.13a@b*cNS dNS
1.
40±3.35 38±2.11aNS
Table 4.5. The application process was smooth and well understood
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “application process was smooth and well understood” reveals that about 40% were Agreed, 38% Strongly agreed, 16% Neutral, 4% Disagreed and 2% Strongly disagreed. The result shows that percentage of agree is more than strongly agree. This decrease in percentage was non significant. The number of respondent of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
29
Fig.4.5
Table 4.6. The application process enabled me to give all information required to market my S.NO Agree (%) 52±4.77 skills Strongly Agree (%) 20±3.32a* Neutral (%) 26±2.64a* bNS Disagree (%) 2±1.88a* bNS cNS Strongly Disagree (%) –
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “application process enabled me to give all information required to market my skills”, reveals that about 52% were Agreed, 20% Strongly agreed, 26% Neutral, 2% Disagreed and no one was strongly disagreed. The result shows that agree was significantly high (p<0.05) when compared with strongly agree, neutral, disagree and strongly disagree.
Fig.4.6 Table 4.7. The communication with the HR Team was effective
30 S.NO Agree (%) 26±4.24 Strongly Agree (%) 56.±4.68a* Neutral (%) 16±2.90aNS b* Disagree (%) 2±1.09a* bNS cNS Strongly Disagree (%) –
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “ communication with the HR Team was effective”, reveals that about 26% were Agreed, 56% Strongly agreed, 16% Neutral, 2% Disagreed and no one was strongly disagreed. The result shows that strongly agree was significantly high (p<0.05), when compared with agree, neutral, disagree, strongly disagree (p<0.01).
Fig.4.7
S.NO
Agree (%) 38±2.11
Strongly Agree (%) 44±4.37aNS
Neutral (%) 14±3.66a* b*
Disagree (%) 2±1.82a* b@ cNS
Strongly Disagree (%) 2±1.46a* b@ cNS dNS
1.
Table 4.8. The HR Team gave all necessary information that were requested.
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Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “recruitment agent gave all necessary information that were requested”, reveals that about 38% were agreed, 44% strongly agreed, 14% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondent of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
Fig.4.8
S.NO
Agree (%) 64±3.88
Strongly Agree (%) 16±4.94a@
Neutral (%) 16±5.29a@ bNS
Disagree (%) 2±1.99a@ bNS cNS
Strongly Disagree (%) 2±1.68a@ bNS dNS
7.
Table 4.9. The Resume short listing period was within my expectations.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
32 The response of employees towards the “Resume short listing period was within my expectations”, reveals that about 64% were agreed, 16% strongly agreed, 16% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01), when compared with agree, neutral, disagree, strongly disagree.
Fig.4.9
S.NO
Agree (%) 52±2.67
Strongly Agree (%) 14±4.01a@
Neutral (%) 32±4.79a* b*
Disagree (%) 2±1.5a@ bNS cNS
Strongly Disagree (%) -
1.
Table 4.10. I have been given sufficient notice for the interview and skill testing.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been given sufficient notice for the interview and skill testing”, reveals that about 52% were agreed, 14% strongly agreed, 32% Neutral, 2% disagreed and no one was strongly disagreed. The result shows that agree was significantly high (p<0.05),(p<0.01) when compared with strongly agree, neutral, disagree and strongly disagree
33
Fig.4.10 Table 4.11. I have been provided with sufficient information about the interview and skill S.NO Agree (%) 56±4.66 Strongly Agree (%) 20±2.66a@ Neutral (%) 20±3.99a@ bNS Disagree (%) 2±1.84a@ b* c* Strongly Disagree (%) 2±1.34a@ b* c* dNs
1. testing.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been provided with sufficient information about the interview and skill testing”, reveals that about 56% were agreed, 20% strongly agreed, 20% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01) when compared with strongly agree, neutral, disagree, and strongly disagree.
Fig.4.11
34
S.NO
Agree (%) 44±3.11
Strongly Agree (%) 28±2.11aNS
Neutral (%) 26±6.32a* bNS
Disagree (%) 2±1.89a@ b* c*
Strongly Disagree (%) -
1.
Table 4.12. The skill testing process enabled me to demonstrate the basic skills.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been provided with sufficient information about the interview and skill testing”, reveals that about 44% were agreed, 28% strongly agreed, 26% Neutral, 2% disagreed and no one strongly disagreed. The result shows that the percentage of agree is more than strongly agree, neutral (p<0.05), disagree (p<0.01), (p<0.05) and strongly disagree. But agree vs strongly agree shows non significant increase.
Fig.4.12 Table 4.13. The interview process is constructive and effective to expose my abilities to the interview team.
35 S.NO Agree (%) 56±4.89 Strongly Agree (%) 14±2.74a@ Neutral (%) 26±6.35a* bNS Disagree (%) 2±1.92a@ bNS c* Strongly Disagree (%) 2±0.78a@ bNS c* dNS
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “interview process is constructive and effective to expose my abilities to the interview team”, reveals that about 56% were agreed, 14% strongly agreed, 26% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high (p<0.01), (p<0.05) when compared with strongly agree, neutral, disagree and strongly disagree.
Fig.4.13 S.NO Agree (%) 48±3.5 Strongly Agree (%) 20±3.88a* Neutral (%) 26±4.78a* bNS Disagree (%) 4±1.22a@ bNS c* Strongly Disagree (%) 2±0.67a@ bNS c* dNS
1.
Table 4.14. I have been contacted within a satisfactory timeline after the interview to convey me the interview result.
36
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I have been contacted within a satisfactory timeline after the interview to convey me the interview result”, reveals that about 48% were agreed, 20% strongly agreed, 26% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that agree is significantly high (0<0.05), when compared with strongly agree (p<0.05), neutral (p<0.05), Disagree (p<0.01) and strongly disagree.
Fig.4.14 Table 4.15. I have been given the time and option to discuss employment terms, compensation S.NO Agree (%) 42±3.99 Strongly Agree (%) 18±2.66a* Neutral (%) 36±3.12aNS b* Disagree (%) 2±1.99a@ bNS c@ Strongly Disagree (%) 2±1.66a@ bNS c@ dNS
1.
and benefits.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant
37 The response of employees towards “I have been given the time and option to discuss employment terms, compensation and benefits”, reveals that about 42% were agreed, 18% strongly agreed, 36% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (N.S), disagree (p<0.01) and strongly disagree (p<0.01).
Fig.4.15
S.NO
Agree (%) 54±11.29
Strongly Agree (%) 18±2.45a@
Neutral (%) 24±5.91a* bNS
Disagree (%) 2±1.99a@ bNS c*
Strongly Disagree (%) 2±1.22a@ bNS c* dNS
1.
Table 4.16. I received sufficient induction on the first few days of my employment.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I received sufficient induction on the first few days of my employment”, reveals that about 54% were agreed, 18% strongly agreed, 24% Neutral, 2% disagreed and 2% strongly disagreed. The result shows that agree was significantly high when compared with strongly agree (p<0.01), neutral (p<0.05), disagree (p<0.01) and strongly disagree (p<0.01).
38
Fig.4.16 Table 4.17. I have been supplied with information regarding required company policies and S.NO Agree (%) 48±4.54 Strongly Agree (%) 12±1.45a@ Neutral (%) 40±6.01aNS b* Disagree Strongly Disagree (%) (%) Proc edures after the start of my employment.
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “ I have been supplied with information regarding required company policies and procedures after the start of my employment”, reveals that about 48% were agreed, 12% strongly agreed, 40% Neutral, 0% disagreed and 0% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.01), neutral (N.S), disagree and strongly disagree.
Fig.4.17 Table 4.18. I received sufficient on the job training.
39 S.NO Agree (%) 30±5.22 Strongly Agree (%) 48±4.79a* Neutral (%) 16±2.99aNS b* Disagree (%) 4±1.1a* b@ cNS Strongly Disagree (%) 2±0.7a* b@ cNS dNS
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “I received sufficient on the job training”, reveals that about 30% were agreed, 48% strongly agreed, 16% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that strongly agree was significantly high (p<0.05) when compared with agree, neutral (NS), disagree (p<0.05) and strongly disagree (p<0.05).
Fig.4.18 Table 4.19. The HR team was 8±2.11a* b@ 4±1.34a* b@ cNS 2±1.34a* b@ cNS dNS friendly and helpful.
S.NO
Agree (%) 28±1.99
Strongly Agree (%) 58±4.77a*
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
40
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards “The HR team was friendly and helpful”, reveals that about 28% were agreed, 58% strongly agreed, 8% Neutral, 4% disagreed and 2% strongly disagreed. The result shows that strongly agree was significantly high (p<0.05) when compared with agree, neutral (p<0.05), disagree (p<0.05) and strongly disagree (p<0.05).
Fig.4.19 Table 4.20. I was satisfied 8±1.5a* b@ 6±2.778a* b@ cNS 2±1.10a@ b@ cNS dNS with the job offer.
S.NO
Agree (%) 40±3.23
Strongly Agree (%) 44±5.10aNS
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant.
41 The response of employees towards “I was satisfied with the job offer”, reveals that about 40% were agreed, 44% strongly agreed, 8% Neutral, 6% disagreed and 2% strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondents of neutral, disagree and strongly disagree are statistically less (p<0.05), (p<0.01).
Fig. 4.20
S.NO
Agree (%) 50±3.8
Strongly Agree (%) 32±4.85a*
Neutral (%) 12±1.77a@ b*
Disagree (%) 2±1.93a@ bNS cNS
Strongly Disagree (%) 4±1.99a@ bNS cNS dNS
1.
Table 4.21. The new job was better than my previous employment.
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job was better than my previous employment”, reveals that about 50% were agreed, 32% strongly agreed, 12% Neutral, 2% disagreed and 4% strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (p<0.05), disagree and strongly disagree (p<0.01).
42
Fig. 4.21 Table 4. 22. The new job enables me 22±4.55a* bNS 4±1.3a@ b* c* to learn new skills.
S.NO
Agree (%) 52±3.5
Strongly Agree (%) 22±3.5a*
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job was better than my previous employment”, reveals that about 52% were agreed, 22% strongly agreed, 22% Neutral, 4% disagreed and no one has strongly disagreed. The result shows that the percentage of agree is more than strongly agree (p<0.05), neutral (p<0.05), disagree (p<0.01) and strongly disagree.
Fig. 4.22
43 Table 4. 23. The new job 11±2.25a* b* 4±1.75a@ b@ cNS 1±0.75a@ b@ cNS dNS provides
S.NO Agree (%) 1. 36±4
Strongly Agree (%) 48±4.5aNS
Neutral (%)
Disagree (%)
Strongly Disagree (%)
opportunities for further promotion
Values are mean±SD, *p<0.05, @p<0.01, ns- non signify The response of employees towards the “new job provides opportunities for further promotion”, reveals that about 36% were agreed, 48% strongly agreed, 11% Neutral, 4% disagreed and 1% has strongly disagreed. The result shows that percentage of strongly agree is more than agree. This increase in percentage was non significant. The number of respondents of neutral (p<0.05), disagree and strongly disagree are statistically less (p<0.01).
Fig. 4.23 Table 4. 24. Overall, I 8±1.63a* b@ 2±0.40a* b@ cNS 2±1.02a* b@ cNS dNS am satisfied with the end-end process of the recruitment
S.NO
Agree (%) 28±3.27
Strongly Agree (%) 60±6.53a@
Neutral (%)
Disagree (%)
Strongly Disagree (%)
1.
44
Values are mean±SD, *p<0.05, @p<0.01, ns- non significant The response of employees towards the “new job provides opportunities for further promotion”, reveals that about 28% were agreed, 60% strongly agreed, 8% Neutral, 2% disagreed and 2% has strongly disagreed. The result shows that strongly agree was significantly high (p<0.01) when compared with agree, neutral (p<0.05), disagree (p<0.05) and strongly disagree (p<0.05).
Fig. 4.24
CHAPTER IV
5.1 FINDINGS ? The present study shows that the most of the respondents agreed that the skill required for the job was made available to them clearly. ? The data collected show that majority of the respondents agreed that the application process was smooth and well understood. ? It has been found out by the researcher that the most of the respondents agree that the application process enabled them to market their skills. ? From this study, the researcher has come to know that many respondents have strongly agreed with the effectiveness of communication with the recruitment agent. ? The findings of the collected data show that less number of respondents strongly disagreed that the HR team gave all the necessary information’s that were requested.
45 ? In this study many number of respondents have agreed with the resume short listing period. ? The notice given for the interview and skill testing was agreed by most of the respondents. ? The collected data depicts that less number of respondents have strongly disagreed with the information provided for interview and skill testing. ? In the present study, it has been analyzed that the skill testing process was agreed by majority of the respondents. ? The given data show that less number of employees have strongly disagreed with the interview process. ? The time taken to convey the interview result is satisfactory and agreed by most of the respondents. ? The collected data reveal that many of the respondents have agreed that they were given the time and option to discuss the employment terms, compensation and benefits while less number of respondents have given negative response. ? The researcher has found that many employees have agreed with the induction given on the first few days of employment. ? It has been found by the researcher that most of the respondents agreed with the information are given about the company policies and procedures after the start of the employment. ? The major number of respondents strongly agreed with the given job training. ? The collected data reveal that the most of the respondents were strongly agreed with the friendly and helpful HR team. ? It has been found by the researcher that many of the employees have strongly agreed with the satisfaction of job offer. ? This study indicates most of the respondents have agreed with the satisfaction of the new job than their previous employment. ? The collected data show that the most of the employees agreed that the new job enabled them to learn new skills. ? Less number of respondents have strongly disagreed that the new job provides opportunities for further promotion. ? Based on the present study, the researcher has found out that major number of the respondents have strongly agreed with the end process of the recruitment. ? The Researcher has found that the present recruitment strategy of the firm is good.
46
5.1 SUGGESTIONS It is recommended that the firm shall carry out the following suggestions. Firstly, the firm should conduct a systematic assessment, using quantitative and qualitative analysis, on various aspects of recruitment and interlinked HR and other organizational processes. Thereby, the Current Mode of Operation (CMO) shall be completely determined in a holistic perspective. The strategy should factor-in the survey results and implement plans to overcome the issues identified. Secondly, the firm should derive the Recruitment Future Mode of Operation (FMO) manual, in strategic perspective. The strategy should address the vision, mission, objectives of the recruitment function and the timeline and plan to attain the objectives. The end result is a more efficient recruitment FMO that overcomes current challenges and improves the efficiency of the current recruitment function.
47 Thirdly, the firm should allocate budget to achieve those objectives along with the resources required to deploy the planned objectives. Fourthly, the firm should obtain buy-in, into the Recruitment FMO, from other business units within the firm so that the expectations of the key internal stakeholders can be managed effectively. Frequent meeting/communication with the key stakeholders is required so that the relevant people are kept up to date with the transformation. Fifthly, the risks, challenges, and constraints associated with the potential FMO shall be identified and managed. Lastly, the action plan on the revised Recruitment FMO shall, notably, address the following: ? The HR team should try to provide more detailed information about the companies’ policies and procedures to the candidates. ? The HR team should take less time to shortlist a resume. ? The HR team should generate sufficient time to discuss employment terms, compensation and benefits. ? The company should give more information regarding interview and skill testing process to the candidates ? The improvement of skill testing and interviewing. ? The company should improve the training given to the employees in the first few days of their employment.
48
5.1 CONCLUSION The study was focused on understanding the firms recruitment functions, analyzing and reporting the employees response by survey results in context to the effectiveness of the recruitment strategy of the company, The researcher, after analyzing the survey results, concludes that the majority of the employees are agreed and strongly agreed with the present recruitment strategy of the firm. However the researcher has also indicated potential suggestions to be considered for effective recruitment of the company to have world class standard, so that the performance of the recruitment function can be improved more effectively. This study is an example of benchmarking in transforming the recruitment strategy of a company with the help of employees feedback, and the researcher believes that this method can be tailored and widely applied to different kinds of Industries.
49
Bibliography
Kothari C.R, 2004, Research Methodology, New Delhi, New Age International Private limited, 1st edition. Robbins P Stephen, 2005, Organizational behavior, New Delhi, Prentice – Hall of India Pvt Ltd, 11th edition. Rao V. S. P, 2005, Human Resource Management, New Delhi, Excel book, 2nd edition. Websites http://www.history.com/home.do http://www.history.com/encyclopedia.do?articleId=222245 http://www.history.com/encyclopedia.do?vendorId=FWNE.fw..sh103900.a#FWNE.fw..sh103900.a http://www.imaritime.com/knowledge-center/shipyard.php#top
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Appendix (Questionnaire)
Questionnaire for assessing the effectiveness of recruitment in Rarefield Engineering PVT Ltd. 1. The skills required for the job was made available to me clearly during the commencement of the recruitment process.
Agee Strongly Agree Neutral Disagree Strongly Disagree
2. The application process was smooth and well understood
Agee Strongly Agree Neutral Disagree Strongly Disagree
3. The application process enabled me to give all information required to market my skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
51
4. The communication with the recruitment agent was effective
Agee Strongly Agree Neutral Disagree Strongly Disagree
5. The HR team gave all necessary information that were requested
Agee Strongly Agree Neutral Disagree Strongly Disagree
6. The Resume short listing period was within my expectations
Agee Strongly Agree Neutral Disagree Strongly Disagree
7. I have been given sufficient notice for the interview and skill testing
Agee Strongly Agree Neutral Disagree Strongly Disagree
8. I have been provided with sufficient information about the interview and skill testing
Agee Strongly Agree Neutral Disagree Strongly Disagree
9. The skill testing process enabled me to demonstrate the basic skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
10. The interview process is constructive and effective to expose my abilities to the interview team
Agee Strongly Agree Neutral Disagree Strongly Disagree
52 11. I have been contacted within a satisfactory timeline after the interview to convey me the interview result
Agee Strongly Agree Neutral Disagree Strongly Disagree
12. I have been given the time and option to discuss employment terms, compensation and benefits
Agee Strongly Agree Neutral Disagree Strongly Disagree
13. I received sufficient induction on the first few days of my employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
14. I have been supplied with information regarding required company policies and procedures after the start of my employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
15. I received sufficient on the job training
Agee Strongly Agree Neutral Disagree Strongly Disagree
16. The HR team was friendly and helpful
53
Agee Strongly Agree Neutral Disagree Strongly Disagree
17. I was satisfied with the job offer
Agee Strongly Agree Neutral Disagree Strongly Disagree
18. The new job was better than my previous employment
Agee Strongly Agree Neutral Disagree Strongly Disagree
19. The new job enables me to learn new skills
Agee Strongly Agree Neutral Disagree Strongly Disagree
20. The new job provides opportunities for further promotion
Agee Strongly Agree Neutral Disagree Strongly Disagree
21. Overall, I am satisfied with the end-end process of the recruitment
Agee Strongly Agree Neutral Disagree Strongly Disagree
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