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ULTRATECH CEMENT LTD. An Overview The roots of the Aditya Birla Group dates back to the 19th century in the picturesque town of pilani set Rajasthan desert. It was here that Seth Shiv Narayan Birla started trading in cotton, laying the foundation for the House of Birlas. Through India’s arduous times of the 1850s, the Birla business expanded rapidly. In the early part of the 20th century, our Group’s founding father, Ghanshyam das Birla, set up industries in critical sectors such as textiles and fiber, aluminum, cement and chemicals. As a close confidante of Mahatma Gandhi, he played an active role in the Indian Freedom struggle.
He represented India at the first and second round-table conference in London, along with Gandhi Ji. It was at ‘Birla House’ in Delhi that the luminaries of the Indian freedom struggle often met to plot the downfall of the British Raj. A formidable force in Indian Industry, Mr. Aditya Birla dared to dream of setting up a global business empire at the age of 24. He was the first to put Indian business on the world map, as far as 1969, long before globalization became a buzzword in India. In the then vibrant and free market South East Asian countries, he ventured to set up world-class production bases.
He had foreseen the winds of change and staked the future of his business on a competitive, free market driven economy order. He put Indian business on the globe, 22 years before economic liberalization was formally introduced by the former Prime Minister, Mr. Narasimha Rao and the former union Finance Minister, Dr. Man Mohan Singh. He set up 19 companies outside India, in Thailand, Malaysia, Indonesia the Philippines and Egypt. Most importantly, his companies earned respect and admiration of the people, as one of the India’s finest business houses, and first Indian International Group globally.
Through this outstanding record of enterprise, he helped create enormous wealth for the nation, and respect for Indian entrepreneurship in south East Asia. In his time, his success was unmatched by any other Industrialist in India. Under the leadership of our Chairman, Mr. Kumar Mangalam Birla, the group has sustained and established a leadership position in its key business through continuous value creation. Spearheaded by Ultratech, Hindalco, Aditya Birla Nuvo, Indo Gulf Fertilizers and companies in Thailand, Malaysia, Indonesia the Philippines staple fiber, aluminum, cement, copper, carbon black, palm oil, insulators, and garments.
And with successful forays into financial services, telecom, software and BPO, the Group is today one of the Asia’s most diversified business groups. VISION “To be a premium global conglomerate with a clear focus on each business. ” MISSION “To deliver superior value to our customers, shareholders, employees and society at large. ” VALUES- * Integrity * Commitment * Passion * Seamlessness * Speed Integrity, Commitment, Passion, Seamlessness and Speed. These tighter constitute what we call our “Value”. They are all equally important and no value will take precedence at the cost of the other.
It is in the harmonization of the five that we see the prospect of greater value creation for all out stakeholders. If living by our five Values means, perhaps growing at a pace slower than we would otherwise have liked, so be it. There can be no greater commitment to our Values than this. MILESTONES- MIDNIGHT’S CHILD GROWS UP 1947- Ultratech cement incorporated. 1950- Production of fabrics at Gwalior with imported Man-made Rayon. 1954- VSF production commences at Nagda (Madhya Pradesh). 1968- Rayon production commences at Mavoor, Kerala. 972- Nagda commences production of rayon grade caustic soda— for VSF production. 1977- Ultratech’s third rayon plant – at Harihar, Karnataka goes into production. 1985- Vikram cement – Ultratech’s first cement plant goes on stream at jawad. 1992- Ultratech sets up Birla International Marketing corporation (BIMC) 1993- Birla Consultancy ; software services is set up, to provide IT consulting services and for software development 995- Ultratech commission two green field cement plants- Ultratech cement at Rawan (Chhattisgarh) and Aditya Cement at Shambhupura (Rajasthan). 1998- Ultratech acquires Dharani cements ltd. ; Shree Digvijay Cements Ltd. 2000- The Lawson Competency Centre is set up as a Division of Birla Consultancy ; Software Services, the software arm of Ultratech, following a tie up with Lawson Software (USA), among Fortune’s top five private software companies. 001- Four ready- Mix Concrete plants commissioned with an aggregate capacity of one million cubic meters. 2003- Ultratech, Chemical Division receives the SA 8000 (Social Accountability) and OHSAS 18001 certifications. 2004- The Staple Fiber Division and Engineering & Development Division of Ultratech Nagda receives SA 8000:2001 certifications from SAI in recognition of social accountability initiatives. 2006- Ultratech Industries Ltd, India; Thai Rayon public Company Ltd. , Thailand and P. T. Indo Bharat Rayon,
Indonesia from JV with Hube ijing wei Chemical Fibre Company, China, for VSF. Various Companies of Aditya Birla Group (ABG):- * BIRLA CARBON BIASL * ESSEL MINING * HINDDALCO INDUSTRIES LIMITED * ULTRATECH CEMENT * BIRLA WHITE CEMENT * BIRLA SHAKTIMAAN * EVERLAST * BIRLA CELLULOSE * IDEA CELLULAR * MORE * FRESHWRAPP * AURA * NOVELIS * ADITYA BIRLA NUVO * THAI ACRYLIC FIBRE * ADITYA BIRLA INSLATORS * BIRLA SUN LIFE INSURANCE * BIRLA SUN LIFE DISTRIBUTION * MINACS * BIRLA GLOBAL * LINEN CLUB * PLANET FASHION * RAYONE * SPRIT * VANHEUSEN * PETER ENGLAND * MADURA GARMENTS Aditya Birla Group Brand Image-
INDIA:- * ULTRATECH CEMENT LIMITED. * Hindalco Industries Ltd. * Aditya Birla Nuvo Ltd. * GRASIM INDUSTRIES LIMITED * PSI Data Systems * Aditya Birla Minacs * Worldwide Ltd. * Essel Mining & Industries Ltd. * Idea Cellular Ltd. * Aditya Birla Insulators. * Aditya Birla Retail Ltd. * Bihar Caustic and Chemicals Ltd. ORGANIZATION DESCRIPTION CORPORATE PROFILE- A US $29. 2 billion corporation with a market cap of US $31. 5 billion and in the league of fortune 500, the Aditya Birla Group is anchored by an extraordinary force of 1,30,000 employees, belonging to 25 different nationalities.
In India, the Group has been adjudged “The Best Employer in India and among the top 20 in Asia” by the Hewitt-Economic Times and wall street Journal study 2007. Over 50% of its revenue flow from its overseas operations. The Group operates in 20 countries: India, Thailand, Laos, Indonesia, Philippines, Egypt, China, Canada, Australia, USA, UK, Germany, Hungary, Brazil, Italy, France, Luxembourg, Switzerland, Malaysia and Korea. Globally the Aditya Birla Group is: * A metals powerhouse, among the world’s most cost-efficient aluminum and copper producers.
Hindalco-Novelis from its fold is a Fortune 500 company. It is the largest aluminum rolling company. It is one of the three biggest producers of primary aluminum in Asia, with the largest single location copper smelter. * No. 1 in Viscose Staple Fibre. * The 4th largest producer of insulators. * The 4th largest producer of carbon black * The 11th Largest cement producer globally. * Among the world’s top 15 BPO companies and among India’s top3. * Among the best energy efficient fertilizer plants. In India: * A premier branded garments player. * The 2nd largest player in Viscose Filament Yarn. The 2nd largest in the Chlor-Alkali sector. * Among the top 5 mobile telephone companies. * A leading player in life Insurance and asset management. * Among the top 3 supermarket chains in the retail business. Rock solid in fundamentals, the Aditya Birla Group nurtures a culture where success does not come in the way of the need to keep learning afresh, to keep Experimenting. Beyond business—the Aditya Birla Group is: Working in 3,700 villages. Reaching out to seven million people annually through the Aditya Birla Centre for community initiatives and Rural Development, spearheaded by Mrs.
Rajashree Birla Focusing on: health care, education, sustainable livelihood, infrastructure and espousing social causes. ABOUT ULTRATECH CEMENT LTD. Riding on the back of a strong product portfolio and intelligent, in innovations, Ultratech Cement is firmly into expansion mode. When one discusses the behemoths of Indian industry, it is hard to miss the name Ultratech cement Ltd. , the flagship of the Aditya Birla Group. It commenced Operations as a textiles manufacturer 1948. Currently, its key businesses are viscose staple fibre and cement. Ultratech also produces sponge iron, chemicals, and textiles.
All its plants are technologically at par with the best in the world. Currently it ranks among India’s 10 largest private sector companies in terms of assets and sales. In the mid-eighties, with the opening up the cement industry, Ultratech diversified into cement production. ABOUT ULTRATECH CEMENT SIKAR On 10th January 2002; Ultratech cement Ltd. (GIL) approached the state govt. for setting up a cement plant at Sikar, in the state of Rajasthan. The board of infrastructural development and industrial promotion chaired by the Hon’ble Chief Minister of Rajasthan approved the project of GIL.
GIL requested the state govt. for the acquisition of land for the project at the cost of the company spreaded over in the village: Khirod,Basawa ; Mohanbadi (Teh:Nawalgarh) for setting up cement plant by UltraTech. Ultratech Cement- Sikar is a Greenfield project Started in June 2006, under Ultratech cement Ltd. , of Aditya Birla Group having a capacity of 4. 4 MTPA Cement productions. The cement plant also equipped with captive Power Plant of 23 * 2 MW capacities. The Ultratech Cement Sikar is spreaded over an area of 403. 08 acre, plus the Mines area comprises of 888 acre of land.
Sikar is located near Jaipur-Bikaner National Highway No. – 8 (about 122 KM from Jaipur). PROJECT BRIEF Project Cost: Rs 2500 Crores (approx) Clinker Capacity: 10000 Tons per day (TDP) Total Clinker Production: 3. 40 MTPA Total Cement : 4. 41 MTPA Number of Employees: 291(Staff ; Officer) + 700 workers Cement Production: Sikar (3. 11 MTPA) (a) OPC: 0. 3 MTPA (b) PPC: 2. 18 MTPA Products of Ultratech Cement Sikar 1. Balanced Cement- It is the major consumed Cement. It has PPC (pozolna Ordinary Cement) grade. 2. OPC grade cement- It has BIS (Bureau of India standard). It has three different grades under it: OPC Grade 33- It takes more time for setting. OPC Grade 43 OPC Grade 53- It has the more demand in the market compare to other graded cements like 33 and 43. Competitors of Ultratech Cement: 1. ACC Cement- It is the tuff competitor of Ultratech Cement. 2.
Lafargo Cement- Earlier it was TATA’s company but no longer now, At present it’s a part or company of ACC Cements. Cement Ultratech diversified into cement production with its first cement plant at Jawad in Madhya Pradesh. Since then, its cement business has grown rapidly, making it one of India’s premier cement companies. Ultratech Cement is India’s third largest cement manufacturer, with an aggregate grey cement capacity of 13. 41 million tones per annum spread across India with implementation of ongoing modemisation and capacity expansion projects through removal of bottlenecking.
Its integrated grey cement plants are located at Jawad (Madhya Pradesh), Shambhupura (Rajasthan), Malkhed (Karnataka), Rawan (Chhattisgarh), Reddipalayam (Tamil Nadu), and grinding units at Hotgi (Maharashtra) and Bhatinda (Punjab), and a terminal at Banglore. Ultratech white cement plant, which is India’s largest cement plant, is situated at Kharia, Khangar (Rajasthan). The company also has six Ready Mix Concrete plants, two located at Nachram and Miyaupur in Hyderabad (Andhra Predesh), Chennai (Tamil Nadu), Noida (Delhi), Bangalore (Karnataka) and Gurgaon (Haryana).
In 1998, Ultratech acquired Dharani Cements with its plant at Ariyalur (Tamil Nadu). The unit was subsequently merged and together with the recently expanded plant at Reddipalayam, is known as Ultratech south. Ultratech has repositioned its portfolio of cements brand under the Aditya Birla Group logo. To leverage its brand equity, Birla Plus, Birla Super and Birla Ready Mix have been identified as national brands. Viscose Staple Fibre Ultratech is India’s pioneer in Viscose Staple Fibre (VSF), a manmade, biodegradable fibre with characteristics akin to cotton.
As an extremely versatile and easily blendable fibre, VSF is widely used in apparel, home textiles, dress material, knittedwear and non-woven applications. Ultratech’s VSF plants are located at Nagda in Madhya Predesh, Kharach in Gujrat and Harihar in Karnataka, with an aggregate capacity of 270,100 tpa. The divisions continous efforts towards developing new applications and superior quality VSF in terms of feel, comfort, Fashion and hygiene have paid rich dividends. Ultratech has earned prestigious awards for its innovative range of textures and blends.
Its zinc-free process to make viscose staple fibre has been patented. The company has its VSF plants located at Nagda in Madhya Pradesh, Kharach in Gujarat and Harihar in Karnataka, with a combined installed capacity of 270,100 TPA. Nagda is its core unit producing a wide range of VSF to suit customer requirements in term of length, denier, colour, and is the largest producer of spun-dyed and specialty fiber in the world. The Hhrihar unit produces Rayon Grade Pulp, the basic raw material for VSF production, and VSF.
The company’s Rayon Grade plant was the first in India to use totally indigenous resources like eucalyptus wuth in-house technology for producing rayon grade pulp with an innovative oxygen bleaching process to reduce the use of chlorine. Chemicals To achieve a reliable and economical supply of rayon grade caustic soda – an important raw material in VSF production – Ultratech set up a caustic soda unit at Nagda in 1972, with an Initial capacity of 33,000tpa. This has since grown to 258,000tpa, including an 18,250tpa flake plant, making it the country’s second largest caustic soda unit.
Textiles (Textile division) has a strong relationship position in fabrics, synthetic yarns, worsted yarn and is well known for its branded suiting Ultratech and Graviera, made from different blends of polyester and viscose. Its textile plants are located at Bhiwani in Haryana and Malanpur in Madhya Pradesh. After divesting its textile manufacturing facility at Gwalior, fabric opertions have now been centralized at Bhiwani. The Malanpur unit manufactures worsted dyed yarn spun from 100 % merino wool, along with polyester and other blends.
The Ultratech brand has differentiated itself as ‘the power of fashion’ with several innovative fabrics such as ‘Aqua soft’, ‘E-Stretch’, ‘All Seasons’, ‘Uncrushables’ and ‘Ice Touch’, among others. QUALITY COMMITMENT: Our Aditya Birla Group has been accredited to International quality Standards. It is but Logical that Aditya Birla Group follows their leaders in quality culture. Aditya Birla Group shall provide the Product and Services that consistently exceed customer expectations, at a profit if we can and a loss if we must.
CORPORATE CULTURE: Making bright minds shine brighter. At the Aditya Birla Group, opportunities are abundant, the environment warm and the people friendly. Walk around our offices and you will feel the energy. Minds are constantly in motion researching, innovating and creating ideas that push us many as 19 industries, forward. We constantly strive to be and do better than the best. We endeavor to create an ambience where our people have the tools and the freedom to deliver their commitments and take great pride in their work.
In the fertile ethos of our Group, they find a career that is personally rewarding and professionally enriching. BENEFITS ABG covers all its employees. Employee wellness is important to us. Our policies are employee friendly and crafted keeping in mind broad trends in people related issues and the changing demands of the work place. The care and attention we exhibit towards our employees is also extended to their families. You don’t need to worry about taking care of important things. We’ll gladly do it for you. Benefits offered to group employees vary by company and location.
CAREERS AT ABG (Aditya Birla Group) And you thought sky was the limit. If you are a passionate explorer who possesses a healthy disregard for boundaries- whether geographical, physical or mental- the Aditya Birla Group is THE place for you. Here you will have plenty of opportunities to explore 19 sectors across 25 countries. Join us and travel beyond the limits you thought existed. Start in the one that suits you best. When you are ready to stretch your wings, you can move to another field, where sky is the limit. ORGANISATIONAL CHART FH – Tech. UNIT HEAD
FH – HR/P&A FH – Commercial FH – TPP FH – Mines HOD-Oprn HOD-Mech. II HOD-Inst. HOD-Mech. I HOD-Maint. HOD-Electrical HOD-Process HOD-HR HOD-Project HOD-Civil HOD-ER HOD-TS/WCM HOD-Accounts HOD-Materials HOD-Admin/Sec. / CCR /CSR HOD- IT HOD-TPP Maint. HOD-TPP Oprn. SH-Safety HOD-QC EXECUTIVE SUMMARY A s a part of my educational curriculum, I did my 45 days summer training at the Ultratech cement limited (Aditya Birla Group). The project carried out during the training was “To study the Recruitment and Selection” prevailing in the organization.
The main objective of this study was to know the awareness, perception and satisfaction level of employees regarding the Recruitment and Selection, and to evaluate and analyze the effectiveness of the system. The presented project is an accumulation of all details, Surveys, Searches, Discussions made on the topic “A Study on Recruitment and Selection”. A through process has been followed to acquire all the necessary information regarding the project. My project was structured into the following phases: PHASE -1: In this phase, I did an extensive study on the theoretical aspect of Recruitment and Selection.
I referred to various books, articles, journals, websites, etc. Besides these, I also had a few interactive sessions with my guide regarding the Recruitment and Selection. PHASE-2: In the next phase, I prepared questionnaire for pilot test, which was finalized after some suggestions by my guide. The sample size for pilot test was 20 executives. On the basis of the analysis drawn from the pilot test, the final draft of the questionnaire for the survey was prepared, which was approved after some suggestions and corrections by my guide.
The sample size of my survey was 20 (15 employees who have come through External Recruitment Process and 5 employees who came through Internal Recruitment Process itself. ), which included executives from different departments like- Accounts, IT, Electrical, Instrumentation, Mechanical, Production, Quality Control, P&A, Gen. Administration and Security, HR and CCR (Central Control Room). PHASE-3: Analysis was done on the basis of questionnaires filled up by the employees and the suggestions made by them.
On the basis of the analysis, it was found that most of the employees are cleared about what is expected from them in their job and they also agreed that their job is important in achieving the organizational goal. But at the same time, most of them are not aware of the present Recruitment and Selection process. On further analyzing the Recruitment and Selection process, various strengths of the system came into light. From the study, it was also found that the process can not only enhance commitment, but can also develop a spirit of healthy competition in the execution of tasks.
It can help to identify the problem areas and deficiency in the Recruitment and can also create necessary conditions for improvements. But it was found that though the overall acceptability of the process is high and employees are satisfied but still, they want the process to be more objective-oriented and transparent. PHASE-4: After my analysis was completed, I gave my suggestions for the improvement of the process on the basis of the findings. PHASE-5: After the suggestion phase was over, the whole drafting of the project was done and it was finalized after a review with the guide.
Thus the study conducted on the Recruitment and Selection at Ultratech cement Limited gave me a lot of valuable information regarding employee’s perception and awareness of the system. The project can be summed up as the Process following by Ultratech cement Ltd. for Recruitment and Selection to perform the day-to-day tasks in HR department. OBJECTIVES OF THE STUDY The main objective of this study is to know the awareness, perception and satisfaction level of employees regarding the Recruitment and Selection, and to evaluate and analyze the effectiveness of the entire process, i. e. To study the Recruitment and Selection process (R;S) prevailing in the organization. * To know how the new and the existing employees perceive the Recruitment and Selection process. * To determine the major factors influencing the effectiveness of Recruitment and Selection. * To evaluate and analyze the working methods of R;S. * To study the awareness of this R;S among the employees in order to know how much they know about it, how much are they involved in it, their commitment to the process, their perception about the process and whether they are satisfied with it or not. To investigate the effectiveness current Recruitment and Selection by analyzing each factor contributing to its effectiveness. * To find out the problems involved in measuring the Recruitment effectiveness and making suggestions and recommendations to improve it. RESEARCH DESIGN The research study was conducted in order to know the employee’s awareness and perception level regarding the prevailing Recruitment and Selection at Ultratech cement Ltd. SOURCES OF DATA COLLECTION On the basis of the following two sources, the research was carried out:- 1. Primary Data 2. Secondary Data 1.
Primary Data:- a) Questionnaire Method: The main instrument for the collection of primary data was the Questionnaire Method. The questionnaires were prepared for executives who mainly contained questions on the following dimensions:- * Awareness * Job Clarity * Job Capability * Perception * Satisfaction with the outcome * Feedback * Procedure * Interview * Effectiveness * Suggestions For Improvement b) Informal discussion: Informal discussions were carried out with executives across various levels in the organization to know the prevailing process, awareness level and also to know their iewpoints or suggestions on the R&S. 2. Secondary Data:- Secondary data was collected by reviewing different literatures like books, articles, magazines, journals, etc and also through different websites. In order to reach to the relevant conclusion, the research work was divided into the following steps: 1. Literature Survey 2. Pilot Survey 3. Final Survey 4. Analysis and Interpretation 1. Literature Survey: In order to know the actual concept of Recruitment and Selection, an extensive literature survey was done.
This survey was mainly done for the collection of secondary data through various sources like books, articles, magazines, websites, etc. 2. Pilot Survey: To build up an initial basis of the Recruitment and Selection and to decide the objectivity and dimensions of the final survey, a pilot test was conducted with a sample of 20 executives, who were interviewed through structured questionnaires. 3. Final Survey: On the basis of the results of the pilot survey the questionnaires for the final survey was designed.
The sample size was 20 employees (15 from External Recruitment process and 5 from Internal Recruitment process). The questionnaires were distributed among the employees at various levels across various departments. 4. Analysis and Interpretation: The results of the questionnaires were then tabulated for fixing data which were examined, analyzed and interpreted for definite suggestions and conclusion. Limitations of the Study While undertaking my summer training and making this project, I confronted with the following limitations: • The constraint of time I had only 6-7 weeks to complete my project. It was not possible to go to each and every employee to get the questionnaire filled due to large population size. • The time constraint also did not allow me to visit all the sites ULTRATECH from where I could have gathered more information. • Since some of the employees were not willing to reveal any information about the process, so an intended error may have crept in. RECRUITMENT Meaning of Recruitment: Recruitment means to estimate the available vacancies and to make suitable arrangements for their selection and appointment.
A formal definition states, “It is the process of finding and attracting capable applicants for the employment. The process begins when new recruits are sought and ends when their applicants are submitted. The result is a pool of applicants from which new employees are selected”. Definition: * Recruiting is the process of generating a pool of qualified applicants for organizational jobs. * Recruitment is the process of identifying and attracting a group of potential candidates from within and outside the organization to evaluate for employment. PURPOSES AND IMPORTANCE:-
The Purpose of Recruitment is to provide a pool of potentially qualified job candidates. Especially the purposes are to:- 1. Determine the present and future Requirements of the organization in conjunction with its personal-planning and Job analysis activities. 2. Increase the pool of job candidates at minimum cost. 3. Help increase the success rate of the selection process by reducing the number of visibly under qualified or over qualified job applicants. 4. Help reduce the probability that job applicants, once Recruited and Selected, will leave the organization only after a short period of time. . Meet the organization’s legal and social obligations regarding the composition of its workforce. 6. Begin identifying and preparing potential job applicants who will be appropriate candidates. 7. Increase organizational and individual effectiveness in the short term and long term. 8. Evaluate the effectiveness of various Recruiting techniques and source for all types of job applicants FACTORS GOVERNING OR INFLUENCING RECRUITMENT: Recruitment is naturally subject to influence of several factors. These include external as well as internal forces. EXTERNAL FORCES * Supply and Demand Unemployment rate * Labor market * Political-Social * Image RECRUITMENT INTERNAL FORCES * Recruitment policy * HRP * Size of the firm * Cost * Growth and expansion. PROCESS OF RECRUITMENT: Recruitment refers to the process of Identifying and attracting job seekers so as to build a pool of qualified job applicants. The process comprises five interrelated stages- * Planning * Strategy Development * Searching * Screening * Evaluation and control SOURCES OF RECRUITMENT: Professional or Trade Association RECRUITMENT INTERNAL SOURCES EXTERNAL SOURCES
Advertisements Employment Exchange Campus Recruitment Present Employee Former Employees Former Employees Employee Referrals Walk-ins and Write-ins Consultants Contractors Displaced Person Radio and Television Acquisitions and Mergers Competitors E-Recruiting SELECTION Meaning of Selection: selection is basically picking an applicant from (a pool of applicants) who has the appropriate qualification and competency to do the job. Definition: * Selection means collecting, measuring, and evaluating information about candidates’ qualifications for specified positions. Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. * Employee selection is defined as the process of choosing the appropriate candidate from applicants whose skills match the requirements of the job. PROCESS OF SELECTION: External Environment Internal Environment REJECTED APPLICANTS Initial Screening Employment test Interviewing the Candidate Medical/Physical Examination Permanent job offer INTERVIEW: Interview is a formal, in-depth conversation conducted to evaluate the applicant’s acceptability.
It is considered to be an excellent selection Device. Objectives of interview:- Interview has at least three objectives and they are as follows:- 1) Helps obtain additional information from the applicants 2) Facilitates giving general information to the applicants such as company policies, job, products manufactured and the like 3) Helps build the company’s image among the applicants. TYPES OF INTERVIEW: Structured- In this Interview, The Interviewer uses present standardized questions which are put to all applicants.
Unstructured- In Unstructured Interview, rarely questions are put by the interviewers. Interviewee does most of the talking. Mixed- In this Interview a combination of Structured and Unstructured questions are asked by Interviewer, which resembles what is usually done in practice. Behavioral- In this Interview Questions which are asked by Interviewer, based on hypothetical situations. Evaluation is based on the solution and approach of the applicant. Stressful- In this Interview a Series of harsh, rapid fire questions intended to upset the applicant.
Difference between Recruitment and Selection 1) Recruitment is the process of searching for prospective candidates and motivating them to apply for job in the organization whereas, selection is a process of choosing most suitable candidates out of those, who are interested and also qualified for job. 2) In the selection process, available applications are scrutinized. Tests, interview and medical examination are conducted in order to select most suitable candidates. 3) In recruitment the purpose is to attract maximum number of suitable and interested candidates through applications.
In selection process the purpose is that the best candidate out of those qualified and interested in the appointment. Recruitment is prior to selection. It creates proper base for actual selection. 4) Selection is next to recruitment. It is out of candidates’ available/interested. Recruitment is the positive function in which interested candidates are encouraged to submit application. 5) Selection is a negative function in which unsuitable candidates are eliminated and the best one is selected. INTRODUCTION Due to the diverse nature of businesses of the Aditya Birla Group, the need for talent is also diverse across the Group.
In order to ensure that ABG (Aditya Birla Group) consistently hire high Caliber talent for the Group, there is a Common Recruitment ; Selection Process that ensures process discipline and rigour across the Group. OBJECTIVES- 1. To provide guidelines for the Recruitment ; Selection Process to be used across all Businesses / Units. 2. To ensure that ABG (Aditya Birla Group) follows a seamless merit oriented process which is aligned With “POORNATA” resulting in the selection of the most suitable talent available for all vacant positions. 3.
To ensure efficient and effective use of ABG’s internal resources in managing Necessary Recruitment. 4. To ensure a good experience for candidates through the Recruitment process, whether successful or not, that will enhance the Group’s reputation as an employer of choice and a company with which doing business is an enjoyable and stimulating experience. This is very important as it builds the Employer Brand of the Group. RECRUITMENT ; SELECTION PROCESS AT ULTRATECH CEMENT SIKAR (ADITYA BIRLA GROUP) The Aditya Birla Group is an equal opportunity employer.
Its Recruitment Process is a Five Stage process involving various stakeholders like the Hiring Manager, Interviewers, Recruiters and Its Recruitment Partners. The 5 stages are: Stage 1: Requisition Management Stage 2: Sourcing Stage 3: Screening Stage 4: Interview ; Selection Stage 5: Offer Process The diagram overleaf illustrates the various stages in the process as well as the detailed activities to be carried out at each stage. Units of ABG can customize these to suit their specific needs as necessary. REQUISITION MANAGEMENT The first stage in the process starts with the Hiring Manager identifying he need for filling an existing position or creating a new role due to business demand. The need to fill an existing position can be due to separation of the current incumbent, movement to another role or succession planning. The various steps in this stage are: 6. HR Approves Requisition 5. Hiring Planning Meeting 2. Raise Requisition 4. Send Requisition to HR 1. Need for Talent 3. Approve Requisition 1. NEED FOR TALENT: In ULTRATECH CEMENT or ABG (Aditya Birla Group) the Recruitment process is initiated when a Hiring Manager determines that a Vacancy exists.
In this case, the Hiring Manager along with his supervisor determines whether the position has to be filled. They use this as an opportunity to evaluate if there is a need to modify the responsibilities of the position and accordingly define the person profile required. The Unit HR is also a part of this discussion. In case there is a change in responsibilities of the position to be filled, the Hiring Manager modifies the Job Description for the position and sends it to the appropriate HR Head for re-evaluation if required.
However, the Hiring Manager /appropriate HR Head starts the process of identifying suitable internal talent /raising a requisition based on the existing Job Description /Job Band (‘Job Band’ is based on Job Description (JD), after evaluation of JD the evaluator provides a total score for the set position. Based on this score employee will be kept on the particular job band. ) of the position. For any vacancy in Job Band 11 and above, Units must look for identified successors or talent available within their own Unit or Business. Such identification, 1. Need for Talent 2. Raise Requisition 3. Approve Requisition 4.
Send Requisition to HR 5. Hiring Planning Meeting 6. HR Approves Requisition done through a formal appraisal /succession and career planning process. There may be a suitable person within the Business /Unit, but if there is a need for a wider choice of employees, the Hiring Unit takes a decision to extend the search. 2. RAISE REQUISITION: In case there is no suitable candidate available within the Business /Unit, as per IRS 2009, the Hiring Manager is mandated to advertise the position (other than for confidential positions) on the ‘Poornata Career Portal’. What is POORNATA-? Human Resource Information System- “POORNATA”.
An ERP – People soft implementation of HR practices has been introduced to evaluate HR process to world class levels and standardize them across all units and business of ABG (Aditya Birla Group). This has resulted in single integrated HR-ERP for all management cadre employees of the group. This automated HR process will also add in faster efficient timely and accurate data availability to management for decision making. ] The Hiring Manager shares as much information possible on the position specifications in order to enable the Recruiter to identify the most appropriate candidates for the position.
The following mandatory details have to be provided: * Unit Name ; Brief Introduction * Position Title /Designation ; Job Band * Place of posting * Reporting To – Designation * Whether the position is Confidential or not * Key Responsibilities * Person Profile including the requisite educational qualifications and experience * Mandatory Skills * The key competencies required for the role as mentioned in Competency Assessment and Discussion Document (CADD) * Infrastructure and facilities available for employee and family in terms of schools, colleges, housing, healthcare, entertainment etc. . APPROVE REQUISITION: Once the requisition has been raised and submitted through Poornata, it goes to the Supervisor of the Hiring Manager for approval. The supervisor goes through the Requisition in detail and in case any further information needs to be added, he should enter it before approving the Requisition. 4. SEND REQUISITION TO HR / RECRUITER: On approval of the requisition by the Supervisor, the Poornata system forwards the approved requisition to the Recruiter / Unit HR Head for further actioning.
Once the Recruiter receives the approved Requisition, he will have to go through the details in terms of the responsibilities, profile and timelines. If all the necessary information is provided in the Requisition, he can approve the Requisition and start the Hiring process. In case the Recruiter feels he needs additional information, which will help in identifying better candidates for the position, he should fix up a Hiring Planning meeting with the Hiring Manager. It is recommended that for all new positions the Recruiter should have a Hiring Planning meeting before commencing work on the position. 5.
HIRING PLANNING MEETING: The Recruiter initiates this meeting with the Hiring Manager. The objective of this meeting is to have a shared understanding of the hiring process, discuss various critical parameters like job responsibilities, candidate profile, selection criteria, possible sources, timelines etc. This helps the Recruiter in identifying better quality candidates for the position. In cases where a position has a dual reporting, both the managers should be present in this meeting. Any further details/ gaps / clarifications required in the Requisition should also be clarified at this stage itself before nitiating the Recruitment Process. Below are some of the areas that are being covered in this meeting: 1) Position Details * Role of the function/department * Organization structure * Reporting relationship of the position and if required the profile of the Person’s supervisor * Team * Key responsibilities * Critical competencies * Criteria for short listing profiles (essential / desirable) 2) Process Details * Sourcing Strategy * Is the position confidential or not? * Specific companies / industries to tap Any off limit companies – companies we should not hire from * key clients, key supplier, existence of a no poaching agreement etc. * Sources of candidates – the Recruiter needs to share with the * Hiring Manager the various sources that will be deployed and get * his inputs on the same. * Process for Recruitment * Timelines – it is important to understand the timelines the Hiring Manager meets and in cases where it is unrealistic, the Recruiter provides a push back. * The Recruiter understands the Hiring Manager’s * Expectations in terms of the screening and interviewing process – i. . who will screen, first round of interviews etc. In most cases the Recruiter does the initial screening and the HR round of interviews, before presenting the candidate to the Hiring Manager. But in some case this may vary, for example- CVs for extremely technical positions (like-vacancy in Central Control Room) discussed with the Hiring Manager etc. * To get details on Interview process as well as the interview Panel. * Based on the needs of the Hiring Manger, the Recruiter agrees on the review formats required 6. HR APPROVES REQUISITION:
Once the Recruiter is satisfied that he has all the details required to undertake the Recruitment, he approves the position on Poornata and initiate the process. SOURCING STRATEGY The sourcing strategy determines the quality of the candidates that become available for consideration. It is important to spend time in formulating the course of action to be taken for filling an opening. SOURCING AVENUES The various type of sourcing avenues available to a Recruiter are: * Internal Candidates * Recruitment Consultants * Applications received on ABG Career Portal * Online Job Boards / Job Portals * Advertisements * Referrals Database of previous applicants etc. SOURCING DECISION The choice of the suitable sourcing avenue depends on the following factors: * Nature of Opening (Confidential/ Open) * Level of Position (Senior/ Middle / Junior) * Time available to fill * Number of positions to be filled (Multiple / Single) * Degree of Specialization (Industry specific /Cross-industry) * Ease of availability (Supply, Location) * Cost of Sourcing/ Hiring Based on above criteria, the Recruiter decides on the sourcing avenue(s) through which he would like to source candidates. There is a situation when a Recruiter wants to use more than one source.
In such cases, he undertakes a quick scan of the Job Portals and ABG’s (Aditya Birla Group) database before contacting Placement Consultants. This prevents scenarios of the same application coming through a Consultant first and then from ABG’s own sources as well. Job Portals provides them a very large database of potential candidates, in addition hiring through Job Portals is much more economical then hiring through consultants; as a result all recruiters make full use of this sourcing avenue. To facilitate this, the Group has signed a global Group-wide contract with Monster. om. For any queries / clarification related to Monster logins, one gets in touch with the Talent Staffing Portfolio at Group HR. RESPONSE MANAGEMENT Short-listing the right candidates from the applications received is important as these are the candidates who are likely to be presented at the interviews The various steps in this stage are: 1. Receiving Applications 2. Screening Applicants 3. Short-listing Applications 4. HR Interview 5. Testing 6. Responding to Applications 1. RECEIVING APPLICATIONS Once an opening is raised, applications will come in from multiple sources, ike Poornata, internal database, job boards, consultants etc. Ideally all CVs received are to be entered into Poornata. Once an application has been entered into Poornata, The Recruiter enters all the data related to the subsequent stages of selection for that applicant. In case an application is received from multiple sources, the Recruiter credits the first source through which the application was received. 2. SCREENING APPLICATIONS The Recruiter goes through the applications received and screens them based on the criteria agreed in the hiring planning meeting / based on the Job Description received.
In case there are too many applications meeting the criteria, stricter criteria applies. Screening criteria includes: * Educational qualifications * Work experience * Specific domain knowledge * Compensation range Based on the screening criteria decided at the hiring planning meeting, the Recruiter does an ABC Analysis (or any other classification as appropriate) as a first level screening. This helps ABG in prioritizing the list of short listed candidates. If any Selection tools are to be applied (technical / aptitude tests etc. ), that is done at this stage to come up with short-list for the HR interview.
In case of senior level or specialized positions, the Recruiter runs the applications past the Hiring Manager / HR Head and then come up with the shortlist. Very Often the Recruiter comes across certain good profiles which may not be relevant for the current job opening, but may be useful for other positions in the Unit/ Business. In such cases the Recruiter keeps these profiles in mind for future reference and also shares them with his Recruiter colleagues/ HR Head. In case of internal applicants, the Recruiter speaks with each applicant to determine prima facie suitability, as per the IRS Policy of the ABG. . HR INTERVIEW On the basis of the first level screening, the Recruiter conducts an HR interview with the identified candidates. The HR interview is the first concrete interaction between the company and the candidate. At this situation the organization puts its best foot forward, as well as gets a fair understanding of the candidate’s capabilities. The purpose of this meeting is: * To understand the candidate’s profile beyond what is in the CV –background, experience, etc. * To explain the job profile to the candidate. To understand Compensation details – salary, amount of variable pay, date of last and next increment, details of variable pay payout, notice period, expected compensation etc. * To gauge the interest level of the candidate and to share expectations. Regardless of the hiring strategy decided with the Hiring Manager, the Recruiter conducts an HR interview either in person or on phone before the candidate meets the Hiring Manager and other interviewers. In cases where it is not possible for the Recruiter to meet the candidate before hand, he presents in the interview along with the Hiring Manager / Interview Panel.
During the HR interview, the Recruiters ensure that they share the Candidate Brochure and other material with the candidates. 4. SHORT-LISTING APPLICANTS After the HR interview, the Recruiter comes up with the interview short-list on the basis of the criteria decided in the Hiring Planning meeting. At this point the Recruiter decides whether he wants the Hiring Manager to interview all shortlisted candidates or only the top 3-4 candidates. 5. TESTING The Hiring process requires the candidate to take certain tests (psychometric, values test etc).
These tests are not rejection tools, their purpose is to provide additional information and inputs about the candidates. The Recruiter is to ensure that the above tests are conducted for all shortlisted candidates and their reports are available before the candidates appears for his 1st selection interview. All shortlisted internal candidates who have taken the required test within the last 6 months inform the Recruiter about the same. This makes enable the Recruiter to get the test reports from the Unit where the test was previously administered. These ests preferably conducted online after the HR interview. When this is not possible, the test reports have been couriered to the candidates well in advance to ensure that the test reports are available before the 1st selection interview. There are some cases where candidates have to attend back to back interviews (including the HR interview) or attend only one interview conducted by a panel. In such circumstances, the Recruiter ensures that the candidate takes the test well in advance so that the test reports are available to the interviewers before the interviews. The Recruiter goes through the test reports.
The Recruiter also ensures that the test reports are made available to the interviewer /interview panel. In most cases these tests are not be conducted under supervision as a result the Recruiter encourages the interviewers to probe and validate the data in the test reports during the interview. The Recruiter shares the test reports with all candidates at the end of the process. A copy of the test reports is kept in the selected candidate’s personal file so that it can be used for developmental purposes. Hiring Managers also encourages discussing the test reports with the new employees. 6. RESPONDING TO APPLICANTS
It is essential in Ultratech (ABG) to convey positive and appropriate messages at all stages so that all applicants are left with a positive view of the process even if their application is unsuccessful. The Recruiter informs the shortlisted candidates about the selection process which will be followed, including the number of interviews, expected duration of the process, post offer formalities etc. In case of candidates sourced from consultants, the consultant asked to inform the candidates. In Ultratech (ABG) it is a mark of professionalism to respond to applicants who have not been considered suitable (especially internal candidates).
For unsuitable candidates solicited through consultants, the Recruiter informs the consultant at the earliest about the decision. For direct applicants, an appropriate feedback mechanism (phone call, letter, email) is used based on the number of applications. INTERVIEW & SELECTION Once the HR Interview is complete and the candidates have been shortlisted the next stage of the process consists of scheduling the interviews followed by the interviews and final selection. The key steps in this stage are: Scheduling Interviews Interviews Selection 1. SCHEDULING INTERVIEWS
After the HR interview the shortlisted applicants called for interviews with the Hiring Manager based on the interview schedule that has been discussed. The Recruiter ensures that all shortlisted candidates are informed about the interview well in advance so that they can plan accordingly. As far as possible, the interviews scheduled back to back or in a span of two or three days to enable better comparison between candidates. This is shorten the decision making time in terms of selection. If multiple interviews are scheduled on the same day, the Recruiter ensures that enough time is provided between two interviews.
Multiple waiting areas are arranged, especially for senior positions, so that candidates don’t run into each other while waiting. The Recruiter avoids calling candidates working with the same company at similar times during the same day. In case a panel interview is scheduled, the Recruiter ensures that all the interview related documents are sent to the panel lists in advance along with the interview schedule and venue. In case a candidate has been sourced through a consultant, it is up to the Recruiter to decide whether to ask the consultant to interface with the candidate or do it himself.
If there are multiple candidates from the same consultant, it is a good idea to ask the consultant to coordinate the interviews as it saves a lot of time and effort of the Recruiter. The candidate informed (through an email) about the details of the venue, including directions, names and designations of the people on the interview panel and contact details of the Recruiter. If the candidate is from out-of-station, the Recruiter informs the candidates about their travel /stay entitlements. Wherever possible and especially in case of air travel, the Recruiter arrange for the ticketing and the accommodation of the candidate.
In case the candidate is required to take care of his own travel arrangements, the Recruiter (for reimbursements) collects all necessary supporting documents from the candidate when he arrives for the interview so that the expenses can be reimbursed to the candidate. The reception /security informed of the interview schedules. At locations where visitors have to sign in a register which can be viewed by all visitors, maintaining confidentiality can be a problem, especially when people from the same company are interviewing on the same date.
The Recruiter manages this sensitively so that the candidate’s position in his current company is not compromised. If the candidate is scheduled to be in the office premises during lunchtime, the Recruiter accompany him for lunch (in the cafeteria / canteen if the candidate is comfortable with that). In cases where there is more than one candidate, the Recruiter ensures that he asks someone else to accompany the other candidate(s) to prevent them from running into each other. Competency Dictionary of ULTRATECH (Aditya Birla Group)
Interview panel keeps these following points in mind while Conducting an Interview- Achievement Orientation: A passion and drive for excellence and for setting, meeting and exceeding standards and goals. Adaptability: The ability to take a flexible approach as circumstances change. Analytical Thinking: A drive to take apart a problem or a situation, and to use a logical and objective approach to understanding cause and effect. Conceptual Thinking: The drive and the ability to make connections between data and situations, to come up with ideas and concepts, and to see meanings in a mass of data or in a situation.
Developing Others: The drive and ability to support others to develop their full potential. Holding People Accountable: The drive and the ability to communicate clear expectations for performance and to ensure others deliver on agreed accountabilities. Influence: The drive and the ability to persuade and influence others to support your point of view and your position. Information Seeking: The drive to seek and uncover needed information from a range of sources. Initiative: A bias for action, and for always being one step ahead to seize opportunities and avert problems.
Inspirational Leadership: The drive and the ability to bring together and energies a team towards the achievement of shared goals. Interpersonal Sensitivity: The drive and the ability to get into others’ shoes, and understand underlying thoughts, feelings and emotions. Networking: The drive and the ability to form and sustain close, reciprocal relationships with others, in the interests of the business. Organizational Awareness: The drive to understand and use the dynamics within and across the organization and beyond, to get things done. Self Confidence: The drive to take on challenges and a belief that you can and will succeed.
Service Orientation A passion for identifying and meeting internal or external customer needs, and for providing superb levels of service. Strategic Thinking: A drive and ability to take account of the broader organization and its wider context and to plan actions to seize future opportunities and address future problems. Team Working: The willingness and eagerness to collaborate and to work seamlessly with others, toward shared goals. 2. INTERVIEWS The number of interviews that a candidate undergoes depends on the Job Band of the position.
It is extremely essential that the schedule given to the candidate is adhered to as far as possible. If due to unavoidable reasons there is a delay in the process, the candidate is informed about the delay and the reason. In case the interview needs to be re-scheduled to another date the Recruiter checks the candidate’s availability before confirming the meeting. This indicates respect for the candidate’s time, as well as conveys a sense of professionalism. The Recruiter ensures that the interviewers are given the resumes and test results well before hand and are familiar with the details of the candidate to be interviewed.
Interviewers always have a few minutes to re-read the CV before calling the candidate inside the interview room. At the beginning of the interview, the interviewer(s) introduce themselves to the candidate and thank the candidate for his interest in the ULTRATECH CEMENT LIMITED (Aditya Birla Group), at the end of the interview. After each interview, the interviewer/panel takes time to discuss and makes a note of their assessment of the candidate’s suitability. The Recruiter looks that the interview evaluation sheets are duly filled in. The candidates who make the cut will pass to the next stage of the process.
There may be cases when a candidate who has been called for more than one round of interviews is rejected before he has appeared for all the scheduled interviews or due to unavoidable reasons all the scheduled interviews cannot take place on that day. In such cases the Recruiter tactfully handles the situation indicating to the candidate that he will get back to the candidate as soon as possible. The candidate informed about the status of their candidature as soon after the interview(s) as possible. Recruiters send the Job Descriptions, CVs and Interview Assessment sheets to the Group Head Talent Staffing who will coordinate the interviews.
The interview skills that give ABG a success in its own culture/country may be perceived as rude and inappropriate by another culture or vice-versa. Some of the questions are discreetly checked, so that the candidate is not offended. These precautions help in reducing legal issues while enhancing the professionalism of the screening process. 3. SELECTION Based on the various rounds of interviews, the Interviewers/panel choose the most suitable candidate for the job and the backup choice in case the first choice does not accept the offer. All things being comparable, internal candidates have been giving preference over external candidates.
While the offer process for the first candidate is underway, the Recruiter keeps the backup candidate engaged. All other candidates are informed of the status of their candidature. The backup candidate only is informed once the first candidate accepts the offer. Once the interviewers have selected the most suitable candidate(s) to fill the vacancy, the next stage of the process consists of negotiations on Compensation, Pre- Employment Checks and the Final Offer. 1. Compensation Details OFFER PROCESS 2B. Pre Employment Checks 2A. Proposal & Negotiations 3. Offer Letter 1. COMPENSATION DETAILS
The compensation related information that was obtained during the HR Interview, serves as input for the Recruiter/Compensation Team for preparing the compensation proposal. The Recruiter also asks the candidate to supply supporting documents for the current compensation drawn. These are appointment letter, salary slips, last increment letter, etc. 2A. COMPENSATION PROPOSAL & NEGOTIATIONS The Recruiter/Compensation Team then work out a compensation proposal for the selected candidate based on various factors like internal parity, market competitiveness, the candidate’s current salary, candidate’s last increment etc.
The Recruiter discusses this proposal with the Unit HR Head and gets his sign off. He clearly knows the range within which he can negotiate. The Recruiter also clearly document all aspects of the proposal made at each stage. The Compensation proposal is shared with the candidate through Email. All communications sent to the candidate’s personal email Id, not on official Email Id even if he specifically requests so. When making the proposal to the candidate, the Recruiter explain all the aspects of Compensation ; Benefits clearly, with respect to frequency and mode of disbursement, taxability etc.
If the candidate is relocating from another location, the Recruiter discusses the relocation policy of his Unit and the assistance that the company will provide in making a smooth move. If the relocation policy for the level at which the candidate is being hired permits a reconnaissance trip for the candidate (and his family) before relocating, the same organized for the candidate. The Recruiter tries and combines the reconnaissance trip along with the final stages of the selection interviews. In the case of notice period, the candidate asked to negotiate this with his employer to ensure earliest possible release.
As a policy ULTRATECH CEMENT (ABG) gives candidate’s reasonable amount of time before joining. However, in exceptional circumstances, the Hiring Unit decides to payout the notice period based on business needs. In case there is a payout, the cost, documentation required, whether the candidate is encashing his leaves with his previous employers etc, clearly discussed with the candidate. Once the candidate joins, he asked to submit the original proofs of the payout. If the proposal is accepted by the candidate, then the Recruiter gets his acceptance of the same (by email).
If the proposal is not acceptable after negotiations within the indicated range, the Recruiter checks with the compensation team as well as the Hiring Authority if any further modification is possible. If not, the Recruiter informs the candidate accordingly and repeats the process with the backup candidate. 2B. PRE-EMPLOYMENT CHECKS Pre-Employment Checks are required to validate the candidate’s credentials and medical fitness. Medical Checks Once the offer is accepted, the candidate proves medical fitness for discharging his duties as per the Pre-Employment Health Check-up Policy.
The Recruiter informs the candidate about the medical check-up requirements for the specific Company /Unit of Aditya Birla Group for which he/she has been selected. The tests need to be done at the authorized medical centers. Reference Checks The Recruiter looks for the Reference checks. He ensures that the copy of the same is filled in the personal file of the candidate on joining. Antecedent Checks The Recruiter obtains the candidate’s authorization to carry out the checks and ask the candidate to submit the relevant documents.
The Antecedent checks, being more time consuming can take a couple of weeks to be completed. The Recruiter also informs the candidate that the offer can be revoked if any information provided turns out be misleading. These checks are conducted for all candidates selected for roles in Job Band 5 and above (the HR manager, HOD, Functional, Unit head comes in job band 5 and above) However, it is not necessary to carry out that these checks for candidates sourced through internal sources, professional contacts and ones that are well known to the hiring team. . OFFER LETTER Once the compensation proposal has been accepted and all the Pre-Employment checks have been completed, the Recruiter prepares the Offer Letter. The Offer letter states clearly that the offer is valid subject to clearance of Medical, Reference checks (if any of these are still pending due to some exceptional circumstances). Once the Reference check and Medical checks prove satisfactory, the Recruiter communicates the same to the candidate. Only then the candidate be asked to resign and provide a copy of the Resignation Acceptance letter.
The Recruiter sends 2 hard copies of the Offer Letter (along with the compensation to the candidate and ensure that he receives one copy back duly signed by the candidate as proof of his acceptance. The hard copies preferably sent to the candidate’s residential address. Once the Offer made is accepted and the joining date is agreed upon, the Recruiter informs the Hiring Manager and Unit HR Head regarding the same. 8. PRE-JOINING ACTIVITIES Pre-joining activities are geared towards setting up the First Day for success.
These activities are typically an extension of the Recruitment ; Selection process and help the selected candidate’s transition into the ULTRATECH CEMENT (Aditya Birla Group). The Recruiter /Hiring Unit continuously look out for possible opportunities to keep the candidate engaged. The organization conveys a welcoming feeling while dealing with even routine matters in all interactions with a new employee. These activities include informing /providing the new employee with the following: * Address and directions of the joining location * Office timings at the location * Dress Code at location Name and contact details of the HR person at the location * Name of Reporting Manager * Documents to carry on the 1st day * Forms to be completed on the first day * Joining Kit Ideally the joining kit and all joining related forms are sent to the prospective employee (hard copy) a week before he joins so that he can fill them up to the best of his understanding. Any doubts /queries related to the same can be addressed during the orientation. In case the prospective employee is relocating to the company location, the Recruiter works with the prospective employee and the appropriate Unit representative in managing the relocation.
The Recruiter stays in touch with the prospective employee to ensure that things are moving smoothly and that the candidate is released by the current employer and joins as scheduled. The Recruiter provides the respective HR representative at the location with the documentation relating to the prospective joinee at least one week before the date of joining. This enables him to prepare for the Orientation process. WORKING WITH CONSULTANTS ULTRATECH (Aditya Birla Group) has signed standard consultant contracts with a wide range of consultants and will continue to do so with several more.
All assignments with these consultants are governed by the contract signed with them. The following guidelines are N