RECRUITMENT AND SELECTION PROCESS OF HONDA SIEL CARS
RECRUITMENT AND SELECTION PROCESS OF HONDA SIEL CARS Honda Siel Cars translates its business strategy into a manpower plan and develops a recruitment program accordingly, which will enable it to attract and select people with the appropriate combination of experience, skills and knowledge. Objectives
The main objectives of the Recruitment Policy are outlined as follows: •
Build the Honda Siel Cars brand in the job market
•
Ensure availability of the “right” talent at the “right” time
•
Evaluate through a scientific process that ensures the right fit between the organization and the candidate.
Recruitment Procedure A. Manpower process Manpower Forecasting
1. The overall annual business plan for the company breaks down into plans and targets for each individual department. Each department calculates their grade wise manpower requirements based on the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR. 2. Based on the attrition trends and manpower requirements, all the respective Head of Departments arrive on the manpower numbers along with Head-HR and obtain on MD’S approval.
3. The projected requirements for the year must reach Head-HR, latest by the first week of January every year. Manpower Inventory
HR prepares the current manpower status of each department, including an analysis of the current manpower at each location, grade and skill summary. Identifying Manpower Gaps
The existing number of employees and their skill levels compared with the forecasted requirements to identify qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are considered. Where these options do not exist, options for recruiting from external sources are taken into account. Manpower Plans
On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan contains details on: •
Department wise numbers for transfers, retaining and promotions.
•
Department wise numbers for external recruitment.
•
The final manpower plan prepares. Once completed, it will be put up for approval by all the department heads and Managing Director.
B. Preparing Job Description and Person Specification Each position in the organization has detailed job description including the following: Description of profile to be handled Department/Location/Region Reporting relationship-Designation Whether the position is budgeted – in case of a new vacancy or replacement-
mention details of last incumbent Qualifications- Essential/Desired Position in the hierarchy/Organization Structure
C. Raising Manpower Request The hiring managers raise the manpower request using the following format and to HODs for their approval using MR form. Particulars
Details
Date of initiation
__________
JD Code
__________
Position
__________
Reporting Relationship (Designation)
__________
Location
__________
Region
__________
Date of closing the position
__________
The manpower request rises through My Single by the hiring managers.
Regional HR managers notify HO-HR and Head-HR while seeking HOD approval.
Once the vacancy is filled, My Single MRF approval in hard copy along with the signatures of Head-HR documented in the personnel file for selected candidates. Head-HR signs the manpower request form once the vacancy is filled.
All requests for a new position must be sent to HR in a Manpower Requisition
Form after approval from the HOD, Human Resource manages the process of recruitment and selection with inputs from the line function.
D. Sources of recruitment Generally the sources of recruitment are categorized into two parts: •
Internal Recruitment
•
External Recruitment Internal Recruitment:
The company believes in offering opportunities for growth and carrier progression to its employees; thus each time a requirement arises, internal recruitment is a preferred mode. For every vacancy arises below level, an option of filling the post initially is considered. HR places an advertisement on the intranet. The advertisement contains the following details: a. Job Profile b. Education qualifications, Skills, Experience c. Last date of receiving Applications d. Contact person in HR
All applications are screened for the eligibility against pre-determined criteria for the vacancy. HR prepares a list of eligible applicants and seeks approval from the respective Reporting Manager and Departmental Head. If approval is given, HR sends notification to the eligible candidates via email. Applicants who are not found eligible are also be notified as via email. Eligible candidates undergo a panel interview If no suitable applicants apply within one week from the date of posting the advertisement, external recruitment is initial. External Recruitment:
The vacancies can be filled through the following channels:
Candidates walking in/ sending their CVs directly
Job Portals
Honda Siel Cars Site (thru hrindia@Honda Siel Cars.com)
Consultants
Campus Recruitment
Hiring team work on each position as per the following: S.No.
Position
Lead time for closure
1.
Up to Asst. Manager
30 calendar days
2.
Managers
45 calendar days
3.
Sr. Manager& DGM
45 calendar days
4.
GM& Above
60 calendar days
The team spend at least 1 week in searching for the right candidate through sources
other than consultants.
Lead time calculated as follows: Date of receiving come regarding the vacancy- Date of candidate signing the LOI & committing a joining date after serving the notice period.
The lead time is communicated to the HODs/Regional Managers by Head-HR at the time of communication of the opening to HR.
Direct CVs/Job Portals/ Honda Siel Cars Site/Consultants:
The CVs received through consultants, directly received CVs, job portals& Honda Siel Cars site is stored in the CV database. Campus Recruitments:
Campus recruitment is used for fresh graduates/postgraduates who are taken as Executive Trainees and Management Trainees or for individuals joining at entrylevel positions in the company. If candidate possess less than one year of work experience, he/she treats as a fresh hire (entry level recruitment).
Trainee Schemes
Management Trainees
Depending upon the requirements projected in the manpower plan, the company recruits Management Trainees from Management Institutes in the country. Sourcing of Trainees
Management trainees are sourced from Management Institutes across the country. The selection criteria for institutes are described below: •
Campus rating through publications: HR refers to the Campus ratings published in the Business Magazines, available in the country and arrive at average campus ratings. For the current year the company will target institutes that are ranked between 15th and 20th ranks according to the ranking developed. It is further recommended that by the year 2006-2007.
•
Recruitment days given: The company gives preference to the Institutes who are willing to give either day 0, 1 or 2
•
Campus Specialization: Relevance of courses offered to the company’s business.
•
Campus Relationship: The Company develops close relationships with targeted campus by hiring large numbers, conducting events, taking summer trainees, sending senior managers for lectures etc.
Positioning of Trainees Selected trainees are positioned at the following grades: Fresh Graduates: Student with a Masters in Business Administration is placed at the
Management Trainee grades and gets confirmed in level…… After successful completion of the training period. Experience: Student with relevant work experience of 1-3 years give weight age but
takes as Management Trainee.
E. RECRUITMENT PROCESS The recruitment process for the Management trainees is as follows: HR initiates the campus recruitment process by sending the company’s
literature to the campus, one month before the proposed date of recruitment. This contains brochures of the company literature containing information about the company, the job profile and the remuneration package.
SIEL representatives to the campus include: HO HR/Regional HR Regional Manager/Regional Functional Manager Pre Placement Talks:
HR coordinates with the Placement Cell of short listed Institutes and schedule Pre Placement talks (PPT) The HR head and Regional Manager inform the Pre Placement Team. The following information is carried to the Pre Placement Talks:
A Pre Placement (PPT) for 30 minutes, covering Honda Siel Cars Corporate Video, Position Profile and growth chart, Increments, GPMS and Company policies,
Application Blanks,
Number of job openings
SELECTION PROCESS A.
Eligibility Criteria: The following eligibility criterion is used to short list applicants from various Institutes:
A CGPA of at least 6 out of 10 or its equivalent in the MBA/PGDBM program
Projects undertaken at the summer trainee/internship level B.
Screening of Application Blanks: The placement Coordinator/Administrative Offices short list candidates on the basis of predetermined eligibility criteria and send the list of short listed students to the company at least one week before the date of campus interviews. HR will then the application blanks that are received and short list them a second time according to the eligibility criteria.
C. Selection Criteria: The candidates qualifying the %/CGPA criteria are considered for the selection rounds. The weight age for the selection exercises are as un der: S.No.
Exercise
Weightage (%)
1.
Group Discussion
20
2.
Psychometric Analysis
30
3.
Panel Interview
50
D. Letter Of Intent : Selected candidates are issued a letter of intent on the spot. Appointment letters are issued upon joining. a) Trainee Scheme
Once selected, all the trainees are provided with an HR brochure that lists the details of the trainee scheme are outlined below:
Travel:
Management Trainees are provided with AC class Train Fare from home to the company. Conveyance expenses such as travel (taxi) from the Railway station to the place of posting etc. are provided.
Accommodation:
Trainees are provided with shared accommodation. Guest House is provided for one month for outstation candidates.
Training Program:
The training period is for six months. The details are given below:
A three day induction period held for all trainees by the top
Management on the vision, mission and company policies.
All trainees spend one week in each function for a period of ………….. Weeks.
Trainees undertake 2 projects in 2 other functions than their specialization.
A combined test for all the departments and functions it is
prepared by persons nominated in HO by HODs. It is conducted and evaluated by RHR and sent to HO-HR.
Detailed feedback session is conducted by HR and sent to
HO-HR and handover to respective departments/branches.
E. Performance Evaluation and Placement: Upon completion of the training period, all trainees undergo performance evaluation. Process: Trainees are required to present a report of the projects they have undertaken
to the Department Head at the end of the training period. HR schedules a performance interview for every management trainee. The
panel for interview consists of one cross- functional head, Departmental head and HR Manager. The trainee is assessed on the projects completed and a number of parameters
listed in the “Trainee Evaluation Form”. The Performance Evaluation Panel recommends a confirmation separation as
per the
trainee’s
performance.
Upon
receiving
the
evaluation
and
recommendation, HR issues a confirmation letter to the trainee confirming him/her at level.
(JOB ANALYSIS) JOB DESCRIPTION OF SUMMER GUIDE:
HUMAN RESOURCE PLANNING
•
TITLE: SENIOR EXECUTIVE-HR
•
CODE: HR/6018
•
DEPARTMENT : HUMAN RESOURCE DEPARTMENT
•
SUB DEPARTMENT: TRAINING & DEVELOPMENT
•
SUMMARY: RESPONSIBLE FOR THE DESIGN AND ADMINISTRATION OF ASSOCIATES TRAINING PROGRAM
•
DUTIES: 1. PREPARE TRAINING CALENDER 2. IDENTIFICATION OF TRAINING NEEDS 3. TRAINING NEED ANALYSIS 4. DESIGNING TRAINING PROGRAM 5. ADMINISTRATION OF TRAINING PROGRAM 6. TRAINING EVALUATION
WORKING CONDITION: NORMAL, EIGHT HOURS PER DAY, FIVE DAYS A WEEK
REPORT TO : GENERAL MANAGER, HRD
MAN POWER PLANNING:
Manpower Forecasting
1. The overall annual business plan for the company breaks down into plans and targets for each individual department. Each department calculates their grade wise manpower requirements based on the staffing norms, and provide quarterly and monthly manpower requirements to corporate HR. 2. Based on the attrition trends and manpower requirements, all the respective Head of Departments arrive on the manpower numbers along with Head-HR and obtain on MD’S approval. 3. The projected requirements for the year must reach Head-HR, latest by the first week of January every year.
Manpower Inventory
HR prepares the current manpower status of each department, including an analysis of the current manpower at each location, grade and skill summary. Identifying Manpower Gaps
The existing number of employees and their skill levels compared with the forecasted requirements to identify qualitative and quantitative gaps. Options for the redeployment through retaining, transfers, promotions are considered. Where these options do not exist, options for recruiting from external sources are taken into account. Manpower Plans
On the basis of identified gaps, HR prepares on overall manpower plan which provides adequate lead time for transfers, retaining, promotions and external hiring. The plan contains details on: •
Department wise numbers for transfers, retaining and promotions.
•
Department wise numbers for external recruitment.
•
The final manpower plan prepares. Once completed, it will be put up for approval by all the department heads and Managing Director.
ATTRITION & RETENTION INITIATIVE
At the time of Recruitment • Select the right people through competency screening. • Use psychometric tests to get people who can work at night and handle the monotony. • Offer an attractive, competitive, benefits package. • Make clear of performance enhanced incentives and other benefits. Keep these promises, later. • We can set up offices in smaller towns, or recruit from there, where opportunities are few.
At the office • An employee’s work must be communicated to him clearly and thoroughly. The details of the job, its importance, the way it should be done, maximum time that can be allotted to complete it etc., must be made clear. If there are changes to any of these, let the employee know at the earliest. • Give the employees necessary tools, time and training. The employee must have the tools, time and training necessary to do their job well - or they will move to an employer who provides them. • Have a person to talk to each employee at regular intervals. Listen and solve employee complaints and problems, as much as possible. Fairness and impartial treatment by seniors is important. Help employees manage stress, both at work and if possible, off work too. Give them special concessions, when in need. Treat the employees well & provide dignity of job. • The quality of the supervision an employee receives is critical to employee retention. Frequent employee complaints arise on this issue. • Provide the employees a stress free work environment. People want to enjoy their work. Make work and work place cheerful and fun-filled
as possible. • Make sure that employees know that their work is important for the organization. Feeling valued by their employer is key to high employee motivation and morale. • Employees must feel rewarded, recognized and appreciated. Giving periodical raise in salary or position helps to retain staff. • Offer excellent career growth prospects. Encourage & groom employees to take up higher positions/openings. If they don’t get opportunity for growth within the organization, they will look elsewhere for it. • Work-life balance initiatives are important. Innovative and practical employee policies pertaining to flexible working hours and schemes, granting compassionate and urgency leave, providing healthcare for self, family and dependants, etc. are important for most people. Worklife balance policies would have a positive impact on retaining skilled employees, as well as on attracting high-caliber recruits. • Implement competency models, which are well integrated, with HR processes like selection & recruitments, training, performance appraisal and potential appraisal.
Night shifts 1. Have doctors to advise them about health problems and the ways and means to deal with them. Provide dietary advice: - Dos and don’ts. Help them to maintain their health. 2. Organize programmes where people from other professions, who have night shifts talk to BPO employees about their experiences. Other organizations like Army, Railways, Hospitals and various government services etc., also have night shifts. 3. Organize training, counseling and development programmes for employees. Tell them that their work is important. Encourage the best performers to share their experiences with others and guide others.
The emphasis is to create the desire to learn, enjoy and be passionate about the work they do. 4. If needed, provide special lights in the office/workplace to ensure that their bodies get sufficient vitamin D. 5. One distinct disadvantage of night shifts is the sense of disorientation with friends and family members. Concentrate on this problem and develop innovative solutions and ways to deal with it. Additional holidays for work on national holidays and festivals, holidays for family functions etc., can go a long way.
