Selection Andrecruitment Process

“Study of Recruitment process in TATA Steel Ltd.
Noamundi (OMQ) division for OPR and NON - OPR”
Submitted to,
AMITY University, Kolkata
For the partial fulfilment of the award of the degree
BACHELOR OF BUSINESS
ADMINISTRATION
By
NAME: TANZIL KHAN
Enrolment Number: A90606415032
Faculty Guide: Mr. Kaushik Mitra
AMITY SCHOOL OF BUSINESS

AMITY UNIVERSITY, KOLKATA
July 2018
DECLARATION

I hereby declare that the Report entitled, ‘Study of the recruitment process in
Noamundi OMQ division for OPR and NON-OPR ’ submitted by Tanzil Khan, to the Amity
University Kolkata, in partial fulfillment of the requirement for the award of degree of Bachelor of
Business Administration ,after completing 44 days of internship with TATA Steel Ltd.
I also declare that this report is my original work and the conclusions drawn there in
are based on the material collected by myself.
The report submitted is my own work and has not been duplicated from any other
source. I shall be responsible for any unpleasure moment/situation, and prepared for academic purpose
which is part of BBA Vth semester.
TANZIL KHAN
(A90606415032)
Abstract
This report provides a study and analysis on the topic “Study of Recruitment process of
Noamundi OMQ division for OPR and NON-OPR”.
To begin with the Topic and as per the advice of my guide first of all the various function
of OMQ division was studied, like how the OMQ division supports the operation of Tata
Steel Works at Jamshedpur. Each department under OMQ division was studied with the
nos. of manpower required to run the department.
The HRM function of OMQ division was studied by focusing on the Recruitment and
Selection Process there in.
The Recruitment and Selection Process as per the vacancy arising out of various aspect
was filled up Internal and external Recruitment Process for both Officers and
Non-Officers, the existing process was studied and on the basis of the discussions with
my Industry guide senior colleagues and new practices in Recruitment and Selection a
Questionnaire was designed for survey of the defined sample i.e. Head of the department.
The data was collected and interpreted and on the analysis of the data and interaction
with some of the Senior Management People the recommendation was suggested on the
existing Recruitment and Selection Procedure.
Finally, this project gives a complete view of level of recruitment and selection
procedures in the organization. If the level of the recruitment and selection procedures is
good in the organization then it could be possible for the management to put forth the
best result from the employees.
ACKNOWLEDGEMENT

It gives me great pleasure to express my gratitude towards all the
individuals who have directly or indirectly helped me in completing the project.
First of all, I am grateful to Ms. Amita, Manager HRM (K&E), OM&Q, who
allowed me to have training in the organization.
I would like to thank to my respectable Dean Mam, Mrs. Ankita Chakraborty,

for giving me this golden opportunity to do this project.
I am equally grateful to my Faculty Guide Mr. Kaushik Mitra for

guiding me in different matters regarding the topic. He had been very kind and patient
while suggesting me the outlines of this project and correcting my doubts. I thank him for
his overall supports.
I would like to thank my parents and friends for their love and blessings and
without whose contribution it would not have been possible to choose such a prestigious
organization like TATA STEEL Ltd. (OMQ) Division.
Finally, I would like to thank all others whose strong support makes me able to
complete this project.
Date: 28.07.2018 Name-Tanzil
Khan
Place: Noamundi Enroll no.-

A90606415032
CONTENTS
CHAPTER NO. CHAPTER NAME PAGE NO.

Chapter 1 Introduction 1-7
1.1 Scope of the project 1
1.2 Objective of the project 2
1.3 Statement of Problem 3
1.4 Review of Literature 4

Introduction
People are the integral part of any organization today. No
organization can run without its Human Resources. In today‘s highly complex and
competitive situation, choice of right person at the right place has far reaching
implications for an organization’s functioning. Employee well selected and well placed
would not only contribute to the efficient running of the organization but offer significant
potential for future replacement. This hiring is an important function. The process of
hiring begins with human resource planning (HRP) which helps to determine the number
and type of people on organization needs. Job analysis and job design enables to specify
the task and duties of hobs and qualification expected from prospective job HRP, job
analysis, job design helps to identify the kind of people required in an organization and
hence hiring. It should be noted that hiring is an ongoing process and not confined to
formative stages of an organization. Employees leave the organization in search of
greener pastures, some retire and some die in the saddle. More importantly an enterprises
grows, diversifies, take over the other units all necessitating hiring of new men and
women. In fact the hiring function stops only when the organization ceases to exist.
Recruitment According to Edwin B. Flippo, recruitment is the

process of searching the candidates for employment and stimulating them to apply for
jobs in the organization‖. Recruitment is the activity that links the employers and the
job seekers. A few definitions of recruitment are: Recruitment is a process of finding and
attracting capable applicants for employment. The process begins when new recruits are
sought and ends when their applications are submitted. The result is a pool of
applications from which new employees are selected. Recruitment is the process to
discover sources of manpower to meet the requirement of staffing schedule and to
employ effective. Recruitment measures for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force. Recruitment of
candidates is the function preceding the selection, which helps create a pool of
prospective employees for the organization so that the management can select the right
candidate for the right job from this pool. The main objective of the recruitment process
is to expedite the selection process.
Company profile
TATA Steel LTD.

Established in 1907 as Asia's first Integrated Private sector
Steel company, Tata Steel Group is among the top-ten global steel companies with an
annual crude steel capacity of over 29 million tonnes per annum. It is now the world's
second-most geographically-diversified steel producer, with operations in 26 countries
and a commercial presence in over 50 countries. The Tata Steel Group, with a turnover of
Rs. 1, 48,614 crores in FY 14, has over 80,000 employees across five continents and is a
Fortune 500 company.
Tata Steel’s larger production facilities comprise those in India,

the UK, the Netherlands, Thailand, Singapore, China and Australia. Operating
companies within the Group include Tata Steel Limited (India), Tata Steel Europe
Limited (formerly Corus), Tata Steel Singapore and Tata Steel Thailand.
The Tata Steel Group’s vision is to be the world’s steel industry
benchmark in “Value Creation” and “Corporate Citizenship” through the excellence of its
people, its innovative approach and overall conduct. Underpinning this vision is a
performance culture committed to aspiration targets, safety and social responsibility,
continuous improvement, openness and transparency.
India Operations
Tata Steel founded India’s first industrial city, now Jamshedpur, where it established
India’s first integrated steel plant in 1907. The Jamshedpur Works currently comprises of
a 9.7 mtpa crude steel production facility and a variety of finishing mills.
Two new Greenfield steel projects are planned in the states of Jharkhand and
Chhattisgarh. Kalinganagar project is underway, it is set to augment production capacity
by 3 MnTPA in the first phase. Mines and collieries in India give the Company a distinct
advantage in raw material sourcing. Iron Ore mines are located at Noamundi (Jharkhand)
and Joda (Odisha) both located within a distance of 150 km from Jamshedpur. The
Company’s captive coal mines are located at Jharia and West Bokaro (Jharkhand).
Ores, Mines And Quarries
Tata Steel’s Raw Materials Division, also referred to as the OMQ (Ores, Mines & Quarries),
consists of four units -:
● Noamundi Iron Mine (NIM)

● Joda East Iron Mine (JEIM)
● Khondbond Iron Mine (KIM)
● Katamati Iron Mine (KTM)
While the OMQ fulfills 100 percent raw material needs of the Jamshedpur
Steel Works and the requirement of sister concerns, Tata Steel’s Global Minerals Group
has the responsibility for managing raw material assets across the globe. The Chromites
and Manganese mines and their operations have been amalgamated under the ‘Ferro
Alloys & Minerals Division’ that acts as a separate profit centre.
The Company’s Raw Materials operations in India are spread across the
states of Jharkhand and Orissa and more than 1500 personnel are working in different
mines of OMQ. All the four units are ISO 9001 (Quality Management System), ISO
14001 (Environment Management System) and ISO 18001 (Occupational Health &
Safety Assessment Series) certified. As steel production in India is projected to grow to
over 120 Million tons by the year 2015, expansion plans for OMQ includes enhancement
of production capacity from the current level of 13 MTPA to 18 MTPA in the coming
years.
Noamundi Iron Mine (NIM):
Location: West Singhbhum district of Jharkhand, around 126 Km from Jamshedpur.

As NIM is the headquarter of the OMQ division, the Divisional Head General Manager
(OMQ) operates from Noamundi. The mine is one of the best open cast iron ore mines in
the world having state-of-the-art and sophisticated mining operations. Continuous
improvement and up gradation of processes ensures sustainable mining and responsible
utilization of natural resources.
Joda East Iron Mine (JEIM):
Location: Keonjhar district of Odisha
Mining operations at the Joda East Iron Mine started in 1956 and it has one of the richest
deposits of iron ore. At present it employs around 400 personnel. The JEIM operations
spread over an area of almost eight sq. km and the iron ore here is of hard and massive
type and runs on top of the hill practically from end to end. Mining is done by the
conventional Open Pit Benching System but processes are constantly evolving through
innovations and knowledge management practices.
Today, with its wealth of natural resources, Odisha is the focal point of development for
many industries. Tata Steel’s involvement in the overall development of Odisha takes
everything within its fold and the Company is committed to establish the State as one of
the most advanced in the country.
Khondbond Iron Mine (KIM):
Location: Keonjhar district of Odisha, around 18 km from Joda East Iron Mine
The Khondbond mine has deposits of sponge grade iron ore and also occurrences of
manganese ore. The iron ore deposit in this mine is worked by mechanised open cast
mining in a series of 6 m high benches. The Crushing Plant at Khondbond, established in
1994, crushes the ore in three stages to produce lump ore, which is dispatched for sponge
iron making to M/s. Tata Sponge Iron Ltd. (TSIL) at Joda, while the fines are transported
to the Steel Works at Jamshedpur. At Khondbond around 115 persons are working at
present.
Katamati Iron Mine (KTM):

Location: Keonjhar district of Odisha
The Katamati lease held by the Company is the southern extension of Noamundi Iron
Mine in Jharkhand. The mine was earlier operated by manual opencast method.
Subsequently, in 2003, the mining operations were mechanized by a series of 6m high
benches. The run-of-mine ore is transported to the Noamundi Iron Mine, and processed at
the LRP Plant for Wet Processing. Around 25 personnel are engaged in this mine.
Review of Literature
NEIL ANDERSON said, Developments in personnel recruitment and selection

“technology” have been both varied and extensive in the 1980s, and a number of
overlapping and simultaneous developments are immediately apparent. Here,
“technology” refers to methods, strategies, techniques, theories and practices of staff
resourcing.
MARILYN CARROLL said, the article summarizes findings from recent case study
research into recruitment in small firms. The research aims to ascertain whether small
firms follow the procedures outlined in the prescriptive literature on recruitment, and to
what extent they rely on informal recruitment methods. It finds little evidence of the
adoption of the recommended systematic procedures and a high use of “tried and trusted”
methods including word-of-mouth recruitment and the hiring of “known quantities”. The
implications of this are examined. While these methods have certain advantages, they
may also give rise to a number of problems. The study argues that the adoption of more
formal procedures and methods could reduce staff turnover in small firms and its
associated costs. However, it concludes that many small employers would remain
unconvinced by the case for opening up recruitment channels, and may find their existing
approaches more cost effective in the short term.
DORA SCHOLARIOS said, Recruitment and selection experiences are part of a process
of pre-entry organizational socialization, also known as anticipatory socialization.
Graduates are susceptible to such effects as their socialization through exposure to
professional employers begins during training. Employers’ practices are thought to
contribute to the formation of realistic career expectations and the initial psychological
contract between graduates and employers. The present study found that students in
traditional professions reported greater exposure to employers than students in an
emerging profession through work activities, more proactive engagement in recruitment
events, and more extensive experience of selection processes at similar stages of study.
Greater activity, in turn, was related to career expectations, including varying levels of
commitment to an interest in the profession and career clarity.
MARIEKE VAN DEN BRINK said, the purpose of this research is to show that upward
mobility of female academics in regular selection procedures is evolving extremely
slowly, especially in The Netherlands. This paper aims at a more profound understanding
of professorial recruitment and selection procedures in relation to gender differences at
Dutch universities.
JERRY HALLIER said, The recruitment of young, “green” workers has long been
recognized as a defining characteristic of the Greenfield site. Extends understanding of
how person-centered recruitment, with its emphasis on employee acceptability,
disadvantages the older Greenfield applicant. Whether it is a new high commitment or
customer service site, worker age is shown to combine with the conventional recruitment
criteria of skill, class and gender to constitute an excluded labor segment. In its superior
capacity to shape workforce composition, Greenfield person-centre recruitment is shown
to be important to understanding the ways in which managerial control is pursued and
exercised more widely than within the labour process. Leopold and Hallier’s framework
of Greenfield types is also modified to encompass new customer service sites where
acceptability recruitment is critical to Greenfield employer’s labour relations strategies.
Research Methodology
Research Objective
The objective of project is to study about the Recruitment and Selection procedures
followed at Tata Steel Limited.
Scope
● The scope/range of the project is limited to the OMQ( Ores, Mines and Quarries)-
Raw material division of Tata Steel which inludes Noamundi, Katamati, Joda
East and Khonbond iron mines.
● This study will be useful to find out the different sources and techniques used in
the recruitment and selection procedures.
● The company understands effective sources in recruitment and selection

procedures.
● This study will be useful to interview and test short-listing candidates.
● This study can be used as a base for further research in this area
LIMITATIONS OF THE STUDY

● Due to some reluctant behavior it was very difficult to collect the data from the
respondents.
● The study was made only with limited number of samples.
● A major limitation as most of them too busy during working hours, the survey
only on the allotted time.
● Time constraint was the major limitation of the study, due to this, in depth study
of the area was not possible.
● Since the samples are limited to Tata Steel Limited, the results of the study
cannot be predicted as accurate one.
Methodology
The Research Design undertaken for the study is Descriptive one.
Primary Data Source

The major source of primary data collection was collected by the Human Resource
Policies of OMQ Division,TATA Steel LTD.
Secondary Data Source

Secondary data is collected from , registers, records, journals, articles, and Annual
Reports of the organization.
QUESTIONNAIRE CONSTRUCTION:
Questionnaires were constructed based on the following types
● Close ended questions
● Multiple choice questions
SAMPLING PLAN:
A sampling plan is a definite design for obtaining a sample from the sampling frame. It
refers to the technique or the procedure the researcher would adopt in selecting some
sampling units from which inferences about the population is drawn. Sampling design is
determined before any data are collected.
SAMPLING METHOD:
Simple Random Sampling
POPULATION SIZE:
Totally 2100 employees are working in Tata Steel Ltd. OMQ Division.
SAMPLE SIZE:
Totally 150 samples are taken in Tata Steel Limited, OMQ Division
List of Tables
TABLE NO
TABLE NAME
4.1.1 GENDER OF THE RESPONDENTS
4.1.2 MARITAL STATUS OF THE RESPONDENTS
4.1.3 AGE OF THE RESPONDENTS
4.1.4 EXPERIENCE OF THE RESPONDENTS
4.1.4 QUALIFICATION OF THE RESPONDENTS
4.1.6 OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
THE SOURCES USED BY THE ORGANISATION TO RECRUIT

4.1.7 THE CANDIDATES
OPINION TOWARDS RECRUITMENTS STRATEGY

4.1.8
OPINION TOWARDS INTERNAL RECRUITMENT
4.1.9
OPINION TOWARDS RECRUITMENT STRATEGIES
4.1.10
OPINION TOWARDS SELECTION PROCEDURE
4.1.11
4.1.12 RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
COPE UP WITH THE ROUNDS

4.1.13
4.1.14
RESPONDENTS FEEL TOWARDS SELECTION ROUNDS
4.1.14 RESPONDENTS COMFORTABILITY TOWARDS TESTS

OPINION TOWARDS DURATION OF SELECTION PROCESS
4.1.16
OPINION TOWARDS IMPROVEMENT IN THE PRESENT
4.1.17 ROUNDS
OPINION TOWARDS DESCRIPTION ABOUT THE JOB

4.1.18 DURING RECRUITMENT AND SELECTION PROCESS
OPINION TOWARDS SHORT LISTING THE CANDIDATES

4.1.19
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS
4.1.20 AND WANTS
OPINION TOWARDS TERMS AND CONDITION OF

4.1.21 APPOINTMENT LETTER
OPINION TOWARDS FULFILLING THEIR NEEDS AND

4.1.22 WANTS
4.1.23 OPINION TOWARDS REFERENCE CHECK
4.1.24 OPINION TOWARDS INDUCTION TRAINING
4.1.24 MEDICAL EXAMINATION DURING THE SELECTION

PROCESS
RESPONDENTS SATISFACTION LEVEL TOWARDS INITIAL

4.1.26 JOB OFFER
TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING

4.1.27 (OR) REJECTING THE JOB OFFER
RECRUITMENT OF EFFICIENT AND QUALITATIVE

4.1.28 CANDIDATES IN GROUPS
ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE

4.1.29 COMPANY
TABLE NO CHART NAME
4.1.1 GENDER OF THE RESPONDENTS
4.1.2 MARITAL STATUS OF THE RESPONDENTS
4.1.3 AGE OF THE RESPONDENTS
EXPERIENCE OF THE RESPONDENTS

4.1.4
QUALIFICATION OF THE RESPONDENTS
4.1.4
OPINION TOWARDS RECRUITMENT OF THE CANDIDATES
4.1.5
THE SOURCES USED BY THE ORGANISATION TO RECRUIT
4.1.7 THE CANDIDATES

4.1.8
4.1.9
4.1.10
4.1.11
RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS
4.1.12
4.1.13
4.1.14
RESPONDENTS COMFORTABILITY TOWARDS TESTS
4.1.15
4.1.16
OPINION TOWARDS IMPROVEMENT IN THE PRESENT
4.1.17 ROUNDS
OPINION TOWARDS JOB DURING PROCESS

4.1.18
4.1.19
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS
4.1.20 AND WANTS
OPINION TOWARDS TERMS AND CONDITION OF

4.1.21 APPOINTMENT LETTER
OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS

4.1.22
OPINION TOWARDS REFERENCE CHECK
4.1.23
OPINION TOWARDS INDUCTION TRAINING
4.1.24
MEDICAL EXAMINATION DURING THE SELECTION
4.1.25 PROCESS
RESPONDENTS SATISFACTION LEVEL TOWARDS INITIAL

4.1.26 JOB OFFER

4.1.27
RECRUITMENT OF EFFICIENT AND QUALITATIVE
4.1.28 CANDIDATES IN GROUPS

4.1.29 COMPANY
Analysis and
Interpretation
TABLE NO: 4.1.1

GENDER OF THE RESPONDENTS
SI.No PARTICULARS NO OF RESPONDENTS PERCENTAGE
1. Male 85 66.4
2. Female 43 33.6
100
Total 128
INFERENCE:
From the above table it is inferred that 66.4 percent of the respondents are male and the
remaining 33.6 percent of the respondents are female.
CHART NO: 4.1.1

GENDER OF THE RESPONDENTS
TABLE No: 4.1.2

MARITAL STATUS OF THE RESPONDENTS
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTAGE
1. Married 72 56.3
2. Unmarried 56 43.8
TOTAL 128 100

INFERENCE:
The above table it is inferred that 52.3 percent of the respondents are married and the
remaining 43.8 percent of the respondents are unmarried.
CHART No: 4.1.2
MARITAL STATUS OF THE RESPONDENTS
TABLE No: 4.1.3

AGE OF THE RESPONDENTS
SI.No PARTICULARS NO. OF. RESPONDENTS PERCENTAGE
1. 18-25 Years 43 33.6
2. 26-35 Years 18 14.1
3. 36-45 Years 45 35.2
4. above 45 Years 22 17.2
TOTAL 128 100

INFERENCE:
The above table shows that 35.2 percent respondents comes under the age of 36-45, and
14.1 percent of the respondents comes under the age of 26-35 years which shows that
middle age group people exists in the organization.
CHART N: 4.1.3
AGE OF THE RESPONDENTS
TABLE No: 4.1.4
1. 0-2 Years 33 25.8
2. 3-5 Years 37 31.3
3. 6-8 Years 28 21.9
4. above 8 Years 27 21.1
TOTAL 128 100

INFERENCE:
The above table shows that 31.3 percent respondents comes under the experience of 3-5
years, and 21.1 percent of the respondents comes under the experience of above 8 years
which shows that middle experience group people exists in the organization.
CHART No: 4.1.4
TABLE No: 4.1.5
1. SSLC 42 32.8
2. HSC 25 19.5
3. ITI/DILPLOMA 32 25.0
4. UG/PG 29 22.7
TOTAL 128 100

INFERENCE:
From the above given table it is inferred that 32.8 percent are of the respondents are from
SSLC and 19.5 percent are the respondents are HSC.
CHART No: 4.1.5
TABLE No: 4.1.6
1. Based on Need 61 47.7
2. Based on Vacancy 39 30.5
3. Based on Transfer 28 21.9
TOTAL 128 100

INFERENCE:
The above table depicts that 47.7 percent of the respondents are recruited based on need,
and 21.9 percent of the respondents are recruited based on transfer within the company.
CHART No: 4.1.6
TABLE No: 4.1.7
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE

CANDIDATES
1. By Advertisement in Local Newspaper 27 21.1
2. Through Consultancy 28 21.9
3. Through Colleges 34 26.6
4. Through Reference 17 13.3

5. Through Online 22 17.2
TOTAL 128 100
INFERENCE:
It inferred that 26 percent of the respondents are recruited through colleges and
13.3 percent of the respondents are recruited through reference.
CHART No: 4.1.7
THE SOURCES USED BY THE ORGANISATION TO RECRUIT THE

CANDIDATES
TABLE No: 4.1.8
1. Always 38 29.7
2. Often 22 17.2
3. Sometimes 34 26.6
4. Rarely 27 21.1
5. Never 7 5.5
TOTAL 128 100
INFERENCE:
It depicts that 29.7 percent of the respondent are of the view that effectively use
recruitment strategies in the company, only 7 percent of the respondent never use
recruitment strategies effectively in an organization.
CHART No: 4.1.8
TABLE No: 4.1.9
1. Always 46 35.9
2. Often 26 20.3
4. Rarely 20 15.6
5. Never 16 12.5
TOTAL 128 100
INFERENCE:
It is inferred that the according to 35.9 percent of the respondents, company

always uses internal recruitment and remaining 12.5 percent of the respondents said
“never’.
CHART No: 4.1.9
TABLE No: 4.1.10

1. Excellent 32 25.0
2. Very Good 34 26.6
3. Good 26 20.3
4. Fair 14 10.9
5. Poor 22 17.2
TOTAL 128 100
INFERENCE:
The above table shows that as per 26.6 percent of the respondents, company
strategies for recruitment are very good and as per 17.2 percent of the respondents, it is
poor.
CHART No: 4.1.10
TABLE No: 4.1.11
1. Highly Satisfied 25 19.5
2. Satisfied 44 34.4
3. Neutral 29 22.7
4. Dissatisfied 20 15.6
5. Highly Dissatisfied 10 7.8

TOTAL 128 100
INFERENCE:
From the above table it is inferred that 34.4 percent of the respondents are
satisfied with the selection process and 7.8 percent of the respondents are highly
dissatisfied.
CHART No: 4.1.11
TABLE No: 4.1.12

1. 2 Rounds 66 51.6
2. 3 Rounds 34 26.6
3. 4 Rounds 28 21.9
TOTAL 128 100

INFERENCE:
From the above table it is inferred that 51.6 percent of the respondents are facing
the 2 rounds and 21.9 percent of the respondents are facing 4 rounds in an organization.
CHART No: 4.1.12
TABLE No: 4.1.13

1. Yes 75 58.6
2. No 53 41.4
TOTAL 128 100

INFERENCE:
From the above table it is inferred that 58.6 percent of the respondents that they are able
to cope up with the rounds and 41.4 percent of the respondents not able to cope up with
the rounds in an organization.
CHART No: 4.1.13
TABLE No: 4.1.14
1. Easy 59 46.1
2. Average 37 28.9
3. Critical 32 25.0
TOTAL 128 100
INFERENCE:
From the above table, it is clear that 46.1 percent of the respondents feel that selection
rounds are easy and 28.9 percent of the respondents feel they are average.
CHART No: 4.1.14
TABLE No: 4.1.15
1. Aptitude Test 45 35.2
2. Personal Interview 54 42.2
3. Practical Test 29 22.7

TOTAL 128 100
INFERENCE:
From the above table it is inferred that 42.2 percent of the respondents are comfortable
with personal interview and only 22.7 percent of the respondent comfortable with
practical test in an organization.
CHART No: 4.1.15
TABLE No: 4.1.16
1. Very Lengthy 52 40.6
2. Neither Lengthy/Nor Short 35 27.3
3. Short 41 32.0
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 82 percent of the respondents feel that the
duration of the selection process is short and 5.6 percent of the respondent feel that the
duration of selection process is very lengthy.
CHART No: 4.1.16
TABLE No: 4.1.17
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
1. Aptitude Test 43 33.6
2. Technical Round 31 24.2
3. Personal Interview 54 42.2

TOTAL 128 100
INFERENCE:
From the above table it is inferred that 33.6 percent and 24.2 percent of the respondents
must be improved the rounds in aptitude test and technical round, 42.2 percent of the
respondent to feel better in the personal interview in an organization.
CHART No: 4.1.17
OPINION TOWARDS IMPROVEMENT IN THE PRESENT ROUNDS
TABLE No: 4.1.18
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING

RECRUITMENT AND SELECTION PROCESS

1. Always 40 31.3
2. Often 26 20.3
4. Rarely 24 18.8
5. Never 20 15.6
TOTAL 128 100
INFERENCE:
The above table shows that the company always describes the job profile in detail 31.3
percent of the respondents and as per 14.1 percent of the respondents, it is only
sometimes
CHART No: 4.1.18
OPINION TOWARDS DESCRIPTION ABOUT THE JOB DURING

RECRUITMENT AND SELECTION PROCESS
TABLE No: 4.1.19

3. Short 46 35.9
TOTAL 128 100
INFERENCE:
The above table explains that as per 35.9 percent of the respondents, the duration (or)
time taken by the organization to short listing the candidates is short and as per 26.6
percent of the respondents, it is lengthy.
CHART No: 4.1.19
TABLE No: 4.1.20
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS

3. Short 48 37.5
TOTAL 128 100
INFERENCE:
From the above table it is inferred that 37.5 percent of the respondents responded that HR
fully considered their needs and wants and 26.6 percent of the respondents responded that
HR is partially considered their needs and wants.
CHART No: 4.1.20
OPINION TOWARDS CONSIDERATION OF THEIR NEEDS AND WANTS
TABLE No: 4.1.21
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
1. Highly Comfortable 49 38.3

2. Uncomfortable 44 34.4
3. Highly Uncomfortable 35 27.3
TOTAL 128 100
INFERENCE:
The above table shows that level of satisfaction of the respondent towards the terms and
condition undergone in the company. It inferred that 38.3 percent of the respondents are
highly comfortable with the terms and condition 34.4 percent and 27.3 percent of the
respondents are Uncomfortable and Highly Uncomfortable with terms and condition of
appointment letter.
CHART No: 4.1.21
OPINION TOWARDS TERMS AND CONDITION OF APPOINTMENT LETTER
TABLE No: 4.1.22
1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table shows whether the present offer letter is helpful in achieving the goals of
the company, it depicts that 53.1 percent of the respondents said that present offer letter is
helpful in letter achieving the goals and the remaining 46.9 percent of the respondent said
that the fails to fulfill the individual and personal goal.
CHART No: 4.1.22
TABLE No: 4.1.23

1. Always 40 31.3
2. Often 22 17.2
4. Rarely 20 15.6
5. Never 23 18.0
TOTAL 128 100
INFERENCE:
The above table shows that the company always to reference check as per 31.3 percent
of the respondents and 15.6 percent of the respondents said it is “rarely”.
CHART NO: 4.1.23
TABLE No: 4.1.24

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING

2. Satisfied 32 25
3. Neutral 23 18
4. Dissatisfied 23 18
TOTAL 128 100
INFERENCE:
The above table mentions that satisfaction level of induction training conducted by the
organization, it depicts that 25 percent of the respondent are satisfied with induction
training conducted by the company and 16.4 percent of the respondent are highly
dissatisfied with induction conducted by the organization.
CHART No: 4.1.24

RESPONDENTS OPINION TOWARDS INDUCTION TRAINING
TABLE No: 4.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
SI.No PARTICULARS NO .OF. RESPONDENTS PERCENTGE

1. Yes 68 53.1
2. No 60 46.9
TOTAL 128 100
INFERENCE:
The above table mentions that 53.1 percent of the respondents said “yes” about the
conduction of medical examination and 46.9 percent of the respondents said “no”.
CHART No: 4.1.25
MEDICAL EXAMINATION DURING THE SELECTION PROCESS
TABLE No: 4.1.26

SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER

2. Satisfied 56 43.8
3. Neutral 17 13.3
4. Dissatisfied 18 14.1
5. Highly Dissatisfied 13 10.2
TOTAL 128 100
INFERENCE:
The table depicts that 43.8 percent of the respondent are satisfied with initial job offer
letter is satisfied by the company and 10.2 percent of the respondent are highly
dissatisfied with initial job offer letter by the organization.
CHART No: 4.1.26
SATISFACTION LEVEL TOWARDS INITIAL JOB OFFER
TABLE No: 4.1.27

SI.No PARTICULARS NO. OF RESPONDENTS PERCENTAGE
1. Yes 84 65.6
2. No 44 34.4
TOTAL 128 100
INFERENCE:
The above table shows that 65.6 percent of the respondents said “yes” and accepts that
the company provides sufficient time for accepting (or) rejecting the initial job offer and
34.4 percent of the respondents said “no”.
CHART No: 5.1.27
TABLE No: 4.1.28

RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN
GROUPS

1. Yes 76 59.4
2. No 52 40.6
TOTAL 128 100
INFERENCE:
The above table shows that recruitment of efficient and qualitative candidates in groups
59.4 percent of the respondents said “yes” and accepts that the company has recruited
efficient and qualitative candidates in their groups and remaining 40.6 percent of the
respondents said “no”.
CHART No: 4.1.28
RECRUITMENT OF EFFICIENT AND QUALITATIVE CANDIDATES IN

GROUPS
COMPANY
TABLE No: 4.1.29
Factors Recruiter Recruiter Skill Recruiter Response To Recruiter

Knowledge Communication Candidate Motivation
To The
Candidate
X1 XW1 X2 XW2 X3 XW3 X4 XW4 X5 XW5
W
Excellent
5 30 150 35 175 44 220 38 190 29 145
Very Good
4 18 72 24 96 23 92 27 108 23 92
Good
3 50 150 39 117 20 60 22 66 34 102
Faire
2 12 24 21 42 29 58 24 48 24 48
Poor
1 18 18 9 9 12 12 17 17 18 18
TOTAL 128 414 128 439 128 442 128 429 128 405
C.W 3.722 3.638 3.240 4 3.398
RANK 4 2 1 3 5
INFERNCE:
From above table it is inferred that the respondents rank first place to recruiter
communication and second place recruiter skill and third place response to candidate and
fourth place recruiter knowledge to and fifth place to recruiter motivation to the
candidate.
Abbreviations

IRP- Internal Recruitment Process
ERP- External Recruitment Process
FAMD- Ferro Alloys & Minerals Division
OMQ- Ores Mines &Quarries
OPR- Officers Payroll
NOPR-Non- Officers Payroll
RM-Raw Material
VP-Vice President
BU-Business Unit
GM- General Manager
PSD- Productivity Service Department
IL- Impact level
VP HRM- Vice President Human Resource Manager
VP RM- Vice President Raw Material
OG- Old Grade
NG- New Grade
CHRM-Chief HRM
GD- Group Discussion

SAP- System Applications,Produts in data processing
ENGG- Engineering
TM-Talent Management.
Chapter-1

External Recruitment of Non

Officers Payroll
Procedure for External Recruitment for N.OPR in RM & FAMD
1. In case the vacancy in Standard Force is not filled internally by the respective RM &
FAMD Management sanction is obtained for filling the said vacancy through external recruitment.
2. First the position is advertised as per existing employment procedure of respective
Locations i.e. employee wards followed by intimation to employment exchange and Press
advertisement.
3. Advertisement in newspaper shall be published through Corporate Communication only.

Before the advertisement approval for the costs and newspapers to be published should be taken
from GM/VP RM.
4. Advertisement should clearly mention the minimum qualifications and other eligibility
criteria as per the cadre scheme and other agreements of the respective division. Requirements (if
any) of statutory certificate should also be mentioned courses approved by the Company or any
specific agreement as may be applicable.
5. Respective Chief HRM/ Head HRM of the Division may nominate officer(s) from HRM
team along with the Ho Dy representative of the department where recruitment is to be made for
scrutiny of applications received.
6. Reasons for rejection should be clearly mentioned by the officer doing the scrutiny.
7. Post scrutiny, details of applications received, rejected and list of candidates eligible for
selection process to be placed to respective Chief/Head HRM of the division for reference.
8. A committee of subject matter experts along with BU-HRM is constituted under the
signature of respective Chief Head (HRM) for setting question papers for written/practical tests
wherever required. In case there is any requirement of external expertise either for preparing
questions or otherwise an approval from the concerned GM will be obtained.
9. Eligible candidates shall be intimated regarding date, time, venue of written test.
10. Interview committee for selection process is constituted by GM of the respective

RM/FAMD comprising of minimum three members.
11. Selection committee will organize practical test (if required) and BU HRM to facilitate the
process.
12. Candidates who qualify in the written exam to be called for practical/job test (depending
upon position) & interview subject to a minimum qualifying marks of 50% in the written test.
Incase required number of candidates don't obtain 50% marks, then qualifying marks can be
reduced by 10 (maximum) subject to written approval of concerned General Manager.
13. The result of written test must be declared within 15 days & must be prominently
displayed in a notice board. BU HRM to ensure that the shortlisted candidates are intimated
regarding the date, time and venue of the interviews ten days in advance.
14. Panel to be kept only if there is a likely vacancy in the coming 6 months & the list
should be kept confidential.
15. The respective RM & FAM divisions to use the evaluation sheets in annexures for
personal interview- Annexure-A; Final score sheet (basis for selection) Annexure-B
16. The final result of the selection shall be put to the GM of the respective Division for his
approval.
17. In case a selected candidate fails to joins on or within 45 days after the given date of
joining, his appointment letter shall be treated as withdrawn.
18. Final appointment will be subject to medical fitness as per the Company's policy.
19. If a candidate is selected as trainee, the performance will be reviewed by concerned
Chief HoD after six months and again at the end of the training period ice before
confirmation. Format for review will be Annexure-C.
20. If a candidate is selected as a permanent employee, he/she shall be put on probation
for six months during which his performance will be reviewed before confirmation
Maximum extension of probation can be given for three months at a time and up to maximum
of six months.
21. Any exceptions to the above procedure will take place only after specific approval from
Chief (HRM) RM.
Internal Recruitment of OPR (Officers Payroll)

Objective
The objective of the policy is to streamline the Internal Recruitment Process to :
a)Provide Career Opportunities to officers in the Organization through promotions, transfers/

rotations.
b) To have a transparent and fair process for internally filling up the vacancies.
Scope
This Procedure is applicable for all officers’ positions from IL6 to IL3 within TATA
Steel India in Impact level Structure.
Procedure
A) Guidelines for filling up of vacancies for positions IL3, IL4, IL5 & IL6
a) When vacancy in a department, executives in the organization who need to be

rotated in the same level within same cluster will be considered first for internal
discussion. Next, Executives who to be rotated across cluster need will be considered first
for internal discussion. Next, Executives who need to be rotated across clusters will be
considered through JCP (Job Rotation and Career Planning). This will be facilitated by
BU-Talent Management through JRCP.
b) Eligibility for Lateral Transfer through IRP: Minimum of 2 (two) years at current
position.
c) In case the vacancy is not filled by (a),then the position should be advertised as
per Internal Recruitment Process (IRP) guidelines
B) Selection Process
a) Eligibility for Promotion: The scope of the document is for promotion/rotation for IL6 to IL3.
Promotion Minimum Work Experience Required
IL6 to IL5 Minimum 4 (Four) years in the current level
IL5 to IL4 Minimum 3 (Three) years I the current level
IL4 to IL3 Minimum 3 (Three years in the current level
b) Advertisement
The advertisement shall be put up on the internet for a minimum period of 6 (six)
working days (excluding Sunday other paid holidays in the enclosed JD format. This
would be open for Tata Steel Officers only. Employees from other group companies or
under contract are not eligible to apply. However, Officers on Deputation/Secondment
will governed as per guidelines on Depudation/Secondment.
c) Scrutiny of Candidates application
The concerned BU HRM will scrutinize the application based on the MQ & other
eligibility criteria as specified in Job Description.
d) Post the scrutiny of applicants, eligible candidates will be called for the selection
process. There is no need to seek approval for release of candidate from the concerned
current superiors for promotion. The parent department can hold the release of the selected
candidate for a period not exceeding two month from the date of declaration of result to
arrange a suitable replacement.
e) However, for lateral transfer approval need to be taken from concerned Chief/HOD to
appear in the selection process.
f) Group Discussion
When the number of applicants is > Eight, it is advisable to conduct a Group

discussion/Case Study. The topic for discussion should be relevant to the position for
which interview being conducted.
g) Personal Interview
Level Chairman Members Member Secretary

Concerned IL1 Members: Two BU HRR
IL3
A)One Functional Expert (IL2) from (IL2/IL3/IL4/IL5)
parent department
B) one panel member (IL20 should

be external to the division.
IL4,IL5,IL6 Concerned Chief Members:2 Functional experts(One BU HRM

member from parent department & (IL3/IL4/IL5)
(IL2)
other member should be external to
department)
By a properly constituted Selection Committee’s) Selection Committee.
The guidelines for constituting the selection committee are as follows:

i) For selection into IL3, post interview, approval needs to be sought from the MD/GED
through VP (HRM) by the concerned Chief HRM.
j) It is required to conduct Standardized Feedback session for candidates, who were not
selected in the final interview. This would be arranged by concerned BU HRM with one
of the panel members (functional expert) of the Selection Committee. This needs to be
completed before the date of declaration of result.
k)Post the completion of the selection process(final Interview ),if the candidates refuses
to take up the offer (Lateral or Promotion )the concerned officer shall be debarred for
next two years from the date of declaration of results from appearing/participating in the
Internal Recruitment Process.
l) SAP-HR
The advertisement would be put up through SAP-HR on the Intranet OPR

Career site by the concerned BU HRM
All Scrutiny, Call letters, Regret letters Selection intimations are to be done on
SAP-HR. Providing alert on mobile through SMS may be done in case of
exigencies. This would be the responsibility of the concerned BU HRM.
C) Guidelines for Lateral Hires/ Group Transfers
a) Officers recruited laterally at IL5 & IL6 positions, who would have at least two-years
of prior ‘Relevant Work Experience’, will be eligible to apply for IL4 & IL5 positions on
completing two and three years in their respective level. This would also be applicable
for officers who are transferred from other Group companies.
b)Relevant Work Experience of the candidate should be ascertained & noted at the time
of recruitment/selection interview itself by the concerned panel & a consent to this effect
should be taken from the candidate.
c) In case of re-entry through Group Transfer/Secondment
i) If the officer returns to the same level at which he/she had left TSL,then his/her total
experience in TSL+Group Company shall be taken into account for ascertaining
eligibility for the next level.
ii)If the officer, returns to the higher impact level ,he/she will be required to spend the
stipulated period in his/her new impact level before eligible for the next level.
D) Cadre Employees
Cadre (other than MTTs: BE/BTech- Steel Operation,RM,Env Engg,Systems etc) from
the Campus joining at IL5,who have at least two years of prior “Relevant Work
Experience’ in the same domain / function will be eligible to apply for IL4 position on
completing two years in their respective level. Issues pertaining to relevant work
experience need to be clarified from Chief Group HR. This would be applicable for TAS
also .However for TAS, experience post their joining as TAS, shall be accounted for
eligibility consideration for IL4.
E) Guidelines for Officers returning from Secondment/Deputation
a) Officers on Deputation are eligible to apply for positions in the next higher level as per
their Eligibility at any point of time during the deputation period.
b) Officers under Secondment (International) are eligible to apply or will be considered

for the positions through Internal Recruitment Process, 6 (Six) months prior to the end of
their secondment period. This would be facilitated by respective BU HRM &
International Compensation team.
c) Eligibility would be based on the level at which the officer left for secondment & the
period of secondment.
d) Promotion during re-entry (Secondment/Deputation) can only happen through the

Internal
Recruitment Process.
F) Restriction on no. of attempts in a financial year for promotion/lateral transfer

through IRP
The no. of attempts will be restricted to 5 (five) times in a financial year for an Officer
applying toIL6/IL5/ILAZIL3 positions for Promotion Lateral Transfer through IRP in
own function/other functions.
G) Approval of PSD for advertising any IL5 position through IRP
Approval of PSD for internal advertisement of IL5 position through IRP is not mandatory
provided the position lies within the approved/sanctioned force. However, PSD to be kept
posted by respective BU HRM prior to release of such advertisement.
H) Short listing of candidates for IL3/ILA/IL5 positions)
It is required to shortlist > 3 (three) candidates (provided being found suitable in the
selection process) for final round of interview at the level of Chairman Selection
Committee. However, in case <3 (three candidates have applied/eligible for selection
process, the interview to be held directly at the level of Chairman Selection Committee.
I) Guidelines for Rehire Cases
In case of rehire, wherein the officer rejoins at the same level, the total period spent by an
officer in an impact level (in the earlier stint & current stint & in the same function) will
be counted for the purpose of eligibility of promotion to next higher impact level
provided he/she completes at least 1 (one) year of service in his/her current level after
rejoining.
J) Guidelines for Officers returning from Study leave (CIP/SIP)
This will be guided thru Directed learning Policy.
K) Succession Planning through Internal Recruitment Process
a) All the Retiring officers will be informed (One) year in advance by HRM Services
with an intimation to their respective Chiefs/HODs.
b) For IL3 & IL4 positions: The Internal Recruitment Process should initiate 6 (six
months prior to superannuation of the concerned officer so that Successor is identified &
placed in a temporary Box, 3 (Three) months prior to date of superannuation of officer.
L) Authorized Signatory for issue of circular related to Promotion/ Rotation
Promotion Rotation
Authorized Impact Level Authorized

Signatory
Impact Signatory
Level
IL2 MD/GED IL2 MD/GED
Within
Division
IL3 Respective IL1/VP IL3 Respective IL1
HRM
IL4/IL5 Respective Chief IL4/IL5/IL6 Respective Chief HRMs

HRMs
Across IL2 MD/GED IL2 MD/GED
Division IL3 VP HRM IL3/IL4/IL5/IL6 VP HRM
Release of circular (Promotion /Rotation) : to release of circular, the respective BU

HRM should ensure information to (a) the concerned candidate; (b) respective Superior
& Chief HRM of releasing & receiving department/division; (c) respective IL1s.
M) Functional Experience criteria one advertised position
It is mandatory to have the 'Functional Experience' criteria as applicable for the

advertised position/ cluster mentioned in the OJP and should clearly form the basis for
short listing.
N) Guidelines for lady officers proceeding on Maternity Leave
a) A Lady Officer who applies for a position during the maternity leave, in a way, gives
her consent for the process knowing the facts that the selection process would start near
soon.
b) Section 4 (1) & (2) of The Maternity Benefit Act 1961 puts restriction on both
employer and employee for employment/working during the six weeks immediately
following the day of her delivery. Here in this case, appearing for an internal interview
does have a nexus with the employment/work, not directly though.
c) The concerned individual would be given reasonable opportunity to appear for the
interview
considering that she is on the "post-natal" stage which is "restricted" stage as mentioned
in the point .# (b). By any means, it should not be construed as if she was
forced/compelled for appearing in the interview.
d) The concerned individual has to submit a declaration on her consent for appearing in
the interview on her free will and without under any duress.
O) Other Process Guidelines
a) The expected cycle time for OJP would be 30 (Thirty) working days (i.e. from the Date
of
Advertisement to Selection).
b) In case an officer fails to apply during the period in which advertisement was put up
on Intranet, Special Sanction need to be taken from the concerned Chief HRM-
RM/SteeVKE& PC citing valid reasons for allowing him/her to apply. However, this
would be allowed if scrutiny is still under process. No such request shall be entertained if
the process has moved into Step 4 of Selection Phase.
Phase Task Cycle time
Step 1 Advertisement for Inviting Application 6 (Six) Working days
Step 2 Scrutiny by the concerned BU HRM 4 (Four) Working days
Step 3 Release intimation (if required) 4 (Four) Working days
Step 4 Intimation of scrutiny to applicants 4 (Four) Working days
Step 5 Selection Process (GD/Interview) 7(Seven) Working

days
Step 6 Selection Announcement (Approval/Circular) 5(Five) Working days

● It is essential for BU HRMs’ to complete all the aforesaid steps on SAP HR
c) If, post scrutiny (Step 2), there is only a single eligible candidate, an approval need to
be taken from the concerned Chief HRM-RM/Steel KE&PC to continue with the process.
However, it is important to close the Internal recruitment process before a need for
external recruitment is expressed.
d) Promotion from IL6 to ILS
Based on the MQ & other eligibility criteria, existing IL6 are eligible to apply
beyond their
functional clusters for promotions into IL5.
However, Lateral movement of IL6 will happen only within the functional cluster,
they are in subject to spending a minimum of 2 (two years in the position.
e) Officers with Performance rating S2 'B' in the last assessment cycle shall not be
considered for promotion. However, they would be eligible to apply for a parallel transfer
through Internal
f) Safety performance & behavior are important criteria of Individuals performance. This
should be discussed during the selection process.
g) Officers with > 3 (three) Safety violations (Road & Workplace) in the last 12 (twelve)
months from Officers) the last date of application will not be eligible to apply for
opportunities through OJP for a period of one year from the date of 3 incident. (Ref:
Safety Consequence Management Guidelines for Officers)
h) Officers who have signed a bond on account of Foreign Training need to spend the
requisite time as per the terms & conditions of policy before they move from the current
role. Such officers are not eligible to apply for opportunities through Internal Recruitment
Process.
i) Officers who have less than a year of service left from the date of retirement (as on the
last date of application) are not eligible to apply for opportunities through the Internal
J) Officers on Study or Sabbatical leave are eligible to apply provided they are available
to join in 360 (sixty) days from the date of advertisement. This would be facilitated by
respective BU HRM .
K) Panel of Suitable Candidate
i) It is advisable to keep 'On Panel' a list of qualified candidates (with Ranking). The
Panel is valid for a period of 6 (Six) months from the date of Result. The list of officers
who were kept ‘On Panel' will not be announced. However, on need be used, based on
the ranking.
ii) If a position is to be filled from the existing Panel for a different

Division/Department/Location:
A consent to that effect should be taken from the officer who was kept on panel prior to
taking the process forward. If all the concerned officers who were kept on Panel declines
to accept the offer, a fresh advertisement should be taken out. The existing Panel can then
be dissolved.
L) Interviews
Where ever possible, Interviews/Interactions for outstation candidates should be

preferably conducted over VC/Linc/Skype/Telepresence/Telephone.
M) Eligibility/Tenure/Experience: This has to be calculated from the last date of receipt
of application.
N) If the cycle time for Step 1 (as mentioned in clause 'J') of an Internally advertised
position exceeds 30 (Thirty) days (i.e. still in Step 1 of the Selection Phase) it should be
closed & re-advertised, if required.
O) In case of an unsuccessful closure (not finding the right internal candidate for
same/similar role within a Department/Division) of an advertised position, the said
position will not be readvertised within 6 (Six) months of such closure. However, a
formal approval from VP (HRM) is required in case it needs to be advertised earlier
citing the reason for the same.
P) Officers in R Series should fulfill the laid down eligibility criteria for promotion in
order to be eligible to apply for an IL3 advertisement.
q) In case no suitable candidate is available within the organization, external recruitment

to be done after obtaining MD’s /GED’s approval.
R) Appropriate Authority for changing the MQ criteria (Internal recruitment

External Recruitment Process of OPR (Officers
Payroll)
PREAMBLE
Tata Steel India lays significant emphasis on its people and recognizes its employees as
being fundamental to its growth and success. A strategic and professional approach to
external recruitment process enables Tata Steel to attract employees accessing skills and
attributes required to actualize organization's strategic objectives and support its values.
External Recruitment process has the potential to impact the organization's brand image
depending on the way it is managed, and consequently its ability to attract right talent.
OBJECTIVE
The objective is to outline a process to ensure the external recruitment & selection of
qualified and experienced personnel in effective and efficient way, thereby achieving the
goal of becoming "Employer of Choice".
GUIDING PRINCIPLES
The recruitment and selection of all individuals shall be on the basis of job requirements
and the Individual’s ability to perform the job role. It is essential that the recruitment
process provides equal opportunities to all. All eligible applicants will be assessed
irrespective of their gender, age, race, creed, religion, religious belief, ethnic origin,
social background, marital status, disability. Candidates with only full time qualification
will be considered for any vacancy. Candidates with qualification attained through part
time/correspondence/ distance learning/ evening courses will not be considered for any
ongoing vacancy.
The recruitment process must result in the selection of the most suitable person for the
job in respect of skills, experience & qualifications through assessment of functional
knowledge, functional orientation and ability of the candidate to assimilate to Tata Steel
culture.
If a panel member involved in the recruitment process has a close personal or family
relationship with an applicant they must declare this as soon as they are aware of the
individuals' application. If candidate has been evaluated and is not found suitable for the
position interviewed ("Not Selected"), then he should not be considered for evaluation for
any other position for next 6 months from the date of last interview.
SCOPE
This is applicable for external recruitment of officers at Tata Steel Ltd., India operations.
This defines the principles that the Company considers important in the external
recruitment process and aims to ensure that consistency and good practice is applied
across the Company.
RESPONSIBILITY
It is the responsibility of the respective BU-TM/ HRM officers embedded in the

departments to share this policy with each Head of Department, who in turn must ensure
that this policy is carefully followed within their Department. All Heads of Departments
should make members of their Department familiarize with and follow this policy.
STAGE (Approval to Appointment) Through Talent Pool online Tool

Approval for external recruitment: The starting point of the external recruitment process
will be a sanction from the Managing Director/ Group Executive Director, for filling up
positions through external recruitment process.
Preparation and approval of Job Description & Role Analysis: The job
description & Role Analysis for the position to be prepared by the BU HRM with inputs
from the respective HOD. The job description must be prepared keeping the present
requirement of the position and the future context in view. The same must be approved
by the respective Vice President or the Business Head as appropriate. In case of any
deviation in the minimum qualification and the experience Approval of the Job
Description and the sanction must be provided to the Talent Acquisition/ Talent clause,
the same must be highlighted to the Vice President or the Business Head while seeking
approval. Management team to initiate sourcing of profiles for the position.
Requisition: In order to raise the request for filling up a position, BU HRM needs to
raise the
request on Talent Pool (http://talentpool.tatasteel.co.in/TalentPool) and attaching the

relevant approval (such as Job Description, Approval & Role Analysis )
Information to Employment Bureau: Information regarding all the external recruitment
Specified time, must be provided to employment bureau in the applicable format by

respective TM team/ TAG within specified time.
Sourcing Of Profiles: Respective BU TM will source profiles by using a mix of the

following
sourcing mechanisms for filling up the position through external recruitment. The BU
TM should try to use the most efficient and economic mode of sources without
compromising on quality of profiles.
1. Database of Applicants available in Talent Pool

2. Database of Applicants through data mining from job portal viz. www.naukri.com
3. Advertisements on the careers link on www.tatasteel.com and Tata World :As
guideline all vacancy must be advertised on TATA Steel website and on TATA
World .
4. Placement Agencies/Consultants/ Headhunters
5. Newspaper/ Print Media
6. Referral from Employees: In case of any relevant profiles received from the
employee of Tata Steel India, TM must mention the name of the employee and
his/her relationship with the candidate (if any exists) in the tracker provided to
BU HRM.
7. CVs received from employment exchange.
Short listing/Scrutiny of Profiles
Preparation is the key to maximize the likelihood of selecting the most suitable candidate
for the vacant position. Therefore, the scrutiny process will be as follows:
First level scrutiny will be done by TM based specific job related criteria using the
minimum qualification and experience mentioned in the JD. Also, the TM should check
the application status of the candidate in past 6 months (whether the candidate was
interviewed for any position at Tata Steel in last 6 months).After the first level scrutiny
the list of applicants who fulfill the minimum qualification and experience criteria will be
sent to the respective BU HRM.
Second Level Scrutiny: the respective BU HRM will conduct the second level scrutiny by
way of telephonic interview for the suitable profile along with the respective HD.
Before scheduling interview the final list of shortlisted candidates must be approved by a
two member committee consisting of one representative from line and one from HR in
the appropriate format.
Any application from Tata Group companies should be considered as per Tata Group
Transfer Policy and preferably routed through 'Tata World' portal. In case, the application
has not come through TATA World portal, the candidate should be asked to produce
NOC (No Objection Certificate) from the current group employer to consider his
candidature.
Basket Size of the Pool of Candidates
It is very important to have right size of basket size of applicants for a certain position in
order to ensure right competition and selection of the right fit candidate. It is advisable to
conduct interviews if we have basket of at least 3 candidates for a certain position
Recruitment of Employee Ward
Tata Steel has always given the opportunity to excel to its employee wards (Spouse, Son,
and Daughter) and with this philosophy in mind; from time to time Tata Steel India has
initiated the recruitment drive especially for employee wards. The details of such
schemes can be referred to Employee Ward scheme note Apart from application under
such scheme, wards of employee can also apply against the advertisement posted on job
portals for any ongoing vacancy under normal process. The scrutiny of such profiles will
be done by BU TM as per the requirement of the JD.
Interview Call Letters
After receiving the result of telephonic interaction & final short list from BU HRM, TM
team will send the call letter to short listed candidates communicating them to appear in
the final interview process through VC or 'in person' wherever VC is not possible. Also,
candidates who have not been found suitable on the basis of telephonic interaction should
be informed about the outcome.
The call letter will mention the position for which interview is being conducted, Date
Time, Venue of the interview and all the other details/ documents that the applicant needs
to share back with TM (eg: Application Form, Salary Slips etc. The call letter must be
sent to candidates with sufficient time. (minimum 7 days) given to applicants to plan their
travel in order to attend the interview from their respective venue
Candidates who apply for positions with the Company, whether through a direct
advertisement,
recruitment agency or via any other means should always be informed of the outcome of
their
application as quickly as possible.
Written Test
Written test can be used for the initial shortlisting of the profiles, candidates clearing the
cut off marks only will then go for the interview process. The written test will be used as
a tool of evaluation only after receiving the consent from the concerned Chief (IL 2) of
the department.
Formation of Interview Panel
In order to ascertain the selection of the best available candidates, it is very important to
have
experienced panel members for conducting interview.
Interview Process
Activities to be undertaken prior to the final interview are listed below:
Thomas Assessment is to be done at least 72 hours prior to the face to face

interview and
Bespoke Report graph & Suggested questions for the interview to be shared with the
panel atleast 48 hours before the interview
It should be ensured that the interview panel is formed as per the panel is
mentioned in the table 1.0.
Panel must be provided with all the necessary documents (Tele assessment sheet,
individual assessment sheet, CVS, JD etc.) in order to facilitate the interview
process and capture the proceedings of the interview process in the candidates'
assessment sheets
In all the circumstances as far as possible, final interview should be done through
VC. Only such candidates will be called for face to face panel interview, which
doesn't have access to locations from where we can conduct the VC
The Individual & Summary Assessment sheets should be filled in all respect
mentioning the strengths/OFIS/ other specific comments of the candidate against
the parameters mentioned in the assessment sheet and signed by all the panel
members. BU HRM should ask the interview panel to keep the next best
candidate on panel which will be valid for next 6 months and can be activated in
case the selected candidate doesn't join us, it will enable HR to provide resources
in a timely manner. The candidate kept on panel can also be activated in case of
any similar vacancy in other area.
Pre-Employment Medical Examination
After the final round of interview is conducted and a suitable candidate is selected. TM
representative must get the pre-employment medical examination (PEME) of the
candidate done. The candidate must be declared fit during the PEME to enable TA team
to roll out the Appointment letter
Reimbursement of Expenses
The candidates will be eligible for 2nd AC train fare or budget airline for attending
interviews. All the eligible expenses (travel, medical etc.) of the candidates should be
settled within 30 days after receiving all the necessary documents, by way of cheque/
NEFT. The candidate will have to fill up the requisite reimbursement forms. These forms
will be then scrutinized by TM representative and authorized by the relevant authority
and after the authorization the payment to the candidates will be made.
Offer Negotiation
Once the selection is made. Compensation team will prepare the draft offer for the
candidates and the same will be communicated to BU-TM who will send across the offer
to selected candidates
The compensation offered would be based upon the prevailing compensation structure
and any
negotiation will be done without compromising on internal parity and external equity.
Compensation offer should be made based on factors like relevant functional experience,
years of experience, the organization the candidate is coming from, location permanent
residence, the
compensation of the peer group the candidate will be joining. The offer must not be
prepared
purely based on the current compensation drawn by the candidate
In case the expectation of the candidate is going beyond internal party, a waiver to take
his/her on higher percentile will be taken from VP HRM depending upon the
position/candidate.
Appointment Letter
Once the candidate accepts the offer from Tata Steel TM representative will hand over
the relevant documents to TA team viz. Resume of the selected candidate, Assessment
Sheets, Compensation offer & offer acceptance, filled in Application for PEME Sport &
sanction for the position to help them inissuing the Appointment letter to the selected
candidate All the appointment letters will be issued by TA team after receiving the
relevant documents for TM team.
The signed appointment letter will be shared with the candidate through onboarding
portal in order to help him in starting his relieving at his/her current organisation &
subsequently planning to join Tata Steel
Background Verification
Once the appointment letter is rolled out through onboarding process, TA team will
coordinate with the candidate to submit the background verification form along with the
relevant forms and will initiate the process. This process needs to be initiated within 72
hours of rolling out the appointment letter. The report of this process takes 15 working
days; hence al effort should be made to have the final report before the joining of the
candidate
In case, the report is a RED report, the same is to be discussed with Head TAG Chief
Group HR and accordingly decision has to be taken. If the decision is for withdrawal of
offer the same is to be done, initially by calling to the candidate, followed by an email,
followed by scanned hard copy affecting the same. The hard copy also needs to be sent to
the candidate via Speed Post/ courier.
Joining
All the terms and conditions prior to joining will be communicated to candidates in order
to avoid any misunderstanding. The selected candidates are made to join on ist working
day of the month; any deviation in this regard should be approved by VP HRM
Recruitment of Ex Employees: Re-hire cases

Tata Steel has always strived to be an equal opportunity employer. We want to provide
opportunity of employment to ex-employees well who wants to come back and join Tata
Steel. Such category of employees can be segregated into two parts each stratum should
be considered
separately as defined below
Employees left Tata Steel to join some other organizations
The ex-employees should be considered for re-employment at the same level if the
candidate wishes to join us within a time period of 3 years but can be considered for one
love higher if he has worked for period more than 3 years on case to case basis
Employees left Tata Steel to pursue higher education:
Candidates requesting for a career opportunity just after completing their higher
education We
generally receive requests from ex-employees who went for their higher study about their
interest in joining back just after completing the study. Such candidates can be
considered in case they meet the MO & experience pre higher education experience to be
considered in this case) criteria of any ongoing Vacancy
However, we should follow the following check-list in all re-hire cases:
Step 1: Check the past performance data (in all cases, wherever available) and reason for
leaving from SAP. Candidates only with past performance rating of 3 or above are
considered for re-employment.
Step 2: Check from Ethics/Safety/Vigilance department regarding the conduct of the

candidate during the employment.
Step 3: Take feedback from the candidate's erstwhile department/team members

(wherever possible)
Step 4 Exit interview feedback data
Interview Guideline for Experience Professional Hiring
Introduction
A job interview provides a valuale opportunities to asses the available talent pool and
learn about the candidates. Learning more about candidates will enable you to predict
more accurately how each candidate might perform in the specific position to be filed
and help you in selecting most appropriate candidate.
Guideline for Panel Members

Conducting the interview
Approach each interview in a positive frame of mind remembering that, although you are
a prospective employer, you are also a salesperson for your company and the job you
want to fill. As you are evaluating the candidate, the candidate is also evaluating the
position and you as a potential Supervisor. Be cognizant of keeping on schedule, leaving
a candidate waiting for a long time is discourteous. Remember your behavior during the
interview reflects the image of the company.
The following is a six-step approach to interviewing that can be modified to fit your own
particular needs and circumstances
1. Review the Application (Preparation for the interview)
You are advised to go over the information supplied on the application and/or resume,
Thomas reports of the candidates appearing for the interview in advance. This will give
you an insight over the profile of the candidate.
During the interview, you should ask the candidate to elaborate on his/her previous job
responsibilities or special projects. The nature, direction and enthusiasm of the
candidate's responses can provide you with valuable insight into the candidate's
communication skills. These responses may also give you an indication about what the
candidate finds interesting or challenging and how he or she is likely to fit into the
particular job. Ask the candidate questions related with the current job.
2. Introduction
Introduce yourself and greet the candidate with a handshake and a friendly smile. The
more nervous candidate is, the more important it is that you make an attempt to put him
or her at ease. You should offer the candidate a glass of water before beginning the
interview. Use ice breaking sessions to make the candidate at ease leg: tell me something
about yourself, tel me something which your CV doesn't say about you, etc.)
3. Describe the Job
Though candidate might know about the profile, you can describe the position in terms of
the
organization's structure, a description of their positions. It would be helpful to have a

checklist of essential job elements, responsibilities and requirements that you can review
with each candidate. The key consideration is that all candidates are left with basically
the same impression of "what the job is and “what the job requires”.
4. Candidate Self-Assessment
Encourage the candidate to assess him or herself against the job. In order to obtain as
much Information as possible regarding the candidate in relation to the job, encourage
responses with open ended questions such as, "How do you see yourself in relation to this
job?" or "What contributions do you think you can make to the work of the company?"
Avoid asking a candidate. Do you think you can do the job?" Encouraging an
open-ended assessment of this type will also provide you with feedback on how well you
have described the job and its requirements.
5. Candidate Clarification
Ask the candidate if he or she has any questions about the job requirements, working
conditions
prospective co-workers, supervisors, subordinates or other considerations. Let the

candidate know that you and the HR personnel will be available to answer any questions
that might arise after the interview.
6. Closing
Finally, close the interview by explaining what happens next in the hiring process and
thank the
candidate for his or her time.
Parameters of Assessment Areas:
It is very essential to identity right by job personality of candidates. In order to set the
best fit candidate from the available basket, we must assess the strength improvement
areas and
out the same in Assessment sheet Following parameters can be used as guideline to the
fitness
of the candidate vis vis job requirement:
Functional knowledge In order to identity & ascertain that the candidate will not only be
able to
perform the activities related to the job but will also be able to explain verbally or in
writing about the activities of the job. This parameter will help in ascertaining the job
knowledge & technical competency of the candidate . The sub parameters basis which the
number for ‘Functional Knowledge’ can be en enunciated below:
Job Knowledge-job knowledge measures the mastery of the concept needed to perform
certain work. The candidate should have sound knowledge about the job activities. This
can be ascertained by asking "why questions about the job activities.
Technical Competence - Technical competency measures the level of knowledge, skill &
ability that the candidate possess. This can be ascertained by asking What & How
questions Application of knowledge/ Practical approach in problem solving This
parameter will help in identifying that the candidate can apply his knowledge over
working situation and brings practical problem solving approach to day to day working
scenarios. This can be ascertained by asking questions related to every day working
situations.
Functional Orientation This parameter will be used to ascertain the learning ability of the
candidate during the interview it should be identified whether the candidate is eager to
learn new things or not. The same can be identified by way of assessing following sub
parameters: Curiosity to learn for new technical areas This can be ascertained by way of
checking whether the candidate is updated about the recent technical advancements in the
job related areas or not. inclination & Initiation towards analyzing complex problem
situations for improvement .
Fit with Tata Culture -- One of the important aspects of assessment is to check the
cultural orientation of the candidate and whether the same is in alignment with company
culture or not. This is important to identity in the sense as the new employee will take
some time to orient in the environment & culture of the company, if the candidate is
already aligned to company culture, Synergy in work environment will be created. You
are advised to check the orientation of the candidate across our values Integrity,
Understanding Excellence, Unity and Responsibility.
Findings and Recommendations
Findings:
● Most (66.4 percent) of the respondents are male in the organization.

● The research identifies that 56.3 percent of the respondents are married.
● From the above study, it is inferred that 35.2 percent of the respondents are at the
age group of 36-45 years.
● The study shows that 31.3 percent of the respondents are having the work
experience of below 3-5 years.
● The Researcher noted that 32.8 percent of the respondents belong to the
qualification of SSLC.
● Majority of the respondents 47.7 percent are recruited based on need.
● Only 13. percent of the respondents feel that the company recruits candidates
from the colleges.
● The researcher found that 29.7 percent of the respondents feels that the company
uses recruitment strategies effectively.
● Most 35.9 percent of the respondents says that the company always use internal
recruitment.
● The researcher found that 26.6 percent of the respondent company feels that
strategies for recruitment are very good and 25 percent of the respondents feels it
is excellent.
● Most 34.4 percent of the respondents are satisfied with the selection process.
● Only 21.9 percent of the respondents are facing 4 rounds in their interview
process.
● The researcher found that 58.6 percent of the respondents that they are able to
cope up with the rounds.
● The researcher found that 46.1 percent of the respondents feel that selection
rounds are easy.
● Most of the respondents say that 42.2 percent of the respondents are comfortable
with personal interview.
● Most 32 percent of the respondents feel that the duration of the selection process
is short.
● Most 42.2 percent of the respondents feel that personal interview can be further
improved.
● The researcher found that 31.3 percent of the respondents say that company
always describes the job profile in detail.
● The researcher found that 37.5 percent of the respondents responded that HR
partially considered the needs and wants.
● Most 38.3 percent of the respondents are highly comfortable with the terms and
condition of an appointment letter.
● The researcher found that 46.9 percent of the respondent said that the company
fails to fulfill the individual and personal goal.
● The study shows that the company often do reference check as per 31.3 percent of
the respondents.
● Most 25 percent of the respondents are satisfied with induction training conducted
by the company.
● Most 53.1 percent of the respondents said “yes” about the conduction of medical
examination.
● The researcher found that 43.8 percent of the respondents are satisfied with initial
job offer letter.
● Only 34.4 percent of the respondent says that “no” sufficient time was given for
accepting or rejecting the offer in the organization.
● Most 75 percent of the respondents said “yes” and accept that the company has
recruited efficient and qualitative candidates in their groups.
Recommendations:
● It has been found that the company’s recruitment and selection process in terms of
personal interview, terms and conditions of the appointment letter and induction
training are highly comfortable from the employees’ point of view. Therefore it
has been suggested to the management to proceed with the same level of
satisfaction in the forth coming periods.
● Reference check is not done on regular basis. Hence, the company may make
reference check as mandatory one. This will increase the reputation of company
in the external environment.
● The employees feel that duration allotted for accepting and rejecting the offer
letter is very short. Therefore, the management may provide the extension of
duration from one to two weeks. This will enable the candidates to take right
decision for accepting (or) rejecting the offer letter.
● The study reveals that the company recruits the candidates based on needs and
mostly they do internal recruitment. It has also been found that the company
utilizes very less number of candidates from the colleges. Therefore, the
management may use other form of recruitment strategies which includes
consultancy, reputed college, advertisement for the vacancy, etc. Through this the
management can invite more qualitative candidates for their recruitment process.
● It has been found the management has made mandatory of describing about job
profile in detail to the candidates at the time of recruitment. This strategy has been
found as attractive one among the employees of the organization. Thus, the
management may continue this strategy in future perspective.
● Few employees feel that they have faced nearly 4 rounds while majority of the
employees have faced only 2 rounds and it is also found that more importance is
given to the personal interview than other rounds. Therefore, it has been
suggested to the management to conduct common rounds for the candidates and
equal importance must be given to all the rounds. This will remove personal bias
from the candidates.
● The employees have shown positive attitude towards recruiting qualitative
employees in their group (or) team. It has left a positive impact on the morale of
the employees towards the company.
● Only half of the employees feel that their wants and needs are considered during
HR/personal interview. Hence, the management may consider few valid needs
and wants of the employees if not all.
CONCLUSION
This study is an outcome of the topic called “A Study on recruitment and selection
procedure adopted at Tata Steel Limited”. The survey is carried out in the company
called “Tata Steel Limited”.
Recruitment and selection are getting very much importance these days in the
organization. It is very critical thing to evaluate the human resources.
It is systematic procedure that involves many activities. The process includes the step like
HR planning attracting applicant and screening them. It is very important activity as it
provides right people in right place at right time. If suitable employees are selected which
are beneficial to the organization it is at safe side but if decision goes wrong it can be
dangerous to the organization. So it is an activity for which HR department gets very
much importance.
The study has thrown an insight on the various factors responsible for recruitment and
selection process. It has exhibited many positive factors such as effective personal
interview, terms and condition of appointment letter, recruiting qualitative employees in
their groups and describing the job profile to the candidates during the recruitment with
this positive factor, the researcher concludes that the recruitment and selection process at
“Tata Steel Limited” is good. But the suggestion such as extending the duration for
accepting and rejecting offer letter, using other sources of recruitment, regular reference
check and common rounds for all the employees can further make the process as
excellent one.
REFERENCES
Published Sources
● TATA Steel Magazine Publication/ FY 2017-2018
● Internal Recruitment ,Human Resource Policy,TATA Steel LTD,OMQ
● C.R. KOTHARI “ Research Methodology – Methos & Techniques” ,Repro India

Limited, Delhi, Publishers- New Age International (P) Ltd., New Delhi
● GARETH ROBERTS “Recruitment and Selection” Publisher Chartered Institute

of Personnel & Development
● GARERH ROBERTS “Recruitment And Selection” Publisher Jaico Publishing
House (2007)
● MARGARET DALE “A Manager's Guide to Recruitment & Selection” Publisher

Kogan Page
● ROBERT WOOD, TIM PAYNE, TIM WOOD “Competency- Based Recruitment

and Selection” Publisher John Wiley & Sons
● HILARY FELLOWS “Recruitment and Selection: A Competency Approach”

Publisher Emerald Group Publishing Limited, Vol. 48 Iss: 6, pp.49 – 40
Web Sources
● https://www.google.com/defination/mgmt
● http://www.tatasteelindia.com/companyprofile
● http://www.tatasteel.com/careers
APPENDICES
Questionnaire Survey
EMPLOYEE PERSONAL DETAILS:
1. Designation :
2. Gender : a) Male b) Female
3. Marital status : a)Married b) unmarried
4. Age : a) 18 -24 b) 26 – 34 c) 36 -44 d) above 44
5. Experience : a) 0 – 2 years b) 3 – 4 years c) 6 – 8 years d) Above 8 years

6. Qualification : a) SSLC b) HSC c) ITI/Diploma d) UG/PG
7. When does company recruit the candidate?

a) Based on need b) Based on vacancy c) Based on transfer
8. Through what means does company most of the time recruit the candidates?
a) By advertisement in local newspaper b) Through consultancy
c) Through colleges d) Through reference e) Through online
9. According to you does company use all the recruitment strategies effectively?
a) Always b) Often c) Sometimes d) Rarely e) Never
10. Whenever company does internal recruitment, are the vacancies declared
publically?
11. How do you feel about the recruitment strategies use by the company?
a) Excellent b) Very good c) Good d) Fare e) Poor
12. How satisfied are you with the selection process?

a) Highly satisfied b) Satisfied c) Neutral/Undecided e) Dissatisfied
13. In your interview how many rounds did you face?

a) 2 rounds b) 3 rounds c) 4 rounds
14. Were you been able to cope up with the rounds that you face to?
a) Yes b) No
15. What you feel about the selection rounds conducted by the company?
a) Easy b) Average c) Critical
16. Among the below given tests in which are you comfortable with?
a) Aptitude test b) Personal interview c) Practical test.
17. Rate the below given factors based on your opinion from the recruiter point of
view.
Factors Excellent Very good Good Fair poor
Recruiter knowledge
Recruiter skill
Recruiter communication
Response to the candidates
Recruiter motivation to the

candidate
18. What you feel about the duration of selection process?

a) Very lengthy b) Neither lengthy c) Short
19. Which of the following rounds to you think that must be improved?
a) Aptitude test b) Technical round c) Personal interview
20. During the recruitment and selection process does company describe in detail
about the job?
21. What you feel about the duration taken by the company for short listing the
candidates?
a) Very lengthy b) Neither lengthy c) Short
22. During the HR interview are all your needs and wants were taken into
consideration?
a) Fully considered b) Partially considered c) Not at all
23. How comfortable are you with the terms and condition of offer or appointment
letter?
a) Highly comfortable b) Uncomfortable c) Highly uncomfortable
24. Does offer or appointment letter fulfill your individual and personal goal?
a) Yes b) No
25. Does company make any reference check of candidates record?

26. What you feel about induction given to you after your selection?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
f) Highly dissatisfied
27. Does company conduct any medical examination during the selection process?
a) Yes b) No
28. Are you satisfied with initial job offer proposed to you before giving the offer
letter?
a) Highly satisfied b) Satisfied c) Neutral e) Dissatisfied
f) Highly dissatisfied
29. Do you agree that the present recruitment and selection procedures have fulfilled
the below given aspects?
Strongly Undecid Strongly

Factors Agree Disagree
Agree ed disagree
Right candidates at
the right place, time
and job.
Fulfillment of
organizational goals
(in terms of profit
and satisfaction
towards
Fulfillment of
personal and official
goals.
30. Were you been given sufficient time for accepting or rejecting the job offer?
a) Yes b) No
31. According to you has company recruited efficient and qualitative candidates in
your groups?
a) Yes b) No

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“Study of Recruitment process in TATA Steel Ltd.

Noamundi (OMQ) division for OPR and NON - OPR”

AMITY University, Kolkata

For the partial fulfilment of the award of the degree

NAME: TANZIL KHAN

Enrolment Number​: A90606415032

Faculty Guide: Mr. Kaushik Mitra

AMITY SCHOOL OF BUSINESS

I would like to thank to my respectable Dean Mam, ​Mrs. Ankita Chakraborty​,

I am equally grateful to my Faculty Guide ​Mr. Kaushik Mitra​ for

Place: Noamundi Enroll no.-

CHAPTER NO. CHAPTER NAME PAGE NO.

​People are the integral part of any organization today. No

Recruitment According to Edwin B. Flippo, recruitment is the

TATA​ Steel LTD.

Tata Steel’s larger production facilities comprise those in India,

Ores, Mines And Quarries

● Noamundi Iron Mine (NIM)

Noamundi Iron Mine (NIM):

Location​:​ ​West Singhbhum district of Jharkhand, around 126 Km from Jamshedpur.

Location:​ Keonjhar district of Odisha

Khondbond Iron Mine (KIM):

​Katamati Iron Mine (KTM):

NEIL ANDERSON said, Developments in personnel recruitment and selection

● The company understands effective sources in recruitment and selection

LIMITATIONS OF THE STUDY

​Primary Data Source

​Secondary Data Source

Questionnaires were constructed based on the following types

● Close ended questions

● Multiple choice questions

​Simple Random Sampling

4.1.2 MARITAL STATUS OF THE RESPONDENTS

4.1.3 AGE OF THE RESPONDENTS

4.1.4 EXPERIENCE OF THE RESPONDENTS

4.1.4 QUALIFICATION OF THE RESPONDENTS

4.1.6 OPINION TOWARDS RECRUITMENT OF THE CANDIDATES

THE SOURCES USED BY THE ORGANISATION TO RECRUIT

OPINION TOWARDS RECRUITMENTS STRATEGY

4.1.12 RESPONDENTS FEEL TOWARDS INTERVIEW ROUNDS

COPE UP WITH THE ROUNDS

4.1.14 RESPONDENTS COMFORTABILITY TOWARDS TESTS

OPINION TOWARDS DESCRIPTION ABOUT THE JOB

OPINION TOWARDS SHORT LISTING THE CANDIDATES

OPINION TOWARDS TERMS AND CONDITION OF

OPINION TOWARDS FULFILLING THEIR NEEDS AND

4.1.23 OPINION TOWARDS REFERENCE CHECK

4.1.24 OPINION TOWARDS INDUCTION TRAINING

4.1.24 MEDICAL EXAMINATION DURING THE SELECTION

RESPONDENTS SATISFACTION LEVEL TOWARDS INITIAL

TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING

RECRUITMENT OF EFFICIENT AND QUALITATIVE

ANALYSIS OF THE VARIOUS FACILITES PROVIDED BY THE

4.1.1 GENDER OF THE RESPONDENTS

4.1.2 MARITAL STATUS OF THE RESPONDENTS

4.1.3 AGE OF THE RESPONDENTS

EXPERIENCE OF THE RESPONDENTS

OPINION TOWARDS RECRUITMENTS STRATEGY

OPINION TOWARDS JOB DURING PROCESS

OPINION TOWARDS TERMS AND CONDITION OF

OPINION TOWARDS FULFILLING THEIR NEEDS AND WANTS

RESPONDENTS SATISFACTION LEVEL TOWARDS INITIAL

TIME ALLOTED TO THE CANDIDATES FOR ACCEPTING

Enrolment Number: A90606415032

I would like to thank to my respectable Dean Mam, Mrs. Ankita Chakraborty,

I am equally grateful to my Faculty Guide Mr. Kaushik Mitra for

People are the integral part of any organization today. No

TATA Steel LTD.

Location: West Singhbhum district of Jharkhand, around 126 Km from Jamshedpur.

Location: Keonjhar district of Odisha

Katamati Iron Mine (KTM):

Primary Data Source

Secondary Data Source

Simple Random Sampling