SUMMER TRAINING PROJECT

AN ANALYSIS OF RECRUITMENT, PROMOTION AND INTEGRATION

IN
FOOD CORPORATION OF INDIA
[Submitted in partial fulfilment for the award of degree of MBA (2012-14)]
[Third Semester August-December 2013]

As a part of the Curriculum of

MASTER OF BUSINESS ADMINISTRATION [MBA]
From
BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES, DELHI

GURU GOBIND SINGH INDRAPRASTHA UNIVERSITY, NEW DELHI

Submitted By

Submitted To

Nidhi Lamba
E.No. 04111403912
MBA 3rd Semester
BPIBS, Delhi

Dr. Anuraag Awasthi

Faculty of MBA Dept.
& Project Guide
BPIBS, Delhi
GOVERNMENT OF NCT OF DELHI

BHAI PARMANAND INSTITUTE OF BUSINESS STUDIES

Shakarpur, Delhi-11009

DECLARATION BY THE CANDIDATE

DATE:
I hereby declare that the work, which is being present in this project, entitled An
Analysis of Recruitment, Promotion and Integration in Food Corporation of
India is an authentic record of my own work carried out by me under the
supervision and guidance of
Dr. Anuraag Awasthi, Project Guide, B.P.I.B.S., Shakarpur, Delhi-110092.
This project was undertaken as a partial fulfillment of the study of Human
Resource Management in the second semester of Master of Business
Administration (M.B.A.) degree as per the curriculum of Guru Gobind Singh
Indraprastha University (G.G.S.I.P.U.).
I have not submitted the matter embodied here in this project for the award of any
other degree or diploma.

Name: Nidhi Lamba

E.No. 04111403912
M.B.A. III Semester
B.P.I.B.S

TABLE OF CONTENT
CHAPTERS

PARTICULARS
Certificate of Organization
Declaration by the Candidate
Certificate by Project Guide
Acknowledgement

PAGE NO

Introduction
Methodology

7-24
25

Scope of Study

26

Objectives of Study

27

Limitations of Study

28

Organizations Profile

30-36

Descriptive Study And Data

37

(i)
(ii)
(iii)

CHAPTER 1

CHAPTER 2
CHAPTER 3
Analysis with Interpretation
Recruitment process in FCI

38-43

Manpower in FCI

44-49

Recruitment status (2010)

50-51

Promotion and Seniority

Data analysis on the basis of

52-59
60-67

Questionnaire
News Releases of FCI Recruitment

68-71

Conclusion

73

Recommendations
Appendix

74
76-82

Bibliography

83

CHAPTER 4

CHAPTER 1
INTRODUCTION

INTRODUCTION

Human resource is an important corporate asset and the overall performance of

company depends on the way it is put to use. In order to realize company
objectives, it is essential to recruit people with requisite skills, qualification and
6

experience. While doing so we need to keep present and future requirements of

company in mind. Successful recruitment methods include a thorough analysis of
the job and the labor market conditions. Recruitment is almost central to any
management process and failure in recruitment can create difficulties for any
company including an adverse effect on its profitability and in appropriate levels
of staffing or skills. Inadequate recruitment can lead to labor shortages, or
problems in management decision making. Recruitment is however not just a
simple selection process but also requires management decision making and
extensive planning to employ the most suitable manpower. Competition among
business organization for recruiting the best potential has increased focus on
innovation, and management decision making and the selectors aim to recruit
only the best candidates who would suit the corporate culture, ethics and climate
specific to the organization. The process of recruitment does not however end
with application and selection of the right people but involves maintaining and
retaining the employees chosen. Despite a well drawn plan on recruitment and
selection and involvement of qualified management team, recruitment processes
followed by companies can face significant obstacles in implementation.

1. RECRUITMENT
According to Edwin B. Flippo, Recruitment is the process of searching
the candidates for employment and stimulating them to apply for jobs in
7

the organisation. Recruitment is the activity that links the employers

and the job seekers. A few definitions of recruitment are

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.

It is the process to discover sources of manpower to meet the

requirement of staffing schedule and to employ effective 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 organisation 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.

Recruitment is a continuous process whereby the firm attempts to develop a pool of

qualified applicants for the future human resources needs even though specific
vacancies do not exist. Usually, the recruitment process starts when a manger initiates
an employee requisition for a specific vacancy or an anticipated vacancy.

1.1 OBJECTIVES OF RECRUITMENT

1. Support the organization ability to acquire, retain and develop the best talent and
skills.

2. Determine present and future manpower requirements of the organization in

coordination with planning and job analysis activities.
3. Obtain the number and quality of employees that can be selected in order to help
the organization to achieve its goals and objectives.
4. Create a pool of candidates so that the management can select the right candidate
for the right job from this pool
5. Attract and encourage more and more candidates to apply in the organization
6. Increase the pool of candidates at minimum cost.
7. Acts as a link between the employers and the job seekers
8. Infuse fresh blood at all levels of the organization
9. Meet the organization's legal and social obligations regarding the composition of
its workforce.
10. Increase the effectiveness of various recruiting techniques

1.2 NEED OF RECRUITMENT

Attract and encourage more and more candidates to apply in the

9

organisation.
Create a talent pool of candidates to enable the selection of best
candidates for the organisation.
Determine present and future requirements of the organization in
conjunction with its personnel planning and job analysis activities.

Recruitment is the process which links the employers with the

employees.
Increase the pool of job candidates at minimum cost.
Help increase the success rate of selection process by decreasing
number of visibly under qualified or overqualified job applicants.
Help reduce the probability that job applicants once recruited and
selected will leave the organization only after a short period of time.

Meet the organizations legal and social obligations regarding the

composition of its workforce.

Begin identifying and preparing potential job applicants who will be
appropriate candidates.
Increase organization and individual effectiveness of various recruiting
techniques and sources for all types of job applicants

1.3 SOURCES OF RECRUITMENT

10

Every organisation has the option of choosing the candidates for its
recruitment processes from two kinds of sources: internal and external
sources. The sources within the organisation itself (like transfer of
employees from one department to other, promotions) to fill a position
are known as the internal sources of recruitment. Recruitment
candidates from all the other sources (like outsourcing agencies etc.)
are known as the external sources of recruitment.

SOURCES OF RECRUITMENT

11

1.4 FACTORS AFFECTING RECRUITMENT

The recruitment function of the organisations is affected and governed
by a mix of various internal and external forces. The internal forces or
factors are the factors that can be controlled by the organisation. And
the external factors are those factors which cannot be controlled by the
organisation. The internal and external forces affecting recruitment
function of an organisation are:

FACTORS AFFECTING RECRUITMENT

12

1.5 PROCESS OF RECRUITMENT

Having the right person, in the right place, at the right time, is crucial to
organisational performance. Therefore recruitment is a critical activity and should
incorporate the following steps:
Step 1 - Whats the job?
Gather information about the nature of the job. Think about:
The content (such as the tasks) making up the job
The jobs purpose
The outputs required by the job holder
How it fits into the organisations structure
The skills and personal attributes needed to perform the role effectively.
This analysis can form the basis of a job description and person specification.
Step 2 - Prepare a job and person profile
A person specification or job profile states the necessary and desirable criteria for
selection.
Increasingly such specifications are based on a set of competencies identified as
necessary for the performance of the job.
Include:
skills, aptitude, knowledge and experience
qualifications (which should be only those necessary to do the job - unless
candidates are
recruited on the basis of future potential , for example graduates)
personal qualities relevant to the job, such as ability to work as part of a team.
The document formed from the person specification can then be used to inform
the criteria you use to shortlist applicants.
13

Step 3 Finding candidates

Internal Source:

Transfer
Promotion
Upgrading
Demotion
Retired Employees
Retrenched Employees
Dependent and Relatives of Deceased employees
It is important not to forget the internal talent pool when recruiting. Providing
opportunities for development and career progression is an important factor for
employee retention and motivation
External Sources : There are many options available for generating interest from
individuals outside the organisation.

Online recruitment
Press advertising
Networking
Recruitment Agencies
Advertising remains the most common means of attracting and recruiting.
Advertisements should be clear and indicate the:

requirements of the job

necessary and the desirable criteria for job applicants (to limit the number of

inappropriate applications received)

nature of the organisations activities
job location
reward package
job tenure (for example, contract length)
details of how to apply.
Advertisements should be genuine and relate to a job that actually exists. They
should appeal to all sections of the community using positive visual images and
wording.
Step 4 - Managing the application process
There are two main formats in which applications are likely to be received: the
curriculum vitae (CV) or application form. It is possible that these could be
submitted either on paper or electronically and the use of e-applications (Internet,
intranet and email) is now part of mainstream recruitment practices
14

Application forms
Application forms allow for information to be presented in a consistent format,
and therefore make it easier to collect information from job applicants in a
systematic way and assess objectively the candidates suitability for the job. Be
aware that application form design is also important under the Disability
Discrimination Act 1995, it may be necessary to offer application forms in
different formats.
CVs
The advantage of CVs is that they give candidates the opportunity to sell
themselves in their own way and dont have the restrictions of fitting information
into boxes as often happens on an application form. However, CVs make it
possible for candidates to include lots of additional, irrelevant material which
may make them harder to assess consistently.
Step 5 - Selecting candidates
Selecting candidates involves two main processes: short listing and assessing
applicants to decide who should be made a job offer.
Short listing
The process of short listing involves slimming down the total number of
applications received to a shortlist of candidates you wish to take forward to the
more detailed assessment phase of the selection process.
When deciding who to shortlist, it is helpful to draw up a list of criteria using the
person specification.
Each application can then be rated according to these standards, or a simple
scoring system can be used.
Assessment
A range of different methods can be used to assess candidates. These vary in their
reliability as a predictor of performance in the job and in their ease and expense
to administer. Typical methods include:

General interview
Competency based interview
In tray exercise
Role play
Presentation
Step 6 - Making the appointment
15

Before making an offer of employment, employers have responsibility for

checking that applicants have the right to work in the UK and to see and take
copies of relevant documentation - a list of acceptable documents demonstrating
the right to work in the UK is available from the Home Office
Contract Offers of employment should always be made in writing. But it is
important to be aware that an oral offer of employment made in an interview is as
legally binding as a letter to the candidate.
References
A recruitment policy should state clearly how references will be used, when in the
recruitment process they will be taken up and what kind of references will be
necessary (for example, from former employers). These rules should be applied
consistently.
Medical examinations
It is reasonable to require completion of a health questionnaire where good health
is relevant to the job. Any particular physical or medical requirement should be
made clear in the job advertisement or other recruitment literature.
Step 7 Induction
Induction is a critical part of the recruitment process, for both employer and new
employee. An induction plan should include:

Orientation (physical) - describing where the facilities are

Orientation (organisational) - showing how the employee fits into the team and

how their role fits with the organisations strategy and goals
Health and safety information - this is a legal requirement
Explanation of terms and conditions
Details of the organisation's history, its products and services, its culture and

values
A clear outline of the job/role requirements

16

1.6 Forms of Recruitment

The organisations differ in terms of their size, business, processes and

practices. A few decisions by the recruitment professionals can affect
the productivity and efficiency of the organisation. Organisations
adopt different forms of recruitment practices according to the
specific needs of the organisation.
The organisations can choose from the centralized or decentralized
forms of
recruitment, explained below:

Centralized Recruitment
The recruitment practices of an organisation are centralized when the HR
/ recruitment department at the head office performs all functions of
recruitment. Recruitment decisions for all the business verticals and
departments of an organisation are carried out by the one central HR (or
recruitment) department. Centralized from of recruitment is commonly
seen in government organisations.

17

Benefits of the centralized form of recruitment are:

Reduces administration costs

Better utilization of specialists

Uniformity in recruitment

Interchangeability of staff

Reduces favoritism

Every department sends requisitions for recruitment to their central

office.
Decentralized Recruitment
Decentralized recruitment practices are most commonly seen in the case
of conglomerates operating in different and diverse business areas. With
diverse and geographically spread business areas and offices, it becomes
important to understand the needs of each department and frame the
recruitment policies and procedures accordingly. Each department
carries out its own recruitment. Choice between the two will depend
upon management philosophy and needs of particular organization. In
some cases combination of both is used. Lower level staffs as well as top
level executives are
recruited in a decentralized manner.

Sources of
Recruitment

Internal

External

18

Promotion

Integration /
Seniority

1.7 PROMOTION

A promotion is the advancement of an employee's rank or position in an

organizational hierarchy system. Promotion may be an employee's reward for
good performance, i.e., positive appraisal. Before a company promotes an
employee to a particular position it ensures that the person is able to handle the
added responsibilities by screening the employee with interviews and tests and
giving them training or on-the-job experience. A promotion can involve
advancement in terms of designation, salary and benefits, and in some
organizations the type of job activities may change a great deal. The opposite of a
promotion is a demotion.

Characteristics of Promotion
19

1. Promotion is advancement of an employee to a better job. i.e Better in terms

of responsibility More prestige or status greater skill Greater skill Increased rate
of pay or salary.
2. It is a upward reassignment of a higher level job to an internal employee. It is
a vertical flow from bottom to top in a organisation chart, where the status,
responsibility salary increases.
3. But other than this promotion also includes or types of promotion
Upgradation : where only salary increases.
Dry promotion : where an employee is promoted to higher position without any
increment in salary.
4. Promotion policy is a guideline for any subject matter which is laid in
advance to have a clear insight of the same. So, Clear cut policy is essential for
healthy relations. The management and employees should be clear about the
criterion to be followed for promoting employees.
5. Assessing performance for promotion:

Basis should be indicated e.g. Merit basis/ Seniority basis

How the performance to be assessed e.g. confidential report.
Employees should know in advance the criteria to be followed for assessing their
performance.
6. SENIORITY BASIS: It means promotion according to the length of the
service. Objective Simple and exact Morale increases Acceptable to union
Reduces labour turnover Reward for loyalty.
7. MERIT BASIS Employees are evaluated in terms of quality or quantity of
work. This basis ensures that only best employees are promoted. Measured
through traits E.g. Leadership, responsible etc. Certain test. Personal interview.
8. Maintaining service records. Any promotion program can be successful if
records of employees are properly maintained. Such records are used for fair
judgement at the time of considering him for promotion.
9. Promotion plans / programs every organisation should have a formal and
systematic promotion program. For this: - Establishment of ladder of promotion
Communicated to employees Dead-end jobs must be clearly specified in such
ladders.

20

10. Whenever a vacancy arises, employees must be informed of that vacancy so

that interested persons can apply for that post within time allowed.
11. Promotion ladder Chairman GM, ASST GM, SR AREA MNGR, AREA
MNGR, SR DIV MNGR, DIV MNGR, BRANCH MNGR, ASST.
12. Promotion chart Chairman MGR PROD, MGR FIN, MGR HR, and
BRANCH MGR.

Advantages of promotion:

Present employees if promoted can handle the process products and problems
easily as they are already connected to organization but new incumbent may take

some to adjust him or may not adjust himself at all.

The cost of training the insiders for the higher position is nearly nil hence no extra

training cost.
Employees will give their best as they know that reward of giving good

performance is sure.
High morale of the employees is achieved.

Drawbacks of Promotion
Though promotion benefits the employees and the organisation, it creates certain
problems like: Promotion disappoints some employees.
Some employees even refuse promotion
other problems
21

Disappointment of other employees

The employees those who are not promoted may feel disappointed.
Employees may develop negative attitude
Reduce their contributions to the organisation

Some employees may refuse promotion

When transferred with promotion to any unwanted place He feels that he will be
quite incompetent to carry out the job Delegation of unwanted responsibilities.
Trade union leaders feel that promotion may damage their position.

Other problems:
Can spoil Industrial Relations, Could create Industrial disputes, and could create a
negative working environment.

1.8 INTEGRATION / SENIORITY

Privileged status attained

by

an employee because

of

the

length

of

continuous service with the same employer, and which usually determines the
order of promotion, benefits, or layoffs.
Seniority means a precedence of position, especially precedence over others of
the same rank by reason of a longer span of service. Seniority is a system often
used by employers as a basis for granting job benefits. The seniority system
22

provides important employee benefits by creating, and fulfilling, employee

expectations of fair, uniform treatment.

Seniority, defined broadly, means the length of service with an employer.

Historically, those who had more experience with a task or in a job position
managed those with less experience. Formal seniority policies grew out of this
natural state of affairs. Based on an employee's seniority, preference can be
accorded him or her in such areas as promotion, transfer, shift assignment,
scheduling, vacation accrual, layoff, and recall after temporary layoff. Seniority is
used as a means of gauging the relative status of one employee with respect to
another based on length of service. As an employee's seniority grows, he or she
accrues certain rights and privileges.
How exactly seniority is defined will differ from company to company. Some will
track longevity without concern for the position worked while others will restart
the clock every time an employee changes positions within the company. For
some companies, seniority measurement is indifferent to whether an employee
holds a part-time position or a full-time job. Other companies only measure
seniority based on time worked in a full-time position. What all seniority
calculations have in common is that they measure, in some fashion, an
employee's longevity with a company. Collective bargaining agreements usually
calculate seniority by total length of service, sometimes with consideration for
length of service within a particular craft or department.
The rights that accrue to senior employees also differ from company to company.
Seniority may be used in making determinations about the order in which to hire
back from a layoff list. It is often used to allocate vacation time providing those
with more seniority a greater number of vacation days. It may also be used to
determine pay in organizations instead of or in addition to a merit-based pay
system. If organizations do not pay employees on the basis of doing the same
work and holding the same level or rank in the organization, they must determine
a basis to make a pay distinction or differentiation. In a large organization,
compensation specialists within the human resources area may make these
determinations and may consider an employee's seniority in the pay decision
23

Promotion and seniority are interlinked. Basically Promotion is the outcome of

seniority. An employee is promoted to higher position on the basis of his seniority
in the organisation.

24

METHODOLOGY
The project study is based upon the information gathered through primary as well
as secondary sources. The secondary sources include articles while previous year
data and questionnaire is used to do the primary research. Previous year data has
been analyzed on MS Excel by using algebraic tools, graphs and charts are made
with the help of the same.
The R.P.I section staffs of Food Corporation of India have taken this
questionnaire. The collected responses are analyzed on Microsoft Excel by using
algebraic tools like summation and percentage. The pie-charts are drawn on the
basis of the responses collected.
Articles have been taken from different websites and are analyzed to get a better
understanding of Recruitment, Promotion & Integration.

25

SCOPE OF THE STUDY

This project aims to study and analyse recruitment process of Food Corporation
of India.

The data has been collected through companys profile, reviews and analyzed by
constructing tables and diagrams.

This study is focused on the two internal factors of recruitment i.e Promotion and
Integration.

26

OBJECTIVES OF THE STUDY

1. To understand the recruitment as a whole.

2. To understand the pre-requisites for a successful recruitment.
3. To understand Promotion and Seniority Factors of recruitment.
4. To understand the recruitment process in FCI.
5. Promotion and seniority through FCIs point of view.

27

LIMITATIONS OF THE STUDY

Following are the limitations of the project:

1. It can be biased as some part of the data is based on secondary data.
2. Time constraint was the major limitation in this project.

3. Another problem was knowledge constraint and this report was an attempt to
gather as much of relevant data as possible.
4. Confidential details of the company are not allowed to expose in the project
so, some concepts are explained with the examples and round figures.
5. Project is only based on R.P.I section data, so it does not consist other
department data.

28

CHAPTER 2
ORGANIZATIONS PROFILE

29

2. INTRODUCTION

Food Corporation of India (Hindi: ) was set up on 14 January

1965 having its first District Office at Thanjavur - rice bowl of Tamil Nadu - and
headquarters at Chennai under the Food Corporations Act 1964 to implement the
following objectives of the National Food Policy :
1. Effective price support operations for safeguarding the interests of the farmers
2. Distribution of food grains throughout the country for Public Distribution System
3. Maintaining satisfactory level of operational and buffer stocks of food grains to
ensure National Food Security.
It is one of the largest corporations in India and probably the largest supply chain
management in Asia. It operates through 5 zonal offices and 26 regional offices.
Each year, the Food Corporation of India purchases roughly 15-20 per cent of
India's wheat output and 12-15 per cent of its rice output. The purchases are made
from the farmers at the rates declared by the Govt. of India. This rate is called as
MSP (Minimum support Price). There is no limit for procurement in terms of
volume, any quantity can be procured by FCI provided the stock satisfies FAQ
(Fair Average Quality) specifications with respect to FCI.
The stocks are transported throughout India and issued to the State Government
nominees at the rates declared by the Govt of India for further distribution under
the Public Distribution System (PDS) for the consumption of the ration card
holders. (FCI itself does not directly distribute any stock under PDS and its
operations end at the exit of the stock from its depots). The difference between the
30

purchase price and sale price, along with internal costs, are reimbursed by the
Union Government in the form of Food Subsidy. At present the annual subsidy is
around $10 billion. FCI by itself is not a Decision making authority, it does not
decide anything about the MSP, Imports or Exports. It just implements the
decisions made by the Ministry of Food and Ministry of Agriculture.

2.1 FCI Objectives

The Food Corporation of India was setup under the Food Corporation Act
1964, in order to fulfill following objectives of the Food Policy :

Effective price support operations for safeguarding the interests of the farmers.
Distribution of foodgrains throughout the country for public distribution system
Maintaining satisfactory level of operational and buffer stocks of foodgrains to
ensure National Food Security
In its 45 years of service to the nation, FCI has played a significant role in
India's success in transforming the crisis management oriented food security
into a stable security system. FCI's Objectives are:

To provide farmers remunerative prices

31

 To make food grains available at reasonable prices, particularly to vulnerable section

of the society
To maintain buffer stocks as measure of Food Security
To intervene in market for price stabilization

VISION:
To play a significant role in Indias success in transforming the crisis management
oriented food security into a stable security

system to ensure availability,

accessibility and affordability of food grains to all people at all times so that no
one, nowhere and at no
time should go hungry.

32

MISSION
i) Ensuring food security of nation by maintaining satisfactory level of operational
buffer stocks of food grains.
ii) Distribution of food grains throughout the country for Public Distribution
System.
iii) Effective Price Support Operations for safeguarding the interest of farmers.
VALUES
We shall carry out our functions and duty with utmost: Sincerity
Team work
Speed
Integrity & fairness in all matters
Transparency and without any fear or favour
Respect for dignity and potential of individuals
Loyalty and pride in the Corporation

2.2 Organizational Structure of FCI

33

2.3

FCI OPERATIONS

Procureme
nt

Storage &
Contract

Movement

Finance

Sales

Stocks

34

Quality
Control

Engineerin
g

Import
Export

Industrial Relation and Labour

2.4 Public Distribution System and FCI

The concept of Public Distribution System in the country was evolved around 1942
due to shortage of food grains during 2nd World War and Government intervention
in distribution of food started. This intervention of Government in distribution of
food grains in the food
scarcity period and, thereafter, continued in major cities, towns & certain food
deficit areas. This policy of Public Distribution System/Rationing System has
undergone several changes with every lap of Five Year Planning System in the
country. The Seventh Five-year Plan assigned to it a crucial role by bringing the
entire population under Public Distribution System and became a permanent
feature in the country's economy.
1. The Government of India fulfills certain objectives of food security through
Public Distribution at an affordable price. In the present scenario, Public
Distribution System strives to meet the twin objectives - the price support to the
farmers for their product and maintenance of stocks. It is against these stocks
procured under price support that every month Government releases a prescribed
quantity, in each State for distribution under Public Distribution System. This
mission of the Government of India is brought into the reality at the
operational level by FCI. The Sales Division communicates the said allocation to
its Regional Offices. On receipt of sub-allocation from the State Government, the

35

Regional Offices issue the instructions to the District Offices for releasing the
stocks to the
respective State Government /their nominees on prepayment basis at district level.

VALIDITY
Govt. of India is allocating food grains (wheat and rice) under Targeted Public
Distribution System on monthly basis and issues allocation order for the financialyear wise and makes further revision, if any, from time to time.
Ministry has made it mandatory for State and UT Govt. to deposit the cost of food
grains to FCI by 15th of the allocation month (crediting of the amount to the FCI
account) and lifting is allowed within the validity period.
FCI has been empowered to grant extension of validity period up to 15 days from
the prescribed validity period both for depositing cost and lifting of food grains
allocated under TPDS and OWS and for extension of further 15 days, the
concerned ED(Zone) have been expowered.
QUALITY CONFIRMATION
Samples are drawn and sealed with joint seal from the stocks issued. One is given
to the recipient for displaying at the issue/sale point and two are retained by the
FCI, one for depot and the other for District Office.

36

UNIVERSALISATION / STRENGTHENING OF PDS

The role of FCI is limited to ensure timely smooth and uninterrupted supply of
FAQ food grains to the State/UT Government and/or their nominees against the
allotment made by the Ministry of CAF&PD.
WELFARE SCHEMES
Food Corporation of India is also issuing food grains under various schemes of the
Govt. of India viz. Mid-Day-Meal, Nutrition Programme, SC/ST/OBC Hostels,
Welfare Institutions & Hostels, Annapurna, Sampoorn Gramin Rozgar Yojna
(SGRY), National Food for Work Programme, Scheme for Adolescent Girls,
Pregnant & Lactating Mothers and World Food Programme (WFP) etc.
FCI is working as 'FOOD BANK' for World Food Programme (WFP) projects in
India. When India was deficit of food grains, WFP used to take stocks at ports with
FCI stocks and delivered to WFP nearest to their projects. With the change of
situation i.e. scarcity to surplus, the scenario has changed. WFP agreed to purchase
their requirement of foodgrains for their projects in India and neighbouring
countries from FCI. The foodgrains under this scheme were earlier issued at
Economic Cost of FCI & OMSS (D) price but now foodgrains are being issued at
BPL price w.e.f. 1.11.2000.

37

CHAPTER 3
DESCRIPTIVE STUDY
AND
DATA ANALYSIS

3.1 Recruitment Process in FCI

1. Creation of Posts
Posts are approved by FCI category wise.

CATEGO
RIES

CATEGO
RY I

CATEGO
RY II

CATEGOR
Y III

CATEGOR
Y IV
38

Executive
Director
General
Manager

Assistant
General I
Manager

Deputy
General
Manager

For e.g
Assistant
General
Manager

Watchmen
Guard

Assistant
General II
Assistant
General III

Peon
Gardner
Plumber
Water Boy

Year/
Category
Cat I
Cat II
Cat III
Total

2010

2011

2012

50
60
67
177

60
54
80
194

100
87
190
377

The Corporation shall from time to time determine the number of posts of each
description in the service of the Corporation.
Following are the Authorities responsible for creating the posts in different
categories.
Authority
Board
Chairman

Category of Post
Any post below the Board level.
Category I post the maximum of
the
scale of pay of which does not

Managing Director

exceed Rs. 1800.*

Category II posts and Category I
posts the maximum of the scale
of pay which does not exceed

Executive Director
Zonal Manager

Rs.1600*
Category III and IV posts.
1. Category II posts up to six
months.
2. Category III and IV posts up to
one year.

39

2. Manpower Planning
On the basis of past data and current requirements following decisions are made ,
Cat I: all post approved by FCI, only unfilled to be advertised.
Cat II: Only left out and unfilled posts to be advertised
Cat III: Only left out and unfilled posts to be advertised.

3. Zone Wise posts are advertised

For e.g

Appointments are made on the following basis

Category

Recruitment
Unit

Category I
Category II

All - India
Zone (Head

Promotion/Reversion/
Retrenchment unit
All India
Zone

Office will be a
Category III

unit)
Region(Zonal

Zone

office, Head
Office will be
Category IV

separate Units)
District

Region

(Regional,
40

Zonal Offices
and Head
Office will be
separate units)
General Conditions related to appointment are
The following general conditions shall apply to all appointments to the service of
the Corporation:
(a) No person shall be eligible for initial appointment unless he has attained
the age of 18 years.
(b) A candidate for appointment in the service of the Corporation shall be:
i) a citizen of India, or
ii) a subject of Nepal, or
iii) a subject of Bhutan, or
iv) a Tibetan refugee who came over to India before the 1st January,1962
with the intention of permanently settling in India, or
v) a person of Indian origin who has migrated from Pakistan,Burma,Sri
Lanka and East African countries of Kenya, Uganda and the United
Republic of Tanzania(formerly Tanganika and Zanzibar),
Zambia,Malawi,Zaire, Ethiopia and Vietnam with the intention of
permanently settling in India.
Provided that a candidate belonging to Categories (ii),(iii),(iv) and (v) shall
be a person in whose favour a certificate of eligibility has been given by
the Managing Director.
(c) No person shall be initially appointed unless he has been certified by a
qualified
registered medical practitioner approved by the appointing authority to be of
sound constitution and medically fit to discharge his duties.
Explanation: Unless the appointing authority, otherwise directs, the application of
this provisions shall be limited to regular appointments by direct recruitment.
41

(d) No person shall be eligible for appointment who has previously been
dismissed, or
compulsorily retired from the service of the Corporation or from a Department of
a State or
the Central Government or from any public Sector Undertaking.
(e) No person shall be eligible for appointment who has been convicted in a court
of
law for any offence involving moral turpitude.
(f) No person who has entered into or contracted a marriage with a person having
a
spouse living or who, having a spouse living, has entered into or contracted a
marriage with any person, shall be eligible for appointment in the service of the
Corporation.

4. Procedure for Direct Recruitment

The following procedure shall be followed in the case of direct recruitment to
posts
sanctioned for more than 3 months or to posts sanctioned initially for less than 3
months but
extended beyond 3 months:
(a) Category III and IV Posts:
The vacancies shall be notified to the Employment Exchange/Exchange
having jurisdiction over the unit of appointment.
(b) Category I and II posts:
The appointing authority shall notify the vacancies to the Regional
Employment Exchanges concerned.

42

(c) General:
(i) Candidates shall be required to appear for interview at their own expense.

5. Procedure for Promotion

Promotion shall be made on the basis of seniority subject to fitness in respect of
Posts

6. Reservation for both internal and external recruitment

In making appointments in the services of the Corporation, reservations,
relaxation of age limits and other concessions would be provided to Scheduled
Castes, Scheduled Tribes and other category of persons as directed by
Government of India from time to time. The Managing Director may issue
detailed administrative instructions accordingly.

7. After considering the above factors, appointments are made

which follows the selection process further.

43

3.2 MANPOWER IN FCI

Sanctioned Strength, Staff in Position and Vacancy/ Excess position as on 30 09 2012 in
Food Corporation of India.

Zone
Headquarters
North
South
East
North East
West

Category I
Category II
Category III
Category IV
SS IP V/E SS
IP
V/E SS
IP
V/E SS
IP
V/E
230 132 -98 522 305 217
642 335 -307
5
74
69
260 216 -44 2504 2071 433 12163 5964 6199 1197 1980 783
151 117 -34 1136 731 405 5073 2867 2206 473 1289 816
148 129 -19 917 742 175 3664 2532 1132 267 1511 1244
104 71 -33 375 277 -98 1325 1233
-92
66 932 866
119 107 -12 838 594 244 3964 2139 1825 372 722 350

44

14000
12000
10000
8000

Headquarters

6000

North
South

4000

East

2000

North East

West

-2000
-4000
-6000
-8000

The above bar chart represents that Sanctioned strength and vacancies are more
in north zone for category III position in FCI

NORTH ZONE

North Zone

Category I
SS
IP
Uttranchal
18
8
Z.O (NORTH) 30
33
Delhi Region
15
11
J&K Region
16
11
H.P Region
12
7
Punjab Region 58
59

Category II
V/E SS
IP
-10 76
82
3
143 111
-4
93
93
-5
67
71
-5
47
56
1
849 601

Category III
V/E SS
IP
6
278 147
-32 631 157
0
376 251
4
281 172
9
193 80
437 216
248 3
8

U.P. Region

54

46

-8

588

450

Rajasthan
Region
Haryana
Region

27

20

-7

261

294

138
33

30

21

-9

380

313

-67

263
6
138
0
201
5

153
4
586
869

Category IV
SS IP
V/E
17
28
11
1
23
22
42
56
14
17
51
34
4
25
21
526 729 203

V/E
-131
-474
-125
-109
-113
220
5
247
1102
-794 120
223
1146

653

406

208

88

207

-16

45

5000
4000
Uttranchal
3000

Z.O (NORTH)
Delhi Region

2000

J&K Region
H.P Region

1000

Punjab Region
U.P. Region

Region
Haryana Region

-1000
-2000
-3000

The above figure shows that sanctioned strength and vacancies are more in
Punjab region of north zone.

WEST ZONE

West Zone
Z.O West
Chattisgarh
Maharashtra
Madhya
Pradesh
Gujrat

Category I
SS
IP
26
28
23
22
24
21

Category II
V/E SS
IP
2
63
53
-1
172 115
-3
260 181

V/E
-10
-57
-79

26

21

-5

194

146

-48

Category III
SS
IP
240 97
824 431
133 605
0
932 575

20

15

-5

149

99

-50

638

431

V/E
-143
-393
-725

Category IV
SS IP
V/E
1
32
31
81
161 80
160 203 43

-357

67

190

123

-207

63

136

73

46

1500

1000
Z.O West
500

Chattisgarh
Maharashtra
Madhya Pradesh
Gujrat

-500

-1000

In West Zone , Maharashtra Region has more Sanctioned Strength and Vacancies
for category III.

EAST ZONE

East Zone
Z.O (EAST)
West Bengal

Category I
SS
IP
V/E
26
26
0
46
39
-7

Bihar
Orissa
Jharkhand

33
30
13

34
20
10

1
-10
-3

Category II
SS
IP
V/E
67
64
-3
397 275 122
218 206 -12
176 144 -32
59
53
-6

Category III
SS
IP
226 66
153 102
6
7
903 871
763 358
236 210

V/E
-160
-509

Category IV
SS
IP
V/E
1
49
48
132 603 471

-32
-405
-26

67
55
12

462
273
124

395
218
112

47

2000

1500

1000

Z.O (EAST)
West Bengal

500

Bihar
Orissa
Jharkhand

-500

-1000

In East Zone , West Bengal ha more Sanctioned Strenth and Vancancies for
Category III

SOUTH ZONE

South Zone

Category I
Category II
Category III
SS IP
V/E SS IP
V/E SS
IP
Z.O (SOUTH) 26
117 91
77
731 654 292 286
7
Tamilnadu
23
0
0
183 0
0
802 0
Kerela
27
0
0
188 0
0
769 0
Karnatka
22
0
0
148 0
0
719 0
Andhra
53
0
0
540 0
0
249 0
Pradesh
1

V/E
257
5
0
0
0
0

Category IV
SS IP
V/E
1
128 1288
9
87
0
0
70
0
0
62
0
0
253 0
0

48

3500
3000
2500

Z.O (SOUTH)
Tamilnadu

2000

Kerela
Karnatka

1500

Andhra Pradesh

1000
500
0

In south Zone , many of the regions has zero values for sanctioned strength, In
Position , Vacancy/Excess. Zonal Office (South) , Andhra Pradesh are showing
more Sanctioned Strength and In Position for Category III and Category IV.

NORTH EAST ZONE

N.E Zone
Z.O ( N.E )
N&M
NEF
Assam
Arunachal
Pradesh

Category I
SS
IP
24
21
12
11
15
14
30
21
23
4

V/E
-3
-1
-1
-9
-19

Category II
SS
IP
38
41
51
41
65
53
163 118
58
24

V/E
3
-10
-12
-45
-34

Category III
SS
IP
110 86
169 105
237 164
697 789
112 89

V/E
-24
-64
-73
92
-23

Category IV
SS IP
V/E
1
38
57
6
32
26
12
115 103
43
704 661
4
43
39

49

1000

800

600

Z.O ( N.E )
N&M

400

NEF
Assam
Arunachal Pradesh

200

-200

In North East Zone, for Category III and Category IV Assam is showing more Sanctioned In
Positions and Excess.

Overall mostly all zones have shown more Sanctioned Strength for Category III in FCI.
Recruitment is carried out for the Category III more frequently.

50

3.3 Recruitment Status of Category III 2010

Disciplin
e

North

West

Advertise Pane Waiting

Joine Advertise Pane Waiting
Joine
d
l
List
d
d
l
List
d
250
250
13
201
90
90
0
65

General
Godown

700

700

323

682

300

428

128

292

Technical

500

381

19

349

250

130

86

Accounts

150

150

73

146

55

69

21

42

1600

1481

428

1384

695

717

149

485

Total

North East

South

Advertise Pane Waiting Joine Adverti Pan Waiting Join

sed
el
List
ed
d
l
List
d
93
93
0
90
0
0
0
0
132

132

32

131

300

211

177

82

32

25

70

70

21

69

18

18

17

502

413

53

377

193

143

132

East
Advertise Panel Waiting List Joined
d
86
86
42
82
0

101

98

45

97

98

86

19

77

285

270

106

256

51

1600

1400

1200

1000

General
Godown

800

Technical
Accounts
Total

600

400

200

The above figure shows that North Region generates more recruitments , after North region
West Region shows more recruitments.

52

3.4 Functions of Promotion Cell

Establishment Section will furnish the vacancy position for the relevant year to

promotion cell.
Promotion cell will request Integration Cell, who is maintaining respective

seniority lists, to provide names of the eligible officers for promotion.

On receipt of list of eligible officers, promotion cell will call for the vigilance
clearance from the concerned Zones ( in case of Managers Category II Officers).
For Category-I posts, vigilance clearance will be called for from Vigilance

Division, Headquarters.
CR cell will also be given a copy of list of eligible offered by the Integration cell.
CR cell will call for the CR Dossiers of the eligible officers.
On receipt of the vigilance clearance, promotion cell will put the file to the
competent authority i.e C & MD for constitution of the Promotion/Senior

Promotion Committee.
After receipt of the file, notices will be sent to the members of the Promotion

Committee to attend the scheduled meeting.

On completion of the DPC meeting, the Extract of the Minutes of the meeting

will be forwarded to ESTT. I Section for operating the panel.

The name of the officer involved in the vigilance case will be kept in the sealed
covers and the same will be forwarded to

ESTT. I

section for operating the

panel.
Establishment I section will issue promotion orders as per the Extracts of the
Minutes.

53

3.5 Various Steps Involved For Promotion of Officers From

Lower Grade To The Higher Grade.
Determination of vacancy position on the basis of the existing, anticipated &
resultant vacancies, for a calendar year. [Action taken by E-I Section]
Enlisting the senior-most officers from the seniority list, featuring within the
prescribed Zone of Consideration.
Calling for the vigilance & administrative clearance from concerned divisions.
Updating the CR dossiers of the officers featuring in the Zone of Consideration.
Preparation of the Agenda note and nomination of the SPC/DPC committee by
the C & MD.
Seeking convenient date & time for convening the promotion committee meeting.
Rating the officers as Fit or Unfit on the basis of the basis of bench mark in
vogue.
Preparation of the select list.
Preparation of sealed covers in respect of officers involved in vigilance cases.
Approval to operate the panel to be sought from C& MD.

3.6 Requisites Experience for Promotion of Category I and II

Post
(Section wise)
GENERAL
SECTION
ED(G)
GM(G)
DGM(G)

Requisite Experience with post

Remarks

4 years as GM
4 years as DGM
5 years as AGM

To be decided by Chairman

54

AGM(G)
ACCOUNTS
SECTION
ED(Fin)
CGM(A/C)
GM(A/c)
DGM(A/c)
AGM(A/c)
ENGINEERING
SECTION
ED (ENGG.)
GM (ENGG.)
DGM (Civil)
DGM ( E/M)
AGM (Civil)
AGM (E/M)
LEGAL SECTION
GM (L)
DGM (L)
AGM(L)
QUALITY
CONTROL
AGM(QC)
MOVEMENT
SECTION
AGM (MOVT.)
MISC CADRE
AGM (P & R )
AGM(HINDI)
AGM(PR)
MEDICAL
OFFICER
CMO
ZMO
RMO
MO

5 years as M(Gen/Dep)

4 years as GM(A/c)
2 years as GM(A/c)
4 years as DGM(A/c)
5 years as AGM(A/c)
5 years as M(A/c)

To be decided by Board

4 years as GM (ENGG.)
4 years as DGM (C/E/M)
5 years as AGM (Civil)
5 years as AGM( E/M)
5 years as M( Civil)
5 years as M ( E/M)

To be prescribed by Board

3 years as DGM (L)

5 years as AGM(L)
Direct Recruitment (DR)

To be decided by CMD

5 years as M(QC)

5 years as M (MOVT.)
5 years as M (P&R)
8 years as M(Hindi)
100 % DR

5 years as ZMO
5 years as RMO
5 years as MO
100% DR

ED=Executive Director; DGM=Deputy General Manager; GM=General Manager;

AGM=Assistant General Manager; CGM=Chief General Manager; M=Manager;
CMO=Chief Medical Officer;

ZMO= Zonal Medical Officer; RMO= Regional

Medical Officer; MO= Medical Officer; PR=Public Relation;

P& R=Planning &

Research; E/M/C=Electrical/Mechanical/Civil;

Direct Promotion Committee (DPC) held in 2008

Post ( SectionWise)

No. of Promotion
55

General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical Officer

7
4
7
3
1
1
3
3

No. of Promotion

M
is
ce
lla
ne
ou
s

Q
ua
lit
y

Co
nt
ro
l

No. of Promotion

En
gi
ne
er
in
g

G
en
er
al

10
8
6
4
2
0

Direct Promotion Committee held in 2009

Post ( Section Wise)
General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical Officer

No. of Promotion
7
7
9
4
2
1
3
3

56

No. of Promotion
10
8
6
4

No. of Promotion

2
M
is
ce
lla
ne
ou
s

Co
nt
ro
l

Q
ua
lit
y

En
gi
ne
er
in
g

G
en
er
al

Direct Promotion Committee held in 2010

Post ( Section Wise)
General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical Officer

No. of Promotion
7
4
8
3
2
0
3
3

No. of Promotion

M
is
ce
lla
ne
ou
s

Q
ua
lit
y

Co
nt
ro
l

No. of Promotion

En
gi
ne
er
in
g

G
en
er
al

9
8
7
6
5
4
3
2
1
0

57

Direct Promotion Committee held in 2011

Post ( Section Wise)
General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical Officer

No. of Promotion
4
5
6
3
1
1
3
3

No. of Promotion

M
is
ce
lla
ne
ou
s

Q
ua
lit
y

Co
nt
ro
l

No. of Promotion

En
gi
ne
er
in
g

G
en
er
al

9
8
7
6
5
4
3
2
1
0

Direct Promotion Committee held in 2012

Post ( Section Wise )

No. of Promotion

General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical Officer

7
6
8
3
1
1
1
3

58

No. of Promotion

M
is
ce
lla
ne
ou
s

Q
ua
lit
y

Co
nt
ro
l

No. of Promotion

En
gi
ne
er
in
g

G
en
er
al

9
8
7
6
5
4
3
2
1
0

DPC Likely to be held in a calendar year 2013

Post( Section Wise)

General
Accounts
Engineering
Legal
Quality Control
Movement
Miscellaneous
Medical

No. of Promotions
5
4
6
3
1
1
1
3

59

No. of Promotion

M
is
ce
lla
ne
ou
s

Q
ua
lit
y

Co
nt
ro
l

No. of Promotion

En
gi
ne
er
in
g

G
en
er
al

9
8
7
6
5
4
3
2
1
0

Direct Promotion Committee held in last 6 years

Year
2008
2009
2010
2011
2012
2013

Total No. of Promotions

29
36
30
26
30
24

After analyzing all above graphs , it has been seen that promotions are being done in
Technical and General Section.

60

3.7 Data analysis on the basis of Questionnaire

The following analysis is being done on the basis of questionnaire asked to the
staff of R.P.I Section of F.C.I

1. What source company adopts for recruitment of candidates?

Options

Responses

Employee Referral

Campus Recruitment

Recruitment Agencies

Advertisements

19

Responses
7%
Employee Referral
Campus Recruitment
30%

Recruitment Agencies
Advertisements

63%

Interpretation
The above Doughnut split Chart shows that

According to 63% of employees selected for questionnaire, FCI uses

advertisements for the recruitment of candidates.

61

Hence, it is clear that FCI uses Advertisements and Recruitment Agencies for the
purpose of Recruitment.

2.

How many stages are involved in selecting the candidate?

Options

Responses

1 to 3

22

3 to 5
5
5 to 7

More than 7

Responses
1 to 3

3 to 5

5 to 7

More than 7

10%
17%

73%

Interpretation
The above split pie chart shows that 73% of the selected employees for
Questionnaire says that the number of stages involved in selecting the candidate
is 1 to 3.

3. Does FCI follow different recruitment process for different grades of

employees?
62

Options

Responses

No

Yes

26

Responses
13%
No
Yes
87%

Interpretation
It is clear that FCI follows different Recruitment Process for different grades of
employees.

4. What is the back out percentage of candidates after being offered?

Options

Responses

1% to 5%

5% to 10%

10% to 15%

More than 15%

17

63

Responses
1% to 5%

5% to 10%

10% to 15%

More than 15%

14%
14%

49%
23%

Interpretation
It is clear that back out percentage is more, as it can be analyzed with the above
chart.

5. Is FCIs recruitment process fair and unbiased?

Options

Responses

Yes

25

No

Responses
Yes

No

17%

83%

64

Interpretation
It can be observed that majority of employees think FCIs Recruitment Process is
fair and unbiased.

6. If the recruitment type is employee referral then what special privilege

has to
be paid to the one who has referred?
Options

Responses

referral

No Privilege to referral

25

Privilege

to

people

people

Responses
Privilege to referral people

No Privilege to referral people

17%

83%

Interpretation
It is clear from the above figure that, no priviledge is given to referral people .

7 . In how much time does the whole process generates results?

Options

Responses

3 to 6 months

6 to 8 months

8 to 10 months

15

More than 10 months

Interpretation

65

It takes around 8 to 10 months to complete a Recruitment Process in FCI.

8.

Which is the biggest challenge that you face in the whole process
of recruitment?
Options

Responses

Line Function Support

Online Problems

Bank Challan Failures

Vigilance Cases

15

Responses
Line Function Support

Online Problems

Bank Challan Failures

Vigilance Cases
20%

50%

17%
13%

9. How often recruitment is being done in your company?

Options

Responses

Regularly

13

Monthly

Yearly

Dont know

66

20%
Regularly

43%

Monthly

Yearly

Dont know

30%
7%

Interpretation
It shows that F.C.I recruits regularly.

10.
Internal sources of recruitment are preferred in the
company.
Options

Responses

Yes

18

No

12

Interpretation
It is clear that internal sources of Recruitment (Promotions, Integration etc.) are
preferred in the company.

67

3.8 FCI News Releases Regarding Recruitment

FCI Recruitment : Syllabus and previous cut off marks
Staff Selection Commission (SSC) has declared the result of Assistant Grade III
(AG-3) in Food Corporation of India (FCI). The Written Test for the post of
Assistant Grade III in the Cadre of General, Technical, Account and Depot in FCI
was

held

on

04th

and

5th

February

2012.

There were 780949 Candidates who have registered for this written examination
but only 500179 Candidates who appeared in the Written Test. 46081 Candidates
who have qualified in paper II and 33407 Candidates Qualified in Paper III in this
written test

Cutoff for this Written Test:

AG-III (Post Code-A & / or D) Paper-II

68

 SC 86
ST 84
OBC 94
UR - 105
AG-III (Post Code-B) Paper-II
SC-80
ST 76
OBC 90
UR 100

AG-III (Post Code-C) Paper-II

SC 66
ST 61.50
OBC 73
UR 88
FCI to recruit 11,000 new staff to operationalise Food Security
Bill

69

To operationalize

the governments ambitious National Food Security Law,

the Food Corporation of India (FCI) has embarked on a massive recruitment

drive. Officials said the corporation is planning to appoint 11,000 new staff,
including hundreds in managerial positions.
However, some experts are of the opinion that such a massive recruitment of
officers and staff in FCI would further add on to the expenditure associated with
the Food Bill, which on last count was estimated to push the annual food
subsidy to higher by over Rs 1,23,000 crore, up from 2013-14 Budget estimate of
Rs 90,000 crore.
In an official statement, the Corporation said that FCI, through theStaff Selection
Commission (SSC), has advertised for 3,755 vacancies during 2011, out of which
nearly 1,700 officials have already joined. That induction procedure is still in
progress.
Another 6,545 vacancies were again advertised for which the written examination
stands concluded through SSC. FCI has now advertised 460 vacancies in the
managerial cadre (Category II), which may be soon followed by advertising of 30
vacancies in the Assistant General Manager-level Category-I posts.
The new appointments precede the Food Security law under which FCI will need
to meet increased requirements of storage and movement of food grains for the
Public Distribution System (PDS).
This is a massive recruitment drive undertaken by the FCI, said FCIs
Executive Director (Personnel) Devinder Kumar Bhalla.
It is after a long time that we have conducted recruitment at such a big scale, he
added. He said that massive foodgrain procurement along with the coming Law
will requirement extensive food grain management in the country which has
necessitated this recruitment.

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The Food Security Bill seeks to provide legal entitlement for cheap grains to
almost 67 per cent of the Indian population. As per official estimates, after the
Bill is enacted, the government would need around 63 million tonnes of grains
annually, which is just marginally more than the current quantity of grains wh
FCI on a hiring spree, to recruit 7,000

NEW DELHI, JULY 1:

Food Corporation of India (FCI) is on a hiring spree as it plans to recruit 7,000 in
order to gear up for implementation of proposed Food Security Act, after hiring
about 3,800 employees.
This is a massive recruitment drive undertaken by the FCI, state-run FCI
Executive Director (Personnel) D V Devinder Kumar Bhalla today said in a
statement.
He said that 3,755 vacancies have been filled up in the category III in the first
phase through the Staff Selection Commission (SSC). Offer letters are being
issued at the Zonal office level and some of the candidates have already joined.
The recruitment for the 6,545 posts in Category III in the second phase is
underway. The written examination for this selection has been concluded by SSC
and the subsequent process will be completed before the issue of appointment
letters.
That apart, the FCI has now advertised 460 vacancies in the managerial cadre
(Category II) and soon plans to advertise 30 vacancies for Assistant General
Manager, CategoryI posts.
Stating that the proposed Food law requires massive food grain management,
Bhalla said extra manpower would be required to run the operation of FCI, which
currently handles about 80 million tonnes of food grains.
FCI said more number of staff will be recruited in the north zone, where
maximum food grains are handled, followed by south, west, east and northeast
zones.
The proposed Food law aims to provide legal right on subsidised food grains to
67 per cent of the population.
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FCI is the nodal agency for food grains procurement and distribution.

CHAPTER 4
CONCLUSION AND
72

RECOMMENDATIONS

4.1 CONCLUSION
1. FCI plays important/vital role in the overall functioning of food distribution in the
country. For the same, FCI recruits people on regular basis.
2. FCI focuses on internal and external factors of recruitment for human resources for
organisation.
3. The process is very clear and transparent, and gives opportunity to many
employees inside and people from outside organisation.
4. Also, FCI holds other positive aspects of an organisation like good working
environment , consistency of holding position among other organisation, medical
and health plans for employees ( as per Govt. rule).
5. According to the topic of project , I have found many relevant information about
Recruitment, Promotion and Integration( Data interpretation in Ch 3), which
interprets many things about functioning of FCI
6. The organisation has a high commitment towards recruitment.

73

7. It also follows the Customer University Model, as it is linked with some training
institutes.
It has been already known by far through this project, that FCI is the responsible
organisation for the food distribution, food security all over country. Its functioning
in performing each operation is pretty good.
In concern of Human Resources, FCI hires employees on regular basis and
generates vacancies throughout the year on a particular interval for each category
( Category I,II,III,IV)
It follows transparent process throughout the whole recruitment process.

4.2 RECOMMENDATIONS

FCI doesnt require any suggestion, but as far as my point of view I can suggest
only few and minor things for the smoothening of FCI functions.

i.

Recruitment process can be made fully online for the external mode of recruitment.
This will generate more technical positions in the recruitment department and

ii.

reduces stress in other positions.

More young employees can be appointed for managing human resources at lower

iii.

level.
F.C.I should adopt campus drive also to recruit young talent.

74

iv.

More non-monetary benefits can be added to different job profiles to retain the

v.
vi.
vii.

employees.
Training and development department should be introduce in F.C.I
F.C.I can arrange workshops for the employees benefits in terms of performance.
More number of contractual positions should be generated to attract people who
are interested in contractual jobs.

APPENDIX
75

QUESTIONNAIRE FOR RECRUITMENT HEAD

Name

Mr. Kaushik Nayak

Companys

Food Corporation of India

name
Designatio

AGM (RPI)

n
Date

26th July 2013

Note Please tick the appropriate option.

1. What source you adopt to source candidates?

o
o
o

Open Competitive Examination

Campus Recruitment
Recruitment Agencies
Advertisement
2. How many stages are involved in selecting the candidate?
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 1 to 3
o 3 to 5
o 5 to 7
o More
3. Do you use any of the following tests during the process of recruitment?
o Written
o

Group Discussion

Personal Interview

all of the above

4. How do you track the source of candidate?
o Manual agencies
o

Software naukri.com

Onlined. Windows. Xls

Advertisement
5. Apart from the R.P.I Department, who all from the other departments are
required to get involved in interviewing process?
o

According to Cadre

Administration
o

HR Executive

o Quality Control
6. Do you follow different recruitment process for different grades of
employees?
o No
Yes
7. What is the back out percentage of candidates after being offered?
o

1-5%

o 5-10%
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o 10-15%
More than 15%
8. What percentage of candidates leaves within the period of less than 6-12
month?
1-5%
o 5-10 %
o 10-15%
o

15-20%
9. Does the company reimburse the travelling cost incurred by the candidates for
appearing in the interview?

Yes
o No
10. Do you take any technological support for the process of recruiting?
o

video conferencing

Online/Offline

11. Are you aware of the concept of video resume?

o Yes
No

12. If the recruitment type is employee referral then what special privilege has to
be paid to the one who has referred?
o Privilege to referral people
No Privilege to referral people
13. In how much time does the whole process generates results?
o 3 to 6 months
78

o 6 to 8 months
8 to 10 months
14. Do you do the employment eligibility verification?
Yes
o No
15. How many recruitment you did in the last fiscal year?
1 to 5
o 5 to 10
o 10 to 15
16. What is the total number of person in R.P.I Section?
o 10 20
20 -30
o 30 -40
17. Which is the biggest challenge that you face in the whole process of
recruitment?
o
o
o

Line Function Support

Online Problems
Bank Challan Failures
Vigilance Cases
18. How do you rate whole R.P.I. sections performance?

o
o

Poor
Fair
Adequate
Excellent

79

QUESTIONNAIRE FOR EMPLOYEES

Name
Companys
name
Designatio
n
Date

Note Please tick the appropriate option.

1. What source company adopts for recruitment of candidates?

Employee referral
Campus recruitment
Recruitment Agencies
Advertisements

2. How many stages are involved in selecting the candidate?

1 to 3
80

 3 to 5
5 to 7
More than 7
3. Does FCI follow different recruitment process for different grades of
employees?
Yes
No
4.

What is the back out percentage of candidates after being offered?

1% to 5%
5% to 10%
10% to 15%
More than 15%

5. Is FCIs recruitment process fair and unbiased?

Yes
No
6. If the recruitment type is employee referral then what special privilege has
to be paid to the one who has referred?
Priviledge to referral people
No priviledge to referral people
7.

In how much time does the whole process generates results?

3 to 6 months
6 to 8 months
8 to 10 months
More than 10 months

8. Which is the biggest challenge that you face in the whole process of
recruitment?

Line function Support

Online Problems
Bank Challan Failures
Vigilance Cases

9. How often recruitment is being done in your company?

Regularly
Monthly
Yearly
81

 Dont know
10. Internal sources of recruitment are preferred in the company?
Yes
No

BIBLIOGRAPHY

82

Human Resource Management by C.B.Gupta

Managing Human Resources by R.K. Suri and T. N. Chhabra

Annual Report 2011-12, Food Corporation of India

Annual Report 2010-11, Food Corporation of India

www.google.com

www.fciweb.nic.in

www.fcijobsportal.com

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