CHAPTER-1

Introduction and
Profile of Company
Origin
Profile.

AN INTRODUCTION TO THE THAPAR GROUP

Where growth is not only an obsession

A visionary who wanted to lay the foundation of an enterprise that would help India through
her formative years, founded the Thapar Group in the early 1920s. As pioneers they are the
fourth largest industrial conglomerate in the country, with over 54 different companies and
80 manufacturing plants. Assets have accumulated over Rs. 24,000 million with an annual
turnover of about $ 2 billion. The group grows annually at the rate of over 19%. The group
has diversified industrial interests that include Paper, Chemicals, Textiles, and Man made
Fibers, Glass, Electronics, Heavy Engineering, Diesel Engines, Power Equipment, Motor
and Pump sets, Gensets, Transmission and Distribution Equipments etc. Beyond this, the
Thapar Group manufactures equipment for industries related to Aviation, Mining, Marine,
Metallurgy, Oil exploration, Shipping, and Mechanical handling. Industrial products like
Electronic Process Instrumentation Boilers and Furnaces, Steam and Energy Control
Equipment are also the part of Thapar Groups activities. Software growth is another area
that Thapar Group has explored.
Flagship that represents the Thapar Group:

Ballarpur Industries Ltd.

JCT Ltd.

Compton Greaves Ltd.

Greaves Cotton and Company Ltd.

The companies have gone beyond their initial industrial interest and pioneered a wide range
of products and services through their subsidiaries. The Thapar Groups spectacular growth
in a span of over 80 years is a result of two factors:

A clear philosophy that governs the mission of business across all levels of hierarchy
and the openness of mind to share global technologies with those who are willing and
brave.

The Thapar Groups manufacturing values ensure associations only with the worlds
best and most capable corporations. The collaboration list constitutes giants like Du-Pont,
Zimmer, AG Hitachi Ltd., OKI Electrical, Westinghouse, David Brown Ruston & Hornsby
Hawker Siddsley, Siemens AG and Bush Electronics.
The group owes its success to a well known attitude of doing business globally and
nationally, an attitude that involves lighting changes, both in terms of technology,
infrastructure, and ability to adopt the changing scenario at home and abroad, and a warm
management philosophy that always puts people first.

JCT MILL : AN OVERVIEW

In the field of cotton and blended fabrics, JCT has always been a trendsetter. It is one of the
leading manufacturers and exporters of cotton textiles in the country.
JCT limited Phagwara; a composite unit having spinning, weaving, and processing facilities
is a blue chip company of the Thapar Group and was incorporated on 28 th October, 1946
under the name of M/S Jagatjit Cotton textiles Mills. The establishment of JCT limited was
the result of the decision taken by the government of India under the post war development
plan. It was decided to locate the mill in the north India and after much discussion;
Kapurthala was selected as a site for textile venture. It was M/S Karamchand Bros. Ltd.
Who entered into a final contract with the government of India to set a mill at Phagwara
(Punjab)? The disadvantage of unfavorable weather was offset by other factors such as
cheap lab our, availability of raw material, and governments aid. Thus, the company came
into existence in 1946.

In the initial years, the business was on a small scale and the company was manufacturing
only cotton fabrics. That is why it is called Jagatjit Cotton Textiles Ltd. Afterwards the
company also started manufacturing cotton yarn, and nylon T filament yarn. JCT has made
a big dent in synthetic markets by producing plain and fancy suiting; both piece dyed and
fiber dyed and dyed yarn shirting in innumerable designs and weaves to cater the different
segments of the market.
The policy of management to reinvest its profits year after year led the mill to grow rapidly
into one of the leading textiles mill in the country. In 1995, Rs. 300 crores was invested for
the modernization of the Phagwara unit. This unit is now one of the most modern units with
the state of art technology.
The management for over three decades has implemented the concept of participative
management. The workers/ employees and their representatives are fully involved in the
management and running the affairs of the company. This policy of management has
generated tremendous goodwill for the company amongst its employees and the result is
that the company has a committed workforce of about 5000 workers and 530 employees
and the most cordial employee- employer relationship.
As this is the era of cutthroat competition, JCT believes in quality, which results in
leadership, and as result, this has led them to tremendous growth. JCT fabrics have captured
profitable sections in the market. There has been a constant growth in the man-made fibre
with a wide variety of nylon and polyester filament yarn.

LOCATION OF JCT

The mill is situated in Phagwara town on G.T. Road, the national highway number -1. It is
40 kilometers from Ludhiana towards Amritsar. The location of the mill is of great
advantage as transportation of goods is cheaper, easier and quick.

JCT PHAGWARA COMPLEX

The complex consists of a mill and the Thapar colony. In the mill, there is a main
production unit, administration offices, go downs, stores, canteen, dispensary, and the
turbines for the generation of electricity.

The residential complex known as Thapar colony is for the officers and other employees. It
includes gymnasium, club, and a lake for boating. The whole complex, thus, is like a small
town in itself.

BRIEF ABOUT THE THAPAR GROUP

So long as we have confidence in the value
Of the goal and excitement at the prospects of setting
Forth into unfamiliar territory and the will
To do new things, I have no doubt that the future of
India and the future Indian enterprise are safe and glorious

Lala Karam Chand Thapar

(1900-1962)
Founder of the Thapar Group

His Vision of enterprise in 1920s was certainly not a dream.

OBJECTIVES OF THE GROUP

Cotton

To consolidate and develop core business areas mainly: synthetic and textiles.
To attain the position amongst the leading composite textiles mills in India and to retain
its position among the top companies in the synthetic fiber industry.
To expand and diversify into allied product areas and simultaneously increase global
presence and develop international markets together with domestic markets to achieve
rapid growth.
To evolve into a quality conscious, customer oriented, and fast expanding organization.
CORPORATE PHILOSOPHY
JCT believes in dignity of human beings.
JCT believes that there exists a psychological contract between the organization and the
employees, and the growth of both is interlinked.

 JCT strive to attract, develop, and retain the best talent available.
JCT doesnt believe in any discrimination on the basis of caste, creed, religion, race, or
gender.
JCT believes in the concept of right person at the right job.
JCT values merit and recognizes ability.
JCT encourages teamwork and believes that this enhances problem-solving capabilities.
JCT actively promotes sports and other cultural activities for cohesiveness and
harmony.
JCT knows that it is the part of the changing environment and that it has to be proactive
to such changes. JCT continuously strives to be a better corporate citizen.

QUALITY POLICY OF JCT

Customers satisfaction is the motto of JCT Ltd. They, therefore commit themselves to
produce and deliver such fabrics so as to meet the customers demands.
This is achieved by:
Identifying customers requirements and converting them into products.
Pursuing the process of continuous improvement by the employees of the organization.
Ensuring that quality standards are maintained and upgraded to reflect the changing
customers requirements
ISO-9002 (International organization for standardization) is an International organization
consisting of representative of 91 countries. A standard body represents each country.

ISO is a system standard and its role is to integrate various Standard of production, services
and systems. Operating in member countries and bring out harmonized international standards
in these areas which will be acceptable worldwide. The basic objective of ISO is to promote
the development of standard testing and certification in order to encourage the trade of goods
and services. Out of 140 companies, JCT is one of the five composite mills, which has
successful ISO -9002certificate.In todays competitive globalize economy, every company has
to face a stiff competition from its competitors and in order to survive, companies are in
search for new channels and are stressing on exports.JCT as a late entrant in suiting and
shirting markets is currently looking forward to increase its potential to new or existing
international markets, to expand its export sales so that it survive in todays competition. In
the process of increasing export sales, JCT has recently acquired ISO-9002 certificate to meet
international standards.

J.C.T. - FACTUALS

Established in

: 1946

Operation of production

: 1951

In 1950s Installed Capacity

Spindle

: 17856

Looms

: 390

Present Installed Capacity

Spindles

: 63244

Open End Rotors

: 1488

Looms

: 450 Conventional
171 Sulzer
28 Air Jet

Annual Turnover
Manpower

Exceeding Rs. 300 crores

: Workers: 4500(app.) (Engagement)
Staff: 550(app.)

Regd. Office

: Village Chohal
Distt. Hoshiarpur
46001 (Pb.)

Corporate Office

: Thapar House
124, Jan path
New Delhi-110001

FABRIC RANGES:

FABRIC STYLES

: BULL DENIMS, TWILLS, CHINO, CORDS, CANVAS,

DUCKS,

FLANNEL,

TUSSORES,

YARN

DYED

SHIRTING, PRINTS UPTO 8 COLOURS.

FINISHES

: MICRO-SANDING, PEACHING, SOFT-FINISH, STIFF

FINISH,

EASY CARE, WATER REPELLENT, RAIN AND STAIN

PROOF.
BLENDS

: 100% COTTON, POLYSTER: COTTON BLENDED

FABRICS- 65:35,

35:65, POLYSTER VISCOSE WITH BLEND 48:52.

FABRIC CONFIGURATION: IN VARIOUS COUNTS IN OPEN END, CARDED,

COMBED RING SPUN YARNS IN SINGLE AS WELL AS
PILED.

MAJOR DEPARTMENTS OF JCT LIMITED

In todays competitive world, the process of production is very important but the
stand of the company becomes strong and sound if it moves towards productivity.
This increase in productivity has to be achieved without sacrificing the quality of
the end product. To meet the required objectives, the mill is divided into three main
functions contributing equally to the effective and efficient working of the mill.
These three major functions are subdivided into Departments and further into
sections these three functions are as follows:
A). Production Function
B). Non Production Function
C). Service Function
Production Function comprises of the following Departments:
1). SPINNING
A) Cotton Spinning
B) Synthetic Spinning
C). Spinning Auto-Coro- Open End Spinning
D). Spinning Maintenance
E). Post Spinning
2). WEAVING
A) Weaving Preparatory Conventional
B). Weaving Conventional
C). Weaving Preparatory Sulzer
D) Weaving Sulzer
3). PROCESSING
A) Synthetic Processing
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B) Cotton Processing
C) Finishing
D) Printing

Non Production Function comprises of the following Departments:

1). Warehouse
a) Mending
b) Grey Folding
c) Cotton Ware House
d) Synthetic Warehouse
e) Exports Warehouse
2). Marketing
a) Domestic Marketing
b) RMG Marketing
c) Exports Marketing
3) Raw Material Department
4) Fabric Development Department
5) Production Planning Department
6) Research and Development
7) ISO Department

Service Function comprises of the following Department:

A) Human Resource Department
B) Finance and Accounts Department
C) Information Technology Department
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D) Administration Department
E) Purchase Department
F) Engineering Department
G) Labour & Industrial Relation Department

19

OBJECTIVES OF STUDY
The study is conducted to observe & analyze the, various aspects of Recruitment
& Selection in JCT Mills , Phagwara. The main objectives of the study are as
follows:
To know about the recruitment and selection of the JCT Mill.
To analyze the recruitment and selection practice followed in JCT Mill.
To know the Background, set-up & structure of the company.
To study the company profile, establishment, present & future plans of
JCT .To know about the level of satisfaction of the employees with regard
to recruitment and selection provided by the company.
To analyze & give suggestions for present recruitment and selection
process in JCT Mill

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CHAPTER-2
Objectives
&
Limitations of Study
&
Research Methodology.

21

RESEARCH METHODOLOGY
This project is based on information collected from both primary and secondary
data. After a detailed study, an attempt has been made to present comprehensive
analysis of recruitment and selection adopted by the company. The data has been
used to cover the various aspects of recruitment and selection undertaken by the
organization under study.
1.

Primary data:
a)By making regular visits to the company.
b) By discussing the various issues with the experienced &

senior staff.
c) From Questionnaires filled up by the various
employees.
2.

Secondary data:
a) Collected data from final accounts of the
company.
b)

Company

profile.
c) Magazines & journals published by the
company.
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LIMITATIONS OF STUDY
In an attempt to make this project authentic and reliable every possible aspect of
the topic was kept in mind. Nevertheless, despite this fact constraints were at play
during the formulation of the project. The main limitations are :
The time for study was not enough because the matters relating to
recruitment requires deep knowledge & it is really a very tough job, so it
demands proper time) devotion & time of just 5-6 weeks was not sufficient.
It is difficult to approach more employees for the purpose of survey.
Employees hesitate to fill the questionnaires.
Officials try to hide the real information about the matters, which have bad
effect on their firm, & it is not easy to obtain such type of information.
Lack of time on part of a few officials of company also restricted scope of
research.
The chance pf biased response cannot be eliminated though all necessary
steps were taken to avoid the same.

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INTRODUCTION TO STUDY

CHAPTER-3
Introduction to Study.
Recruitment and Selection
Definitions
Objectives
Principles
Scope

24

Recruitment & selection

Recruitment is the process of identifying that the organisation needs to employ

someone up to the point at which application forms for the post have arrived at the
organisation. Selection then consists of the processes involved in choosing from
applicants a suitable candidate to fill a post. Training consists of a range of
processes involved in making sure that job holders have the right skills, knowledge
and attitudes required to help the organisation to achieve its objectives. Recruiting
individuals to fill particular posts within a business can be done either internally by
recruitment within the firm, or externally by recruiting people from outside.
The advantages of internal recruitment are that:
1. Considerable savings can be made. Individuals with inside knowledge of how a
business operates will need shorter periods of training and time for 'fitting in'.
2. The organisation is unlikely to be greatly 'disrupted' by someone who is used to
working with others in the organisation.
3. Internal promotion acts as an incentive to all staff to work harder within the
organisation.
4. From the firm's point of view, the strengths and weaknesses of an insider will
have been assessed. There is always a risk attached to employing an outsider who
may only be a success 'on paper'.

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The disadvantages of recruiting from within are that:

1. You will have to replace the person who has been promoted
2. An insider may be less likely to make the essential criticisms required to get the
company working more effectively
3. Promotion of one person in a company may upset someone else.

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External recruitment
External recruitment makes it possible to draw upon a wider range of talent,
and provides the opportunity to bring new experience and ideas in to the
business. Disadvantages are that it is more costly and the company may end
up with someone who proves to be less effective in practice than they did on
paper and in the interview situation.
There are a number of stages, which can be used to define and set out the
nature of particular jobs for recruitment purposes:
Job analysis is the process of examining jobs in order to identify the key
requirements of each job. A number of important questions need to be
explored:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
a simple description of the role and duties of the employee within the
organisation.

Job analysis is used in order to:

1. Choose employees either from the ranks of your existing staff or from the
recruitment of new staff.
2. Set out the training requirements of a particular job.

27

3. Provide information which will help in decision making about the type of
equipment and materials to be employed with the job.
4. Identify and profile the experiences of employees in their work tasks
(information which can be used as evidence for staff development and
promotion).
5. Identify areas of risk and danger at work.
6. Help in setting rates of pay for job tasks.
Job analysis can be carried out by direct observation of employees at work, by
finding out information from interviewing job holders, or by referring to
documents such as training manuals. Information can be gleaned directly
from the person carrying out a task and/or from their supervisory staff. Some
large organisations specifically employ 'job analysts'. In most companies,
however, job analysis is expected to be part of the general skills of a training
or personnel officer.
Job description

A job description will set out how a particular employee will fit into the
organisation. It will therefore need to set out:
the title of the job
to whom the employee is responsible
for whom the employee is responsible
28

a simple description of the role and duties of the employee within the organisation.
A job description could be used as a job indicator for applicants for a job.
Alternatively, it could be used as a guideline for an employee and/or his or her line
manager as to his or her role and responsibility within the organisation.

Job specification.

A job specification goes beyond a mere description - in addition, it highlights the

mental and physical attributes required of the job holder. For example, a job
specification for a trainee manager's post in a retail store included the following:
'Managers at all levels would be expected to show responsibility. The company is
looking for people who are tough and talented. They should have a flair for
business, know how to sell, and to work in a team.'
Job analysis, description, and specification can provide useful information to a
business in addition to serving as recruitment instruments. For example, staff
appraisal is a means of monitoring staff performance and is a feature of promotion
in modern companies. In some companies, for example, employees and their
immediate line managers discuss personal goals and targets for the coming time
period (e.g. the next six months). The appraisal will then involve a review of
performance during the previous six months, and setting new targets. Job details
can serve as a useful basis for establishing dialogue and targets. Job descriptions
can be used as reference points for arbitrating in disputes as to 'who does what' in a
29

business.Selection involves procedures to identify the most appropriate candidates

to fill posts. An effective selection procedure will therefore take into consideration
the following:
keeping the costs of selection down
making sure that the skills and qualities being sought have been identified,
developing a process for identifying them in candidates
making sure that the candidates selected, will want the job, and will stay with the
company.
Keeping the costs of selection down will involve such factors as holding the
interviews in a location, which is accessible to the interviewing panel, and to those
being interviewed. The interviewing panel must have available to them all the
necessary documentations, such as application forms available to study before the
interviews take place. A short list must be made up of suitable candidates, so that
the interviews do not have to take place a second time, with new job
advertisements being placed.
The skills required should have been identified through the process of job analysis,
description and specification. It is important then to identify ways of testing
whether candidates meet these requirements. Testing this out may involve:
interviewing candidates
asking them to get involved in simulated work scenarios
asking them to provide samples of previous work
getting them to fill in personality and intelligence tests
giving them real work simulations to test their abilities.

30

Induction and training

New workers in a firm are usually given an induction programme in which they
meet other workers and are shown the skills they must learn. Generally, the first
few days at work will simply involve observation, with an experienced worker
showing the 'new hand' the ropes. Many large firms will have a detailed training
scheme, which is done on an 'in-house' basis. This is particularly true of larger
public companies such as banks and insurance companies. In conjunction with this,
staff may be encouraged to attend college courses to learn new skills and get new
qualifications. Training thus takes place in the following ways:
1. On the job - learning skills through experience at work
2. Off the job - learning through attending courses.
Promotion within a firm depends on acquiring qualifications to do a more
advanced job. In accountancy for example, trainee accountants will be expected to
pass exams set by the Association of Chartered Certified Accountants (ACCA). At
the same time, a candidate for promotion must show a flair for the job. It is the
responsibility of the training department within a business to make sure that staff
with the right skills are coming up through the firm or being recruited from
outside.
31

The Association of Chartered Certified Accountants has 300,000 members and

students throughout the world. It is a professional body setting standards for the
accountancy profession. To be properly qualified, accountants must have passed

examinations that make them eligible for membership of one or more professional
accounting bodies, such as ACCA. Typically accountants will improve their
knowledge and experience by taking courses run and organised by ACCA during
their professional training enabling them to develop and enhance their careers.
Induction is the process of introducing new employees to an organisation and to
their work responsibilities in that organisation.

The recruitment and selection is the major function of the human resource
department and recruitment process is the first step towards creating the
competitive strength and the recruitment strategic advantage for the
organisations. Recruitment process involves a systematic procedure from
32

sourcing the candidates to arranging and conducting the interviews and

requires many resources and time. A general recruitment process is as
follows:
Identifying the vacancy:
The recruitment process begins with the human resource department
receiving requisitions for recruitment from any department of the
company. These contain:
Posts to be filled
Number of persons
Duties to be performed
Qualifications required
Preparing the job description and person specification.

Locating and developing the sources of required number and type of

employees (Advertising etc).

Short-listing and identifying the prospective employee with required

characteristics.

Arranging the interviews with the selected candidates.

33

 Conducting the interview and decision making

1. Identify vacancy

2. Prepare job description and person specification

3. Advertising the vacancy

34

4. Managing the response

5. Short-listing

6. Arrange interviews

7. Conducting interview and decision making

The recruitment process is immediately followed by the selection process
i.e. the final interviews and the decision making, conveying the decision
and the appointment formalities.

Agency types
The recruitment industry has four main types of agencies. Their recruiters aim to
channel candidates into the hiring organizations application process. As a general
rule, the agencies are paid by the companies, not the candidates.
Traditional Agency
Also known as a employment agencies, recruitment agencies have historically had
a physical location. A candidate visits a local branch for a short interview and an
assessment before being taken onto the agencys books. Recruitment consultants
then work to match their pool of candidates to their clients' open positions. Suitable
35

candidates are short-listed and put forward for an interview with potential
employers on a temporary ("temp") or permanent ("perm") basis.
Compensation to agencies take several forms, the most popular:
A contingency fee paid by the company when a recommended candidate
accepts a job with the client company (typically 20%-30% based and
calculated of the candidates first-year base salary - though fees as low as
12.5% can be found online[1]), which usually has some form of guarantee
(3090 days standard), should the candidate fail to perform and is terminated
within a set period of time (refundable fully or prorated)
An advance payment that serves as a retainer, also paid by the company,
non-refundable paid in full depending on outcome and success (eg. 30% up
front, 30% in 90 days and the remainder once a search is completed). This
form of compensation is generally reserved for high level executive
search/headhunters
Hourly Compensation for temporary workers and projects. A pre-negotiated
hourly fee, in which the agency is paid and pays the applicant as a consultant
for services as a third party. Many contracts allow a consultant to transition
to a full-time status upon completion of a certain number of hours with or
without a conversion fee.
Process
Job Analysis
The proper start to a recruitment effort is to perform a job analysis, to document
the actual or intended requirement of the job to be performed. This information is
36

captured in a job description and provides the recruitment effort with the
boundaries and objectives of the search.

[2]

Oftentimes a company will have job

descriptions that represent a historical collection of tasks performed in the past.

These job descriptions need to be reviewed or updated prior to a recruitment effort
to reflect present day requirements. Starting a recruitment with an accurate job
analysis and job description insures the recruitment effort starts off on a proper
track for success.
Sourcing
Sourcing involves 1) advertising, a common part of the recruiting process, often
encompassing multiple media, such as the Internet, general newspapers, job ad
newspapers, professional publications, window advertisements, job centers, and
campus graduate recruitment programs; and 2) recruiting research, which is the
proactive identification of relevant talent who may not respond to job postings and
other recruitment advertising methods done in #1. This initial research for so-called
passive prospects, also called name-generation, results in a list of prospects who
can then be contacted to solicit interest, obtain a resume/CV, and be screened (see
below).
Screening and selection
Suitability for a job is typically assessed by looking for skills, e.g. communication,
typing, and computer skills. Qualifications may be shown through rsums, job
applications, interviews, educational or professional experience, the testimony of
references, or in-house testing, such as for software knowledge, typing skills,
numeracy, and literacy, through psychological tests or employment testing. In
some countries, employers are legally mandated to provide equal opportunity in
hiring. Business management software is used by many recruitment agencies to
37

automate the testing process. Many recruiters and agencies are using an Applicant
tracking system to perform many of the filtering tasks, along with software tools
for psychometric testing

A British Army etc. recruitment centre in Oxford.

Onboarding
"Onboarding" is a term which describes the introduction or "induction" process. A
well-planned introduction helps new employees become fully operational quickly
and is often integrated with a new company and environment. Onboarding is
included in the recruitment process for retention purposes. Many companies have
onboarding campaigns in hopes to retain top talent that is new to the company,
campaigns may last anywhere from 1 week to 6 months.
Internet Recruitment / Websites
Such sites have two main features: job boards and a rsum/curriculum vitae (CV)
database. Job boards allow member companies to post job vacancies. Alternatively,
candidates can upload a rsum to be included in searches by member companies.
Fees are charged for job postings and access to search resumes. Since the late
38

1990s, the recruitment website has evolved to encompass end-to-end recruitment.

Websites capture candidate details and then pool them in client accessed candidate
management interfaces (also online). Key players in this sector provide erecruitment software and services to organizations of all sizes and within numerous
industry sectors, who want to e-enable entirely or partly their recruitment process
in order to improve business performance.
The online software provided by those who specialize in online recruitment helps
organizations attract, test, recruit, employ and retain quality staff with a minimal
amount of administration. Online recruitment websites can be very helpful to find
candidates that are very actively looking for work and post their resumes online,
but they will not attract the "passive" candidates who might respond favorably to
an opportunity that is presented to them through other means. Also, some
candidates who are actively looking to change jobs are hesitant to put their resumes
on the job boards, for fear that their current companies, co-workers, customers or
others might see their resumes.
Job search engines
The emergence of meta-search engines, allow job-seekers to search across multiple
websites. Some of these new search engines index and list the advertisements of
traditional job boards. These sites tend to aim for providing a "one-stop shop" for
job-seekers. However, there are many other job search engines which index pages
solely from employers' websites, choosing to bypass traditional job boards entirely.
These vertical search engines allow job-seekers to find new positions that may not
be advertised on traditional job boards, and online recruitment websites.

39

PRINCIPLES OF RECRUITMENT AND SELECTON PROGRAM :

Decide What You Need
Step 1: Determine whether a temporary employee is needed
Necessity can often be the catalyst for haphazard selection. When your milker
leaves, the choice may be between taking the shift yourself, or hiring the applicant
who just drove up to the barn. Such a casual approach sometimes yields excellent
results. "A while back I got lucky when I hired someone the traditional way,"
Bruce Burroughs, of Vista Farming in Merced, recalled. "This person worked out
so well that I thought it would always be this easy." But as Bruce found out, good
luck runs out eventually.2
Sometimes a new employee is urgently needed. Hiring a temporary worker is a
good alternative to employing a less suitable replacement under pressure. Written
employment contracts for such fixed-term work may help you avoid
misunderstandings and possible litigation when the employee is laid off at the
conclusion of this work period.
Exceptional temporary workers can be encouraged to apply for permanent
positions. You can share with such workers the criteria that will be used to make
the final selection decision, and offer additional help and training. Throughout the
process, it should be made clear to the temporary employee, as well as other
personnel at the farm, that you will hire the most qualified applicant.
A temporary employee has the advantage of having one foot in the door and the
opportunity to learn what is important to you. Management benefits by having the
occasion to better evaluate the individual's performance and personality. The down
side is having to disappoint the temporary employee who does not get the job--or
the co-workers who were rooting for him.
40

The statistical chances are not high that a temporary employee turns out to be the
best candidate once the position is opened. Clear communication will help alleviate
possible disappointment but is unlikely to eliminate it totally. At the end, the
responsibility for qualifying for the job needs to be the employee's.
Seasonal employees, hired without the benefit of a careful selection process, can
also be evaluated for future regular employment. The best workers can be invited
to return back for the next season.
Step 2: Complete a job analysis, description and specification
A frequent sentiment among farm employers is that a good attitude and a lack of
bad habits are the most important ingredients in the personal makeup of farm
personnel. "Give me someone with a good attitude," they argue, "and someone
who will learn my bad habits--rather than those of a previous farmer!" It is
indisputable that a good attitude is essential, but attitude alone does not make up
for poor skills anymore than good skills make up for a poor attitude.
One would not dream of selecting an individual to represent one's nation at the
Olympics on attitude alone. Likewise, it is not an effective move to make selection
decisions on the farm without testing for skills such as the ability to see what needs
to be done, recognize difficulties, solve problems, make decisions, work at an
acceptable pace, and consistently turn out quality results.
Successful employee selection is dependent on a clear understanding of a jobs
components. A job analysis is used to identify job tasks and responsibilities. This
may be accomplished by collecting information about the position; by interviewing
workers, supervisors, and other farm employers

41

The employee selection requirements may emphasize skills and knowledge not
easily learned on the job. It is often wise to select candidates who already have
these skills rather than hope a candidate will be able to learn them after hiring.
A word of caution is not to take any skill, ability, or knowledge for granted. Are
reading or math skills critical to the job you are trying to fill? Among a small
sample of farm workers, I found that few knew how to divide or subtract, though
most knew how to add and multiply. They also possessed limited skills reading a
measuring tape, partly because they were used to the metric system. At higher-level
jobs, other basic skills are often missing. Lack of knowledge in these areas may be
even more serious. For example, an inexperienced agricultural technician turned
wine into vinegar by improperly corking the bottles.

An excellent source of potential candidates are persons who come looking for
work when you may not have any job openings. Sometimes farmers ask such
visitors to fill out an application form. Anyone who has filled out an application
lately knows, however, that they tend to be too detailed, ask too many questions,
and often are not worth the effort for just a "maybe" for the future. A better
approach is to simplify the process by asking potential applicants to fill a 3 by 5
card with the bare essentials: 1) applicant name; 2) desired job; and 3) phone
number, or other information on how to contact them in the event a position does
come open.
Some farm employers prefer not to have potential applicants contact them
directly, so they may take out a post office box for that purpose. Other farmers
want to take advantage of their positive reputation, and may provide the farm
name in the ad, but include a "no phone calls" request. While the first call may be
42

exciting, by the time the farm employer gets a dozen, she may get tired of
answering questions and dealing with the interruptions. The first caller may get a
forty-minute description of the job; the last one may get two minutes.
Design the Selection Process

A well-designed selection process will yield information about a candidates

skills and weaknesses, enabling the farm employer to make an informed choice.
Step 1: Determine which selection tools to use
Applicant skills can be evaluated through applications, interviews, tests, reference
checks, letters of recommendation, and physicals. Some selection tools are more
effective than others, but a combination of tools is usually best. Some farm
employers feel strongly about using a one or two week trial period. A trial phase
in conjunction with the rest of the tools described in this chapter can be very
43

effective. A trial period makes a poor substitute for a systematic selection

approach, however. All too often, if a person is barely good enough for the job, he
is allowed to stay on. The chances of selecting the right individual for the job
based solely on a trial period are greatly diminished, as we shall see in Chapter 3.
Factors reflecting worker motivation, such as punctuality and attendance, may be
elicited within the interview, but contacting previous employers may give more
reliable information. If possible, try to verify evidence of specific skills,
knowledge, and abilities at more than one point in the selection process (Table 21). Time constraints may limit choices.
Step 2: Prepare questions and situations for written and practical tests, the
interview and reference checks
At this point the farm employer converts important skill areas into specific
questions or activities for the application, interview, and tests. Also, questions for
the reference check may be drawn up. The left-hand column in Table 2-1 can
serve as a checklist of attributes to be verified by selection tools.
Areas of inquiry can help determine an applicants aptitude for interpreting plant
or animal health distress signs, capability with measuring instruments, command
of another language, understanding of labor management principles, lifting
strength, or welding expertise.

Results are used to assess a candidates technical knowledge, general problem44

solving ability, interest in the operation, and other job-related attributes. Some queries
or activities will elicit responses that can be judged objectively, such as how much
pesticide should be mixed into a given number of gallons of water. Other responses
may be more subjective, such as to an inquiry on how to deal with a negligent
employee.
Step 3: Assign a sequence to hurdles
The farm employer can think of the selection process as a series of hurdles that
applicants must clear in order to obtain the job. Each hurdle eliminates some
applicants from contention. The sequence of these hurdles needs to be designed with
care. Generally, the most expensive and time-consuming selection tools are used later
in the selection process.
For example, in the selection of a herd manager, 12 candidates may have passed the
dairy records and computer test. Since this is not the most important part of the job,
high passing scores should not be a strict hurdle to eliminate contenders. Otherwise,
the applicant pool might be narrowed inappropriately to those who understand
records and computers but lack important hands-on skills with cattle.
If there are only a few applicants, progressive hurdles are unnecessary. When
selection tools are not used as hurdles, their sequence is less important. If all
applicants will be interviewed and all take a practical test (or job sample), it does not
matter much which of the steps comes first.
Often employers use biodata (information from applications and rsums) as the first
step in eliminating applicants from consideration. This is useful if some applicants do
not meet specific requirements, such as having a drivers or pesticide applicators
license. But excellent candidates may be eliminated if employers rely on more
general qualifications--such as a certain number of years of experience--as a
45

screening criterion. Longevity in a position may have little correlation with job
proficiency.
Furthermore, employers should not be overly influenced by nice-looking applications
that may have been typed or completed by someone other than the candidate.
Professional rsum services can make candidates appear quite attractive on paper.
The caution here, then, is that there is little relationship between an applicant on
paper and on the job.
Written exams for technical or managerial positions are an effective early hurdle
(when ability to write is a requirement) because they are less expensive to administer
than interviews or practical tests. Reference checks and medical screening are usually
the last two hurdles. (U.S. law requires that medical screenings, if they are used, take
place after a job offer has been made.)
Inviting candidates to participate can include a description of the steps in the process,
their sequence, and any required applicant preparation. The sequence of hurdles may
be programmed to minimize travel and expense for both applicants and employer. A
preliminary telephone interview with out-of-state applicants may eliminate
unnecessary travel. Written tests can sometimes be mailed out-of-state when they can
be administered to applicants by a trusted, qualified third party.
Step 4: Provide a realistic job preview
Applicants who have a clear understanding of what the job entails can make more
informed decisions as to whether they want to apply. For instance, will the job meet
their financial, emotional, and social needs? Selected applicants who have an accurate
understanding of the job--of both its desirable and difficult aspects--are more likely to
stay and succeed.

46

When described to workers, conditions do not have to be labeled as positive or

negative. Workers can make their own judgment. For instance, working alone will be
viewed positively by one applicant and negatively by the next (see Chapter 15).
The realistic job preview begins with the job announcement and position description.
As prospective applicants inquire about the job, farm managers can provide
applications, position descriptions, and additional information. Although some
employers use the preliminary interview to learn about applicants, the best use of this
selection tool is to provide information to applicants.
If interviews as well as practical and written tests truly mirror the job requirements,
these can also help candidates understand the job. If an applicant must lift half a
dozen 3-wire alfalfa bales as part of the practical exam, he may eliminate himself if
he has a bad back.

Exchange Information With Applicants

47

Step 1: Conduct a pre-interview (orientation day)

Good communication during the preliminary interview can minimize doubts about
the job. One agricultural enterprise manager scheduled small groups of applicants for
a tour of the ranch operation. This sort of informal pre-interview, where applicants
have a chance to ask questions about the job and learn more about working
conditions, is very effective. At this point the farm employer does not have to make
any decisions about eliminating applicants from the next stage, but some will drop
out on their own--better now than after they are on the job!
Bruce Burroughs received over 300 applications for a cow feeder position and invited
all to an orientation day. Only 60 potential candidates showed up. That was a little
indication of how serious the others were about the job. Bruce had the opportunity to
48

talk to applicants about the position requirements, what the selection process would
be like, and tour them around the dairy operation. Furthermore, Bruce took the
opportunity to give a mini-test to the applicants. This test helped him decide who to
invite to the next hurdle. This was done in part because many of them had come from
far away. The natural selection filter had to be a written test as it would not be
practical to give a job sample test to all the applicants, and Bruce did not want to
over-burden applicants by having them drive all the way back another day. The
written test was very simple.
One question that a farm employer could ask in such a test might be, "You have seen
a cow in heat, and there is no one around. Please write to me a note that cow number
312 is in heat." If the person will need to deal with numbers on the job, perhaps a
simple math question could also be included. Bruce did not want to eliminate people
on the basis of how well they wrote, but since ability to communicate in writing was
important, it would be the basis for inviting the top 20 candidates for the next hurdle
in the process. More about written tests will be mentioned under that heading.
Step 2: Review applicants biodata (applications and rsums)
A properly designed application will help you check applicants minimum skills as
well as their employment history. Very short employment periods, vague reasons for
leaving previous jobs, and large gaps in employment history may all be cause for
concern. Yet, too much credence has traditionally been given to biodata in the
selection of personnel. Skills and abilities that applicants claim to possess do not
always show up in their job performance.
Step 3: Conduct tests
Many types of tests can be used to measure an applicants qualifications. They can be
classified as power versus speed tests, as well as written, oral, or practical tests. Tests
49

can measure knowledge, ability, skills, aptitude, attitudes, honesty, and personality.
Whatever the type of test used, however, the integrity of test questions needs to be
guarded. Test materials and scratch paper should not be removed from test sites by
applicants, where they could possibly be shared with future applicants.
Speed versus power tests. Speed tests require applicants to perform repetitive tasks in
a limited amount of time. They are typically used for skills such as picking, pruning
and sorting. Power tests require applicants to demonstrate depth of ability rather than
speed, such as in the diagnosis of a mechanical malfunction. You will want to place
reasonable time limits, however, to resemble the reality of time pressures on the job.
Written, oral, and practical tests. A written test enables you to question an applicant
on many areas in a short time period. Several formats may be used: multiple-choice,
short-answer, fill-in-the-blank, and long-answer or essay questions. Though essay
questions may be easier to construct, multiple-choice and short-answer tests are easier
to score. Tests that require interaction with a computer may also be given.
In "open book" tests, applicants can consult the reference materials that they would
normally have available on the job. For instance, a farm employer may allow
applicants for a vineyard manager position to use classification keys or other
reference materials for identifying vineyard pests. Open book tests can be quite
demanding and revealing of workers true abilities. References are usually most
helpful to those who already understand the material.
Written exams provide a fine opportunity to exercise management creativity. For
example, a dairy farmer can attach a DHI (Dairy Herd Improvement) record and ask
applicants several questions that would reveal their understanding of these records as
well as of herd management. Diagrams, slides, or photos of diseases could also be
used.
50

Rien Doornenbal, a dairyman from Escalon, California, talked about how it felt to
give a test: "I knew what our ranch manager would be required to do and know, so it
wasnt hard to write up test questions. Telling [applicants] about the written test was
hard for me to do. It wouldnt be difficult to do the second time. At first I started
giving the written test to one person at a time. Later, as I gained confidence in what I
was doing, I started giving a group test, and that worked best."
Although somewhat concerned about applicant reaction to the selection process as a
whole, Rien reports: "Surprisingly enough, I got some good feedback about my
selection process from the better qualified candidates. They said, Hey, this is really
neat. They thought I was going about this in the right way."9 Ten years later, Rien
was still using this approach to hire a manager for a second operation.
In practical tests, applicants are required to complete a job sample or a simulated task.
Job samples may include pruning pear trees, milking a cow, sorting cherries, or
backing up a tractor. Simulations are normally less realistic than job samples.
Examples include demonstrating CPR (cardiopulmonary resuscitation) on a dummy,
lifting weights at a medically supervised physical, and "flying" a crop duster in a
computer simulation.
Bruce Burroughs set aside two days in which applicants were asked to demonstrate
their skills with equipment and cows. With the help of other dairy personnel, he
designed three practical test stations where applicants would perform tasks
representative of what they would have to do on the job.
Before the first applicant ever set foot on the ranch for the practical test, Bruce and
his team pre-tested each job sample station. Using "volunteer" applicants from among
the employees and family, the team of evaluators observed where the tests had to be
modified or adapted, and they discussed how to score different levels of performance
51

consistently. The team decided that applicants would be scored on their ability to
follow instructions, the precautions they took, task-specific skills, and general
communication skills.
At the first station, the task was to load 300 pounds of haylage from a pit onto a mix
wagon with a front-end loader. At the next station, applicants drove a mixer forward
and then backed it up over a prescribed course. At the final station, each applicant had
to herd a fresh set of three cows through a series of fences. Each station was staffed
by trusted farm personnel who evaluated applicants on a prescribed scale. After
finishing the practical tests, each applicant went to the office for an interview.
The applicants varied enormously in their performance on the practical tests and not
always in expected ways. One applicant had to take three trips to get enough silage,
while most others did it in a single trip. Another banged the front-end loader too hard
on the mixer. One was excused from driving the mixer after he failed to back up in a
straight line and created concern that the machine could end up in the cow pens. At
the last station, applicants were instructed to move cows through certain pens. One
applicant made the job look easy, while others struggled.
Noel Weeks of Nicolaysen Farms in Ripon, California, explained, "The way we tested
[almond sorters] was by taking a scoop of almonds and weighing what percentage of
the scoop contained good almonds [and] damaged ones. Almonds dont evaporate, so
the percentage of worm damaged, or chipped almonds would remain the same. Some
applicants would throw away some of the good stuff, too."10
The in-basket exercise is another form of simulation. Applicants receive a series of
written notes and problems and must determine how--and in what order--they would
handle each. In-basket exercises are useful to determine how applicants work under
time pressure and how they plan their time. For instance, an applicant for a barn or
52

equipment construction position may be asked to prepare a time line for different
phases of the project. Dairy farmer Tim Wickstrom successfully used this approach to
test accountant applicants on their time management and logical skills.
Observing how an applicant handles farm animals, starts a tractor, or hooks up a
welding machine provides useful information about her experience with these tasks.
People who are scared of farm animals are often the ones who handle them roughly.
Nevertheless, such subjective observations should be transformed into objective
measures whenever possible.
What tests measure. Tests that measure specific skills, knowledge, and abilities are
the most useful selection tests. Intelligence and personality tests, on the other hand,
are normally of limited utility. Intelligence tests may indicate a persons potential to
analyze and digest information quickly, but may do little to show a persons practical
skills. Neither will an intelligence test predict an applicants motivation, confidence,
or need for achievement.

53

PROJECT OBJECTIVES
The Recruitment and Selection Project has five major objectives, delivered through
the following streams:
1. Research and benchmarking
The eRecruitment implementation team will research current recruitment practices
(including Higher Education and Public Sector) for ongoing, full time contracts
and casual/temp hires. (This aspect relates to recruitment and selection practice
broadly, including Indigenous employment, and is required to properly implement
eRecruitment, however it is identified separately here as the research and
benchmarking will inform each stream/sub-project.)
2. Improve policy and processes relating to attraction, recruitment,
application and selection (including Indigenous candidates)
The eRecruitment implementation team will apply business process improvement
through the implementation of eRecruitment (using the NGA online product). The
major focus will be:

the human systems around recruitment that will be supported and enabled
through the eRecruitment technology

the establishment of flexible hiring principles to facilitate speed to hire and

support exceptional circumstances

the approach to attraction, selection criteria and capability information

(profiles), Indigenous recruitment plus further development and implementation
of the UWS employer brand through the new UWS recruitment website (called
'job board' or 'career portal').
54

Special attention will be applied to the specific requirements of hiring managers

and candidates for academic, specialist and senior roles.
3. Review and implement improvements in recruiting and managing casual
staff and engaging temporary staff
The eRecruitment implementation team will roll out the use of online recruitment,
application and academic casual pool management, as well as a 'vendor' or
'referred supplier' model for agency temporary staff engagement, using the NGA
online product. The Recruitment and Selection Project Team will participate in the
sourcing and implementation of online tools for clients' ongoing management of
their casual workforce, including casual forecasting, rostering, budget
commitments, timesheets, payroll and reporting.
4. Induction and development programs will be delivered via blended
learning
The Recruitment and Selection Project Team, in conjunction with the Professional
Development Unit, will review, redevelop and implement blended delivery
induction training for both new staff and their supervisors for participation from
Semester 1 2009, together with 'early employment' targeted development for both
the new employee and their supervisor.
5. Development of a graduate recruitment program
The Recruitment and Selection Project Team will work with theIndigenous
Employment Director and the Professional Development Unit to research and
develop attraction and engagement strategies to support a UWS Graduate Program,
including traineeships/internships and the Indigenous Graduate Program. The
scope of this work is currently limited to support for the Indigenous Graduate
55

Program and will be expanded when the development and implementation of a

broad UWS Graduate Program takes place; it is expected that funding will be
sought for a broad UWS Graduate Recruitment Program via the Department of
Education, Science and Training Workplace Productivity Program Round 3 Grant.

56

CHAPTER-4
RECRUITMENT & SELECTION
IN
JCT MILL

57

58

The below mentioned 9 tips on recruiting and selection to ensure success on an

employee in JCT Mill:
1. Hire for Today's Need and Tomorrow's Vision
Remember that you're hiring for the future. While a new employee has to make
economic sense for today's tasks, the best hires are people who position you to
profit as your business moves into the future. New people should provide the skills
you need in the future, not just match the job demands you see today. Be clear
about your strategic direction for the future, and then hire the talent to help you
achieve it.
2. Understand the Job
Finding the right people to hire is much easier when you first analyze the job you
want to fill. Ask yourself what kinds of people do the best in this job? If you're
lucky enough to have a top performer already in the job, learn from them.
Observe their behavior, ask them questions and talk with their peers to get a clear
understanding what characteristics make them effective in their job. This kind of
job analysis drives your selection standards-do a good job at this first step and the
rest of the hiring process will be faster, easier and yield a better match.
3. Be Legal
If an interviewee feels he has been denied a job because of discrimination, he can
file a lawsuit.
If the claimant ultimately wins the lawsuit, remedies may include, among other
things, compensatory damages, back wages, reinstatement and possibly punitive
damages. Make sure your hiring process is legal.
59

4. Build a Standardized Hiring Process and Use It

Don't count on your conversational skills to choose between candidates. At a basic
level, your standardized hiring process should include criteria-based screening of
an adequate number of candidates, a background check, standardized assessments
and structured interviews.
5. Hiring Top Talent Means More Profit
The right person will make contributions to your company's productivity and
profitability that far exceed salary cost. But the wrong person can cost you plenty.
6. A Bad Hire Is Worse Than You Think
80 percent of turnover is caused by bad hiring decisions. These are costly mistakes.
It costs one-third of a new hire's annual salary to replace him. These figures
include money spent on recruitment, selection and training plus costs due to
decreased productivity as other employees fill in to take up the slack.
7. Interviewing Doesn't Work
Traditional interviews don't help you select top talent. In fact, a large study found
that a typical job interview increased the likelihood of choosing the best candidate
by less than 2 percent.
8. The Most Neglected Aspect of Hiring
A job analysis is the most neglected aspect of hiring. Performed correctly, a job
analysis provides a list of the personal attributes required to work effectively in the
role. This list of attributes is identified first by breaking down a person's job into
logical parts.
60

9. Matching People to Jobs

Once a business understands what the job demands, there are several tools that
help identify the right people for the job. Candidate screening, personality and skill
assessments, performance- based interviews and behavioral based interviews all
help identify top candidates.

Sources used in JCT Mill

Headhunters
A "headhunter" is industry term for a third-party recruiter who seeks out
candidates, often when normal recruitment efforts have failed. Headhunters are
generally considered more aggressive than in-house recruiters or may have
preexisting industry experience and contacts. They may use advanced sales
techniques, such as initially posing as clients to gather employee contacts, as well
as visiting candidate offices. They may also purchase expensive lists of names and
job titles, but more often will generate their own lists. They may prepare a
candidate for the interview, help negotiate the salary, and conduct closure to the
search. They are frequently members in good standing of industry trade groups and
associations. Headhunters will often attend trade shows and other meetings
nationally or even internationally that may be attended by potential candidates and
hiring managers.
Headhunters are typically small operations that make high margins on candidate
placements (sometimes more than 30% of the candidates annual compensation).
Due to their higher costs, headhunters are usually employed to fill senior
management and executive level roles. Headhunters are also used to recruit very
61

specialized individuals; for example, in some fields, such as emerging scientific

research areas, there may only be a handful of top-level professionals who are
active in the field. In this case, since there are so few qualified candidates, it makes
more sense to directly recruit them one-by-one, rather than advertise
internationally for candidates. While in-house recruiters tend to attract candidates
for specific jobs, headhunters will both attract candidates and actively seek them
out as well. To do so, they may network, cultivate relationships with various
companies, maintain large databases, purchase company directories or candidate
lists, and cold call prospective recruits
In-House Recruitment
Larger employers tend to undertake their own in-house recruitment, using their
human resources department, front-line hiring managers and recruitment personnel
who handle targeted functions and populations. In addition to coordinating with the
agencies mentioned above, in-house recruiters may advertise job vacancies on their
own websites, coordinate internal employee referrals, work with external
associations, trade groups and/or focus on campus graduate recruitment. While job
postings are common, networking is by far the most significant approach when
reaching out to fill positions. Alternatively a large employer may choose to
outsource all or some of their recruitment process(recruitment process
outsourcing).
Passive Candidate Research Firms / Sourcing Firms
These firms provide competitive passive candidate intelligence to support
company's recruiting efforts. Normally they will generate varying degrees of
candidate information from those people currently engaged in the position a
company is looking to fill. These firms usually charge a per hour fee or by
62

candidate lead. Many times this uncovers names that cannot be found with other
methods and will allow internal recruiters the ability to focus their efforts solely on
recruiting.

63

CONCLUSION
On the basis of the report, we can clued that proper recruitment and selection
is very essential part of every industry for maintaining the harmonious &
healthy atmosphere within the organization & to achieve the goals of the
organization effectively & efficiently. As the employees are the assets of the
organization, it is very important to win the confidence & faith of them though
proper recruitment and selection and by providing them various economic &
non-economic incentives. Apart from improving Morale & Loyalty among
employees, recruitment and selection measures are of significance to reduce
employee turnover
JCT Mill., is a leading manufacturers of textiles in northern India. It has over
the year built up an excellent track record by following the policy of customer
satisfaction. The company is also doing much in the field of Employees
recruitment and selection by adopting state of art technology. To Conclude,
As a Food is necessary for survival of Human Being,proper recruitment
and selection is necessary for survival of Industry.

64

ACKNOWLEDGEMENT
I acknowledge my indebtness to my revered seniors and Staff
whose invaluable guidance and ingenuity gave my mere ideas a concrete
shape.
I really owe a debt of gratitude to Lect Megha Mehta for delight
help, experience and cooperation.
I extend my profound gratitude to Mr. Rakesh Sharma
( DM ) Training and Placement who guided me in arranging this
training. I am also thankful to all the learned and experienced Hiamli
Gupta (Supervisor) who spared the time for guiding me during my
training tenure.
Though unnamed, the staff of various departments has been
unstinting in their dispensable services. It is difficult to mention anyone
but I am thankful to all the employees of JCT for helping me during my
training period and for giving me their precious time. All may not be
mentioned but no one is forgotten.

GURPREET NARANG
65

CHAPTER-8

66

BIBLIOGRAPHY
Bhatia, S.K.

Personnel

Management

Bhatnagar, Deepak
Giri, V.V.
Memoria C.B.

Relations
Recruitment & Selection
Recruitment & Problems
Personnel Management

&

Industrial

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68