SUMMER INTERNSHIP

VARDHMAN TEXTILES LTD. CORPORATE OFFICE LUDHIANA

Report on Recruitment and Selection of

Executive Trainee

PANJAB UNIVERSITY

UNIVERSITY BUSINESS SCHOOL CHANDIGARH

TITLE: RECRUITMENT AND SELECTION

OF EXECUTIVE TRAINEE

SUBMITTED BY: SANDEEP KOUL

SUBMITTED AT: U.B.S CHANDIGARH

PANJAB UNIVERSITY

UNIVERSITY BUSINESS SCHOOL

DECLARATION

I, SANDEEP KOUL student of Master of Business Administration (HR) from University Business School, Panjab University Chandigarh hereby declare that I have completed my project on Recruitment and Selection of Executive Trainee as part of the course requirement

I further declare that the information presented in this project is true and original to the best of my knowledge

Date: 29-07-2009 Name: Sandeep Koul Place: Chandigarh Class: M.B.A (HR)

ACKNOWLEDGEMENT

A project is a combination of efforts, ideas, views and suggestions of several

people. This project report gives me the opportunity to thank those who have contributed

to my learning, knowledge and experience during the implementation of this project.

I am thankful to Mr. Mahesh Arora, CGM (Personnel & HR), who gave me opportunity

to complete my summer training in an esteemed organization like Vardhman. I would

also like to thank Mr. Sachit Jain, Executive Director and Mr Ajay Aggarwal, Corp. HR

Manager, for their valuable insights and guidance, which added meaning and depth to my

learning. I would also like to convey my special gratitude to Ms. Noor Gupta, Mr. Sapan

Jain and Mr. Ravijot Singh who supported and guided me at every step.

I would also like express my gratitude to my co-summer trainees Harsimran,

Mahima, Ramandeep, Shilpi and Shivani.

I am thankful to all the members of personal and HRD department for their

support and valuable insight.

Warm Regards

Sandeep Koul

M.B.A-HR

U.B.S Chandigarh

TABLE OF CONTENT

A. Abstract

B. About Vardhman

C. About ET Scheme

I. Recruitment and Selection of ETs

II. Philosophy of the ET Scheme

III. Some Important Considerations

D. The ET Process

I. The Pre Recruitment Stage

1. Approval to fill Vacant Posts

2. Job Criteria

3. Departmental Profile from the Head of Department

4. Selection Panel

5. Composition and Briefing of Selection Committee

6. Composition of the Selection Committee

7. Determining the Recruitment Strategy

8. Determining the Selection Strategy

9. Finalization of the Examination Centre

II. The Recruitment Stage

1. Identification of Vacancy

2. Drafting of Advertisement

3. Placement of the Advertisement

4. Screening of Applications

5. Receipt of the Curriculum Vitae

6. Region-wise and Qualification-wise Summary of CVs Received

7. Filing of CVs

8. Entry of Data into Excel Sheets

9. Creation of Soft Copies of Resume

10. Assignment of Roll Numbers

III. Implementation of the Written Selection Test

1. Preparation of Attendance Sheet cum Verification File

2. Seating Plan

3. Preparatory Meeting

4. Examination Scheme

5. Main Activities on the Exam Day

E. Preparation of Result

F. Reference Checks

G. GD/ Psychological Test/ Interview

H. The Selection Decision

I. Offer Letter and Date of Joining

J. Feedback to Candidates

K. Record Keeping

L. Support Structures

M. Important Considerations

Equity ConsiderationsConcerns Regarding the Fairness of the Process

N. Suggestions

O. Conclusion

Appendix1. Activity Chart for ET Process

2. Advertisement for Recruitment of ETs

3. Format of e-mail to get the incomplete information

4. Sample roll number for ET process

5. Format for e-mail regarding change of centre

6. Undertaking

7. Call letters for 2nd and 3rd phase

A. Abstract

The Executive Trainee (ET) Scheme of Vardhman is the outcome of the

farsightedness of its Chairman, Mr S.P. Oswal. It is aimed at creating a dedicated cadre

of business leaders through multifunctional exposure and opportunities for growth in

Vardhman. This scheme was started in 1979 with the aim to provide employment to the

youth of Punjab. It was the time when Punjab was under the cover of terrorism. The

scheme aims at hiring fresh graduates and post graduates and training them for

managerial positions. As a student of MBA, it has been a learning experience to spend

eight weeks of my summer training assisting in the process of Recruitment and Selection

of Executive Trainees. It involved crucial tasks like inviting applications through email,

post and job portals. This was followed by screening of application forms, preparing list

of candidates selected for written test, administration of written test and preparation of

data base of CVs. The data base was prepared both area-wise and qualification-wise.

Analysis was also done to gauge the effectiveness of various media of advertisement and

their response rates. The entire process was a mammoth task involving attention to detail

and plenty scope for error. Certain contingency plans were also put in place so that the

process continued without hindrance. The process gave due attention to equity and

fairness considerations. At the completion of training each summer trainee gave a

presentation. The main focus of presentation was to provide the suggestions and

recommendations regarding the project. There were few limitations and constraints in the

process. These have been adequately highlighted and suggestions for improvement have

been enlisted in the report. The important areas of improvement that have been

highlighted concern the drafting and placement of advertisement, format for application

form, screening of applications and maintenance of database of CVs, both in the hard and

soft format. The recruitment and selection process was a very comprehensive exercise

providing ample opportunity for learning. It helped me learn the balance between the

teachings of theory and the realities of practice. The opportunities for learning and

growth provided by Vardhman are appreciable.

B. ABOUT VARDHMAN

HISTORY

The industrial city of Ludhiana, located in the fertile Malwa region of

Central Punjab is otherwise known as the "Manchester of India". Within

the precincts of this city is located the Corporate headquarters of the

Vardhman Group, a household name in Northern India. The Vardhman

Group, born in 1965, under the entrepreneurship of Late Lala Rattan

Chand Oswal has today blossomed into one of the largest Textile

Business houses in India.

At its inception, Vardhman had an installed capacity of 14,000 spindles,

today; its capacity has increased multifold to over 5.5 lacs spindles. In

1982 the Group entered the sewing thread market in the country which was

a forward integration of the business. Today Vardhman Threads is the

second largest producer of sewing thread in India. In 1990, it undertook yet

another diversification - this time into the weaving business. The grey

fabric weaving unit at Baddi (HP), commissioned in 1990 with a capacity

of 20,000 meters per day, has already made its mark as a quality producer

of Grey poplin, sheeting, shirting in the domestic as well as foreign

market. This was followed by entry into fabric processing by setting up

Auro Textiles at Baddi, which currently has a processing capacity of 1 lacs

meters/day.

In the year 1999 the Group has added yet another feather to its cap with the

setting up of Vardhman Acrylics Ltd., Bharuch (Gujarat) which is a joint

venture in Acrylic Fibre production undertaken with Marubeni and Exlan

of Japan. The company also has a strong presence in the markets of Japan,

Hong Kong, Korea, UK and EU in addition to the domestic market.

Adherence to systems and a true dedication to quality has resulted in

obtaining the coveted ISO 9002/ ISO 14002 quality award which is the

first in Textile industry in India and yet another laurel to its credit.

MISSION

Vardhman aims to be world class textile organization producing diverse range

of products for the global textile market. Vardhman seeks to achieve customer

delight through excellence in manufacturing and customer service based on

creative combination of state-of-the-art technology and human

resources. Vardhman is committed to be responsible corporate citizen.

S P Oswal, Chairman - Vardhman Group

PORTFOLIO

The Group portfolio includes manu11facturing and marketing of Yarns, Fabrics, Sewing

Threads, Fiber and Alloy Steel.

Various unit locations of Vardhman Group are as follows:

ST Steel

Y Yarn

C Cotton Yarn

F Fabric

COMPANY’S PHILOSOPHY

Faith in bright future of Indian textiles and hence continued expansion in areas

“which we know the best”

Total customer focus in all operational areas.

Product to be of best available quality for premium market segments through

TQM and zero defect implementation

Global orientation targeting – at least 20% production for exports.

Integrated diversification / product range expansion.

World class manufacturing facilities with most modern R&D and process

technology.

Faith in individual potential and respect for human values.

Encouraging innovation for constant improvements to achieve excellence in all

functional areas.

Accepting change as a way of life.

Appreciating our role as a responsible corporate citizen.

MARKET PERFORMANCE

0

100

200

300

400

500

o Largest Spinning capacity in India - over half a million spindles.

o Largest producer of Cotton, Synthetics and Blended yarns in the country.

o Largest Dyeing Capacity of Fibre and Yarn.

o Largest Exporter of Cotton Yarn.

o Market Leader in Hand Knitting Yarns in India.

o Largest range of Textile products.

o Second largest producer of Sewing Thread in the country.

o Collaborations with specialist worldwide.

o ERP (Enterprise resource planning) enabled solutions for online order

tracking.

ACHIVEMENTS

It's an overwhelming feeling when the efforts and hard work put in are

recognized and felicitated. A feeling that galvanizes the Group into believing

in more, in itself and reaffirming its commitment to offer products that invoke

trust and reliability.

Back home, the Vardhman Group became India's first textile company to be

awarded ICO9002/ ISO 14002 Certification. It is the largest producer and

exporter of yarns and Grey woven fabrics from India. Vardhman is also the

largest producer of tyercord yarns and the second largest producer of sewing

threads in India. The Vardhman Group vision of excellence is matched by a

dedication and sincerity to be the best and excel in every industry it has a

presence.

  Textile Export Promotion Council 2003-04Gold trophy in EOU/EPZ for export of cotton yarn

     Textile Export Promotion Council 2003-04

Bronze trophy in mill fabric exporter category     Textile Export Promotion Council 2002-03

Gold Trophy in EOU/EPZ for export of cotton yarn     Textile Export Promotion Council 1998-99

Silver Trophy     Textile Export Promotion Council 1997-98

Bronze Trophy     Textile Export Promotion Council 1996-97

Silver Trophy

     Govt. of India Award 1994-5, 1995-96

Award of Merit     Textile Export Promotion Council 1993-94

(Merchant Export Category for Fabrics)Bronze Trophy

     Textile Export Promotion Council 1993-94

(Merchant Export Category for Fabrics)Gold Trophy

     Textile Export Promotion Council 1990-00 

Gold Trophy

CORPORATE SOCIAL RESPONSIBILITY

    

Some of CSR activities - 

Sri Aurobindo Socio-Economic and Management Research Institute is engaged in

the promotion of education, research and publications highlighting social and

economic issues facing the society. The Institute runs a Human Resource

Development Centre for providing career counseling and guidance to college

students in Punjab. The teams of experts also visit the colleges in the state to

prepare college students for gainful employment in the industry.

Sprung from a keen desire to set up an educational institution in Ludhiana and

inspired by the writings of Sri Aurobindo and the Mother, the Trust has set up a

college - Sri Aurobindo College of Commerce and Management (affiliated to the

Punjab University) with the mission to create an institution with distinction

dedicated to the ideals of creating disciplined career oriented young people ready

for going for administrative and management roles in enterprises or to set up their

own business as entrepreneurs.

Mr. Oswal with Faculty at the College

A Vardhman initiative to improve the yield of cotton in Punjab in 2001 when the

State had suffered a shock of crop devastation and area under cotton cultivation

was dwindling, led to the experiment to adopt villages and see whether concerted

efforts in bringing knowledge to farmers could improve the yield of cotton. The

experiment was successful as it improved the yield of cotton to 873 kg/hectare in

2005 in adopted villages where the average yield of cotton in the State of Punjab

was 587 kg/hectare (world average - 700 kg/hectare). It found mention in the

President's broadcast on Technology Day (11/05/04) as a 'technological event

which has the potential to penetrate into our everyday lives'. The Village Adoption

Programme also found mention in the President's address to the nation on the eve

of India's 56th Republic day. The President of India was gracious to bless one of

the participating Villages -'Gehri Buttar' (District - Bathinda) by his presence on

December 10th 2005.

Vardhman is actively engaged in the activities of Nimbua Greenfield Punjab

Limited (www.ngpl.co.in) formed by a consortium of Industries of Punjab for

developing a common facility for storage, treatment and disposal of hazardous

wastes generated by the Industry with a Government of India grant.

www.ngpl.co.in)

NEW VENTURE

Nisshinbo Textile Inc, Japan and the Indian textiles

major, Vardhman Group   will set up a joint venture

company to manufacture shirts in Ludhiana in Punjab,

India, which will be exported as well as sold in the

domestic markets, with Nisshinbo looking after export

markets and Vardhman, local markets.

Nisshinbo is a world-class textile manufacturer, with comprehensive operations including

spinning, weaving, knitting, finishing and sewing and the Vardhman Group is one of the

largest textile conglomerates in India having footprints in specialized yarns, fabrics,

sewing threads and acrylic fibre.

Fibre2fashion spoke to a senior company official at Nisshinbo Textile Inc in Japan, who

confirmed the news of the joint venture with the Vardhman Group. The JV will install

250 stitching machines and will have an output of 1.2 million shirts per annum, which

will be gradually increased to 1.8 million units per year.

INTRODUCTION

C. ABOUT THE ET SCHEME

Recruitment and Selection of ETs

Vardhman group has been expanding since the last ten years. It is expecting

potential expansion in the near future. This would mean need for more manpower, with the

right skill and aptitude, for the achievement of the organization’s objectives. At

Vardhman, the employees are broadly categorized into four levels – Staff or S Level,

Officer or O Level, Executive or E Level and the Manager or M level. These levels are

further sub divided into four levels, for example, O level consists of O1, O2, O3 and O4

levels. The ET Scheme or the Executive Trainee Scheme is designed to recruit employees

at the E level of employment. The ET Scheme of Vardhman is an outcome of the keen

vision of the chairman of the Vardhman Group, Mr. S.P. Oswal. The ET Scheme was first

launched in the year 1979. The origin of this scheme may be viewed in the backdrop of the

terrorism in Punjab. Due to terrorism, there was a dearth of qualified managers in the

Punjab area. Some suggested moving the unit to more hospitable locations. However, Mr

Oswal had different ideas. He came up with the idea of recruiting fresh graduates and

training them to take up managerial positions. That’s how ET Scheme came into being.

This scheme acted as a doubled edged sword. It helped in reducing the unemployment in

Punjab and also took care of the scarcity of manpower in the Organization. Vardhman’s

decision to recruit the graduates and groom their skills proved to be very fruitful. Within a

decade, ET Scheme turned into a mass recruitment scheme. Since then, Vardhman has

been recruiting a large number of young candidates from all over Northern India and

Central India into its Executive cadres.

Philosophy of ET Scheme

The ET scheme aims at recruiting fresh graduates and training them on the job

for managerial positions. The purpose is to recruit suitably talented candidates. During the

terrorism-phase in Punjab, this scheme helped tide over the scarcity of trained managers

and the unemployment problem. In the present context, Vardhman prefers to hire fresh

graduates over management graduates at the E Level. MBAs have higher expectations and

exhibit jump organizations sooner. Vardhman believes it is better to hire suitably talented

candidates who are trainable and can be trained to act in managerial positions. Experience

has shown that candidates hired and trained in this manner have higher job satisfaction and

lower attrition rates.

The ET Scheme is open to both eligible candidates employed within Vardhman as

well as outside candidates. If suitable talent is present within the organization, it is given

due consideration. This also bodes well for the development and satisfaction of the

employees.

All the employees associated with the Recruitment and Selection of ETs, are trained for

the job. It is ensured that they have some basic training and expertise on the job at hand.

Ultimately, it is the responsibility of the management to ensure that the right procedures

and practices were adopted.

The Recruitment and Selection procedure takes into account Fair Treatment and

Equity Considerations

The entire process of Recruitment and Selection of ETs is conducted in a timely,

responsive, professional manner and in complete compliance with the current

employment legislation.

Throughout the ET Process, the candidates are treated equitably and efficiently,

with respect and courtesy, to ensure that the candidate’s experience is positive,

irrespective of the outcome.

Vardhman strives to adopt and implement the best practices in Recruitment and

Selection. Vardhman also keeps an eye on balancing the adoption of best practices with

cost effectiveness. It is open to new ideas and approaches and looks forward to evolve its

current practices.

Some Important Considerations

The Recruitment and Selection policy outlines the process that needs to be

followed once a post becomes vacant till the time an appointment is made. This includes

pre-recruitment activities, recruitment, selection and approval of the recommended

appointment.

The process of Recruitment and Selection is time-consuming and often lengthy. The need

to rush this process (because the work of the division/department should not suffer for

lack of staff) must be balanced with the importance of making a sound decision (choosing

a person who in the long-term will make a contribution to the organization).

Ensuring an efficient process requires the commitment from Heads of

Departments/Divisions/Units/ Sections (hereafter referred to as HODs) as well as from

the staff of the Human Resources Division. HODs need to ensure that complete

documentation is provided in a timely manner whilst the Human Resources Division

needs to work within the time-frames prescribed by this policy.

It must however be recognised that sometimes working within these time-frames

is impacted upon by factors outside the control of the Recruitment and Selection Section.

For example media deadlines for placing of advertisements and availability of candidates

to be interviewed must be considered.

The Recruitment and Selection Section strives to ensure that vacant posts are

filled as quickly as possible. As and when required, the department is provided with

temporary assistance until such time as the post is filled.

D.THE ET PROCESS

Pre Recruitment Stage

Approval to fill Vacant Posts

Upon notice of termination of employment and/or the creation of a new position,

the Employee Administration Manager of the Human Resources Division contacts the

relevant department/division regarding the filling up of the post. Should the HOD be

considering any restructuring or believe that the post needs re-grading, this must be

completed prior to any advertising of the post. The HOD is obliged to discuss the matter

with the Employee Administration Manager and to complete the prescribed form

(Application for filling of a position).

Before approval can be given for the filling up of the post, a job profile must be

submitted to the Employee Administration Manager. In case this job has changed

significantly or restructuring is proposed, an evaluation of the post is required before

approval can be given to fill the position.

Where a new position is to be created, a provisional job evaluation will take place

before approval can be given. New positions require the approval of the Vice President

(HRD).

Once there is clarity on the nature and grade of the post, formal approval to fill

the post will be obtained or given by the Employee Administration Manager.

Where there are no changes to the post, approval will be provided within 2

working days of the Employee Administration Section receiving full documentation from

the HOD. Where re-grading of the post is needed or where a new post is being created,

this will usually take a further week.

Job Criteria

The Job Profile is the source document which is submitted to the Selection

Committee. This Committee does not have the authority to make any amendments to

this document. All job profiles must be completed on the prescribed form and must

reflect the criteria/competencies (knowledge, skills and personal characteristics) required

for the vacant post ensuring that qualifications and/or work experience required do not

exceed the inherent job requirements. This information will usually be available from the

Employee Administration Manager but may need to be updated with any changes in

grading or job responsibilities. The HOD or Section Manager is required to confirm or

provide information on the competencies required of job incumbents for effective

performance.

The Employee Administration Manager must ensure that the job criteria used are

consistent with similar jobs and the HOD or Section Manager should be advised against

selecting criteria that result in unfair discrimination. According to the Employment

Equity Act, unfair discrimination takes place when criteria used are (a) not linked to the

inherent requirements of the post in question or are unrealistic in relation to job demands;

or (b) arbitrary and not rational including criteria such as race, ethnicity, gender, age,

marital status, or sexual orientation. Any criteria based on the inherent requirements of

the particular post or that seek to achieve the advancement of groups designated for

Affirmative Action (Women, Disabled, Socially/Economically Underprivileged Sections

of Society) do not constitute unfair discrimination.

Job Description

A comprehensive job description and person specification is prepared in advance

of the job being advertised, ideally by those who would be on the selection panel.

It also includes:

1. Selection criteria that are measurable and relevant to the job

2. Carefully thought out distinction between criteria that are essential to carry out the

function and criteria that would be desirable

Once agreed, these designations should not be changed during the recruitment process.

Departmental Profile from the Head of Department

In addition to providing the Job Profile, the HOD or Section Manager may also

provide the Employment Administration Manager with more details relating to the

Department/Division, if desired. This information allows applicants to understand more

about the relevant Department within the context of the Organization.

Selection Panel

The selection panel has a dual role in the Recruitment and Selection process. On

one hand, it is responsible for interviewing and selecting the on the other hand, it is the

face of the organization for the candidates. Keeping this in mind and to secure parity and

some protection for the organization, wherever possible and reasonable, selection panels

should consist of both men and women from within the organization.

Composition and Briefing of Selection Committee

The Recruitment and Selection Section, after receiving the necessary

documentation from the Employee Administration Section, convenes a Selection

Committee at the earliest. The Selection Committee at this stage confirms the

advertisement, agrees on the recruitment and selection strategy for the post and ensures

that the relevant equity requirements are met.

Composition of the Selection Committee

To ensure fairness and accountability in the composition and activities of

Selection Committee, the following requirements must be taken into account (as per the

organization’s Employment Equity Policy and Supporting Protocol for Appointments):

Those individuals who serve on Selection Committee (including the HR Staff) must have

some level of expertise in the discipline/field of the post being filled

Those individuals who serve on Selection Committee must be aware of their

selection responsibilities including the desirability to be present at every stage of the

recruitment and selection process. Chairperson of Selection Committee, at all levels, must

have the necessary expertise to conduct fair and equitable selection process must be

aware of is/her responsibilities as far as the organization’s Employment Equity Policy is

concerned. In this regard, no individual will be allowed to Chair a Selection Committee

until she/he has undergone the necessary training.

There is legitimate representation of a diverse range of people who have

appropriate expertise and experience.

All members of Selection Committees are responsible for ensuring that a fair,

legal and sound selection process takes place and that the confidentiality of applicants is

respected and ensured.

The current job incumbent may not participate in the selection process.

Determining the Recruitment Strategy

In determining the Recruitment Strategy for a particular post, cognizance is taken

of whether there exists suitable staff within the Organization that meets the competencies

associated with the post. Should such suitable staff exists the post will only be advertised

internally. Such staff would include permanent staff, contract staff, in-service trainees

and temporary staff who have, at the time of application, worked in one position (or

similar position) for at least three months. In cases where only a single internal candidate

exists, the relevant selection committee will decide on whether it should interview that

individual to assess his/her suitability (usually when the individual is deemed to be

imminently suitable based on the competencies of the job) or whether further internal and

external recruitment of applicants should take place. In case there are no suitable internal

candidates, the post will be advertised internally and externally simultaneously. The

Selection Committee is required to provide a sound, defensible rationale for the strategy

pursued.

While deciding the Recruitment Strategy, the Selection Committee must consider

how it would satisfy the requirements of the Organization’s Equity Policy.

An active search (either inside the Organization where the post is advertised only

internally OR inside and outside of the Organization when the post is advertised both

internally and externally) is undertaken for individuals from designated groups and such

individuals are encouraged to apply. This may lead to the constitution of a Search

Committee particularly when there is likelihood that too few applications will be received

from members of designated groups.

Determining the Selection Strategy

In determining the selection strategy, consideration must be given to:

How the job competencies will be measured during the selection process. Which

selection techniques will be used in order to assess whether job applicants have the

necessary knowledge, skills and personal characteristics. Where feasible, alternative

methods of selection (for example Written Test, Group Discussion, Personal Interview)

which allow for the demonstration of the skills needed for employment, should be used

Would there be an initial screening to eliminate candidates who do not meet the

prescribed minimum requirements for the post. Who would be responsible for conducting

this initial screening?

Weather a medical clearance be required and what stage of the selection process?

The actual procedure of selection process - Which different selection techniques will be

used in the selection process and how the data collected will contribute to the final

selection decision?

The Selection Committee must also determine the dates for screening, written

examination and selection interview. This will enable the Recruitment and Selection

Section to handle queries from regarding the timetable and procedure for selection.

Finalization of the Examination Centre

Two centers for examination were finalized- Ludhiana for the northern region and

Bhopal for the MP region. The centers are decided by top management as a part of the

Recruitment and Selection Strategy. The finalization was done even before the ad was

placed in the newspapers. The choice of centers was natural. Ludhiana is the Corporate

HQ and most units in MP are near Bhopal. Both are renowned cities and have well

connected bus and railway systems. The choice of venue is also important. It should be

well known place, not far from Bus-Stands and Railway Station and easy to reach.

The Recruitment Stage

Recruitment is the process of ensuring that suitable applications are received for a

vacancy, and can only commence once the documentation has been received.

Identification of Vacancy

The corporate HR Department sent intimation to all the units requesting the

number of ETs required by each unit along with desired skills and qualification.

Based on the information received from the various units, total number of ET

requirement is determined.

Drafting of Advertisement

The strategy for recruitment and selection of ETs is decided at the top

management level.

Once the strategy is in place, the advertisement is drafted by the Recruitment and

Selection Department.

The advert will include all the critical job information and competencies. The

closing date for applications is placed in all advertisements and interested parties will

normally be given the following time in which to submit their applications:

For internal advertisements: 1 week

For posts advertised locally: 2 weeks

For posts advertised nationally: 3 weeks

Internal advertising of vacant posts will occur through circulars to relevant

departments and divisions may also be posted on the HR Division’s web page as well as

on the notice board outside the Recruitment and Selection Section. Employees would be

advised to monitor the Recruitment and Selection web page and notice board regularly.

In the event that there is only one potentially suitable candidate who the Selection

Committee may interview, the post will not be advertised.

Recognizing the need to reach members from designated groups, external

advertising of vacant posts attempts to reach as wide an audience as possible within the

budgetary constraints. Media with wide readership patterns is used. Where appropriate

and depending on the level of the post and budgetary constraints, the Internet and

specialist publications are considered.

Advertisement should be based on the job specification and should identify

various essential criteria associated with the vacancy. In normal circumstances posts

should be advertised both internally and externally thereby allowing career development

opportunities for existing staff, fulfillment of equal-opportunity requirements and

enhancement of the diversity of workforce. Advertisement should be drafted using the

standard Organizational template which can be found on the Human Resources

Directorate website or is available with the local Human Resources team.

There may be occasions when it is appropriate to make an exception – for

example when specific staff persons are named on a research grant- in such an event

approval should be sought from the local Human Resources team. However, the staff

persons would still be required to go through a selection process to ensure that they meet

all the essential criteria for the position.

Under certain circumstances, it may be more effective to use a recruitment agency

than to advertise externally. Approval to do so should be sought from the local Human

Resources team. However, this does not eliminate the need to advertise the position

internally.

Particulars that provide background information pertinent to the job should be

made available by using the proforma which can be found on the Human Resources

Directorate website. This information should be provided to applicants upon enquiry.

All external job advertisements are published on Vardhman’s official website and

on www.Naukri.com.

Staff members who have been acting-up in a position that subsequently becomes

vacant will have to apply for the position when it is advertised. In such cases the position

is likely to be advertised on an internal basis only.

The advertisement covered the following areas:

1. Purpose of the ET Scheme

2. Eligibility Criteria

3. Selection Procedure

4. Centre for Examination

5. Emoluments

6. Undertaking to serve for three years

7. Required Documents and Photographs

8. Last Date of Application

9. Address for Correspondence

10. Alternative to apply through Email

11. Information about Vardhman’s website

A copy of the Advertisement has been attached along with for reference.

Placement of the Advertisement

The advertisement was placed in leading newspapers of North and MP region.

The ad appeared in leading dailies like Punjab Kesari, The Tribune and The Times of

India for Northern India and Danik Baskar for the parts of Central India.

A copy of the advertisement was also sent to approximately 105 leading colleges

of the North and MP region. These also included technical and management institutes.

Information regarding the vacancy was also placed on the website

www.vardhman.com

The job portal www.naukri.com was also employed for the purpose of inviting

applications from eligible candidates.

Following was the response from the Ad and the Job Portal:

MethodNumber of

Responses

Eligible

CandidatesResponse Rate %

Advertisement-

Email/Post8000 approx. 711 8.88%

Job Portal-

Naukri.com6000 approx. 159 2.65%

Total 14000 approx. 873 6.23%

Observations

Response rate from the advertisement – post and email, was the best.

Limitations with Email: There was a lot of duplication. Sometimes a single candidate sent

several emails with same resume. At other times, a single email contained several resume

belonging to different candidates.

Response rate through the post was very less, only 2000 resumes approx.

However, the resumes through post were all reliable and well- documented.

Response rate through the job portal was also disappointing. Most of the resumes

were incomplete. Anybody and everybody had applied. Job Portal was high on response

but low on relevance. Calls had to be made to the candidates to get the complete

information. This was an expensive and time consuming exercise.

Screening of Applications

Receipt of the Curriculum Vitae

The applications/resumes kept pouring in throughout April, May and even after

the last date was over. Screening of these applications was done mainly by summer

trainees.

The organization provided the trainees with the following resources to facilitate

the screening process: One Computer with internet connection, One Printer, One Phone

Line and Filing facility. Since the resources provided were limited we decided to use our

laptops for preparing the databank.

The applications were screened on the basis of the criteria listed below. For a

candidate to be eligible, he/she should fulfill the following conditions:

1. Born after 01.09.1984.

2. 1st Division in 10th and 12th.

3. Aggregate 1st Division in Graduation and Post Graduation.

4. Qualification as prescribed in the Advertisement.

The following qualifications were considered for ET Process:

1. Graduation: B.Com, BSc(Ag), BSc( NM), BBA.

2. Post Graduation: MA, MCom, MSc(Ag), MSc( NM), , MBA.

Following were not eligible: BCA/MCA, BSc/MSc (Med, IT, Horticulture), MSW,

LLB/LLM, CA/CS, B.Tech, B.Tech/M.B.A

Apart from the above criteria, the following considerations were also taken into

account:

1. Annual CTC should not be more than Rs2 lakhs per annum.

2. The candidate should not be from a far-flung area like N-E, WB, Bihar, Orissa,

Andhra Pradesh, Hyderabad, TN and Karnataka, Kashmir province of J&K. These

areas are too far and the candidates generally do not turn up for the written exams.

Also, if talent can be availed from nearby areas, then it is not wise to incur

avoidable TA-expenses by considering far-away candidates.

3. Candidates with one gap year were considered.

4. Candidates who cleared their Degree in second attempt were also considered. In

other words, reappear candidates were also considered.

5. The resumes of eligible candidates were sorted/ segregated in the following

manner:

On the basis of area:

a. L- Ludhiana Area (Northern Area). This includes Punjab, Haryana, HP, Delhi,

Chandigarh, Uttaranchal, UP, northern areas of Rajasthan.

b. B- Bhopal Area (MP Area) This includes Gujrat, MP, Chhatisgarh, Maharashtra

and southern areas of Rajasthan.

On the basis of qualification:

a. G- Graduation

b. GA- Graduation Result Awaited

c. PG- Post Graduation

d. PGA- Post Graduation Result Awaited

e. M- Management

f. MA- Management Result Awaited

The above two criteria were combined to obtain 12 categories of applications as

described below:

1. LG - Ludhiana Graduation

2. LGA - Ludhiana Graduation Result Awaited

3. LPG - Ludhiana Post Graduation

4. LPGA - Ludhiana Post Graduation Result Awaited

5. LM - Ludhiana Management

6. LMA - Ludhiana Management Result Awaited

7. BG- Bhopal Graduation

8. BGA - Bhopal Graduation Result Awaited

9. BPG - Bhopal Post Graduation

10. BPGA - Bhopal Post Graduation Result Awaited

11. BM - Bhopal Management

12. BMA - Bhopal Management Result Awaited

The candidates who were rejected were also divided into three categories, as per the

business requirement:

1. LR- Ludhiana Area Rejects

2. BR- Bhopal Area Rejects

3. LCR- Ludhiana City Rejects

There were some numerous cases of incomplete resumes. These uncertain

cases/candidates were called and emailed to get the missing information. This turned out

to be a time consuming and expensive exercise. After the missing information was

acquired, the applications were either selected or rejected.

Region-wise and Qualification-wise Summary of CVs Received

A total 873 candidates had qualifies for the written test. The breakup of these 436

responses is given below.

Details of CVs relevant received from the Northern Region

Qualification No. of eligible

candidates

Through Adv.

e-mail/post

Through job portals

Graduation (Complete) 115 109 6

Graduation (Result Awaited) 58 55 3

Post Graduation (Complete) 22 20 2

Post Graduation (Result

Awaited)

20 18 2

MBA (Complete) 111 53 58

MBA (Result Awaited) 415 360 55

Total 741 615 126

Details of the relevant CVs received from MP region

Qualification No. of eligible

candidates

Through Adv. Through job portals

Graduation (Complete) 22 15 7

Graduation (Result Awaited) 10 10 0

Post Graduation (Complete) 2 2 0

Post Graduation (Result

Awaited)

1 0 1

MBA (Complete) 26 9 9

MBA (Result Awaited) 69 30 16

Total 130 97 33

In Totality

Number Of Applications Received Through Various Sources

By Post 2000

Through E-Mail 6000

Through Naukri.Com 6000

Total 14000

Filing of CVs

In total, 22 files had been maintained.

17 files were for 12 categories of selected candidates. 19 files of selected candidates

consists of one each for 12 categories, but responses for the LMA was huge so 4 files

were maintained for the same, 2 files for LM, 2 files for LG. Number of files for the

rejected candidates was large we divided them on the bases of qualification. These files

were maintained for references for other jobs.

One file was maintained exclusively for those uncertain cases which were yet to be

confirmed.

Entry of Data into Excel Sheets

The data related to eligible candidates was entered into an Excel Sheet. It was

called the Master File. The Master File contained 12 sheets each corresponding to the 12

categories as discussed before: LG, LGA, LPG, LPGA, LM, LMA and BG, BGA, BPG,

BPGA, BM, BMA.

The format of the Excel Sheet has been attached along with for reference.

Purpose

The idea behind entering data into excel sheets was to have a soft copy of the data

for reference purposes. Also the excel sheets can be used for further information

processing.

CAUTION: It is must to have a backup of the Master File on another computer.

Creation of Soft Copies of Resume

The soft copies of CVs received during the ET Process were organized

Qualification-wise and Place-wise and saved on a computer. This exercise was done both

for selected and rejected CVs.

Purpose

The purpose of organizing the CVs was to:

1. Ensure availability of a Data Base of CVs

2. Facilitate selection of CVs for future vacancies.

3. A folder was created on the Computer. The CVs were placed in it in the following

5 categories:

A. Graduates- BA, BCom, BSc, BCA, BBA, LLB, Miscellaneous (7 seven

categories)

B. Post Graduates- MA, MCom, MSc, MCA, LLM, Miscellaneous (6 categories)

C. MBAs

D. MBAs with BE/Btech

E. BE/Btech/Diploma holders- Streamwise categorization

After the above categorization, all the CVs in each sub category were divided into

categories: Ludhiana/Malerkotla, Hoshiarpur, Chandigarh/Panchkula/Ropar, Bhopal City,

as per the business requirement.

Assignment of Roll Numbers

The following format was used for assigning roll numbers:

LG LG – 001 onwards BG BG – 001 onwards

LGA LGA - 001 onwards BGA BGA - 001 onwards

LPG LPG – 001 onwards BPG BPG – 001 onwards

LPGA LPGA – 001 onwards BPGA BPGA – 001 onwards

LM LM – 001 onwards BM BM – 001 onwards

LMA LMA – 001 onwards BMA BMA – 001 onwards

IMPLEMENTATION OF THE WRITTEN TEST

Preparation of Attendance Sheet cum Verification File

Purpose

1. Verification file would be used to identify the candidates.

2. It would also be used as an attendance sheet.

Verification files were prepared both for the Ludhiana and Bhopal centres. Each file

had a top cover mentioning the Center, Room No and Roll Nos. The file contained

columns for Roll No, Name, Father’s Name, Photograph and Signature. Photographs for

eligible candidates were pasted in the Verification File. For candidates, for whom only

one snap was available, it was pasted in the Verification File. The Admission Letters

were posted without the snap. A format for the Verification File is attached along with.

Two important points may be noted:

1. It is important to have information on ‘Cancelled Roll Numbers’ in the

Verification File.

2. The Verification File should mention the missing documents/certificates for each

candidate, so that these can be obtained from them on the Examination day.

Seating Plan

Separate seating plans were made for Ludhiana and Bhopal centers. The seating

plan for Bhopal was not made at the corporate office Ludhiana, as the number of

candidates appearing at the Bhopal test center was less.

At the Ludhiana centre: were total 12 rooms available at a local Government College,

which was chosen as the centre.

The seating capacity of each room was noted. Based on the seating capacity, roll

numbers were assigned to each room. A separate room was earmarked for Management

Candidates as they had to appear in an extra exam.

The response rate for the ET process was high, but based on the past experience

not more than 60% candidates put up on the day of examination. So we allotted more

number of candidates in each room, for example, in a room with a sitting capacity of 60

candidates we allotted 70-75 candidates.

Preparatory Meeting

Two Examination Centres was finalized: Ludhiana and Bhopal.

The date of examination as scheduled to be June, 28th 2009.

Two days before the exam date, a meeting was called to prepare for the Exam Day.

Exam-Coordinators, Invigilators, Stationary Requirements, Refreshments for the staff,

Transportation, Identification Cards were the main issues reviewed.

Following three documents were handed to all the staff members that had to deal with the

candidates directly:

a. Duties and Responsibilities of the Invigilators

b. Instructions for the Candidates

c. Minute By Minute Activity Chart for the Invigilators

Examination Scheme

To assess the suitability of the candidates, the written test comprised of the following

sections-

Section Time

General English 40 minutes

General Knowledge 40 minutes

Quantitative Aptitude 45 minutes

General Management 40 minutes

Main Activities on the Exam Day

On reaching the venue of the examination, the staff undertook the following activities:

1. Seating plan was pasted outside every room.

2. Verification file was handed to the invigilators.

3. All the invigilators gathered in a single room to set their watches and to collect

stationary.

4. Candidates arrived and took their respective seats in their respective rooms.

5. Invigilators counted the number of candidates present and wrote it on the black

board.

6. Documents/Certificates were collected and an undertaking was taken from those

who did not get the documents.

7. Photographs were also collected from those candidates who had not submitted

two photos on time.

8. Attendance was taken on the Verification File and the Admission Letters were

also collected from the candidates.

9. Instructions were read out to the Candidates.

10. The timings for the four papers were written on the black board.

11. Question Papers were distributed and the seals had to be opened only after the bell

rang.

12. At the end of the written exam, the candidates gathered in a seminar hall for a

presentation by Vardhman.

Due to the prescribed duration of the Summer Training project and incumbent

limitations on time, it was unfortunate that I was able to join the ET Recruitment and

Selection Process only after it began and had to depart before the second and third phase

(i.e., psychological test, group discussion and interviews) of ET process. However, I did

get an opportunity to learn from my project guides about the remaining stages in the

Recruitment and Selection Process. A brief overview of the remaining stages is given

below.

E. Preparation of result

The 2nd and 3rd phase of the process starts with preparation of the result of the written

test that was conducted on 28th june 2009.

First step in this process was to prepare transparency of the same font size and of the

same size as the answer sheet was. There were two transparencies to count the correct

answers and other one to count the wrong answers. After calculating the scores of the

candidates, finally cut off limit was decided to short list the candidates for the 2nd and 3rd

phase. 94 candidates out of 873 were shot listed for the 2nd and 3rd phase of the ET

process. Candidates were informed about the same through e-mail, and through post.

Candidates belonging to far off places were informed on phone so that in case of postal

delay or the candidate do not check his e-mail can make his/her travel plans well in time.

F. REFERENCE CHECKS

Reference checks may be conducted, if required by the Recruitment and Selection

Section. Reference checks are conducted for all the individuals. Reference checks require

checking the accuracy of the information provided by the candidate on the application

forms as well as certain employment information. In conducting a reference check, the

Recruitment and Selection Section may contact at least one past (but not the current

employer without the applicant’s consent) employer, asking for information on the

following:

i. Job title and nature of the work done

ii. Period of employment

iii. Performance record

iv. Relationships with superior, subordinates and colleagues

v. Absenteeism record, including sick leave record

vi. Disciplinary record, particularly instances of substance abuse,

insubordination, theft/fraud and poor performance.

In the case of internal candidates, the Committee reserves the right to contact current

Managers as well as to consult the personal files of relevant candidates. This information

will be available to members of the Selection Committee before the interview so that any

problems arising due to previous employers/current Manager can be addressed with the

applicant who then gets an opportunity to address the concerns.

G. GD/ Psychological Test/ Interview

Once the merit list is prepared, the call letters are sent out to the candidates who

qualify for the second round. Before mailing out the call-letters, the mailing addresses of

all the qualified candidates are cross checked. The call letter invites the qualified

candidates both for Round 2 and Round 3. Round 2 covers the Group Discussion and

psychological test whereas Round 3 covers the Personal Interview. Both these rounds are

crucial to the final outcome and hence are handled internally by Vardhman.

As far as personal interviews are concerned, practices and procedures are well

documented. These are briefly explained below.

Arrangement for Interviews

Successful applicants are invited for the interview within 3 weeks from the

interview date.

References will be requested from the candidates invited for an interview,

provided they have indicated that Vardhman can contact their references prior to

interview.

Qualified candidates are sent an interview invitation letter along with a employee

form and information on documents to be carried to the interview. Also the selected

candidates for the second and third phase were informed about their selection through e-

mail’s. Candidates belonging to far of places were informed on phone so that they can

make their travel arrangements for the same.

Interview dates were scheduled such that candidates arriving from far off places

could complete both the phases in one day. But in case candidate is made to stay

overnight, the arrangement for the same was made at Vardhman Training and

Development Center.

Assessments

Candidates may be asked to complete an occupational assessment as part of the

interview process. This is just one part of the interview process and should not discourage

candidates from attending the interview.

The assessments are specially selected so they are relevant to the vacancy applied

for and will give an indication of the strengths and weaknesses of the candidate in

relation to some of the duties detailed in the job description.  The assessments are not

dependent on the educational experience. The assessments remain confidential at all

times

Conducting the Interview

The Selection Committee is responsible for conducting a fair and equitable

interview by following a structured/semi-structured questionnaire.

The questions asked are related to the relevant job competencies.

Careful consideration is given to questions that may be perceived as sensitive or

discriminatory by candidates.

Probing is allowed provided it is in regard to the core competency.

Each candidate is presented with similar demands within the interview situation.

The introduction of prior knowledge of the candidate is well managed to ensure

fairness

Any concerns due to prior knowledge and/or poor reference checks are raised with the

candidate, giving him/her an opportunity to respond.

Each candidate is assessed relative to the competencies identified.

There is consistency in the rating of the candidates.

These assessments are documented for later discussion.

During the Interview

Interview is always conducted by atleast a panel of two.

The panel will have a standard set of questions for all the candidates.  There may be

follow up questions depending on the answers.

The panel takes notes throughout the interview. These are used later to recall the

answers.

At the end of the interview, the panel will advise the candidates on when the result can

be expected.

After the interview

Successful applicants are telephoned and offered the position.

The candidates are allocated various departments on the basis of their rating in the

psychological test and their performance in the final interview.

Unsuccessful candidate are informed through letter.

H. The Selection Decision

The selection decision is taken immediately after all the interviews have been

conducted. Alternatively, another meeting can be called for this purpose. The decision on

whom to appoint involves:

1. Looking at and discussing all the evidence collected (from interviews, reference

checks and other selection techniques) for each criteria for each candidate.

2. Recording in writing the reasons why any persons interviewed were not

recommended for appointment.

3. Making the final decision on whom to recommend for appointment and where

appropriate, recommending a second choice.

4. Report by the psychologist regarding the candidate is given due consideration

before making the final decision.

In addition, consistent with the Organization’s Employment Equity Policy, the

following must be considered:

Consideration must be given to the potential of the applicants from designated groups

to meet the job requirements. In case it is difficult to differentiate between candidates in

trying to determine the best candidate, preference will be given to the member of the

designated group.

If no suitable applications are received for a post, the Selection Committee gives a

serious consideration to postponing its recommendation until the Search Committee has

had a further opportunity to scan the field for suitable candidates. Alternatively, the

decision to re-advertise at a later stage may be taken.

I. Offer Letter and Date of Joining

Once the Selection Committee’s recommendations have been approved, the Vice

President of Human Resource Department or his/her delegated person shall make an offer

of appointment to the candidate/s. Members of the Selection Committee or senior

management may be consulted However, the Selection Committee does not determine the

cash salary component of the remuneration package.

It is important that new employees receive a well-planned induction in order for

them to become fully operational quickly. Further information on induction, including

guidelines for managers, is available from the Staff Training and Development Unit or

from the local Human Resources teams.

J. Feedback to Candidates

All candidates are advised of the outcome of their applications as soon as possible

after the interviews. The Chairperson, in consultation with the Recruitment & Selection

Section, is required to give a written feedback to candidates, should they contest the

process and decision taken. Where internal candidates claim that the policy has not been

correctly implemented, such candidates are to be advised to follow the Organization’s

Grievance procedure. Applicants who are not short-listed should be given feedback on

request, making it clear why they were unsuccessful. If requested, the Panel Chairperson

should provide feedback to unsuccessful short-listed candidates.

K. Record Keeping

Consistent with its commitment to transparency and the right of the applicant to

written feedback, the Vardhman documents the criteria used within each selection

process and the decisions taken about each candidate relative to these criteria.

Furthermore, Vardhman is open to review the impact of equity considerations on

decisions in the recruitment and selection process.

The following records are maintained:

Recruitment procedure: Advertisement, the media used and the target group (external

and/or internal)

Selection procedure: Criteria, Process including interview questions asked, Evaluations

of individual candidates and the Decisions taken including why applicants were not

successful

The opinion of the Selection Committee as to the fairness of the process

Any other relevant equity statistics

These records are kept for at least 12 months.

L. Support Structures

The Human Resource Department recognises that it needs to fulfil the following

roles within the recruitment and selection process:

Handling all the administrative work associated with the procedure and appointments

providing HODs, Section Managers and Selection Committees with assistance in

executing their recruitment and selection responsibilities effectively. In this regard,

hands-on assistance is offered. Training courses, archival/support material and

documentation will be available as to inform Selection Committee members of the

process.

Active participation on the Selection Committees with full voting rights.

Dealing with any complaints/grievances alleging discrimination.

Evaluating the recruitment and selection process and ensuring that the process keeps up

to date with legal and organization requirements as well as technological advances and

ensuring adherence to relevant policy requirements.

M. Important Considerations in the Recruitment and

Selection Process

Equity Considerations

In order to ensure fairness and accountability and to fulfil the requirements of the

Organization’s Employment Equity Policy and Supporting Protocol for Appointments,

the following must be taken into account:

Prescribed competencies for the post must be applied consistently throughout the

recruitment and selection process- for example all applicants must be asked the same core

questions in an interview. This will ensure that all the candidates have been judges on the

basis of the same criteria.

All applicants must be assessed using the same techniques.

The committee must be able to substantiate/explain why a candidate was unsuccessful

relative to the identified competencies.

Selection Committees must select candidates who they believe will make the best

contribution to the Organization.

In understanding what is meant by best contribution, the Organization advocates

that appointments will be based on contextual considerations. Vardhman recognizes that

the notions of merit and best person for a job are not independent of context. Therefore,

in making an appointment, the selection committee must consider these contextual

considerations (i.e. the needs and status of the department in which the vacant post is

situated)

Some of the contextual considerations are:

Need for specialised qualifications and/or skills

Need for “fresh minds” from outside

Need to balance the composition of staff in terms of qualification, experience, seniority

and role models

Stability of the department/staff and the ability to support an individual appointed on

potential rather than proven merit

Negative or positive resource implications of employing certain candidates and in the

case of negative implications, the Organization’s ability to meet the necessary resource

requirements

Need to create a supportive environment for all employees, irrespective of their

background.

Also of importance is that in ensuring diversity amongst the ET’s and that adequate and

acceptable role models are present within the Organization, the institution must consider

the employment of nationals as well as foreign nationals. Given the Vardhman’s Vision

to be “an outstanding Nationally as well as Internationally-recognized Textile Industry

which proudly affirms its Own identity”, there is a need to balance the employment of

Indian citizens with the need to seek good applicants freely and to appoint the person

who will make the best contribution to each particular vacancy. It is only being appointed

in the context of international competition that Organization and its staff will realize the

Vardhman’s Vision. The Vardhman will however, seek to appoint as many Indian

citizens as possible to its academic and support staff.

Concerns Regarding the Fairness of the Process

Approval of the recommendation for appointments will be subject to approval of

all members of the Selection Committee and the members of the Recruitment and

Selection Section agreeing that the selection process followed for the filling up of the

post was fair and that legislative and Organization policy requirements were met.

At the end of each selection process, before the Committee disbands, the

Chairperson will facilitate the evaluation of the recruitment and selection process

followed. All members of the Selection Committee will be required to sign the Minutes

recording the recruitment and selection process followed and the opinion of the

Committee on the fairness of the process.

Should there be any concerns raised by the committee regarding the fairness of

the process, this matter will be immediately referred to the Vice President of Human

Resource Department. Where there is evidence of any concern, the HOD of Human

Resource Department or his/her nominated representative will conduct an investigation.

The recommended appointment will be kept on hold until the matter has been resolved.

The Recruitment & Selection Section will continually evaluate adherence to relevant

policy requirements.

N. RECOMMENDATIONS

DRAFTING OF THE ADVERTISEMENT:

Suggestions

Instead of “throughout first division”, more specific terms may be used in the

advertisement. For example, the phrase “exact 60% or more” may be used. This would

ensure greater clarity and only the eligible candidates would apply.

It is advisable to mention the qualification in two parts, as described below:

Graduation: (Names of the Degree-Courses acceptable)

Post Graduation: (Names of the Degree-Courses acceptable)

Names of Degree Courses those are not eligible.

The candidates must be asked to mention their Name and DoB at the back of the

photographs.

A specific format of the Application form may be uploaded on Vardhman’s website.

The Ad should instruct the interested candidates to download the form, take a print out,

fill it and sent it to Vardhman. This format may also be used for the Job Portals.

Use of same application form by the candidates will ensure complete information is

available to screen out the ineligible candidates and select the eligible ones. In the

absence of such a provision, infinite numbers of different resume are received with

incomplete information. This is followed by calls to the candidates to get complete

information. A single application form will reduce the number of man-hours and

expenditure on the calls. A copy of a desirable application form has been attached for

reference.

PLACEMENT OF THE ADVERTISEMENT

Suggestions

A carefully drafted advertisement in the newspapers will fetch greater number of relevant

responses.

The ad was placed in the month of April/May. This is the time when students are

generally too busy with their exams to read newspapers. Probably, an ad in the month of

Jan/Feb/Mar would be too early. One way to deal with this problem is that a circular may

be sent to the colleges in Feb/Mar informing about the ET Recruitment and the

forthcoming ET-Advertisement in the Newspapers. This would increase the number of

responses, as the students would have ample time to respond.

SCREENING OF THE APPLICATIONS

Suggestions

Use of a single predetermined format for resumes would greatly facilitate and streamline

the screening process.

Provision of a second computer is critical for preparing comprehensive database of

selected and rejected candidates.

Direct calling facility should be provided so that calls to the candidates can be made

quickly and faster disposal of incomplete CV’s.

“Far-away” areas should be clearly defined so as to avoid confusion.

Also, it would be worthwhile to clarify which cities fall in Northern and MP areas. For

examples some cities in UP and Rajasthan are closer to MP. Whereas some other cities of

UP and Rajasthan are close to Ludhiana.

FILING OF CVs

Suggestions

It would be useful to have a hardcopy of all the responses/resume, whether selected or

rejected. It is suggested that a print-out be taken of all the responses/resume received

through Email and Job Portals and filed properly.

For LR, BR and LCR files (files containing rejected resume), it would be helpful to

divide each file into 2 compartments: Naukri and Email. Post Rejects would be in a

separate file.

Every resume (hard-copy) must contain the following information on the top.

Media- Email, Post, Job Portal

Date Received

Category- BR, LR, BG, LG etc

Last Qualification

Rejected or Selected

Reason for Rejection, if applicable

Whether Roll No issued or not.

ENTRY OF DATA INTO EXCEL SHEETS

Suggestions

Not more than two people should handle the excel sheets. It reduces the confusion and

errors.

Information about the rejected candidates should also be entered into the excel sheets.

The format for the rejected-excel-sheets should be the same as accepted-excel-sheets.

However, an extra column should be added, with the caption: Reason for Rejection. The

reasons should be classified as: %, CTC, Age, Qualification, Far-Away.

Excel sheet format used for this purpose should be as we can do without the information

like mode of qualification. And the information regarding present CTC, and experience

should be added.

INFORMATION REGARDING THE ET PROCESS

Suggestions

Manual containing the information regarding the ET process (qualifications to be

considered, how to go about the process, etc.) should be provided to the summer trainees

before they start working on the project. This can be an ready reference for any difficulty,

confusion during the process.

There should be a formal presentation by a senior HR person explaining the need and

importance of the ET process.

Information regarding the ET process should be regularly updated on the website e.g, the

date of issuance of roll numbers for the written test, proposed date of result of written

test, dates of 2nd and 3rd phase of the ET test.

O.Conclusion

Vardhman’s ET Scheme for the recruitment and selection of Executive Trainees is the

result of the farsightedness of its Chairman Mr S.P. Oswal. This scheme not only is an

organizationally and economically sound way of acquiring the requisite talent pool but

also a golden opportunity for those candidates who could not pursue expensive and

arduous management courses. They can get the chance of working in an esteemed

organization like Vardhman and honing their managerial skills. The 8 weeks of summer

training I completed at Vardhman, as an MBA student, has taught me the intricacies of an

actual process of Recruitment and Selection. It was enlightening to learn to balance the

teachings of theory and the realities of practice. The process was very streamlined and

organized. It required a lot of planning, co ordination and reviewing. It was a

comprehensive exercise touching important aspects like strategy-formulation,

advertizing, screening of resumes strict adherence to eligibility criteria, preparation of

final lists, both hard and soft copies, issuance of roll numbers, preparation for the

selection tests and many other activities. At every stage, efforts were made to ensure

strict adherence to equity and fairness considerations. Out of about 14000 total responses,

873 candidates were shotlisted for the written test. This was a mammoth task involving

attention to detail and plenty scope for error. Certain contingency plans were also put in

place so that the process continues without hindrance. The support and encouragement

from the management kept us going. I remain grateful to Vardhman for this opportunity it

gave me. It has immensely added to my learning and experience.

APPENDEX

1. Major activities that took place with date:

ACTIVITY DATE

Last date of recipt of application forms 23rd may 2009

Finalising the list of Invigilators 10th june 2009

Meeting of Invigilators 15th june 2009

Sitting plan to be finalised 16th june 2009

Room wise files for verification and attendance

19th june 2009

Sealing of Question papers and answer sheets for different test centres and rooms

25th june 2009

Another round of meeting of Invigilators 25th june 2009

Review meeting regarding the preparation 26th june 2009

Date of written test 28th june 2009

Result declared on 6th july 2009

Informing candidates regarding the dates of 2nd and 3rd phase of process

6th july 2009

Date for the 2nd and 3rd phase of process 15th-18th july 2009

Date of final result to be declared 26th july 2009

Proposed date of joining 3rd aug. 2009

2. ET Advertisement

Jump start your career with VARDHMAN as an

EXECUTIVE TRAINEE

The Executive Trainee (ET) Scheme is designed to create a dedicated cadre of business leaders through multifunctional exposure and opportunities for growth with Vardhman, which is a Rs. 3000 crore textile conglomerate, with presence in Spinning, Fabrics, Sewing Threads, Acrylic Fibre and Steel. Positions are available in our offices/plants in the states of Punjab, Himachal Pradesh, Madhya Pradesh, Gujarat and New Delhi.

Eligibility: The candidate should be a throughout First Divisioner with B.Com / B.Sc. (Non-Medical) / B. Agri. / BBA degree. MBAs from good institutes are also eligible.

Age: Less than 25 years as on September 01, 2009.

Selection procedure will include a Written Test in General English, General Knowledge & Quantitative Aptitude to be held at Ludhiana and Bhopal. Short-listed candidates will subsequently be called for Interview, Group Discussion, Psychological and Intelligence Tests to be held at Ludhiana.

The emoluments on cost to company basis for Graduates and Post Graduates range between Rs. 1.60 lacs to Rs. 1.78 lacs per annum.

Selected candidates will be required to submit an undertaking for serving the company for atleast 3 years.

Interested candidates may apply latest by Saturday, May 23, 2009 with a detailed bio-data (mentioning %age marks obtained in each class - 10th

onwards) and two latest passport size photographs to:

HRD and Personnel Head

Vardhman Textiles Limited

Chandigarh Road, Ludhiana –141011(Punjab) Or mail your detailed resume to: corphr@vardhman.com

For more information about us please visit: www.vardhman. com

3. Format Of E-mail To Get The Incomplete Information

Dear Applicant,                                                                                    Ref. no.:-   ET-2009-I

This is in reference to the advertisement for Executive Trainees placed by Vardhman.

Thank you for showing interest in our organization. While scrutinizing your CV some of the important information was found missing.

Please resend your updated CV after including the following information –

Date of Birth Father’s name Address (city, state, pin code) Percentage of marks (post graduation, graduation, Higher Secondary, Secondary

school )  Year of passing Stream

Mode (regular or correspondence) E-mail id., contact no.

You are requested to kindly resend your updated CV positively by 23rd of may'09, with the Reference No. mentioned above.

Warm regards,

Corporate HR Department

Vardhman Group.

4. Sample Roll Number For The ET Process

VARDHMAN TEXTILES LIMITED

Chandigarh Road, Ludhiana - 141010

EXECUTIVE TRAINEE WRITTEN TEST 2009

CENTRE: LUDHIANA ROLL NO. LMA-438

ROOM NO. 49NAME: NAVNEET KAURFATHERS NAME : KAPTAN SINGHADDRESS: 2689, VISHKARMA TOWN, DHURI LINELUDHIANA-141003CONTACT NO: 9855488870

Dear Candidate,

Passport Size Photograph

This has reference to your application for the post of EXECUTIVE TRAINEE with our organization. You have been shortlisted for a written test, which will be held as per the following schedule:

Ferozepur Road

Date of Written Test: SUNDAY, 28th June 2009.

Venue: Government College for Women, Near Bharat Nagar Chowk,Ludhiana. Bus-Stand Road Mall Road

TIMING AND PAPERS:Entry Gate

Jagraon Bridge

Subject Sequence of distribution Time General English First 2 PM to 2:40 PMGeneral Knowledge Second 2:45 PM to 3:25 PMQuantitative Aptitude Third 3:30 PM to 4:15 PMManagement Aptitude Fourth 4:25 PM to 5:05 PM

Things to Remember1. You shall report at above examination center latest by 12:00 Noon for Registration in

the Room Number mentioned above at the top right corner.2. Final year result awaited candidates will be allowed to appear in the test subject to

their finally obtaining a minimum of 60% marks. They will be required to bring an attested photocopy of the certificate giving detailed mark sheet at the time of examination.

3. In case your photograph is not pasted above then you will be required to carry two-passport size photographs, failing which you will not be allowed to appear in the examination.

4. You are required to send the attested photocopies of all the detailed marks sheet of 10th, 12th and Graduation / Post – Graduation for submission mentioning your Roll No. (as allotted on top) on the mark sheets before 22nd June, 09 positively failing which the company reserves the right to withdraw the call letter. ( Please ignore if already sent)

5. Use of calculators, mobile phones, any electronic gadgets is strictly prohibited inside the Examination Hall.

6. You are requested to carry along with you Pen, Pencils, Eraser and related stationery. The center will not provide any stationery. (only pen to be used for attempting the test).

7. No TA/DA etc shall be given to any candidate for taking the examination.8. The result of the written test can be seen at our website www.vardhman.in within two

weeks from the date of examination.

BHARAT NAGAR CHOWK

Telephone

Govt. College for Women

Railway Station Ldh. Civil Lines Side

Entry

9. Please note that the selected candidates will be required to submit an undertaking for serving the company for atleast three years.

In case of any query you may contact Ms. Noor – 9216566553.

For Vardhman Textiles Limited

MAHESH ARORA

HEAD–HR

5. Format for Email regarding Change of Centre

Dear Candidate

This is in reference to your application for the position of ET at Vardhman.

As per your request, yor Examination Centre has been changed from Bhopal To Ludhiana.

Your New Roll No is: .............

Please find attached the soft copy of the Admission Letter. You must carry the print-out of Admission Letter to the ET Exam centre, with a passport size photograph pasted on the Admission Letter.

The Examination Centre and Exam Timings are mentioned therein.

Thanks & Regards

Recruitment Support Team

Vardhman

Thanks & Regards Ajay AggarwalCorporate -- HRVardhman Group

6. Undertaking By the candidates who are awaiting their result

UNDERTAKING

I, , son / daughter / wife of

______________________ having been allotted Roll No. _________ under Executive

Trainee Scheme, 2009 of Vardhman Group hereby certify that the result of

_______________________________ examination taken by me in the year 2009 from

______________________ University is awaited and I undertake that my aggregate

score in the degree will be 60% or above, failing which I

understand and agree that my candidature in the Executive Trainee Scheme, 2009 will

stand cancelled at any stage of the selection process.

Name : Signatures :

Roll No :

Qualification :

7. Call Letter For 2nd and 3rd Phase of ET Process

VARDHMAN TEXTILES LIMITED

EXECUTIVE TRAINEE SELECTION PROCESS

PHASE II & III - 2009

NAME : Dakorkar Vaibhav Dilipbhai ROLL NO.: BMA - 038

FATHER’S NAME: Dakorkar Dilip Purshottambhai

ADDRESS: 6-Vibhuti,Rajdeep Soc,

Near post office,Ajwa road Baroda

Gujrat

CONTACT NO.: 9998203081

Sub: ET 2009 – PSYCHOLOGICAL TEST, INTELLIGENCE TEST, GD & INTERVIEW

Dear candidate,

Further to the written test conducted on 28 th June 2009, we are glad to inform you that you have been shortlisted for further selection process for the post of Executive Trainee in our organization.

The selection process will include an Intelligence Test, Psychological Test and Group Discussion in Phase - II and Interview in Phase - III. You are requested to report at the following address:

Vardhman Textiles Limited

Corporate Office

Chandigarh Road, LudhianaPh: 0161 – 2228943-48

The mandatory requirement for participating in II & III Phase is a clear first division (60% or above marks) in all the relevant examinations i.e. X, XII, Graduation, Post Graduation / MBA. Result awaited candidates are requested to take special note of this.

The Date for Phase – II & Phase – III of selection process:

Date & Time for Phase – II of Selection Process: Date & Time for Phase – III of Selection Process:

(You may plan your return journey via any mode of travel after 8:00 PM on the date of Phase – III of your selection process.)

On arrival, candidates are requested to report at Main Gate Reception for further guidance. Please ensure that you bring along the following documents:

a) Attached Bio-data form (with photograph) completely filled in your own handwriting.

b) Original certificates for X, XII, Graduation/Post-Graduation / MBA along with attested photocopy of each of the certificates.

c) Originals will be returned after verification.

Outstation candidates will be reimbursed Second class Railway fare / normal bus fare (to and fro) only on submission of tickets. However, no stay charges incurred by the candidates on their own will be reimbursed.

For the candidates who have their Phase – II and Phase – III of the selection process on successive dates, overnight stay arrangements have been made in Vardhman Training Centre at Ludhiana.

The selected candidates will be required to submit an undertaking for serving the company for at least three years.

If selected, you will be required to join duties tentatively on 3rd August 2009 at any of our units / offices located in Punjab, HP, MP or any other location in India.

In case of any query you may contact Mr. Ajay Aggarwal – 9216300345 or Ms. Noor - 9216566553

Thank you and best of luck

Mahesh AroraHead HR