A Report on

Recruitment And Selection of Executive Employees at OMC, Bhubaneswar

Submitted for B. Com Programme in D.A.V. School of Business Management, Bhubaneswar;
Affiliated to Utkal University

SUBMITTED BY:-
Mitali Madhusmita Nayak
Batch: 2021-24
University Roll No.: 2103010190550022

External Guide Internal Guide

Saroj Kumar Nayak Mr. Debabrata Sahoo
DGM (Personnel) Lecturer
OMC, Bhubaneswar DSBM

D.A.V SCHOOL OF BUSINESS MANAGEMENT

(Recognised by the Govt. of Odisha and Affiliated to Utkal University)
D.A.V CAMPUS, UNIT-8, NAYAPALLI, BHUBANESWAR,
751012, ODISHA
2024
 ii

DECLARATION

I do hereby declare that the project work entitled “RECRUITMENT AND SELECTION
OF EXECUTIVE EMPLOYEES AT OMC, BHUBANESWAR” submitted to D.A.V.
School of Business Management, Affiliated to Utkal University, is a record of original work
done by me under the guidance of Mr. Saroj Kumar Nayak, DGM(Personnel), OMC and
Mr. Debabrata Sahoo, Lecturer, DSBM.

Date: Name:-Mitali Madhusmita Nayak

Place: Bhubaneswar Roll No:- 2103010190550022
 iii

ACKNOWLEDGEMENT

It is really a great pleasure to have this opportunity to express the feeling of gratitude
imprisoned in the deepest core of my heart.

At the onset I convey my sincere thanks to Mr. Saroj Kumar Nayak, DGM(Personnel) of
OMC for giving the opportunity to prepare my project work.

I do express my sincere thanks to Mr. Debarata Sahoo, Lecturer of DAV School of Business
Management for his diligent guidance and continuous monitoring of the project.

I must also express my deepest gratitude to the Dr. D.N. Mishra, Principal and the faculty
council of DSBM, for their timely help as and when required.

I cannot conclude this acknowledgement without thanking my family, relatives,

acquaintances and friends who have offered their valuable cooperation to me at every stage.

Date: Name:-Mitali Madhusmita Nayak

Place: Bhubaneswar Roll No:- 2103010190550022
CERTIFICATE OF THE EXTERNAL GUIDE
 D.A.V SCHOOL OF BUSINESS MANAGEMENT

UNIT-VIII, NAYAPALLI, BHUBANESWAR-751012

Email:[email protected] , Website: www.dsbm8.org

Tel: 0674 2560 539

CERTIFICATE OF THE INTERNAL GUIDE

This is to certify that the Project titled “RECRUITEMENT AND SELECTION OF

EXEXCUTIVE EMPLOYEES AT OMC, BHUBANESWAR” submitted by Mitali
Madhusmita Nayak bearing the University Roll No. 2103010190550022 for the partial
fulfilment of the Degree of Bachelor of Commerce (Batch 2021-24), embodies the bona fide
work done by her under my supervision and guidance.

I wish her success in her career.

Date: Mr. Debarata Sahoo

Place: Bhubaneswar Lecturer, DSBM

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CONTENTS
CHAPTER NO. PARTICULARS PAGE NO.

TITLE PAGE i

DECLARATION ii

ACKNOWLWDGEMENT iii

CERTIFICATE OF EXTERNAL GUIDE iv

CERTIFICATE OF INTERNAL GUIDE v

TABLE OF CONTENTS vi

LIST OF TABLES vii

LIST OF FIGURES viii

EXECUTIVE SUMMARY ix

CHAPTER 1 INTRODUCTION 1-3

1.1 Identification of the problem 2
1.2 Objective of the study 2
1.3 Scope and limitation of the study 2
1.3.1Scope of the study 2
1.3.2 Limitation of the study 3
CHAPTER 2 REVIEW OF LITERATURE 4-28
2.1 Background Study 4
2.1.1 Conceptual Framework 4
2.1.2 Review of Literature 12
2.2 Company Profile 15
CHAPTER 3 RESEARCH METHODOLOGY 29
3.1 Sample Design 29
3.1.1 Sampling Method 29
3.1.2 Sample Size 29
3.2 Data Collection 29
3.2.1 Sources of Data 29
3.2.2 Data Collection Method 29
CHAPTER 4 DATA ANALYSIS AND INTERPETATION 30-37
CHAPTER 5 FINDINGS 38-39
5.1 Major Findings 38
5.2 Conclusion 39
BIBLOGRAPHY 40-41
ANNEXURE 42-43
 vii

LIST OF TABLES

FIGURE NO. DESCRIPTION PAGE NO.

30
4.1 Response for fair and transparency in
recruitment process

Response for doing recruitment in time 31

4.2
bound manner

4.3 Response for adequate recruitment process 32

to fill vacancies

4.4 Response for conduction of screening 33

process in a stuctured manner

4.5 Response for conduction of recruitment 34

regularly at OMC

4.6 Response for that the HR team act as a 35

counsuleor

4.7 Response for that the HR team provides 36

awarness to internal employees

4.8 Response for that the existing recruitment 37

policy
 viii

LIST OF FIGURES

FIGURE NO. DESCRIPTION PAGE NO.

30
4.1 Responds for fair and transparency in
recruitment process

Responds for doing recruitment in time 31

4.2
bound manner

4.3 Responds for adequate recruitment process 32

to fill vacancies

4.4 Responds for conduction of screening 33

process in a stuctured manner

4.5 Responds for conduction of recruitment 34

regularly at OMC

4.6 Responds for that the HR team act as a 35

counsuleor

4.7 Responds for that the HR team provides 36

awarness to internal employees

4.8 Responds for that the existing recruitment 37

policy
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EXECUTIVE SUMMARY

Recruitment is a process of identifying, screening, shortlisting, and hiring of the potential

human resources for the purpose of filling up of the positions within the organizations. In
the central function of human resource management. Recruitment is the process of
selecting the right person, for the right position at the right time. It is the process of
attracting, selecting and appointing potential candidates to meet the needs and recruitment
of the organizations.

Selection refers to the process of choosing which candidate is best suited for the open job
position. The hiring manager typically starts with a shortlist of qualified candidates.

Recruitment is called a positive process with its approach of attracting as many

candidates possible for the vacant positions. Depending on the size of an organization,
recruitment is the responsibility of a range of workers. Larger organizations may have
entire teams of recruiters, while others only a single recruiter. In small outfits, the hiring
manager may be responsible for recruiting.

Executive leaders understand themselves and how to deploy their strengths across diverse
contexts. They skillfully adapt to situations quickly and identify the best course of action
based on their self-knowledge. Mostly these leaders empower and inspire others in the
organization. Part of executive leadership is better enabling employees to lead
themselves.

Keywords: identifying, potential, qualified, recruitment

 CHAPTER- 1
INTRODUCTION
 1

INTRODUCTION

Acquiring and retaining high-quality talent is critical to an organization’s success. As the

job market becomes increasingly competitive and the available skills grow more diverse,
recruiters need to be more selective in their choices, since poor recruiting decisions can
produce long-term negative effects, among them high training and development costs to
minimize the incidence of poor performance and high turnover which, in turn, impact
staff morale, the production of high-quality goods and services and the retention of
organizational memory. At worst, the organization can fail to achieve its objectives
thereby losing its competitive edge and its share of the market.

Human resource department plays a crucial role in this process. The backbone of any
successful company is the HR department, and without a talented group of people to hire,
culture, and inform employees, the company is doomed for failure. Human resource is
most valuable assets in the organization. Profitability of the organization depends on its
utilization. If there utilization is done properly will make profit otherwise it will make
loss. To procure right man at right place in right time, some information regarding job and
job doer is highly essential. This information is obtained through job analysis, job
description and job specification. Without these recruitment will be unsuccessful. A well
planned and well managed recruitment will result in high quality applicants for the
company. The recruitment process should inform qualified individuals about employment
opportunities, create a positive image of the company, provide enough information of the
jobs so that applicants can make comparison with their qualifications and interests and
generate enthusiasm among the best candidates so that they will apply for vacant
positions. It is essential in every type of employment for every occupation and every type
of employed manpower. Manpower management is essential in government as well as
private employment under socialism or communication in small business and in large.
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1.1 IDENTIFICATION OF THE PROBLEM

• Understanding and analysis of the recruitments

• Preparing on the job description
• Source of suitable candidates
• Application screening
• Hiring an ideal employee
• To identify their good points and points of improvement

1.2 OBJECTIVES OF THE STUDY

• To describe the organization and explain the scope of work in recruitment and
selection Process.
• To experience different recruitment and selection activities which are followed by
OMC.
• To review the importance and needs of recruitment and selection process.
• To know and evaluate various methods of recruitment.

1.4 SCOPE AND LIMITATION OF THE STUDY

1.3.1 SCOPE OF THE STUDY

• Personnel aspect-This is concerned with manpower planning, recruitment, selection,

placement, transfer, promotion, training and development, layoff and retrenchment,
remuneration, incentives, productivity etc.
• Welfare aspect-It deals with working conditions and amenities such as canteens,
creches, rest and lunch rooms, housing, transport, medical assistance, education,
health and safety, recreation facilities, etc.
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• Industrial relation aspect- This cover union-management relations, joint consultation,

collective bargaining, grievance and disciplinary procedures, settlement of disputes,
etc.

1.3.2 LIMITATIONS OF THE STUDY

• Employees are not allowed to provide sensitive and depth information.

• The main constraint of the study was insufficient access to information which has
significantly disturbed the scope of the analysis that is required for the study.

• Time restriction is another important for limitation of study.

 CHAPTER – 2
REVIEW OF LITERATURE
 4

2.1 BACKGROUND STUDY

2.1.1 CONCEPTUAL FRAMEWORK

Human resource management, or HRM, involves coordinating, managing, and
allocating human capital, or employees, in ways that move an organization’s goals forward.
HRM focuses on investing in employees, ensuring their safety, and managing all aspects of
staffing from hiring to compensation and development.

Human resources compliance is an area that traces back to the very origin of the human
resources function—to administrative and regulatory functions. Compliance continues to be a
very important area that HR manages, and there are numerous regulations and laws that
govern the employment relationship. HR professionals must be able to understand and
navigate these laws to help their organizations remain compliant and avoid having to pay
fines or penalties. The additional threat of reputational harm to the organization is another
reason that HR needs to be aware and alert to any potential gaps in compliance.

Some of the most common examples of laws and regulations that govern the employer-
employee relationship include the following:

• Age Discrimination in Employment Act (ADEA)

• Americans with Disabilities Act (ADA)
• Fair Labor Standards Act (FLSA)
• Family and Medical Leave Act (FMLA)
• National Labor Relations Act (NLRA)
• Worker Adjustment and Retraining Notification Act (WARN)

Human Resource theories is a general term for the strategies, tactics and objectives used by
business owners and managers to administer policies and procedures related to employees.

Human resource theories explain how management practices and structures can influence
employee behaviour in a favourable or bad way. Small business owners can optimize staff
productivity and creativity while reducing employee turnover by having a basic
understanding of organizational behaviour and HR theories and acting on it.

There are four Human Resource theories which are named as follows:
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• Organizational Lifecycle Theory:

One of the HR theories is organizational lifecycle theory. This is the first human resource
management theory. Historians and academicians have observed that organizations, just like
that of living organisms, have life cycles. They are born (established or formed), they grow
and develop, they reach maturity, they begin to decline and age, and finally, in many cases,
they die. Study of the organizational life cycle (OLO) has resulted in various predictive
models. These models, which have been a subject of considerable academic discussion, are
linked to the study of organizational growth and development, Organizations at any stage of
the life cycle are impacted by external environmental circumstances as well as internal
factors. The rise and fall of organizations and entire industries have been witnessed. Products
also have life cycles, a fact that has been long recognized by marketing and sales experts. It
seemed reasonable, for academicians, to conclude that organization also have life cycles.

• Strategic Contingency Theory:

One of the HR theories is strategic contingency theory. The second one among the human
resource management theory and practice is strategic contingency theory, which, as the name
suggests, based on two concepts i.e "Contingency' and Strategic aspect of contingency. A
Contingency is a need for different tasks of a subunit in an organization on which tasks of
other subunits create an effect. This contingency becomes strategic once other subunit starts
controlling more contingencies and becomes powerful in an organization.

As per the Strategic contingency theory, a leader becomes a central part of an organization
due to his/her unique skills to solve the biggest HR challenges which others are unable to
solve. Too much dependency lies on a leader so he/she is not easily replaceable.

• General Systems Theory:

Another one of HRM theories or a theory that is widely applied to Human Resource
Management is the Systems theory is the interdisciplinary study of systems. A system is a
cohesive conglomeration of interrelated and interdependent parts which can be natural or
human-made. Every system is bounded by space and time, influenced by its environment,
defined by its structure and purpose, and expressed through its functioning. A system may be
more than the sum of its parts if it expresses synergy or emergent behavior.
 6

Changing one part of a system may affect other parts or the whole system. It may be possible
predict these changes in patterns of behavior. For systems that learn and adapt, the growth
and the degree of adaptation depend upon how well the system is engaged with its
environment. Some systems support other Systems, maintaining the other system to prevent
failure.

• Transaction Cost Theory:

One of the HR theories is transactional cost theory. Transaction cost theory in human
resource management is part of corporate governance and agency theory. It is based on the
principle that costs will arise when you get someone else to do something for you e.g.
directors to run the business you own.

Transaction cost theory is an alternative variant of the agency understanding of governance

assumptions. It describes governance frameworks as being based on the net effects of internal
and external transactions, rather than as contractual relationships outside the firm with
shareholders.

The scope of Recruitment and Selection is very wide and it consists of a variety of
operations. Resources are considered as most important asset to any organization. Hence,
hiring right resources is the most important aspect of Recruitment. Every company has its
own pattern of recruitment as per their recruitment policies and procedures.

The scope of Recruitment and Selection includes the following operations −

• Dealing with the excess or shortage of resource.

• Preparing the Recruitment policy for different categories of employees
• Analyzing the recruitment policies, processes, and procedures of the organization
• Identifying the areas, where there could be a scope of improvement.
• Streamlining the hiring process with suitable recommendations
• Choosing the best suitable process of recruitment for effective hiring of resources.

Any organization wants it future to be in good and safe hands. Hence, hiring the right
resource is a very important task for any organization.
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RECRUITMENT:

Recruitment precedes selection and helps in selecting a right candidate. ‘Right person for the
right job’ is the basic principle in recruitment and selection. Every organization should give
attention to the selection of its manpower, especially its managers. The operative manpower
is equally important and essential for the orderly working of an enterprise. Every business
organization/unit needs manpower for carrying different business activities smoothly and
efficiently and for this recruitment and selection of suitable candidates is essential. Human
resource management in an organization will not be possible if unsuitable persons are
selected and employment in a business unit.

Many employers use a variety of recruitment sources. Other researchers have argued that
different recruitment sources reach applicant groups that may differ on characteristics such as
motivation or perceived job mobility. Other researchers said that the sources of employees
can be classified into two types, internal and external. Besides the recruitment sources are
closely linked to the organizational activities as the performance of employee turnover,
employee satisfaction, employee wishes and the commitment of the organisation. Basically,
there are two types of sources of recruit.

A. Internal sources of recruitment: Internal sources mean hiring of people from within the
organisation to fill the position. An organisation can hire internal candidate through job
posting or rehiring former employees, through succession planning, advertising, through
online, and other alternative staffing methods.

Promotions: It is another internal source of recruitment. It means to change position with

higher prestige, responsibilities, compensation and others facilities. Basically the higher
position may be filled up through giving promotions of the qualified employees.

Transfers: Transfer means to shift of an employee from present jobs to other similar jobs.
Basically here is no change rank, responsibility, prestige, and other types of facilities.

Job posting: In this case the organization communicates with public for vacant position that
it wishes to fill. Also it is an encouraging system of applicants to apply in vacant position.

Job bidding: It is a competition process among the applicants for a job position that is posted
by an employer. It is the main source for internal recruitment. Here the organization gives the
chance to apply for the job opening.
 8

Former Employees: Former employee is another source of internal recruitment where the
retired employee may be willing to come back to work in the organization.

Employee Referrals: The organizations or companies use this method to find out the
talented employee through recommend their existing employee.

B. External Sources: It is the attraction process of applicants from outside a particular

organization to fill vacant positions. According to Bardwell and Brown the external sources
of recruitment are following-

Advertisement: It is the most common method or source of external recruitment. The

organizations or companies publish their advertisement through electronic print media and
others social network.

E-Recruitment: E-recruitment also known as online recruitment, through this system the
organizations can easily hire their respected personnel for work.

Employment Agencies: Employment agencies sometimes referred to as labour brokers.

Employers can reduce the range of possible problems from these sources by giving a precise
definition of the position to be filled.

Labor Offices: Labor offices are the sources of certain types of workers. Unions also can
work to an employer's advantage through accommodating staffing programs, as they do in the
building and printing industries.

Campus Recruitment: Sometimes the organization finds out their qualified employees from
colleges, universities, and other institutes through different tests. It is the major source of
recruitment for many respected corporations.

Walk-ins, Write-ins and Talk-ins: Other sources of recruitment are Walk-ins, Write-ins and
Talk-ins. It is the direct application process to respected organization without prior
appointment. Here direct applications are effective in in filling entry-level and unskilled
vacancies. Some organizations compile pools potential employees from the direct
applications for skilled positions.

Radio and Television: It is very effective o reach individuals who are not actively seeking
employment. However, these ads are expensive.
 9

RECRUITMENT IS A CONTINUOUS PROCESS BECAUSE OF:

a) Staff departures (e.g. retirements, resignation)

b) Changes in business requirements (e.g. new products, markets, expended operations)

c) Changes in business location (are relocation often triggers the need for substantial
recruitment)

d) Promotions

e) Transfers
 10

SELECTION:

Selection is the process of making the choice of the most suitable applicant from the pool of
applicants who are recruited to fill the relevant job vacancy. On the other hand-selection is a
procedure in which particular instruments are utilized to select the best people from the pool
of individuals that are suitable for the jobs. Moreover the selection is the systematic process
of deciding on a specific individual to fill an available position. On the other hand selection is
the process of selecting the most suitable applicants from among the alternative candidates.
The objective of the selection process is to match the applicant’s ability, knowledge, skills
and experience with job requirements in a fair and legal manner. Selection is the process of
choosing the best qualified candidates from among alternative group of qualified candidates
for a particular position in an organization. Whereas the recruitment process is aligned to
encourage individuals to seek employment with the organization, the selection process is to
identify and employ the best-qualified and suitable individuals for specific positions.

Selection process is the hiring procedure of prospective employees among

alternatives employees for doing a particular job. He also said that in the hiring procedure
varying methods are used to discover significant information about an applicant, which can
be compared with the job specification. All managers of the organization need to understand
about necessary skills and abilities which need to perform a particular job. Interviews,
reference checks, tests, applications and resumes can help to identify differences among
candidates. The managers can take selection decision through strengths and weaknesses of
the applicants. Similarly, like recruitment have also divided selection process into six
different phases.

Preliminary Interview: It is also called the screening interview. The purpose of preliminary
interviews is basically to eliminate unqualified applications based on information supplied in
application forms.

Selection Tests: Selection tests are also called employment tests. Different types of tests may
be administered, depending on the job and the organization. Through this test the
organization can determine the applicant’s knowledge, abilities, skills, behaviour etc.

Relevance of Tests: Basically, the organization use the testing process for attracting the
higher level of applicants. However, the personnel selection procedures is helpful in selecting
 11

good employees. In his analysis, test utility studies showed the value of selection for
increasing productivity.

Personality tests: There are five dimensions of effective personality test like extroversion,
emotional stability, agreeableness, conscientiousness, and openness to experience. Actually,
the personality test is used by the organization to assess the personality of worker and his
relationship with employers.

Interest tests: These tests are used to measure an individual’s activity preferences. Separately
these tests are very essential for the better carrier for the employees.

Making the decision: It is necessary to inform all the applicants about the outcome and
possible, whether successful or unsuccessful. Keep in touch if the decision is delayed. Offer
of the employment should be made in writing to aware candidate about legal regulations.

After finally selection the applicants the employer arranged the well-planned induction
program. Medical examinations and documentation are other points to be considered during
effective, fair and efficient recruitment and selection process.
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2.1.2 REVIEW OF LITERATURE

Dharshini.K.A &Seleena.R (2020)

A Pragmatic study on Human Resources Trends in recruitment and selection process in

Non-Banking Financial Companies n Kanniyakumari district (2020). The most important
study recommended that it is necessary to enhance the new form of talent acquisition, such as
campus recruitment, the trainees program to employ the appropriate talents, and the
evaluation of candidates during recruitment must be more efficient. This study provided a
conclusion that the recruitment process and selection among employees of non-banking
financial companies have a positive importance Regarding their job satisfaction, the company
still has to enhance the level of employment in new formulas for employment of qualified
employees in the coming time period.

Sophia Diana Rozario And Others (2019)

Challenges in Recruitment and Selection Process: An Empirical Study (2019). The study
indicated that there are some restrictions and it was considered an introductory study for
future research. The first limitation relates to the cross-sectional nature of this study
describing participants' feelings and thoughts about the selection process at a particular time
only. Therefore, the results are based on the participant's emotions for that period only rather
than evidence over a period of time for all VTA members. Another limitation is that the
results are presented only to the views of the participants in this study only, and therefore
represent a partial perspective for reviewing the selection process when considering all other
employees in the organization who did not participate in the study. This will greatly enhance
the empirical knowledge base on employee selection as well as provide valuable insights and
comparisons on perceptions of talent acquisition between different sectors. This will make a
valuable contribution to developing a more comprehensive understanding of talent
acquisition and staff selection in the recruitment process.

Dr. Amer Hani Al- Kassem (2017)

Recruitment and Selection Practices in Business Process Outsourcing Industry (2017).

The study recommended that access to employee services, develop their skills, and motivate
 13

them at high levels of performance, and in order to ensure the maintenance of their
commitment to the organization, this is necessary to achieve organizational goals. Also, no
organization can survive without giving importance to its employees.

Endah Setyowati (2016)

Merit System in Recruitment and Selection Process of Civil Servant Candidate in

Malang Indonesia (Implementation O Recruitment and Selection of Civil Servant
Candidate in 2010) (2016). The results showed that formation submission has not been
based on the analysis on the needs of employees, as well as job and workload analysis. There
are three factors inhibiting the application of the merit system in the recruitment and selection
of employees. The first is the administrative barriers related to the lack of harmonization
between the policy framework which became the legal basis for carrying out recruitment and
selection of employees. The results showed indications of corruption in the process of
recruitment and selection of employees. Results also indicate that the practice of transaction
between applicants and committee still happens. The third is the technical barriers associated
with the limited ability of personnel resources in carrying out the responsibility and the lack
of infrastructure in the process of recruitment and selection of employees.

Stoilkovska And Others (2015)

Equal employment opportunities in the recruitment and selection process of human

resources (2015). Taking into account all the results of the research, it can be generally
concluded that the HR managers In the companies in the Republic of Macedonia generally
consider that they do their work professionally and employ the best personnel without any
influence of prejudice and discrimination on any grounds during the recruitment and selection
process while the opinion is different among the people who have experienced these
processes and they consider that this concept has not been enough preserved.

Asif Kamran, Jawad, Dawood And Saad Bin Hilal (2015) The Research has investigated
or come to the point that the Recruitment and selection processes used in the Organization (s)
is varying in nature. As per the mall firms are concerned the way of recruiting and selection is
on a little scale and sometimes have influence of others as well, but coming to large
organizations the influence is not there but the large scale or recruiting and selection is quiet
 14

lengthy and time consuming. The process of Recruitment and Selection should be well
defined for a rapid response from the person applying. The response time from the HR team
should be quick and criteria should be judged in accordance with time limit, hence they will
not loose the employee to rivals.

Work by Korsten (2003) and Jones et al. (2006) According to Korsten (2003), Human
Resource Management theories emphasize on techniques of recruitment and selection and the
outline the benefits of interviews, assessment and psychometric examinations as employee
selection process. They further stated that recruitment process may be internal or external or
may also be conducted online. Typically, this process is based on the levels of recruitment
polices, job posting and details, advertising, job application and interviewing process,
assessment, decision making, formal section and training (Korsten 2003).

Jones et al. (2006) He suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives. Successful recruitment techniques
involve an incisive analysis of the job, the labor market scenario conditions and interviews,
and psychometric tests in order to find out the potentialities of job seekers. Furthermore,
small and medium sized enterprises lay their hands on interviews and assessment with main
concern related to job analysis, emotional intelligence in inexperienced job seekers, and
corporate social responsibility. Other approaches to selection outlined by Jones et al. (2006)
include several types of interviews, role play, group discussion and group tasks, and so on.
Any management process revolves around recruitment and failure in recruitment may lead to
difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degree of staffing or employee skills (Jones et al.2006). In
additional, insufficient recruitment result into lack of labor or hindrances in management
decision making, and the overall recruitment process can itself be advanced and amended by
complying with management theories. According to these theories, the recruitment process
can largely enhanced by means of Rodgers seven point plan, Munro-Frasers five-fold grading
system, personal interviews, as well as psychological test (Jones et al. 2006).
 15

Work by Alan Price (2007): Price (2007), in his work Human Resource Management in a
Business Context, formally defines recruitment and selection as the process of retrieving and
attracting able applications for the purpose of employment. He states that the process of
recruitment is not simple selection process, while it needs management decision making and
board planning in order to appoint the most appropriate manpower. There existing
competition among business enterprise for recruiting the most potential workers in in the
pathways towards creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the corporate culture
and ethics specific to the company (Price 2007). This would reflect the fact that the
management would particularly shortlist able candidates who are well equipped with
recruitment of the positions they are applying for, including team work. Since possessing
qualities of being a team player would be essential in any management position (2007).

2.1 COMPANY PROFILE

Odisha is one of the richest states in India in terms of mineral wealth. However, this wealth
was largely untapped as mining is a very capital-intensive industry and in the early years of
independence capital was scarce. Under these circumstances, Odisha Mining Corporation
Limited (OMC) was incorporated on 16" May 1956 as a joint venture Company of Govt. of
Odisha and Govt. of India with the objective of harnessing the mineral wealth of the State of
Odisha through exploration, extraction as well as value addition.

Four years later, following the withdrawal of the Govt. of India from the
company, OMC became a wholly State-owned Corporation of Govt. of Odisha on 17th Nov
1961. As of now, it continues to be a whole owned corporation of the Odisha Government,
which has subscribed to the entire paid-up capital of Rs.31.45 crores out of an authorized
capital of Rs.100crores. The major minerals mined by OMC are chrome, iron and manganese
ore which cater to the requirement of mineral based industries such as steel, sponge iron, pig
iron, ferro-manganese, ferro-chrome, etc.

MINES:

OMC has been growing steadily over these years and today it stands as the largest State PSU
in the mining sector of the country. It recorded the highest ever turnover of Rs.2850 Cr. in
FY2017-18.
 16

OMC is ably managed by an eminent Board of Directors consisting of Government Directors

as well as Independent Directors. The Chairman and the Managing Director look after the
day-to-day running of the Corporation under the guidance of the Board of Directors.

That OMC has been classified as a "Gold Category State PSU", is a 100% debt free profit-
making corporation, is a testament to the excellent processes and systems put in place by the

management team.

One such system was the adoption of SAP, an ERP tool, since 2004 to streamline its business
processes, bring synergy in functional activities across the organization, handle numerous
business locations and expanding volumes. SAP also helps in bringing greater transparency in
financial transactions and effective monitoring and financial control enabling the organization
to take informed and timely decisions. As a matter of fact, OMC was awarded with the
Golden Peacock Award 2006-07 by the institute of directors, New Delhi for successfully
implementing SAP across the organization.

ORE HANDLING PLANT:

Daitari iron ore plant is the flagship of OMC's operations. Fully mechanized with round the
clock operation, Daitari is poised to produce three million tones of washed as well dry
screened caliberated iron ores and mines. The second steel plant of Odisha (Neelachall spaat
Nigam Limited) principally out of sources its raw materials requirement.

BENIFICATION PLANT:

The state-owned Odisha Mining Corporation (OMC) has decided to set up its second Chrome
Ore Beneficiation Plant (COBP) with an investment of Rs 22 crore, official sources said.

According to Steel and Mines Minister Padmanabha Behera, OMC decided for the second
COBP plant to generate extra in come from the low-grade ore generated during the course of
chromite mining Its present COBP at Kaliapani in Odisha's Jajpur district has an annual
feeding capacity of 1,80,000 tons. Sources said the OMC's move for the second COBP came
in the wake of suggestions made by the experts who said that most of the low-grade chromite
ore hold prospects of being beneficiated to high grade concentrate which had tremendous
export potential.
 17

Performance of the existing COBP and the prospect of the value addition to the low-grade
ores encouraged OMC to set up another similar unit.

The new unit with a feeding capacity of 1.5 lakh MTPA would also at Kaliapani in Jajpur
district.

HUMAN RESOURCES DEVELOPMENT:

Human resources are the richest wealth of OMC. Be it bonus/incentive or liberal benefits, the
OMC employees enjoy a welfare package comparable to that best in the industry. OMC also
contributes a substantial amount for development of sports and culture as well as for health
immunization and literacy campaigns.

ENVIRONMENTAL POLICY:

OMC, engaged in mining and facilitating development of mineral based industries, are
committed to maintain clean and green environment in and around our mines while striving
to satisfy our stakeholders as a socially responsible corporate. In order to achieve the same:

Prevent pollution and protect environment through optimization of mineral recovery

minimization.

Use explosive, fuel and energy economically.

Comply to all application legal and other requirements to which OMC subscribes develop
among employees and adherences to sound environmental practices.

The OMC establishments across the state are listed below:

• Head office is at Bhubaneswar

• Regional Offices are at JK Road (Jajpur), Daitari (Keonjhar), Koira (Sundargarh),
Rayagada and Angul.
• There are Mining Offices/Sites Offices in various mines under every Region.
• One Chrome Ore Beneficayion Plant (COBP) at Kaliapani.
• Export Office at Paradip
• Prospecting Divisional Offices are located at J.K.Road, Barbil, Koira, Serenda-
Bhadrasahi, Gandhamardhan, Khandadhar, Daitari and Bhawanipatna.
 18

VISION:

To become world class organization in mining with its core activities by providing the best of
the service in terms of quality, customer satisfaction and environmental sustainability. Our
Vision statement outlines our existence and growth philosophy while maintaining the core
values of sustainability.

MISSION AND OBJECTIVES:

• Sustained productivity through safe practices & strict quality control.

• Addressing people related issues with special emphasis on project-impacted
community of consistent support through peripheral development & CSR activities.
• Efficient & cost effective &eco-friendly mining without compromising on safety &
pollution control norms.
• Generating revenue &working towards nation-building by providing self-employment
opportunities
• Skilled and committed workforce striving towards its ultimate goal through sheer self-
discipline.
• Total customer: satisfaction through prompt delivery of quality materials & services.
• To be guided by the highly ethical standards in conduct of business.

Environmental Protection, Energy Conservation and Sustainable Development Should Go

Hand in-Hand Environment and Natural Resource Conservation is the topmost priority at
OMC and with this sustainable approach OMC is on the journey for implementation of robust
environment management System with a strong vision and mission of Environmental
Protection and Sustainable Development.

The mining operations at various leasehold areas of OMC in respect of

Gandhamardan,Daitari, SouthKaliapani, Sukurangi, Kurmitar, Bangur, Kodingamali and
Tiringpahar mines are being continued by abiding by the necessary statutory compliances
which are being continuously monitored in terms of environmental monitoring of all the
environmental components like air, water (surface and ground), waste water, soil and noise.
Strict compliance of stipulated conditions in the consents and clearances granted from SPCB,
Odisha & Mo EF, Govt. of India, is also being ensured by having a check on pollution control
measures adopted at respective sites.
 19

OMC actively minimizes the environmental impacts during mining operations and our
environment strategy outlines a clear framework for abatement of Pollution. OMC considers
the economical use of all resources as part of its mission and mandates all its contractors on
efficient usage and management of energy resources which caused a reduction in energy
consumption year after the year in all our mines.

OMC has engaged M/S Centre for Envotech and Management Consultancy Pvt.Ltd,
Bhubaneswar, Odisha for carrying out various Environmental Monitoring and Analysis Work
at different mining leases of OMC located in the District of Jajpur, Keonjhar, Koraput,
Rayagada and Sundergarh M/S Centre For Envotech And Management Consultancy Pvt. Ltd.
possesses MoEF& CC Recognition, NABL Accreditation and PCB, Odisha implement for its
laboratory division. Environmental Monitoring and Analysis Work includes monitoring and
analysis of Air Environment, Water environment, Land Environment such as Ambient Air
Quality, Work Zone Air Quality, Noise level, Water Quality, Waste Water Quality, Vehicular
Emission and Soil Quality. Apart from manual ambient air quality monitoring, OMC has
installed online continuous ambient air quality monitoring systems (CAAQMS) at Daitari and
Gandhamardan Block B iron Ore.

SWOT ANALYSIS OF OMC LTD:

STRENGTH

• Ambitious plan to be among the top public sector mining companies of the country
• Implementation of TQM (Total Quality Management)
• Implementation of ERP system
• Technical collaboration with global alliance
• Set up of High technology machinery for processing of product

WEAKNESS

• Lack of profitability investment

• Over stoking of assets.
• High cost of production
• Low yield

OPPORTUNITY

• Cost control
• Increased efficiency
 20

• Quality product
• Increased profit.

THREATS

• Business challenges- Issues- Safety, Productivity & Socio-Economic Dimensions to

the Mining industry
• Customer- Customer of minerals product generally belongs to large Industrial
organization therefore hasstong negotiating position.
• Supplier- In Highly compareatative environment and ever-increasing customer
exception key challenges is to meet the need of continuous cost reduction demand
through efficient supply chain management.
• Environment- Intrinsic nature of raw material and manner of their processing result in
a pollution, high dust content water contamination.

BANKERS:

• State Bank of India

• Bank of India
• Union Bank of India
• Bank of Baroda
• Indian Bank

ODISHA REGIONAL OFFICES:

• Gandhamardhan Iron Ore Project

• Suakati, Keonjhar
• Daitari Iron Ore Projects
• Daitari, Keonjhar
• Barbil Regional Office Jaipur
• J.K Road Regional Office, Jajpur
• Koira Regional office Loira, Sundargarh
• Bangur Regional Office Bangur, Keonjhar
 21

GENERAL MANAGER PERSONNEL AT OMC

 22

STRUCTURE OF HR DEPARTMENT OF OMC

TYPES OF MINERALS AVAILABLE

Iron Ore:

• Identification of unexplored iron ore blocks and detailed assessment thereof in

Kendujhar and Sundargarh districts.
• Assessment of possible iron ore resources within & below BHO/BHJ relating to
above area.
• Reassessment of Malangtoli, Mankadnacha, Badamgarh ,Paharand, Baliapahar iron
ore deposits of Kendujhar and Sundargarh districts.
 23

• Assessment of sub-grade iron ore resources of + 45% iron for future use.
• Assessment of titanium bearing vanadiferous magnetite deposits in Mayurbhanj
district.

Bauxite:

• Inventory for identification of small bauxite pleateaus (about 200 nos.) and
assessment of bauxite resources in undivided Koraput, Kalahandi & Kandhamal
districts.
• Assessment of sub-grade bauxite resources having +35% A1203 & -5% Si02 content
for use by blending and beneficiation.

Chromite:

• Proving of extension of Sukinda ultramafic complex in the adjacent areas beyond

Sukinda Valley.
• Assessment of chromite upto 350 m depth to augment the resources.
• Assessment of chromite resources having +10% Cr203 content for use by
beneficiation.
• Geochemical exploration for locating hidden deposits between Sukinda valley and
Baula-Nuasahi Compendium of Mineral Resources of Odisha 17.

Coal:

• Exploration of seam I coal in Talcher Coalfield (Ananta, Jagannath& Bhubaneswari

Blocks) for exploitation by underground mining.
• Exploration for coal in lb Valley Coalfield (Madhupur and Manoharpur Blocks) to
assess coal resources.
• Assessment of coal bed methane in lb Valley Coalfield.

Beach Sand (Heavy Minerals):

• Assessment of heavy minerals like ilmenite, rutile, monazite, zircon, sillimanite and
garnet in beach sand of Puri Coast (Chilika to Astaranga).
 24

Manganese:

• Assessment of manganese resources in Rayagada& Kendujhar districts.

• Reassessment of +15% Mn in the above districts for use after beneficiation.

Diamond:

• Exploration for Diamond in Dharambandha area of Nuapara district.

• Search for Diamond in Sinapali block of Nuapada district.

Limestone & Dolomite:

• ldentification and assessment of low alkali limestone and dolomite in Sundargarh

district.
• Assessment of sub-grade limestone and dolomite deposits as per the threshold value
recommended by IBM for future use after beneficiation.
• Assessment of small limestone and dolomite deposits in Nuapada, Balangir &
Baragada districts.
• Exploration for PGM (platinum, palladium, rhodium, iridium) & Nickel around
Sukinda valley.
• Assessment of quantum and grade of nickeliferous overburden in Sukinda valley for
its future use after beneficiation.
• Geochemical exploration for PGM & Nickel between Sukindavalley and Baula-
Nuasahi.

Basemetal:

• Geochemical exploration for basemetal in Jareikola Bamrashear zone between

Raghunathpali conglomerate and hon Ore Super Group of rocks followed by
Geophysical exploration.
• Geochemical and geophysical exploration around Kermeli in Baragada district,
Saintala in Balangir district and Sisakhal in Kalahandi district to locate hidden
deposits. Compendium of Mineral Resources of Odisha 18.
 25

Graphite:

• Assessment of low-grade graphite resource in Balangir, Baragada, Kalahandi,

Rayagada and Angul district.
• Geophysical exploration surrounding the existing graphite mines to locate the
extension of the graphite deposits.

INDUSTRY PROFILE:

Mining and mineral industries constitute the backbone for industrial expansion in India. The
mining sector contributes substantially in the socio-economic prosperity of our country by
supplying essential raw materials to the industries and power sector. Gifted with a wide range
of minerals, India is one of the leading procedures and exporters of several minerals in the
world. Mining Industry in India started its journey long back in 1774, when the East India
 26

Company permitted an English company to undertake mining activities in the coalfield in

Ranging. Gold Mining in Kolar Goldfield was started by M/s John Taylor & Sons Ltd in
1880. It was in the year 1866 that the first oil well in India was drilled in Digboi.

It was only after independence that the mining sector in India experienced a phenomenal
increase in growth rate. In total there are 84 minerals being produced in India including 4
fuels, 11 metallic, and 49 non- metallic industrial and 20 minor minerals. The products of
Indian mining sectors consist of coal, lignite, limestone, iron ore, bauxite copper, lead, zinc
and many more contributed by over contributed by over 3100 mines located all over the
country. Productions from open cast mines account for more than 80 percent of the total
mineral production in the country. So, the quality of minerals being excavated annually from
the 5 Indian mines can be determined by summing up the quantity of overburden with the
annual mineral production.

Indian mining industry is characterized by a large number of small operational mines. The
Number of mines which reported mineral production (excluding minor minerals, petroleum
(Crude), natural gas and atomic minerals) in India was 2954 in 200 8-09 as against 2854 in
the previous year. Out of 2954 reporting mines, 433 were located in Gujarat followed by
Andhra Pradesh (406) Madhya Pradesh (298), Jharkhand (298), Rajasthan (252), Odisha
(236), Karnataka (230), Tamil Nadu (159), Maharashtra (154), Chhattisgarh (150) and West
Bengal (113). These 11 states together accounted for 92.83% of total number of Mines in the
country in 2008-09. The number of Mines are as follows:

Location of Mining Sources or Mines in India:

• Petroleum: Bombay High field, Gujarat and Assam.

• Coal: Tamil Nadu, Chhattisgarh, Maharashtra, Odisha, West Bengal and Andhra
Pradesh.
• Iron Ore: Andhra Pradesh, Bihar, Goa, Karnataka, Madhya Pradesh,
Maharashtra, Odisha, Rajasthan etc.
• Diamonds: Panna Mines in Madhya Pradesh, Andhra Pradesh and Odisha.
• Gold & Silver: Kolar fields in Karnataka, Dona block in Andhra Pradesh,
Banasawar district Rajasthan and Madhya Pradesh.
• Bauxite: Odisha, Andhra Pradesh, Madhya Pradesh, Gujarat, Maharashtra, and
Bihar.
 27

• Chromite: Byrapur, Karnataka, Boula, Kathpal, and Odisha.

• Copper Ore: Madhya Pradesh, Rajasthan, Bihar, Sikkim.
• Granite: Andhra Pradesh, Bihar, Gujarat, Karnataka, Kerala, Madhya Pradesh,
Maharashtra, Meghalaya, Odisha, Rajasthan, Tamil Nadu, Uttar Pradesh,etc.
• Lead and Zinc Ore: Rajasthan, Andhra Pradesh, Bihar, Gujarat, Maharashtra,
Sikkim, Tamil Nadu, Uttar Pradesh.
• Manganese Ore: Madhya Pradesh, Goa, Maharashtra, Andhra Pradesh, Bihar,
Gujarat, West Bengal, Karnataka.

Mineral Reserves in Odisha:

Odisha is endowed with vast resources of a variety of minerals and occupies a prominent
place in the country as a mineral rich State. Abundant reserves of high-grade iron ore,
Bauxite, Chromite, Manganese ore along with other minerals such as coal, limestone,
Dolomite, Tin, Nickel, Vanadium, Lead, Graphite, Gold, Gemstone, Diamond Dimension&
Decorative Stone etc. are extensively available in the State. This has opened up immense
possibilities for locating mineral based industries for manufacture of Steel, Ferroalloys,
cement, Alumina/ Aluminum, Refractories, Thermal Power etc., along with setting up other
auxiliary and ancillary downstream industries. The Steel & Mines Department is one of the
important Departments of Government of Odisha. It works for the development of the
mineral resources of the State under the regulatory powers. It also encourages and provides
support for value addition and end-use of minerals in the State. Thereby creating facilities for
employment, Socio-economic development and fetching more revenue for the State. The
main functions and activities of the Department of Steel and Mines are systematic survey and
assessment of the mineral deposits of the State, their exploitation, administration of mines
and mineral concession, enforcement measures for prevention of illegal mining and
smuggling of minerals, assessment and collection of mining revenue, study of the impact of
mining operation on environment and research and development of areas and minerals for
meeting the needs of mineral based industries in the state. The Steel and Mines Department is
the administrative Department of the Directorate of Mines, the Directorate of Geology and
Odisha Mining Corporation Ltd.
 28

INDIA'S CONTRIBUTION IN THE MINERAL PRODUCTION IN WORLD:

• India is leading producer of mica blocks and mica splitting.

• Third largest Chromite producer in the world
• Third in production of coal, lignite and barites
• Fourth largest bauxite and manganese ore producer
• Tenth position in aluminium production
• Eleventh position in crude steel production in the world

MINING COMPANIES IN INDIA:

• NCDC-National coal Development Corporation of India

• NMDC-National Mineral Development Corporation of India
• BALCO-Bharat Alumunium Company
• PPCL-Pyrites, Phosphates and Chemicals Ltd.
• HZL-Hindustan Zinc Ltd.
• BGML-Bharat Gold Mines Ltd.
• HCL-Hindustan Copper Ltd.
• SAIL-Steel Authority of India Limited (formerly it was Hindustan Steel Ltd.)
• NALCO-National Aluminium Company Limited.
• OMC-Odisha Mining Corporation Ltd.
• Mahanadi Coalfields Limited a Subsidiary of Coal India Limited
• IMFA Groups
 CHAPTER -3
RESEARCH METHODOLOGY
 29

3.1 SAMPLE DESIGN

3.1.1 Sampling Method

The sampling method used in this is convenience sampling which is a non-profitability
sampling method where they do market research and collect data from conveniently available
pool of respondents.

3.1.2 Sample Size

The target population was the employees of the HR department and they were of all age
group. A sample size of 30 employees has been taken.

3.2 DATA COLLECTION

3.2.1 Sources of Data

The study was carried at OMC, Bhubaneswar for the study of Recruitment and selection
process. Secondary data are those data, which refer those collected from already gathered
and available data in contrast with the primary data, there may be internal sources within the
firm. Externally those sources may include in the books or periodicals, published reports
etc.

3.2.2 Data Collection Method

Questionnaire structured method of data collection was followed for the better enquiry about
the research.

3.2.3 Time Period of The Study

1 Month
 CHAPTER – 4
DATA ANALYSIS AND
INTERPRETATION
 30

4.1. Is the recruitment process in OMC fair and transparency ?

a) Yes
b) No

Table 4.1 Responds for fair and transparency in recruitment process

Options Yes No Total

Responses 27 3 30

Percentage 90 10 100%

(source : Author’s Calculation)

Figure 4.1 Responds for fair and transparency in recruitment process

10%

90%

YES NO

(source: Author’s Compilation)

INTERPRETATION

From the above table and figure it is observed that the recruitment policy is fair and
transparent as per the employee’s view.
 31

4.2. Does the organization is doing recruitment in a time bound manner?

a) Yes

b) No

Table 4.2 Response for doing recruitment in time bound manner

Option Yes No Total

Response 24 6 30
Percentage 80 20 100%
(source : Author’s Calculation)

Figure 4.2 Responds for doing recruitment in time bound manner

20%

80%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response of the employees its shows that the organisation follows up the
recruitment in time bound manner.
 32

4.3 Is the recruitment process adequate to fill the vacancies?

a)Highly satisfied

b)Dissatisfied

c)Neithe satisfied nor dissatisfied

Table 4.3 Response for adequate recruitment process to fill vacancies

Neithe
Option Highly satisfied Dissatisfied satisfied nor Total
dissatisfied
Response 21 3 6 30
Percentage 70 10 20 100%
(source : Author’s Calculation)

Figure 4.3 Responds for adequate recruitment process to fill vacancies

20%

10%

70%

highly satisfied dissastisfied neither satisfied nor dissatisfied

(source : Author’s Compilation )

INTERPRETATION

According to the view of employees of the organisation it shows that the company follows
adequate recruitment process to fill the vaccancies.
 33

4.4 The screening process and candidates is done in a structure manner?

a)Yes

b)No

Table 4.4 Response for conduction of screening process in a stuctured manner

Option Yes No Total

Response 24 6 30
Percentage 80 20 100%
(source : Author’s Calculation)

Figure 4.4 Respond for conduction of screening process in a stuctured manner

20%

80%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response of the employees its shows that the organisation conducts the
screening process in a structured manner.
 34

4.5 Is reccruitment regularly carried at OMC?

a)Yes

b) No

Table 4.5 Response for conduction of recruitment regularly at OMC

Option Yes No Total

Response 18 12 30
Percentage 60 40 100%
(source : Author’s Calculation)

Figure 4.4 Respond for conduction of recruitment regularly at OMC

40%

60%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response of the employees its shows that the organisation conducts the
recruitment not on particularly regular basis.
 35

4.6. Does the HR team in OMC act as counsuleor in the process of applying by the
candidates ?

a)Yes

b) No

Table 4.6 Response for that the HR team act as a counsuleor

Option Yes No Total

Response 21 9 30
Percentage 70 30 100%
(source : Author’s Calculation)

Figure 4.6 Responds for that the HR team act as a counsuleor

30%

70%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response of the employees its shows that the organisation’s HR team acts a

counsuleor in the process of applying by the candidates.

 36

4.7 Does the HR team make awarness to the internal employees regarding vacancies
and advertisement?

a) Yes
b) No

Table 4.7 Responds for that the HR team provides awarness to internal employees

Options Yes No Total

Responses 27 3 30

Percentage 90 10 100%

(source : Author’s Calculation)

Figure 4.7 Responds for that the HR team provides awarness to internal employees

10%

90%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response its shows that the organisation’s HR team provides complete and
clear information about the vacancies and advertisement to the internal employees.
 37

4.8 Does the existing recruitment policy is self- sufficient?

a) Yes

b) No

Table 4.8 Response for that the existing recruitment policy

Option Yes No Total

Response 24 6 30
Percentage 80 20 100%
(source : Author’s Calculation)

Figure 4.8 Responds for the existing recruitment policy

20%

80%

YES NO

(source: Author’s Compilation)

INTERPRETATION

According to the response of the employees its shows that the existing recruitment policy is
self- sufficient for the organisation.
CHAPTER-5
FINDINGS
 38

5.1 Major Findings

• The collected data are analyzed and general observations has proven that OMC has
done remarkable job in its Human resource department.
• In OMC employees feel that the HR department is good.
• Both external and internal sources of recruitment are considered.
• According to the survey, the company do utilize internet site for the recruitment
process and for finding the talent candidate.
• According to the survey, it is observed that the company are utilizing the job
description in order to make screening process more efficient.
• The most significant inding of the study on Recruitment strategy prevailing in the
organization is very effective. The employees are quite satisfied with the current
recruitment methods.
• Recruitment must be done by analyzing the job firstly which will make it easier and
will be beneficial from the company's point of view.
• More emphasis should be given on internet and advertisement so that more and more
candidates apply for the jobs and it will be easy to find the right employee among
them.
• The recruitment and selection procedure should not be too lengthy and time
consuming.
• Company should try to use the internal recruitment process first because in incurrs
less cost and acts as a motivational factor to the employees.
• Provide training to employees so that they get better knowledge,skills and attitude.
 39

5.2 Conclusion

Effective recrutiment and selection can contribute to an organisations success. Both internal
and external soursces of employees should be considered during the recruitment process. This
will increase the probability of organisation attracting a wide range of candidates. In addition,
a comprehensive recruitment and selection process should be followed.

Recruitment and selection is very important aspect for every organization company standard
and efficiency can be increased by the recruiting and training the potential employees so
OMC has evaluating the employees in recruiting and selection to maintain standards by
conducting several levels of interviews.

Also, OMC has to consider internet sources for recruitment of employees so that it could
motivate the employees. Employees are also well aware about the various sources and
methods of recruitment and selection. OMC can also implement innovative techniques in
selection process like group discussion, stress interview.

Thus, it can be concluded from the study that the OMC, Bhubaneswar has providing the
Recruitment & Selection measures, but they can be done with the little more improvements in
this competitive world and also company can make improvement in providing the employee
training.

In the realm of HRM, the recruitment and selection process stands as a pivotal elemnt in
fostering organizational success. A well structured process not only identifies top talent but
also nurtures a culture of diversity,innovation,and growth. By understanding the stages,
challenges, and best practices associated with this process,organisations can ensure that they
attract,evaluate,and select the candidates who will contribute most effectively to their goals
and mission.
 40

Bibilography:

Usmani,S. (2020). Recruitment and Selection Process at Workplace: A Qualitative,

Quantitative and Experimental Perspective of Physical Attractiveness and Social desirability.
Review of Integrative Business and Economics Research, 9(2), 107-122.

Mahbub, B. B. (2020). Internship Report on Recruitment and Selection Process of BRAC

Bank LTD.(BBL).

Hardini, T. I., Setyarini, S., & Harto, S. (2019). Indonesian language assistant program in
Australian schools: Recruitment and selection process. Jurnal Cakrawala Pendidikan, 38(2),
330-342.

Al-Kassem, A.H. (2017). Recruitment and selection selection practices practices in business
process outsourcing industry. Archives of Business Research, 5(3).

Kamran, A., Dawood, J., & Hilal, S. B. (2015). Analysis of the recruitment and selection
process. In Proceedings of the Ninth International Conference on Management Science and
Engineering Management (pp. 1357-1375). Springer, Berlin, Heidelberg.

Argue, M. (2015). The importance of the strategic recruitment and selection process on
meeting an organisations objectives (Doctoral dissertation, Dublin Business School).

Thebe, T. P., & Van der Waldt, G. (2014). A recruitment and selection process model: The
case of the Department of Justice and Constitutional Development.

Omisore, B. O., & Okofu, B. I. (2014). Staff Recruitment and Selection Process in the
Nigerian Public Service: What is to be done?. International Joumal of Human Resource
Studies, 4(3),280.
 41

Books :
1. VSP Rao, “ Human resource management”

2. P. Subba rao, “huamn resource management”

3. L.M Prasad, “ human resource practices of management”

Websites :
1. www.google.com
2. www.omc.com
3. Wikipedia
4. www.businessstandard.com
ANNEXURE
 42

ANNEXURE

I Mitali Madhusmita Nayak of B. COM 3rd Year conducting my Summer Internship Program
on the topic Recruitment and Selection of Executive Employees at OMC.

Questionnaires for Research

(The information being collected is purely for research and academic purpose and shall be
kept confidential for all purpose.)

Name of the Employee: ____________________________________________

Designation: ______________________________________

1.Is the recruitment process in OMC fair and transparency ?

a)Yes

b) No

2. Does the organization is doing recruitment in a time bound manner?

a) Yes

b) No

3. Is the recruitment process adequate to fill the vacancies?

a)Highly satisfied

b)Dissatisfied

c)Neithe satisfied nor dissatisfied

 43

4. The screening process and candidates is done in a structure manner?

a)Yes

b)No

5. Is reccruitment regularly carried at OMC?

a)Yes

b) No

6. Does the HR team in OMC act as counsuleor in the process of applying by the candidates ?

a)Yes

b) No

7. Does the HR team make awarness to the internal employees regarding vacancies and
advertisement?

a)Yes

b)No

8.Does the existing recruitment policy is self- sufficient?

a) Yes

b) No
44