INTRODUCTION

AGARWAL MARBLES & INDUSTRIES

is an engrossed public limited company established in 1988. The company started with a single quarry of white marble in 1982 and has expanded its domain of business across the world over the span Agarwal Marble & Industries Ltd. Therein after referred as AMIL has been the pioneer in Italy. AMIL exports Marble, Granite, Slate, Sand stone in different shapes & forms like Tiles, Slabs, Blocks, Tomb Stones, Table Tops, Kitchen Tops, Counter Tops, and Monuments etc. to different countries of the world. Agarwal Marbles & Industries Ltd. (AMIL), unearthed this natural treasure in most eco - friendly way at its own quarries in the state-of-the-art processing plants, supported with professional marketing network ensuring the conformances of schedules. mechanism of quarrying in marble industry in India. The most popular white marble is in heavy demand which is quite similar to Carrara quality of

AMIL have fully mechanized Tiling Plants, Gangsaws for both Marble, Granite & Unlimited source of Green & White marbleat their mines.

INFRASTRUCTURE:Now AMIL has 16 quarries of White & Green Marbles and 5 quarries of Coloured Granite. The group is supported by seven well equipped processing plants. AMIL has India largest integrated Marble / Granite quarrying and processing project with production capacities as under:
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Marble Slabs : 463110000 sq. feet Granite Slabs : 32723000 sq. feet Marble Tiles : 104156800 sq. feet Granite Tiles : 32280000 sq. feet

Right from the quarries to processing plant and finally to the client, our staff's attitude of working together for producing better quality is an asset. This vigilance has a front role in growing list of our overseas clients in U.S.A., Germany, Australia, Japan, Canada, Singapore, Mexico, Spain, Italy, S. Korea, Belgium, Dubai and the list continues...

GROWTH:Always more than 100 % since last 5 years.

AGARWAL MARBLES & INDUSTRIES LTD. THE GENUINENESS FROM INDIA

EXPORT AWARD WINNER FOR THE YEAR 1996-97 SPONSORED BY GOVERNMENT OF INDIA

The Company was incorporated in 1996 and trades under the name of Marble craft Industries Limited. Marble craft has developed a reputation for quality and reliability as a manufacturer & installer of finished marble and granite products. The move to modern custom-built premises along with the transfer to independent sole ownership in 2001 has seen the Company improve and expand its production facilities and develop a broader customer base.

Marble craft is strategically located in the West Midlands, close to the Motorway network, thus enabling efficient distribution throughout the UK.

The company employs the latest CNC machinery, operated by skilled craftsmen with extensive experience to ensure that our products are of a consistent high quality and manufactured using the latest and most efficient production techniques. Marble craft hold one of the largest stocks of marble and granite in the UK, holding an extensive selection of colours & patterns to suit all applications and tastes. The company has developed a long standing relationship with major international trade suppliers in Portugal, Spain and Italy, enabling the economical source and replenishment of new stock within a short time-scale.

Our Commitment to Quality

Marblecraft are totally committed to customer satisfaction from the source of raw materials to the final installation. Our materials are sourced from globally recognized suppliers, who are acknowledged within the industry for providing marble and granite of a consistently high quality
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and reliability.

Processing of the raw materials takes place in our custom built manufacturing facility utilising the latest computer controlled machinery. Our experienced craftsmen are dedicated to producing the finished product to the highest standards ensuring total customer satisfaction. Installation is carried out by experienced fitters ensuring the continuity of quality to final fit, providing customers with products that will endure the test of time and provide long lasting value. At all stages of the manufacturing and installation process, strict quality control practices are adhered to, in order to maintain our consistently high quality. From initial consultation through to templating, manufacturing and installation, we are able to cater the most demanding of projects. Our extensive stocks provide customers with the ultimate in choice of raw materials. Marble craft provide the highest levels of craftsman of our products. Marble craft Industries specialize in the manufacture and installation of Kitchen work tops bar and counter tops, & floor and wall cladding in marble and polished granite. From initial consultation through to templating, manufacturing and installation, we are able to cater for the most demanding of projects. Our extensive stocks provide customers with the ultimate in choice of raw materials.

Marble craft provide the highest levels of craftsman

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Our director Shri Ramesh Kumar Gupta looks after the factory and is known for his motto, customer Satisfaction Companys Success is based upon our ability to respond flexibly to customers individual needs for both large and small projects, our experience and detailed knowledge of the marble industry, our competitive prices and the excellent comprehensive service company provides for a very wide range of materials. Company has supplied marble (cut to architects specifications) for many major projects including places, temples, mosques, international hotels chains and office buildings as well as commercial works requiring large quantities of competitively priced materials in standard sizes.

OBJECTIVE
The main objects to be pursued by the company on its incorporation are:To carry on the business of buyers, sellers, suppliers, importers, exporters, stores, agents, distributors, order suppliers, manufacturers finishers processors, deferred payment dealers in all kind of marbles, marble chips, granite, marble stones, rock-stones building, mining and hill stones. To undertake financial and commercial obligations, transactions and trading operations of all
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kinds in connection with the business of the company. To pay for any right or property acquired by the company and to remunerate any person, firms or body corporate rendering services to the company either by cash payment or by allotment to him or them of shares or securities of the company as paid up in part or otherwise.

Corporate social Responsibility

Agarwal Marble Groups activities are conducted in a manner that minimizes risk to public health and safety. Further, the group believes that natural resources can be developed and utilized in a manner consistent with proper stewardship for the environment. Therefore, recognizing that all activities associated with development of our natural resources impact on the environment, our projects are designed and managed to reasonably minimize risk and mitigate negative impacts to the environment. We will strive to assure that our activities are conducted in compliance with the application laws and regulations.

Products
Dealing in products like Marble, Flooring Patterns, Marble Stones Figure, Marble Tiles. Samples are there:

Indian Autumn Slate Stone

Our range is widely used across the nation for the following features: Low water absorption Hard with excellent weather durability Smooth surface

Jeera Green Slate Natural

Indian Autumn Rustic Slate

Multicolor Light Slate

Copper Slate Polished

Multi Color Slatestone Slatestone

Copper Polished

Black Mother of Pearl Slabs

We offer high quality of Black Mother of Pearl Slabs.

Engineering Stones

Jack Multi Color Tiles

Multicolor Slate

Pomabore Autumn

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Jak Black Tiles

Green Slate Stone

Hand Cut Slate Stone

We offer a wide range of hand cut slate stone that is available in light colors. It is offered in the form of blocks or tiles and is used for decorating walls.

FACTORS AFFECTING THE DEMAND AND SUPPLY OF MARBLE

The demand and supply of marble both have an increasing trend. But at present the demand of marble is much below the supply. The reasons which affect the demand and supply of marble in the country are explained here:

INCREASED PRODUCTION
The biggest role in this has been played by the invention of wire saw & chain saw for marble mining and diamond gang saw for the processing. This is one of the most important reasons behind the present imbalance between the demand and supply of marble in the market.

WORLD ECONOMY
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The whole world economy is facing the recessionary trend since past year. This has affected most of the industries, but the commodities of necessity. This phenomena is not limited to India but is evident the world over.

TREND OF MARBLE PRODUCTION

One method of prognosticating the marble production is to study its trend its trend over the last few years. At present, the prices of marble are down but these are not due to decrease in the demand of marble in the market. In fact the demand and consumption of marble has increased in the past few years but the production of marble has grown with still greater place.

POPULATION
Population is one of the important factors, which may also affect the demand of a commodity. If the trend of population growth of world and India is studied, we will notice a steadily increasing trend.

IMPACT OF GOVERNMENT POLICIES ON THE INDUSTRY

Recently, Government has introduced many new pertaining to the proper and sustainable development of marble industry, and these are well received by the persons related to the industry. Removal of Excise duty: one of the major changes that the Government has introduced is the removal of the excise duty on marble (up to the annual sales of Rs.1 Crore). This is a major step as so far marble was the only mineral product in the country on which excise was imposed. The removal of the excise duty will reduce the landed cost of marble to the end user and this will surely increase the demand of marble in the market. New marble policy: The new policy for the marble mining will facilitate the search of new
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marble areas in the state. The new policy not allows the grant of mining lease for marble in the state but also permits the prospecting work for the search of new areas of marble deposits. In too it can be said that the Government had realized the importance of this industry and now seems to be committed towards the development of the industry.

About the Project

Recruitment: Meaning and Definition
To recruit means to enlist, replenish or reinforce. It is a process of stimulating the applicants to apply for a job in a company. It brings together prospective employees and employer. In brief, recruitment is a two-fold function: (A) to discover the sources manpower to match job requirements and specifications, and (B) to attract an adequate number of perspective employees to permit meaningful selection of required personnel. According to Edwin B. Flippo, Recruitment is the process of searching for prospective employees and stimulating them to apply for jobs in the organization. For formulating an effective and successful recruitment strategy, the strategy should cover the following elements: Identifying and prioritizing jobs : -

Candidates to target :-

Sources of recruitment :-

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 Trained recruiters :-

How to evaluate the candidates :-

Recruitment Function : An Introduction

Human resources are the most important assets in an organization goals or activities. In fact, all organizations are basically human organizations. Hallett says, It is with people that quality performance really begins and ends. Robert Heller also says, If people of poor caliber are hired, nothing much else can be accomplished and Greshams law will work: the bad people will drive out the good or cause them to deteriorate.

OBJECTIVE OF RECRUITMENT
The objective of recruiting programme is to provide a sufficiently large group of qualified candidates so that suitable employees can be selected from out of them. It influences how well organisation meets its obligation to hire minority group members and women. Well- planned recruitment can lead to greater productivity, better wages, high morale, reduction in labour turnover and better reputation. The mobility of personnel and the growth of business may create a necessity for securing new employees. According to Scott, Clothier the need for recruitment arises out of the following situation: (a) Vacancies created due to transfer, promotion, retirement, termination, permanent disability or death. (b) The normal population growth, which requires increased goods and services to meet the

needs of the people.

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(c)

A rising standard of living, which requires more of the goods and services as well as the

creation of new want to be satisfied.

The Recruitment Process

According to Famulrao, recruitment process consists of the following five elements: Recruitment Policy Recruitment Organization Sources of Recruitment Methods of Recruitment

Evaluation of Recruitment Programme.

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The recruitment and selection is the major function of the human resource department and recruitment process is the first step towards creating the competitive strength and the recruitment strategic advantage for the organisations. Recruitment process involves a systematic procedure from sourcing the candidates to arranging and conducting the interviews and requires many resources and time. A general recruitment process is as follows: Identifying the vacancy: The recruitment process begins with the human resource department receiving requisitions for recruitment from any department of the company. These contain:

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Posts to be filled

Number of persons

Duties to be performed

Qualifications required

Preparing the job description and person specification. Locating and developing the sources of required number and type of employees (Advertising etc). Short-listing and identifying the prospective employee with required characteristics. Arranging the interviews with the selected candidates. Conducting the interview and decision making.

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Identify vacancy Prepare job description and person specification Advertising the vacancy Managing the response Short-listing Arrange interviews Conducting interview and decision making

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

Sources of Recruitment

Basically, there are two types of sources of recruitment:

(A)

Internal sources = the best employees can be found from within the
organization itself. Internal sources refer to the present working force of a company. While recruiting internally the firm may look at present employees, friends and relatives of employees, former employees and also former applicants. Again, Promotions, Demotions and transfers can also provide personnel among which to choose from.

In brief, the following are the internal sources: Promotions Transfer Past employees Dependents

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 Apprentice.

(B)

External Sources = DeCenzo and Robbins remark, Occasionally, it may be

necessary to bring in some new blood to broaden the present ideas, knowledge, and enthusiasm. Thus, all organizations have to depend on external sources of recruitment. These include the following :

Advertisement Employment Exchanges Educational Institutions Private Employment Agencies Professional Bodies Labour Contractors Unsolicited Applications Waiting List Labour Union Appointing Part-time Employees as Full-time Computer Data Base

Every organization has the option of choosing the candidates for its recruitment process from two kinds of sources: internal and external sources.

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The sources within the organization itself (like transfer of employee from one department to other, promotions) to fill a position are known as internal source of recruitment. Recruitment candidates from all the other sources (like outsourcing agencies etc.) are known as the external source of the recruitment.

SOURCES OF RECRUITMENT

Recruitment policy of a company

In todays rapidly changing business environment, a well defined recruitment policy is necessary for organizations to respond to its human resource requirements in time.
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Therefore, it is important to have a clear and concise recruitment policy in place, which can be executed effectively to recruit the best talent pool for the selection of the right candidate at the right place quickly. Creating a suitable recruitment policy is the first step in the efficient hiring process. A clear and concise recruitment policy helps ensure a sound recruitment process. It specifies the objectives of recruitment and provides a framework for implementation of recruitment programme. It may involve organizational system to be developed for Implementing recruitment programmes and procedures by filling up vacancies with best qualified people.

COMPONENTS OF THE RECRUITMENT POLICY

The general recruitment policies and terms of the organisation Recruitment services of consultants Recruitment of temporary employees Unique recruitment situations The selection process The job descriptions The terms and conditions of the employment

FACTORS AFFECTING RECRUITMENT POLICY

Organizational objectives
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Personnel policies of the organization and its competitors. Government policies on reservations. Preferred sources of recruitment. Need of the organization. Recruitment costs and financial implications.

Forms of recruitment
The organisations differ in terms of their size, business, processes and practices. A few decisions by the recruitment professionals can affect the productivity and efficiency of the organisation. Organisations adopt different forms of recruitment practices according to the specific needs of the organisation. The organisations can choose from the centralized or decentralized forms of recruitment, explained below:CENTRALIZED RECRUITMENT DECENTRALIZED RECRUITMEN

CURRENT RECRUITMENT PRACTICES

Overall Recruitment and Placement
It is clear from of the comments of many of the interviewees that the Division of Commissioned Personnel is seriously underfunded and understaffed, which makes it virtually impossible for it to function a dequately and meet assigned target .the Dcp Does not have the resources to develop and carry out timely updates to a personnel Data base from which it could, if mandated, carry out a force management processSuch as is standard practice in the other uniformed services.
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Interviewees have noted that for many categories recruitment is relatively successful, but when the applicant is cleared for commissioning and must in essence seek his or her own first placement in an Agency, the process is less effective. Agencies should be able to turn to the DCP to find eligible candidates who meet their specific needs. What is clearly needed is a functioning data system with information on current and potential officers including experience, education and credentials. Such a data system could serve as a mechanism to provide the Surgeon General with the knowledge as to who is available and where for routine rotation as well as for emergency deployment. The ability to offer positions to applicants to the Corps rests in the Agencies. The link between DCP recruitment and these job opportunities is not always seamless or timely. There is no centralized mechanism to offer applicants a specific job. As a consequence, Agencies conduct much of the recruitment. It was made clear in a number of the interviews that Agencies would resist a return to recruitment at a centralized level, as they would regard such a system as interference from the outside. At several Agencies the comment was made that the major problem with an organized recruitment process is that there is no overall centralized recruitment plan with resources to implement it. DCP has the general charge to conduct recruitment, but is given inadequate resources to develop such a plan and manage a centralized recruitment system.In keeping with their professional mandate, the Chief Professional Officers have taken an active role in the recruitment process and in many cases are responsible for preparing discipline-related recruitment materials. However each Chief Professional Officer and their Professional Advisory Committees (PAC) are volunteers in regard to recruitment-related activities because they have regular full time jobs as well. To make their category's recruitment effective they have to borrow resources from the Agency in which they reside. There is also the matter of convincing supervisors, particularly those who are not PHS Commissioned Officers, that service on a PAC provides useful experience not only for the individual, and of course the Corps, but also for the program in which they reside and thus to the benefit of the officers supervisor. DCP does maintain good relationship with most Agencies and places applicants in the vacancies that they have listed in a newly developed summary vacancy register which is posted on the DCP web site. However, this vacancy register requires that the Agencies provided information regarding their vacancies to the DCP in a timely and complete manner. Some units within an Agency are not always cooperative, and some civil service personnel do not want to deal with or hire PHS Commissioned Officers. As a consequence there
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are many vacancies that could potentially be filled by PHS Commissioned Officers that are never listed or known by DCP to be available. Approximately 30% of those people who apply for the Corps get placed. Interviewees have commented that the Corps is loosing good people to other employment systems. People, they note, dont generally apply to just one organization. Most heath professionals apply to multiple organizations and the one that is most responsive is usually the one who ends up with the new employee. Interviewees also stated that the overall application and placement process needs to be dramatically improved and made more user friendly. Examples were given that showed that PHS Commissioned Officer applications can be fast tracked in as little as 15 days if the resources to permit doing that are routinely provided. There are system enhancers that can be used to facilitate the recruitment to placement process. These include issuing the call to duty form in advance of all of the paper work being completed when position vacancies are known and when a qualified commissioned officer is ready to accept the duty assignment and by selecting a medical facility tht can do the required physical examination in an expedited manner that does not slow up the process. Individuals of all disciplines who were interviewed noted the common theme that for PHS Commissioned Officer recruitment and placement to be strong and timely there there must be a strong linkage between the work of the Chief Professional Officer; the Professional Advisory Committee (made up of committed people from each discipline);and the DCP.

Nurse Recruitment
In order to facilitate nurse recruitment, the Chief Nurse Officer has addressed the lack of a broad officer data system for all officers by developing a computer listing of all nurse applicants. This system is maintained by a nurse applicant committee under her direction. The system contains information on all of the education, experience, skills and interests of each applicant. This committee includes the Chief Nurse from each DHHS Agency and other Department units staffed with PHS Commissioned Officer nurses, as well as the nurse staffing officer at DCP. They meet once a month and track all nurse applicants personally. They monitor where they are in the process, what their strengths are, where applicants want to work and then try to match them with an Agency position. Each applicant is personally contacted by one of the committee
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members. The information on the applicants comes partly from the nurse staffing officer in DCP and partly from the work of the committee members and other nurse associate recruiters. With efforts such as those described above, the number of PHS Commissioned Officer nurses in FDA has doubled in the past year. A number of interviewees noted that this kind of process is needed system-wide, but should be under the direction of a revitalized DCP with adequate resources and personnel. It has also been suggested that if CDC were to place nurses into some of their Public Health Advisor and Public Health Analyst positions, which are charged with public health consultation and advising, both things that nurses do very well given their clinical background, the result would be an increase in the number of effectively placed PHS Commissioned Officers. It would also result in the positioning of a great many more officers in States and local communities who could serve a dual purpose by being available in the event of national or local emergencies. It has also been pointed out that the addition of nurse officers in State and local health Agencies would boost the effectiveness of many public health program at these levels. It has also been suggested that nurses join the Commissioned Corps because they are interested in careers that include both clinical service and leadership roles. About 45% of the Corps nurses have had prior military experience and they are accustomed to the issue of change and are regarded by many as ready for promotion that includes taking on greater responsibility. According to several interviewees they have accommodated to being mobile; a significant departure from the typical attitude of civil service nurses.

Physician recruitment
The issue of physician recruitment was noted by many interviewees to be different in a number of respects from recruitment of other disciplines. The National Health Service Corps (NHSC) has downsized and deemphasized the recruitment of PHS Commissioned Officers where in the past one in three of those selected for that program would remain in careers in the Corps. The loss of the draft deferment, in force until the late 60s, also reduced the opportunity for people to experience service in the PHS. Many who did so found it very much to their liking. When asked for the reason that there is a diminished focus on Commissioning National Health Service Corps assignees, interviewees suggested that it was probably in response to the political environment that presumes that private is better than government and that if people go to a National Health Service Corps site that is a shortage area and are employed by the community, or even are civil
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servants instead of Corps officers, they are more likely to stay there after their obligation has been fulfilled. What is overlooked in that judgment, one interviewee noted, is that Corps officers in positions like those in the NHSC are a unique force that can be called to emergency duty there or elsewhere in the event of a national emergency. It was also pointed out that the closure of the PHS hospitals in the early 80s also put a crimp on opportunities for clinical service by physicians as an attractive starting career in the PHS. During those earlier times individuals from the Division of Hospitals would flow freely to other units in clinical, but also in research and administrative roles, providing the Service with a useful cadre of experienced physicians. What remains for entry physician positions now is service with the IHS, Epidemic Intelligence Service (EIS), Coast Guard, Immigration and Naturalization Service (INS) and Bureau of Prisons (BOP) The EIS is the one remaining growth area for physician PHS Commissioned Officers because there is a strong preference that all EIS officers be PHS Commissioned Officers so that they will be fully and rapidly mobile. This program has been training field epidemiologist since 1951. The Epidemic Intelligence Officer program has about 70 to 75 new individuals in their training program each year. In 2002 they had 90 individuals with 65 of them being PHS Commissioned Officers. Others are internationalists and some are designated through a competitive process from DOD units. Most of the EIS officers are physicians. From the 2001 EIS class, one person went into private practice, about 80% went into public health, (half at CDC) and 20% went to academia as a teacher or for further education. As noted above, in order to join EIS, all physicians are required to be PHS Commissioned Officers, and many of the other categories choose to be an officer because of salary, although CDC does not require them to do so. Some EIS officers are transfers from other Agencies like NIH or FDA and even a few come from IHS. In terms of filling CDC posts, a large proportion of the PHS Commissioned Officers at CDC are from the EIS program (70 to 80%) and of these, 90 to 95 % are physicians. The pride felt by these former EIS officers devolves almost entirely from identification with CDC and not from the Commissioned Corps Some interviewees noted that in the last ten years or so the motivation for physicians to join the Corps has been more about compensation and less about a career per se. For that reason many physicians, given the opportunity to make a choice, select Title In order to facilitate nurse recruitment, the Chief Nurse Officer has addressed the lack of a broad officer data system for all officers by developing a computer listing of all nurse applicants. This system

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is maintained by a nurse applicant committee under her direction. The system contains information on all of the education, experience, skills and interests of each applicant. This committee includes the Chief Nurse from each DHHS Agency and other Department units staffed with PHS Commissioned Officer nurses, as well as the nurse staffing officer at DCP. They meet once a month and track all nurse applicants personally. They monitor where they are in the process, what their strengths are, where applicants want to work and then try to match them with an Agency position. Each applicant is personally contacted by one of the committee members. The information on the applicants comes partly from the nurse staffing officer in DCP and partly from the work of the committee members and other nurse associate recruiters. With efforts such as those described above, the number of PHS Commissioned Officer nurses in FDA has doubled in the past year. A number of interviewees noted that this kind of process is needed system-wide, but should be under the direction of a revitalized DCP with adequate resources and personnel. It has also been suggested that if CDC were to place nurses into some of their Public Health Advisor and Public Health Analyst positions, which are charged with public health consultation and advising, both things that nurses do very well given their clinical background, the result would be an increase in the number of effectively placed PHS Commissioned Officers. It would also result in the positioning of a great many more officers in States and local communities who could serve a dual purpose by being available in the event of national or local emergencies. It has also been pointed out that the addition of nurse officers in State and local health Agencies would boost the effectiveness of many public health program at these levels. It has also been suggested that nurses join the Commissioned Corps because they are interested in careers that include both clinical service and leadership roles. About 45% of the Corps nurses have had prior military experience and they are accustomed to the issue of change and are regarded by many as ready for promotion that includes taking on greater responsibility. According to several interviewees they have accommodated to being mobile; a significant departure from the typical attitude of civil service nurses.

Physician recruitment
The issue of physician recruitment was noted by many interviewees to be different in a number of respects from recruitment of other disciplines. The National Health Service Corps (NHSC) has downsized and deemphasized the recruitment of PHS Commissioned Officers where in the past
28

one in three of those selected for that program would remain in careers in the Corps. The loss of the draft deferment, in force until the late 60s, also reduced the opportunity for people to experience service in the PHS. Many who did so found it very much to their liking. When asked for the reason that there is a diminished focus on Commissioning National Health Service Corps assignees, interviewees suggested that it was probably in response to the political environment that presumes that private is better than government and that if people go to a National Health Service Corps site that is a shortage area and are employed by the community, or even are civil servants instead of Corps officers, they are more likely to stay there after their obligation has been fulfilled. What is overlooked in that judgment, one interviewee noted, is that Corps officers in positions like those in the NHSC are a unique force that can be called to emergency duty there or elsewhere in the event of a national emergency. It was also pointed out that the closure of the PHS hospitals in the early 80s also put a crimp on opportunities for clinical service by physicians as an attractive starting career in the PHS. During those earlier times individuals from the Division of Hospitals would flow freely to other units in clinical, but also in research and administrative roles, providing the Service with a useful cadre of experienced physicians. What remains for entry physician positions now is service with the IHS, Epidemic Intelligence Service (EIS), Coast Guard, Immigration and Naturalization Service (INS) and Bureau of Prisons (BOP) The EIS is the one remaining growth area for physician PHS Commissioned Officers because there is a strong preference that all EIS officers be PHS Commissioned Officers so that they will be fully and rapidly mobile. This program has been training field epidemiologist since 1951. The Epidemic Intelligence Officer program has about 70 to 75 new individuals in their training program each year. In 2002 they had 90 individuals with 65 of them being PHS Commissioned Officers. Others are internationalists and some are designated through a competitive process from DOD units. Most of the EIS officers are physicians. From the 2001 EIS class, one person went into private practice, about 80% went into public health, (half at CDC) and 20% went to academia as a teacher or for further education. As noted above, in order to join EIS, all physicians are required to be PHS Commissioned Officers, and many of the other categories choose to be an officer because of salary, although CDC does not require them to do so. Some EIS officers are transfers from other Agencies like NIH or FDA and even a few come from IHS. In terms of filling CDC posts, a large proportion of the PHS Commissioned Officers at CDC are from the EIS program (70 to 80%) and of these, 90 to 95 % are physicians. The pride felt by
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these former EIS officers devolves almost entirely from identification with CDC and not from the Commissioned Corps Some interviewees noted that in the last ten years or so the motivation for physicians to join the Corps has been more about compensation and less about a career per se. For that reason many physicians, given the opportunity to make a choice, select Title

Recent Trends in Recruitment

The following trends are being seen in recruitment: OUTSOURCING POACHING/RAIDING E-RECRUITMENT

FACTORS AFFECTING RECRUITMENT

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Purpose and Importance of Recruitment are given below:

Attract and encourage more and more candidates to apply in the organisation. Create a talent pool of candidates to enable the selection of best candidates for the organisation. Determine present and future requirements of the organization in conjunction with its personnel planning and job analysis activities. Recruitment is the process which links the employers with the employees. Increase the pool of job candidates at minimum cost. Help increase the success rate of selection process by decreasing number of visibly under qualified or overqualified job applicants. Help reduce the probability that job applicants once recruited and selected will leave the organization only after a short period of time. Increase organization and individual effectiveness of various recruiting techniques and sources for all types of job applicants.
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HUMAN RESORCE MANAGEMENT is concerned with the processes of acquisition, development, motivation, and maintenance of people. We will be focusing on the recruitment and selection of staff, team building and the roles that individuals play within teams, and the training and development of staff. Projects by their very definition are finite activities with staff employed or seconded to the project team for the fixed duration of the project- which can vary from a few days or weeks to a number of years. The short -term nature of project work can be challenging to the management of people.

Selection: meaning and definition

Organizations have always been interested in selecting the right person for a particular job. Selection is a part of the recruitment function. To select means to choose. Selecting in the process of choosing people by obtaining and assessing information about the applicants with a view to matching these with the job requirement.

According to Keith Davis, Selection is the process by which an organization chooses from a list of screened applicants, the person or persons who best meet the selection criteria for the position available.

Selection system for personnel range from simple one--step system consisting of nothing more than an informal personal interview to complex multi step systems incorporating diverse mechanism designed to gather information about applicants for sales job. "A selection system is a set of successive 'screens' at any of which an applicant may be dropped from further consideration".

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Significance of selection
The benefits of selecting right kind of people for various jobs are as follows:

Proper selection and placement of personnel ga a long way towards building up a suitable workforce. it will keep the rates of absenteeism and labour turnover low.

Competent employees will show higher efficiency and enable the organisation to achieve its objective effectively.

The rate of industrial accidents will be considerably low if suitable employees are placed on various jobs.

When people get jobs of their taste and choice, they get higher job satisfaction. This will build up a contended workforce for the organisation.

Selection Process

Reception of Applicants Scrutiny of Applicants Preliminary Interview Application Blank Employment tests Interview Background Investigation Approval of the Supervisor
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 Physical Examination Final Employment Decision

In the employment tests various types of test used for personnel selection: (1) (2) (3) (4) (5) (6) (7) (8) (9) (10) Intelligence Tests Achievement Tests Aptitude Test Interest Test Knowledge Test Projective Test Personality Test Judgement Test Performance Test Situational Test

Interview is the most delicate aspect of the selection procedure. According to Alford and Beauty, the purpose of employment interview is to determine suitability of the applicant for the job and of the job of the applicant.

It determines the degree to which the applicant possesses desired qualities and to appraise the applicants mental, physical, emotional, and social qualities _ potential or developed. Thus, the primary purpose is to select the candidate who will best advance the business objectives.

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Kinds of Interviews
Employments interviews may be of various types, important among are as follows: Preliminary Interview Planned Interview Non-directive Interview Depth Interview Stress Interview

Panel or Broad or round- table Interview

Coverage of the Interview

The interview conducted to select a suitable candidate should provide the information regarding (A) Experience and education, (B) Gaps in employment (C) Academic achievement (D) Likes and dislikes (E) Information on health, financial and domestic problems (F) Marital status (G) Extra-curricular activities

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Interview can be compared with a situation of controlled polite conversation. When a candidate answers the questions during interview, the interviewer can judge a number of traits such as:

1. Sense of humour 2. Mannerism 3. Quickness of reaction 4. Fluency of speed 5. Ability to organize thoughts 6. Physical vigour 7. Appearance 8. Cultural Level 9. Intelligence
10. Quick reasoning and witticism

OBJECTIVE OF SELECTION

The basic objective of selection is to acquire such personnel who are most likely to meet the organisations standards of performance. It is to pick up the most suitable person who would match the requirement of the job and the organisation best. As one executive remarked, If you make a wrong selection in recruiting the Maintenance Engineer your maintenance may suffer for over 30 years. Hence, selection should aim at the optimal match between the person and the job.

Recruitment and Selection Process

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This article is reproduced here on the request of forum members. Job analysis defines the duties and human requirements of the companys jobs. The next step is to recruit and select employees. We can envision the recruitment and selection process as a series of hurdles.

1) Decide that position to fill, through personnel planning and 2) Build a pool of candidates or these jobs, by recruiting internal 3)

forecasting. or external candidates.

Have candidates complete application forms and perhaps undergo initial screening

interviews. 4) Use selection tools like tests, background investigations, and physical exams to identify viable candidates. 5) Decide who to make an offer to, by having the supervisor and perhaps others interview the candidates.

Planning and forecasting: Employment personnel planning: The process of deciding what positions the firm will have to fill, and how to fill them. The recruitment and selection process starts with employment or personnel planning. This is the process of deciding what positions the firm will have to fill, and how to fill them. Personnel planning embrace all future positions, from maintenance clerk to CEO. However, most firms call the process of deciding how to fill executive jobs succession planning. Employment planning should flow from the firms strategic plans. Plans to enter new business build new plants or reduce costs all influence the types of positions the firm will need to fill (or
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eliminate). For example, JDS Uni-phase (which designs and manufactures fiber optics products) decided to expand its Florida operations. Its managers knew theyd have to expand its employment there from 140 people to almost 750. The human resources team thus knew theyd need plans for who to hire, how to screen applicants and when to put the plans into place. Figure below summarizes the link between strategic and personnel planning.

Employer strategic plan: Diversify? Integrate vertically? Expand geographically? On what basis should we compete? Employers functional plans:
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1) Marketing and sales plans 2) Production plans 3) Financial plans 4) HR plans 1) Personnel plans

2) Training and development plans

3) Compensation plans

4) Labor relations plans

5) Security and safety 1) Personnel forecasts 2) Recruitment plans 3) Employees selection plans One big question HR managers like those at JDS Uni-phase need to answer is whether to fill their projected openings from within or from outside the firm. Each option produces its own set of personnel plans.

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Current employees may require training, development, and coaching. Going outside requires deciding what recruiting sources to use, among other things. Like all good plans, management builds employment plans on basic forecasts in this case of three things: personnel needs, the supply of inside candidates and the supply of outside candidates. We will start with personnel needs. Forecasting Personnel Needs: Managers should consider several factors when forecasting personnel needs. The usual process is to forecast revenues and then, from that, estimate the size of the staff required to achieve the sales volume. However, in practice the manager will need to consider other factors as well, such as projected turnover, resignations or dismissal, decisions to upgrade or downgrade products or services, technological changes and the departments financial resources. In any case, managers use several simple tools for projecting personnel needs, as follows:

Trend analysis: Study of a firms past employment need over a period of years to predict future needs. Trend analysis means studying variations in your firms employment levels over that the last few years. For example, you might compute the number of employees at the end of each of the last five years or perhaps the number in each subgroup (like sales, production, secretarial, and administrative). The purpose is to identify trends that might continue into the future. Trend analysis can provided an initial estimate of future staffing needs, but employment levels rarely depend just on the passage of time. Other factors (like changes in sales volume and productivity) also affect staffing needs.

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OBJECTIV THE STUDY

To know the procedure of recruitment and selection at "AGARWAL MARBLECRAFT". To analyze the effectiveness of this very important function in terms development of the organisation and the individual. To know about the HR policies followed in the organisation. To know the sources of recruitment and selection. To know about the methods of selection being undertaken at time of the selection of candidates. To know the recruitment of the process. To analyze the factor which in turn helps in minimizing the cost of recruitment and selection procedure. To know the outcome of the whole procedure and process.

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RESEARCH METHODOLOGY
Research methodology is a way to systematically solve the research problem. when talk of research -26 -of research methods but also considers the logic behind the methods we use in the context of our research studies and explain why we are not using the other methods so that research result are capable of being evaluated either by the researcher himself or by others. The purpose of this section is to describe the methodology carried out to complete the work. The methodology plays a dominant role in any research work. The effectiveness of any research work depends upon the correctness and effectiveness of the research methodology. Research process consists of a number of closely related activities. But such activities overlap continuously and do not follow a strictly prescribed sequence.

Title of the project: The title of study is "A project study on recruitment and selection at AGARWAL MARBLECRAFT".

Duration of the project

As per the stipulation of the university, I complete my project in 45 days from 17th May to 30th June 2011.

Type of Research
1. Research Design
Research design is the overall plan to conduct research. It covers:
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Data collection methods Sampling decision Data analysis Method Often constraints on resources limit research design so that it is less ideal. For e.g. smaller sample size. The purpose of research design is to decide approach that answers our problems in the best way, given constraints on resources.

Type of research design

There are three types of research design: a) Exploratory research design Used for discovering ideas and insight. b) Descriptive research design-longitudinal and cross-sectional Used for describing characteristics of population.

c) Casual research design

Used for providing cause-affect relationship. The research design used is exploratory research.

2. Exploratory Research
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 Following design (methods) is used for exploratory research: Secondary data Focus groups Depth interviews

Projective techniques: It consist of following techniques Word Association Sentence completion Third person & Role play Thematic Apperception

The tool used for research is questionnaire.

DATA COLLECTION

Data is defined as raw facts that need to be processed so that information is produced. For achieving useful results it is necessary to collect accurate data. If the data on which our generalizations are based are not correct it would be impossible to arrive at accurate and vital conclusions. For getting the useful results of the research it is very necessary to consider methods
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of collecting data and the quantity of information they be expected to product.

KINDS OF DATA COLLECTIONS

PRIMARY DATA SECONDARY DATA

Primary data:

Primary data are those, which are collected for a specific purpose directly from the field of enquiry and thus original in nature. The authorities themselves polish such data such asGovernment; civil bodies, trade associations etc. and they are also responsible for their collection. Individuals such as economists and institutions like banks etc. can collect primary data for a Specific purpose directly from the field of enquiry by engaging trained investigators. A data which is collected very first time to a specific purpose not have been use for any other Purpose is called primary data.

METHODS OF COLLECTING PRIMARY DATA

OUESTIONNAIRES SAMPLE
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PERSONAL INTERVIEW SCHEDULES

Secondary data:
Secondary are such numerical information, which have been for already collected By some agency for a specific purpose and are subsequently complied from that Source for application in a different collection.

METHODS OF COLLECTING SECONDARY DATA

INTERNET MAGAZINE ANY PRIOR REPRT OF THE COMPANY NEWSPAPER

SAMPLE DESIGN

DATA

: Primary data
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RESEARCH DESIGN FORMAT OF DESIGN SAMPLE SIZE AREA

: Exploratory research design : Questionnaires : 100 Employees : AGARWAL MARBLECRAFT, Vishkarma (jaipur)

DATA COLLECTION METHOD

: Through questionnaires

SCOPE OF STUDY
The project on recruitment & selection AGARWAL MARBLECRAFT Company. The scope is in itself. Which policy followed by the company, employee satisfaction, education and age criterion for the recruitment according to particular job. The project has been designed to understand the procedure of recruitment & selection for any Company.

LIMITATIONS

Sample size of number of candidates for the analysis varies. Analysis is made on the basis of walk-ins only. Data available are confidential and limited. Hence, conclusions may not be 100%
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accurate. Lack of proper workflow in the organisation. True potential of employees are not utilized. Organisation does not have proper induction programmed for the new joiners.

Facts and Findings

1. Recruitment & selection procedure:As per the questionnaires 5% employees remark that company very often uses Recruitment and selection procedure, 14% said company often that uses the Procedure & 81%employee remark is every time company uses recruitment & Selection procedure.

2. Recruitment Sources used:As per the questionnaire, company recruits employees 72% through advertisement. 11%employees through referral, 8% through consultants and 9% through other sources.

3. Recruitment and selection suitability:As per the questionnaire recruitment and selection suitability 89% employees Says yes, 10%says NO, & 1% people say they don't know about the policy.

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4. Employment Status:As per the questionnaire 67% employees are permanent in the company, 21% is temporary, & others is 12%

5. Bond with AGARWAL MARBLECRAFT:As per the questionnaire, 34% employees fill bond with company, 62% employees not fill the bond

6. Stages followed in selection recruitment procedure:-

As per the questionnaire, 56% employees select in 2nd stage, 25% in 3rd stag &19% select in 4th stage.

7. Age group of employees:As per the questionnaire, the percentage of employee is Under 25 26-35 36-45 46-above 14% 45% 25% 16%

8. Qualification of employees:As per the questionnaire, the qualifications of the employees are as follows

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Under Graduate- 24% Graduate- 45% B.E., M.B.A., C.A.-26% Others- 5%

9. Work experience of employees:

As per the questionnaire, the experience of the employees are as follows 0 to 5 years- 45% 6 to 10 years- 20% 11 to 15 years- 23% 16 & above- 12%

10. Satisfaction of employees with the company:As per the questionnaire, 76% employees of the company completely satisfied, 23% Employees satisfied with company, & 1% not satisfy by the company.

11. Performance appraisal technique used by the company for employees:-

As per the questionnaire, company do performance appraisal by Promotion- 29% Incentives- 48%

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Tour & Trips- 18%

1. Recruitment and selection procedure:-

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As per the collected data the company use recruitment and selection procedure every time 81%, often 14% used the policy & 5% very often company use the policy.

2. Recruitment and selection suitability:-

As per the data, the 89%employees satisfied with the sources of recruitment & selection. 10% employees not satisfy with companys policy & 1% is the employees who dont know about the
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Suitability of recruitment & selection policy.

3. Employment Status:-

As per the data companies 67% employees are permanent, 21% employee are work on temporary basis, 12% are others. It shows company has permanent employees in huge amount.

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4. Bond with Agarwal Marbles:-

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As per the data company use bond policy for 34% post in the company, bond policy not used for 62% post & others dont know about the policy. It means for some technical or special type of jobs company use the bond policy generally not.

5. Stages followed in recruitment Selection procedure:-

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As per the data in recruitment & selection stages is different according to the job. 56% employees select on 2nd stage, 25% employees select in 3rd stage, 19% employees in 4th stage. Their selection procedure also depends on the job description.

6. Age group of employees:-

As per the data age group of the employees under 25 age group 14% employee, in the age group
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of 26-35 is 45%,in 36-45 age group they have 25%,& in the age group of 46 & above the company have 16% employees.

7. Qualification of employees:-

As per the data collected Qualification Ratio of employees in Agarwal Marbles under graduate
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employees 24%, graduate employees ratio is 45%, & 26% of B.E., M.B.A., & C.A., & 5% others.

8. Work experience of employees:-

As per the data collected company have employees with 45% employees with 0 to 5 years experience. 20% employees have experience of 6 to 10 years, 23% of employees have experience of 11 to 15 years.12% employees have experience of 16 years or above. 45% Show Company also recruits the fresher or the minimum experience people.

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SWOT ANALYSIS

Strengths

The endeavor of the company is to provide quality products by imbibing the latest international mining technology.

This can be gauged from the fact that the entire mine operations are carried out with the help of latest equipment for marble extraction.
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Sophisticated software developed internally on RDBMS platform tracks and evaluates all possible functions.

Cost areas and productivity of the mining operations. It is also the first marble mining company, which has very high level of mechanization with highly skilled and trained workmen.

The company has made an extensive use of wireless communication to synergies all activities from drilling to loading of the end product.

The optimum utilisation of the country's natural resources can be seen here. Due to the latest technologies used, the recovery ratio of marble blocks is amongest the highest.

WEAKNESS: Over aggressive Quality product but very costly Limited human resources and staff high cost of production products or services similar to competitors

OPPORTUNITIES:-

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Goodwill of the company Brand image Better employee satisfaction Management policies Government regulations are softening Development of new technology Growing trend and customer base

THREATS: Competition from the other marble companies Mines situation New substitute products emerging Price competition Economic pressure

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CONCLUSION
REQUIREMENT
'Necessity is the mother of invention' this is true everywhere. In the study first of all I tried to find out the cause of the process of Recruitment and Selection. I got to know that in AGARWAL MARBLECRAFT major cause for the process is Its expansion and other reason in Resignation.

SOURCES
There are two Method of Recruitment i.e. External and Internal. Through the survey It can be concluded that AGARWAL MARBLECRAFT adopts both the modes of recruitment but preference is given to External mode of recruitment so that to include the best stuff of people.

METHOD
Various tests are involved at selection stage. Although it depends on the group and also on number of requirement but if I conclude on an average mostly interview is the most adopted test for selection. But Recruitment and Selection process is changed according to group and requirement so it can be said that it is elastic process not the rigid one through it has its own policy for the process.

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OUTCOME
From the survey it can be concluded that efforts were made to select the knowledgeable and skilled person then emphasis is given for experience person but the outcome is not always the same as desired.

RECOMMENDATIONS & SUGGESTIONS

To recruit the right number of the right type of people. The system of recruiting executives should be reviewed and improved upon at definite intervals. Too much time is taken in the recruitment and selection procedures which may result in loss of capable candidates.

A constant research must be needed to update the recruitment and selection process.

The campus recruitment must be done to infuse fresh talent and save on costs.

There should be constant feedback from executives or employees benchmarking in order to have a check on recruitment process.

Too much stress and rigidity on join formalities should not be given.

The references given by the candidates at the time of selection should be brought into use and should be verified in order to avoid undesired candidates.

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 Employees should be encouraged for regular suggestions.

Questionnaire Name:Occupation:Details:-

1.

Does your organization provide the employees an opportunity to shift their career line if

their interest lies in some other area, existent in the organization? i) Yes ii) No 2. How many days of Casual leave do you provide your employees annually? i) less than 10 days iv) 15 days 3. ii) 10 days iii) 12 days

v) 15 days and above

The Communication pattern in your organization is structured such that it is: i) Formal & transparent ii) Informal c) Both i) & ii) d) any other, specify

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4. Is your organization encouraging employee participation in decision making? i) Yes ii) No 5. What are the types of rewards usually given to the employees? a. Monetary rewards b. Non-monetary c. Both d. No defined

6. Which of the following types of recreational activities are followed in your organization? (Tick mark where ever necessary) a. Outings b. Sports Events c. Organization- wide parties d. Lunch and dinner e. Offsite training / Team Building Activities g. Any other, please mention. 7. What is the frequency of the above recreational activities? i. Monthly v. Need Based 8. How is the insurance amount decided? a) Fixed b) Contingent on Compensation ii. Quarterly iii. Bi-annually iv. Annually

c) Contingent on Level 9. Which type of policy do you offer?

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a. Floater

b. Fixed

c. Both

10. Who are covered under Mediclaim policy? a. Employee only b. Employee, Spouse, 2 Children c. Employee, Spouse, Parents d. Employee, Spouse, Parents and 2 Children 11. Do you have any third party service provider other than the insurer? i) Yes ii) No

Bibliography

1. 2. 3.

Rao, V.S.P Gupta, C.B Kothari, C.R.

Human Resource Management Human Resource Management Research Methodology,

Internet sources www.human-resources-recruitment and selection.com www.hrmba.blogspot.com www.bel.com www.hrm.com www.google.com 66

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