Bindiya%27s Project[1]

download Bindiya%27s Project[1]

of 53

Transcript of Bindiya%27s Project[1]

  • 8/13/2019 Bindiya%27s Project[1]

    1/53

    Preface

    The Human Resource Management has become an important aspect for

    the fast development of an organization. It plays an important role in

    managing the people efficiently. Considering its importance, the need for ithas been felt at every organization and therefore it has a wider scope.

    In todays rapidly changing business environment, organizations have to

    respond !uic"ly to re!uirements for people. Hence, it is important to have a

    well recruitment policy in place, which can be e#ecuted effectively to get the

    best fits for the vacant positions. $electing the wrong candidate or re%ecting

    the right candidate could turn out to be a big mista"e for the organization.

    $election is one area where the interference of e#ternal factors is minimal.

    Hence the HR department can use its discretion in framing its selection policy

    and using various selection tools for the best results.

    The practical training is very much important in understanding the

    theoretical aspect. &iewing to this importance, my training at C'' and

    preparation of this pro%ect report has helped to enrich my "nowledge

    regarding (Human Resource Management). My pro%ect report is with respect

    to (Recruitment & Selection Process at Centre for Environment

    Education (CEE).

    My %ourney towards the professional world starts with this research

    providing me the practical training through which I can handle related

    situation .It may be a small step but it is strong base for my career. *or a

    management student to "now various angles of business unit and to "now

    practicality of summer training and report plays dominant role, to develop the

    practical view point of student and also to ma"e them aware about problem

    prevailing in corporate world.

    I got a chance to wor" with (Centre for 'nvironment 'ducation +C'')

    by doing the summer training as well as by preparing the pro%ect. The Centre

    is one of the leading -/ engaged in developing programmes and material to

    increase awareness about the 'nvironment and $ustainable 0evelopment.

    1

  • 8/13/2019 Bindiya%27s Project[1]

    2/53

    ACKNOWE!"E#EN$

    The training and pro%ect on Recruitment and $election 2rocesses of

    C'' has been a huge learning e#perience for me. I got a chance to learn about

    the Human Resources Management in -/3s. Thus foremost, I would li"e to

    than" Centre for Environment Education% for giving me opportunity toundergo my summer training at their Centre.

    I am very glad to present this report before you whose wor"s and ideas

    have been so helpful in wor"ing out on this pro%ect report. 4s I carried my

    way towards the completion of this pro%ect, I had many people involved

    directly or indirectly and all guiding me, directing me and motivating me

    towards attaining my specific goal.

    *irst I would li"e to than"#r. A'inavaSin'%*aculty uide, who

    has directly or indirectly helped me in my summer pro%ect report.

    I would also li"e to than" S'ri Kart'ie*a Sara'ai% !irector% CEE

    forallowing me to under ta"e this pro%ect at their Centre.

    I would also li"e to than" #s. Arc'ana "e'lotand #s. Su'ala+mi

    Samalwho gave me very precious guidance and have provided me immense

    help, guidance 5 cooperation. I am very much grateful to my 2arents, friends5 all those who have always been with me through out this pro%ect.

    6

  • 8/13/2019 Bindiya%27s Project[1]

    3/53

    O,-EC$/E

    2rimary /b%ective7

    To study the HR practices carried out by the Centre for

    'nvironment 'ducation

    $econdary /b%ective7

    To identify the limitations in the e#isting HR practices and

    suggesting better practices for managing the wor" force at Centre

    for 'nvironment 'ducation.

    8

  • 8/13/2019 Bindiya%27s Project[1]

    4/53

    RESEARC0 #E$0O!OO"1

    The tas" of data collection is important for the pro%ect for analysis. 9hile

    deciding about the ways of data collection to be used for the study is as

    primary and secondary data7

    2rimary 0ata7

    2rimary 0ata are those, which are collected afresh and for the

    first time and thus happen to be original in character.

    $econdary 0ata7

    $econdary 0ata are those, which someone else has developed already and

    which have already been passed to the statistical process, arranged and

    analyzed. This type of data is e#tensively used here in rearranging form

    to provide strong logical base

    :

  • 8/13/2019 Bindiya%27s Project[1]

    5/53

  • 8/13/2019 Bindiya%27s Project[1]

    6/53

    Types of HR 2lanning 5 its values;;;;;..;;;;;;;..

    /utputs from HR 2lanning;;;;;;;;;;;;;;;;.

  • 8/13/2019 Bindiya%27s Project[1]

    7/53

    03#AN RESO3RCE #ANA"E#EN$

    Conce4t of 0uman Resources50istor*

    The 2ersonnel *unction has undergone rapid changes in recent times. The

    term DHuman Resource Management3 is increasingly put to use in place of the

    traditional D2ersonnel *unction3. Ten years ago most organizations used to be

    content with having a middle level manager head the 2ersonnel 0epartment,

    whereas today most organizations have eneral Managers, &ice 2residentsand 0irectors heading this function. The Human Resource *unction has

    enriched itself by including within it a Ddevelopment3 dimension and thus

    moved itself from a Dreactive3 and Dmaintenance3 oriented function to

    Dproactive3 and Ddevelopment3 oriented function. Modern Human Resource

    2rofessional tal" in terms of corporate planning, a HR0 approach to

    Industrial Relations, a HR0 climate of the company, HR0 budget, open and

    development oriented appraisal systems, multiple reward mechanisms, %ob?

    redeisgn, wor" climate and culture, wor" ethos, organizational renewal etc.

    Though human resources have been part of business and organizations since

    the first days of agriculture, the modern concept of human resources began in

    reaction to the efficiency focus of Taylorismin the early 1E

  • 8/13/2019 Bindiya%27s Project[1]

    8/53

    !efinition of 0uman Resource #anaement

    Miller +1EBA suggests that HRM relates to7

    ".......those decisions and actions which concern the management of

    employees at all levels in the business and which are related to the

    implementation of strategies directed towards creating and sustaining

    competitive advantage"

    (Human Resource Management +HRM is the function within an

    organization that focuses on recruitment of, management of, and providingdirection for the people who wor" in the organization) by 9i"ipedia.

    In any organization HRM works between staff and management to reach

    common goals and achieve a good workplace environment and an instant

    increase in productivity.

    Human Resource Management is the organizational function that deals with

    issues related to people such as compensation, hiring, performance

    management, organization development, safety, wellness, benefits, employee

    motivation, communication, administration, and training.

    The terms GHuman Resource ManagementG and GHuman ResourcesG +HR

    have largely replaced the term G2ersonnel ManagementG as a description of

    the processes involved in managing people in organizations.1 Human

    Resource management is evolving rapidly. Human Resource Management is

    both an academic theory and a business practice that addresses the theoretical

    and practical techni!ues of managing a wor"force.

    B

    http://en.wikipedia.org/wiki/Human_resource_management#cite_note-hrmhandbook-0%23cite_note-hrmhandbook-0http://en.wikipedia.org/wiki/Workforcehttp://en.wikipedia.org/wiki/Human_resource_management#cite_note-hrmhandbook-0%23cite_note-hrmhandbook-0http://en.wikipedia.org/wiki/Workforce
  • 8/13/2019 Bindiya%27s Project[1]

    9/53

    Ke* 2unctions of 0uman Resource #anaement

    Human Resource Managementserves these "ey functions7

    1. Recruitment $trategy 2lanning

    6. Hiring 2rocesses(Recruitment)

    8. $election

    :. Training and 0evelopment

    >. 2erformance 'valuation and Management

    @. 2romotions

    A. Redundancy

    B. Industrial and 'mployee Relations

    E. Record "eeping of all personal data.1

  • 8/13/2019 Bindiya%27s Project[1]

    10/53

    0uman Resource

    Human Resources is a term with which many organizations describe thecombination of traditionally administrative personnel functions with

    performance management, 'mployee Relations and resourceplanning. The

    field draws upon concepts developed in Industrial=/rganizational 2sychology.

    Human Resources has at least two related interpretations depending on

    conte#t. The original usage derives from political economy and economics,

    where it was traditionally called labor, one of four factors of production. The

    more common usage within corporations and businesses refers to the

    individuals within the firm, and to the portion of the firms organization that

    deals with hiring, firing, training, and other personnel issues. This article

    addresses both definitions.

    O6ective of 0uman Resource

    The ob%ective of Human Resources is to ma#imize the return on investment

    from the organizations human capital and minimize financial ris". It is theresponsibility of human resource managers to conduct these activities in an

    effective, legal, fair, and consistent manner. HR concerns are "ey business

    issues and good human captial management is a business necessity.

    1

  • 8/13/2019 Bindiya%27s Project[1]

    11/53

    !ifference et7een 0R#% P#% 0R!

    0uman Resource #anaement89

    Human Resource Management is concerned with the (people) dimension in

    management. 'very organization is made up of people, ac!uiring their

    services, developing their s"ills, motivating them to high levels of

    performance, and ensuring that they continue to maintain their commitment to

    the organization are essential to achieving organizational ob%ectives.

    Personnel #anaement7?

    ,usiness !efinition for8 Personnel #anaement The part of management that is concerned with people and their

    relationships at wor". 2ersonnel management is the responsibility of all

    those who manage people, as well as a description of the wor" of

    specialists. 2ersonnel managers advise on, formulate, and implement

    personnel policies such as recruitment, conditions of employment,

    performance appraisal, training, industrial relations, and health and

    safety. There are various models of personnel management, of which

    human resource management is the most recent.

    'tt4855dictionar*.net.com5definition5Personnel:#anaement.'tml

    0uman Resource !evelo4ment89

    Human Resources 0evelopment is to improve individual, group=process, and

    organizational performance. 4 definition of HR0 is Gorganized learning

    activities arranged within an organization in order to improve

    performance and=or personal growth for the purpose of improving the

    %ob, the individual, and=or the organizationG. HR0 includes the areas of

    training and development, career development, and organizationdevelopment. This is related to Human Resource Management ?? a field

    which includes HR research and information systems, union=labor

    relations, employee assistance, compensation=benefits, selection and

    staffing, performance management systems, HR planning, and

    organization=%ob design.

    11

  • 8/13/2019 Bindiya%27s Project[1]

    12/53

    0uman Resource Plannin

    Human resource planning is the term used to describe how companies ensure

    that their staff is the right staff to do the %obs. $ub topics include planning for

    staff retention, planning for candidate search, training and s"ills analysis and

    much more. Rigorous HR planning lin"s people management to theorganizations mission, vision, goals and ob%ectives, as well as its strategicplan and budgetary resources. 4 "ey goal of HR planning is to get the right

    number of people with the right s"ills, e#perience and competencies in the

    right %obs at the right time at the right cost.

    The processes by which management ensures that it has the right personnel,

    who are capable of completing those tas"s that help the organization, reach its

    ob%ectives. 2lanning is not as easy as one might thin" because it re!uires a

    concerted effort to come out with a programme that would easy your wor".

    Commencing is complicated, but once you start and finish it you have a smilebecause everything moves smoothly.

    HR 2lanning involves gathering of information, ma"ing ob%ectives, and

    ma"ing decisions to enable the organization achieve its ob%ectives.

    $urprisingly, this aspect of HR is one of the most neglected in the HR field.

    9hen HR 2lanning is applied properly in the field of HR Management, it

    would assist to address the following !uestions7

    1. How many staff does the /rganization haveJ6. 9hat type of employees as far as s"ills and abilities does the

    Company haveJ

    8. How should the /rganization best utilize the available resourcesJ

    :. How can the Company "eep its employeesJ

    16

  • 8/13/2019 Bindiya%27s Project[1]

    13/53

    0R Plannin8 Pur4ose and oals

    The purpose and goals of HR planning are mainly7

    1. To ensure optimum and effective use of human resources currently

    employedK6. To research and reconfigure new s"ill sets to cope with organizational

    needs given depleting relevant s"ills population

    8. To assess the employability of the human resource given changing s"ills

    and competencies

    :. To draw specific outlines of competencies as they differ from today

    >. To assess or forecast future s"ills re!uirement if organization3s overall

    ob%ectives are to be achievedK and

    @. To identify control standards to ensure that necessary resources are

    identified, available as and when re!uired.

    A. To fundamentally study the corporate strategy, the business mission and

    overall philosophy of recruiting &$ systems, technology, outsourcing.

    B. 4nalyze the people mar"et environment andits changes as it affects the

    firm Vis a Vis competition.

    HR planning ma"es the organization move and succeeds in the 61 stCentury

    that we are in. Human Resources 2ractitioners who prepare the HR 2lanningprogramme would assist the /rganization to manage its staff strategically.

    The programme assists to direct the actions of HR department.

    18

  • 8/13/2019 Bindiya%27s Project[1]

    14/53

    m4ortance of 0R Plannin

    2oor HR 2lanning and lac" of it in the /rganization may result in huge costs

    and financial loses. It may result in staff posts ta"ing long to be filled. This

    augment costs and hampers effective wor" performance because employees

    are re!uested to wor" unnecessary overtime and may not put more effort due

    to fatigue. If given more wor" this may stretch them beyond their limit and

    may cause unnecessary disruptions to the production of the /rganization.

    'mployees are put on a disadvantage because their live programmes are

    disrupted and they are not given the chance to plan for their career

    development.

    The most important reason why HR 2lanning should be managed and

    implemented is the costs involved. ecause costs forms an important part of

    the /rganizations budget, wor"force planning enable the /rganization to

    provide HR provision costs. 9hen there is staff shortage, the organization

    should not %ust appoint discriminately, because of the costs implications of the

    other options, such as training and transferring of staff, have to be considered.

    1:

  • 8/13/2019 Bindiya%27s Project[1]

    15/53

    Ste4s in 0R PlanninThere is no single approach to developing a Human Resources $trategy. This

    will vary from organization to organization. However, here are the steps most

    commonly used in developing an HR strategy7

    $etting the strategic direction

    0esigning the Human Resource Management $ystem

    2lanning the total wor"force

    enerating the re!uired Human Resources

    Investing in Human Resource 0evelopment and performance

    4ssessing and sustaining organizational competence and performance

    Ste4s in detail89

    ;. 2orecastin89

    HR 2lanning re!uires that we gather data on the /rganizational goals

    ob%ectives. /ne should understand where the /rganization wants to go and

    how it wants to get to that point. The needs of the employees are derived from

    the corporate ob%ectives of the /rganization. They stern from shorter andmedium term ob%ectives and their conversion into action budgets.

  • 8/13/2019 Bindiya%27s Project[1]

    16/53

    occurred in the past and at present in terms of labor turn over, age and se#

    groupings, training costs and absence. ased on this information, one can then

    be able to predict what will happen to HR in the future in the /rganization.

    >. 0uman Resource Plan89

    Here we loo" at career 2lanning and HR plans. 2eople are the greatest assets

    in any /rganization. The /rganization is at liberty to develop its staff at full

    pace in the way ideally suited to their individual capacities. The main reason

    is that the /rganization3s ob%ectives should be aligned as near as possible, or

    matched, in order to give optimum scope for the developing potential of its

    employees. Therefore, career planning may also be referred to as HR 2lanning

    or succession planning.

    The !uestions that should concern us are7

    a 4re we ma"ing use of the available talent we have in the/rganization, and have we an enough provision for the futureJ

    b 4re employees satisfied with our care of their growth in terms of

    advancing their careerJ

    4ssignment of individuals to planned future posts enables the administration

    to ensure that these individuals may be suitably prepared in advance.

    ?. Actionin of Plan89

    There are three fundamentals necessary for this first step.

    1 Lnow where you are going.

    6 There must be acceptance and bac"ing from top management for the

    planning.

    8 There must be "nowledge of the available resources +i.e. financial,

    physical and human +Management and technical.

    /nce in action, the HR 2lans become corporate plans. Having been made and

    concurred with top management, the plans become a part of the company3s

    long?range plan. *ailure to achieve the HR 2lans due to cost, or lac" of"nowledge, may be serious constraints on the long?range plan.

    1@

  • 8/13/2019 Bindiya%27s Project[1]

    17/53

    $*4es of 0uman Resource Plannin

    ;. ntermediate9 evel Plan89

    arge?scale and diversified companies organize $trategic usiness Fnits

    +$F for the related activities .$Fs prepare intermediate plans and

    implement them .HR managers prepare specific plans for ac!uiring future

    managers, "ey personnel and total number of employees in support of

    company re!uirements over the ne#t three years.

  • 8/13/2019 Bindiya%27s Project[1]

    18/53

    Com4assion is showing care and concern for the organization, its

    employees and sta"eholders. HR must e#hibit unwavering compassion and

    care in all situations.

    $'ere are t'ree out4uts from 0uman Resource Plannin 7'ic'

    are found elo78

    Roles and Res4onsiilities? Clarification of roles and responsibilities

    gives pro%ect team members an understanding of their own roles and the

    roles of others in the pro%ect. Clarity is always a "ey component of

    pro%ect success.

    Pro6ect Orani@ation C'arts ? 4 pro%ect organization chart is adiagram of the reporting relationships of pro%ect team members. 2ro%ect

    organization charts should be tailored for their audience, they can give a

    generalize overview or highly granular.

    Staffin #anaement Plan ? The $taffing Management 2lan is an

    important output of the Human Resource 2lanning process which

    establishes the timing and methods for meeting pro%ect Human

    Resource re!uirements.

    1B

  • 8/13/2019 Bindiya%27s Project[1]

    19/53

    Non "overnmental Orani@ation (N"O)

    !efinition8

    4 non?governmental organization +-/ is a legally constituted organization

    created by private persons or organizations with no participation or

    representation of any government. In the cases in which -/s are funded

    totally or partially by governments, the -/ maintains its non?governmental

    status insofar as it e#cludes government representatives from membership in

    the organization. Indiais estimated to have between 1 million and 6 million

    -/s.

    Role of Human Resources Development in NGO's

    The ma%or development roles ascribed to -/s are to act as7

    N 2lanner and implementer of development programmers,

    N Mobiliser of local resources and initiative,

    N Catalyst, enabler and innovator,

    N uilder of self reliant sustainable society,

    N Mediator of people and government,

    N $upporter and partner of government programme in activating delivery

    system implementing rural development programmes, etc.,

    N 4gents of information,

    N *actor of improvement of the poor, and

    N *acilitator of development education, training, professionalisation, etc.

    asically -/s role is to prepare people for change. They empower the

    people to overcome psychological problem and opposition of oppress. Its role

    cannot be denied.

    1E

    http://en.wikipedia.org/wiki/Indiahttp://en.wikipedia.org/wiki/India
  • 8/13/2019 Bindiya%27s Project[1]

    20/53

    Role of 0R Professionals in an N"O

    The HR professionals should ta"e lead in its effort to ma"e a lin"age

    between community and the industry.

    To develop better rapport with the people, HR professionals have to

    ma"e use of their $trategic Relationship Management $"ills.

    They should interact with the community by establishing better lin"age

    with the -on overnmental /rganizations 9or"ing there in the

    locality. The HR professionals can initially conduct *ocus roup 0iscussion

    +*0 with the community and community leaders with the help of

    -on overnmental /rganizations and need evaluation and need

    prioritization is to be conducted.

    Here HR professionals can act as facilitators in the Corporate $ocial

    Responsibility initiatives. The community may have unlimited social

    needs.

    It is the responsibility of the HR professionals to intervene into those

    needs and give a realistic perception to the community members related

    to their unlimited and unrealistic needs.

    oth short?term goals and long?term goals are to be segregated.

    The HR professionals who act as the implied leaders should lead the

    community towards realistic goal perception that integrates the goals

    and ob%ectives of Corporate $ocial Responsibility programme initiated

    by the organization.

    HR professionals should integrate the needs of the community and that

    of the organization.

    The list of social development needs and the environmental protection

    needs to be discussed soon after the *ocus roup 0iscussions, with thetop management in order to ascertain whether all those needs can be

    met with the budget allotment for the developmental programs.

    4 multi level discussion, with members of the -/s, HR professionals

    and representative of the Top Management, is to be initiated for the

    finalization of the social intervention programme.

    6

  • 8/13/2019 Bindiya%27s Project[1]

    21/53

    The relationship with the community and -on overnmental

    /rganizations indicates the level of HR professional3s success role in

    the Corporate $ocial Responsibility effort.

    61

  • 8/13/2019 Bindiya%27s Project[1]

    22/53

    0uman Resources C'allenes 9 An N"O 4ers4ective

    HR in a comple# organization re!uires a very special s"ills set. It has to be

    firm in areas of policy, safety, !uality and with the organizations core cultural

    values in order to bring some sense of cohesion and unity.

    HR needs to balance the management of employee ris" with the

    development of tools, resources, training and policies that would

    increase organizational effectiveness.

    In an organization where HR is new, the ob%ective would be to create an

    HR function that would balance systems needs and staff concernsK

    2rotect the institution from liability without treating each employee as a

    potential litigantK

    'ngage and influence staff without e#erting overt controlK

    e perceived as a resource, mentor and educator rather than a rule

    ma"er and obstacleK

    e an ally in the wor" of management and staff, supporting the

    attainment of the organization3s mission.

    It is very important to create a positive e#perience of the HR function

    from the start.

    To achieve this, focus should be on demonstrating

    9hen the HR function adopts these values and ob%ectives, the staff will

    come to view HR as a resource and problem solver.

    To be effective, HR3s practices need to be grounded in two ways. *irst,

    HR must reflect company wide commitments as to how it will manage

    and relate to its employees.

    $econd, HR must follow through on such commitments in the momentso that the words of the enterprise and deeds of its agents are congruent.

    ac" of overnmental support and declining public spending.

    ac" of motivation

    Inade!uate professional development=opportunities

    ac" of recognition and rewarding systems for good wor"

    -o accountability

    66

  • 8/13/2019 Bindiya%27s Project[1]

    23/53

    0ebatable leadership

    Turning a blind eye to Drain 0rain3

    2oor monitoring an controlling mechanism=machineries

    68

  • 8/13/2019 Bindiya%27s Project[1]

    24/53

    CEN$RE 2OR EN/RON#EN$ E!3CA$ON

    ntroduction

    Centre for 'nvironment 'ducation +C'' is a national institution engaged indeveloping programmes and material to increase awareness about the

    environment and sustainable development. C'' was established in 1EB: as a

    Centre of '#cellence in 'nvironmental 'ducation, supported by the Ministry

    of 'nvironment and *orests +Mo'*, overnment of India. It is affiliated to

    the Ne'ru 2oundation for !evelo4ment. It is registered under $ocieties

    Registration 4ct 1B@

  • 8/13/2019 Bindiya%27s Project[1]

    25/53

    S$RA$E"ES

    *rom its inception, C''3s activities and programmes have been rooted in, and

    guided by, certain strategies for ma#imization of !uality, effectiveness and

    impact7

    Informing '' with state?of?the?art thin"ing, developments, innovations

    and perspectives in the areas of 'nvironment and $ustainable

    0evelopment.

    4daptability to different geographic, cultural, social and economic

    conte#ts.

    2artnerships utilizing complementary strengths of other organizationsto avoid duplication of effort, and to networ" effectively for synergistic

    convergence of ideas and goals.

    uilding synergies among overnment, -/3s and C'' for

    comprehensive impact.

    Identifying "ey entry points for different thrust areas, and "ey targets

    for initiating and consolidating gains, to achieve a multiplier effect.

    0ialogues, directories, newsletters, etc.

    9or"ing to develop a cadre of professionals in order to improve and

    strengthen professionalism in the field of '$0, by capacity?building

    individuals who in turn would infuse this professionalism into the

    organizations where they wor", to the mutual advantage of both these

    organizations and C''.

    ringing international e#periences within the ambit of '$0 in India, so

    as to enhance !uality, depth and range of performances.

    'nsuring !uality control and e#cellence in the production of all material

    through in?house infrastructural support +studios, wor"shops, editorial

    services, and printing facilities.

    6>

  • 8/13/2019 Bindiya%27s Project[1]

    26/53

    CEEs Sister Orani@ations are

    C0E$NA +Centre for Health, 'ducation, Training and -utrition 4wareness

    /KSA$+&i"ram $arabhai Centre for 0evelopment Interaction

    /ASCSC+&i"ram .4. $arabhai Community $cience CentreK0A#R +Centre for Lachchh Heritage, 4rts, Music and Information

    Research

    CEES N$ERNA$ONA NKA"ES

    C'' has developed international lin"ages with numerous agencies, both

    governmental and non?governmental, that are wor"ing in related fields. The

    lin"ages are in the form of collaborative pro%ects, e#change programmes,

    capacity?building wor"shops, training, symposia and seminars. C'' has

    international offices in 4ustralia and $ri an"a.

    Orani@ational Structure

    The Centre has a overning Council +C, comprising, amongst others,

    eminent persons in the field of environment, education, communication and

    management. +CEEs "overnin Council). The GC guides programmes, approves budgetsand designs policy. The Council is assisted by the Standing Committee on matters relating to administrativeprocedures and norms. It also receives advisory support from the Finance Committee.

    The head of the Centre is the 0irector, $hri Larti"eya $arabhai, who is the

    chief e#ecutive of a team comprising 2rogramme, Technical and

    4dministrative staff.

    Currently C'' has around 86< staff. These include about 1B< core $taff.

    9hile 1:> staff members are in 4hmedabad, The others are located in C''3s

    offices across the country.

    6@

    http://www.ceeindia.org/cee/governing_council.htmlhttp://www.ceeindia.org/cee/governing_council.html
  • 8/13/2019 Bindiya%27s Project[1]

    27/53

    CONNEC$ON W$0 $0E ,RANC0ES AN! 0EA! O22CE89

    The above diagram shows that C''3$ main Head /ffice is at 4hmedabad and it isconnected to all the Regional cells and International /ffices.

    $'rust AreasC''3s programmes=pro%ects are organized around thrust areas. 4s an

    organizing principle, this helps us indicate our focus and plan our activities.

    These thrust areas are a dynamic listing.

    Education for C'ildren8 0evelop, coordinate and conduct a number of

    educational programmes for school children. Fsing mainly a Gcluster

    approachG, the programme reaches out over 8

  • 8/13/2019 Bindiya%27s Project[1]

    28/53

    E+4eriencin Nature8 Introduce children and adults to the beauty and

    harmony of nature, and in the process sensitize them to the need for

    concern and conservation.

    EE t'rou' nter4retation8 0esign interpretive programmes to

    transform the visits to zoos, national par"s and other heritage sites, into

    e#citing educational e#periences.

    Kno7lede #anaement for Sustainale !evelo4ment8 $erve as a

    "nowledge centre on "ey sustainable development issues, and as a

    resource base for comprehensive and relevant information.

    ndustr* nitiatives8 9or" with the industrial sector to facilitate

    acceptance of the concept of waste minimization as a tool for

    sustainable growth and profits.

    Sustainale Rural !evelo4ment8 0evelop programmes for income

    generation and better utilization of resources, through field programmes

    designed specifically for rural communities.

    Water and Sanitation8 2rovide infrastructure, educational,

    communication, and e#periential support for developing village water

    supply, sanitation and hygiene systems.

    Sustainale 3ran !evelo4ment8 *acilitate e#change of ideas on

    urban environment and planning issues, community participation, andpartnerships with local governing bodies.

    Waste #anaement8 0evelop education tools and facilitate the

    establishment of management systems for solid as well as biomedical

    wastes.

    EE for 2raile Areas8 0emonstrate ecologically sound alternatives to

    support sustainable resource management in ecologically fragile areas.

    ,iodiversit* Conservation8 Co?ordinate education, awareness, trainingand networ"ing programmes that focus on biodiversity and its

    conservation.

    Eco9tourism8 2romote tourism practices that are environmentally

    sustainable, economically beneficial to local communities and

    educational e#periences for tourists.

    6B

    http://www.ceeindia.org/cee/exp_nature.htmlhttp://www.ceeindia.org/cee/interpretation%20.htmlhttp://www.ceeindia.org/cee/kmsd.htmlhttp://www.ceeindia.org/cee/industries.htmlhttp://www.ceeindia.org/cee/rural.htmlhttp://www.ceeindia.org/cee/water_san.htmhttp://www.ceeindia.org/cee/urban.htmlhttp://www.ceeindia.org/cee/waste_m.htmlhttp://www.ceeindia.org/cee/fragile.htmlhttp://www.ceeindia.org/cee/biodiversity.htmlhttp://www.ceeindia.org/cee/eco_tour.htmlhttp://www.ceeindia.org/cee/exp_nature.htmlhttp://www.ceeindia.org/cee/interpretation%20.htmlhttp://www.ceeindia.org/cee/kmsd.htmlhttp://www.ceeindia.org/cee/industries.htmlhttp://www.ceeindia.org/cee/rural.htmlhttp://www.ceeindia.org/cee/water_san.htmhttp://www.ceeindia.org/cee/urban.htmlhttp://www.ceeindia.org/cee/waste_m.htmlhttp://www.ceeindia.org/cee/fragile.htmlhttp://www.ceeindia.org/cee/biodiversity.htmlhttp://www.ceeindia.org/cee/eco_tour.html
  • 8/13/2019 Bindiya%27s Project[1]

    29/53

    !isaster Pre4aredness and Re'ailitation8 9or" on a long?term

    basis with communities affected by disasters, and strengthen their

    livelihood opportunities.

    $rainin% Net7orin and Ca4acit* ,uildin8 /ffer professional and

    short?term training and capacity?building in '' and sustainable

    development issuesK 2ool institutional resources and e#tend the reach ofprogrammes through lin"ages with various agencies.

    2acilitatin N"O and Communit* nitiatives8 $upport activities

    which demonstrate community?based, innovative, gender?sensitive and

    sustainable approaches.

    nitiatives for t'e 3N !ecade of Education for Sustainale

    !evelo4ment8 2romote the goal of education as the basis for a

    sustainable human society, through training, internships, youth

    programmes, consultancy and research.

    Researc' in EE and ES!8 0ocument, analyze and research the

    e#periences of C'' and other organization in '' and '$0.

    Recruitment Process at CEE6E

    http://www.ceeindia.org/cee/disaster.htmlhttp://www.ceeindia.org/cee/training.htmlhttp://www.ceeindia.org/cee/NGO.htmlhttp://www.ceeindia.org/cee/desd.htmlhttp://www.ceeindia.org/cee/desd.htmlhttp://www.ceeindia.org/cee/research_ee.htmlhttp://www.ceeindia.org/cee/disaster.htmlhttp://www.ceeindia.org/cee/training.htmlhttp://www.ceeindia.org/cee/NGO.htmlhttp://www.ceeindia.org/cee/desd.htmlhttp://www.ceeindia.org/cee/desd.htmlhttp://www.ceeindia.org/cee/research_ee.html
  • 8/13/2019 Bindiya%27s Project[1]

    30/53

    The 2ersonnel 5 egal +25 0epartment at C'' handles all the

    4dministrative functions for the 2ersonnel related functions at C''. In case

    of any recruitment, the 0epartment in which the vacancies arise has to fill the

    Human resource Re!uisition form, 25 *orm -o 1B and sends it to 25

    0ept. 25 0ept. verifies with the 4ccounts 0ept. about the re!uisite

    budgetary provisions. If it is not within the budget then it is sent bac" to the

    0epartment.

    The 0irector C'' is the approving authority for any recruitment at C''.

    *inally, 25 puts it up for 0irector3s approval. 0irector3s 4pproval. If it is

    approved by the 0irector, the further procedures of Recruitment 5 $election

    are carried by the 25 0ept. The format of 25 *orm -o 1B is enclosed

    as 4nne#ure ?1.

    The staff members at C'' are appointed under four different rules and

    guidelines7

    They are7?

    1. Rules for Recruitment and Review for Regular staff members, 1EBB

    6. Rules for Recruitment and Review of Core $taff, 6

  • 8/13/2019 Bindiya%27s Project[1]

    31/53

    $cientist7 ? It includes the staff engaged in discoveries, researches,

    publications, articles, finding new theories and observations related

    to environmental issues. 'tc.

    Technical $taff7 ? It includes 0T2 /perator, Illustrator, Carpenter,

    9or"shop $uperintendent, $culptor, *ield=2ar" $upervisor, *ield4sst. Technical 4sst., 4sst.ibrarian, Or.4rtist, 0raughtsman,

    Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems '#ecutive

    +Hardware $ystems '#ecutive +$oftware etc.

    4dministration $taff7 ? It includes Cler", 4ssistant, /fficer, $enior

    /fficer and Chief /fficer.

    2i+ed $erm A44ointment (2$A)89

    There are different types of programmes, pro%ects, wor"shops underta"en at

    C''. The staff under fi#ed term is appointed for a period of three years. They

    may be given different tas"s, and their performance will be evaluated at the

    end of the year and based on their performance they will be given further

    e#tension.

    Rollin 2i+ed $erm A44ointment (R2$A)89

    4t the initial stage, the appointment shall be for a period of three years and

    after the first annual review, there can be a further e#tension of one year

    ma"ing the balance period bac" to three years. It therefore becomes a rolling

    three year appointment concept based on the recommendations of the

    Committee in such a manner that a staff member, whose performance has

    been found good, shall have three years appointment left till he=she reaches up

    to @< years which is the current retirement age as per the laws.

    Pro6ect Staff89

    9henever a pro%ect has to be underta"en pro%ect staff members are appointed.These are the staff appointed by C'' for the accomplishment of a particular

    tas" under a specific pro%ect, for a particular time period, agreed on a specific

    remuneration.

    C''3s authority discusses with the appointed pro%ect staff regarding the

    pro%ect that has to be underta"en. oth the parties on a mutual understanding

    81

  • 8/13/2019 Bindiya%27s Project[1]

    32/53

    ma"e a final deal and an agreement is signed by both the parties. These staff is

    associated with C'' till the pro%ect finishes.

    -o Wor Contract (-WC)89

    It consists of that staffs who is appointed for a short period i.e. for threemonths or si# months for very specific tas"s li"e data entry, website

    developers, tally operators, wor"shop managers, event helpers, etc. They are

    not the permanent staff members of C''.

    4part from the above, C'' have people wor"ing as Interns, Trainees,

    &olunteers etc. who %oins C'' in order to learn about the organization and

    gain "nowledge. They are given guidance and mentor to help learn the above.

    86

  • 8/13/2019 Bindiya%27s Project[1]

    33/53

    Rules for Recruitment and Revie7 of Core Staff%

  • 8/13/2019 Bindiya%27s Project[1]

    34/53

    The following are the designations of the staff falling in the 2rogramme $taff

    category7

    0irector, roup 0irector, 2rogramme 0irector, -ational Co?ordinator,

    2rogramme Manager, 2rogramme /fficer, Community /rganizer, 2rogramme

    Co?ordinator, *ield Co?ordinator, *ield /fficer, *ield 4ssociate 'ditor,

    9riter, 'ngineer, 9eb?0esigner, raphic 0esigner, Technical /fficers etc.

    $ec'nical S4ecial Staff8

    The following are the designations of the Technical $pecial $taff7

    0T2 /perator, Illustrator, Carpenter, 9or"shop $uperintendent, $culptor,

    *ield=2ar" $upervisor, *ield 4sst. Technical 4sst., 4sst.ibrarian,Or. 4rtist,

    0raughtsman, Tradesman, Horticulturist, Translator, $r. 4rtist, $ystems

    '#ecutive+Hardware $ystems '#ecutive +$oftware, etc.

    Administration & Su44ort Staff8

    The following are the designations of the 4dministration 5 $upport $taff7

    4ttendant, 0river=$r.4ttendant, Cler",+4dministration 5 $upport $taff,

    4ccounts, 0ata 'ntry, 4ssistant +$ecretarial 4sst. 2ersonal=e#ecutive 4sst.

    2ersonnel, 4dministration 5 $upport $taff, 4ccounts, House "eeping,

    ibrary, 2ublic Relations, $tores, 2urchase, egal etc.$enior /fficer, Chief/fficer, etc.

    8:

  • 8/13/2019 Bindiya%27s Project[1]

    35/53

    RE/EW PROCESS89

    There are two "inds of review process carried out in C'' viz. 4nnual

    Review and 2romotion Review. The 4nnual Review is done at the end of

    the year and 2romotion Review is done at the end of five years.

    Eliiilit* Criteria8

    NOR#S 2OR RECR3$#EN$ $O PRO"RA##E ASSOCA$ES

    24?4

    Rs.B

  • 8/13/2019 Bindiya%27s Project[1]

    36/53

    NOR#S 2OR RECR3$#EN$ $O PRO"RA##E O22CERS

    2/?C

    Rs.1>

  • 8/13/2019 Bindiya%27s Project[1]

    37/53

    0egree P 8

    years 0iploma

    in T&=Cinema

    0irection

    *resh P> P1

    NOR#S 2OR RECR3$#EN$ $O 2E! ASSOCA$ES

    *4?4

    Rs.B

  • 8/13/2019 Bindiya%27s Project[1]

    38/53

    NOR#S 2OR RECR3$#EN$ $O 2E! O22CERS

    */?C

    Rs.1>

  • 8/13/2019 Bindiya%27s Project[1]

    39/53

    2ost rade

    Qualification

    $r. 0river

    Rs.@>

  • 8/13/2019 Bindiya%27s Project[1]

    40/53

    2ost rade

    Qualification

    /fficer?I

    Rs.1>

  • 8/13/2019 Bindiya%27s Project[1]

    41/53

    RECR3$#EN$ PROCESS C0AR$

    $crutinizes

    The vacancies

    If Ses If -o

    $ends bac"

    :1

    &acancies created in

    the departments

    Ne7 Positions

    1 -ew 2ost

    6 '#pansion plans8 *ormation of

    -ew department

    1

    Re4lacements

    1 Resignation

    6 0ismissals8 Transfers

    : 2romotions

    *ills up HumanResource

    Re!uisition formand sends it to

    25 0ept.

    2uts it up for0irector3s 4pproval

    Start t'e Selection

    Process

    $hortlist candidates

    $earch Resumes

  • 8/13/2019 Bindiya%27s Project[1]

    42/53

    /ACANCES CREA$E! N $0E !EPAR$#EN$S

    1 Reasons for replacements

    ?8Re4lacements

    1 Resignation

    6 0ismissals

    8 Transfers

    : 2romotions

    98 Ne7 vacancies

    1 -ew post

    6 '#pansion plans

    8 *ormation of -ew department

    The vacancies arise in the departments are the origin of the recruitment

    process. The vacancies arise either due to replacements i.e. Resignation,

    dismissals, transfers, promotions etc. or due to new position created in the

    department or due to e#pansion plan or formation of a new department.

    6 *illing up the Human Re!uisition *orm and sending it to the 25

    0epartment?7 Man power re!uisition *orm filled

    ?7 Ma"e aware the 25 department about vacancies arisen

    The department in which the vacancies arises will re!uire to fill the DMan

    power Re!uisition *orm3. The form specify the details regarding the

    vacant post, name of the department, nature of the %ob, preferable period of

    %oining of the new employee, e#perience re!uired for the vacant post,

    educational !ualification re!uired etc are fulfilled in the form

    :6

  • 8/13/2019 Bindiya%27s Project[1]

    43/53

    8. $crutinizing the vacancies 5 search for resumes

    25 verifies with the 4ccounts 0ept. about the re!uisite budgetary

    provisions. If it is not within the budget then it is sent bac" to the

    0epartment.

    The 0irector C'' is the approving authority for any recruitment at

    C''. *inally, 25 puts it up for 0irector3s approval.

    If it is approved by the 0irector then the search for resumes begins.

    /nce the re!uirement of posts is "nown, the 25 0ept. puts its

    advertisements on the website of C'', 0aily -ewspapers etc

    Searc' for ResumesThe actual search for the resumes of the prospective candidates is underta"en

    at this stage. The 6 processes go parallel further.

    The resumes are collected from the following resources7?

    nternal Sources

    1 Through -ewspapers

    6 Through 9ebsites of C''

    E+ternal Sources

    Through Campus Recruitment

    Through 2anels prepared by different Ministers

    Through Research 4ssociate $cheme

    Through -otice put up at decided locations

    : Compilation of vacancies and short listing Resumes

    /acancies Status

    The Review Committee ma"es a compile list of all the vacancies as onparticular date. The vacancies are listed department wise and other details

    about vacancies are noted in the form i.e. details regarding number of

    vacancies, %ustification of recruitment, internal or e#ternal candidates, etc.

    S'ort listin t'e resumes

    The resumes collected are short?listed and the most unli"ely candidates are

    re%ected. The short listed candidates3 resumes are tied?up.:8

  • 8/13/2019 Bindiya%27s Project[1]

    44/53

    SEEC$ON PROCESSES A$ CEE

    $EEP0ONC N$ER/EW

    1 2re Interview 0etails form

    The details of the candidates are available in the resumes of the candidates

    although some general !uestions related to his=her current %ob, total

    e#perience, e#pected salary and readiness to shift the location of outside is

    as"ed .The communication s"ill is also measured at this stage. The candidate

    is also as"ed about the proposed date of meeting.

    6 DInterview call letter D

    The interview call letter is sent to the candidate mentioning the place, date and

    time of interview.

    ASS"N#EN$S

    The candidates who appear for interview are given the following

    assignments7?

    1 $hort paragraph on any particular topic in order to chec" the writing

    s"ills, speed, capabilities of the candidates.

    6 $ome optional !uestions that have to be answered within limited time

    in order to chec" the intelligence of the candidates.

    CER$2CA$E /ER2CA$ON

    4ll the candidates are informed earlier to bring all the certificates at the time

    of interview. 4ll the certificates produced by the candidates are thoroughly

    chec"ed. If any certificates are found missing then e#planation for it is as"ed.

    ::

  • 8/13/2019 Bindiya%27s Project[1]

    45/53

    WR$$EN $ES$

    4ll the candidates who get through the 4ssignments or Telephonic interviews

    have to compulsorily attempt the written e#amination. The written test is a

    combination of the topics mentioned below.

    1 .L

    6 'nvironmental issues

    8 'nglish 5 Communication

    : $ports

    > Current Issues

    The written test is having a weight age of >

  • 8/13/2019 Bindiya%27s Project[1]

    46/53

    PERSONA N$ER/EW89

    ,acround nvestiation

    The interview includes bac"ground investigation. This is done by

    contacting the former employers to confirm the candidate3s wor"records and to obtain their appraisals of performance, credit references

    verifying the educational accomplishments shown on the application

    etc.

    References C'ecin

    The references mentioned in the 4pplication *orm are verified by the

    2ersonnel 0epartment by contacting the mentioned references

    personally to "now the candidate3s professional capacity, bac"groundand past history.

    APPCA$ON 2OR#The candidate is as"ed to fill up the Dapplication form3 in his own

    handwriting.

    The 4pplication form is useful for the following reasons7

    UThe carefully designed 4pplication form is itself an effective selectiondevice.

    UIt is also useful in obtaining information, the company wants.

    U4dditionally, completing application serves as another hurdle, if the %ob

    re!uires one to follow direction and the individual fails to do so on the

    application which is a %ob related reasons for re%ection.

    UThe application re!uires a signature attesting to the truthfulness of the

    information given and to give permission to chec" references.

    :@

  • 8/13/2019 Bindiya%27s Project[1]

    47/53

    2NA ASSESS#EN$

    The views and feedbac"s ta"en at preceding interviews are finally

    assessed by comparing the 4ssessment $heets and the decision regarding

    selection and offer is made at a further stage.

    SEEC$ON & O22ER

    $election 0ecision

    The selection decision is the most critical of all the steps. The decision

    has to be made from the pool of candidates who pass all the interviews.

    $ometimes, more candidates are selected so a waiting list is prepared.

    Offer etter

    The last step of the $election 2rocess is the employment offer. The successful

    candidate is now considered to be eligible to receive the employment offer.

    The Offer etteralong with a duplicate copy of it is issued to the candidate

    mentioning the last date of accepting the offer and documents re!uired to

    produce at the time of %oining the duties. The Offer etter is signed by the

    0irector.

    :A

  • 8/13/2019 Bindiya%27s Project[1]

    48/53

    Procedures after t'e 6oinin of t'e selected candidate

    /n the %oining date the person appointed has to submit the %oining report

    along with the appointment letter, medical report and the certificates and itsattested copy at the 25 0epartment. The e#pense incurred during the

    medical chec" up is reimbursed. The certificates produced by the appointee

    are verified and the original certificates are returned bac".

    The 25 0epartment maintains a 2ersonal record *ile of the appointee. The

    *ile contains a copy of appointment letter, biodata, the certificates, medical

    report. 4 service record file of the appointee is also attached along with the

    2ersonal file which contains a copy of services rendered earlier, a copy of

    publications, newsletters, articles, Honours achieved.

    /nce the formalities are completed the appointee is given orientation by the

    HI0 staff. The appointee gets the chance to "now about the organization, its

    rulesand regulations, norms, culture, atmosphere. The %ob description is also

    given to the appointee.

    :B

  • 8/13/2019 Bindiya%27s Project[1]

    49/53

    CONC3SON

    2ollo7in are t'e conclusions.

    0R 4ractices 'eld at CEE are carried out in t'e most efficient

    manner.

    Recruitment and Selection 4rocess at CEE are conducted in t'e

    most sim4lest manner and it 'as enric'ed m* no7lede.

    All t'e asic functions of 0R 'as een understood ver* 7ell

    ecause of t'e 0R 4rofessionals at CEE.

    :E

  • 8/13/2019 Bindiya%27s Project[1]

    50/53

    RECO##EN!A$ON

    0R 4ractices at CEE are structured% its im4ortance can also e

    increased * conductin seminars and trainin 7'ic' 7ill en'ance

    t'e no7lede of ot'ers.

    #ore oos related to 0uman Resource #anaement s'ould e

    made availale at t'e lirar* of CEE.

    Peo4le at CEE s'ould t'in of t'e orani@ation as a 7'ole.

    >

  • 8/13/2019 Bindiya%27s Project[1]

    51/53

    Anne+ure 9 ;

    Centre for Environment Education

    Re!uest for *resh 4ppointment+s='#tension of Current 4ppointment+s on Contract=

    2ro%ect=Temporary=Oob 9or" Contract= Consultant= Internship= Traineeship= &olunteer asis

    1 -ame of the proposed appointee 7

    6 -ame of the 2ro%ect 7

    8 0uration of the pro%ect 7 *rom7 VVVVV To7 VVVVVVVVV

    : 9hether pro%ect appointment, %ob 79or" contract or consultancy

    +2lease specify

    > evel of appointment 7

    +e.g. 2./., 2.4. etc.

    @ 0uration of appointment 7 *rom7 VVVVV To7 VVVVVVVVVVVVVVVVVV

    A ocation 7

    B Monthly salary=honorarium=contract

    4mount proposed 7

    E 2ro%ect $ub?head 7

    1

  • 8/13/2019 Bindiya%27s Project[1]

    52/53

    ,iliora4'* of References

    Wesites8

    http7==en.wi"ipedia.org=wi"i=HumanVresources

    http7==humanresources.about.com=od=glossaryh=f=hrVmanagement.htm

    http7==www.answers.com=topic=human?resourcesJcatWbiz?fin

    http7==www.madrasmar"ets.com=HR0=-/6

  • 8/13/2019 Bindiya%27s Project[1]

    53/53