Professional Documents
Culture Documents
CHAPTER-1 INTRODUCTION
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SUMMARY OF DEFINITIONS
The analysis of definitions on human resource management can be summarized as follows: HRM is concerned with employees both as individuals and as a group in attaining goals. It is also concerned with behavior, emotional and social aspects of personnel. It is concerned with the development of human resources, i.e., knowledge, capability, skill, potentialities and attaining and achieving employee goals, including job satisfaction. HRM covers all levels (low, middle, and top) and categories (unskilled, skilled, technical, professional, clerical and managerial) of employees. It covers both organized and unorganized employees. It applies to the employees in all types of organizations in the world (industry, trade, service, commerce, economic, social, religious, political and government
department). Thus, it is common in all types of organizations. Human resource management is a continuous and never ending process. It aims at attaining the goals of the organization, individual and society in an integrated approach. Organization goals may include survival, growth and development in addition to profitability, productivity, innovation, excellence, etc. Individual employee-goals consists of job satisfaction, job security, high salary, attractive fringe benefits, challenging work, pride, status, recognition, opportunity for
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Human Resources is demand necessary for all the organization for one or the other reason: To carry on its work, each organization needs personnel with the requisite qualification, skills, knowledge, work experience and aptitudes for work they are provided through effective man power planning.
Since a large number of personnel have to be replaced to have grown old, or who retire,
die or become incapable because of physical or mental ailments, there is a constant need for replacing such personnel otherwise, the work would suffer.
organization ability to achieve its goals by developing strategies that will result in optimum contribution of human resource.
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A study on recruitment and selection process in BHEL OBJECTIVES OF HUMAN RESOURCES MANAGEMENT:
Objectives are pre-determined goals to which individual or group to which individual or group activity in an organization is directed. Objectives of personnel management are influenced by organizational objectives and individual and social goals. Institutions are established to attain certain specific objectives. The objectives of the economic institutions are mostly to earn profits, and of the educational institutions are mostly to impart education and conduct research so on and so forth. However, the fundamental objective of any organizations is growth and profits. Institutions procure and manage various including human to attain the specified objectives. Thus, human resources are managed to divert and utilize their resources towards and for the accomplishment of organizational objectives. Therefore, basically the objectives of human resources management are drawn from and to contribute to the accomplishment of the organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values and dignity of individual employees and having due concern for the socio-economic problems of the community and the country. Objectives are pre determined ends or goals at which individual or group activity in an organization is aim. The objectives stand out as a guideline for organizational performance. They help in setting the pace for action by participants.
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Organizational Objectives
a) Human Resources Planning b) Selection training and development c) Employee Relation d) Employee Evaluation Assessment, Appraisal
Functional objectives
a) Appraisal b) Placement
RECRUITMENT:
Recruitment is distinct from employment and selection: Once the required number and kind of human resources are determined, the management has to find the places where required human resources or will be available and also find the means of attracting them towards the organization before selecting suitable candidates for jobs. All this process is generally known as recruitment. Some people use the term recruitment for employment. These two not one and the same. Recruitment is only one of the
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steps in the entire employment process. Some others use the term recruitment for selection. These two terms are not one and the same either. Technically speaking the function of recruitment precedes the selection function and it includes only finding, developing the sources of prospective employees and attracting them to apply for job in an organization, whereas the selection is the process of finding out the most suitable candidate to the job out of the candidates (i.e., recruited). Formal definition of recruitment would give a clear cut idea about the function of recruitment. DEFINITIONS: Recruitment is defined as, a process to discover the sources of manpower to meet the recruitments of the staffing schedule and to employ effective measures for attracting that manpower in adequate numbers to facilitate effective selection of an efficient workforce. Edwin B. Flippo defined recruitment as the process of searching for prospective employees and stimulating them to apply for jobs in the organization. Those definitions can be analysed by discussing the processes of recruitment through systems approach.
OBJECTIVES OF RECRUITMENT
The objectives of recruitment are: i. To attract people with multi-dimensional skills and experiences that suit the present and future organizational strategies. ii. To induct outsiders with a new perspective to lead the company. iii. To infuse fresh blood at all levels of the organization . iv. To develop an organizational culture that attracts competent people to the company. v. To search or head hunt/head pouch people whose skills fit the companys values. vi. To devise methodologies for assessing psychological traits. vii. To seek out non-conventional development grounds of talent. viii. To search for talent globally and not just within the company.
ix. To design entry pay that competes on quality but not on quantum. x. To anticipate and find people for position that do not exit yet.
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PROCESS OF RECRUITMENT
Process of recruitment consists of three sub-system in recruitment viz., sources of recruitment, techniques of recruitment to attract the candidates and stimulating the candidates and stimulating the candidates to apply. Below chart presents the recruitment process:
Job Analysis
Surplus
shortage
Job Vacancies-Number-Type
Recruitment plan Number Type Searching Techniques Applicants Pool screen Potential Hires To Selection n
Applicants population
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a. Finding out and developing the sources where the required number and kind of employees are will be available. b. Developing suitable techniques to attract the desirable candidates and employing the techniques to attract candidates. c. Stimulation as many candidates as possible and asking them to apply for jobs irrespective of number of candidates required. Management has to attract more candidates in order to increase selection ratio (i.e., number of applications per one job vacancy) in order to select the most suitable candidates out of the total candidates available and due to lower yield ratio. Recruitment is positive as it aims at increasing the number of applicants and selection is somewhat negative as it selects the suitable candidates in which process the unsuitable candidates are automatically eliminated. Though, the function of recruitment seems to be easy, a number of factors make performance of recruitment a complex one.
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FACTORS AFFECTING RECRUITMENT Both internal and external factors affect recruitment. The external factors include supply of and demand for human resources, employment opportunities and unemployment rate, lobour market conditions, political, legal requirement and government policies, social factors, information system, etc. The internal factors include the companys pay package including salary, fringe benefits and incentives, quality of worklife, organizational culture, career planning and growth opportunities, size of the company, companys product/services, geographical spread of the companys operations viz., local, national or global, companys growth rate of trade unions and cost of recruitment. COMPLEXITY OF THE FUNCTON OF RECRUITMENT Performing the function of recruitment, i.e., increasing the selection ratio is not as easy as it seems to be. This is because of the hurdles created by the internal factors and external factors which influence on organization. The first activity of recruitment, i.e., searching for prospective employees is affected by many factors like: Organizational policy regarding filling up of certain percentage of vacancies by internal candidates; Local candidates (sons of soil); Influence of trade union; Government regulations regarding reservations of certain number of vacancies to candidates based on community/region/caste/sex; and Influence of recommendations, nepotism, etc. As such, the management is not free to find out or develop the source of desirable candidates and alternatively it has to divert its energies for the sources within the limits of those factors though it cannot find suitable candidates for the jobs. The other activity of recruitment is consequently affected by the internal factors such as: Working conditions; Promotional opportunities; Salary levels, type and extent of benefits; Other personnel policies and practices;
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It is also affected by external factors like: a. Personnel policies and practices of various organizations regarding working conditions, salary, benefits, promotional opportunities, employee relations, etc., b. Career opportunities in other organizations; and c. Government regulations. However, the degree of complexity of recruitment function can be minimized by formulating sound policies.
SOURCES OF RECRUITMENT:The sources of recruitment can broadly be divided into tow categories, namely,
Transfer :-Transfer of an employee from one position to another does not always result in any
change in the nature of his duties, responsibilities, authority, salary or status. However, it may significantly affect the efficiency and morale of environment where he has been transferred. the employee, depending on the type of
Job posting:- vacancies can be made open for all employees or selected section or department
of an enterprise by placing a notice on notice board giving information about the post vacant. All those employees who feel themselves suitable and capable of meeting the post requirements can apply for it.
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EXTERNAL SOURCES:An organization may tap any number of external sources to fill in its vacancies of personnel. Important among these sources are as follows:
Advertising :- It is the widest spread source of external recruitment. It may be done by the
organization itself or through some agency. Newspaper, trade journals, radio, televisions etc are good media to advertise for recruitment of skilled and professional workers. The media and the contents of the advertisement should be selected keeping in view the persons to be reached and the cost.While the details of vacancy for blue collared jobs (requiring manual skills) may be listed on the notice board outside the factory gate or advertised in local newspapers and for managerial and administrative personnel are advertised in national newspapers and periodicals.
Personnel consultants:- consulting firms act as middlemen between applicants and the
enterprise. They are specialized agencies which, after receiving requisitions from the client companies, advertise the job description in leading national newspapers and periodicals without disclosing the names of client companies. Applications received from the candidates are duplicated and passed on to employees. Sometimes, such firms themselves screen, interview, and select the candidates and, for a specialized period, also stand surely as regards their suitability for the positions concerned.
Jobbers and Contractors:- It is quite common to engage jobbers and contractors to supply
workers for vacancies which are of a casual nature, or which may be filled at the factory gate itself. In fact where the workers have to be hired at a short notice and without going through the usual selection procedure, jobbers and contractors maintain close links with small towns and villages which offer a Ready and plentiful supply of unskilled workers. They also, sometimes at their own expense, bring workers to the place of work.
Employment Exchanges:- They are set up by the Government to bring together people who
are in search of employment and the employers who are in the look-out for workers. They register the names of the persons who require help in finding job. The employers intimate to them the vacancies occurring in their organization. Employment exchanges are of great help in recruiting persons for technical and clerical jobs.
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Field trips:- The enterprise may send out teams of experts to different towns and cities (even
villages) where the kinds of personnel needed by it may be found. But in this case, it becomes necessity to give wide publicity to the dates, venue and time when such teams would interview candidates at different places.
Unsolicited applicants:- These are persons who either gather at the factory gate to serve as
casual workers or reach the employers by letter, telephone, or in person, with request for appointment against a real presumed vacancy.
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SELECTION:
Selection is defined as the mutual process whereby the organization decides whether or not to make a job offer and the candidate decides whether or not to accept it. After identifying the sources of manpower searching for prospective employees and stimulating them to apply for jobs in an organization, the management has to perform the function of selecting the right employees at right time. The obvious guiding policy in selection in the intention to choose the best-qualified and suitable candidates for each unfilled spot and to avoid commitments to those who will not work well.
NATURE OF SELECTION
Selection is the process of picking individuals (out of the pool of job applicants) with requisite qualifications and competence to fill jobs in the organizations. Although, some selection method can be used within an organizations for promotion or transfer, this chapter focuses on selecting applicants from outside the organization.
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Recruitment and selection are the two crucial steps in the HR process and are often used interchangeably. There is, however, a fine distinction between the two steps. While recruitment refers to the process of identifying and encouraging prospective employees to apply for jobs selection is concerned with picking the right candidates from a pool of applicants, recruitment is said to be positive in its approach as it seeks to attract as many candidates as possible. Selection on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates. As stated in the recruitment topic above the term recruitment is widely used to refer to the whole process of employee hiring.
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SELECTION PROCESS
External Environment
Internal Interview
Preliminary Interview
Selection Tests
Selection Decision
Physical Examination
Job Offer
Employment Contract
Evaluation
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Selection is a long process, commencing from the preliminary interview of the applicants and ending with the contract of employment. Above chart shows a generalized selection process. In practice, the process differs among organizations and between two different jobs within the same company. Selection procedure for senior managers will be long-drawn and rigorous, but it is simple and short while hiring shop-floor workers. Environmental Factors Affecting Selection Selection is influenced by several factors. More prominent among them are supply and demand of specific skills in the labour market, unemployment rate, labour-market conditions, legal and political consideration, companys image, companys policy, HRP, and cost of hiring. The last three constitute the internal environment and the remaining form the external environment of the selection process. Preliminary Interview In the above recruitment topic, it was stated that the application received from job seekers would be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a preliminary interview the purpose of which is more or less the same as scrutiny of applications of unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers based on the information supplied in their application forms. Preliminary interview, on the other hand, helps reject misfits for reasons, which did not appear in the application forms. Besides, preliminary interview, often called courtesy interview, is a good public relation exercise. Selection Tests Job seekers who pass the screening and the preliminary interview are called for tests. Different types of tests may be administered, depending on the job and the company. Generally, tests are used to determine the applicants ability, aptitude and personality. Ability tests assist in determining how well an individual can perform tasks related to the job. An excellent illustration of this is the data entry test given to a prospective employee for a secretarial job. An aptitude test helps determine a persons potential to learn in a given area. An example of such a test is the general management aptitude test (GMAT) which many business students take prior to gaining admission to a graduate business school programme. Personality tests are given to measure a prospective employees motivation to function in a particular working environment.
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There are various tests designed to assess a candidates personality. The Bernsenter personality inventory, for example, measures ones self-sufficiency, neurotic tendency, sociability, introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception Test (TAT) assesses an individuals achievement and motivational levels. Other personality tests, such as the California psychological Inventory (CPI), the Thurstone Temperament Survey (TTS), Minnesota Multiphasic Personality (MMP) Employment Interview The next step in the selection process is employment interview. As seen in the above chart an interview is conducted at the beginning and at the end of the selection process. The emphasis here is on the latter. Interview is a formal, in-depth conversation conducted to evaluate the applicants acceptability. It is considered to be an excellent selection device. Its popularity stems from its flexibility. Interview can be adapted to skilled, unskilled, managerial and professional employees. It allows a two-way exchange of information, the interviewers learn about the applicant, and the applicant, and the applicant learns about the employer. Reference and Background Checks Many employers request names, addresses, and telephone numbers or references for the purpose of verifying information and, perhaps, gaining additional background information on an applicant. Although listed on the application form, references are not usually checked until an applicant has successfully reached the fourth stage of a sequential selection process. When the labour market is very tight, firms sometimes hire applicants before checking references. Selection Decision After obtaining information through the preceding steps, selection decision-the most critical of all the steps-must be made. The other stages in the selection process have been used to narrow the number of candidates. The final decision has to be made from the pool of individuals who pass the tests, interviews and reference checks. Physical Examination After the selection decision and before the job offer is made, the candidate is required to undergo a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after the physical examination. The results of the medical fitness test are recorded in a statement and are preserved in the personnel records. There are several objectives behind a physical test.
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Manpower planning is a strategy for :a) Procurement b) Development; c) Allocation d) Utilization of man power resource of an organization.
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CHAPTER-2
RESEARCH DESIGN
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RESEARCH DESIGN TITLE OF THE PROJECT A Study on Recruitment and Selection process in public sector industrywith special reference to BHEL. INTRODUCTION
Recruitment and selection are two crucial steps in the human resources planning and are often used interchangeably. There is however, a fine distinction between the two steps. While recruitment refers to the process of identifying and encouraging prospective employees to apply for the jobs, selection is concerned with picking the right candidates from a pool of applicants. Recruitment is set to be positive in its approach as it seeks to attract as many candidates as possible. Selection, on the other hand, is negative in its application in as much as it seeks to eliminate as many unqualified applicants as possible in order to identify the right candidates for the right jobs. Therefore, the aim of every human resource manager is to fulfill the needs of an organization with producing highly motivated employees.
Recruitment and Selection refers to the process of finding possible candidates for a job or function, usually undertaken by recruiters. It also may be undertaken by an employment agency or a member of staff at the business or organization looking for recruits. Advertizing is commonly part of the recruiting process, and can occur through several means: through online, newspapers, using newspaper dedicated to job advertisement through professional publication, using advertisements placed in windows, through a job center, through campus graduate recruitment programmes, etc.
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METHODOLOGY OF RESEARCH
Methodolgy of research used is survey method. This method was suitable for the study because of the volumeness of data available and suits the title of the study. Questionnaires were administered for the respondents, tabulated and analyzed.
SAMPLING DESIGN
Out of the total availability of the employees, a sample size based on randomness and convenience is chosen. For this study a stratified random sampling is used for 50 respondents.
Secondary data were collected from various Books Journals, Articles, Magazines and Websites.
Website: www.bhel.com
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PLAN OF ANALYSIS
The collected data were tabulated and correlated with the help of graphs, charts, diagrams. Further statistical tools like mean, median, mode, chi square are used for the study.
CHAPTER SCHEMES
INTRODUCTION
II
RESEARCH DESIGN
III
COMPANY PROFILE
IV
SUMMARY OF CONCLUSION
FINDINGS,
SUGGESTIONS
&
BIBLIOGRAPHY &ANNEXURE
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COMPANY PROFILE
ABOUT B.H.E.L:
BHEL is one of the largest manufacturing enterprise in India in the energy related/ infrastructure sector, today. BHEL was established more than 45 years ago, ushering in the indigenous Heavy Electrical Equipment Industry in India-a dream that has been more than realized with a well recognized track record of performance. The company has been earning profits continuously since 1971-72 and paying dividends since 197-77. The first plant set up in Bhopal in 1956. In Bangalore, BHEL has three divisions: The Electronic Division, electro proclaim division and industrial system group. The three units are in the business of power plant, solar photovoltaic system for terrestrial and space applications, space-quality batteries, smart card based pre-paid energy meters, bulk material handling, distribution business, water based management system products for steel and oil sectors and new insulator. BHEL shares the growing concern on related to environment an occupational health and safety (OHS) and is committed to protecting environment in and to providing healthy and safety environment to all employees. For fulfilling these obligations, a health, safety and environmental policy has been formulated and implemented through management systems. The recognition of its commitment to the quality system and procedures, the unit is certified for ISO9001. EDN is the first electronic industry in Bangalore to get ISO14001 environment management system certification. BHEL has also joined united nations GLOBAL COMPACT and has committed to support the set of core values enshrined in its nine principles in the area of human rights, labor standards and environment. BHEL has acquired certifications to quality management system (ISO9001). Environment Management Systems (ISO14001) and Occupational Health and Safety Management System (OHSAS 18001) and is also well on its journey towards total quality management (TQM).
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CERTIFICATION AND AWARDS: CII-EXIM award for business excellence 2006: commendation certification certified received for strong commitment to Excel in journey towards business excellence in November 2006. International safety award 2005 received for 4th consecutive year from British safety council in January 2007. ISMS certificated received form STQC for Establishing and Maintaining Information Security Management System as per BS 7799 part 2 : 2002 in may. Re-certification of ISO 9001-2000 received in April 2006. Re-certification of EMS as per ISO 14001-2004 received in June 2006. EDN has won three awards in 15th chapter convention on quality circles organized by quality circle forum of India. Bangalore under par Excellence and Distinction category in September 2006. BHEL-EDN got the first prize in the Inter Unit Rajbhasha Spiel Yojana started three years back by corporate office. EDN go this award three years by corporate continuous third time.
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BHEL STRATEGY
MISSION To be an Indian Multinational Enterprise providing Total Business Solutions through Quality Products, Systems and Services in the fields of Energy, Transportation, Industry, Infrastructure and other potential areas.
VALUES: Zeal to Excel and Zest for change Integrity and Fairness in all Matters. Respect for Dignity and Potential of Individuals. Strict Adherence of Commitments Ensure Speed of Response Foster Learning, Creativity and Team-Work. Loyalty and pride in the company.
CORE VALUES OF BHEL BHEL has always sought to be value driven organization. These values continue to direct the groups growth and business. The core BHEL values underpinning the way they do business are:
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BHEL QUALITY POLICY BHEL pursues continual improvement in the quality of its products, services and performance leading to total customer satisfaction and business growth through dedication, commitment and teamwork of all employees.
BHEL CORPORATE OBJECTIVES Competitive edge of product/service by building and improving key process. Delivery and response. Quality of supplies by improving supplier performance. Capability of human resources by updating skill and competence. Value of stakeholder.
HR TEAM: PCS also had on excellent HR and Development team of 50+ man power strength across the world.
ABOUT HR TEAM: Well trained staff of four professionals, and 2 of business unit HR professionals, and another two for training and HR operations.
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CEO
MANAGER
FINANCE
HR&Admin
QUALITY
RESOURCE
JAVA
DOT NET
TESTING
BUSINESS
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HR Organization Chart
Corporate Manager-HR
Assi.Mgr-Documentation
Assi.Mgr-Contract Staffing
Staffing-1
Staffing-2
Documents
Documents
Recruitment
Recruitment
Recruitment
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VP-Operation
Java Team
Testing Team
TSR Group
Integrated QC
Support-1
Support-2
Support-3
Support-4
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Grade structure
The grade structure is subject to change depending on the changes in the policy Grade A Technical Group Trainee Support Group Trainee/Management trainee
Engineer/Developer/Designer/Analyst/Writer/Editors..
Executive/System Admin/Associate
D E F
_
Asst. Manager Manager/Branch Manager/Regional Manager
H I
_ _
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Support: Accounts, HR, System, Quality, Tech Support, Marketing EXPERIENCE LEVEL:
A B
0-1 >1-3
C D
>3-5 >5-7
E F G H
>7-10
>10 yrs, based on the expertise and managerial Capabilities, technical competencies..
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SWOT ANALYSIS
Strengths
BHEL brand equity in India. BHEL is Indias leading manufacturer of power equipment. BHEL has a good product mix. Good order booking for its products and services. Effective human resource management. It has good infrastructure and organization culture. It has skilled, qualified and committed human resources. It has goodwill and brand image across India. Its 80% market shares are in power sector. BHEL is one among NAVARATNA companies. It has high motivated work force. Good work culture, job security and high level employee satisfaction.
Weakness: BHEL policies are age old and it is static organization with no much dynamism. Unbalanced distribution of workload. Too many procedures and systems leading to delay. Poor accountability on people contribution and performance. Average of employees in BHEL is 47 years.
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Opportunities:
BHEL has got a role for the ever-increasing need of power. Support by government and government owned corporation. High scope for additional capital investment and further expansion, due-to high profits backing. Widespread network across the country and around the world. Emerging market in Asia. Customer preference for Quality and precuts with latest technologies. Can be an Indian Multinational Engineering Enterprise.
Threats:
Fast changing market condition. High competition by cash-rich MNCs
PRODUCT PANORAMA:
COMPREHENSIVE PRODUCT PROFILE OF ELECTRONICS DIVISION AUTOMATION AND POWER ELECTRONIC SYSTEMS Unified automation for power plants including sub-critical and super-critical thermal utilities and industrial CPP [Distributed Control Systems (DCS) for Steam Turbines, Steam Generators, BFP Drive Turbines, Gas Booster Compressors and Balance of Plant Systems] Gas Turbines Control Systems Hydro Power Plant Control Systems Excitation Systems Industrial Automation
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SEMICONDUCTORS AND PHOTOVOLTAIC SYSTEMS Power Semiconductor Devices Solar Photovoltaic Cells (Mono/Multi) Photovoltaic Modules PV Systems: Grid Interactive, Hybrid and stand-alone PV Power Plants Space Grade Solar Panels Space Quality Batteries
DEFENCE ELCTRONICS Simfire Tactical Gunnery Simulator Integrated Platform Management System (IPMS) and integrated Bridge System (IBS) for Ships Machinery Control Room (MCR) Simulator for Ships Training Simulators for vehicles, platforms, radars, weapons, missiles and CBT for all defence and para-military forces. Radar and Associated Systems
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SOFTWARE SYSTEM SOLUTIONS Performance Analysis, Diagnostics and Optimization (PADO) for Thermal utilities Performance Calculation and Optimization OPC connectivity form DCS to third party systems Enterprise Asset Management System (EAMS)
SERVICES OFFERED Erection and Commissioning by highly experienced team of Engineers Efficient Service-After-Sales Assured Supply of Spares Total Solutions for Renovation and modernization requirements Concept to Commissioning solutions for large size Solar Power Plants
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CHAPTER-3
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Response
No. of respondent
Percentage%
Advertisement
31
54%
Campus interview
22%
Employment exchange
17%
Others
07%
Total
50
100%
Analysis:
Out of 50 employees 31 have been opted for advertisement,9employees have been opted for campus interview,7 employees have been opted for employment exchange and 3 employees have been opted for other.
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Others 07%
Employment exchange 17%
Advertisement 54%
Inference:
From the above basis of selection that majority of the respondent found the vacancies from advertisement.
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Response
No. of respondents
Percentage
Excellent
36
66%
Good
11
27%
Satisfactory
02
05%
Poor
01
02%
Total
50
100%
Analysis:
Out of 50 employees 36 have been opted for excellent, 11 employees have been opted for good, 2 employees have been opted for satisfactory and 1 response towards poor.
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Poor 02%
Satisfactory 05%
Inference:
From the above basis of selection the recruitment policy in BHEL is excellent.
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Response
No. of respondents
Percentage
Yes
49
98%
No
02%
Total
50
100%
Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.
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No
Yes
48
10
20
30 No.of respondent
40
50
60
Inference:
From the above basis of selection the recruitment policy has improved in recent years.
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Response
No. of respondents
Percentage
Yes
47
93%
No
03
07%
Total
50
100%
Analysis:
Out of 50 employees 47 have been opted for yes and 3 employees have been opted for no.
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50 45 40 35 30 25 20 15 10 5 0 Yes Response 3 No
47
Inference:
From the above bases of selection the requirements of man power is recognized in advance.
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Response
No. of respondents
Percentage
Yes
49
98%
No
02%
Total
50
100%
Analysis:
Out of 50 employees 49 have been opted for yes.1 response towards no.
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No 2%
Yes 98%
Inference:
From the above table bases of selection there id induction and training program at BHEL.
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Attributes
No. of respondent
Percentage
Intelligent
33
61%
Qualification
12
31%
Experience
00
00%
Training
02
05%
Others
01
03%
Total
50
100%
Analysis:
Out of 50 employees 33 have been opted for Intelligence, 12 employees have been opted for Qualification, 0 employees have been opted for Experience, and 2 employees have been opted for training and 1 response towards others.
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0%
5%
3%
Inference:
Most of the selection is based on the mental capabilities (intelligence) of the respondents and qualification is also equally important according to the observation.
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Tables.no.7. Does the selection process helps the organization to get the right man for right job.
Response
No. of respondent
Percentage
Yes
49
98%
No
2%
Total
50
100%
Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.
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Chart: 7. Does the selection process helps the organization to get the right man for right job.
No
Response Yes 0
10
20
30 No. of respondents
40
50
60
Inference:
Majority of the employees have endorsed the effectiveness of the selection process of right personnel.
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Table. no: 8. The selection process ensure that only competent people are recruited.
No. of respondents 34
Percentage 61%
Agree
15
37%
Neither agree
00%
Neither disagree
00%
Strongly disagree
00%
Disagree
02%
Total
50
100%
Analysis:
Out of 50 employees 34 have been strongly agree, 15 employees have agreed, 0 employees have neither agreed, 0 employees have neither disagrees, 0 employees have strongly disagrees and 1 response towards disagree.
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Chart : 8. The selection process ensure that only competent people are recruited.
40
35
30
No. of respondents
25
20
15
10
0 Strongly agree Agree Neither agree neither disagree Attributes Strongly disagree Disagree
Inference:
Based on the previous observation (refer table 7) most of the respondents feel that only competent persons are recruited.
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Table. no: 9. Do you feel group discussion should be conducted to select right employee.
Response
No. of respondent
Percentage
Yes
47
93%
No
07%
Total
50
100%
Analysis:
Out of 50 employees 47 have been opted for yes. 3 employees have been opted for no.
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Chart : 9. Do you feel group discussion should be conducted to select right employee.
Inference:
From the above table it confirms that group discussion should be conducted to select right employee.
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Response
No. of respondents
Percentage
Effective
49
98%
Non-effective
02%
Total
50
100%
Analysis:
Out of 50 employees 49 have been opted for yes and 1 employee has been opted for no.
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60
50
40
no.of respondents
30
20
10
0 Yes
response
No
Inference:
From the above basis of selection effectiveness of interviews do help in knowing a person better.
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Table. no: 11. Do officials from different functions and different levels of organization conduct interview?
Response
No. of respondents
Percentage
Yes
48
95%
No
05%
Total
50
100%
Analysis:
Out of 50 employees 48 have been opted for yes, and 2 employees have been opted for no.
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Chart: 11. Do officials from different functions and different levels of organization conduct interview?
50 45 40 35 30 25 20 15 10 5 0 Yes No
Inference:
From the above basis of selection the officials from different levels of organization do conduct interview to assess the overall competence of the respondent.
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Response
No. of respondents
Percentage
Personal interview
49
98%
Telephonic interview
00%
Video conferencing
00%
02%
Total
50
100%
Analysis:
Out of 50 employees 49 employees have been opted for personal interview, 0 have been opted for telephonic interview, 0 have been opted for video conferencing, and 1response towards all the above.
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60
50
no. of respondents
40
30
20
10
0 Personal interview Telephonic Video conferencing interview response All the three
Inference:
From the above basis personal interview do help in knowing a person better in which employees are more satisfied than other types of interview.
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Response
No. of respondents
Percentage
Short process
47
93%
Long process
00%
Cant say
07%
Total
50
100%
Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long process, 3 employees have been opted for cant say.
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50 45 40
35
no. of respondents
30 25 20
15
10 5 0 Short process Long process
response
Can't say
Inference:
From the above basis interview process followed in BHEL is short process which is helpful for the applicants.
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Table. no: 14. Does recruitment contribute to the goals of the organization.
Response
No. of respondents
Percentage
Yes
48
95%
No
5%
Total
50
100%
Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.
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Sales
No 5%
Yes 95%
Inference:
From the above table it confirms that the recruitments contribute to the goals of the organization.
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Response
No. of respondents
Percentage
Internal
37
68%
External
11
27%
Both
05%
Total
50
100%
Analysis:
Out of 50 employees 37 have been opted for internal source of recruitment, 11 have been opted for external source of recruitment and 2 employees opted for both.
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Sales
Both 5%
External 27%
Internal 68%
Inference:
From the above table it confirms that the recruitments for internal candidates can be done.
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Table. no: 16. Are you satisfied with the interview process.
Response
No. of respondents
Percentage
Yes
48
95%
No
2%
Total
50
100%
Analysis:
Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.
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No 5%
Yes 95%
Inference:
From the above table it confirms that the interview process of the company is satisfied.
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Response
No. of respondents
Percentage
Pleasant
47
93%
Tense
0%
Cant say
07%
Total
50
100%
Analysis:
Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long process, 3 employees have been opted for cant say.
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50 45 40 35
no. of respondents
30 25 20 15 10 5 0 Pleasant Tense
response
Can't say
Inference:
From the above basis physiological atmosphere during interview is pleasant.
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Response
No. of respondents
Percentage
1-2
50
100%
2-3
00%
00%
Total
50
100%
Analysis:
Out of 50 employees 50 employees have been opted for 1-2 rounds of interview, 0 have been opted for 2-3 rounds of interview,0 have been opted for more than 3 rounds.
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60
50
40 no. of response
30
20
10
Inference:
From the above table it confirms that the rounds of interview conducted in the company is 1-2 rounds of interview which is comfortable for the applicants.
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Table. no: 19. What is main thing that retains you in the company?
Response
No. of respondents
Percentage
Future prospects
33
61%
Job security
12
31%
Welfare entities
00
00%
Image of company
02
05%
Pay scale
01
03%
Total
50
100%
Analysis:
Out of 50 employees 33 have been opted for Future prospects, 12 employees have been opted for Job security, 0 employees have been opted for Welfare entities, 2 employees have been opted for Image of company and 1 response towards Pay scale.
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Chart: 19. What is main thing that retains you in the company?
35
30
25
no. of respondents
20
15
10
0 Future prospects Job security Welfare entities response Image of company Pay scale
Inference:
Most of the employees retains in the company due to the future prospects according to the above table.
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Response
No. of respondents
Percentage
Very good
25
50%
Good
25
50%
Average
00
00%
Bad
00
00%
Total
50
100%
Analysis:
Out of 50 employees 25 have been opted for very good, 25 employees have been opted for good, 0 employees have been opted for average, and 0 response towards Bad.
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25
20
no. of respondents
15
10
Inference:
On the basis of above table HR practices of the company is fair enough.
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CHAPTER-5
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RECOMMENDATIONS: The recruitment and selection should be categorized based on the company needs and nature of work. The employees should be informed about the recruitment and selection activity well in advance by the human resource department. The introduction of new recruitment policy should be easily applicable to all the employees in the organizations. Requirement of manpower should be recognized by the human resource department well in advance. The human resource department in the organization should refers to the process of identifying and encouraging prospective employees to apply for the jobs, selection is concerned with picking the right candidates from a pool of applicants. The induction program should be in way that will improve the status o employees in the organization. Internal recruitment should be largely favored by the recruitment and selection department in a organization. Recruitment should be mainly based on the intelligence of the employees. Recruitments should be such a way that it contribute to the goals of the organization. The organization should conduct only planned recruitment, which help to pick the right people for right job. Group discussion should be involved in the recruitment and selection process, which help in enhancing quality employees for the organization.
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CONCLUSION: BHEL is one of the largest manufacturing enterprise in India in the energy related/ infrastructure sector, today. BHEL was established more than 45 years ago, ushering in the indigenous Heavy Electrical Equipment Industry in India-a dream that has been more than realized with a well-recognized track record of performance. The company has been earning profits continuously since 1971-72 and paying dividends since 1976-77. The BHEL-EDN (electronic division unit at Bangalore Mysore road branch is very active unit. The company organizes planned recruitment and selection of employees for the organization is fulfill with all needs of a interview which indeed helps to get the best suitable candidate for right job. The human resource development program of BHEL-END has done a remark job in recruitment and selection of employees through various planned methods which saw an active response in getting the best candidates among the presented crowd who appeared for the interview in the organization.
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ANNEXURES
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QUESTIONNAIRE:
Age :-
Qualification :-
Designation :-
Department :-
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1. How did you came to know about the vacancies in the BHEL? Advertisement Campus interview Employment exchange Others 2. What is your opinion of the recruitment policy? Excellent Good Satisfactory Poor
3. Do you find any improvements in the recruitment policy in the recent years? Yes No 4. Are the identification of the requirement of man power is well in advance? Yes No
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7. Does the selection process helps the organization to get the right man for right job? Yes No 8. Does the selection process ensure that only competent people are recruited? Strongly agree Agree Neither agree Neither disagree Strongly disagree Disagree 9. Do you feel group discussion should be conducted to select right employee? Yes No
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12. What form of interview do you prefer? Personal interview Telephonic interview Video conferencing All the above
13. How do you rate the recruitment procedure? Short process Long process Cant say
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19. What is main thing that retains you in the company?(If any two then tick those two) Future prospects Job security Welfare entities Image of company Pay scale
20. How do you rate the HR practices of the company? Very good Good Average Bad
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BIBLIOGRAPHY
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BOOKS REFERRED:
Aswathappa, Human Resource Management, Mc Graw Hill, Himalaya Publishing House Sixth edition (2007) P Subba Rao, Essentials of Human Resource Management & Industrial Relations, Himalaya Publishing House, Third edition (2010) P Subba Rao, Personnel and Human Resource Management, Himalaya Publishing House, Second edition (2010)
JOURNALS REFERRED:
Social Media & manual and catlogs of BHEL
WEBSITES:
www.google.com
www.bhel.com www.bheledn.com
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