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RECRUITMENT AND SELECTION PROCESS AT POWER GRID CORPORATION
Submitted in Partial Fulfillment of the Requirements of Mahamaya Technical University, Noida for the award of degree of Master of Business Administration (M.B.A)
Session (2011-12) Submitted by:
MBA III Semester MTU Roll. No.1060670003
VIDYA INSTITUTE OF TRAINING AND DEVELOPMENT BHAGHPAT ROAD, MEERUT
VIDYA COLLEGE OF ENGINEERING
SThis is to certify that JYOTI CHAUHAN has gone through compulsory summer Internship Training as a part of MBA Course programme in POWERGRID CORPORATION during June-August 2011. She has worked on the summer training project titled “Recruitment and Selection Process at POWER GRID Corporation “
I wish to express my heartfelt gratitude to the following individuals who have played a crucial role in the research for this project. Without their active cooperation the preparation of this project could not have been completed within the specified time limit.
The first person I would like to acknowledge is my guide
supported me throughout this project with utmost cooperation and patience. I am very much thankful to them for sparing their precious time for me and for helping me in doing this project. She was always there to guide me and correct me whenever I was wrong.
Finally I would like to thank all my friends & well wishers who have helped in all possible ways in making this project presentable.
Last but not the least I would like to thank the Almighty God for always helping me.
CHAPTER NO ABSTRACT 1 INTRODUCTION 1.1 Review on Literature 1.2 Overview of Recruitment Process 1.3 Need and Scope of Study 1.4 Industrial profile 1.5 Company profile RESEARCH METHODOLOGY AND DESIGN 2.1 Type of Research 2.2 Statement of Objective 2.3 Research Instrument 2.4 Questionnaire Design 2.5 Data Collection 2.6 Sampling Procedure 2.7 Period of Study 2.8 Sample Size 2.9 Pilot Survey 3.0 Limitations of the Study DATA ANALYSIS AND INTERPRETATION 3.1 Data Analysis SUMMARY OF FINDINGS 4.1 General Findings 4.2 Statistical Findings SUGGESIONS CONCLUSION QUESTIONNAIRE REFERENCES 05 07 15 22 23 28 35 36 37 37 38 38 38 39 39 39 40 41 42 64 64 65 67 70 72 80 CONTENTS PAGE NO
5 6 7 8
India has progressed a lot in every sphere during the last five decades. However, studies also have indicated that the pace of development of Infrastructure is highly inadequate and needs to be expedited. Power projects are one such example. These infrastructure projects mostly require land which some times cause economic and cultural disruption to the affected individuals. Thus, a sound Rehabilitation Action Plan (RAP) is warranted for project affected persons on a productive basis to offset the trauma of loosing land/assets. Preparation of the Rehabilitation Action Plan (RAP) and its implementation are integral part of the Social Assessment Process described in the POWERGRID’s Environmental and Social Policy & Procedures (ESPP). The present report deals with the socio-economic condition of people are affected by land acquisition for the construction of 400/230 Kv sub-station at Ramanathpuram in the Union Territory of Pondicherry and plan for their Rehabilitation.
Description of the Project
Southern region grid covers the Regional as well as State grids of Andhra Pradesh, Karnataka, Tamil Nadu, Kerala and UT of Pondicherry. In the past few years the Southern regional grid had witnessed remarkable growth as compared to other regional grids of the country. For example, in the last two years the region has experienced 15% growth in installed capacity i.e. installed capacity has grown from 24734 MW in April 2001 to 28501 MW in April 2003. The present Grid strengthening scheme has been proposed to disperse power available from Neyveli generation complex with security and reliability to its beneficiaries. With this in consideration, new transmission corridor has been proposed beyond Pugalur in Tamilnadu, where power from Neyveli generation complex shall be available. Different alternatives were studied for arriving at least cost alternative. Further, some of the load centers, like Warangal and Pondicherry, that are presently fed through 220 kV transmission lines requires up gradation to 400 kV to cope up with enhanced power requirement ensuring adequate security and reliability of power supply. Towards this, establishment of new 400/220 kV substations have been envisaged at Warangal and Pondicherry which shall be integrated with the main transmission network for receiving power.
POWER GRID Corporation – OVERVIEW Incorporated in 1989 for transmission of Electric POWER across the country. Central Transmission Utility - Navaratna PSU - Asset of Rs. 50352 Crs as on March 31,2011 World's Leading POWER Transmission Utility - 82,354 Ckt.Km line-135 Substations as on March 31, 2011 1. 2. Technology Leader in EHVAC & HVDC Transmission. Carries 51% of Generated POWER Across Country.
93,050 MVA Transformation Capacities 22400 MW (Approx) Interregional Capacity Undertake transmission of electric POWER through Inter-State Transmission System. Discharge all functions of planning and coordination relating to Inter-State System with11 Transmission
(i) State Transmission Utilities; (ii) Central Government; (iii) State Government; (iv) Generating Companies; (v) Regional power Committees; (vi) Authority; (vii) Licensees; (viii) Any other person notified by the Central Government in this behalf. Exercise supervision and control over the Inter-State Transmission System. Efficient Operation and Maintenance of Transmission Systems. Establish/augment and operate all Regional Load Despatch Centres and Communication facilities Restoring power in quickest possible time in the event of any natural disasters like supercyclone, flood etc. through deployment of Emergency Restoration Systems. Provide consultancy services at national and international levels in transmission sector based on the in-house expertise developed by the organization. Participate in long distance Trunk Telecommunication business ventures. Ensure principles of Reliability, Security and Economy matched with the rising / desirable expectation of a cleaner, safer, healthier Environment of people, both affected and benefited by its activities.
HISTORY OF THE COMPANY
POWERGRID has taken a lead role in strengthening the distribution infrastructure. Further, POWERGRID is making a valuable contribution to Government of India‟s flagship programme Rajiv Gandhi Grameen Vidyutikaran Yojana (RGGVY) aimed at bringing qualitative changes & improvement in rural areas by providing comprehensive electricity infrastructure in villages coupled with provision of electricity service connections to all households falling under “Below Poverty Level (BPL)” category.
Under the RGGVY, POWERGRID has been assigned with rural electrification projects in nine states, namely Assam, Bihar, Chhattisgarh, Gujarat, Orissa,, Rajasthan, Tripura, Uttar Pradesh and West Bengal. These projects involve creation of rural electricity infrastructure facilities in approximately 72,500 villages & free electricity service connections to about 37 lakh BPL households in 65 districts, with an estimated investment of Rs. 6600 Crore.
Till June 30, 2011, electricity infrastructure has been established in total 57,869 villages along with provision of electricity service connections to about 27.66 lakh BPL households by POWERGRID. Telecom NLD with 20733 Km Optical Fibre Network & Internet Service Provider POWER GRID caters to core sectors of the Indian Economy viz., POWER Generation and Transmission, Industry, Transportation, Telecommunication, Renewable Energy,
Defense etc. The wide network of POWER GRID's 14 manufacturing divisions, four Power Sector regional centers, eight service centers and eighteen regional offices and a large number of projects sites spread all over India and abroad and enables the company 13
to promptly serve its customers and provide then with suitable products, systems and services-efficiently and at competitive prices. POWERGRID has already attained ISO 9000 and all the major units/divisions of POWERGRID have been upgraded to the latest ISO-9001: 2000 version quality certification for quality management. POWER GRID has secured ISO-14001 certification for environmental management systems and OHSAS-18001 certification for occupational health and safety management system for its major units/divisions.
POWERGRID, in line with its mandate, is discharging its responsibilities efficiently in Construction and Operation & Maintenance of inter-State transmission system and operation of Regional Power Grids. It has been notified as the Central Transmission Utility (CTU) of the country. Based on its impeccable performance in a short span of time, POWERGRID was recognized as the Miniratna Category–I PSU by GoI w.e.f. Oct‟98. POWERGRID achieved many milestones & established benchmarks in various areas of its business operations and is playing a strategic role in Indian Power Sector in establishing & maintaining transmission infrastructure. Recognizing POWERGRID‟s sterling performance, Government of India conferred the status of “Navratna” to POWERGRID w.e.f 1st May, 2008.
Establishment of National Grid
POWERGRID has planned to create a strong and vibrant National Grid in the country in a phased manner to ensure optimum utilization of generating resources, conservation of ecosensitive right of way and for having flexibility to accommodate uncertainty of generation plans. Towards this, a perspective transmission plan has been evolved for strengthening the regional grids and to support the generation capacity addition program of about 78,000 MW during XI Plan. A framework for inter-regional interconnection has been evolved to establish
National Grid in a phased manner. In line with the perspective plan, various inter-regional transmission schemes have been commissioned/ undertaken for implementation/ planned by POWERGRID.
Inter-regional power transfer capacity of National Grid has been enhanced to about 17,000 MW in FY 2007-08. Four major power regions of the country namely, North-Eastern, Eastern, Western and Northern are now operating as one synchronous grid (same frequency). Southern Regional grid is connected to this synchronous grid through HVDC links.
In 1994, the Government of India entrusted POWERGRID with further responsibility of controlling the existing load dispatch centers in the country with a view to achieve better grid management and operation. For overall improvement and better grid management in the country, POWERGRID modernised all the Regional Load Dispatch Centers (RLDCs) with the state-of-the-art Unified Load Dispatch & Communication (ULDC) schemes at a cost of about Rs. 2,000 Core. These modernized RLDCs are greatly contributing to bring quality and economy in operation of power system besides improving data availability, visibility and transparency. For overall co-ordination, National Load Dispatch Centre (NLDC) at Delhi with back up at Kolkata is under implementation and is expected to be completed by May 2008.
POWERGRID diversified into Telecom business to utilize spare telecommunication capacity of its Unified Load Dispatch Centre (ULDC) schemes, leveraging its country wide transmission 15
infrastructure. As a part of this, POWERGRID has installed over 20,000 Km. Telecom Network and connectivity has been provided to all metros, major cities & towns including State capitals in North-Eastern Region, Jammu & Kashmir, etc. Presently, POWERGRID is one of the few telecom players with a marked presence in remote areas and is providing highly reliable services to various customers. The Company has acquired IP-II, ISP and NLDO licenses to provide a variety of services .From its telecommunication business, POWERGRID received revenue of Rs. 125 Crore during FY 2007-08, a growth of 62% over last year (Rs. 77 Crore). Today, POWERGRID is serving major telecom players in mobile & NLDO segment.
POWERGRID has taken lead role and making valuable contribution in Govt. of India‟s nation building schemes of Accelerated Power Development and Reforms Programme (APDRP) and Rajiv Gandhi Grameen Vidyutikaran Yojana (RGGVY) aimed at bringing qualitative improvement in the distribution sector. Under APDRP, POWERGRID is acting as Advisorcum-Consultant (AcC) to lend its managerial and technical expertise for improvement of distribution system in 177 distribution circles/ towns/ schemes spread over 18 States costing about Rs. 6,626 Crore. Out of this, 81% of the schemes have been commissioned and the remaining sanctioned schemes are expected to be completed by March, 2009. POWERGRID is also implementing some of these schemes on deposit work basis under bilateral arrangement in the States of Bihar, Goa, Meghalaya, Uttar Pradesh, Tripura and Gujarat at a cost of about Rs. 1,100 Crore, 90% of which have been completed. Under RGGVY, POWERGRID had entered into a quadripartite agreement with Rural Electrification Corporation (REC), State Government and State Power utility, for undertaking rural electrification works in the country. 16
POWERGRID has been assigned the job for execution of rural electrification in 68 districts covering 87,300 Villages at an estimated cost of about Rs. 9,400 Crore. Cumulatively till Mar‟2008, POWERGRID has established infrastructure for electrification of 22,082 villages including 3 lac BPL connections under rural electrification programme.
HUMAN RESOURCE DEVELOPMENT INSTITUTE
POWER GRID has envisioned to becoming " A world – class innovative , competitive and profitable engineering enterprise , providing total business solutions ". For realizing this vision , continuous development and growth of the 47000 strong highly skilled and motivated people making the organization , is the only 'mantra'.
Human Resource Development Institute ( HRDI ) , the corporate training institute of the company , in association with the advanced technical education center ( ATEC ) in Hyderabad and Human Resource Development Center at the units , is responsible for the total human resource development of the company. Further , competency development / assessment center for senior executive is taken up by HRDI.
HEALTH, SAFETY & ENVIRONMENT MANAGEMENT
POWER GRID , as an integral part of business performance and in its endeavor of becoming a world - class organization and sharing the growing global concern on issues related to environment , occupational health and safety is committed to protecting environment in and around its own establishment and to providing safe and healthy working environment to all its employees. For fulfilling this obligation , corporate policies have been formulated as
Compliance with applicable environmental legislation / regulation;
Continual improvement in environment management systems to protect our natural environment and control pollution;
Enhancement of suppliers.
employees, customers and
POWER GRID will also assist and co-operate with the concerned government agencies and regulatory bodies engaged in environmental activities, offering the company's capabilities in this field.
Occupational Health and Safety Policy
Compliance with applicable legislation and regulations;
Setting objectives and targets to eliminate / control / minimize risks due to occupational and safety hazards;
Appropriate structured training of employees on occupational health and safety (OH&S) aspects;
Formulation and maintenance of OH&S management programs for continual improvement;
Periodic review of OH&S management system to ensure its continuing suitability , adequacy and effectiveness.
Communication of OH&S policy to all employees and interested parties.
The major units of POWER GRID have already earned international recognition by implementation of ISO 14001 Environmental Management System and OHSAS 18001 occupational health and safety management system.
In pursuit of these policy requirements , POWER GRID will continuously strive to improve work practices in the light of advances made in technology and new understanding in occupational health , safety and environmental science.
PARTICIPATION IN THE “GLOBAL COMPACT “OF THE UNITED NATIONSS
The " Global Compact " is a partnership between United Nation , the business community , international labor and NGOs. It provides a forum to for them to work together and improved corporate practices through co-operation rather than confrontation.
POWER GRID has joined the " Global Compact " of United Nation has committed - to support it and the set of core values enshrined in its nine principles:
Principles of the “Global Compact "
1. Human Rights
o Business should support and respect the protection of internationally proclaimed human rights; and o Make sure they are not complicit in human rights abuses.
o Labor Standards
o Business should uphold the freedom of association and the effective recognition of the to collective bargaining; o The elimination of all forms of forces and compulsory labor; o The effective abolition of child labor; and o Eliminate discrimination.
o Businesses should support a precautionary approach to environmental challenges; o Undertake initiatives to promote greater environmental responsibilities; and o Encourage the development and diffusion of environment - friendly technologies.
By joining the " Global Compact " , POWER GRID would get a unique opportunity of networking with corporate and sharing experience relating to social responsibility on global basis.
SUMMARY OF POWER GRID’S CONTRIBUTION TO VARIOUS SECTORS
POWER Transmission and Distribution Sector
In the T&D sector POWER GRID is both a leading equipment - manufacturer and a system - integrator. POWER GRID - manufactured T&D products have a proven track record in India and abroad.
In the area of T&D system , POWER GRID provide turnkey solutions to utilities. Substation and shunt compensation installation set up by POWER GRID are in operation all over the country. EHV level series compensation schemes have been installed in KSEB , MSEB , and MPSEB & POWER GRID networks. Complete HVDC systems can be delivered by POWER GRID the technology for state – of – the art flexible AC transmission systems (FACTS) is been developed.
Since its inception in 1982 , the industry sector business has grown at an impressive rate and , today , contributes significantly to POWER GRID'S turnover. POWER GRID , today , supplies all major equipment for the industry: AC/DC machines , alternators , centrifugal compressors , special reactors , heat exchangers , pressure vessels , gas turbine based captive , co – generation and combined – cycle Power plants , DG Power plants , steam turbines and turbo – generators , complete range of steam
generators for process industries , diesel engine - based POWER plants , solar water heating systems , photovoltaic systems , electrostatic precipitators , fabric filters etc. 23
The industries , which POWER GRID serves , include: steel , aluminum , fertilizer , refinery , petrochemicals , chemicals , automobiles , cement , sugar , paper , mining , textiles etc.
In the transportation field POWER GRID product range covers: AC locomotives , AC/DC dual – voltage locomotives , diesel – electric shunting locomotives , traction motor and transformers , traction electrics and control for AC , DC and dual voltage EMUs , diesel - electric multiple units , diesel Power car and diesel - electric locomotives , battery –Powered vehicle.
A high percentage of the trains operated by Indian Railways are equipped with traction equipment and controls manufactured and supplied by POWER GRID.
OBJECTIVE OF THE STUDY
In POWER GRID the recruitment policy spells out the objective and provides a framework for implementation of the recruitment programme in the form of procedures. The company involves a commitment to broad principles such as filling vacancies with best qualified individuals.
The recruitment policy in a company may embrace spell issue such as the extent of promotion from within, attitudes of enterprise in recruiting old, handicapped and minor individuals, minority group members, parttime employees and relatives of present employees.
In a company POWER GRID, there usually a staff unit attached with personnel or an industrial relations department designated as employment or recruitment office. This
specialization Of recruitment enables staff personnel to become highly skilled in recruitment techniques and their evaluation.
However, recruitment remains the line responsibility as far as the personnel requisition forms are originated by the personnel, who has the final words in the acceptance or rejection of a particular applicant. Despite this the staff personnel have adequate
freedom in respect of sources of manpower to be tapped and the procedure to be followed for this purpose
SCOPE AND IMPORTANCE OF THE STUDY
To structure the Recruitment policy of POWER GRID for different categories of employees.
To analyse the recruitment policy of the organization.
To compare the Recruitment policy with general policy.
To provide a systematic recruitment process.
It extends to the whole Organization. It covers corporate office, sites and works appointments all over India.
It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and Senior Management cadres.
Without focusing the pattern of management, organization philosophy highlights on achieving a surely where all citizens (employees) can lead a richer and fuller life. Every organisation, therefore, strikes for greater productivity, elimination of wastes, lower costs and higher wages, so the industry needs a stable and energetic labours force that can boast of production by increased productivity. To achieve these objectives a good recruitment & selection process is essential. By which industry strikes right number of persons and right kind of persons at the right time and at right places through and the planning period without hampering productivity.
Sample sizes of 20 employees are studied for this purpose. Employees of different unit where randomly administrated the questionnaire.
The analysis of data was done on the basis of unit, age and number of years of
experience and factors.
Analysis was done using the simple average method so that, finding of the survey was easily comprehensible by all.
SOURCES OF DATA COLLECTION:
The primary as well as the secondary sources was used for collection of data. In
primary source of data collection the interview schedule and questionnaire and opinion survey were used and in secondary source of data collection relevant records, books, diary and magazines were used. Thus the sources of data collection were as follows:
1. Interview schedule 2. Questionnaire 3. Opinion Survey
1. Diary 2. Books 3. Magazines 4. Other records
I have used structural interview schedule, questionnaire and opinion survey for collection of data from primary source. Interview schedules were used for workers clerical , category and questionnaires were used for supervisory and executive cadre and opinion survey was used to know the technology, perceptions, thoughts and reactions of the executives, employees/workers and trade union members of the organization.
I have used the secondary source like diary, books, magazines and other relevant records for collection of data to know about the industry as well as the respondent.
Primary as well as secondary data was collected.
Conducting a field survey did a subjective assessment of the qualitative data. The research method used was that of questionnaire & interview for primary data & an extensive literature survey for secondary data.
The questionnaire was used as the primary instrument for the collection of primary data which contained open-ended questions to chance response. In addition the personal interview method was employed to draw out answers to subjective questions, which could not be adequately answered through the use of questionnaire.
Preparing the questionnaire
The first task in the process of measuring the level of recruitment of the candidates in POWER GRID was to prepare questionnaire. For this purpose a number of questionnaire we studied and finally a questionnaire where framed. The questions where grouped under five categories: Company related Environment related Supervision related Growth related Job related
The questionnaire are also ask the employees for the demographic details regarding: Age Number of years of experience Unit Department Grade
Questionnaire consists of the following things:
1. Which focused on the employee awareness levels regarding benefits provided which & outside the organization & assessing his overall satisfaction level. This prepared ground for further enquiry & enabled better analysis of the questions, which followed. 2. Which focused on specific policies & judged them from different aspects making the questionnaire in–depth & specific. 3. Which consisted of open-ended question, inviting views & suggestions from the respondents.
Interviews lead to a better insight to subjective & open questions almost all interviewees responded.
The sample unit consisted of all the departments of POWER GRID.
Consisted of a comprehensive list of all the employees of POWER GRID.
Sample size=20 out of universe of 500.
Care was taken to choose the sample based on considerations like age, sex & work experience of respondents thus enabling better representations of the heterogeneous population. However, the sample design was that of “convenience sampling” or “haphazard sampling” only. The time consideration & size of population were major factors in determining choice of sample design.
LITERATURE REVIEW DEFINATION
Recruitment is the process is seeking out and attempting to attract individuals in external labor markets, who are capable of and interested in filling available job Vacancies .Recruitment is an intermediate activity whoseprimary function is to serve as a link between human resource planning on the one hand and selection on the other.
To Recruit Means To Enlist, Replenish Or Reinforce.
Recruitment begins by specifying the human resource requirements, initiating activities and actions to identify the possible sources from where they can be met, communicating the information about the jobs, term and conditions, and prospectus they offer, and enthusiast people who meet the requirement to respond to the initiation by applying for the jobs.
The aim of recruitment is the information obtained from job description and job specification along with precise staffing standards from the basis for determinig manpower requirement to attain the organizational objective.
Recruitment Needs Are Of Three Types:
Planned, anticipated and unexpected planned need arise from changes, in organization and retirement policy.
Resignations, deaths and accidents and illness give rise to unexpected
Anticipated needs refer to those movements in personnel which an organization can predict by studying trends in the internal and external requirements.
Features of Recruitment:
2 Process or series of activities rather than a single act or event. A linking activity as it brings together those with the jobs (employer) and those seeking jobs(prospective employees).
INTERNAL SOURCE OF RECRUITMENT
Internal Transfer/Promotion with necessary screening, training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two categories of internal sources including a review of the present employees and nomination of the candidates by employees.
Merits and Demerits of Internal Recruitment.
Following are the merits of the internal source of recruitment;
1. Increase in Morale
Recruitment through the internal sources, particularly promotion, Increases the morale of the employee. Every body in the organization knows that they can be promoted to a higher post, their morale will be boosted and their work efficiency will increase.
2. Better Selection
The people working in the enterprise are known by the management and for selection higher post does not carry any risk as the employees are known.
3. Economical Internal
Internal sources are highly economical because no expenditure is involved in locating the source of recruitment and no time is wasted in the long process of selection. More over, these employees do not need extensive training because they already know about all the works of the enterprise.
4. Labor- turnover is reduced
When the employees know that they can be promoted to higher posts, they do not leave the enterprise. As a result of this policy labour turnover is reduced and the status of the company increases.
5. Better Labour-Management Relation
When the internal source of recruitment is used the employees remains satisfied which leads to the establishment of better labour-management relationship.
The internal source of recruitment of employees suffers from the following demerits:
1. Check on Young Blood
The defect of the internal source of recruitment is that the young people fully equipped with the modern technical knowledge remain excluded From the entry in enterprise. As a result, the old people run the enterprise with the old ideas and experience.
2. Limited choice.
The internal recruitment of the employees reduces the area of choice. The reduction in the area of choice means less number of applicants. The choice is to be made out of people working in the enterprise.
3. Encourages Favoritism.
Internal source encourages favoritism in this system, the superiors usually select their favorites. Sometimes even a less capable person is selected which harms the enterprise. In this system, generally the personal impression of the managers about the employee is given preference for selection.
EXTERNAL SOURCES OF RECRUITMENT
An external source of Recruitment is considered from the combination of consultant and Advertisement
Merits and Demerits of External Recruitment Merits.
The external recruitment has the following merits:
1. Entry of young blood.
Recruitment through external source brings in new persons with modern ideas which can be profitable for the organization.
2. Wide choice.
The use of external source of recruitment increases the number of candidates and widens the choice. The managers judge the capabilities of the applicants and select the best ones for appointment.
3. Less Chances of Favouritism.
All the candidates, under this system of recruitment, are new for the managers and this exclude the possibility of favoritism.
In spite of many merits, the system of recruitment from external sources is not free from defects. Its chief demerits are:
1. Decrease in Morale of Existing Employees.
By adopting the system of external recruitment the chances of promotion of the present employees come to an end. Since there is no hope of any promotion the morale of the employee decreases and they do not perform their work with dedication.
2. Chances of Wrong Selection.
There are chances of wrong selection due to non-availability of information in case of external recruitment. If the wrong selection will upset the working condition of the organization.
3. Costly Source.
The external source of recruitment involves expensive advertisement, long selection process and training after selection which increases organizational expenditure.
4. Increase in Labour-turnover.
When the employees know that they cannot be appointed on high posts in the enterprise, they leave the organization at the first available opportunity and as a result an increase in the labourturnover which lowers the prestige or the reputation of the enterprise.
5. Detorioration in Labour-Management Relationship.
Making use of the external source of recruitment affects the present employees and there is an increase in the incidents of strikes and lock-out.
LEGAL & POLITICAL CONSIDERATIONS
The constitution provides for the following as the fundamental rights of a citizen: “ Article 16 (1): No citizen shall, on ground of religion, race, caste, sex, descent, place of birth, residence or any of them, be negligible for an discriminated against in respect of any employment or office under the state.”
“Article 16 (3): Nothing in this article shall prevent parliament from making any law persuading, in regard to a class or classes of employment on appointment to an office (under the govt. of or any local or other authority within a state or union territory), any requirement as to residence within that State or Union Territory prior to such employment or appointment.
The constituent ensures, in the directive principles of state policy, certain safeguards for scheduled castes, scheduled tribes & other weaker sections. Except in cases which are covered by Article 46 of the constitution, there can be no discrimination in the matter of employment anywhere in the country for any citizen.
OBJECTIVES OF RECRUITMENT
1. To attract people with multidimensional skills and experiences that suit the present and future organizational strategies. 2. To induct outsiders with a new perspective to lead the company. 3. To infuse fresh blood at all levels of the organization. 4. To develop an organizational culture that attracts competent people to the company. 5. To search or head hunt/head pouch people whose skills fit the company‟s Values. 6. To devise methodologies for assessing psychological traits. 7. To seek out Non Conventional development grounds of talent. 8. To search for talent globally and not just within the company. 9. To design entry pay that competes on quality but not on quantum. 10. To anticipate & find people for positions that does not exist yet.
Steps on Recruitment Process
The recruitment process consists of the following steps:
11. Generally begins when the personnel department receives requisitions for recruitment from any department of the company the personnel requisitions contains detail about the positions to be filled. Number of persons to be recruited, required from the candidate, terms and conditions of employment and at the time by which the persons should be available appointment etc. 12. Locating and developing the sources of required number and type of employees. 13. Identifying the prospective employees with required characteristics. 14. Communicating the information about the organization, the job and the terms and conditions of service. 15. Encouraging the identified candidates to apply for jobs in the organization. 16. Evaluating the effectiveness of recruitment process.
CONCEPTUAL FRAME WORK OF RECRUITMENT PROCESS
Human resource Management classically pertains to planning; recruitment, selection, placement, induction, compensation, maintenance, development, welfare etc. of Human Resources of any organisation to enable the organization to meet its objective while also enabling the human resources to attain their individual goals.
As is evident from the definition of the concept the entire theme revolves centrally around human resource and its role in enabling simultaneous satisfaction of individual and organizational goals.
The immediate conclusion that follows from this is that the prime movers of the organisation are the individuals. The process of bringing employees into the folds of organisation is termed as recruitment and can be unambiguously treated as the central pillar for foundation stone of the entire concept of human resource management.
It is easy to see why recruitment has accorded such a high position out of the various facets of human resource management. The reason is simply that unless one has human resource in the organisation whom will the human resource managers manage or whose energy wills they channalise productively and usefully.
Keeping this idea into mind these Projects is an attempt to study various options that are available both theoretically as well as practically for an organisation to launch itself into the task of recruitment.
METHODS AND TECHNIQUES OF RECRUITMENT
In a company recruitment sources indicates where human resources may be procured, the recruitment methods and techniques deal with how these resources should be tapped. As soon as the manpower manager has determined the personal qualities required on the part of an individual to fill a vacant position and visualized the possible sources of candidates with these qualities, his next step relates to making contact with such candidates. There are commonly three methods of recruitment which company follows:
1. DIRECT METHOD. 2. INDIRECT METHOD. 3. THIRD PARTY METHOD.
Following includes in the procedure
Job Annalysis Form
Job Specification Form
Application Form for Employment Interview Assesment Form
The POWER GRID has the following way which it follows for recruiting the person
The purpose of the company is to define the procedure of Recruitment & Selection in the company.
The scope of the company is to find the individuals seeking employment in the company.
The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation Director-TPB-India.
The Authority in the company is commenstrate with responsibility
1. MAN POWER RECRUITMENT
As and when the need arises , the ManPOWER Requirement Form is dually filled by the HOD/Group Manager of the concerned department and forwarded to the HRD Department.
The HRD Department initiates activity on the recruitment once the "ManPOWER Requirement" form is approved by MD.
(b) All "ManPOWER Requirement “Forms are maintained by the HRD Department.
2. IDENTIFYING SOURCES OF RECRUITMENT
On the basis of ManPOWER Requirement Form a recruitment source is identified. The source of recruitment could be external or internal.
INTERNAL SOURCE OF RECRUITMENT
(b) Internal Transfer/Promotion with necessary screening,
training and selection to meet the specified requirement. It would be desirable to utilize the internal sources before going outside to attract the candidates. The two
categories of internal sources including a review of the present employees and nomination of the candidates by employees.
The COMPANY suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the plant where an employee is best suitable improves the morale along with solving recruitment problems.
These measures can be taken effectively if we established job families through job analysis programmes combining together similar jobs demanding similar employee
characteristics. Again, employee can be requested to suggest promising candidates. Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its 52
wide practice, it has been pointed that it gives rise to cliques posing difficulty to management.
Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used effectively if the number of vacancies are not very large, adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion.
EXTERNA L SOURCE S OF RECRUITMENT
An external source of Recruitment is considered from the combination of the following options:
Consultant are given the requirement specifying qualifications, experience and all other necessary details. In consultant we considers the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. Our company have developed markedly in large cities in the form of consultancy services.
Usually these companies facilitate recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not merely bring an employer and an employee together but computerize lists of available talents, utilizing testing to classify and used advance techniques of vocational guidance for effective placement purposes.
Educational and technical institutes also forms an effective source of manPOWER supply. There is an increasing emphasis on recruiting students from different management institutes and universities' commerce and management departments by recruiters for positions in sales, accounting, finance, personnel and production. These students are recruited as management trainees and then placed in special company training
programmes. They are not recruited for particular positions but for development as future supervisors and executive.
Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provides specialized employees, apprentices, and trainees for semiskilled and skilled jobs. Persons trained in these schools and institutes can be placed on operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity.
The enterprise depends to some extent upon casual labour or "applicant at the gate" and mail applicants. The candidates may appear personally at the company's employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company find that this source is uncertain, and applicants reveal a wide range of abilities necessitating a careful screening. Despite these limitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly , the candidates visiting the company must be received cordially.
Trade unions are playing an increasingly important role in labor supply. In several trades, they supply skilled labor in sufficient numbers. They also determine the order in which employees are to be recruited in the organization. In industries where they do not take active part in recruitment, they make it a point the employees laid off are given preference in recruitment.
All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the
In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attracts employees of competitors looking for a change or good prospectus for employment, utilize women, older workers and physically
handicapped for specific positions where they are best suitable, and use the "situation wanted" advertisement in newspapers.
Resumes received from consultants and/or from the advertisements released in
Newspaper/Magzine are screened by HRD Department in consultation with the concerned department.
The shortlisted candidates are contacted for interview through letter/telephone call/e-mai l or through the consultants. an interview call
Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a copy is kept for HRD Department records. The Interview Schedule includes the following requirement.
OVERVIEW OF THE RECRUITMENT PROCESS
The Figure presents an overview of the recruitment process from the perspectives of the organization and the candidate. When a vacancy occurs and the recruiter receives authorization to fill it, the next step is a careful examination of the job and an enumeration of the skills, abilities, and experience needed to perform the job successfully. Existing job analysis documents can be very helpful in this regard. In addition, the recruitment planner must consider other aspects of the job environment-for example, the supervisor's management style, the opportunities for advancement, pay, and geographic location-in deciding what type of candidate to search for and what search methods to use. After carefully planning the recruiting effort, the recruiter uses one or more methods to produce a pool of potentially qualified candidates. A firm can generate candidates internally, from among its present employees who desire promotion or transfer, or externally, from the labor market. The organization then screens the candidates, evaluates some of them more thoroughly, and offers the best the position. Throughout the recruitment process, the organization attempts to "sell" itself to the more promising candidates-that is, to convince them that the organization is a good place to work and that it offers what they want in the way of both tangible and intangible rewards. In the recruitment and selection process, the organization's and the individual's objectives may conflict. The organization is trying to evaluate the candidate's strengths and weaknesses, but the candidate is trying to present only strengths. Conversely, although the candidate is trying to ferret out both the good and the bad aspects of the prospective job and employer, the organization may prefer to reveal only positive aspects. In addition, each party's own objectives may conflict. The organization wants to treat the candidate well to increase the probability of job-offer acceptance, yet the need to evaluate the candidate may dictate the use of methods that
may alienate the prospect, such as background investigations or stress interviews. Analogously, the applicant wants to appear polite and enthusiastic about the organization to improve the probability of receiving an offer, but he or she may also want to ask penetrating questions about compensation, advancement, and the company's financial health and future.
STEPS ON RECRUITMENT PROCESS:
1. 2. 3. 4.
Planning, Strategy development Searching, Screening Evaluation and control.
Personnel Human Resource Planning
Recruiting Needed Personnel
Selecting Qualified Personnel
Placing New Employees on Job
Developing Sources of Potential Employees
Search for Potential Employees
Evaluating Recruiting Effectiveness Upgrading in Same Position
Transferring to New Job Promoting to Higher Responsibilities
Employee Referrals External Source Advertising Evaluating for Selection
STRATEGIC ISSUES IN RECRUITING:
The nature of a firm's recruiting activities should be matched to its strategy and values as well as to other important features such as the state of the external labor market and the firm's ability to pay or otherwise induce new employees to join.
A good recruiting program needs to serve many and sometimes conflicting goals. A commonly mentioned goal is to attract a large pool of applicants, but applicant pools can be too large and thus costly to process. Recruiting must also attract a high proportion of well-qualified candidates who are seriously interested in accepting a job offer. Post-hiring goals also must be considered-the recruiting process must yield workers who are good performers and who will stay with the organization for a reasonable length of time. Further, all the preceding goals should be reached with the greatest speed and at the least possible cost to the organization. Balancing these varied goals against one another should be done with reference to the organization's overall strategy and values.
1. 2. Internal promotions Internal transfer
3. 4. 5. 6. Advertisement in newspapers Campus recruitment Consultants Job fairs
Internal or External Sources 63
Deciding whether the position is to be filled internally or externally is often an early task in recruitment planning for a specific vacancy. In some cases, there is no decision to be made. For instance, entry-level jobs must be filled externally, but for other positions, the company's policy or union contract may require that internal sources be used first. Most organizations use a mixture of internal and external sources-promoting from within when qualified employees are available and recruiting' from external sources when new skills are needed or growth is rapid. Each type of source has its advantages and disadvantages.
Advantages of Internal Recruiting When internal recruiting is used, a person of known ability fills the vacancy. Since the employer has observed the employee in one position, there is less guesswork involved in assessing his or her suitability for a second position. In contrast, assessments of external recruits are based on less reliable sources, such as references, and on relatively brief encounters, such as interviews. Another advantage of promoting from within is that doing so motivates current employees. Skilled and Ambitious employees are less likely to quit and more likely to become involved in developmental activities if they believe that promotion is likely. Also, training and socialization time is reduced when openings are filled internally because a current employee has less to learn about the organization and its idiosyncratic procedures than a newcomer. Recruiting may also be faster and less expensive if an internal candidate can be found. Finally, in times of impending retrenchment, filling as many jobs as possible internally maximizes job security for present employees.
Disadvantages of Internal Recruiting –
If the organization is expanding rapidly, there may be an insufficient internal supply of 64
qualified individuals above the entry level. This situation may result in people promoted before they are ready or not being allowed to stay in a position long enough to learn how to do a job well. Also, when one vacancy is filled internally, a second vacancy is created-the position of the individual who was promoted or transferred to fill the first vacancy. If this slot is also filled internally, then another vacancy occurs. This movement of personnel is called the ripple effect. Another disadvantage of internal recruiting is that some organizations' internal recruiting procedures are extremely cumbersome. Still another disadvantage of internal recruiting is that an organization can become inbred and lose flexibility if all its managers are homegrown. Finally, meeting affirmative action goals usually can be accomplished only by aggressive external recruiting.
Advantages of External Recruiting External recruiting can bring in new ideas and viewpoints, avoid the confusion that accompanies the ripple effect, meet affirmative action goals, and cope with the demands of rapid growth without overusing inexperienced personnel. Another advantage maybe savings in training costs. Hiring experienced workers away from other companies may cut down on the need for a comprehensive training and development program in-house. Finally, there may be instances that require a severe shakeup or turnaround. Particularly at the upper-management level, an outsider with no prior commitment to present employees or ongoing projects may be the only individual with enough objectivity (and even ruthlessness) to bring about needed changes and enunciate a new vision for the organization.
Disadvantages of External Recruiting One disadvantage of external recruiting is the cost. Because the external labor market is much larger and harder to reach than the internal one, recruiting externally usually takes longer 65
and costs more. With external recruiting, there is also the risk of hiring a candidate who does not live up to the apparent high potential displayed during the selection process. Finally, too much external recruitment is discouraging to current employees because it reduces their chances to move up in the organization.
External recruiting methods are often grouped into two classes:
1. Informal 1. Formal.
Informal recruiting methods tap a narrower labor market than formal methods. Informal methods include rehiring former employees or former cooperative education students, hiring people referred by present employees, and hiring from among those who have applied without being solicited. Formal recruiting methods search the labor market more widely for candidates with no previous connection to the company. Employee referral, also known as word-or-mouth advertising, is quick, effective, and usually inexpensive. Because employees who refer their friends and acquaintances as candidates have their own credibility on the line, they tend to refer people who are well qualified and well motivated and then to mentor these individuals once they are hired. In essence, the firm has as many recruiters as it has employee.
Formal methods of external recruiting entail searching the labor market for candidates who have no previous connection to the firm. These methods traditionally have included newspaper advertising, use of employment agencies and executive search firms, and campus 66
recruiting. Posting job ads on the Internet, either on the company's own site or a commercial job board has also become extremely popular in the last few years. Historically, newspaper advertising has been the most commonly used method of recruiting. On a scale from 1 (not effective) to 5 (extremely effective for producing high-performing employees), it is clear that three methods were considered superior: employee referrals, university recruiting, and executive search firms.
Internet recruiting has grown at a phenomenal rate over the past few years. Seventy-nine percent of Fortune's Global 500 companies recruited on the Internet in 2000, and 100 percent were expected to do so by 2002. Entire new job titles-such as Internet Sources, Internet Recruiting Specialist, and Internet Recruiting Manager-have come into being in the past few years. Companies find that Internet recruiting is much less expensive and much faster than traditional methods. It is by far the most economical way to reach a nationwide or worldwide audience of job candidates. Further advantages of Web-based recruiting, as seen by HR managers and search consultants, a drawback can sometimes be the very large number of resumes that are submitted, many of which are not at all suited to the positions listed.
When we talk of human resource management, we have in our mind a variety of things. These include: 1. 2. 3. 4. 5. 6. 7. Training Skill development and up-gradation of knowledge and skills of the employees. Motivating the employees, Effective utilization of the employees skills and capabilities Attracting the personnel and their retention Wages, salaries and rewards and Monitoring and controlling the employees performance
These aspects of human resource management and development are essential for every sector but in the case of tourism, they have a special significance. This is because tourism is a service industry and here the customer is not only buying a service or a product but he is also experiencing and consuming the quality of service which is reflected in the performance of the person involved in the production and delivery of the service. Since what is marketed here is a relationship between the customer and the producer of services, the importance of human resources becomes vital for the success of the business. Generally, in such service operations the emphasis has been on courtesy and efficiency and it is assumed that the service in tourism is all smiles and effective communication. However, with the changing nature of tourism and growing special sation only smiles, communications skills and courtesy will not serve the purpose. For example, a guide may be very good in communication but unless he or she is equipped with knowledge and information related to the monument or the city, he or she will not be able to perform quality service. Similarly, a driver may be very good at driving but
unless he knows the roads and addresses of the city, only his driving capabilities will be of no help in providing quality service. And we must remember here that tourists, whether foreign or domestic, are increasingly becoming more demanding as regards quality of service. Generally, human resource management, planning and development in tourism have to be taken at both macro as well as micro levels. At the macro level, one takes into account the educational and training infrastructure available in a country and the efforts initiated by the ICAO. This also includes the efforts initiated by the private sector. At the micro level, one takes into account how best individual organizations plan and manage their human resources V S Mahesh, formerly Vice President (Human Resources) with the Taj Group of Hotels, is of the opinion that two central features common to all sectors of the tourism industry must be considered in this regard:
The concept of Moments of Truth (MOT), and MOT‟s relationship to the attainment of service excellence in an organization.
Jan Carlzon has defined MOT “as an intention between a customer and an organization, which leads to a judgement by the customer about the quality of service received by her or him”. In tourism industry, 95% of the MOTs take place between customers and the front line staff and most of the time they are not visible to the management. For example, how a hotel receptionist is handling the customers or how an escort is conducting the tour is not visible to the management. Yet, the tourist‟s experience of the holiday is dependent on how the staff
manning such services has treated him or her. Mahesh has pointed out that in case of negative experiences, only less than five percent cases get reported to the management by the customers 69
and hence according to him the crucial questions is “are human beings capable of doing their job correctly, willingly and with a smile, when they know that their management is most unlikely to be able to see or hear them, let alone bear of their failure to do so”? This puts additional on the human resources management factor in the tourism industry. Certain organizations, companies and even destinations are known for their hospitality and are even termed as service leaders in their areas of operations. Researches conducted by various scholars in this area show that they have achieved this, status, through effective human resource management in their organizations. According to Gail Cook Johnson these companies have applied the principal of empowerment to all employees. This empowerment is manifested in the way that companies: 1. Are highly focused and consistent in everything they do and say in relation to employees, 2. 3. 4. 5. 6. Have manager who communicate with employees Facilitate, rather that regulate, their employees response to customers Solicit employee feedback about how they can do things better Stress the importance of team work at each level of the organization and Plan carefully the organization‟s recruitment and training needs.
These companies give less emphasis on hierarchy and formal relationship rather; they adopt flat organizational structure in terms of span of control. Johnson further states that these service leaders can be recognized for: 1. 2. Their unfailing commitment to service principles, Their investments in people to ensure staffing competence, 70
A management philosophy which stresses communication a proactive orientation and employee feedback and
A dedication to teamwork
In fact, human resource management and customer‟s care/expectations management are inter related area in the area of tourism. Sarah Mansfield has identified four key principles in the development of customer care within companies. These according to her are 1. Customer care „starts at the top‟ was meaning that commitment to the principle of customer care must emanate from senior management levels within an organization. Successful management‟ is not only about the right management style but also an attitude, ethos or culture of the organization which overrides the management
techniques used, such that in the absence of other instructions these values will dictate how an employee will behave. 2. „Customer care involves everyone‟ within the organization. It is not just about front-line staff. The contrary view „only services to reinforce the electricians‟ or administrators, opinion that the standard of service they give in support of the front-line staff is not important. How can cleaners do the right job unless they fully appreciate their customer‟ needs and the importance of their role? High standards of customer care cannot be achieved by ignoring seasonal, part time or voluntary staff that represents the face of the business to many customers. 3. „Care for your staff and they will care for your customers. Too often organizations look first to the customer, whereas the emphasis should be placed on the staff. Improving the experience of the staff encourages a better service and a better experience for customers. More customers are obtained thereby improving the climate in which management and 71
staff work. Investment and greater professionalism follow success and the cycle of achievement is reinforced.‟ 4. „It‟s a continuous‟, meaning that „customer care is not a quick fix Research but it long term plan‟. According to V S Mahesh “The nature, determinates and problem areas of service quality within tourism points clearly to the central role of personnel, at all levels, in attaining levels, of excellence in this respect. Development the service culture, within a company, and within tourism industry, cans he seen as crucial to the success of tourism.” Hence, the activities of an HRD manager in tourism can be categorized as: 1. 2. Human resource planning and Human resource development
Aspect like forecasting, recruiting and induction in the human resource area are taken care of through human resource planning. The identification of specific developmental needs for the manpower aimed at developing and exploiting the competencies of the human resources are taken care of through human resource development.
HUMAN RESOURCE PLANNING
In this Section, we will deal with certain aspects which are relevant for managers or entrepreneurs at an organization‟s level in the area of human resource planning. Human resource planning can be termed as a process for preparing a plan for the future personnel needs of an organization. It takes into account the internal activities of the organization and the external environmental factors. In a service industry like tourism, such planning also aims at improving the quality of manPOWER resources. Human resource planning involves: 72
Analysis of existing manpower resources, Planning for future needs taking into account how many people with what skills and at what levels the organization will need, and
Planning for the development of the employees by adopting in-house training and continuing education methods to upgrade the knowledge and skills of the employees.
RECRUITMENT AND SELECTION PROCEDURES
Recruitment and selection procedure is a vital factor of an organization. If it is not done properly the production procedure will be hampered. Hence productivity will fall down. So the organization will be in trouble and it will affect the employer- employee relationship. So recruitment and selection procedure should be done in proper and correct manner. The new candidates should replace the vacant post so that the production of the company does not hamper. By this the productivity will increase and the organization will gain profit. So the employer will be happy and will not hesitate to distribute bonus and increments to the workers. The workers will also be more motivated to work. Hence there will be harmonious relationship in the organization. It will also stabilize the organization in the long run.
CANDIDATES WILLINGNESS TO JOIN THE COMPANY
Chart Showing Employees Willingness to Join the Company
Reputation of the Company Job Prospect Working Environment
Salary Package Career Growth Opportunity
Location of the Company
From the chart it can be understood that most of the employees are inspired by the working environment of the company which resembles the personal traits of the Indians. I can also see that matters much followed reputation of the company and salary package which comprised 11% and 16% respectively. Job prospect plays a minor role in the minds of a candidate who had already joined the company. Location of the company (which
comprised 5% of the sample size) where majority of the employees are qualified with technical who in most of the cases dare to bother it.
MOST RELIABLE TYPE OF INTERVIEW IS
Chart Showing the Reliable Type of Interview is
7% 36% 36%
I tried to find out the most reliable type of interview according the employee. They expressed different view. According to the sample employees. I found that behavioral interview is most reliable and this view was supported by 36% of the
sample employees. Similar support was begged by the situational interview, while 26% structured interview and only 7% favored stress interview. Corresponding to this data I have drawn a pie chart above: In POWER GRID all the applications received in each branch/function (HR or Finance) will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test in each discipline of Engineering/Function (HR or Finance). In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English. Based on merit and requirement, the short-listed candidates will have to appear for Psychometric Test and/or Behavioral Assessment
Interview followed by Personal Interview. Candidates will be invited for Psychometric personal Test and/or in Behavioral Assessment Interview of merit on the basis followed by Test
performance. In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for interview.
The candidates are advised to ensure while applying that they fulfill the eligibility criteria and other requirements mentioned in this advertisement and that the particulars furnished by them are correct in all respects. In case it is detected at any stage of recruitment process that the candidate does not fulfill the eligibility
criteria and/or does not comply with other requirements of this advertisement and/ or he/she has furnished any incorrect/ false information or has suppressed any material fact(s), his/her candidature is liable to be rejected. If any of the above shortcomings is/are detected, even after appointment, his/her services are liable to be terminated without any no
BEST WAY TO RECRUIT PEOPLE
Chart Showing the Best way to Recruit People is
The employees at POWER GRID expressed their varied views about the best way, according to them, to recruit people. The employees in POWER GRID bear an opinion (about 40% of the sample) that advertisement is the best way to recruit people. While to 25% of the sample employees feel that walk-ins is best way while 20% feel that variable ways are the best. Others feel that recruiting people from search firms in a best way. Corresponding to this data I have drawn a pie chart above:
The aim of advertising is to make people aware that a vacancy exists and to persuade them to apply for the position. Advertising helps to define exactly the need of the company, and what separates it from its competitors. Often the people you want to attract are not openly looking for a new job, so you need to think of ways to sell the attributes of the company, e.g. what makes It unique, its culture, values, philosophy and so on.
Good advertising highlights the assets of the position and appeals to the career needs and concerns of the desired applicants. It is worth making your advertisement effective and attractive, as there is a high correlation between advertisements with accurate and complete information and recruitment .
RESPONSE GIVEN BY THE STAFF ABOUT THEIR QUERY
Chart Showing Employees Satisfied with the Response given by the Staff about Query
My survey clearly concludes that response of the company to any query made by the employees was absolutely good since 94% of my survey favors to this. 6% ratio of unsatisfied can also be further reduced if communication system is further improved. Corresponding to this data I have drawn a pie chart
I hereby submit my suggestion that every query by any employee should be seriously considered and it should be dealt in depth and if at any particular time of query if proper reply/material is not available, even than the answer must be given at a later stage after getting full information from the source available and the answer should not be kept in abeyance.
HOW CANDIDATES ARE RECRUITED IN THE COMPANY?
There are various ways of recruiting candidates in the company as depicted in the chart below: -
Chart Showing Employees Recruitment Process
6% 85% 9% 6%
Written Exam & Interview
Written Exam, G.D. & Interview
From the chart it is quiet clear that the company adopts various processes for recruiting the right candidate. Actual recruitment procedure followed by the company is by conducting written examination followed by interview which comprised 85% of my sample survey of 36 employees. But still some candidates are also chosen through written exam, GD& interview comprising only 6% and others comprising only 3%. These „others‟ include the reference of the existing employees within the organization itself.
will be invited for objective type written test at their own
expense. In Other words all the applications received in each branch/function (HR or Finance) will be separately arranged in descending order of merit i.e. based on a percentage of aggregate marks of all the years/ semesters of professional course and only the required number (according to the ratios mentioned) starting from the top will be called for written test in each discipline of Engineering/Function (HR or Finance). In case of a tie at cut-off marks, all the candidates scoring cut-off marks will be called for written test. The Written Test papers will be objective type in nature and will be in Hindi & English.
WRITTEN TEST CENTRES
The Written Test will be conducted at following eight centers: 1. Bhopal 2. Chennai 3. Delhi 4. Hyderabad 5. Kolkata 6. Mumbai 7. Silchar 8. Varanasi Candidates have to choose one of these cities as Test Centre and no change will be allowed subsequently .POWER GRID reserves the right to change or delete any of the above mentioned test centers at its discretion.
JOB SPECIFICATION OF THE EMPLOYEES
Chart Showing Job Specification of the Response of the Employees
Almost all the candidates got the specified jobs offered to them. This implies that the company has the organized manpower planning and well organized recruitment policy as shown in the following chart: -
From the chart above it crystal clear that the candidates get exactly the same job as specified. So from the company‟s perspective it is a good sign for the overall growth & development. Still some employees who comprised only 2.33% of my sample study.
THE ATTITUDE OF H.R. MANAGER
Chart Showing what employees feel about the Attitude of H.R. Manager
Good Very Good
The chart below depicts that most of the employees are doing service as per my survey of 20 employees. Most of the employees are satisfied with the attitude of H.R. Manager. 13%
says Good attitude, 30% says Very Good and 45% says the attitude of H.R. Manager is excellent. Corresponding to this data I have drawn a pie chart
From the chart it is crystal clear that the attitude & working of H.R. Manager is whole heartedly accepted to all the employees of the company. This will definitely boost the morale of the employees, which ultimately will increase efficiency, & working of the employees resulting in better growth of the company. Thus by every means company is profitable. Moreover such behavior of H.R. Manager can become the ideal of their colleagues & subordinates.
Corresponding to this data I have drawn a pie chart below: -
Chart Showing the Primary Source of Information for Recruiting People
25% 40% 15% 20%
THE PRIMARY SOURCE OF INFORMATION FOR RECRUITING PEOPLE SHOULD BE
According to the sample employee the primary source of recruiting people is Managerial. However, Testing & Recruiters Themselves source are the second most favored source of Recruiting people. Whenever the process of Recruitment is to be carried out. Managerial source of Recruiting people should be heavily considered
Advertisement in publications and recruitment booklets and information sheets for applicants was found to be the most frequently and the least frequently used method of managerial recruitment.
Newspaper advertisement was found to be the most preferred technique, while advertisement in the technical and professional journals was the least preferred technique for managerial recruitment in POWER GRID.
OPINION ABOUT POWER GRID COMPANY ‘S APPLICATION BLANk
Chart Showing Opinion about BHEL Company's Applicatioon Blank
The above chart depicts that the Application Blank of the company was up to the marks as everyone has praised & liked it. All the information and present status of the candidate is very thoroughly covered and it also acts as a ready reckner for the company. All the information is gathered and defines each and every thing very clearly about candidate who are applying for the job.
Under recruitment Procedures Requisition System is incorrect because the replacement does not require fresh approval, unless it is in place of termination. The data banks are not properly maintained. The dead bio-data are never being destroyed. Proper induction is not given to all the employees. It reserves to only a few levels. Salary comparison is not justifies. Old employees are demoralized by getting less surely then new employee. Salary fixation has a halo effect. Recruitment procedure is not fully computerized. Manpower‟s are recruited from private placement consultancy, who are demanding high amount of fees, where as HRD Department is not fully utilized to recruit manpower by advertisement. Before recruitment cost benefit analysis is not done properly. It causes manpower surplus which makes loss in the industry. Manpower is recruited from reliable source however efficiency does not recognize.
1. Fresh requisition requires approval and not replacement. The Data Banks should be computerized. The dead CVs should be destroyed. Each level of employee should be formally inducted and introduced to the Departmental Head. If not all levels, at least Asst. Manager and above category of employees. Salary comparison should be seriously done to retain the old employees. Proper salary structure to be structured to attract people and make it tax effective. Cost benefit analysis should be alone before creating a position or recruitment of manpower. Recruitment process should be fully computerized. External source should be given equal importance with internal source. By which new brain will be inducted in the company with skill, talent, efficiency etc. Manpower planning should be followed before recruiting. Proper inquiry should be done regarding previous employment of a candidate before recruitment to avoid industrial disputes.
1.Candidate willingness to join the company o o o o o o Reputation of the company Salary Package Working Environment Job Prospect Location of the Company Career growth opportunity
2.Most reliable type of interview o Behavioral o Situational o Stress 3. Best way to recruit people o Advertisement o Walk-ins o Search firms 4. Response given by the staff about their query Agree/Disagree 5. How candidates are recruited in the company o Written exam o Written exam & Interview o Written exam, G.D Interview 6.Job specification of the response of the employee Yes/No 7.Attitude of H.R Manager
o Good o Very good o Excellent
8. The primary source of information for recruiting people should be 1. 2. 3. 4. Managerial Testing Recruiters themselves Job analysis
9. Opinion about POWER GRID Company’s Application on Blank a) Good b) Very good c) Excellent
An example of a Questionnaire circulated among Yes executives a) Are you in support of recruitment policy? 40%
b) Whether the existing recruitment policy is 40% linked to productivity? c) Do you feel that manpower recruitment has 10% been rationalized by way of automation? d) Whether the existing recruitment policy is 70% getting will supports for the top management? e) What are the benefits you are deriving from the
existing recruitment policy? 1. Reduction on labor cost? 2. Effective utilization of human resources? 60% 30% 65% 30% 10% 10% 10%
3. Maintaining timing in recruitment and staffing 25% schedule? 60% f) Do you feel that job evaluation and job analysis helps in manpower recruitment in your organisation? g) Do you think that the personal recruited from external sources is more desirable than the internal sources? h) Whether cost benefit analysis is done before recruitment? i) Are you satisfied with the existing recruitment system of the organisation? j) Do you feel that performance appraisal helps in 35% recruitment process? k) Do you feel that training will effect to recruitment process? l) Do you think job rotation will affect the recruitment policy? 65% 65% 10% 85%
m) How are you controlling the shortage and 50% excess of manpower? 1. By employing casual worker 2. By employing extra hours 3. By lay off / retrenchment 90% 90% Nil
Nil Nil 90%
10% 10% 10%
From the response indicated above it appears that the prevailing recruitment policy has definite impact on the organisation. Most of the executives showed positive response to different questionnaires by virtue of manpower planning they used proposed deletion of manpower planning they used proposed deletion or addition of man in the organisation for a planning period. The excess or shortage is being adjusted and hence misutilisation is mere chance. The executives did not respond to the lay off and retrenchment for reduction in available human resources. Form the questionnaires it appears that the managerial staff are only interested for filling of the vacancies of higher post from out of the internal sources. This attitude will seize the professional approach of the organisation and May not able to induct fresh brain. From the answers of most of the managers it is observed that they want entry of new managers should be avoided and fresh recruitment shall be limited up to only staff cadre and not above that. From the answers of most of the executives it appears that cost benefit analysis is not properly followed by the organization and job rotation also not followed properly in the organization which make an employee all rounder in all respects. By which, in the absence of an employee the work will not discontinue.
AN EXAMPLE OF QUESTIONNAIRE CIRCULATED AMONG EMPOLYEES/ WORKMEN:
Yes No. No. Response o Are you satisfied with the existing recruitment 25% policy in your organisation? o Do you feel work load in your department? o Do you feel of your optimum utilization? o Do you satisfied with your job? 20% 70% 25% 25% 65% 65% 15% 10% 10% 10% 10% 65% 10%
o Do you feel that motivation is main factor for 75% optimum utilization of existing manpower? o Do you feel that recruitment of lower level staff 50% from external source is desirable than internal source? o Do you feel that training imported by your organisation performance? helps in improving your 60%
From the response to the above questionnaires it is clearly indicated that most of the workmen are dissatisfied about the existing recruitment policy. They are not given chance for their development. Their skill efficiencies are not recognized by the company
Certain schemes yield more fruitful results in certain conditions and with some specific objectives. Needless to say that management practices differ from organization to
organization. But the fact is that success does not follow automatically, the people who implement the system that matters just as the authority without acceptance have no meaning. Recruitment process without trust of employees and organization has no value how hobble the objective may be so an attempt is made to study the attitude of those who are participating in recruitment process before giving any suggesting and concluding remarks. For this purpose research has taken opinion of 20 executives and 50
worker/employee of different departments/sections of the organization. The questionnaire prepared and circulated May them is reproduced below indicating their responses to each question.
Studying the recruitment procedures of POWER GRID. Analyzing the respondent‟s answers, opinion survey and date analysis the researcher came to a conclusion that POWER GRID is a growing Company. It has a separate personnel department which is entrusted with the task of carrying out the various efficiently. The business of POWER GRID is carried on in a very scientific manner. In the saturation point of business it need not waste the time to diversify into the another business. Management understands the business game very well. At the time of difficulty it takes necessary action to solve the problem. Now the personnel department of POWER GRID is in infancy stage. It always try to modernize the department. It strongly believes in manpower position of the organization because it knows in the absence of „M‟ for man all „Ms‟ like money, material, machines, methods and motivation are failure. It always tries to develop the human resources. In the absence of right man, material, money, machines all things will not be properly utilized. So it always recruits manpower in a scientific manner.
JOB ANALYSIS FORM
Job Title…………………… …………….…… Date…… Location ……………………….. Department…………………………………… Analyst………………………….…………………………… Code No…………………………… Reason for the job …………………………… Supervised.. …………………… Wage or salary range………………………………………………… Relation to other jobs: Promotion from……….. Promotion to………………….. Job summary: Work performed:……………………………………………………… Major duties :………………………………………………………. Other tasks :………………………………………………………… Equipment/Machines used:……………………………………………. Working Condition…………………………………………………… Skill Requirements: Education: (Grade or Year) Training : Job experience: (a) TYPE OF experience…………………….. Length of experience…………………… Supervision : (a) Positions supervised……………………. (b) Extent of supervision………………….. Job knowledge: (a) General …………………………… (b) Technical……………………………… Special………………………………………… Responsibility: (a) for product and material ……………………. For equipment and machinery……………… For work of others……………………… For safety of others…… Physical Demands : Physical efforts Surroundings Hazards Resource fulness
JOB SPECIFICATIONS FORM
Job Title: Drill Operator Job Code ……………………
REQUIREMENTS 1. EDUCATION : Ability to read and understand production orders and to make simple calculations. Preferably High School Certificate. 2. TRAINING AND EXPERIENCE: No special training required. Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effort is required. 4. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION : Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others.
Authorized Signatory Preliminary interview of the candidates is conducted by HRD based on Personal Data Format given below filled up by the candidate with the help of technical person along with the Dept. Date: Venue: Position: NAME OF THE CANDIDATE TIME REMARKS
INTERVIEW CALL LETTER
Date ---------------Dear Sir, “___________________________________________________”
This has reference to your application for the above mentioned position in our organization. We are pleased to invite you for a meeting with the undersigned on…………………….at………a.m./p.m. Please confirm this appointment. We have enclosed a blank personal Data Form. Please fill this in and bring with you along with your educational and experience certificates / testimonials in original for the meeting. No TA/DA shall be admissible for attending this interview. You will be reimbursed to and for train fare by 1st / 2nd class for attending this interview. We take this opportunity to thank for the interest you have shown in joining our organisation. Yours sincerely, For POWER GRID
D.PERSONAL DATA FORM Any candidate appearing for an interview in the company is required to fill in his/her particulars in the prescribed "Personal Data Form"
APPLICATION FORM FOR EMPLOYMENT
CONFIDENTIAL Refrence (including advt. ref. if any) Position Applied for Time for Joining
PERSONAL DETAILS: Name: ( in Block letters as registered in school certificate) (First Name) Present Address: Permanent Address Tel. Res. Tel. Off. Date of Birth Age E-mail (Personal) Place of Birth Children: Male Female State of age of age Mob. (Middle Name) (Last Name)
Martial Status: Married/ Single
EDUCATION: Details of all examination passed from matriculation or equivalent onwards Exam/Degree/ School/ Year Branch of Class/ Regular/Part Diploma/ College/ of Study Grade/ Time/ Certificate University Passing Electives/ Division Correspondence Specialization & % of Subjects marks
State reasons for gaps in studies, if any: Academic Achievements: PROJECT WORK/PUBLICATION/THESIS Organization Details From
BRIEF DETAILS OF ANY THESIS, IF ANY
WORK EXPERIENCE: Present/ Last Job Organization Address Period of Employment From: Nature of Business To:
Current Position/ Position held
Sales Turnover of the organization Sales Turnover of your unit No. of employees in the Dept. you work Non- Executive No. of Direct report:
No. of employees in the orgn. No. of employees in your unit No. of Executive No.of -
No. of Executives
No. of Non-Executive
List your 3 core competencies 1. 2. 3.
List 3 Key Achievements in your career 1. 2. 3.
Please draw a brief organization chart of your dept./ Division and outline your responsibilities (Attach sheets giving details if required) Organisation Chart: Current Responsibilities
Principles and practice of Management –by C.B. Gupta. Human Resource Development – by U.B. Singh
Management of human Resource.
Dynamic of personnel administration by M.N. Rudrabasavaraj.
Power grid manual.
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