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A Study On Recruitment and Selection Process in BHEL PDF
A Study On Recruitment and Selection Process in BHEL PDF
CHAPTER-1
INTRODUCTION
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A study on recruitment and selection process in BHEL
INTRODUCTION
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A study on recruitment and selection process in BHEL
Michael J. Jucius defined personnel management as “ the field of management which has to
do with planning, organizing, directing and controlling the functions of producing,
developing, maintaining and utilizing a lobour force, such that the-
Objectives for which the company is establishes are attained economically and
effectively
Objectives of all levels of personnel are served to the highest possible degree
Objectives of society are duly considered and served.
According to Pulapa Subba Rao, Human Resource Management (HRM) is
managing (planning, organizing and controlling) the functions of employing, developing and
compensating human resources resulting in creating and developing human relations and
utilization of human resources with a view to contribute proportionately (due to them) to the
organizational, individual and social goals.
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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A study on recruitment and selection process in BHEL
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A study on recruitment and selection process in BHEL
Motivation – Motivation aids, bonus, incentives, profit sharing non-monetary benefits are
esteem satisfaction, career development, growth, decision making, delegation of authority
and power, promotion etc.
employee Relations-Grievance handling participation, collective bargaining and other
aspects of co-ordination relations conductive to mutual understanding and trust.
NEED FOR HUMAN RESOURCESMANAGEMENT
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.
Human Resources planning is essential because of frequent labor turnover which is
avoidable and even beneficial because it arises from factor which socially and
economically sound such as voluntary quits, discharges, marriages, promotion etc.,
In order to meet the needs of expansion programmes which become necessary because of
increase in the demand for goods and service by a growing population a rising, standard
of living which calls for larger quantities of the some goods and services as also for new
goods.
The nature of the present work in relation to its changing needs also necessitates the
recruitment of new labor.
Man power planning is also needed in order to identify areas of surplus personnel and
areas in which there is a shortage of human resources.
The objective of Human Resources Management is to maintain and improve the
organization ability to achieve its goals by developing strategies that will result in
optimum contribution of human resource.
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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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In order to realize the objectives stated above HRM must perform certain
functions. The scope and objectives stated above are indicative of functions; a Manager in charge
of human resource department must perform. The below given objectives and the functions to be
performed to achieve those objectives are as stated:
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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
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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 company‟s 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:
Net Human
Human
Resource shortage
resource plan
Requirements
Job Vacancies-Number-Type
Recruitment plan
Searching Applicants screen Potential To
Number
Techniques Pool Hires Selection
Type n
Strategy
development Applicants Evolution
sources: where, population and control
how, when?
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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.
EVALUTION OF RECRUITMENT PROCESS
The recruitment process has the objective of searching for and obtaining applications from job-
seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might
include.
1. Return rate of applications sent out.
2. Number of suitable candidates for selection.
3. Retention and performance of the candidates selected.
4. Cost of the recruitment process.
5. Time lapsed data.
6. Comments on image projected.
EVALUTION OF RECRUITMENT METHODS
The evaluation of recruitment methods might include:
1. Number of initial enquiries received which result in completed application forms.
2. Numbers of candidates at various stages of the recruitment and selection process,
especially those shortlisted.
3. Number of candidates recruited.
4. Number of candidates retained in the organization after six months.
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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 the employee, depending on the type of
environment where he has been transferred.
Employee referrals:- Employees working in an organization may also be the source of
recruitment. People who are known to and recommended by employees may be safely selected
for the job in the organization. An advantage of persons selected through this source is that they
will be loyal and dedicated to the organization. For any lapse or indiscipline on their part the
employees who recommended their names can be held responsible. But it may lead to favoritism,
nepotism and in breeding.
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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iv. Body Shopping: professional organizations and the hi-tech training institutes develop a
pool of human resources for the possible employment. The prospective employers
contract these organizations to recruit the candidates. Otherwise, the organizations
themselves approach the prospective employees to place their human resources. These
professional and training institutions are called body shoppers and these activities are
known as body shopping. The body shopping is used mostly for computer professionals.
v. Business Alliances: business alliances like acquisitions, mergers, and take-overs help in
getting human resources. In addition, the companies do also have alliance in sharing their
human resources on ad-hoc basis.
It does mean that, the company with surplus human resources offers the
services of their employees to other needy organizations.
vi. E-Recruitment: The technological revolution in telecommunication helped the
organizations to used internet as a source of recruitment. Organizations advertise the job
vacancies through the world wide web (www) internet. The job seekers send their
applications through e-mail or internet. Alternatively, job seekers place their CVs in the
world wide web/internet, which can be drawn by the prospective employers depending
upon their requirements.
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.
SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE
The role of selection in an organization‟s is crucial for at least, two reasons.
First, work performance depends on individuals. The best way to improve performance is to hire
people who have the competence and the willingness to work. Arguing form the employee‟s
viewpoint, poor are inappropriate choice can be demoralization to the individual concerned (who
finds himself or herself in the wrong job) and de-motivating to the rest of the work force
effective selections, therefore, assumes greater relevance.
Second, cost incurred in recruiting and hiring personnel speaks volume about
the role of selection. Here is one instance to prove how expensive recruitment has become pepsi
had gone on a crash recruitment drive. Six people from the company look over the entire oberoi
business center in Mumbai; 3000 applications in response to an advertisement issued earlier were
scanned; applicants were asked to respond by fax within 100 hrs; finally, the short listed persons
were flown and interviewed. Quite an expensive affair by any standard! In the US, it is much
more expensive. The cost of searching for and training a top level executive may run into $
250,000.
As was pointed out in the above recruitment topic consultants charge fees ranging
from 20 to 50 percent of the first year‟s salary of an employee‟s selected. Assuming a manager is
assured of a compensation of Rs. 2,00,000 in the retainers fee works out to be 40,000 to
1,00,000.
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SELECTION PROCESS
External Environment
Internal Interview
Preliminary Interview
Selection Tests
Employment Interview
Rejected applicants
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, company‟s image, company‟s 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 applicant‟s 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 person‟s 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 employee‟s motivation to function
in a particular working environment.
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There are various tests designed to assess a candidate‟s personality. The Bernsenter personality
inventory, for example, measures one‟s self-sufficiency, neurotic tendency, sociability,
introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception
Test (TAT) assesses an individual‟s 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
applicant‟s 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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Obviously, one reason for a physical test is to detect if the individual carries any infectious
diseases. Second, the test assists in determining whether an applicant is physically fit to perform
the work. Third, the physical examination information may be used to determine if these are
certain physical capabilities which differentiate successful and less successful employees.
Fourth, medical check-up protects applicants with health defects from undertaking work that
could be detrimental to themselves or might otherwise endanger the employer‟s property, finally,
such an examination will protect the employer from workers compensation claims that are not
valid because the injuries or illnesses were present when the employee was hired.
Job Offer
The next step in the selection process is job offer to those applicants who have crossed all the
previous hurdles. Job offer is made through a letter of appointment. Such a letter generally
contains a date by which the appointee must report on duty. The appointee must be given
reasonable time for reporting. This is particularly necessary when he or she is already in
employment, in case the appointee is required to obtain a relieving certificate from the previous
employer. Again, a new job may require movement to another city which means considerable
preparation and movement of property.
Contracts of Employment
After the job offers have been made and the candidates accept the offers, certain documents need
to be executed by the employers and the candidates. One such document is the attestation form.
This form contains certain vital details about the candidate which are authenticated and attested
by him/her. Attestation form will be a valid record for future reference.
Evaluation of Selection Programme
The broad test of the effectiveness of the selection process is the quality of the personnel hires. A
firm must have competent and committed personnel. The selection process, if properly done, will
ensure availability of such employees. How to evaluate the effectiveness of a selection
programme? A periodic audit is the answer. Audit must be conducted by people who work
independent of the HR department.
Recruitment and Selection:
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
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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 personnel‟s.
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.
Suitability for a job is typically assessed by looking for skills, e.g.
communication skills, typing skills, computer skills. Evidence for skills required for a job may
be provide in the form of qualifications (educational or professional), experience in a job
requiring the relevant skills or the testimony of references. Employment agencies may also give
computerized tests to assess an individual‟s “off-hand” knowledge of software packages or
typing skills. At a more basic level written tests may be given to assess numeric and literacy
A candidate may also be assessed on the basis of an interview. Sometimes
candidates will be requested to provide a resume (also known as a CV) or to complete an
application form to provide this evidence. One of the main objectives of an organization is to
obtain the right number and kinds of people at the right places and at the right time, who
are capable of performing tasks that will help the organization in achieving its objectives.
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
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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LIMITATIONS
The study was not out of certain limitations and the study was need based and suitable for
today‟s context only and it was not standard one and certain important factors like time and
finance was also big constraint in doing the project.
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
I INTRODUCTION
II RESEARCH DESIGN
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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BHEL STRATEGY
VISION
A world-class Engineering Enterprise Committed to Enhancing Stakeholder value.
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.
Integrity
Understanding
Excellence
Unity
Responsibility
Code of conduct
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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
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HR Organization Chart
Corporate Manager-HR
Staffing-1 Staffing-2
Documents Documents
Recruitment
Recruitment Recruitment
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VP-Operation
Integrated QC
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Grade structure
The grade structure is subject to change depending on the changes in the policy
A Trainee Trainee/Management
trainee
B Engineer/Developer/Designer/Analyst/Writer/Editors.. Executive/System
Admin/Associate
D Team Leader _
I Managing Director _
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EXPERIENCE LEVEL:
A 0-1
B >1-3
C >3-5
D >5-7
E >7-10
F
>10 yrs, based on the expertise and managerial
G Capabilities, technical competencies..
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SWOT ANALYSIS
Strengths
BHEL brand equity in India.
BHEL is India‟s 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:
Threats:
PRODUCT PANORAMA:
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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A study on recruitment and selection process in BHEL
Sub-station Automation System (SAS) and Supervisory Control and Data Acquisition
Systems (SCADA)
Traction Drive System for Locomotives
Traction Drive Systems for Electrical Multiple Units (EMUs)
AC Drive Systems
Static Starters
Induction Heating System
High Voltage Direct Current (HVDC) Systems
Flexible AC Transmission Systems (FACTS)
Custom Power Controllers
Static VAR Compensation (SVC) Systems
Controlled Shunt Reactor (CSR)
DEFENCE ELCTRONICS
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A study on recruitment and selection process in BHEL
SERVICES OFFERED
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A study on recruitment and selection process in BHEL
CHAPTER-3
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A study on recruitment and selection process in BHEL
Advertisement 31 54%
Others 3 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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A study on recruitment and selection process in BHEL
Others
07%
Employment exchange
17%
Inference:
From the above basis of selection that majority of the respondent found the vacancies from
advertisement.
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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
Poor
02%
Satisfactory
05%
Excellent
66%
Good
27%
Inference:
From the above basis of selection the recruitment policy in BHEL is excellent.
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A study on recruitment and selection process in BHEL
Yes 49 98%
No 1 02%
Total 50 100%
Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.
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A study on recruitment and selection process in BHEL
No 2
Yes 48
0 10 20 30 40 50 60
No.of respondent
Inference:
From the above basis of selection the recruitment policy has improved in recent years.
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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
50
45
40
35
30
25
47
20
15
10
3
0
Yes No
Response
Inference:
From the above bases of selection the requirements of man power is recognized in advance.
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A study on recruitment and selection process in BHEL
Yes 49 98%
No 1 02%
Total 50 100%
Analysis:
Out of 50 employees 49 have been opted for yes.1 response towards no.
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A study on recruitment and selection process in BHEL
No
2%
Yes
98%
Inference:
From the above table bases of selection there id induction and training program at BHEL.
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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
0% 3%
5%
Intelligent
31% Qualification
Experience
Training
Others
61%
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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A study on recruitment and selection process in BHEL
Tables.no.7. Does the selection process helps the organization to get the right man for right
job.
Yes 49 98%
No 1 2%
Total 50 100%
Analysis:
Out of 50 employees 49 have been opted for yes and 1 response towards no.
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A study on recruitment and selection process in BHEL
Chart: 7. Does the selection process helps the organization to get the right man
No
Response
Yes
0 10 20 30 40 50 60
No. of respondents
Inference:
Majority of the employees have endorsed the effectiveness of the selection process of right
personnel.
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A study on recruitment and selection process in BHEL
Table. no: 8. The selection process ensure that only competent people are recruited.
Agree 15 37%
Disagree 1 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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A study on recruitment and selection process in BHEL
Chart : 8. The selection process ensure that only competent people are recruited.
40
35
30
25
No. of respondents
20
15
10
0
Strongly agree Agree Neither agree neither disagree Strongly Disagree
disagree
Attributes
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.
Yes 47 93%
No 3 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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A study on recruitment and selection process in BHEL
Chart : 9. Do you feel group discussion should be conducted to select right employee.
50
45
40
35
no. of respondents
30
25
20
15
10
0
Yes No
response
Inference:
From the above table it confirms that group discussion should be conducted to select right
employee.
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A study on recruitment and selection process in BHEL
Effective 49 98%
Non-effective 1 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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A study on recruitment and selection process in BHEL
60
50
40
no.of respondents
30
20
10
0
Yes No
response
Inference:
From the above basis of selection effectiveness of interviews do help in knowing a person better.
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A study on recruitment and selection process in BHEL
Table. no: 11. Do officials from different functions and different levels of organization
conduct interview?
Yes 48 95%
No 2 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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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
60
50
40
no. of respondents
30
20
10
0
Personal interview Telephonic Video conferencing All the three
interview
response
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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A study on recruitment and selection process in BHEL
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 can‟t say.
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A study on recruitment and selection process in BHEL
50
45
40
35
30
no. of respondents
25
20
15
10
0
Short process Long process Can't say
response
Inference:
From the above basis interview process followed in BHEL is short process which is helpful for
the applicants.
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A study on recruitment and selection process in BHEL
Table. no: 14. Does recruitment contribute to the goals of the organization.
Yes 48 95%
No 2 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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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
Internal 37 68%
External 11 27%
Both 2 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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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
Table. no: 16. Are you satisfied with the interview process.
Yes 48 95%
No 2 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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A study on recruitment and selection process in BHEL
Pleasant 47 93%
Tense 0 0%
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 can‟t say.
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A study on recruitment and selection process in BHEL
50
45
40
35
30
no. of respondents
25
20
15
10
0
Pleasant Tense Can't say
response
Inference:
From the above basis physiological atmosphere during interview is pleasant.
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1-2 50 100%
2-3 0 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
0
1-2 rounds 2-3 rounds more than 3 rounds
response
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?
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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A study on recruitment and selection process in BHEL
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 Image of company Pay scale
response
Inference:
Most of the employees retains in the company due to the future prospects according to the above
table.
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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
25
20
no. of respondents
15
10
Very good
Good
Average
Bad
response
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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A study on recruitment and selection process in BHEL
SUMMARY OF FINDINGS:
From the above basis of selection that majority of the respondent found the vacancies
from advertisement.
From the above basis of selection the recruitment policy in BHEL is excellent.
From the above basis of selection the recruitment policy has improved in recent years.
From the above basis of selection the recruitment of man power is recognized in advance.
From the above table basis of selection there is induction and training program at BHEL.
Most of the selection is based on the mental capabilities(intelligence) of the respondents
and qualification is also equally important according to the observation.
Majority of the employees have endorsed the effectiveness of the selection process of
right personnel.
Based on the previous observation (refer table 7) most of the respondents feel that only
competent persons are recruited.
From the above table it confirms that group discussion should be conducted to select right
employee.
From the above basis of selection effectiveness of interviews do help in knowing a person
better.
From the above basis of selection the officials from different levels of organization do
conduct interview to assess the overall competence of the respondent.
From the basis of selection, like in all government organization most of all the interviews
are planned.
From the above analysis it can be observed that there is existence of induction program in
the organization.
From the above table it confirms that the recruitments contribute to the goals of the
organization.
The necessary tendencies have no effect on the recruitment in the company.
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A study on recruitment and selection process in BHEL
From the above table it confirms that the recruitments for internal candidates can be
done.
Majority of the respondents believe that recruitment helps one to know the organization
better.
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 employee‟s 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 employee‟s.
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 employee‟s 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 employee‟s 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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A study on recruitment and selection process in BHEL
QUESTIONNAIRE:
Age :-
Qualification :-
Designation :-
Department :-
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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
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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A study on recruitment and selection process in BHEL
11. Do officials from different functions and different levels of organization conduct
interview?
Yes
No
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A study on recruitment and selection process in BHEL
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
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BIBLIOGRAPHY
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BOOKS REFERRED:
JOURNALS REFERRED:
Social Media & manual and catlogs of BHEL
WEBSITES:
www.google.com
www.bhel.com
www.bheledn.com
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