CERTIFICATE

This is to certify that this dissertation report entitled

“ RECRUITMENT PROCEDURE OF INDIAN RAILWAYS “ at East
Coast Railways, Bhubaneswar is the result of genuine
research work carried out by Anjali Kumari under the
guidance and supervision of Dr. Mrs. Nargis Begum,
Bachelor of Business Administration, Trident Academy of
Creative Technology affiliated under Utkal University, as
partial fulfilment for BBA during the session 2016-2019.

Dr. Mrs. Nargis Begum

DATE:- / / (H.O.D. & faculty of HR)
Bachelor of Business Administration,

Trident Academy of Creative Technology,

Bhubaneswar, Odisha.

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 DECLARATION
I, Anjali Kumari, do hereby declare that the project
report entitled “RECRUITMENT PROCEDURE OF INDIAN
RAILWAYS” at EAST COAST RAILWAYS submitted by me is
completely based on my own efforts under the
guidance of my faculty Guide Dr. Mrs. Nargis Begum,
and Industrial guide Mr. L. PREM KUMAR. This report is
submitted as a part of the partial fulfilment of my
degree and has not been submitted to any other
university in any other form or not published at any
time before.

SIGNATURE OF THE CANDIDATE

ANJALI KUMARI

ROLL NO. 16324UT16009

Academic session: 2016-2019

Trident academy of creative

technology.

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 INDEX
INTRODUCTION OF THE STUDY………………………………………………………………………………………5

ABOUT INDIAN RAILWAYS……………………………………………………………………………………………..8

ABOUT EAST COAST RAILWAYS………………………………………………………………………………………10

RECRUITMENT………………………………………………………………………………………………………………..11

ORGANISATIONAL STRUCTURE OF INDIAN RAILWAYS…………………………………………………..13

DIVISIONAL STRUCTURE…………………………………………………………………………………………………14

LIST OF ZONES AND ITS DIVISIONS………………………………………………………………………………..14

RAILWAY RECRUITMENT…………………………………………………………………………………………………18

RECRUITMENT PROCESS………………………………………………………………………………………………..23

CONCLUSION…………………………………………………………………………………………………………………40

BIBLIOGRAPHY………………………………………………………………………………………………………………41

QUESTIONNARE……………………………………………………………………………………………………………42

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PREFACE
In this age of neck to neck completion, there is much importance
given to practical knowledge. The theoretical knowledge is not
sufficient to understand the boundless field of business
management.

Today every person wants to be a master in the field they are in.
The practical training is a life of management student. In modern
world the importance of management is increasing day by day.
Industrial training provide a student sufficient knowledge to develop
an education to connect theory and practical.

So, to fulfil our purpose I have done training at East Coast

Railways, Bhubaneswar.

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ACKNOWLEDGEMENT
“ACKNOWLEDGEMENT IS AN ART, ONE CAN WRITE GLIB STANZAS WITHOUT MEAN A
WORD, ON THE OTHER HAND, ONE CAN MAKE A SIPMPLE EXPRESSION OF GRATITUDE.”

I take the opportunity to express my gratitude to all of them who in some or

other way helped me to accomplishment this challenging project in East Coast
Railways, Bhubaneswar. No amount of written expression is sufficient to show
my deepest sense of gratitude to them.

I am extremely thankful and pay my gratitude to Mr. L. Prem Kumar and my

faculty guide Dr. Mrs. Nargis Begum, for their valuable guidance and support on
completion of this project.

A special appreciative “Thank You” in accorded to all staff of East Coast

Railways, Bhubaneswar for their positive support.

I also acknowledge with a deep sense of reverence, my gratitude towards my

parents and members of my family, who has always supported me morally as
well as economically. At last but not least, gratitude goes to all of my friends who
directly or indirectly helped me to complete this project report.

THANKS EVERYONE…

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 EXECUTIVE SUMMARY
Today, in every organisation personnel planning as an activity is necessary. It is an activity is
necessary. It is an important part of an organisation. Human Resource Planning is a vital
ingredient for the growth of organisation in the long run. There are certain ways that are to
be followed by every organisation, which ensures that it has exact number as well as the
right kind of people at the right juncture, so that organisation can achieve to reach apex of
its planned objective.

The objective of human resource Department are comprising Human Resource

Planning, recruitment and selection, Training and Development, Career planning, Transfer
and Promotion, Risk Management, Performance Appraisal and so on. Each objective needs a
special attention and proper planning along with its needful implementation.

For every organisation, it is vital to have a right person meant for right job.
Recruitment also plays a vital role to enhance the welfare of the industries. Shortage of skill
and the use of new technology are putting considerable pressure on how employers’ go
about recruiting and staff welfare. It is recommended to carry out a strategic analysis of
recruitment and welfare of the industries. Shortage of skill and the use of new technology
are putting considerable pressure on how employers’ go about recruitment and staff
welfare. It is recommended to carry out a strategic analysis of recruitment and welfare
procedure.

With reference to this context, this project is being prepared to put a light on
recruitment and welfare scheme. This project includes meaning and definition of
recruitment and welfare, need and purpose of recruitment, evaluation of recruitment
process and recruitment tips. Sources of recruitment through which an organisation gets
suitable application. Scientific recruitment should follow for right manpower. Job analysis
which gives an idea about the recruitment of the jobs.

Recruitment and welfare activities are simultaneous process and are incomplete
without each other like both sides of a coin. They are important components of the
organisation and different from each other. Since all the aspect needs practical effort and

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 INTRODUCTION OF THE STUDY
Human Resource Management is the process of recruitment and selecting
employee, providing orientation and induction, training and development, assessment of
employee, [performance of appraisal], providing compensation and benefits , motivating ,
maintaining proper relations with employees and with trade unions , maintaining
employees safety , welfare and healthy measure in compliance with labour laws of the land.
Every organisation’s desire is to have skilled and competent people to make their
organisation more effective than their competitors. Human are very important assets for
the organisation rather than land and building, without employees [humans] no activity in
the organisation can be done. Machines are meant to produce more goods with good
quality but they should get operated by the human only.

Recruitment is positive process of searching for prospective employee’s and

stimulating them to apply for the jobs in the jobs in the organisation. When more persons
apply for jobs then there will be a scope for recruiting better persons. The job- seekers too,
on the other hand, are in search of organisation offering them employment. Recruitment is
a linkage activity bringing together those with jobs and those seeking jobs. In simple words,
the term recruitment refers to discovering the source from where potential employees may
be selected. The scientific recruitment process leads to higher productivity, better wages ,
high morale , reduction in labour turnover and enhanced reputation. It stimulates people
apply for jobs; hence it is a positive process

Welfare refers to the economic wellbeing of an individual, group ,or economy . For
individuals, it is conceptualized by a utility function. For groups, including countries and the
world, it is tricky philosophical concept , since individuals fare differently. In trade theory, an
improvement in welfare is often inferred from an increase in real national income.

Objectives of the study:

This study programme has got the following objectives:

 To know whether the employees are aware about the recruitment and selection
policies followed by Indian railways.
 To study the recruitment and welfare activities followed by Indian railways.
 To study the guidelines and principles followed in recruitment and welfare schemes.
 To know whether the employees are satisfied with the recruitment and welfare
procedure or not.
 To examine how the recruitment and welfare practices affects the organisational
outcomes at Indian railways.
 To know the effectiveness of recruitment and welfare policy provided by the
company.

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Scope of the study:
In this report i tried to present details about the recruitment, selection, channels of
promotion and staff welfare being presently followed in Indian railways and collected
feedback from different employees of different department during my interaction with
them. The scope of the study covers in depth, the various principles, guidelines, rules,
formats being followed in Indian railways.

Limitations of the study:

The first and foremost constraint was time factor. Within a limited period of time, it was not
possible to study various aspects of the organisational in details.

During the course of understudy training programme the following difficulties were faced:

 Any research work is primarily based on the assumption that the sample represents
the whole. Consequently generalization errors and mapping error up.
 It could not be possible to visit the locations and a first-hand opinion.
 Very often the organisation secrecy stood on the way to find out the information
regarding some aspects of the study.

The ministry of railways has following nine undertakings:-

1. Rail India Technical & economic Services Limited(RITES)
2. Indian Railways Constrution (IRCON) International limited
3. Indian Railway Finance Corporation Limited (IRFC)
4. Container Corporation of India Limited (CONCOR)
5. Konkan Railway Corporation Limited (KRCL)
6. Indian Railways Catering & Tourism Corporation Ltd (IRCTC)
7. Railtel Corporation of India Ltd (Rail Tel)
8. Mumbai Rail Vikas Nigam ltd (MRVNL)
9. Rail Vikas Nigam Ltd (RVNL)

Indian Railways have their research and development wing in the form of research,
design and standard organisation (RDSO). RDSO functions as the technical advisor
and consultant to the ministry, Zonal Railways and Production Units.

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BUDGET HIGHLIGHTS:
 Hiring 100,000 staff in FY13. Backlog of SC/ST/OBC and other categories to be
wiped off.
 Introduction of wellness programme for staff.
 Ensuring proper rest for skilled & technical staff
 Rail Khel Ratna Awards.
 Improvements to railway stations providing employment to 50,000 people.
 NID to design uniforms for employees.
 Setting up of recreational facilities in the workplace for the first time.
 Motivational sessions and development programmes to be conducted.
 Transparent selection process and continuous appraisals
 Huge sum allocated for attracting and developing talent.

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ABOUT INDIAN RAILWAYS
Indian Railways (IR) is India's national railway system operated by the Ministry of Railways. It
manages the fourth-largest railway network in the world by size, with 121,407 kilometres (75,439
mi) of total track over a 67,368-kilometre (41,861 mi) route. Forty nine percent of the routes are
electrified with 25 KV AC electric traction while thirty three percent of them are double or multi-
tracked.

IR runs more than 13,000 passenger trains daily, on both long-distance and suburban routes, from
7,349 stations across India. The trains have a five-digit numbering system. Mail or express trains, the
most common types, run at an average speed of 50.6 kilometres per hour (31.4 mph). In the freight
segment, IR runs more than 9,200 trains daily. The average speed of freight trains is around 24
kilometres per hour (15 mph).

As of March 2017, IR's rolling stock consisted of 277,987 freight wagons, 70,937 passenger coaches
and 11,452 locomotives. IR owns locomotive and coach-production facilities at several locations in
India. The world's eighth-largest employer, it had 1.308 million employees as of March 2017.

In the year ending March 2018, IR is projected to carry 8.26 billion passengers and transport 1.16
billion tons of freight. In the fiscal year 2017-18, IR is projected to have earnings of ₹1.874 trillion
(US$28 billion), consisting of ₹1.175 trillion (US$18 billion) in freight revenue and ₹501.25 billion
(US$7.5 billion) in passenger revenue, with an operating ratio of 96.0 per cent.

Indian Railways is headed by seven-member Railway Board whose chairman reports to the Ministry
of Railways. IR is divided into 17 zones, headed by general managers who report to the Railway
Board. The zones are further subdivided into 68 operating divisions, headed by divisional railway
managers (DRM). The divisional officers of the engineering, mechanical, electrical, signal and
telecommunication, stores, accounts, personnel, operating, commercial, security and safety
branches report to their respective DRMs and are tasked with the operation and maintenance of
assets. Station masters control individual stations and train movements through their stations'
territory. In addition, there are a number of Production Units, Training Establishments, Public Sector
Enterprises and other Offices working under the control of Railway Board.

Indian Railways is a multi-gauge, multi-traction system covering the following:

Broad Meter
Narrow Gauge
Gauge Gauge
Track (762/610 Total
(1676 (1000
Kilometers mm)
mm) mm)
86,526 18,529 3,651 108,706

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 Route Electrified Total
Kilometers 16,001 63,028

Indian Railways runs around 11,000 trains every day, of which 7,000 are passenger trains

37,840 -
7566 - 222,147 - Freight
6853 - Stations
locomotives Coaching wagons
vehicles

2300 -
700 - Repair 1.54 million - Work
300 - Yards Good
shops force
sheds

Territorial Readjustment of Zones and In-House Reforms

In order to bring about greater efficiency in administration, speedy implementation of on-going

projects, better customer care, reduction of workload on General Managers etc., Indian Railways
have decided to create seven new zones by territorial re-adjustment of existing zones. The new
zones, having limited financial burden on Railways, will have thin and lean, efficient and modern
administrative set up. Two of the new zones have already started functioning.

National Rail Vikas Yojana

With a view to complete strategically important projects within a stipulated period of time, a non-
budgetary investment initiative for the development of Railways has been launched.. Under the
scheme all the capacity bottlenecks in the critical sections of the railway network will be removed
at an investment of Rs.15,000 crore over the next five years. These projects would include:

1. Strengthening of the golden Quadrilateral to run more long-distance mail/express and freight
trains at a higher speed of 100 kmph.

2. Strengthening of rail connectivity to ports and development of multi-modal corridors to

hinterland.

3. Construction of four mega bridges - two over River Ganga, one over River Brahmaputra, and one
over River Kosi.

4. Accelerated completion of those projects nearing completion and other important projects.

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About East Coast Railways
The East Coast Railway is one of the seventeen railway zones of Indian Railways. It came into
existence on 1 April 2003. As the name suggests, most of the railway routes of the zone are near
the east coast of India. The headquarters of the zone are at Bhubaneswar.

Consequent upon the parliament’s approval, East Coast Railway was the first of the seven new
zones to be inaugurated by the then Prime Minister of India H. D. Deve Gowda on 8 August
1996. The Officer-on-Special Duty took over charge of the newly declared Zone on 16
September 1996. Initially, only one division namely Khurda Road was attached to this railway.

Subsequently, the zone became fully operational with effect from 1 April 2003.

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RECRUITMENT
Recruitment and selection is an important operation in HRM, deigned to maximize employee
strength in order to meet the employer’s strategic goals and objectives. In short, Recruitment and
Selection is the process of sourcing, screening, short listing and selecting the right candidates for
the filling the equired vacant positions.

Recruitment (hiring) refers to the overall process of attracting, shortlisting, selecting and
appointing suitable candidates for jobs (either permanent or temporary) within an
organization. Recruitment can also refer to processes involved in choosing individuals for unpaid
roles. Managers, human resource generalists and recruitment specialists may be tasked with
carrying out recruitment, but in some cases public-sector employment agencies, commercial
recruitment agencies, or specialist search consultancies are used to undertake parts of the
process. Internet-based technologies to support all aspects of recruitment have become
widespread.

Process
Job analysis

In situations where multiple new jobs are created and recruited for the first time or vacancies are
there or the nature in such documents as job descriptions and job specifications. Often, a company
already has job descriptions for existing positions. Where already drawn up, these documents may
require review and updating to reflect current requirements. Prior to the recruitment stage,
a person specification should be finalized.

Sourcing

Sourcing is the use of one or more strategies to attract or identify candidates to fill job vacancies. It
may involve internal and/or external recruitment advertising, using appropriate media, such as job
portals, local or national newspapers, social media (such as LinkedIn or Rite Site), business media,
specialist recruitment media, professional publications, window advertisements, job centres, or in a
variety of ways via the internet.

Alternatively, employers may use recruitment consultancies or agencies to find otherwise scarce
candidates—who, in many cases, may be content in their current positions and are not actively
looking to move. This initial research for candidates—also called name generation—produces
contact information for potential candidates, whom the recruiter can then discreetly contact and
screen.

Screening and selection

Various psychological tests can assess a variety of KSAOs, including literacy. Assessments are also
available to measure physical ability. Recruiters and agencies may use applicant tracking systems to
filter candidates, along with software tools for psychometric testing and performance-based

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assessment. In many countries, employers are legally mandated to ensure their screening and
selection processes meet equal opportunity and ethical standards.

Employers are likely to recognize the value of candidates who encompass soft skills such as
interpersonal or team leadership. Many companies, including multinational organizations and those
that recruit from a range of nationalities, are also often concerned about whether candidate fits the
prevailing company culture. Companies and recruitment agencies are now turning to video
screening as a way to notice these skills without the need to invite the candidates in
physical. Screening as a practice for hiring has undergone continual change over the years and often
organizations are using video to maintain the aforementioned standards they set for themselves and
the industry.

Disabled candidates

The word disability carries few positive connotations for most employers. Research has shown that
employer biases tend to improve through first-hand experience and exposure with proper supports
for the employee and the employer making the hiring decisions. As for most companies, money and
job stability are two of the contributing factors to the productivity of a disabled employee, which in
return equates to the growth and success of a business. Hiring disabled workers produce more
advantages than disadvantages. There is no difference in the daily production of a disabled
worker. Given their situation, they are more likely to adapt to their environmental surroundings and
acquaint themselves with equipment, enabling them to solve problems and overcome adversity as
with other employees. The U.S. IRS grants companies Disabled Access Credit when they meet
eligibility criteria.

Diversity

Many major corporations recognize the need for diversity in hiring to compete successfully in a
global economy. Other organizations, for example universities and colleges, have been slow to
embrace diversity as an essential value for their success.

Recruitment process outsourcing

Recruitment process outsourcing (RPO) is a form of Business process outsourcing (BPO) where a
company engages a third party provider to manage all or part of its recruitment process.

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ORGANISATIONAL STRUCTURE OF INDIAN RAILWAYS
The Indian Railways are broadly organised from functional groups within the Indian Railway Service.
India's rail system is managed at a regional level since Indian Railways have divided themselves into
seventeen zonal railways. Each zone, headed by a General Manager, is semi-autonomous and this
creates a matrix organisation where the functional branches are under dual control viz.

 Operational Control at Zonal level

 Functional Policy & Guidance from the Railway Board

At the apex of the management organisation is the Railway Board, also called the Ministry of
Railways. The board is headed by a Chairman who directly reports to the Railway Minister. The
board has five other members.

The General Managers of the zonal railways and the production units both report to the Board

The current 17 zones of the Indian Railways are

Name Abbr. Headquarters

Central Railway CR Mumbai

Eastern Railway ER Kolkata

East Central Railway ECR Hajipur

East Coast Railway ECoR Bhubaneswar

Northern Railway NR Delhi

North Central Railway NCR Allahabad

North Western Railway NWR Jaipur

North Eastern Railway NER Gorakhpur

Northeast Frontier Railway NFR Maligaon (Guwahati)

Southern Railway SR Chennai

South Central Railway SCR Secunderabad

South Eastern Railway SER Kolkata

South East Central Railway SECR Bilaspur, CG

South Western Railway SWR Hubballi

Western Railway WR Mumbai

West Central Railway WCR Jabalpur

Metro Railway MTP Kolkata

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Divisional organisation
The Divisional Railway Manager (DRM) heads the organisation at the division level. There
are currently 71 divisions on the system nationwide. The divisions are primarily involved
with train running but may also have locomotive sheds (repair shops for locomotives),
coaching depots (repair home bases for passenger trains), and wagon depots (repair and
maintenance points for freight stock).

Each division has all the functional organisations (both line and staff). The heads of these
functional groups report to the DRM for administrative purposes but rely on the railway
board and the zonal headquarters for policy guidelines.

List of zones and its divisions

The 16 zones and the 68 divisions are listed below

List of IR Zones

Railway Zone Code Zone Headquarters

01. Northern Railway NR Delhi

02. North Eastern Railway NER Gorakhpur

03. Northeast Frontier Railway NFR Guwahati

04. Eastern Railway ER Kolkata

05. South Eastern Railway SER Kolkata

06. South Central Railway SCR Secunderabad

07. Southern Railway SR Chennai

08. Central Railway CR Mumbai

09. Western Railway WR Mumbai

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List of IR Zones

Railway Zone Code Zone Headquarters

10. South Western Railway SWR Hubballi

11. North Western Railway NWR Jaipur

12. West Central Railway WCR Jabalpur

13. North Central Railway NCR Allahabad

14. South East Central Railway SECR Bilaspur

15. East Coast Railway ECoR Bhubaneswar

16. East Central Railway ECR Hajipur

Departments
A typical division has an average track length of about 1,000 km (620 mi) and staff strength
of about 15,000. All the departments and services of the Indian Railways are represented in
a Division.

Sl. Name of
Headed by Abbre. Role and function
No Department

Maintenance of all fixed

Engineering Senior Divisional assets of the Division, i.e.
1. Sr.DEN
Department Engineer Track, Bridges, Buildings,
Roads, Water supply etc.

Mechanical Maintenance of all rolling

Engineering & Power Senior Divisional stock of the Division (except
2. Sr.DME electric locos and
(Transportation) Mechanical Engineer
Department EMU/MEMUs), i.e.
locomotives, passenger and

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Sl. Name of
Headed by Abbre. Role and function
No Department

freight cars; and technical

super etc.

Maintenance of all electric

locomotives, EMUs/MEMUs
and fixed electrical assets of
Electrical Engineering Senior Divisional
3. Sr.DEE the Division, i.e. Overhead
Department Electrical Engineer
equipment, lighting and
power for railway
establishments etc.

Management of the
Signal & Senior Divisional Signalling and
Telecommunication Signal & Telecommunication (S&T)
4. Sr.DSTE
Engineering Telecommunication infrastructure of the
Department Engineer division for Safe Train
operations;

Operating and Traffic

Senior Divisional
5. (Transportation) Sr.DOM Train operations
Operations Manager
Department

Passenger ticketing, ticket

Commercial Senior Divisional
6. Sr.DCM checking, booking of freight
Department Commercial Manager
rakes and collecting fares

Providing medical facilities

Chief Medical
7. Medical Department CMS to railway employees and
Superintendent
their families

Senior Divisional Ensuring safety of train

8. Safety Department Sr.DSO
Safety Officer operations

Ensuring material for

Senior Divisional
9. Stores Department Sr.DMM
Material Manager
maintenance of trains
(material for all
departments except the
Engineering Department)

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Sl. Name of
Headed by Abbre. Role and function
No Department

Senior Divisional Financial management of

10. Accounts Department Sr.DFM
Finance Manager the division

Personnel Senior Divisional

11. Sr.DPO HR functions
Department Personnel Officer

Senior Divisional Security of railway material,

12. Security Department Security Sr.DSC passenger and passenger
Commissioner belongings

13. Managing Department Additional Divisional Railway Manager ADRM

Control Room

Every division has a Control Room for train operations, where all the trains in the division
are controlled and monitored. There are different types of control rooms such as
engineering control, mechanical control etc. which coordinate with operating control and
employees of the respective department.

Accident Relief Trains

Every division has Accident Relief Trains (ARTs), Accident Relief Medical Vans (ARMVs) and
Breakdown Cranes for assisting in disaster management. These are under the supervision of
the Senior Divisional Manager of Engineering (SrDME) of the Division, who is also the head
of Division.

Locomotive Sheds

The Diesel Locomotive Sheds and Electric Locomotive Sheds on the division maintain diesel
and electric locomotives respectively. Their administrative control is with the Divisional
Railway Manager (DRM).

Coaching Depots and Sick Lines

Every division has some coaching depots to maintain its passenger cars and sick lines to
maintain freight cars which are found unfit at the freight examination points.

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RAILWAY RECRUITMENT
The principal modes and agencies of recruitment on Indian Railways are as under:

1. Union Public Service Commission for Group ‘A’ Services 2. Railway Recruitment Board for Group
‘C’ 3. Railway Recruitment Cell for Group ‘D’ 4. Screening of Casual Labours & Substitutes 5.
Appointment on compassionate grounds 6. Appointment against sports quota 7. Appointment on
the grounds of cultural and artistic talents 8. Appointment of physically handicapped persons
through RRB & RRC

Recruitment through UPSC for Group ‘A’ Services

There are the following nine organized services (other than RPF) on the Indian Railways: 1. Indian
Railway Service of Engineers (IRSE) 2. Indian Railway Service of Mech. Engineers (IRSME) 3. Indian
Railway Service of Signal & Telecom. Engineers (IRSSE) 4. Indian Railway Service of Electrical
Engineers (IRSEE) 5. Indian Railway Stores Service (IRSS) 6. Indian Railway Traffic Service (IRTS) 7.
Indian Railway Accounts Service (IRAS) 8. Indian Railway Personnel Service (IRPS) 9. Indian Railway
Medical Service (IRMS)

Direct Recruitment to all the above nine services is made through the UPSC on the basis of Annual
Competitive Exams. The recruitment to IRSE, IRSME, IRSEE & IRSS is done through Combined
Engineering Services Examination, while that for IRTS, IRPS & IRAS is done through the Civil Services
Examination. The recruitment to IRMS is done through the Combined Medical Services Examination.

In accordance with the provisions of the Recruitment Rules, 50% of the vacancies arising in a year
are to be filled through the competitive examinations referred to above (except in the case of IRMS
where it is 100% by Direct Recruitment) and the balance 50% are filled by promotion from Group ‘B’
to Group ‘A’.

In case of IRSME out of 50% referred to above, half of the Group ‘A’ (JS) vacancies are filled by
recruitment through the Combined Engg. Services Exams and the other half through SCRA Exam.

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SENIORITY OF MEMBERS OF GROUP ‘A’ SERVICES

The following principle is applied to fix the seniority of Gr. A officer:

A. Seniority within the same service.

i. The officers belonging to any examination batch would initially be junior to the officers of
the same Service belonging to an earlier examination batch.
ii. ii. Within the same batch, the inter-se seniority would initially be in order of merit in the
batch as existing on completion of the period of probation.

B. Seniority Between members of any two Gr. A Services: The inter se-seniority as between
members of any two Gr. A Services would be determined by the Date fro Increment in Time-Scale
(DITS) except that-

i. In case any officer joins service earlier than his senior in the same Service in the
same batch, he well take a notional DITS, which will be the same as that of his
senior.
ii. In case any officer is superseded on grounds of suitability by any officer of his own
Service, he will, for the purpose of composite inter se-seniority, take a place just
below that of his erstwhile junior who has superseded him.
iii. In case an officers gets a General Manager’s post open to more than one discipline
later than an officer of another Service on grounds of suitability he will take his
seniority below that officer. Definition of DITS- The Date for Increment in Time
Scale would be the same as the Date of Joining Service in case of direct recruits to
Gr. A Services and for others it would be the Date for Increment in Time Scale in Gr.
A Service as determined, as per rules lay down from time to time.

DETERMINATION OF SENIORITY OF Group ‘A’ PROBATIONER

The inter se-seniority of Gr. A probationer of a particular examination batch and of a particular
sevice, on their confirmation to Jr.Scale is decided on the basis of marks optioned by them during
the probationary training as indicated below:

Training in RSC Training in Professional Institute

Assessment by Dir. / Controlling officers

Foundation Induction PhaseI PhaseII

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Posting Exam.

Gen. Perfor. Field trg.

Total

150 150 200 200 200 70 280 1250

And marks obtained by them in the UPSC examination (or during the apprenticeship training for
SCRAs). For the purpose of determining seniority probationers merit position is determined on the
basis of marks secured out of maximum marks- 3300 (the maximum marks of UPSC competition
would be 2050 and for probationary training 1250).

For Engineering Services Examination, marks obtained out of 1200 will be normalized by multiplying
the marks by 1.71083 (2050/1200) & in the case of SCRA marks obtained out of 2400 during the
apprenticeship period will be normalized by multiplying by the marks by 0.854 (2050/2400).

Promotion from Group ‘B’ to Group ‘A’ All group ‘A’ appointment in Jr. Scale, whether direct or by
promotion are done by Union Public Service Commission. As referred above, 50% of vacancies as
calculated in a recruitment year are filled by promotion from Group ‘B’ to Group ‘A’. Steps involved
are as under (i) Promotion and all DPCs (Departmental Promotion Committee) procedure are
handled in Rly. Board’s office in a Branch known as Estt.Gazetted Promotion under Directorate of
Management Services. (ii) As per existing Reservation policy of Govt. of India, SCs & STs (not OBCs)
are to be given benefit of reservation from Gr. ‘B’ to ‘A’ (Jr. Scale). Thus communal distribution is
worked out. Thereafter zonal distribution of vacancies in each deptt. As per rules lay down by
Ministry of Railways. (iii) As per zone of consideration, CRs for last 5 years of eligible candidature
from each zone along with seniority list of Group ‘B’ officers are collected & sent to UPSC to arrange
DPC once in a year. Representatives from Rly. Board as per composition of DPC does also participate
in selection process. (iv) UPSC then send select list to Rly. Board & there after with the approval of
Railway Minister, Ministry of Railways issues notification for appointment in Group ‘A’ Jr.Scale.
Group ‘B’ officers on their promotion to ‘A’ also get weightage of their Group ‘B’ service in seniority
to Group ‘A’.

Promotion within Group ‘A’

An officer is promoted in next grade when he fulfils eligibility norms and is adjudged suitable based
on service record (5 years/available performance report) by departmental promotion committee.
However before officer can be promoted to higher grade, a vacant post should be available in the
grade.

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i. Promotion to Senior Scale: A junior scale officer is promoted to senior scale after completion of 4
years of service in junior scale by GM based on bench mark as ‘good’. ii. Promotion to JAG: A Gr. ‘A’
officer working in senior scale can be promoted to JAG after completion of minimum 8 years of Gr.
‘A’ service. Full board is the DPC for this purpose and prescribed benchmark is ‘good’. iii. Promotion
to Selection Grade: A Gr. ‘A’ officer working in JAG can be promoted to Selection Grade when he has
entered 14 years service on the first of the January of the year of the consideration calculated from
the year following year of the examination. Full board is the DPC for this purpose and prescribed
benchmark is ‘good’. iv. Promotion to SAG: A Gr. ‘A’ officer working in Selection Grade can be
promoted to SAG when he has completed minimum 17 years service in Gr. ‘A’. Full board is the DPC
for this purpose and prescribed benchmark is ‘very good’. Recruitment through Railway Recruitment
Board under control of Railway Recruitment Control Board (RRCB)

Early Beginning:

First time in July 1942, as an experimental measure, a Service Commission with a Chairman and two
members was established for recruitment of Subordinate Staff on the then North West Railway. The
position was reviewed in 1945 and Services Commissions at Bombay, Calcutta, Madras and Lucknow
were set up under Railway Board. These Commissions were introduced with two fold functions of
recruiting class III staff and also tender advice to General Managers for dealing with appeals from
subordinate staff on disciplinary matters.

Later Developments:

In 1948, the Indian Railway Enquiry Committee reviewed working of commissions. While
recommend-ing their permanency, suggested that the work related to appeals should be withdrawn
so that commission can give undivided attention to recruitments. Chairman Bombay Service
Commission was given the supervisory role to Supervise Commissions at Calcutta, Lucknow and
Madras, In 1949, due to financial constraints a ban was imposed on recruitments on Indian Railways
thus numbers of commissions was reduced to one centrally located at Bombay.In 1953-54 when
Economic conditions of Indian Railway improved, four service commission were again set up at
Bombay, Madras, Allahabad and Calcutta. In 1956, the Estimates committee generally approved the
method of recruitment by the constitution of the Railway Service Commissions. In 1973 to cater the
needs of the Northern Eastern Railway and to facilitate recruitment from the under developed areas
of that region an additional commission was set up at Muzaffarpur. In the same year a branch office
of Calcutta Service Commission was opened at Ranchi. In 1978 one more additional Service
Commission was set up at Secunderabad to cater for the needs of newly formed South Central
Railway. Recruitment of staff for the needs of NF Railway was still being done through recruitment
committee control by NF Railway . Thus in 1978 this job was entrusted to fully fledged service
commission with Head Quarters at Guwahati. Yet another service commission was opened in 1980

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at Bangalore to cater for the needs of candidates from remote backward areas of Karnataka. In 1981
full-fledged service commission was opened at Danapur.

Creation of additional Service commissions

In 1983 to cater for needs of areas which were getting neglected due to locations of the existing
commissions, seven more commissions were set up at Ahmedabad, Ajmer, Bhopal, Bhubaneshwar,
Chandigarh, Jammu & Srinagar with sitting at Leh and Trivendrum. In 1984 two more service
commissions were set up at Malda and Gorakhpur and a full-fledged commission at Ranchi was set
up to cater for exclusive needs of Scheduled tribes of the area

Re-naming as Railway Recruitment Board:

In January, 1985 Railway Service Commissions have been renamed as Railway Recruitment Boards
(RRBs). At present 20 Railway Recruitment Boards are functioning.

Railway Recruitment Control Board (RRCB): Railway Recruitment Control Board (RRCB) was set up in
1998 in the Ministry of Railways (Railway Board) with the objectives of

Formulation of policy in regard to recruitment procedures

 To monitor the activities of all Railway Recruitment Boards (RRBs) including expenditure
incurred for recruitment
 To evaluate the performance of RRB's and advise them on priorities as required
 To organize a management information system for monitoring work done by RRB's RRCB
comprises of the following: Designation Post held Member (Staff ), Railway Board Chairman
Additional Member (Staff), Railway Board Member Advisor (Vigilance),Railway Board
Member Executive Director Establishment (RRB), Railway Board Secretary Executive
Director Establishment (RRB), Railway Board is full time Officer.

RAILWAY RECRUITMENT BOARDS

TOTAL NO. OF RRBS-20

Each RRB generally consists of

1. Chairman

2. Member Secretary

3. Secretary/Assistant Secretary

Appointments in RRBs:

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Chairman Railway Board appoints an SAG grade Railway Officer as chairman in RRB.

Member Secretary 3 JAG/SG grade Railway officers names are recommended by General Manager of
concerned Railway, which belongs to the RRB Geographically. Railway Board selects one out of these
officers and posts in RRB.

General Manager of concerned Railway, which belongs to the RRB Geographically, recommends
Asst. Secretary One Jr. Scale Railway officers name. Railway Board approves for posting in RRB.

Other Non-Gazzated, The willing group ‘C’ and ‘D’ staff of adjoining Railway/Chairman scrutinizes
Division/Workshop/Railway Units to post-suitable staff for 5 years tenure. Hence one-fifth NG staff is
replaced every year.

Note:- 1) Sometime Secretary of Sr. Scale is posted as like Asst. Secretary.

2) The tenure of Chairman is 3 years. For other officers as per norms

Followed in Railways in other cases.

RRB calls for eligible applicants through "Employment News" (A publication of the
Government of India). The employment notification is also published on the Internet web site. The
applications are scrutinized for eligibility. The eligible candidates are called for a written examination
with call letters being sent a month in advance of the date of the examination. In most of the
categories of jobs, there is no interview after the written examination. In some categories, there will
be a second stage written examination. In categories related to operational safety, there will be a
psychological test. The application-details furnished by successful candidates are verified and they
are called for counselling and scrutiny of original documents. A panel of names is then
recommended to the concerned railways to the extent of vacancies. The candidates will be required
to pass a medical examination before appointment. The results of selection at every stage will be
made available on the Notice Board of RRBs in "Results" through the Internet website to the
successful candidates through post.

The selection process is based on merit and is subject to the rules and regulations issued by the
Ministry of Railways (Railway Board), Government of India which includes reservation of jobs for
certain castes/communities such as Scheduled Castes (SC), Scheduled Tribes (ST), Other Backward
Communities (OBC), etc. Ex-servicemen are also entitled for reservation as per the rules. The entire
computerized recruitment system functions impersonally without fear or favour. There is no scope
for corruption, influence or discretion in this process. Candidates indulging in malpractices and
unfair means are dealt with strictly. Railway Recruitment Control Board, New Delhi, lays down the
overall policy guidelines for all Railway Recruitment Boards in India.

There is provision for direct recruitment of staff in Group ‘C’ categories through RRB and in Group
‘D’ lowest category through RRC. No direct recruitment can be done in the intermediate categories
unless prior approval from Railway board has been obtained.

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 In case the quota of SC/ST cannot be fulfilled through RRB and there still exists the deficiency of
SC/ST, direct recruitment can be resorted to, with the approval of GM. For this purpose, sufficient
reasons have to be recorded before resorting to direct recruitment.

Screening of Casual Labour and Substitutes

This is an adhoc procedure for empanelment of the staff in Class ‘D’ categories by screening the
working casual labour and substitutes. Those casual labour/substitutes that have completed 120
days service, whether on projects or elsewhere are eligible for screening through Screening
Committee duly constituted and nominated by competent authority.

The Screening Committee consists of 2 officers - one departmental officer and the other a Personnel
Officer. One of the two officers should be from the reserved community.

While screening persons, the names of casual labour and substitutes are arranged according to the
total length of service put in by them.

Casual labour who have put in four months’ continuous service but who have over 120 days’ service
in broken periods may also be screened if in the seniority list of casual labour maintained in the unit
their juniors become eligible and come up for screening.

In case sufficient numbers of reserved community candidates to fulfil the roster points are not
available, then according to the extent orders the committee can resort to direct recruitment.

The panel thus formed is approved by the competent authority and is notified after its approval. The
panel remains current until it is exhausted.

Appointment on Compassionate Ground

Appointment on compassionate ground can be done both in Class ‘C’ and Class ‘D’ categories in
recruitment grades under the powers of CPO and DRMs respectively. Priority for appointments on
compassionate ground is as under:

i. Dependents of employees, who die or are permanently crippled in the course of duty;

ii. Dependents of employees, who die in harness as a result of railway accidents when on off duty;

iii. Dependents of the employees who die in service due to natural causes/prolonged illness or are
permanently medically incapacitated.

iv. When an employee’s whereabouts are not known for a period of one year. Compassionate
ground cases appointment can be considered in regard to the employees of Gr. A, B, C & D as per
genuine and merit of case. But appointment is given in recruitment grade in group C & D only.
Relaxation in age can be given freely in upper age and 1 year in lower age with approval of
competent authority.

i. One child/widow may be appointed on compassionate grounds without any ‘means’,

irrespective of whether any other son is already earning.

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 ii. No qualification higher than the minimum prescribed in the general recruitment rules
should be adopted to screen out candidate for compassionate grounds.

Appointment against Sports quota

Direct appointments can be made against the Sports Quota by each railway during a calendar year
in the following manner:

The quota cannot be carried forward. The appointment against sports quota has to be made only to
candidates who are outstanding players and/or who have taken part in the international or state
events.

Appointments on the grounds of Cultural & Artistic Talents

General Manager is empowered to give appointments to the extent of 4 persons in a year either in
Group ‘C’ or ‘D’ category on account of outstanding performance in cultural and artistic activities.
Two appointments can be done for Scouts & Guides.

Appointment of Physically Handicapped

Physically handicapped can also be given appointments in Group ‘C’ or Group ‘D’ to the extent of
15% of recruitment in earmarked categories. In their cases also the relaxation of 5 years in age limit
is allowed. The 3 % (i.e. 1% in each group blind, deaf & dumb, orthopaedics) of the total recruitment
made during the year in group ’C’ and Gr. ‘D’ are recruited from physically handicapped person and
appointed according to their handicap ness following the norms issued by Ministry of rehabilitation

Appointment of Mechanical Apprentices

Direct recruitment in Group ‘C’ supervisory category is done by recruitment of Mechanical
Apprentices. The training of Mech. Apprentices is for a period of 2 ½ years.

RECRUITMENT PROCESS:
Recruitment refers to the process of identifying and attracting job seekers so as to build a pool of
qualified job applicants. The process comprises five interrelated stages, viz,

. Planning

. Strategy development

. Searching

. Evaluation and control

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 The ideal recruitment programme is the one that attracts a relatively larger number of
qualified applicants who will survive the screening process and accept positions with the
organization, when offered. Recruitment programmes can miss the ideal in many ways i.e. by failing
to attract an adequate applicant pool, by under/over selling the organization or by inadequate
screening applicants before they enter the selection process. Thus, to approach the ideal, individuals
responsible for the recruitment process must know how many and what types of employees are
needed, where and how to look for the individuals with the appropriate qualifications and interests,
what inducement to use for various types of applicants groups, how to distinguish applicants who
are qualified from those who have a responsible chance of success and how to evaluate their work.

STAGE 1: RECRUITMENT PLANNING:

The first stage in the recruitment process is planning. Planning involves the translation of likely
job vacancies and information about the nature of these jobs into set of objectives or targets that
specify the (1) Numbers and (2) Types of applicants to be contracted.

Numbers of contract:

Organization, nearly always, plans to attract more applicants than they will hire. Some of those
contracted will be uninterested, unqualified or both. Each time a recruitment programme is
contemplated; one task is to estimate the number of applicants necessary to fill all vacancies with
the qualified people.

Types of contracts:

It is basically concerned with the types of people to be informed about job openings. The type of
people depends on the tasks and responsibilities involved and the qualifications and experience
expected. These details are available through job description and job specification.

STAGE 2: STRATEGY DEVELOPMENT:

When it is estimated that what types of recruitment and how many are required then one has
concentrate in (1).Make or Buy employees, (2) Technological sophistication of recruitment and
selection devices , (3) Geographical distribution of labour markets comprising job seekers, (4)
Sources of recruitment, (5) Sequencing the activities in the recruitment process.

‘Make’ or ‘Buy’:

Organization must decide whether to hire skilled employees and invest on training and education
programme or they can hire skilled labour and professional. Essentially this is the ‘Make’ or ‘Buy’
decision. Organizations which hire skilled and professional shall have to pay more for these
employees.

Technological Sophistication:

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The second decision in strategy development relates to the methods used in the recruitment and
selection. This decision is mainly influenced by the available technology. The advantage of
computers has made it possible for employers to scan national and international applicant
qualification. Although personal computer have been given to the employer and seekers a wider
scope of option in the initial screening stage.

STAGE 3: SEARCHING:
Once a recruitment plan and strategy are worked out, the search process can begin. Search involves
two steps

A) Source activation

B) Selling

A) Source activation:

Typically sources and search methods are activated by the issuance of an employee
requisition. This means that no actual recruiting takes place until lone managers have verified that
vacancy dose exist or will exist. If the organization has planned well and done a good job of
developing its source and search methods, activation soon results in a flood of applications and /or
resumes. The application received must be screened. Those who pass have to be contracted and
invited for interview. Unsuccessful applicants must be sent letter of regret.

B) Selling:

A second issue to be addressed in the searching process concerns communications. Here,

organization walks tightrope. On one hand, they want to do whatever they can to attract desirable
applicants. On the other hand, they resist the temptation of overselling their virtues.

In selling the organization, both the message and the media deserve attention. Message refers
to the employment advertisement. With regards to media, it may be stated that effectiveness of any
recruiting message depends on the media. Media are several-some have low credibility, while others
enjoy high credibility. Selection of medium or media needs to be done with a lot of care.

STAGE 4: SCREENING:

Screening of applicants can be regarded as an integral part of the recruiting process, though may
view it as the first step in the selection process. Even the definition on recruitment, we quoted in the
beginning of this chapter, excludes screening from its scope. However, we have included screening
in recruitment for valid reasons. The selection process will begin after the applications have been
scrutinized and short-listed. Hiring of professors in a university is a typical situation. Application
received in response to advertisements is screened and only eligible applicants are called for an
interview. A selection committee comprising the vice-chancellor, Registrar and subject experts
conducts interview. Here, the recruitment process extends up to screening the applications. The
selection process commences only later.

Purpose of screening:

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The purpose of screening is to remove from the recruitment process, at an early stage, those
applicants who are visibly unqualified for the job. Effective screening can save a great deal of time
and money. Care must be exercised, however, to assure that potentially good employees are not
rejected without justification.

In screening clear job specifications are invaluable. It is both good practice and a legal necessity that
applicant’s qualification is judged on the basis of their knowledge, skills, abilities and interest
required to do the job.

The techniques used to screen applicants vary depending on the candidate sources and recruiting
methods used. Interview and application blanks may be use interviews and resumes. Reference
checks are also useful in screening.

STAGE 5: EVALUATION AND CONTROL:

Evaluation and control is necessary as considerable costs are incurred in the recruitment process.
The costs generally incurred are:-

. Salaries for recruiters

. Management and professional time spent on preparing job description, job specification,
advertisements, agency and so forth.

. The cost of advertisements or other recruitment methods, that is, agency fees.

. Recruitment overheads and administrative expenses.

. Costs of overtime and outsourcing while the vacancies remain unfilled.

. Cost of recruiting unsuitable candidates for the selection process.

Evaluation of Recruitment Process:

The recruitment has the objective of searching for and obtaining applications for job seekers in
sufficient number and quality. Keeping this objective in the mind, the evaluation might include:

. Return rate of application sent out.

. Number of suitable candidates for selection.

. Retention and performance of the candidates selected.

. Time lapsed data.

. Comments on image projected.

Sources of Recruitment:

SOURCES OF MANAGERIAL RECRUITMENT

INTERNAL SOURCES EXTERNAL SOURCES

- 29 -
1) Promotion 1) Campus recruitment

2) Transfers 2) Press advertisement

3) Internal notification advertisement 3) Management

consultancy service & private employment exchange

4) Deputation of personnel or transfer from one 4) Management training

schemes

Enterprise to another

5) Recall 5) Walks-ins, Write-ins, Talk-ins

6) Former employees

7) Miscellaneous external sources

The sources of recruitment can be broadly categorized into internal and external sources.-

(I) Internal Recruitment – Internal recruitment seeks applicants for positions from within the
company. The various internal sources include:

Promotions and Transfers –

Promotion is an effective means using job posting and personnel records. Job posting requires
notifying vacant positions by posting notices, circulating publications or announcing at staff meetings
and inviting employees to apply. Personnel records help discover employees who are doing jobs
below their educational qualifications or skill levels. Promotions has many advantages like it is good
public relations, builds morale, encourages competent individuals who are ambitious, improves the
probability of good selection since information on the individual’s performance is readily available, is
cheaper than going outside to recruit, those chosen internally are familiar with the organization thus
reducing the orientation time and energy and also acts as a training device for developing middle-
level managers. However, promotions restrict the field of selection preventing fresh blood & ideas
from entering the organization. It also leads to inbreeding in the organization. Transfers are also
important in providing employees with a broad-based view of the organization, necessary for future
promotions.

Employee referrals –
Employees can develop good prospects for their families and friends by acquainting them with
the advantages of a job with the company, furnishing them with introduction and encouraging them
to apply. This is a very effective means as many qualified people can be reached at a very low cost to
the company. The other advantages are that the employees would bring only those referrals that
they feel would be able to fit in the organization based on their own experience. The organization
can be assured of the reliability and the character of the referrals. In this way, the organization can
also fulfil social obligations and create goodwill.

Former Employees –
- 30 -
 These include retired employees who are willing to work on a part-time basis, individuals who
left work and are willing to come back for higher compensations. Even retrenched employees are
taken up once again. The advantage here is that the people are already known to the organization
and there is no need to find out their past performance and character. Also, there is no need of an
orientation programme for them, since they are familiar with the organization.

Dependents of deceased employees –

Usually, banks follow this policy. If an employee dies his/her spouse or son or daughter is
recruited in their place. This is usually an effective way to fulfil social obligation and create goodwill.

Recalls –
When management faces a problem, which can be solved only by a manager who has
proceeded on long leave, it may be decided to recall that persons after the problem is solved, his
leave may be extended.

Retirements –
At times, management may not find suitable candidates in place of the one who had retired,
after meritorious service. Under the circumstances, management may decide to call retired
managers with new extension.

Internal notification (advertisement) –

Sometimes, management issues an internal notification for the benefit of existing employees.
Most employees know from their own experience about the requirement of the job and what sort of
person the company is looking for. Often employees have friends or acquaintances who meet these
requirements. Suitable persons are appointed at the vacant posts.

(II) External Recruitment – External recruitment seeks applicants for positions from sources
outside the company. They have outnumbered the internal methods. The various internal sources
include:

Professional or Trade Associations:-

Many associations provide placement service to its members. It consists of compiling job
seekers lists and providing access to members during regional or national conventions. Also, the
publications of these associations carry classified advertisements from employees interested in
recruiting their members. These are particularly useful for attracting highly educated, experienced or
skilled personnel. Also, the recruiters can zero on in specific job seekers, especially for hard-to-fill
technical posts.

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Advertisements:-
It is a popular method of seeking recruits, as many recruiters prefer advertisements because
of their wide reach. Want ads describe the job benefits, identify the employer and tell those
interested how to apply. Newspaper is the most common medium but for highly specialized recruits,
advertisements may be placed in professional or business journals.

Advertisements must contain proper information like the job content, working conditions,
location of job, compensation including fringe benefits, job specification, growth aspects, etc. The
advertisement has to sell the idea that the company and job are perfect for the candidate.
Recruitment advertisements can also serve as corporate advertisements to build company image. It
also cost effective.

Employment Exchange:-
Employment Exchanges have been set up all over the country in difference to the provision of
the Employment Exchanges (Compulsory Notification of Vacancies) Act, 1959.

The act applies to all industrial establishments having 25 workers or more each. The act requires all
the industrial establishments to notify the vacancies before they are filled. The major functions of
the exchanges are to increase the pool of possible applicants and to do the preliminary screening.
Thus, employment exchanges act as a link between the employers and the prospective employees.
These offers are particularly useful to in recruiting blue-collar, white-collar and technical workers.

Campus Recruitments:-
Colleges, universities, research laboratories, sports fields and institutes are fertile ground for
recruiters, particularly the institutes. Campus Recruitment is going global with companies like HLL,
Citibank, HCL-HP, ANZ Grindlays, L&T,MOTOROLA, and RELIANCE looking for global markets. Some
companies recruit a given number of candidates from these institutes every year. Campus
recruitment is so much sought after that each college; university department or institute will have a
placement officer to handle recruitment functions. However, it is often an expensive process, even if
recruiting process produces job offers and acceptance eventually. A majority leave the organization
within the first five years of their employment. Yet, it is a major source of recruitment for prestigious
companies.

Walk-ins, Write-ins and Talk-ins:-

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 The most common and least expensive approach for candidates is direct applications, in
which job seekers submit unsolicited application letters or resumes. Direct applications can also
provide a pool of potential employees to meet future needs. From employee’s viewpoint, walk-ins
are preferable as they are free from the hassles associated with other methods of recruitment.
While direct applications are particularly effective in filling entry-level and unskilled vacancies, some
organizations compile pools of potential employees from direct applications for skilled positions.
Write-ins are those who send written enquiries. These job seekers are asked to complete application
forms for further processing. Talk-ins involves the job aspirants meeting recruiter (on an appropriate
date) for detailed talks. No application is required to be submitted to the recruiter.

Contractors:-
They are used to recruit casual workers. The names of the workers are not entered in the
company records and to this extent; difficulties experienced in maintaining permanent workers are
avoided.

Consultants:-
They are in the profession for recruiting and selecting managerial and executive personnel.
They are useful as they have nationwide contracts and lend professionalism to the hiring process.
They also keep prospective employer and employee anonymous. However, the cost can be a
deterrent factor.

Head Hunters:-
They are useful in specialized and skilled candidate working in a particular company. An agent
is sent to represent the recruiting company and offer is made to the candidate. This is a useful
source when both the companies involved are in the same field, and the employee is reluctant to
take the offer since he fears, that his company is testing his loyalty.

SELECTION:-
Selection is defined as the process of differentiating between applicants in order to identify (and
hire) those with a greater likelihood of success in a job.

Selection is basically picking an applicant from (a pool of applicants) who has the appropriate
qualification and competency to do the job.

The difference between recruiting and selection:-

Recruitment is identifying and encouraging prospective employees to apply for a job and
selection is selecting the right candidate from the pool of applicants.

SELECTION PROCESS:-

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 Selection is a long process, commencing from the preliminary interview of the applicants and
ending with the contract of employment.

Environment factor 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 considerations, company’s image, company’s policy, human resources planning and cost of
hiring. The last three constitute the internal environment and the remaining from the external
environment of selection process.

STEP 1:- PRELIMINARY INTERVIEW

The applicants 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 application, that is, eliminate of unqualified applicants. 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 reason,
which did not appear in the application forms. Besides, preliminary interview, often called ‘courtesy
interview’, is a good public relation exercise.

STEP 2:- SELECTION TEST

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.

The following are the type of tests taken:-

1) Ability tests:-
Assist in determining how well an individual can perform tasks related to the job. An excellent
illustration of this is the typing tests given to a prospective employer for secretarial job. Also called
as ‘ACHEIVEMENT TESTS’. It is concerned with what one has accomplished. When applicant claims to
know something an achievement test is taken to measure how well they know it. Trade tests are the
most common type of achievement test given. Questions have been prepared and tested for such
trades as asbestos worker, punch-press operators, electricians and machinists. There are, of course,
many for an applicant for a stenographic position.

2) Aptitude test:-
Aptitude tests measure whether an individuals has the capacity or latent ability to learn a
given job if given adequate training. The use of aptitude test is advisable when an applicant has had
little or no experience along the line of the job opening. Aptitudes tests help determine a person’s
potential to learn in a given area. An example of such test is the general management aptitude tests

- 34 -
(GMAT), which many business students take prior to gaining admission to a graduate business school
programme.

Aptitude test indicates the ability or fitness of an individual to engage successfully in any
number of specialized activities. They cover such areas clerical aptitude, numerical aptitude,
mechanical aptitude, motor co-ordination, finger dexterity and manual dexterity. These tests help to
detect positive negative points in a person’s sensory or intellectual ability. They focus attention on a
particular type of talent such as learning or reasoning in respect of a particular field of work.

Forms of Aptitude test:-

. Mental or intelligence tests: They measure the overall intellectual ability of a person and enable to
know whether the person has the mental ability to deal with certain problems.

. Mechanical aptitude tests: They measure the ability of a person to learn a particular type of
mechanical work. These tests helps to measure specialized technical knowledge and problem solving
abilities if the candidate. They are useful in selection of mechanics, maintenance workers, etc.

. Psychomotor or skill tests: They are those, which measure a person’s ability to do a specific job.
Such tests are conducted in respect of semi-skilled and repetitive jobs such as packing, testing and
inspection, etc.

3) Intelligence test:-
This test helps to evaluate traits of intelligence. Mental ability, presence of mind (alertness),
numerical ability, memory and such other aspects can be measured.

This intelligence is probably the most widely administered standardized test in industry. It is taken to
judge numerical, skills, reasoning, memory and such other abilities.

4) Interest test:-
This is conducted to find out likes and dislikes of candidate towards occupations, hobbies,
etc. such tests indicate which occupations are more in line with a person’s interest. Such tests also
enable the company to provide vocational guidance to the selected candidates and even to the
existing employees.

These tests are used to measure an individual’s activity preferences. These tests are particularly
useful for students considering many careers or employees deciding upon career changes.

5) Personality test:-
The importance of personality to job success is undeniable. Often an individual who
possesses the intelligence, aptitude and experience for certain has failed because of inability to get
along with and motivate other people.

It is conducted to judge maturity, social or interpersonal skills, behaviour under stress and strain,
etc. this test is very much essential on case of selection of sales force, public relation staff, etc.

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where personality plays an important role. Personality tests are similar to interest tests in that they
also involve a serious problem of obtaining an honest answer.

6) Projective Test:-
This test requires interpretation of problems or situations. For example, a photograph or a
picture can be shown to the candidates and they are asked to give their views, and opinions about
the picture.

7) General Knowledge Test:-

Now days G.K. Test are very common to find general awareness of the candidates in the
field of sports, politics, world affairs, current affairs.

8) Perception Test:-
At times perception tests can be conducted to find out beliefs, attitudes, and mental sharpness
etc.

9) Graphology Test:-
It is designed analyze the handwriting of individual. It has been said that an individual’s
handwriting can suggest the degree of energy, inhibition and spontaneity, as well as disclose the
idiosyncrasies and elements of balance and control. For example, big letters and emphasis on capital
letters indicate a tendency towards domination and competitiveness. A slant to the right, moderate
pressure and good legibility show leadership potential.

10) Polygraph Test:-

Polygraph is a lie detector, which is designed to ensure accuracy of the information given in
the applications. Department store, banks, treasury offices and jewellery shops, that is those highly
vulnerable to theft or swindling may find polygraph tests useful.

11) Medical Test:-

It reveals physical fitness of a candidate. With the development of technology, medical tests
have become diversified. Medical servicing helps major and monitor a candidate’s physical resilience
upon exposure to hazardous chemicals.

CHOOSING TESTS:-
The test must be chosen in the criteria of reliability, validity, objectivity and standardization.
They are:-

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1. Reliability:-
It refers to standardization of the procedure of administering and scoring the test results. A
person who takes tests one day and makes a certain score should be able to take the same test the
next day or the next week and make more or less the same score. An individual’s intelligence , for
example, is generally a stable characteristic. So if we administer an intelligence test, a person who
scores 110 in March would score close to 110 if tested in July. Tests, which produce wide variations
in results, serve little purpose in selection.

2. Validity:-
It is a test, which helps predict whether a person will be successful in a given job. A test has
been validated can be helpful in differentiating between prospective employees who will be able to
perform the job well and those who will not. Naturally, no test will be 100% accurate in predicting
job success. A validated test increases possibility of success.

There are three ways of validating a test. They are as follows:-

1).Concurrent Validity:- This involves determining the factors that are characteristics of successful
employees and then using these factors as the yardsticks.

2).Predictive Validity:- It involves using a selection test during the selection process and then
identifying the successful candidates. The characteristics of both successful and less successful
candidates are then identified.

3). Synthetic Validity:- It involves taking part of several similar jobs rather than one complete job to
validate the selection test.

3).Objectivity:-
When two or more people can interpret the result of the same test and derive the same
conclusions, the test is said to be objective. Otherwise, the test evaluators’ subjective opinions may
render the test useless.

4). Standardization:-
A test that is standardized is administered under standard condition to a large group of
person who are representatives of the individuals for whom it is intended. The purpose of
standardization is to obtain norms or standard, so that a specific test score can be meaningful when
compared to other score in the group.

STEP 3:- INTERVIEW:-

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 The next step in the selection process is an interview. Interview is formal, in-depth
conversation conducted to evaluate the applicant’s acceptability. It is considered to be excellent
selection device. It is face-to-face exchange of view, ideas and opinion between the candidates and
interviewers. Basically, interview is nothing but an oral examination of candidates. Interview can be
adapted to unskilled, managerial and profession employees.

TYPES OF INTERVIEW:-
Interviews can be different types. There interviews employed by the companies.

Following are the various types of interview:-

Informal Interview:-
An informal interview is an oral interview and may take place anywhere. The employee or the
manager or the personnel manager may ask a few almost inconsequential questions like name, place
of birth, names of relatives etc. either in their respective offices or anywhere outside the plant of
company. It is not planned and nobody prepares for it. This is used widely when the labour market is
tight and when you need workers badly.

Formal Interview:-
Formal interviews may be held in the employment office by the employment office in a more
formal atmosphere, with the help of well structured questions, the time and place of the interview
will be stipulated by the employment office.

Non-directive Interview:-
Non-directive interview or unstructured interview is designed to let the interviewee speak his
mind freely. The interviewer has no formal or directive questions, but his all attention is to the
candidate. He encourages the candidates to talk by a little prodding whenever he is silent e.g. Mr.
Ray, please tell us about yourself after you’re graduated from high school.

Depth Interview:-
It is designed to intensely examine the candidate’s background and thinking and to go into
considerable detail on particular subjects of an important nature and of special interest to the
candidates. For example, if the candidate says that he is interested in tennis, a series of question
may be asked to test the depth of understanding and interest of the candidate. These probing
questions must be asked with tact and through exhaustive analysis; it is possible to get a good
picture of the candidate.

Stress Interview:-
It is designed to test the candidate and his conduct and behaviour by him under conditions of
stress and strain. The interviewer may start with Mr. Joseph, we do not think your qualifications and
experience are adequate for this position, and watch the reaction of the candidates. A good
candidate will not yield; on the contrary he may substance why he is qualified to handle the job.

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This type of interview is borrowed from the Military organization and this is very useful to test
behaviour of individuals when they are faced with disagreeable and trying situations.

Group Interview:-
It is designed to save busy executive’s time and to see how the candidates may be brought
together in the employment office and they may be interviewed.

Panel Interview:-
A panel or interviewing board or selection committee may interview the candidate, usually in
the case of supervisory and managerial positions. This type of interview pools the collective
judgment and wisdom of the panel and assessment of the candidate and also in questioning the
faculties of the candidate.

Sequential Interview:-
The sequential interview takes the one-to-one a step further and involves a series of interview,
usually the strength and knowledge base of each interviewer, so that each interviewer can ask
questions relation of his or her subject area of each candidate, as the candidate moves from room to
room.

Structures Interview:-
In a structured interview, the interviewer uses preset standardized questions, which are put to
all the interviewees. This interview is also called as ‘Guided’ or ‘Patterned’ interview. It is useful for
valid results, especially when dealing with the large number of applicants.

Unstructured Interview:-
It is also known as ‘Un patterned interview’, the interview is largely unplanned and the
interviewee does most of the talking unguided interview is advantageous in as much as it leads to a
friendly conversation between the interviewer and the interviewee and in the process, the later
reveals more of his or her desire and problems. But the un patterned interview lacks uniformity and
worse, this approach may overlook key areas of the applicant’s skills or background. It is useful when
the interviewer tries to probe personal details of the candidate it analyse why they are not right for
the job.

STEP 4:- REFERENCE CHECK:-

Many employers request names, addresses, and telephone numbers of 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, organizations sometimes hire applicants before checking references.

Previous employers, known as public figure, university professors, neighbours or friends cab
act as references. Previous employers are preferable because they are already aware of the

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applicant’s performance. But, the problem with this reference is the tendency on the part of the
previous employers to over rates the applicant’s performance just to get rid of the person.

Organizations normally seek letters of reference or telephone references. The latter is

advantageous because of its accuracy and low cost. The telephone reference also has the advantage
of soliciting immediate, relatively candid comments and attitude can sometimes be inferred from
hesitations and inflections in speech.

STEP 5:- 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 the pool of individuals who pas the
tests, interviews and reference checks.

The view of the line manager will be generally considered in the final selection because it is he/she
who is responsible for the performance of the new employee. The HR manager plays a crucial role in
the final selection.

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CONCLUSION:
Indian Railways is one of the biggest public sectors in the country and its
employee’s more than 13 lakhs of people under different categories. It has
separate department to deal with employee’s problems and tries to manage
them effectively.

The employees of any organization are its life blood, without doubt. With the
dawn of this realization upon the present day business organizations, there
appears to be a major shift towards human resource management. In fact, the
employees of today are encouraged to participate in the major decisions and
thus play a vital role in the management of the firm. The performance of the
organization depends on the efficiency that its employees exhibit. Hence it is of
crucial importance that employees with the most suitable qualifications be
selected. This is where the processes of recruitment and selection come in. it is
difficult to separate one from the other.

The various company illustrations given in this report indicate that these
processes require a great deal of thought advanced planning. In fact, it is not
only the HR department that is involved. The finance department provides the
budget for the processes and the manpower gap is determined by inputs from
all the departments. Also the gruelling procedure through which the candidate
goes through is, in itself, an indicator of the significance of these processes in
the efficient functioning of the organization.

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BIBLIOGRAPHY
I have taken help of the following materials at various stages of
preparation of the project report.

BOOK REFERENCES:

HUMAN RESOURCE MANAGEMENT

Himalaya Publishing House

By: Rao Subba P.

WEBSITE REFERENCES:

www.indianeail.gov.in

www.wikipedia.org

www.scribd.com

www.google.com

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QUESTIONNAIRE?
1. HR provides an adequate pool of quality applicants.

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

2. Does salary factors attract most of the potential employees than career growth & development?

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

3. Is a person character more important. If compared to their job skills, when it comes to being a
good employee in your organisation?

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

4. From how many years you are working with this organisation?

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

5. How do you rate leave policy of the organisation?

a) Strongly Disagree

b) Disagree

c) Neutral

d) Agree

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6. Does the company takes care of the employees working in the night shift?

a) Yes

b) No

7. Do you think employee welfare activities of the organisation give a feeling of safety & improve
your performance?

a) Yes

b) No

8. Does the company provide maternity leave to female employees?

a) Yes

b) No

9. How do you rate the working environment of the organisation?

a) Highly satisfaction

b) Satisfactory

c) Average

d) Dissatisfactory

e) Highly Dissatisfactory

10. Interview is considered as most suitable method for selection of executive employee in railway.

a) Strongly disagree

b) Disagree

c) Neutral

d) Agree

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