DECLARATION

I Ratikant Parida, student of Department of Business Administration

from Ajaya Binaya Institute of Technology hereby declares that the
project “Recruitment and Selection at OPTCL” is my original work. It
is not submitted to any other institution or published any time before for
the purpose what so ever. The data analysis and recommendation are
completely true by my observation study and knowledge.

Date: Ratikant Parida

Place: Roll no.- 2106206031

 CERTIFICATE OF EXTERNAL GUIDE

This is to certify that project work entitled “A SUMMER

INTERNSHIP PROJECT ON THE RECRUITMENT AND
SELECTION PROCESS WITH REFERENCE TO ODISHA
POWER TRANSMISSION AND CORPORATION LTD,
Bhubaneswar” is an original piece of work done by RATIKANT
PARIDA, Regd.no- 2106206031, student of ABIT, under my guidance
and supervision for the partial fulfilment of the requirement for the
degree in MBA as a course curriculum under BPUT.

Date: Ms. Sanjukta Nayak, DM

Place: (HRD) OPTCL

CERTIFICATE OF INTERNAL GUIDE

This is to certify that the project work entitled “A SUMMER
INTERNSHIP PROJECT ON THE RECRUITMENT AND
SELECTION PROCESS WITH REFERENCE TO ODISHA
POWER TRANSMISSON AND CORPORATION LTD.,
Bhubaneswar” is an original piece of work done by RATIKANT
PARIDA, Regd.no- 2106206031, student of ABIT, under my guidance
and supervision for the partial fulfilment of the requirement for the
degree in MBA as a course curriculum under BPUT.

Date: Ms. Mitrabinda Nayak,

Place: Assistant Professor MBA Dept.
ABIT College, Cuttack
 CERTIFICATE OF HOD

I Certify that Ratikant Parida, student of MBA Department, ABIT

College, Cuttack has hereby successfully completed the project entitled
“A SUMMER INTERNSHIP PROJECT ON THE RECRUITMENT
AND SELECTION PROCESS WITH REFERENCE TO ODISHA
POWER TRANSMISSON AND CORPORATION LTD.,
Bhubaneswar” under the guidance & supervision of Dr. Shree
Kanungo, Head of Dept., MBA.

Date: Dr. Shree Kanungo,

Place: HOD of MBA Dept.
ABIT College, Cuttack
 ACKNOWLEDGEMENT
This project report was undertaken for the fulfillment of MBA
programmed pursuing at BIJU PATANAIK UNIVERSITY OF
TECHNOLOGY I would like to thanks my institute and my Guide Ms.
Mitrabinda Nayak, Ajaya Binaya Institute of Technology, Cuttack for
his invaluable help and guidance throughout my work. He kindly
evinced keen interest in my work substantially. In fact, it is very
difficult to acknowledge all the names and nature of help and
encouragement provided by them. I would never forget the help and
support extended directly or indirectly to me by all.

Date: Ratikant Parida

Place: Roll no.-2106206031

CONTENTS
1. Introduction
2. Objective of the study

3. Significance of the study

4. Methodology of the study

5. Literature Review

6. Organization profile of OPTCL

7. Concept of Recruitment and Selection at OPTCL

8. Data analysis and interpretation

9. Finding

10. Conclusion and Suggestion

11. Bibliography
 INTRODUCTION
The human resources are the most important asset of an organization. Acquiring &
retaining high quality talents is critical to an organization’s success. As the job market
becomes increasing competitive & the available skills grow more diverse, the success of
failure of an organization is largely depending on the failure of the people working there.
So, in order to achieve the goals or perform the activities of the organizations. We need
recruit people with requisite skills, qualification & experience. In the selection of various
tools & techniques are used to find people with relevant qualification. Who are willing to
accept the job offer & give satisfactory service & performance in the long run. Since poor
recruiting decisions can produce long term negative effects. Among the high training &
development costs to minimize the incident of poor performance & high turnover which in
turn impact staff morale the production high quality goods & services and the retention of
organizational memory.
Human resources department plays a crucial role in this process the backbone of any
successful company is the HR department & without a talented group of people to hire,
culture & inform employees the company is doomed for failure.
To procure right man at right place in right time some information regarding job &
employer is highly essential this information is obtained through job analysis, job
description & job specification without those recruitment will be unsuccessful.
The role of management is to optimise the use resource available to it. The role of HR is to
incorporate the planning & control of manpower resource. In to the corporate level plans
so that all resources are used together in the best possible combination.

OBJECTIVE OF THE STUDY

Recruitment & selection procedures are known to be very vast function of personal
administration and not easy to be influenced by lots of problems created by internal and
external factors.

This study encloses and analyse on the picture of various tasks performed during
recruitment, selection, induction, placement process.
The study in OPTCL has the following objectives:-

o To know about the recruitment process, its policies at OPTCL.

o To know in which way all sources of the organizations depend to attract people.
o To check the problems regarding its current process.
 SCOPE OF THE STUDY
The present study on Recruitment and selection process helps to get clear picture about the
employee Recruitment and selections. This in turn helps the management to Formulate
suitable policy to Recruit the employees which helps for developing Organization by
increasing their productivity level It helps the employees to get more Interested towards
their work by Improving their self-development.
Recruitment is the process of searching for prospective employees and stimulating them to
apply for job in the organization.
Selection is a negative process because it is rejection process of unsuitable candidates. On
the other hand-selection means employment of workers or establishing a contractual
relationship between the employer and the employees.
Recruitment is a positive process of searching for prospective employees. The scope of the
recruitment and selection is generally covered under the following steps:-
o A sources of career growth
o Quality manpower
o Workforce motivation
o Development of the team work
o A specific method of selection process
o Enhancement of productivity
 SIGNIFICANCE OF THE STUDY
The significance of the study is basically a written statement that explains why your
research was important. It justifies why your research was needed, the impact of your
research in your field, its contribution, and how others (audience) would benefit from it.
Also referred to as the rationale of the study, the significance of the study is important to
communicate why your research is important to your reader. It is important to make clear
the significance of your study for easy comprehension by the readers.
Since the beginning of industrial revolution and setting up of personnel department to cater
the various needs of the organization, the personnel practices of the organization have
undergone various changes. It is very difficult to choose a person who is really suitable for
the particular job. Significance changes in our society brought about by technical
advancement, economic and political influences, social alternatives have further affected
the personnel or human resources scenario. To cope up the changes it is essential to
choose right kind of person at the right time on the right job.
Recruitment & Selection have been considered as the most significant & indispensable tool
for an organization. It is the first step in the whole industrial or organizational scenario.
Because all recruitment is conducted according to the need of the organization & all
selection are done according to the efficiency of the candidate.
The significance of the study is used in academic writing by students and researchers to
communicate the importance of a research problem. This section describes specific
contributions made to your field of study and who benefits from it. Also, the extent to
which the study matters and its potential benefits to people, researchers, departments and
other fields are discussed here. This statement is written at the end of your introduction
and should be well attended to.
 METHODOLOGY OF THE STUDY

Area of study
The study was carried out at OPTCL, Bhubaneswar for the study of Recruitment and
Selection Process.
Sampling Design
Sampling is concerned with the selection of a subset of individuals from within a statistical
population to estimate characteristics of the whole population. Here in OPTCL the number
of employees is the samples. So, the total sample size for this project was 20 employees.
Sampling Technique
The sampling technique adopted for the study is non-probability Random sampling
techniques according to the convenience of the researcher. A questionnaire was
administered to executives and nonexecutives working in OPTCL in different departments.
Data Collection
The data were collected from the executives and nonexecutives through questionnaires.
Different types of data collected in the course of research work constituted the body of this
report. The data collected were in various forms and were in different methods. However,
the data can be classified into two broad categories basing upon their source of collection.
Statistical tools
The data analysis has been done through % method.
Conclusion
The conclusion of the project is followed with summary, conclusion & suggestion.
 LITERATURE REVIEW

Introduction:
Nowadays, every organization necessitates personnel planning as one of the most vital
activities. Human Resource Planning is, by far, an essential ingredient for the success of any
organization in the long run. There are a number of techniques that need to be followed by
every organization that guarantees that it possesses the right number and type of people,
at the right time and right place, so as to enable the organization to achieve its planned
objectives. Commonly, the objectives of Human Resource Planning department include
resource, planning, recruitment and selection, career planning, training and development,
promotions, risk management, performance appraisal, to name a few. Each of these
objectives requires special attention and accurate planning and execution.

It is of utmost importance for every organization to employ a right person on a right

position. And recruitment and selection play a pivotal role during such situations. With
shortage of skills and the rapid spread of new technology exerting considerable pressure on
how employers perform recruitment and selection activities, it is recommended to conduct
a step-by-step strategic analysis of recruitment and selection processes. With reference to
the current context, this paper presents an incisive review of previous literature on the
recruitment and selection process. This paper is primarily based on an analysis of six pieces
of literature conducted by practitioners and researchers in the field of Human Resource
management.

Various researchers have contributed to the field of HRM, and have offered intensive and
profound knowledge on the branches of HRM such as scientific recruitment and selection,
Manpower management, Job analysis, Need and purpose of Recruitment, and so on.
Literature Review:
Definition:
Edwin Flippo defines Recruitment and selection process as “A process of searching for
prospective employees and stimulating and encouraging them to apply for jobs in an
organization.”

In simpler terms, recruitment and selection are concurrent processes and are void without
each other. They significantly differ from each other and are essential constituents of the
organization. It helps in discovering the potential and capabilities of applicants for expected
or actual organizational vacancies. It is a link between the jobs and those seeking jobs.

Work by Korsten (2003) and Jones et al. (2006):

According to Korsten (2003) and Jones et al. (2006), Human Resource Management
theories emphasize on techniques of recruitment and selection and outline the benefits of
interviews, assessment and psychometric examinations as employee selection process.
They further stated that recruitment process may be internal or external or may also be
conducted online. Typically, this process is based on the levels of recruitment policies, job
postings and details, advertising, job application and interviewing process, assessment,
decision making, formal selection and training (Korsten 2003).

Jones et al. (2006) suggested that examples of recruitment policies in the healthcare,
business or industrial sector may offer insights into the processes involved in establishing
recruitment policies and defining managerial objectives.

Successful recruitment techniques involve an incisive analysis of the job, the labour market
scenario/conditions and interviews, and psychometric tests in order to find out the
potentialities of job seekers. Furthermore, small and medium sized enterprises lay their
hands on interviews and assessment with main concern related to job analysis, emotional
intelligence in inexperienced job seekers, and corporate social responsibility. Other
approaches to selection outlined by Jones et al. (2006) include several types of interviews,
role play, group discussions and group tasks, and so on.

Any management process revolves around recruitment and failure in recruitment may lead
to difficulties and unwanted barriers for any company, including untoward effects on its
profitability and inappropriate degrees of staffing or employee skills (Jones et al. 2006). In
additional, insufficient recruitment may result into lack of labour or hindrances in
management decision making, and the overall recruitment process can itself be advanced
and amended by complying with management theories. According to these theories, the
recruitment process can be largely enhanced by means of Rodgers seven-point plan,
Munro-Frasers five-fold grading system, personal interviews, as well as psychological tests
(Jones et al. 2006).
Work by Alan Price (2007):
Price (2007), in his work Human Resource Management in a Business Context, formally
defines recruitment and selection as the process of retrieving and attracting able
applications for the purpose of employment. He states that the process of recruitment is
not a simple selection process, while it needs management decision making and broad
planning in order to appoint the most appropriate manpower. There existing competition
among business enterprises for recruiting the most potential workers in on the pathway
towards creating innovations, with management decision making and employers
attempting to hire only the best applicants who would be the best fit for the corporate
culture and ethics specific to the company (Price 2007). This would reflect the fact that the
management would particularly shortlist able candidates who are well equipped with the
requirements of the position they are applying for, including team work. Since possessing
qualities of being a team player would be essential in any management position (Price
2007).

Work by Hiltrop (1996):

Hiltrop (1996) was successful in demonstrating the relationship between the HRM
practices, HRM-organizational strategies as well as organizational performance. He
conducted his research on HR manager and company officials of 319 companies in Europe
regarding HR practices and policies of their respective companies and discovered that
employment security, training and development programs, recruitment and selection,
teamwork, employee participation, and lastly, personnel planning are the most essential
practices (Hiltrop 1999). As a matter of fact, the primary role of HR is to develop, control,
manage, incite, and achieve the commitment of the employees. The findings of Hiltrop’s
(1996) work also showed that selectively hiring has a positive impact on organizational
performance, and in turn provides a substantial practical insight for executives and officials
involved. Furthermore, staffing and selection remains to be an area of substantial interest.
With recruitment and selection techniques for efficient hiring decisions, high performing
companies are most likely to spend more time in giving training particularly on
communication and team-work skills (Hiltrop 1999). More-over the finding that there is a
positive connection existing between firm performances and training is coherent with the
human capital standpoint. Hence, Hiltrop (1996) suggests the managers need to develop HR
practices that are more focused on training in order to achieve competitive benefits.

Work by Jackson et al. (2009) and Bratton and Gold (1999):

As discussed by Jackson et al. (2009), Human resource management approaches in any
business organization are developed to meet corporate objectives and materialization of
strategic plans via training and development of personnel to attain the ultimate goal of
improving organizational performance as well as profits. The nature of recruitment and
selection for a company that is pursuing HRM approach is influenced by the state of the
labour market and their strength within it. Furthermore, it is necessary for such companies
to monitor how the state of labour market connects with potential recruits via the
projection of an image which will have an effect on and reinforce applicant expectations.
Work of Bratton & Gold (1999) suggest that organizations are now developing models of
the kind of employees they desire to recruit, and to recognize how far applicants
correspond to their models by means of reliable and valid techniques of selection.
Nonetheless, the researchers have also seen that such models, largely derived from
competency frameworks, foster strength in companies by generating the appropriate
knowledge against which the job seekers can be assessed. However, recruitment and
selection are also the initial stages of a dialogue among applications and the company that
shapes the employment relationship (Bratton & Gold 1999). This relationship being the
essence of a company’s manpower development, failure to acknowledge the importance of
determining expectation during recruitment and selection can lead to the loss of high-
quality job seekers and take the initial stage of the employment relationship so down as to
make the accomplishment of desirable HRM outcomes extremely difficult. In the opinion of
Bratton and Gold (1999), recruitment and selection practices are essential characteristics of
a dialogue driven by the idea of “front-end” loading processes to develop the social
relationship among applicants and an organization. In this relationship, both parties make
decisions throughout the recruitment and selection and it would be crucial for a company
to realize that high-quality job seekers, pulled by their view of the organization, might be
lost at any level unless applications are provided for realistic organization as well as work
description. In view of Jackson et al. (2009) and Bratton & Gold (1999) applicants have a
specific view of expectations about how the company is going to treat them; recruitment
and selection acts as an opportunity to clarify this view. Furthermore, one technique of
developing the view, suggested by Bratton and Gold (1999), are realistic job previews or
RJPs that may take the form of case studies of employees and their overall work and
experiences, the opportunity to “cover” someone at work, job samples and videos. The
main objective of RJPs is to allow for the expectations of job seekers to become more
realistic and practical. RJPs tend to lower initial expectations regarding work and a
company, thereby causing some applications to select themselves; however, RJPs also
increase the degree of organization commitment, job satisfaction, employee performance,
appraisal and job survival among job seekers who can continue into employment (Bratton &
Gold 1999) Jackson et al. (2009).

Work by Silzer et al (2010):

However, the process of recruitment does not cease with application of candidature and
selection of the appropriate candidates, but involves sustaining and retaining the
employees that are selected, as stated by Silzer et al. (2010).

Work of Silzer et al. (2010) was largely concerned with Talent management, and through
their work they were successful in resolving issues like whether or not talent is something
one can be born with or is it something that can be acquired through development.
According to Silzer et al (2010), that was a core challenge in designing talent systems, facing
the organization and among the senior management. The only solution to resolve the
concern of attaining efficient talent management was by adopting fully-executable
recruitment techniques. Regardless of a well-drawn practical plan on recruitment and
selection as well as involvement of highly qualified management team, companies following
recruitment processes may face significant obstacles in implementation. As such, theories
of HRM can give insights in the most effective approaches to recruitment even though
companies will have to employ their in-house management skills for applying generic
theories across particular organizational contexts. Word conducted by Silzer et al (2010)
described that the primary objective of successful talent strategies is to create both a case
as well as a blueprint for developing the talent strategies within a dynamic and highly
intensive economy wherein acquisition, deployment and preservation of human capital-
talent that matter, shapes the competitive advantages and success of many companies
(Silzer et al. 2010).

Work by Taher et al. (2000):

Toward that end Taher et al. (2000) carried out a study to critique the value-added and
non-value activities in a recruitment and selection process. The strategic manpower
planning of a company, training and development programme, performance appraisal,
reward system and industrial relations, was also appropriately outlined in the study. This
study was based on the fact that efficient HR planning is an essence of organization success,
which flows naturally into employee recruitment and selection (Taher et al. 2000).
Therefore, demand rather than supply must be the prime focus of the recruitment and
selection process and a greater emphasis must be put on planning, supervising and control
rather than mediation. Extending this principle, a realistic approach to recruitment and
selection process was demonstrated, and the study found that an organization is efficient
only when the value it commands exceeds the price involved in determining the process of
decision making or product. In other words, value-added and non-value-added activities
associated with a company’s recruitment and selection process impacts its role in creating
motivated and skilled workforce in the country (Taher et al. 2000). Thus, the study
identified the waiting time, inspection time and filing time as non-value-added tasks and
the cost of advertisement as the only value-added activity in the overall process. Taher et
al. (2000) investigated the recruitment and selection section of Bangladesh Open
University. It was found that whenever the recruitment and selection department of BOU
received a recruitment request of new applicants from other sections, the officials failed to
instantly advertise the vacancy in various media. The university had to follow some long
sequential steps prior to doing so. After the vacancy is publicly advertised, what followed
were the bureaucratic formalities and complications together with inspection and
supervision by two departments thereby causing unnecessary waiting in the recruitment
and selection process that eventually increases the cost of recruitment by keeping the
organization’s image at stake. The study also witnessed some amount of repetition taking
place at every step of recruitment where the applications of applicants circulating around
too many departments for verifications. This repetitive work tends to engage unnecessary
persons for a single task that results in unnecessary delay in the decision and unjust
wastage of manpower.

After careful consideration of similar problems in the BOU, Taher et al. (2006)
recommended for amending the recruitment process by stating that firstly processes like
job analysis and searching internal and external sources must be followed by direct
advertisement of the post as the HR’s own responsibility, and not by any intermediate
officials. This will eliminate the non-value activities. Secondly, Taher et al (2000) suggested
a ‘system’ to be introduced to ease the respective department to study the shortlisted
candidates, which can be done only by the request of the HR department. A medical
assistance must be sought by BOU in regards to the physical or mental abilities of applicants
for the job function as well as their workers compensation and risk. A procedure needs to
be devised pertaining to the privacy and confidentiality of medical reports. Thus, this
privacy and decrease in noon-value added activity of the medical exam can be sustained
effectively by testing the applicants via contracted medical advisors, or in-house doctors.
Use of a computer-based HR system should be installed in BOU to manage the pool of
information about employees and to make the organization to take just-in-time HR
recruitment and selection decisions.

Therefore, any organization is encouraged to development real-time recruitment strategies

that must attempt to generate a pool of appropriately qualified and well-experienced
individuals so as to effectively initiate the selection strategies and decisions. In essence, the
potential applications are encouraged to apply for the open vacancies and also the relevant
departments can engage in recruiting the best candidates to upgrade the department’s
performance (Taher et al. 2000).

Conclusion:
It can be clearly concluded that for a company to succeed all it takes is the proper
recruitment and selection strategies which also shapes the overall manpower management
of the company. By conclude this literature review, the study emphasizes on the fact that
the recruitment and selection process is integrated with other processes such as strategic
plan of the company, training and development schemes, compensation,
rewarding/incentive system, performance appraisal, and lastly, industrial relations.
Furthermore, according to Silzer et al (2010), there exist several reasons why the most
apparent information has been more promising; including the well-structured nature of
interviews, the use of questionnaires based on a job analysis, inclusion of panel of
interviewers, the practice of note-making during the interview, and the use of rating scale
based on behavioural factors to gauge the interviewee’s answers all play an integral part in
the improvement of the recruitment validity.

Therefore, the study has offered an incisive review of literature of as many as six authors
based on their individual studies and research on recruitment and selection processes.
 ORGANIZATION PROFILE OF OPTCL

PROFILE OF POWER SECTOR

After 75 years of independence, electricity has no more remained luxury item available only
to urban elites but has become an integral part of man’s life both personal & economic. For
effective implementation of various development programs in agriculture, industry, science
& technology, energy is the most important factor in the form of electricity (power).
Power sector is a critical infrastructure element for growth of an economy. The availability
of reliable, quality and affordable power is vital for rapid growth in agriculture, industry and
for overall economic development of a State. An efficient, resilient and financially healthy
power sector is an essential requirement for growth of a State and economic
empowerment of the common man.

FORMATION OF ODISHA STATE ELECTRICITY BOARD

Government of Odisha has all along recognized the power sector as the thrust sector to
boost socioeconomic development of the State. In order to harness benefits of modern
management skills in different segments of the power sector, Odisha has pioneered in the
country in unbundling the erstwhile Orissa State Electricity Board into professionally
managed DISCOMs, transmission company (OPTCL), a company (GRIDCO) for bulk supply of
power to DISCOMs and trading of electricity and a generating company (OHPC) to take care
of the state’s hydroelectric generating stations. Odisha is also the first state in the country
to bring the power sector under regulatory regime by establishing the Odisha State
Electricity Regulatory Commission.
Keeping in view the growing demand of electricity and abundant coal reserve in the State,
Government of Odisha has entered into MoUs with 27 nos. of IPPs for establishing thermal
power plants in the state with a total installed capacity of about 40,000 MW. Besides, 2,400
MW capacity thermal power plant is being set up by Odisha Thermal Power Corporation
Ltd. (OTPCL), a State PSU and another plant of 1,320 MW capacity is being set up through
OPGC, a joint venture company formed by Government of Odisha and AES Corporation.
OPTCL is implementing different schemes for establishing a robust transmission system,
commensurate with growth in demand, targeting transformation capacity of about 26,000
MVA and 17,000 circuit-km in the State by the end of FY 2018-19.
In order to promote green energy in the State, it has been planned to establish 2,378 MW
of solar capacity and 1,000 MW from other sources of green energy, viz., wind, bio-mass,
including municipal solid waste etc. by 2022. This has been taken up by Green Energy
Development Corporation Limited (GEDCOL) in coordination with Odisha Renewable Energy
Development Agency (OREDA).
Government of Odisha has already initiated various schemes/programmes, like Odisha
Distribution System Strengthening Project (ODSSP), State Capital Region Improvement of
Power System (SCRIPS), Biju Gram Jyoti Yojana (BGJY), Odisha Dedicated Agriculture &
Fishery Feeder Project (ODAFF), Biju Saharanchala Vidyutikaran Yojana (BSVY) etc. to
create/strengthen the distribution network in the State for supply of adequate and quality
power to the consumers of the State.

POWER SECTOR REFORMS IN ODISHA

Orissa State Electricity Board (OSEB) was carrying out the integrated task of generation,
transmission, distribution as well as supply of electricity in Orissa till 1996 when Orissa
Electricity Reform Act, 1995 came into force primarily for structural, institutional and
regulatory reorganization of the electricity industry and also to make avenues for
participation of Private Sector Entrepreneurs in the electricity sector. In the process of
unbundling of electricity sector in the State, Grid Corporation of Orissa Ltd. (GRIDCO), now
called GRIDCO Limited, incorporated under the Companies Act, 1956 was vested with the
transmission, distribution and retail supply business with effect from 01.04.1996. The hydro
generation was assigned to Orissa Hydro Power Corporation (OHPC) and the only thermal
plant at Ib remained with Orissa Power Generation Corporation (OPGC).
Further restructuring was made by reorganization of the Distribution and Retail Supply
Business of GRIDCO during 1996-97 with the creation of four Strategic Business Units (SBU)
or zones. To facilitate the process of privatization, the four distribution zones were
converted into four companies i.e., CESCO, WESCO, NESCO and SOUTHCO which were
incorporated on 19.11.1997 under the Companies Act, 1956 as wholly owned subsidiaries
of GRIDCO. GRIDCO through a process of International Competitive Bidding disinvested 51%
equity holding in NESCO, WESCO and SOUTHCO on 01.04.1999 and also disinvested 51%
equity in CESCO on 01.09.1999, thus privatizing the entire Distribution and Retail Supply
business in Orissa.
Subsequently with the enactment of the Electricity Act, 2003, the Government of Orissa
through notification of a Transfer Scheme transferred the transmission business of GRIDCO
and vested the same with Orissa Power Transmission Corporation Limited (OPTCL) with
effect from 01.04.2005. OPTCL, registered on 29th March 2004 under the Companies Act,
1956, is a wholly owned Government Company. Under the Transfer Scheme, OPTCL has
been notified as the State Transmission Utility (STU) and is also mandated to discharge the
State Load Dispatch functions. Under the provisions of the Electricity Act, 2003, OPTCL is a
deemed transmission licensee. It undertakes the activities of transmission of electricity in
the State of Orissa under regulatory control of Orissa Electricity Regulatory Commission
(OERC) and also in compliance of the provision of the Orissa Electricity Reform Act, 1995
and Electricity Act, 2003. OPTCL commenced its commercial operation from the FY 2005-06.

OBJECTIVES OF THE OPTCL

o OPTCL, as a Transmission Licensee and a State Transmission Utility, has an important
role to play in the social development issues in course of its business operation.
o The social value of electricity has been increasing in day-to-day life and as the society
is becoming more energy dependent. OPTCL is to satisfy the human needs not only
by making available quality and uninterrupted power which is its core function but
also will have the responsibility of addressing the social needs while carrying out its
business operation as our operation has its impact on society and the environment.
o As a good corporate citizen, the Corporation is to take care of the community which
gets affected in course of our transmission business. OPTCL has the objective of
supporting the community by extending wide range of social, economic, educational,
health and other welfare activities.
o The Corporation shall work in providing reasonable facilities to improve the lifestyle
of the community in and around the area of operation of the Corporation. In
addition, OPTCL is aware of its role and responsibility for environment protection.
o In addition to the environment protection measures undertaken for laying
transmission lines, the Corporation will go for adequate plantation in its area of
operation across the State.
ORGANIZATION STRACTURE OF OPTCL
CHALLENGES FOR OPTCL
o To have adequate network to cater to sudden load growth in the state.
o To provide adequate network in remote areas to cater to the requirement of
consumers being inducted through Rajiv Gandhi Gramin Vidyut Yozana (RGGVY) and
Biju Gramya Jyoti Yozana (BGJY).
o Facing the future competition from Private Sectors.
o Old and over loaded transmission network with frequent insulator failure, jumper &
conductor snapping and bursting of equipment such as current transformers,
Potential transformers and Lightning Arresters.
o Moving small CGPs connected at 33 kV and11 kV.
o Reducing Transmission loss which is hovering over around 4.5% to 5%.
o Time and cost-efficient Project completion.
o Mitigating ROW issues.
o Developing a strong balance sheet for mobilization of funds to meet the huge
investment requirements in transmission sector including financing for unviable
projects in certain areas.
o Having a skilled work force.
MISSION
o Transmission of power in large quantity with affordable price as per the expectation
of customers, Government of Odisha and OERC.
o Increase transmission network need based, to meet the demand of the state in 2025.
o Develop a portfolio of intra-state and some inter-state transmission assets in national
market including business expansion for evacuation of power outside the state in
collaboration with PGCIL and others.
o Adoption of best construction and OLM practices supported by system driven
processes enabled by cutting edge IT solutions.
o Diversification of business by providing consultancy in the areas of construction and
maintenance services and also in Telecommunication and other emerging areas so as
to achieve optimum utilization of assets for generation of additional revenue.
o Develop skilled and satisfied human resources, fostering a service-oriented attitude to
its customers/stake holders and becoming empowered to meet customer need in the
changing scenarios.
o Building Research and Development wing for adoption of new technology.
o Discharge the social responsibility with commitment on environment protection,
Health, Safety, Energy Conservation and community Development.
o Achieve excellence in project implementation.
o Practice higher standard of corporate governance and be a financially sound
company.

VISION
Electricity consumption is one of the most important indicators that decides the
development level of a nation. The Government of India is committed to improving the
quality of life of its citizens through higher electricity consumption. Our aim is to provide
each household access to electricity, round the clock. The ‘Power for All’ programme is a
major step in this direction.
OPTCL ranks one among the leading Transmission Utilities in India, transmitting quality,
reliable & SECURED power with minimum transmission loss at a competitive price.
CATAGORIES OF EMPLOYEES IN OPTCL
Employees who are working in OPTCL can broadly categories into 2 parts. Such as:
1. Permanent Employees
2. Contractual Employees
Permanent Employees- Permanente employees are those work permanently for the
organization & appointed by the organization directly.
Such employees are further divided into 2 groups like-
o Executive: Employees starting from grade E01 to E12 are called executive employees.
EXECUTIVE
TABLE- 1
SL.NO. SKILL/ GRADE MAN IN SANCTION
CATAGORY POSITION STRENGTH
1 M.T E01 101 0
2 J.M./S.O. E02 261 355
3 A.M. E03 240 679
4 D.M. E04 299 499
5 MANAGER E05 81 189
6 A.G.M. E06 105 163
7 D.G.M. E07 132 134
8 G.M. E08 32 39
9 S.G.M. E09 19 19
10 C.G.M. E10 10 13
11 DIRECTOR E11 3 9
12 C.M.D./M.D. E12 1 2
13 GOVT. 2 8
DEPUTATION
 STAFF
TOTAL 1286 2109

o NON-EXECUTIVE: employees starting grade A01 & T01 to A10 & T10 are called non-
executive employees.
NON-EXECUTIVE
TABLE- 2
SL.NO. SKILL/GRADE A01 & T01 MAN IN SANCTION
POSITION STRENGTH
1 UNSKILLED A01 & T01 202 & 307 749

2 SEMISKILLED-B A02 & T02 38 & 25 12

3 SEMISKILLED-A A03 & T03 0 & 105 467

4 SKILLED-C A04 & T04 0 & 115 302

5 SKILLED-B A05 & T05 125 & 122 893

6 SKILLED-A A06 & T06 60 & 125 427

7 HIGHLY A07 & T07 32 & 17 245

SKILLED-B
8 HIGHLY A08 & T08 35 & 37 136
SKILLED-A
9 SUPERVISOR-B A09 & T09 0&3 2

10 SUPERVISIOR-A A10 & T10 1&0 0

TOTAL 1349 3233

SL CATEGORY SS MIP VAC MALE FEMALE

1 EXECUTIVE 2109 1286 823 1028 258

2 NON- 3233 1349 1884 1114 235

EXECUTIVE
TOTAL 5342 2635 2707

TOTAL ORGANIZATION S/S & MIP as on 01.09.2022

CONCEPT OF
RECRUITMENT
&
SELECTION
Recruitment and Selection
Recruitment is the process where the potential applicants are searched for and are
encouraged to apply for a vacancy. While the selection is the process of hiring the
employees from the shortlisted candidates and providing them with a job in the
organization. The success of any organization depends on its employees because when an
employee is well suited for their job the entire company can enjoy the benefits of their
success. Recruitment and selection help organizations to choose the right candidates for
the right positions in the business.

RECRUITMENT
The word “recruitment” has many meanings and plays an important role.
Employees leave the organization in search of greener pastures- some retire some die in
saddle. The most important thing is that enterprise grows, diversifies, and takes
over other units-all necessitati ng hiring of new men and women. In fact,
recruitment functi ons stop only when the organization ceases to exist. To understand
recruitment in simple terms it is understood as process of searching for obtaining
applications of job from among from whom the right people can be selected. To
define recruitment, we can defi ne it formally as it is a process of fi nding and
att racti ng capable applicants for employment. The process begins when new
recruit are sought & ends when their applicati on is submitt ed. The result is a
pool of applicants from which new employees are selected. Theoreti cally,
recruitment process is said to end with receipt of applicati on in practi ce the
acti vity extends to the screening applicants as to eliminate those who are not
qualifi ed for the job.
Determination of human resources requirement has been made the recruitment &
selection process beings. very often recruitment is misunderstood as fillings the vacancies.
The real purpose of recruitment is not to fill up a vacancy but to add a person to staff whom
the management expects to become important in future scheme of things.
Recruitment forms the stage in the process, which continues with selection & ceases with
the placement of the candidate. It is the next step in the procurement function, the first
steps being the manpower planning. Recruitment makes it possible to acquire the number
& types of people necessary to ensure the continued operation of the organization. It is
called a positive process.
Recruitment needs are of 3 types:- planned & anticipated. Planned needs arise from
changes in organization & recruitment policy. Resignation, deaths, accidents or illness give
rise to unexpected needs anticipated need refer to those movements in personnel, which
an organization can predicate by studying trends in the internal & external environments.

Recruitment Definition
It is the process of finding & attracting capable applicants for employment. The process
beings when new recruits are sought & ends when their application submitted. The result is
a pool of applicants from which new employees are selected.

K Ashwathapa
Recruitment is the process of searching for prospective employees & stimulating &
encouraging them to apply for jobs in an organization.

Flippo
Recruitment is a process to discover the sources of manpower to meet the recruitments the
staffing schedule & to employ effective measure for attracting that manpower in adequate
numbers to facilitate effective selection of an efficient working force.

Features of Recruitment
o Recruitment is a process or a series of activities rather than a single act or event.
o Recruitment is a linking activity as it brings together those with jobs & those seeking
jobs.
o Recruitment is a positive function as it seeks to develop a pool of eligible persons
from which the most suitable ones can be selected.
o The basic purpose of recruitment is to locate the sources of people required to meet
job recruitment & attracting such people to offer them for employment in the
organization.

o Recruitment is an important function as it possible to acquire the number & types of

persons necessary for the continue functioning of the organization.
 o Recruitment is a pervasive function as all organizations in recruiting activity. But the
volume & nature of recruitment varies with the size, nature & environment of the
particular organization.

o Recruitment is two-way process. It takes a recruiter & recruited. Just as the recruiter
has a choice whom to recruit or not. Similarly, the prospective employee can choose
for which organization to apply for a job.

o Recruitment is a complex job because too many factors affect it E.g.- Image of
organization, nature of the job offered, organizational policies working conditions &
compensation level in the organizational, rate of growth of the organization, past
recruitment record, trade union attitudes, labour laws, culture & environment,
government policies etc.

Steps in Recruitment Process

The Recruitment process consists of the following process:-
o Recruitment process generally begins when the personnel department receives
requisitions for recruitment from any department of the company.
The personnel requisitions contain details about the position to be field, number of persons
to be recruited, the duties to be performed, qualifications required from the candidate,
terms & conditions of employments & the time by which the persons should be available
for the appointment, etc. a specimen of personnel requisition is given in figures.
o Location & developing the sources of required number & type of employees.
o Identifying the prospective employees with required characteristics.
o Communicating the information about organization, the job & the terms & conditions
of the service.
o Evaluating the effectiveness of recruitment process.
o Encouraging the identified candidates to apply for the jobs in the organization.

Factors affecting Recruitment

Factors governing recruitment may broadly as internal & external factors.

Internal Factor
o Recruitment policy of the organization.
o Human resources planning strategy of the company.
 o Size of the organization & the number of the employees employed.
o Cost involved in recruiting employees employed.
o Growth & expansion plans of the organization.
o Strict organization culture.

External Factor
o Supply & demand of specific skills sin the labour market.
o Political & legal considerations such as reservation of jobs for Sc, St and so on.
o Company’s image perception of the job seekers.

Sources of Recruitment
Various sources of recruitment may be classified into 2 broad categories, namely internal
sources & external sources.

Internal Sources
Present employees- Permanent, temporary & casual employees already on the pay of the
organization are a good source. Vacancies may be filled up from such through promotion,
transfer, upgrading & even demotion. Transfer implies shifting of an employee from one job
to another without any major change in the status & responsibilities of the employee. On
the other hand, promotion refers to shifting of an employee to a higher position carrying
status, responsibilities & pay.
Retired & retrench employees who want to return to the company may be rehired.
Dependants & relatives of deceased & disabled employees.

External Sources
External sources lie outside the organization. Here the organizations can have the service
of-
o Employees working in the other organizations.
o Job aspirants registered with employment exchanges.
o Students from reputed educational institutions.
o Candidates referred by union, fried relatives of existing employees.
o Candidates forwarded by search firms & contractors.
o Candidates responding to the advertisements, issued by the organization.
o Unsolicited applications/walk-ins.
This source of recruitment never dries up. It is available to even new enterprises. External
sources are best when suitable people from within are not available & when the
organization is diversifying or merging with other organizations.
Methods of Recruitment
Recruitment methods or techniques are the means, by which an organization establishes
contact with potential candidates, provide them necessary information & encourage them
to apply for the jobs. Various methods employed for recruiting employees may be classified
into the following categories:-

Direct Method
Under direct recruitment scouting, employee contacts, manned exhibits & waiting lists are
used. In scouting representatives of the organization are sending to educational & training
institutions. These travelling recruiters exchange information with the students, clarify their
doubts, stimulate them to apply for the jobs, campus interviews & shortlist candidates for
further screening.
Another direct method is to ask employees of the organization to contact the public & talk
about the vacancies. Mannes exhibits involves sending recruiters to seminars &
conventions, setting exhibits at fairs & using mobile offices to go the desired centres. Some
organizations use waiting lists of candidates who have indicates their interest in jobs in
person, through mail or over telephone.

Indirect Method
Advertisements in newspapers, journals, on the radio & television are used to publicize
vacancies. A well thought out & clear advertisement enables candidates to access their
suitability so that only those processing the requisite qualification will apply. This method is
appropriate when a large target group scattered geographically.

Third Party Method

Various agencies can be used to recruit personnel. Public employment exchanges,
management consulting firms, professional societies, temporary help societies, trade
unions labour & contractors are the main agencies. In additions, friend & relation of exiting
staff deputation method can also be used.

SELECTION
Selection is the process of choosing the most suitable persons out of the applicants. Hence
it is called a negative process. In this process relevant information about applicants is
collected through a series of steps so as to evaluate their suitable for the job to be field. It is
a process of wedding out unsuitable candidates & finally identifies the most suitable
candidates. Selection divides all the applicants into 2 categories- SUITABLE, UNSUITABLE.
Selection is negative as it rejects a large number of applicants to identify the new who are
suitable for the job. Faulty selection leads to wastage of time & money & spoils the
environment of an organization. Scientific selection & placement of personnel can go a long
way in building up a stable workforce. It helps to reduce absenteeism & labour turnover.
Proper selection is helpful in increasing the efficiency & productivity of the enterprise.

The selection process can be defined as shortlisting the right candidates with the required
qualifications to fill the vacancies in an organization. The process varies from company to
company hence need to be understood what type of process suits accordingly.
 
The Selection Process is quite a lengthy and complex process as it involves a series of steps
before making a final decision. To know more about the selection process of an
organization, read the article below.

Selection Process Meaning

The selection process refers to selecting the right candidate with the required qualifications
and capabilities to fill the vacancy in the organization. The selection process is quite a
lengthy one and also complex. It involves a series of steps before the final selection. The
procedure of selecting the employees may vary from industry to industry according to their
own needs. Every organization designs their selection process while keeping in mind the
urgency of hiring the people and the requisites for the vacancy of the job.
 
Steps in Selection Process
o Popularly there are seven stages in the process of selection: 
 o Application – After the job opening has been announced, the candidates apply for the
respective jobs which suit them.
o Screening and Pre-selection – The goal of this second phase is to reduce the number
of candidates from a large group to a manageable group of between 3-10 people that
can be interviewed in person. The selection is based on their selection technique and
according to the company’s needs.
o Interview – The interview gives insight into a person’s verbal accuracy and how
sociable they are. This also provides the opportunity to ask the candidate job-related
queries. 
o Assessment-The full assessment usually is more accurate as this helps the
organization to check the candidate well. Assessments include work sample tests,
integrity tests, and related job knowledge tests. 
o Reference And Background Check- An essential step is the reference check, which is
to confirm about the candidate. The candidates are asked to give references and he
follows up on these. 
o Decision- The next step is to decide to choose the correct candidate who promises
the greatest future potentiality for the organization. 
o Job Offer and Contract – After the decision-making process, the candidate needs to
accept the offer which is known as the contract.

Types of Selection Process

Selection types differ according to different types of organizations. The types of the
selection process are -
o Application forms and CVs
o Online screening and shortlisting
o Interviews
o Psychometric testing
o Ability and aptitude tests
o Personality profiling
o Presentations
o Group exercises
o Assessment centres
o References

Importance of Selection
Selection is an important facet for the organization, it’s importance can further be summed
up as below-
o It identifies the right candidates for the company.
o Recruiting talented employees can help increase the overall performance of the
organization.
o Helps in avoiding false negatives and false positives of the candidates.
Above all, the process selection has all the way become more complicated. As the
organizations want to hire talented and effective employees, this can create a difference in
the interest of the organization, hence the organizations carefully have adopted different
methods of recruiting a candidate.

Selection Process
The goal of the recruitment and selection process at organizations is to find and hire the
best candidates for job openings. This process has a funnel structure. Imagine you are
seeking a new hire for a role – your current employee decided to pursue another
opportunity. You need to find a replacement. 50 people apply to your job opening. You
select five of them to interview and finally, one person gets the job offer.

Your organization’s candidate selection process always starts with a job opening. Every job
opening should have a clearly defined function profile. Based on the job description, this
should include criteria like how many (if any) years of work experience are needed,
educational background, and proficiency in certain skills.

Once you publish and advertise your job opening, candidates flow in – hopefully! This is
where the selection funnel starts. The selection process in HRM occurs via a series of steps
that candidates move through. A typical funnel consists of seven stages. Of course, not
every candidate makes it through to every stage. Let’s go over these stages one by one.

The 7 stages of the selection process

o Application
After you’ve created a job advert – and double-checked it for any errors – it’s ready to be
posted. Candidates can now apply but the number of applications, the quality, and diversity
of those who do, can vary hugely. 

Some of these factors are external and beyond your influence as HR; for example, social
factors such as the ongoing Covid-19 pandemic. Depending on your country’s infection
rates and legislation put in place by the government regarding work, health and
immigration, the pool of applicants may be smaller than pre-pandemic. The field you work
in HR for will impact as well. If you’re trying to recruit nurses to a public hospital, when
burnout is high, your HR department’s role will be more challenging than a video games
company seeking graduate developers, who can work remotely. 

The number of applicants can range between zero and thousands, depending primarily on
the size of the company, the type of job and the industry, and on how successful your
sourcing strategy and employer brand are. Internal factors such as pay rates, opportunities
for progression and benefits like health insurance, have a considerable impact as well.
Google, for example, receives around 3 million applications a year. This means that on
average more than 400 people apply per job opening.
But the number and quality of applicants also depend on your job advert. The way a job ad
is written, meaning how informative, engaging and inclusive it is, directly impacts the
people you attract. All job adverts should use gender-neutral language and you should
consider if higher education is an absolute necessity for applicants.

For example, The Spectator is a widely read British weekly magazine. The publication has a
no CV policy for editorial roles and does not require a university degree. If your company
does require a CV, consider implementing a “blind review” policy; all personal
characteristics such as name, age, gender and sexuality are removed. This aims to
counter implicit bias.

And how is your application process itself? Is it mobile-friendly and quick? Or of you, on the
other hand, require candidates to manually fill in all the info from their CVs into your
system? Always test your application process yourself to understand where your applicants
might struggle. That way, you can ensure you’re providing a smooth application experience.

o Screening & pre-selection

The second step in the recruitment and selection process is the initial screening of
candidates. The goal of this second phase is to reduce the pool of candidates from a large
group to a manageable group of between 3-10 people that can be interviewed. This can
happen in multiple ways.

Resume screening
The most commonly known technique is resume or CV screening. Resume screening helps
to assess if candidates comply with the criteria needed for the job. If you require 5+ years
of work experience and you see that a college graduate applied, you can easily rule out this
person.

If you work in the HR department of a large company, CV reviewing can be time-consuming.

Using software is an efficient and cost-effective way to manage this challenge. Options
range from built-in resume screening tools that are part of an ATS to resume screeners that
use artificial intelligence to predict the quality of hire. Be careful not to overuse this kind of
technology though. You need to ensure that it is regularly reviewed for bias.

Phone screening/chatbot
After the resume screening, often a phone (or video) screening happens. This helps to align
expectations between the candidate and employer. The recruiter can ask candidates any
questions they have following the screening of resumes. The recruiter can go through a
checklist that may include topics like pay expectations, full-time or part-time hours, flexible
working options, starting date, and other potential deal-breakers. Since this is a fairly
standard procedure, having a chatbot ask these questions is also an option.

As mentioned above, technology now enables us to do these screenings in an automated

way. Chatbots ask candidates questions and make the interview interactive. An example is
a large engineering company that implemented a chatbot intended to optimize the
recruitment process and keep candidates engaged. The data showed that after the chatbot
was implemented, completion rates went up from 74% to 96%. 

Pre-selection or pre-employment assessments

Pre-selection is a powerful screening method that helps to weed out potential mismatches.
Dedicated pre-selection tools provide assessments that can include cognitive testing, a job
simulation, or other tests that help to predict the quality of the new hire. Sometimes the
resume screening is included in these tools. A job simulation provides a realistic job
preview. This shows both the most enjoyable and interesting aspects of a role but also the
challenging elements, resulting in an authentic insight. This helps align expectations
between employer and employee and leads to hires who are a stronger fit. Pre-selection
tools are another aspect of the increasing role of AI technology in the recruitment
landscape.

These pre-selection tests are often used for high-volume recruiting (roles with large
numbers of applicants). To give an example of such a test, a sales rep might be assessed on
their customer service skills. These screening tools eliminate the obvious mismatches so the
most suitable candidates remain. Be aware that not all pre-selection tools and screenings
are fully accurate, so again, choose your vendor with care.

o Interview
The third step in the candidate selection process funnel is the best known and most visible
of them all: the job interview. A job interview involves the candidate being interviewed by
their direct manager or the recruiter (or both) to assess how well-suited they are for the
role.

The interview offers some insight into a person’s verbal fluency and sociability. It also
provides the opportunity to ask the candidate questions related to the job and it presents
the opportunity to sell the job to the candidate.

Interviews may be carried out virtually over the internet, or in person. Many companies
nowadays carry out a first stage remote interview, with a final in-person interview as the
last stage in assessment. The company and candidates benefit from lowering costs, and
more efficient time management. The pandemic and shelter-in-place orders have pushed
many companies to conduct all interviews remotely, which will likely continue well into the
future.

Types of interviews
There are two main types of interviews, an unstructured and a structured interview. In a
structured interview, a standardized set of questions is used. This provides the interviewer
with a uniform method of recording information and standardizing the rating of the
applicant’s qualifications.
Other interview types include candidates being interviewed by peers or a panel. These
interviews aim to gain insights into a candidate’s personality, behaviour, and
approachability among team members, or with those they will be supporting in a job.

In scientific literature, the structured interview has proven to be almost twice as reliable as
the unstructured interview (Schmidt & Hunter, 1998). The structured interview enables the
interviewer to accurately compare candidates and to make the best decision purely on
data.

Evaluating interviews
Besides having standardized questions, a common method used in interviews is the STAR
method. This method offers a structured way to retrieve information from the candidate.
STAR is an acronym for:

o Situation. Have the candidate describe the situation that they were in.
o Task. What goal was the candidate working towards?
o Action. Have the candidate describe in detail what actions they took to make the
best of the situation and complete their task.
o Result. Have the candidate describe the outcome of the action and ask what the
candidate learned.
The STAR method is great to test the candidate’s experience in different situations that are
relevant to the job. If a candidate needs experience in managing different shareholders, an
example question could be: Describe a situation in which you had to manage different
shareholders. Using the STAR method, you can then easily test the candidate experience in
these situations. 

Using this method to test for the key competencies of the job is highly recommended.
Indeed, asking multiple candidates the same question enables you to easily compare how
much experience they have in these key competencies from their previous jobs.

It is considered best practice to use interview guides, as this makes the recruitment and
selection process fairer and more consistent. 

o Assessment
We’ve briefly discussed assessments in the second step. Where the pre-selection, or
screening, is used to roughly weed out the least suitable candidates, the full assessment is
usually more accurate.

Common assessments are a General Mental Ability (GMA) test (also known as an IQ test)
and a Five-Factor Model of Personality test. Higher IQ is associated with faster learning and
higher top performance. This means that for high IQ candidates the Time to Optimum
Productivity is lower and candidates are likely to perform better. While these assessments
can be a part of your pre-selection process, many organizations choose to conduct them in
later stages of the hiring process.

When it comes to personality, more conscientious candidates perform better in their job.
Candidates who score high in conscientiousness are often described as hard-working,
dutiful, achievement-oriented, and detail-oriented. Research shows that conscientiousness
is the strongest noncognitive predictor of job performance.

Other assessments include work sample tests, integrity tests, and job knowledge tests. The
scientific literature shows that assessments in a form of work sample tests are among the
best predictors of job performance. Good practice is to have candidates do a case study or
solve a real problem during their interview. It is possible to compare the quality of a
candidate’s work with the other applicants, as well as against the expected, or ideal
performance.

Not all jobs include a job task-style simulation. And not all job roles or applicants benefit
from this approach; if you’re hiring someone for a mid-career role, their CV and references
will provide a huge amount of insight. The applicant has already advanced considerably in
their field, and will likely have reached a point of expertise in some areas. A full assessment
is most useful for hiring graduates, who do not have much work or life experience.

o References and background check

By this point, you have reduced the long list of candidates to a shortlist of one to three
candidates. An essential step in the candidate selection process is reference checking.

Reference checks are a way to confirm the accuracy of what a candidate has told you, and
your impressions of them. Ask the candidate to give you references and follow up on these.
If during the interview you have doubts about a certain competency or skill, the reference
check is an excellent way to gather more information from a different perspective. 

A background check is commonly used for government departments and other jobs that
involve access to highly confidential information, such as healthcare roles. Countries like
the US carry out more reference checks than most European countries, for example.

The background check can be a prerequisite before applying, and be a part of the pre-
selection. An example is a confirmation of good conduct or other criminal record checks for
teaching positions and other roles that involve a high responsibility for others. These checks
help to eliminate people who have done or may abuse their duty of care over vulnerable
people. However, unless absolutely necessary, you should conduct background checks as
late in the selection process as possible.

In the US, employers typically use private companies to conduct background checks.
Background checks in hiring are subject to the federal Fair Credit Reporting Act (FCRA) and
they need to fulfil the requirements of the Equal Employment Opportunity Commission
(EEOC). That’s why you need to select an FCRA-compliant provider to conduct the
background checks on your behalf.

o Decision
The next step in the recruitment and selection process is making the decision; choosing the
candidate with the greatest potential for the organization. Sometimes this means picking
someone less qualified at the moment – but who is committed to growing and staying with
the organization for longer.

You should use a data-driven approach to make the hiring decision to make your selection
process as fair as possible. In practice, this means pre-defined criteria by which every
candidate is rated against during the selection process. The best candidate is then chosen
and given an offer. Usually, the hiring manager makes the final decision. It may also involve
input from other managers, and colleagues.

o Job offer & contract

After your company has made a decision, the selection process isn’t over. The (ideal)
candidate still needs to accept the offer!

At this point, the organization should have all the information that will make the candidate
likely to say yes. Hopefully, you will have gleaned this information from the various
screenings (if applicable) and job interviews. 

The offer is then made to the candidate. If they accept the offer, you draw a contract and
have both parties sign it. Only when the employment contract is signed by all parties, is the
selection process complete. 
INDUCTION
The candidate selected is issued the appointment letter & is required to join the
organization within a specified period. The induction function follows this steps & is
connected with introducing or orienting a new employee to the organization & its
procedures, rules & regulations.

The recruitment of OPTCL shall be decided by the HRD committee of the Board. There are
two sources of Recruitment:

Direct Recruitment / External Sources

Departmental Recruitment / Internal Recruitment

DIRECT RECRUITMENT
The organization directly recruits from open market. The organization does not approach
for any campus recruitment. The reason is that, OPTCL being a public sector; it recruits the
interested Indian citizens, who meet prescribed specifications. Private consultants, private
employment agencies & public employment agencies have negligible role in recruit
candidates. But OPTCL employees sometimes consult agencies to assist in recruiting new
skills. It is responsibility of the agency to take out the written test. The question paper for
the test is set by the outsider organization & it is mandatory on the paper on the part of the
agency to consult OPTCL authorities & get their approval for sitting the pattern of the
OPTCL to continue the rest programs. But when there is no private consultants & the
organization itself recruit the candidates. Then the process is like the followings:-

o First the HRD committee of OPTCL decides in which department how many posts are
vacant. Then they decide what the requirements for those posts are.
o There is a declaration of advertisement according to the recruitment policy.
 RECRUITMENT & SELECTION AT OPTCL

OPTCL OFFICER’S RECRUITMENT POLICY

TITLE
This policy frame under clause 8 & 11 of the OPTCL officers service regulations. Shall be
called as “OPTCL OFFICERS RECRUITMENT POLICY” & shall come into force with effect from
the date of approval by the board of directors of OPTCL.

DEFINITION
Words not defined in this policy will carry the meaning as defined under OPTCL officer’s
service regulation.

OBJECTIVES
o To meet the man power recruitment of the company with necessary qualification,
skills, merit & overall suitable in terms of the approved human resource plan.
o To attract, select & retain the best talents available keeping in view the changing
needs of the organization.
o To ensure an objectives & reliable system of selection.
o To ensure the continuity of the management & systematic succession planning for
senior are key positions in the officer’s cadre.
o To integrate officers into a cohesive team.

SCOPE & COVERAGE

Subject to regulation in regard to promotion & career advancement of existing officers
these rules shall cover induction of officer’s including management trainees from open
market in all levels & departmental employees against internal circulars.

VACANCIES ESTIMATION
The Director (HR) in consultation with other functional directors shall prepare an estimate
in the month of January or each calendar year the vacancies existing or likely to rise in all
grades of posts in that calendar year. For the purpose of filling up the vacancies, the
director (HR) may utilize the panel of reserve candidates, if any and / or resort to any of the
methods of recruitments as outlined herein, after with the approval of Chairman cum
Managing Director.

RECRUITMENT FREQUENCY
6.1- Ordinarily, there shall be an annual recruitment to the vacancies. In all grade of post in
each calendar year, unless the recruitment is process of promotion & unless the board
decides to adopt more recruitments for particular posts depending on the existences.
6.2- The Director HR shall consider process to be completed once the selection committees
finalize the panel of candidates & submit it. The recruitment process shall be carried
forward by Director HR even if the panel for a particular year is received after the expiry of
that calendar year.

INDUCTION LEVEL & MANPOWER BUDGET

Ordinary, the initial induction level of officers shall be at E1 level as Management trainees
subject to subsequent appointment in E2 level (for diploma in engineering & equivalent
qualification in non-engineering discipline) or E3 level (for degree in engineering &
equivalent posts graduate qualification non engineering discipline) as the case may be on
successful completion of the training period. However, depending upon the recruitment of
the management, officers may be inducted at different level of the officer’s grade, subject
to the provisions in the service regulations.
All inductions shall be subjected to & in accordance with the approved Manpower, Budget
of the company in discipline/cadre wise.

CADRE/DISCIPLINE & QUALIFICATION

For the purpose of recruitment, the post in the company shall be grouped into separate
into separate cadres or disciplines based upon qualification, experience etc. required as at
annexure of this policy.

EXPERIENCE & AGE LIMIT:-

The minimum post qualification experience & minimum age limit for appointment to
various post / levels shall be as specified in annexure-2 of the rules.

The HRD committee of the board may amend, modify & vary of and to the prescribed
qualification, experience & age for any post at any time depending upon the specific
recruitment of the company.
In case new cadres are formed in future the company shall from time to time lay down the
prescribed qualification & experience accordingly.

The date of birth shall be as declared by the applicant in his application form duly verified
from his matriculation / HSC / final certificate issued by the council / board.

METHODS OF RECRUITMENT
The recruitment of the company shall be made by one of more of the following methods to
be described by the HRD commence of the board before each recruitment.

DIRCECT RECRUITMENT:-
Recruitment from among incensed Indian citizens, who meet prescribed
specifications.
DEPARTMENTAL RECRUITMENT:-
Recruitment from among interested employees of the company who meet prescribed
specifications. This will not be governed by the policy guidelines relating to promotion from
lower grades.

PROMOTION:-
Recruitment through promotions from lower grade who meet prescribed specification as
per the company’s promotion policies. When a post is to be filled in by promotion, it will be
done as per the OPTCL officer’s promotion policy as approved by the board of directors of
the company & separate rules which been framed for the purpose.

DEPUTATION:-
Recruitment through deputation from central / state Government of other public sector
enterprises.
Recruitment through any other methods as the HRD committee of the board may decide
from time to time.

DIRECT RECRUITMENT
For a post to be filled in by direct recruitment, the governing principle shall be to secure the
services if the person most suitable to the post. To achieve this objective, the method of
recruitment shall be as follows:
a. The HR Department shall invite application in conclusion with the user department
furnishing information regarding the nature & duties of the post.
 b. The advertising inviting applications shall be published in leading local & national
newspapers & magazines as decide by the HR Department before recruitment.
c. On receipt of the applications, a security of the applications shall be made by HR
Department in consulting with the respective functional heads to shortlist
applications meeting the prescribed specifications.
d. Director HR shall arrange to conduct a written test. On the basis of posts the
qualifying marks in the written test shall be finalized & all those who qualify shall be
called for a personal interview.
e. CONSTITUTION OF THE SECOND COMMITTEE
FOR THE POST OF E1 TO E4
Concerned functional Director Chairman
Director (HR) Convener
CGM / SGM of the concerned discipline Member
Outside experts Member
FOR THE POST OF E5 TO E9
CMD Chairman
Concerned functional directors Member
Director of (F) another functional
Director to be nominated by
CMD Member
Director (HR) Convener Member
Outside experts Member

The Director HR shall in consultation with the CMD & Director (Finance) decide the sitting
fees, other fees or allowances to be paid to the outside experts nominated as member of
the selection committee.
The selection committee has finalized a panel of selected candidates on the basic of mark &
written test, interview, & other relevant factors. The selection committee shall arrange the
name of the selected process, which shall be the select list for the appointment.
The panel of reserve candidates which shall not exceed 50% of the number of advertised
vacancies & shall be maintained for one year from date of completion of the selection
process. The appointing authority may use the panel of reserve candidate for further
requirement during the period of one year. This panel shall become null & void on expire of
one year from finalizing the selected list.

APPLICATION FEES:-
The director shall collect application along with fees during direct recruitment as may be
prescribed from time to time.

RETENTION ON LIEN
Persons who are appointed in the company on the basis of direct recruitment shall not be
allowed to retain on lien to their previous organization. Such person shall be allowed to join
the company only on production of a letter from the competent authority of the previous
organization clearly mentioning therein that has been relieved.

DEPARTMENTAL RECRUITMENT
When a post is to be filled in by limited department recruitment, as detailed herein, the
governing principle shall be to secure the service of the person most suitable to the past, To
achieve these objectives the method of recruitment shall be as follows:
a. The HR department shall invite application through office circulars furnishing
information regarding the nature & duties of the post, eligibility criteria for the post
including qualification, experience, age limit etc.
b. On receipt of the applications, a security of the applications shall be made by the HR
department in consulting with respective functional heads to shortlist applications
meeting the prescribed specifications.
c. The procedure there after will be as outlined at para 11 causes (d) to (h) above.
d. Direct recruitment & departmental can be made together, depending on the
circumstances.

DEPUTATION
a. When a post is to be filled in by deputation herein, the governing principles shall be
to secure the service of the person most suitable to the post in the minimum possible
time. To achieve this objective, the method of deputation shall be detailed herein.
b. When a post is to be filled in by deputation, an organization shall normally be
approached to lend a particular offer be named, but such relevant particulars shall be
supplied to the concerned organizations as will enable it to suggest suitable person
for the post, The deputation’s period will not be allowed to exceed 6 years under any
circumstances.

OTHER METHODS OF RECRUITMENT

Besides the method of recruitment as detailed herein before, the HRD committee may
decide to adopt any method of recruitment on case-to-case basis.

RESERVATION FOR ST / SC, WOMEN CANDIDATES

The directive of Government of Odisha regarding reservation & age relaxation for SC, ST as
per the ORV Act for the OBC’s, ex-serviceman, women, physically handicapped & other
categories under the relevant statute issued from time to time.
PROCESS CAN BE OPTED TO IMPROVE THE RECRUITMENT & SELECTION
Now OPTCL is adopting 2 ways to recruit & selection its employees for the vacant posts.
There are also other ways for this process, which OPTCL may adopt to reduce time of the
current process & make it more effective.
o Assessment centre
o Attitudinal test for recruitment
o Campus recruitment
o Field tris
o Employee referral
o Unsolicited applicants
o Employment exchange
o Professional or trade associations
o Walk-ins, talk-ins & write -ins
o Acquisition & merger
o Competitors
 DATA ANALYSIS & INTERPRETATION
I have done my project in Recruitment & Selection process at OPTCL, Bhubaneswar during
my project hour, I have collected various data which are Primary distributed 20 sections.
One questionnaire contains 20 questions, which are related with the present recruitment &
selection process. Each questions contains more than 2 options i.e., each responded how to
give their respond & one of the options. Each questions have its own objectives.
Executives were asked through the questionnaire to know the perception of employees
regarding their linking towards the organization, majority respondent agreed in favour
whereas a few numbers respondent could not opine.
I distributed questionnaires among 20 employees in which 85% employees give their
consent, but 15% employees were not able to answer them.
Through the questionnaire regarding experience in the organization 90% employees are in
favour of the organization whereas 10 % employees weren’t in favour. According to those
10% employees they found better options than this organizations.
 Questionnaire
1. Are you comfortable the HR policies of the company?
A. Yes
B. No

Column1

No
20%

Yes
No

Yes
80%

Interpretation: 80% people are comfortable with HR policies of the company & only 20%
people are not.

2. Do you think innovation techniques in selection process are necessary?

A. Yes
B. No
 Column2

No
6%

Yes
No

Yes
94%

3. Which method do you mostly prefer from the following for recruitment & selection?
A. Direct method
B. Indirect method
C. Third party method

Column 3

Direct method
Indirect method
Third party method

Direct method
100%

Interpretation: Direct method is the only preferable method for recruitment & selection
which all the employees agreed.
4. References are good for recruitment & selection process at OPTCL?
A. Diss agree
B. Agree
C. Can’t say
 Column 4

Can't say
6%

Diss agree Diss agree

43% Agree
Can't say
Agree
51%

Interpretation: 51% employees believed references are good for recruitment & selection
process at OPTCL whereas 43% people disagreed and only 6% people are not sure about
it.

5. How many round interviews are conducted?

A. 3 rounds
B. 4 rounds
C. More than 4 rounds

Column 5

4 roumds
5%

3 roumds
4 roumds
Morethan 4 rounds

3 roumds
95%

Interpretation: 95% employees said 3 round interviews were conducted whereas 5%

people said 4 rounds were conducted.
 6. Which method should be used in interview process?
A. Structured
B. Un structured
C. Problem questions
D. Case study questions
E. Others

Column 6

Others
13% Structured
25% Structured
Un structured
Problem Question
Un structured Case study question
6%
Others
Case study question
50%
Prob-
lem
Ques
tion
6%

Interpretation: This pie-chart shows according to 50% employees case study question
should be used in interview process, 25% people are in favour of structured method
whereas others are 13% and 6% un-structured and other 6% are in favour of problem
questions method.

7. Do you believe 1 year experience is good for assistant manager post?

A. Yes
B. No
C. Can’t say

Column 7

Can't say
25%
Yes
No
Can't say

Yes
75%
Interpretation: 75% people strongly agrees with 1 year experience is good for assistant
manager post where as 25% aren’t sure about it.

8. Since how many years have you been working with this organization?
A. 0-5 years
B. 5-10 years
C. 10 -15 years
D. more than 15 years

Column 8

More than 15 years

13%
0-5 years
0-5 years 5-10 years
38% 10-15 years
More than 15 years

5-10 years
50%
Interpretation: 50% people are working with this organization for 5-10 years where 37%
people working for 0-5 years and only 10% people worked there for more than 15 years.

9. Is the organization doing recruitment & selection process timely?

A. Yes
B. No

Column 9

No
6%

Yes
No

Yes
94%

10.What source do you adopt to select candidates?

A. Employee referral
B. Advertising
C. Recruitment agencies
D. Job portals
E. Others, please specify

Column 10

Re-
cruit- Job portals
ment 6% Employee referral
agencies Advertising
19%
Recruitment agencies
Job portals
Others
Advertising
75%
Interpretation: For selecting candidates organization uses advertising method which is
75% whereas 19% through recruitment agencies and rest 6% are selected through job
portals.

11.In selection process do you think that innovative techniques like stress level test and
psychometric test should be adopted?
a. Yes
b. No

Column 11

No
10%

Yes
No

Yes
90%

Interpretation: 90% of the sample believes that the innovative techniques can be adopted
in OPTCL for the process of selection.
12.Do you follow different recruitment process for different grades of employees?
A. Yes
B. No

Column 12

No
19%

Yes
No

Yes
81%

13.Different methods of interviews should be used in recruitment & selection process in

organization?
A. Strongly agree
B. Agree
C. Strongly Disagree
D. disagree

Column 13

Strongly agree
Disagree 6%
6%
Strongly
disagree Strongly agree
19% agree
Strongly disagree
Disagree

agree
69%
Interpretation: 69% people agree about different methods of recruitment & selection
process whereas 19% people strongly disagree with this and other 6% disagrees and other
6% strongly agrees with it.

14.What type of employees do you require?

A. Contractual
B. Permanent
C. Both

Column 14

Permanent
38% Contractual
Permanent
Both
Both
63%

Interpretation: 63% employees agree with both whereas 37% people agree with
permanent employees there is no requirement for contractual employees in OPTCL.
15.Which parameter according to you is most important in recruitment of the best
candidate?
A. Personality of Candidate
B. Work Experience
C. Cost of the company
D. His/her qualification
 Column 15

His/her
qualifica- Personality of candidate;
tionn15% 5%
Personality of candidate
Work experience
Cost of the company
His/her qualification

Work experience
80%

Interpretation: Work experience is the most important factor for best candidate, 15%
goes to qualifications of the candidate & only 5% goes to personality of the candidate for
employees of OPTCL.

16.Do you want to written exam as the 1st round of selection?

A. Yes
B. No
 Column 16

Yes
No

Yes
100%

17.Do you want group discussion to be part of the selection process?

A. Yes
B. No

Column 17

No
26%
Yes
No

Yes
74%

18.How many rounds of interview are there before final selection?

A. 1 round
B. 2 rounds
C. 3 rounds
 Column 18

2 rounds
31% 1 round
2 rounds
3 rounds
1 round
69%

Interpretation: 69% people said only 1 round of interview is there before final selection
and 31% people said there are 2 rounds conducted before final selection.

19.What type of technological support for the process of recruiting?

A. Telephone
B. Video conferencing
C. Online support
D. Other please specify
 Column 19

Telephone
Other please specify 6%
6% Video con-
ferencing Telephone
13% Video conferencing
Online support
Other please specify

Online support
75%

Interpretation: According to 75% people online support is the process of recruiting, 13%
through video conferencing and 6% through telephone and others are 6%.

20.What was the time frame between the interview & the receipt confirmation of
selection?
A. 3 days
B. 1 week
C. 15 days
D. 1 month
 Column 20

3 days
6%
1 week 3 days
25% 1 week
1 month 15 days
56% 1 month
15 days
13%

Interpretation: There was 1 month time frame according to 56% people, 1 week to 25%
people, 15 days for 13% and lastly 3 days according to 6% employees between the
interview & receipt confirmation of selection.

---------------------

FINDINGS
 The most significant finding of the study on recruitment strategy prevailing in the
organization is very effective. The employees are quite satisfied with the current
recruitment methods.
 The company has been trying to infuse new blood in the organization by appointing
fresh graduates & technologists, to set a competitive so as to face the competitive
world.
 Our study shows that most of the employees have joined this organization aiming for
career growth, good pay scales & more benefits which the company offers which
shows positive outlook of the company.

CONCLUSION
 Recruitment & Selection are not only an internal part of an organization but also that
provides a complete picture for the entire organizational physical structure.
 OPTCL with its varied human resources has wide ranging recruitment & selection
policies for hiring of required manpower in its true sense. Even though OPTCL is new
 as an entity in the business, the fact that it has the past experience & policies of its
predecessor OSEB which itself provide a tremendous support.
 With the various policies in recruitment & selection being carried out in OPTCL is
having the foot prints of OSEB; the emphasis in on providing gradual changes in
human resources aspect of the organization. Due to the corporate changes over,
process in the field of recruitment & selection process in OPTCL is gradually gather
place.
 The various recruitments & selection policies being carried out are conversant with
the ground realities & there is a deliberate effort to reduce the inadequacies in the
ground level & provide for better & superior human resource for the organization.
The policies lack the corporate flavour & OPTCL is working continuously to achieve
target of streaming the entire recruitment & selection process which would remain in
line with the change that has taken place with itself.
While, time is said to be the best indicator of things to come, it can be safely assumed that
the organization is moving towards making its recruitment & selection policies stronger,
tighter & effective in this time to rapidly changing corporate environment & increasing
organizational needs. The thirst for better & more effective personnel in an organization is
always present. In future OPTCL could truly shows the way with its recruitment & selection
policies in an organization manner.

SUGGESTION
The study on recruitment & selection in OPTCL was found to be difficult process. The
process & policy are easy to understand but difficult for any manager who is practicing it.
Thus, this can go in waste if not handled by an experienced person.
The study was based on the practical aspect of recruitment & selection. Suggestion
regarding this topic is quite conveyable. It is also very difficult to give suggestion due to
unavailability of various cadres of executives. Non-executives in OPTCL due to interference
of office management. Still some suggestions are essential. The management is required to
analyse each item as state below through case study before implementation if any.
 Wide publicity if recruitment process of the organization should be through various
audio-visual media based on advertisement & electronic media.
 The candidate may be asked to develop an interpersonal relationship with the
existing employees during training period.
 Group discussion may be introduced in the selection process.
 The qualified candidates may be informed about their selection through IVRS
(Interactive Voice Record System).
 Online selection process may be introduced.
 The company may introduce campus recruitment process to get brighter candidate
for their advertisement post within a specific time limit & in lesser cost.
 Multi skilling personnel need to be well motivated though reward management like
incentive, carrier growth & application.
 After selection for the job, some executive managers are devoting their services on
contractual basis for the job. OPTCL may replace the contractual basis to get highly
skilled candidates to achieve the organizational goal. This decision can only be taken
after consent of both HR Manager & Finance Manager for viability after studying the
case.

BIBLIOGRAPHY

 https://optcl.co.in/
 https://powermin.gov.in/sites/default/files/uploads/
joint_initiative_of_govt_of_india_and_Orissa.pdf
 https://www.aihr.com/blog/selection-process-practical-guide/
 https://www.vedantu.com/commerce/selection-process
 https://www.shrm.org/resourcesandtools/tools-and-samples/policies/
pages/cms_000582.aspx