“ RECRUITMENT & SELECTION ” at

BHARAT COKING COAL LIMITED

(A Subsidiary of Coal India Limited)

A
SUMMER INTERNSHIP PROJECT REPORT
SUBMITTED IN THE PARTIAL FULFILMENT
OF THE REQUIREMENTS OF
ARKA JAIN UNIVERSITY

For the award of the degree of

BACHELOR OF BUSINESS ADMINISTRATION
For the session 2021-2024

Submitted By
Name: KISHAN ANAND
University Enrollment Number: AJU/211675

Faculty Mentor
Name: Prof. Suman Singh
Designation: Assistant Professor

School of Commerce and Management, ARKA JAIN UNIVERSITY

 DECLARATION BY THE STUDENT

I , KISHAN ANAND, hereby declare the project titled “RECRUITMENT AND

SELECTION ”, has been carried out by me during my ‘SUMMER INTERNSHIP
PROJECT REPORT’ and is hereby submitted in the partial fulfilment of the requirement of
ARKA JAIN UNIVERSITY for the award of the degree of Bachelor of Business
Administration.

To the best of my knowledge, the project undertaken, has been carried out by me and is my
original work. The contents of this report are authentic and this report has been submitted to
ARKA JAIN UNIVERSITY and it has not been submitted elsewhere for the award of any
Certificate/ Degree/ Diploma etc.

Signature of the Student

Name of the Student: KISHAN ANAND
University Enrollment No.: AJU/211675
B.B.A (2021- 2024)
 CERTIFICATE OF APPROVAL

This Dissertation Report of “KISHAN ANAND” titled “RECRUITMENT AND

SELECTION” is approved in quality and form and has been found to be fit for the Partial
Fulfilment of the requirements of ARKA JAIN UNIVERSITY for the award of the degree of
Bachelor of Business Administration.

Approval of the Program Coordinator Approval of the Assistant Dean (UG)

Department of B.B.A School of Commerce and Management
School of Commerce and Management ARKA JAIN UNIVERSITY
ARKA JAIN UNIVERSITY

APPROVAL OF THE EXAMINER

 CERTIFICATE FROM THE FACULTY MENTOR

This is to certify that KISHAN ANAND, of ARKA JAIN UNIVERSITY, AJU/211675, a

student of BBA (2021-2024), has undertaken Dissertation Report Title “RECRUITMENT
AND SELECTION” for the partial fulfilment of the requirement of ARKA JAIN
UNIVERSITY for the award of the degree of Bachelor of Business Administration, under my
supervision.

Signature of the Faculty Mentor,

Name of the Faculty Mentor: Prof. Suman Singh
Designation of the Faculty Mentor:Assistant Professor
 ACKNOWLEDGEMENT

I take this opportunity to thank my faculty mentor Prof. Suman Singh , SCHOOL OF
COMMERCE AND MANAGEMENT, ARKA JAIN UNIVERSITY, for his/ her valuable
guidance, closely supervising this work over with helpful suggestions, which helped me to
complete the report properly and present.
More importantly, his/ her valuable advice and support helped me to put some creative efforts
on my project. He/ She has really been an inspiration and driving force for me has constantly
enriched my row ideas with his vast experience and knowledge.

Specially, I would also like to give my special thanks to my parents whose blessings and love
enabled me to complete this work properly as well.

Name of the Student: KISHAN ANAND

University Enrollment No.: AJU/211675
B.B.A (2021-2024)
 INDEX

CHAPTER NO. CHAPTER NAME PAGE NO.

Executive Summary
Chapter 1 Introduction to the Topic
Chapter 1.1 Latest Development in the Specific Topic
Chapter 1.2 Industry Profile
Chapter 1.3 Company Profile
Chapter 2 Review of Literature and Research Gap
Chapter 3 Project Objectives
Chapter 4 Research Methodology
Chapter 4.1 Selection of the Topic
Chapter 4.2 Nature of Study
Chapter 4.3 Scope of Study
Chapter 4.4 Sampling Procedure and Design
Chapter 4.5 Method of Data Collection
Chapter 4.6 Limitations
Chapter 5 Data Analysis and Interpretation
Chapter 6 Findings
Chapter 7 Suggestions or Recommendations
Chapter 8 Conclusion
Bibliography/ References
Annexures
 CHAPTER:1 INTRODUCTION
Coal India Limited (CIL), the world's 039 largest coal producer, implements a well-defined and
comprehensive recruitment and selection process to attract and hire the best talent for various roles from
its extensive network of mines and subsidiaries.
Here is an overview of the main steps involved:
1. Vacancy announcement: CIL advertises vacancies through various channels including official website,
newspapers, job portals and social media. The advertisement clearly defines the job, the required
qualifications and experience, the application period and the stages of the selection process.
2. Application Process: Applicants submit their application along with the required documents online or
by post. The application form usually includes personal details, education, work experience, skills and
other relevant information.
3. Quick List: CIL will select the candidates for the next stage based on the set criteria and achievements.
Criteria may include academic background, relevant experience, GATE score (for certain posts) and online
aptitude test (for some posts)
. 4. Online Computer Based Test (CBT): Awarded candidates will appear for online CBT consisting of
multiple choice questions. CBT assesses the general applicability of their knowledge, reasoning,
quantitative ability and specialist knowledge relevant to the job they are applying for.
5. Personal interview: Applicants who meet the CBT requirements will be shortlisted for a personal
interview. The expert committee interviews the selected candidates to assess their personality,
communication skills, problem solving ability and overall suitability for the position.
6. Medical examination: Selected candidates undergo a medical examination to ensure their physical
fitness for the job.
7. Final selection: Based on the performance at all stages of the selection process, CIL prepares the final
merit list and selects the most qualified candidates for the available positions. Selected candidates will
receive a formal offer letter and undergo the necessary training before joining CIL. Bonuses: CIL reserves
the right to change the selection process based on the specific requirements of the job and the number of
applications received. CIL follows a transparent and fair selection process that ensures equal opportunities
for all eligible candidates. Candidates are advised to follow the latest recruitment notification on the CIL
website and strictly follow the application instructions. For more information and specific requirements for
various posts, it is best to visit the official CIL website or contact the recruitment department for queries

Here are some key reasons why recruitment and selection are so important in the industrial sector:

1. Hiring the Right Talent:

The industrial sector requires a workforce with a diverse range of skills and qualifications, including technical
expertise, engineering knowledge, safety awareness, and strong problem-solving abilities. A robust
recruitment and selection process helps to ensure that the right people are hired for the right jobs, leading to:

• Increased productivity: When companies hire employees with the right skills and knowledge, they are
more likely to be productive and efficient in their roles. This can lead to increased output, reduced
costs, and improved profitability.
 • Enhanced safety: Industrial workplaces can be inherently dangerous, and it is crucial to have
employees who are aware of safety risks and procedures. A thorough selection process helps to
identify candidates with a strong commitment to safety and a willingness to follow established safety
protocols.
• Improved morale and retention: Hiring the right people can also lead to improved employee morale
and reduced turnover. When employees feel that they are valued and that their skills are being
utilized, they are more likely to be engaged in their work and stay with the company for the long term.

2. Addressing Skill Gaps:

The industrial sector is facing a growing skills gap, with many companies struggling to find qualified workers
to fill open positions. A well-defined recruitment and selection process can help to address this issue by:

• Identifying and attracting potential candidates: By implementing targeted recruitment strategies and
utilizing various channels to reach potential candidates, companies can increase their chances of
attracting individuals with the required skills and qualifications.
• Developing and implementing training programs: Many industrial companies are developing and
implementing training programs to help upskill or reskill their existing workforce. This can help to
address skill gaps and ensure that employees have the necessary skills to perform their jobs
effectively.
• Promoting lifelong learning: By encouraging and supporting lifelong learning among their
employees, industrial companies can help to ensure that their workforce remains up-to-date on the
latest technologies and trends.

3. Building a Strong Employer Brand:

In today's competitive job market, it is more important than ever for companies to have a strong employer
brand. A well-designed recruitment and selection process can help to build a positive employer brand by:

• Providing a positive candidate experience: By treating candidates with respect and providing them
with clear and timely communication throughout the selection process, companies can create a
positive candidate experience that will leave a lasting impression.
• Demonstrating commitment to diversity and inclusion: Creating a diverse and inclusive workforce is
not only the right thing to do, but it can also lead to improved innovation, creativity, and problem-
solving. Companies can demonstrate their commitment to diversity and inclusion by implementing fair
and unbiased recruitment and selection practices.
• Focusing on employee engagement: A strong employer brand also means having a workforce that is
engaged and committed to the company's success. By investing in their employees' well-being and
professional development, companies can create a work environment that is attractive to top talent.
4. Impact on Company Performance:

The long-term impact of effective recruitment and selection on a company's performance cannot be
overstated. By hiring the right people, companies can achieve significant benefits in terms of:

• Increased productivity and efficiency

• Improved safety performance
• Enhanced innovation and creativity
• Reduced costs and increased profitability
• Improved employee morale and retention
• Stronger employer brand

5. Enhancing Employee Engagement and Retention:

Hiring the right people who feel valued, appreciated, and engaged in their work contributes to lower turnover
and higher employee satisfaction. A positive candidate experience throughout the recruitment process sets the
tone for a positive employee journey and increases the likelihood of employees staying with the company for
the long term.

6. Promoting Sustainability and Social Responsibility:

Companies can leverage their recruitment and selection process to promote sustainability and social
responsibility by prioritizing diversity and inclusion, integrating social impact initiatives into the hiring
process, and selecting candidates who share the company's commitment to ethical and sustainable practices.

7. Leveraging Data and Analytics:

Utilizing data and analytics to assess candidate profiles, track key metrics, and identify patterns can help
optimize the recruitment and selection process. This data-driven approach allows companies to make
informed decisions, improve their talent acquisition strategies, and achieve better hiring outcomes.
 CHAPTER :1.1 LATEST DEVELPOEMENT IN THE SPECIFIC TOPIC
The recruitment and selection landscape is constantly evolving, driven by technological advancements,
changing candidate expectations, and the need for greater efficiency and fairness. Here are some of the latest
developments in recruitment and selection procedures:

1. Artificial Intelligence (AI) and Machine Learning (ML): AI and ML are playing an increasingly significant
role in the recruitment process. These technologies are used for:

✓ Resume screening: AI-powered tools scan resumes and CVs to identify the most qualified candidates
based on pre-defined criteria, saving recruiters time and resources.
✓ Virtual assistants: Chatbots can answer common candidate questions and provide information about
the company and the role, reducing the burden on human recruiters.
✓ Predictive analytics: AI algorithms can analyze data to predict candidate fit and identify potential high
performers, leading to better hiring decisions.
✓ Assessment tools: AI-powered assessments can objectively measure a candidate's skills and abilities,
reducing bias and improving the selection process.

2. Video interviewing and remote assessments: The use of video interviewing and remote assessments has
become increasingly popular due to the global pandemic and the need for flexibility. These technologies allow
companies to interview and assess candidates regardless of location, making the process more accessible and
efficient.

3. Gamification: Gamification elements are being incorporated into the recruitment process to make it more
engaging and interactive for candidates. This can involve using games to assess skills, knowledge, and
problem-solving abilities, and can lead to a more positive candidate experience.

4. Social media recruitment: Companies are increasingly using social media platforms to attract and engage
with potential candidates. This allows them to reach a wider audience and target specific talent pools.

5. Focus on diversity and inclusion: There is a growing emphasis on diversity and inclusion in the recruitment
process. Companies are implementing initiatives to attract and hire candidates from diverse backgrounds,
including using inclusive language in job descriptions, partnering with diversity organizations, and conducting
unconscious bias training for recruiters.6. Candidate experience: Companies are recognizing the importance
of creating a positive candidate experience throughout the recruitment process. This includes providing clear
communication, timely updates, and feedback to candidates, regardless of their candidacy outcome.
7. Data-driven decision making: Companies are increasingly using data to inform their recruitment decisions.
This can involve analyzing data from various sources, such as applicant tracking systems, social media
platforms, and recruitment assessments, to identify trends and patterns.

8. Personalization: Recruitment is becoming more personalized, with companies tailoring their approach to
individual candidates. This can involve using data to personalize job descriptions, interview questions, and
offer packages.

9. Continuous improvement: Companies are continuously reviewing and improving their recruitment and
selection procedures to ensure they are effective, fair, and unbiased. This can involve gathering feedback from
candidates and recruiters, and using data to identify areas for improvement.

10. Talent marketplaces: Online platforms are emerging that connect companies with a network of
independent contractors and freelancers. This provides companies with access to a flexible workforce and
allows them to quickly find talent for specific projects.

These are just a few of the latest developments in recruitment and selection procedures. As the recruitment
landscape continues to evolve, companies need to adapt their strategies to remain competitive and attract top
talent.
 CHAPTER :1.2 INDUSTRY PROFILE

India has an extended and great records with

coal, relationship returned to 1774 while
industrial mining started withinside the
Raniganj Coalfield. Today, India is the coal
manufacturing of 893.19 million metric tons
(MT) in 2022-23.
State of the Industry:
➢ Production and Supply: Coal India
Limited (CIL) and its subsidiaries are
liable for over 80% of coal
manufacturing in India. In 2021-22, CIL produced 622.sixty three MT of coal, a 4.4% boom from the
preceding year. Overall, coal manufacturing in India has multiplied step by step in latest years,
accomplishing 893.19 MT in 2022-23, a 14.77% growth.
➢ Reserves: India has the world's fifth-biggest coal reserves, predicted at 305.nine billion tonnes. These
reserves are by and large focused withinside the jap and relevant elements of the country.
➢ Consumption: India is likewise the world's second-biggest purchaser of coal, with call for by
and large pushed via way of means of the energy region. In 2021-22, the energy region accounted
for over 70% of general coal intake in India.
➢ Import and Export: India is a internet importer of coal, despite the fact that the import extent has
been lowering in latest years. In 2021-22, India imported 177.05 MT of coal, by and large from
Indonesia, South Africa, and Australia.
➢ Challenges: The Indian coal enterprise faces numerous demanding situations, which includes
environmental concerns, land acquisition issues, and protection hazards. The authorities is enforcing
numerous tasks to deal with those demanding situations, together with selling easy coal technology,
growing opportunity strength sources, and enhancing protection requirements in mines.

Key gamers withinside the Indian coal enterprise:

Coal India Limited (CIL):
A state-owned business enterprise and the biggest coal manufacturer in India, liable for over 80% of the
country's coal manufacturing.
 Singareni Collieries Company Limited (SCCL):
A joint task among the Telangana and Andhra Pradesh governments, the second-
biggest coal manufacturer in India.

Neyveli Lignite Corporation (NLC):

A authorities-owned company, the best manufacturer of lignite in India.
Private groups: Several personal groups also are worried in coal mining and
exploration in India, which includes Adani Enterprises, Vedanta Resources,
and Jindal Steel and Power.

Future of the Indian coal enterprise:

The destiny of the Indian coal enterprise is uncertain. While coal remains predicted to play a great function in
India's strength blend withinside the medium term, the authorities is

likewise dedicated to growing the percentage of renewable strength in its strength portfolio. The
improvement of easy coal technology and the adoption of purifier fuels may even play a important
function in shaping the destiny of the Indian coal enterprise. Overall, the Indian coal enterprise is a crucial
region that contributes notably to the country's strength safety and monetary growth. However, the
enterprise faces numerous demanding situations, and its destiny will rely upon its cappotential to deal
with those demanding situations and adapt to the converting strength landscape.
 CHAPTER :1.3 COMPANY PROFILE

Coal India limited (CIL) the state - owned coal mining corporate came into being in
November 1975 .With a modest production of 79 million tons (MTs) at the year of its
Inception CIL today is the single largest producer in the world and one of the largest
Corporate employer with manpower of 239210(as on 1st April, 2023). CIL functions
Through its subsidiaries in 83 mining areas spread over eight (8) states of India. Coal
India Limited has 322 mines (as of 1st April 2023) of which 138 are underground, 171
Opencast, and 13 mixed mines and also manages other establishments like workshops,
Hospitals, and so on. CIL has 21 training Institutes and 76 Vocational Training Centers.
Indian Institute of Coal Management (IICM) as a state-of-the-art Management Training
‘Centre of Excellence’ – the largest Corporate Training Institute in India - operates
Under CIL and conducts multi- disciplinary programmers.

SUBSIDIARIES COMPANIES

➢ Eastern Coalfields Limited (ECL), Sanatoria, West Bengal

➢ Bharat Coking Coal Limited (BCCL), Dhanbad, Jharkhand
➢ Central Coalfields Limited (CCL), Ranchi, Jharkhand
➢ Western Coalfields Limited (WCL), Nagpur, Maharashtra
➢ South Eastern Coalfields Limited (SECL), Bilaspur, Chhattisgarh
➢ Northern Coalfields Limited (NCL), Singrauli, Madhya Pradesh
➢ Mahanadi Coalfields Limited (MCL), Sambalpur, Orissa
➢ Central Mine Planning & Design Institute Limited (CMPDIL) ,Ranchi ,Jharkhand.
➢ CIL Navi karniya urja Limited for development of non-conventional/clean & renewable
energy.
➢ CIL has a foreign subsidiary in Mozambique namely Coal India Africana Limited
(CIAL)
➢ The mines in Assam i.e. North Eastern Coalfields (NEC) is managed directly By CIL.
➢ Mahanadi Coalfields Limited, a subsidiary of Coal India Ltd is having
Four (4) Subsidiaries, SECL has two (2) Subsidiaries and CCL has one (1)Subsidiary.
 BCCL (a subsidiary of CIL)

Bharat Coking Coal Limited (BCCL) is a subsidiary of Coal India Limited (CIL), the world's largest coal
producer. Founded in January 1972, BCCL was established to operate coking coal mines in the Jharia and
Raniganj coalfields, which was taken over by the Government of India on 16 October 1971 to ensure the
country's planned development and scarce coking coal production. resources
Headquarters: Dhanbad, India
Founded: 1972
Key Personnel: Sri Samiran Dutta, CMD
Number of employees: 38,731
BCCL is a Public Sector Undertaking (PSU) engaged in coal mining and allied activities. It plays a vital role in
meeting the coking coal demand of the country and the steel industry.

The company has 25 operational mines and produces about 60% of India's total coking coal.

BCCL's Key Activities:

• Underground and opencast mining of coking coal

• Coal washing and beneficiation
• Coal transportation
 • Land management
• Environmental protection

BCCL is committed to:

• Meeting the country's coking coal

requirements
• Ensuring the safety and welfare of its
employees
• Protecting the environment
• Developing its workforce
• Contributing to the economic development of the region JHARIA COALFIELD

BCCL's future plans include:

• Expanding its mining operations

• Modernizing its technology
• Improving its environmental
performance
• Investing in research and development
• Developing its human resources
 CHAPTER 2 : REVIEW OF LITERATURE
BCCL, a subsidiary of Coal India Limited (CIL), plays a crucial role in meeting India's coking coal
requirements. Despite its significance, the literature on BCCL remains limited and fragmented. This review
aims to analyze existing research on BCCL, identify key themes, and highlight potential research gaps.

Existing Literature:

• Annual reports and official documents: BCCL's annual reports and official documents provide
valuable information on the company's performance, production figures, and financial
statements. However, they lack in-depth analysis and critical evaluation of the company's operations
and challenges.
• Media reports and news articles: These sources offer insights into current events and developments
related to BCCL, including labor issues, environmental concerns, and safety incidents. However, they
often lack academic rigor and focus on sensationalizing events rather than providing comprehensive
analysis.
• Academic research: While limited, some academic research examines specific aspects of BCCL's
operations, such as:
o Mining technology and innovation: Research in this area focuses on BCCL's efforts to adopt
sustainable mining practices and improve operational efficiency.
o Environmental impact and mitigation strategies: Studies analyze the environmental
consequences of BCCL's mining activities and propose strategies for environmental protection
and rehabilitation.
o Socioeconomic impact on local communities: Research examines the impact of BCCL's
operations on the livelihoods and social well-being of local communities.
o Labor relations and employee welfare: Studies investigate BCCL's relationship with its
workforce, including issues of labor rights, safety standards, and employee satisfaction.

Key Themes:

• Technological advancements and modernization: Several studies highlight BCCL's efforts to

modernize its mining operations through technology adoption. However, research on the effectiveness
of these technologies and their impact on productivity and safety remains limited.
• Environmental concerns and sustainability: A significant portion of research focuses on BCCL's
environmental footprint and explores strategies for mitigating its impact. However, further research is
needed to assess the long-term sustainability of BCCL's operations and develop effective
environmental management practices.
• Social and economic impact: Studies emphasize the social and economic implications of BCCL's
activities on local communities. However, research on community engagement, resettlement
programs, and ensuring equitable distribution of benefits remains scarce.
 • Labor relations and employee welfare: Despite concerns regarding labor issues and employee well-
being, research in this area remains limited. Further studies are necessary to investigate working
conditions, employee safety, and the effectiveness of labor unions and grievance redressal
mechanisms.

Research Gaps:

• Comprehensive analysis of BCCL's performance: While annual reports offer financial data, there is a
lack of research critically analyzing BCCL's overall performance, efficiency, and productivity
compared to other coal companies.
• Impact of BCCL's operations on the regional economy: Research exploring the broader economic
impact of BCCL's activities beyond local communities is scarce.
• Long-term sustainability and environmental management: While environmental concerns are
acknowledged, further research is needed to develop comprehensive and long-term strategies for
environmental protection and sustainable resource management.
• In-depth studies on labor relations and employee welfare: Research addressing working
conditions, safety standards, and the effectiveness of labor unions in representing employee interests is
crucial.
• Social impact of resettlement and rehabilitation programs: Studies investigating the effectiveness of
BCCL's resettlement and rehabilitation programs in ensuring the well-being of displaced communities
are essential.
• Impact of BCCL's activities on public health: Research examining the potential health risks associated
with BCCL's operations on surrounding communities is limited and requires further investigation.

A PAYLOADER
EXTRACTING
BURNING COAL
FROM AN OPEN
CAST MINE.
 CHAPTER:4 PROJECT OBJECTIVE

To significantly improve the effectiveness and efficiency of Bharat Coking Coal Limited's (BCCL)
recruitment and selection processes by identifying and implementing best practices, innovative technologies,
and data-driven strategies.

Specific Objectives:

1. Analyze the current state of BCCL's recruitment and selection processes: This includes identifying
strengths, weaknesses, opportunities, and threats (SWOT analysis) through data analysis, interviews
with key personnel, and benchmarking against industry best practices.

2. Identify key skill gaps and talent needs across BCCL: This involves analyzing data on job
descriptions, vacancy trends, and future growth plans to determine the specific skills and experience
required for different positions.

3. Develop targeted recruitment campaigns: This includes utilizing online platforms, social media
outreach, and partnerships with educational institutions to attract a diverse pool of qualified
candidates.

4. Implement innovative selection methods: This involves incorporating AI-powered tools for resume
screening, online assessments, and video interviews to streamline the process and reduce bias.

5. Improve the candidate experience: This involves providing clear and timely communication, offering
feedback throughout the process, and building a positive employer brand.

6. Develop a data-driven approach to decision making: This involves utilizing data analytics to identify
trends, predict candidate success, and optimize selection criteria.

7. Evaluate the effectiveness of the newly implemented processes: This involves collecting data on key
metrics such as time-to-fill, candidate quality, and employee retention to assess the impact of the
changes and identify areas for further improvement.
 CHAPTER:4 RESEARCH METHODOLOGY
The recruitment and choice procedure performs a vital function withinside the achievement of any
organization, and Coal India Limited (CIL), the world's biggest coal producer, isn't anyt any exception. An
powerful and green recruitment and choice procedure allows CIL entice and rent the high-quality expertise for
its numerous positions, in the end main to progressed performance, productivity, and normal achievement.
This studies goals to research the modern nation of the recruitment and choice procedure at CIL and become
aware of regions for improvement.

Research Objectives:

• To assess the effectiveness of the current recruitment and selection process at CIL.

• To identify strengths, weaknesses, opportunities, and threats (SWOT) associated with CIL's
recruitment and selection process.

• To analyze the impact of the current process on employee diversity and inclusion.

• To recommend best practices and innovative approaches for optimizing CIL's recruitment and
selection process.

Research Methodology:

This research will employ a mixed-method approach, combining quantitative and qualitative data collection
methods. The specific research methodologies will include:

4.1.Selection of the Topic:

The topic, "Optimizing Recruitment and Selection Processes in Coal India Limited (CIL)," was chosen due to
its significance for CIL's continued success and its potential impact on the Indian coal industry. A robust
recruitment and selection process is crucial for attracting and hiring the best talent, which can significantly
contribute to improved performance, productivity, and overall organizational effectiveness.

4.2. Nature of Study:

This research will be a mixed-method study, employing both quantitative and qualitative data collection and
analysis methods. This approach allows for a comprehensive understanding of the current state of the
recruitment and selection process at CIL, its strengths and weaknesses, and its impact on various stakeholders.
4.3. Scope of Study:

The scope of this study will focus on the following aspects of CIL's recruitment and selection process:

• Recruitment methods and channels used by CIL.

• Selection criteria and assessment tools employed.

• Candidate experience throughout the process.

• Impact of the process on employee diversity and inclusion.

• Effectiveness of the process in attracting and hiring qualified talent.

• Comparison of CIL's process with industry best practices and leading organizations.

The study will focus on recent data and information, including the past 3-5 years, to ensure the findings are
relevant and reflect the current state of the process.

4.4. Sampling Procedure:

A combination of purposive and random sampling techniques will be used to select participants for the study:

• Purposive sampling: This will involve recruiting key stakeholders within CIL, including HR
professionals, hiring managers, and employees from various departments and locations. This ensures
representation of diverse perspectives and experiences.

• Random sampling: This will involve randomly selecting a sample of current and potential employees
to participate in surveys and focus groups. This allows for the collection of data from a broader and
more representative population.

4.5. Methods of Data Collection:

The following methods will be used for data collection:

A. Quantitative data:
 • Questionnaires: Structured questionnaires will be administered to a large sample of employees and
potential candidates to gather quantitative data on their experiences and perceptions of the
recruitment and selection process.
• Document review: Existing documents and data sources, such as annual reports, HR records, and
recruitment policies, will be reviewed to gather quantitative data on key metrics and trends.
• Sampling type--- Random

• Sample size----30

• Sample unit----- Employees of B.C.C.L

• Sampling area----- Dhanbad

• Sampling instrument------ Questionnaire

B. Qualitative data:

• Semi-structured interviews: Individual interviews will be conducted with key stakeholders to gain in-
depth insights into their experiences, perspectives, and challenges related to the recruitment and
selection process.

• Focus group discussions: Group discussions will be facilitated to gather diverse opinions and
experiences from employees and potential candidates regarding the recruitment and selection process.
The data collected through these methods will be analyzed using appropriate statistical techniques for
quantitative data and thematic analysis for qualitative data. This will allow for the identification of patterns,
trends, and key insights into the strengths and weaknesses of CIL's recruitment and selection process.

By combining these data collection methods and analysis techniques, this research will provide a
comprehensive understanding of the current state of CIL's recruitment and selection process and inform the
development of evidence-based recommendations for improvement.
 CHAPTER :5 DATA ANALYSIS

After collection of data from 30 employees (respondents) from different department against the

Structured questionnaire. The data generated is related to the objectives as mentioned above in
The “OBJECTIVES” page. These generated data are used to see whether the employee working
In the organization is happy with the recruitment and selection or not and as per them how good
Is the HR policies of the organization? There are total of 14 optional questions in the related
Questionnaire for the survey. The major points to be shown in this data analysis report with the Help of
graphical representation are as follows:

• Work Experience Level.

• Timeliness recruitment

• Timeliness selection
• Stages involved
• Time taken for selection
• Pool of quality applicants
• Train hiring employees
• Job description clearly defined
• Looks for experienced employees
• Satisfaction with selection process
• Selection process is transparent
• Change regarding selection policy

After analysis of all these points, in the last we verify and confirm these data and conclude that
Whether we achieve our primary and secondary objective set-up for generating this report and give a proper
analysis report.
➢ Since how many years you are working with this organization?

Experience No. of respondents Percentage

1-10 11 36%
10- 20 4 13%
20-30 2 7%
30-40 6 20%
40-50 2 7%
50-60 5 17%
Total 30 100%

Interpretation----

In the above ‘timeliness recruitment’ chart, we can see that 43% employees of the
organization are strongly agreed with timeliness recruitment, 50% employees of the
organization are only agreed with timeliness recruitment, 7% employees of the
Organization have neutral thinking on timeliness recruitment in the organization,
none Of the employees have chosen disagree & strongly disagree option. So, at last
we can interpret that from the data collected of 30 employees maximum no. of
employees are strongly agreed that organization is doing timeliness recruitment.
 ➢ Is the organization doing timeliness recruitment process?

Particulars No. of responses Percentage

Strongly agree 13 43%
Agree 15 50%
Neutral 2 7%
Disagree 0 0%
Strongly disagree 0 0%
Total 30 100
Interpretation-

In the above ‘timeliness recruitment’ chart, we can see that 43% employees of the
organization are strongly agreed with timeliness recruitment, 50% employees of the
organization are only agreed with timeliness recruitment, 7% employees of the organization
have neutral thinking on timeliness recruitment in the organization, none of the employees
have chosen disagree & strongly disagree option. So, at last we can interpret that from the
data collected of 30 employees, maximum No. of employees are strongly agreed that
organization is doing timeliness recruitment.

➢ Is the organization doing timeliness selection process?

Particulars No. of responses Percentage

Strongly agree 10 33%
Agree 17 57%
Neutral 3 10%
Disagree 0 0%
Strongly disagree 0 0%
Total 30 100%

Interpretation—

In the above ‘timeliness selection’ chart, we can see that 33% employees of the organization
Are strongly agreed with timeliness selection, 57% employees of the organization are only
Agreed with timeliness selection, 10% employees of the organization have neutral thinking
On timeliness selection in the organization, none of the employee have chosen disagree &
Strongly disagree option. So, at last we can interpret that from the data collected of 30
Employees, maximum no. of employees are only agreed that organization is doing timeliness
Selection.

➢ Stages involved from recruitment to final selection process of the Organization?

Stages No. of responses Percentage
1 8 27%
2 10 33%
3 10 33%
4 2 7%
5 or more than 5 0 0%
Total 30 100%

Interpretation----

In the above ‘stages involved’ chart, we can see that 27% employees of the organization have
Determined that only 1 stage is involved in selection process, 33% employees of the
organization have determined that 2 stages are involved in selection process, 33% employees
of the organization have determined that 3 stages are involved in selection process, 7%
employees of the organization have determined that 4 stages are involved in selection
process, none of the employees have Determined that 5 or more than 5 stages are involved.
So, at last we can interpret that from the Data collected of 30 employees, equal no. of
employees has determined that 2 or 3 stages are involved in selection process.

➢ Do you think the HR provides an adequate pool of quality Applicants?

 Particulars No. of responses Percentage
Strongly agree 11 36%
Agree 15 50%
Neutral 3 10%
Disagree 1 4%
Strongly disagree 0 0%
Total 30 100%

Interpretation----

In the above ‘pool of quality applicants’ chart, we can see that 36% employees of the
organization are strongly agreed with availability of adequate pool of quality applicants, 50%
employees of the organization are only agreed with availability of adequate pool of quality
applicants, 10% employees of the organization have neutral thinking on availability of
adequate pool of quality applicants, 4% employees of the organization are disagreed with
availability of adequate pool of quality applicants, none of the employee have chosen
strongly disagree option. So, at last we can interpret that from the data collected of 30
employees, maximum no. of employees are strongly agreed.
➢ Do you think the HR train hiring employees to make the best Hiring

decisions?

Particulars No. of responses Percentage

Strongly agree 14 47%
Agree 13 43%
Neutral 3 10%
Disagree 0 0%
Strongly disagree 0 0%
Total 30 100%
Interpretation----

In the above ‘training of hired employees’ chart, we can see that 47% employees of the
Organization are strongly agreed with training of hired employees, 43% employees of the
Organization are only agreed with training of hired employees, 10% employees of the
Organization have neutral thinking on training of hired employees, none of the employee
Have chosen disagree & strongly disagree option. So, at last we can interpret that from the
Data collected of 30 employees, maximum no. of employees are strongly agreed with
Training of hired employees.
➢ Does the job responsibilities are clearly defined to the candidates
Appearing for selection process?

Particulars No. of responses Percentage

Strongly agree 12 40%
Agree 13 43%
Neutral 4 13%
Disagree 0 0%
Strongly disagree 1 4%
Total 30 100%

Interpretation----

In the above ‘job description clearly defined’ chart, we can see that 40% employees of the
organization are strongly agreed that job description are clearly defined, 43% employees of
the Organization are only agreed that job description are clearly defined, 13% employees of
the Organization have neutral thinking that job description are clearly defined, none of the
employee have chosen disagree option, 4% employees of the organization are strongly
disagreed that job description are clearly defined. So, at last we can interpret that from the
data collected of 30 employees, maximum no. of employees are only agreed that job
description are clearly defined.
➢ Do you think organization looks for experienced employees in recruitment &
selection process?

Particulars No. of responses Percentage

Strongly agree 14 47%
Agree 12 40%
Neutral 4 13%
Disagree 0 0%
Strongly disagree 0 0%
Total 30 100%

Interpretation----

In the above ‘looking for experienced employees’ chart, we can see that 47%

Employees of the organization are strongly agreed that the organization looks

For experienced employees, 40% employees of the organization are only agreed

That the organization looks for experienced employees, 13% employees of the

Organization have neutral thinking that the organization looks for experienced employees,
none of the employee have chosen disagree & strongly disagree option. So, at last we can
interpret that from the data collected of 30 employees, maximum No. of employees are
strongly agreed that the organization looks for experienced employees.
 CHAPTER:6 FINDINGS

1. Following recruitment methods are followed in B.C.C.L---

• Employee referrals

• Advertisement

• Government employees exchange

• Recruitment consultants

2. Following selection methods are used in B.C.C.L---

• Recruitment tests

• Aptitude tests

• Personal interviews

• All of the above

3. B.C.C.L performs timeliness recruitment & selection process.

4. Generally, 2-3 stages are involved from recruitment to final selection process.

5. Near about 2 months on an average are required for the completion of recruitment &
Selection

Process.

6. HR provides adequate pool of quality applicants.

7. The HR team also trains the hiring employees to make the best hiring decisions.

8. Job responsibilities are clearly defined to the candidates who are appearing for the
selectio process.
9. Maximum respondents agreed that the organization looks for experienced employees in
recruitment process.
10. Maximum no. of respondents stated that the selection process of this organization is very

transparent.

11. Maximum respondents are satisfied with recruitment & selection

 CHAPTER:7 SUGGESTIONS & RECOMMENDATIONS

✓ The recruitment & selection process should be more transparent and should not
includeany form of discrimination. This will ensure that the organization provides
equal employment opportunity to all applicants.

✓ In order to reach a wide range of potential applicants and to make a pool of quality
applicants, various and valid mediums of communication should be used.

✓ There will be more chances for new talents if experience of working is not
considered for recruitment & selection.

✓ The company can also go for campus recruitment as it could bring a yield of highly
educated fresh-starters.
 CHAPTER:8 CONCLUSION

The organization is following all the rules of government of India in matters relating to
recruitment and selection procedures including reservation in the services.
Here, we can conclude that effective recruitment and selection can contribute
towards an organization’s success and growth in future. During the recruitment process,
both internal and external sources of applicants should be considered. This will increase
the probability of organizations attracting a wide range of candidates as same as the
B.C.C.L does. During selection process the candidate should not be selected on the basis
of only aptitude and interview test but it should be also checked that he/she is having the
relevant knowledge and skill according to the job requirement. An effective recruitment
and selection process reduces turnover, we also get much better results in our recruitment
process if we advertise specific criteria like job responsibilities and job descriptions that
are relevant to the job. Include all necessary skills and qualifications. If recruitment &
selection of the organization is effective then it also leads to increased productivity and
revenue for the organization. So effective recruitment & selection is necessary for the
organization and should be performed by the managers & executives responsibly because
it is related to all the functions of the organization.
REFERENCES

• Ashish Gupta, S. K. (2014). Study on Recruitment & Selection. Research

gate.

• Aswathapa.K, Human Resource Management, TMH, 2007, p.695

• Rao,T.V.2004, Performance Management and Appraisal Systems—HR Tools

for

Global Competitiveness, Sage Publications, London, UK, pp.173-99.

• Marchand,D.A., Kiettinger,W.J. and Rollis, J.D., Information Orientation-The

link to Business Performance, OUP, Oxford, UK, pp.173-90

• Essentials of HRM and IR- P.SUBBA RAO.

• Personnel Management – C B Memoria .

➢ Websites referred—

• https://www.researchgate.net/publication
• https://www.coalindia.in

• https://www.bcclweb.in