A Study on Recruitment and Selection Process in BHEL

A study on recruitment and selection process in BHEL

CHAPTER-1

INTRODUCTION

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INTRODUCTION

HUMAN RESOURCES MANAGEMENT

INTRODUCTION:

Different terms are used to denote human resource management. They are:

Lobour management, labour administration, lobour-management relations, employee-

employer relations, industrial relations, personnel administration, personnel management,

human capital management, human asset management, human resource management and the.

Though these terms can be differentiated widely, the basic nature of distinction lies in the

scope or coverage and evolutionary stage. In simple sense, human resource management

means employing people, developing their resources, utilizing, maintaining and

compensating their services in tune with the job and organizational requirements.

Personnel management as defined by institute of all personnel management in the

U.K. and subsequently adopted by Indian institute of personnel management is as follows:

“Personnel management is a responsibility of all those who manage people as

well as being a description of the work of those who are employed as specialists. It is that

part of management which is concerned with people at work their relationships within an

enterprise. It applies not only to industry and commerce but to all fields of employment.”

This definition can be summarized as follows:

I. Personnel management is a responsibility of all line managers in an organization, viz.,

general manager, production manager, marketing manager, finance manager, etc., and

it is a staff function, i.e., it is the function of personnel manager who is appointed as a

specialist. Thus, all managers in the organizations are vitally concerned with

personnel management as they must achieve organizational goals through other

people’s efforts.

II. Personnel management is a part of management. This part is concerned with the

people and their relationship within an organization.

III. This applies to all organizations in the universe, i.e., economic, social, political,

religious, etc.

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Michael J. Jucius defined personnel management as “ the field of management which has to

do with planning, organizing, directing and controlling the functions of producing,

developing, maintaining and utilizing a lobour force, such that the-

Objectives for which the company is establishes are attained economically and

effectively

Objectives of all levels of personnel are served to the highest possible degree

Objectives of society are duly considered and served.

According to Pulapa Subba Rao, Human Resource Management (HRM) is

managing (planning, organizing and controlling) the functions of employing, developing and

compensating human resources resulting in creating and developing human relations and

utilization of human resources with a view to contribute proportionately (due to them) to the

organizational, individual and social goals.

SUMMARY OF DEFINITIONS

The analysis of definitions on human resource management can be summarized as follows:

HRM is concerned with employees both as individuals and as a group in attaining

goals. It is also concerned with behavior, emotional and social aspects of personnel.

It is concerned with the development of human resources, i.e., knowledge, capability,

skill, potentialities and attaining and achieving employee goals, including job

satisfaction.

HRM covers all levels (low, middle, and top) and categories (unskilled, skilled,

technical, professional, clerical and managerial) of employees. It covers both

organized and unorganized employees.

It applies to the employees in all types of organizations in the world (industry, trade,

service, commerce, economic, social, religious, political and government

department). Thus, it is common in all types of organizations.

Human resource management is a continuous and never ending process.

It aims at attaining the goals of the organization, individual and society in an

integrated approach. Organization goals may include survival, growth and

development in addition to profitability, productivity, innovation, excellence, etc.

Individual employee-goals consists of job satisfaction, job security, high salary,

attractive fringe benefits, challenging work, pride, status, recognition, opportunity for

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development, etc. Goals of the society include equal employment opportunity,

protecting the disadvantaged sections and physically handicapped, minimization of

inequalities in the distribution of income by minimizing wage differentials the society

in general by organizing developmental activities, etc.

HRM is a responsibility of all lines managers and a function of staff managers in an

organization.

It is concerned mostly with managing human resources at work.

HRM is the central sub-system of an organization and it permeates all types of

functional management, viz., production management, marketing management and

financial management.

Human resource management aims at securing unreserved co-operation from all

employees in order to attain predetermined goals.

Human resources management (HRM) is an approach to the management of

people, based on four fundamental principles.

First, human resources are the most important assets an organization has and their

effective management is the key to its success.

Second, this success is most likely to be achieved if the personnel policies and

procedures of the enterprises are closely linked with, and make a major contribution to,

the achievement of corporate objectives and strategic plans.

Third, the corporate culture and the values, organizational climate on the achievement

of excellence. This culture must therefore be managed which mean that continuous

effort, starting from the top, will be required to get them accepted and acted upon.

Finally, HRM is concerned with integration of getting all the members of the

organization involved and working together with a sense of common purpose.

HRM is a strategic approach to the acquisition, motivation, development and

management of the organization’s human resources. It is a specialized field that attempts to

develop programmers, policies and activities to promote the satisfaction of both individual and

organizational needs, goals and objectives. It is devoted to shaping an appropriate corporate

culture, and introducing programmers, which reflect and support the core values of the enterprise

and ensure its success. The techniques for the application of HRM will include many familiar

functions of personnel managers, such as manpower planning, selection. Performance appraisal,

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salary administration, training and management development system, involvement commitment

and productivity.

HRM essentially and incorporate those expectations which are not being fulfilled

through the traditional personnel management. It integrates in a meaningful way the various sub

systems like performance appraisal, organization development, rewards, employee welfare and

quality of work life, industrial relations, human resources information and so on.

HRM is a production model approach to personnel management. The HRM model is

characterized as being employee oriented with an emphasis on the maximization of individual

skills and motivation through consultation with the work force so as to produce high levels of

commitment to company strategic goals. It is resource that has to be used to its fullest capacity. It

is an asset that has to be invested in. Human resource available to management in an

organization is Only one part of resources, which must be co-ordinate; it is through the combined

efforts’ of the people that material efforts, organization cannot accomplish their objectives.

SCOPE OF HUMAN RESOURCES MANAGEMENT:

People in any organization manifest themselves, not only through individual sections but

also through group interactions. When individuals come to work place, they come with not only

technical skills, knowledge, etc., but also with their personal feelings, perception, desires,

motives, attitude, values, etc. Therefore, employee management in an organization does not

mean management of only technical skills but also with their personal feelings, perception,

desires, motives, attitude, values, etc. therefore, employee management in an organization does

not mean management of only technical skills but also other factors of the human resources (soft

skills and behaviours).

The scope of human resources management is vast. All major activities in the working

life of the employee from the time of his entry into the organization until he leaves and retires

come under the purview of human resources management.

The most important activity under taken are:

Planning, job design, job analysis, procurement, recruitment, selection, induction,

placement, training and development.

Compensation, reward, benefits, retrial benefits, medical and health care.

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Motivation – Motivation aids, bonus, incentives, profit sharing non-monetary benefits are

esteem satisfaction, career development, growth, decision making, delegation of authority

and power, promotion etc.

employee Relations-Grievance handling participation, collective bargaining and other

aspects of co-ordination relations conductive to mutual understanding and trust.

NEED FOR HUMAN RESOURCESMANAGEMENT

Human Resources is demand necessary for all the organization for one or the other reason:

To carry on its work, each organization needs personnel with the requisite qualification,

skills, knowledge, work experience and aptitudes for work they are provided through

effective man power planning.

Since a large number of personnel have to be replaced to have grown old, or who retire,

die or become incapable because of physical or mental ailments, there is a constant need

for replacing such personnel otherwise, the work would suffer.

Human Resources planning is essential because of frequent labor turnover which is

avoidable and even beneficial because it arises from factor which socially and

economically sound such as voluntary quits, discharges, marriages, promotion etc.,

In order to meet the needs of expansion programmes which become necessary because of

increase in the demand for goods and service by a growing population a rising, standard

of living which calls for larger quantities of the some goods and services as also for new

goods.

The nature of the present work in relation to its changing needs also necessitates the

recruitment of new labor.

Man power planning is also needed in order to identify areas of surplus personnel and

areas in which there is a shortage of human resources.

The objective of Human Resources Management is to maintain and improve the

organization ability to achieve its goals by developing strategies that will result in

optimum contribution of human resource.

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OBJECTIVES OF HUMAN RESOURCES MANAGEMENT:

Objectives are pre-determined goals to which individual or group to which individual

or group activity in an organization is directed. Objectives of personnel management are

influenced by organizational objectives and individual and social goals. Institutions are

established to attain certain specific objectives. The objectives of the economic institutions are

mostly to earn profits, and of the educational institutions are mostly to impart education and

conduct research so on and so forth. However, the fundamental objective of any organizations is

growth and profits.

Institutions procure and manage various including human to attain the specified

objectives. Thus, human resources are managed to divert and utilize their resources towards and

for the accomplishment of organizational objectives. Therefore, basically the objectives of

human resources management are drawn from and to contribute to the accomplishment of the

organizational objectives. The other objectives of HRM are to meet the needs, aspirations, values

and dignity of individual employees and having due concern for the socio-economic problems of

the community and the country.

Objectives are pre determined ends or goals at which individual or group activity

in an organization is aim. The objectives stand out as a guideline for organizational performance.

They help in setting the pace for action by participants.

The objectives of Human Resources management are:

To provide, create, utilize and motivate employees to accomplish organizational

goals.

To secure integration of individuals and groups in securing organizational

effectiveness.

To create opportunities, to provide facilities, necessary motivation to individuals

and groups for their growth with the growth of the organization by training and

development compensation.

To provide attractive, equitable, incentive, reward, benefits, social security

measures, to ensure retention of competent employees.

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To maintain high morale, encourage value system and create environment of

trust, mutually of interests.

To provide opportunities for communication expression, participation,

appreciation, recognition and provide fair efficient leadership.

To ensure that, there is no threat of unemployment, inequalities, adopting a

policy recognizing merit and employee’s contribution and conditions for

stability of employment.

To establish and maintain sound organizational structure and desirable working

relationships among all the members of the organization.

To create facilities and opportunities for individual or group development so as

to match it with the growth of the organization.

To identify and satisfy individual and group needs by providing adequate and

equitable wages incentives, employee benefits and social security and measures

for challenging work, prestige, recognition, security, status, etc.

To strengthen and appreciate the human assets continuously by providing

training and developmental programmes.

To provide an opportunity for expression and voice in management.

To provide fair, acceptable and efficient leadership.

To provide facilities and conditions of work and creation of favorable

atmosphere for maintaining stability of employment.

HRM OBJECTIVES SUPPORTING FUNCTIONS:

In order to realize the objectives stated above HRM must perform certain

functions. The scope and objectives stated above are indicative of functions; a Manager in charge

of human resource department must perform. The below given objectives and the functions to be

performed to achieve those objectives are as stated:

Social Objectives(Towards society)

a) Legal compliance

b) Benefits

c) Union Management relation

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Organizational Objectives

a) Human Resources Planning

b) Selection training and development

c) Employee Relation

d) Employee Evaluation Assessment, Appraisal

Functional objectives

a) Appraisal

b) Placement

Personal Objectives (Towards Employees)

a) Training and Development

b) Appraisal

c) Assessment/Placement

d) Compensation

RESPONSIBILITIES OF HUMAN RESOURCE MANAGEMENT

It has been stated by Gainer in the following words:

1. To assist, council and pressurize the operating management to plan and establish

objective.

2. To collect and summaries data in total organizational terms and to ensure consistency

with long range objective and other element of the total business plan.

3. To monitor and measure performance against the standard and keep the top management

informed about it.

RECRUITMENT:

Recruitment is distinct from employment and selection:

Once the required number and kind of human resources are determined, the

management has to find the places where required human resources or will be available and also

find the means of attracting them towards the organization before selecting suitable candidates

for jobs. All this process is generally known as recruitment. Some people use the term

‘recruitment’ for employment. These two not one and the same. Recruitment is only one of the

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steps in the entire employment process. Some others use the term recruitment for selection.

These two terms are not one and the same either. Technically speaking the function of

recruitment precedes the selection function and it includes only finding, developing the sources

of prospective employees and attracting them to apply for job in an organization, whereas the

selection is the process of finding out the most suitable candidate to the job out of the candidates

(i.e., recruited). Formal definition of recruitment would give a clear cut idea about the function

of recruitment.

DEFINITIONS:

Recruitment is defined as, “a process to discover the sources of manpower to meet

the recruitments of the staffing schedule and to employ effective measures for attracting that

manpower in adequate numbers to facilitate effective selection of an efficient workforce.” Edwin

B. Flippo defined recruitment as “the process of searching for prospective employees and

stimulating them to apply for jobs in the organization.” Those definitions can be analysed by

discussing the processes of recruitment through systems approach.

OBJECTIVES OF RECRUITMENT

The objectives of recruitment are:

i. To attract people with multi-dimensional skills and experiences that suit the present and

future organizational strategies.

ii. To induct outsiders with a new perspective to lead the company.

iii. To infuse fresh blood at all levels of the organization .

iv. To develop an organizational culture that attracts competent people to the company.

v. To search or head hunt/head pouch people whose skills fit the company’s values.

vi. To devise methodologies for assessing psychological traits.

vii. To seek out non-conventional development grounds of talent.

viii. To search for talent globally and not just within the company.

ix. To design entry pay that competes on quality but not on quantum.

x. To anticipate and find people for position that do not exit yet.

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Job Analysis

Human resource plan

Surplus

shortageNet Human Resource Requirements

Job Vacancies-Number-Type

Recruitment planNumberType

Strategy development sources: where, how, when?

Searching Techniques

Applicants population

Applicants Pool

screen Potential Hires

To Selectionn

Evolution and control


PROCESS OF RECRUITMENT

Process of recruitment consists of three sub-system in recruitment viz., sources of recruitment,

techniques of recruitment to attract the candidates and stimulating the candidates and stimulating

the candidates to apply. Below chart presents the recruitment process:

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a. Finding out and developing the sources where the required number and kind of

employees are will be available.

b. Developing suitable techniques to attract the desirable candidates and employing the

techniques to attract candidates.

c. Stimulation as many candidates as possible and asking them to apply for jobs irrespective

of number of candidates required. Management has to attract more candidates in order to

increase selection ratio (i.e., number of applications per one job vacancy) in order to

select the most suitable candidates out of the total candidates available and due to lower

yield ratio. Recruitment is positive as it aims at increasing the number of applicants and

selection is somewhat negative as it selects the suitable candidates in which process the

unsuitable candidates are automatically eliminated. Though, the function of recruitment

seems to be easy, a number of factors make performance of recruitment a complex one.

EVALUTION OF RECRUITMENT PROCESS

The recruitment process has the objective of searching for and obtaining applications from job-

seekers in sufficient numbers and quality. Keeping this objective in mind, the evaluation might

include.

1. Return rate of applications sent out.

2. Number of suitable candidates for selection.

3. Retention and performance of the candidates selected.

4. Cost of the recruitment process.

5. Time lapsed data.

6. Comments on image projected.

EVALUTION OF RECRUITMENT METHODS

The evaluation of recruitment methods might include:

1. Number of initial enquiries received which result in completed application forms.

2. Numbers of candidates at various stages of the recruitment and selection process,

especially those shortlisted.

3. Number of candidates recruited.

4. Number of candidates retained in the organization after six months.

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FACTORS AFFECTING RECRUITMENT

Both internal and external factors affect recruitment. The external factors include supply

of and demand for human resources, employment opportunities and unemployment rate, lobour

market conditions, political, legal requirement and government policies, social factors,

information system, etc.

The internal factors include the company’s pay package including salary, fringe

benefits and incentives, quality of worklife, organizational culture, career planning and growth

opportunities, size of the company, company’s product/services, geographical spread of the

company’s operations viz., local, national or global, company’s growth rate of trade unions and

cost of recruitment.

COMPLEXITY OF THE FUNCTON OF RECRUITMENT

Performing the function of recruitment, i.e., increasing the selection ratio is not as

easy as it seems to be. This is because of the hurdles created by the internal factors and external

factors which influence on organization. The first activity of recruitment, i.e., searching for

prospective employees is affected by many factors like:

Organizational policy regarding filling up of certain percentage of vacancies by

internal candidates;

Local candidates (sons of soil);

Influence of trade union;

Government regulations regarding reservations of certain number of vacancies to

candidates based on community/region/caste/sex; and

Influence of recommendations, nepotism, etc.

As such, the management is not free to find out or develop the source of

desirable candidates and alternatively it has to divert its energies for the sources within the limits

of those factors though it cannot find suitable candidates for the jobs. The other activity of

recruitment is consequently affected by the internal factors such as:

Working conditions;

Promotional opportunities;

Salary levels, type and extent of benefits;

Other personnel policies and practices;

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Image of the organization;

Ability and skill of the management to stimulate the candidates.

It is also affected by external factors like:

a. Personnel policies and practices of various organizations regarding working conditions,

salary, benefits, promotional opportunities, employee relations, etc.,

b. Career opportunities in other organizations; and

c. Government regulations. However, the degree of complexity of recruitment function can

be minimized by formulating sound policies.

SOURCES OF RECRUITMENT:-

The sources of recruitment can broadly be divided into tow categories, namely,

INTERNAL SOURCES:-

Promotion:- promotion of an employee always results in increase in responsibilities,

authority, salary and status of an employee concerned. It is generally a reward for outstanding

performance or because the organization desires to utilize an individual’s skills and abilities in a

better way.

Transfer :-Transfer of an employee from one position to another does not always result in any

change in the nature of his duties, responsibilities, authority, salary or status. However, it may

significantly affect the efficiency and morale of the employee, depending on the type of

environment where he has been transferred.

Employee referrals:- Employees working in an organization may also be the source of

recruitment. People who are known to and recommended by employees may be safely selected

for the job in the organization. An advantage of persons selected through this source is that they

will be loyal and dedicated to the organization. For any lapse or indiscipline on their part the

employees who recommended their names can be held responsible. But it may lead to favoritism,

nepotism and in breeding.

Job posting:- vacancies can be made open for all employees or selected section or department

of an enterprise by placing a notice on notice board giving information about the post vacant. All

those employees who feel themselves suitable and capable of meeting the post requirements can

apply for it.

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EXTERNAL SOURCES:-

An organization may tap any number of external sources to fill in its vacancies of personnel.

Important among these sources are as follows:

Advertising :- It is the widest spread source of external recruitment. It may be done by the

organization itself or through some agency. Newspaper, trade journals, radio, televisions etc are

good media to advertise for recruitment of skilled and professional workers. The media and the

contents of the advertisement should be selected keeping in view the persons to be reached and

the cost.While the details of vacancy for blue collared jobs (requiring manual skills) may be

listed on the notice board outside the factory gate or advertised in local newspapers and for

managerial and administrative personnel are advertised in national newspapers and periodicals.

Personnel consultants:- consulting firms act as middlemen between applicants and the

enterprise. They are specialized agencies which, after receiving requisitions from the client

companies, advertise the job description in leading national newspapers and periodicals without

disclosing the names of client companies. Applications received from the candidates are

duplicated and passed on to employees. Sometimes, such firms themselves screen, interview, and

select the candidates and, for a specialized period, also stand surely as regards their suitability for

the positions concerned.

Jobbers and Contractors:- It is quite common to engage jobbers and contractors to supply

workers for vacancies which are of a casual nature, or which may be filled at the factory gate

itself. In fact where the workers have to be hired at a short notice and without going through the

usual selection procedure, jobbers and contractors maintain close links with small towns and

villages which offer a

Ready and plentiful supply of unskilled workers. They also, sometimes at their own expense,

bring workers to the place of work.

Employment Exchanges:- They are set up by the Government to bring together people who

are in search of employment and the employers who are in the look-out for workers. They

register the names of the persons who require help in finding job. The employers intimate to

them the vacancies occurring in their organization. Employment exchanges are of great help in

recruiting persons for technical and clerical jobs.

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Educational institutions:- Schools, colleges and universities also offer opportunities to

employers to recruit students freshly passing out of these institutions. Many of them run

employment bureaus to assist employers in their recruitment effort. However, they can only

provide young and inexperienced workers, for which reason they rank much lower in the

employer’s list of sources of recruitment.

Field trips:- The enterprise may send out teams of experts to different towns and cities (even

villages) where the kinds of personnel needed by it may be found. But in this case, it becomes

necessity to give wide publicity to the dates, venue and time when such teams would interview

candidates at different places.

Unsolicited applicants:- These are persons who either gather at the factory gate to serve as

casual workers or reach the employers by letter, telephone, or in person, with request for

appointment against a real presumed vacancy.

MODERN SOURCES AND TECHNIQUES OF RECRUITMENT

A number of modern recruitment sources and techniques are being used by the corporate sector

in addition to traditional sources and techniques. These sources and techniques include walk in

and consult in, head-hunting, body-shopping, business alliances, and tele-recruitment.

i. Walk-In: The busy organizations and the rapid changing companies do not find time to

perform various functions of recruitment. Therefore, they advise the potential candidates

to attend for an interview directly and without a prior application on a specified date,

time and at specified place. The suitable candidates from among the interviews will be

selected for appointment after screening the candidates through tests and interviews.

ii. Consult-In: The busy and dynamic companies encourage the potential job seekers to

approach them personally and consult them regarding the jobs. The companies select the

suitable candidates from among such candidates through the selection process.

iii. Head-Hunting: The companies request the professional organizational to search for the

best candidates particularly for the senior executive positions. The professional

organizations search for the most suitable candidates and advise the company regarding

the filling up of the positions. Head-hunters are also called search consultants.

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iv. Body Shopping: professional organizations and the hi-tech training institutes develop a

pool of human resources for the possible employment. The prospective employers

contract these organizations to recruit the candidates. Otherwise, the organizations

themselves approach the prospective employees to place their human resources. These

professional and training institutions are called body shoppers and these activities are

known as body shopping. The body shopping is used mostly for computer professionals.

v. Business Alliances: business alliances like acquisitions, mergers, and take-overs help in

getting human resources. In addition, the companies do also have alliance in sharing their

human resources on ad-hoc basis.

It does mean that, the company with surplus human resources offers the

services of their employees to other needy organizations.

vi. E-Recruitment: The technological revolution in telecommunication helped the

organizations to used internet as a source of recruitment. Organizations advertise the job

vacancies through the world wide web (www) internet. The job seekers send their

applications through e-mail or internet. Alternatively, job seekers place their CVs in the

world wide web/internet, which can be drawn by the prospective employers depending

upon their requirements.

SELECTION:

Selection is defined as the mutual process whereby the organization decides whether or

not to make a job offer and the candidate decides whether or not to accept it.

After identifying the sources of manpower searching for prospective employees and

stimulating them to apply for jobs in an organization, the management has to perform the

function of selecting the right employees at right time. The obvious guiding policy in selection

in the intention to choose the best-qualified and suitable candidates for each unfilled spot and to

avoid commitments to those who will not work well.

NATURE OF SELECTION

Selection is the process of picking individuals (out of the pool of job applicants) with requisite

qualifications and competence to fill jobs in the organizations.

Although, some selection method can be used within an organizations for promotion

or transfer, this chapter focuses on selecting applicants from outside the organization.

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Recruitment and selection are the two crucial steps in the HR process and are often

used interchangeably. There is, however, a fine distinction between the two steps. While

recruitment refers to the process of identifying and encouraging prospective employees to apply

for jobs selection is concerned with picking the right candidates from a pool of applicants,

recruitment is said to be positive in its approach as it seeks to attract as many candidates as

possible. Selection on the other hand, is negative in its application in as much as it seeks to

eliminate as many unqualified applicants as possible in order to identify the right candidates. As

stated in the recruitment topic above the term recruitment is widely used to refer to the whole

process of employee hiring.

SELECTION AS A SOURCE OF COMPETATIVE ADVANTAGE

The role of selection in an organization’s is crucial for at least, two reasons.

First, work performance depends on individuals. The best way to improve performance is to hire

people who have the competence and the willingness to work. Arguing form the employee’s

viewpoint, poor are inappropriate choice can be demoralization to the individual concerned (who

finds himself or herself in the wrong job) and de-motivating to the rest of the work force

effective selections, therefore, assumes greater relevance.

Second, cost incurred in recruiting and hiring personnel speaks volume about

the role of selection. Here is one instance to prove how expensive recruitment has become pepsi

had gone on a crash recruitment drive. Six people from the company look over the entire oberoi

business center in Mumbai; 3000 applications in response to an advertisement issued earlier were

scanned; applicants were asked to respond by fax within 100 hrs; finally, the short listed persons

were flown and interviewed. Quite an expensive affair by any standard! In the US, it is much

more expensive. The cost of searching for and training a top level executive may run into $

250,000.

As was pointed out in the above recruitment topic consultants charge fees ranging

from 20 to 50 percent of the first year’s salary of an employee’s selected. Assuming a manager is

assured of a compensation of Rs. 2,00,000 in the retainers fee works out to be 40,000 to

1,00,000.

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ORGANIZATION FOR SELECTION

Until recently, the basic hiring process was performed in a rather unplanned manner in many

firms. In some companies, each department screened and hired its own employees. Yees. Many

managers insisted upon selecting their own people because they were sure on one else choose

employees for them as efficiently as they themselves could. Not anymore. Selection is now

centralized and is handled by the human resource department. The arrangement is preferable

because of the following advantage:

1. It is easier for the applicant because they can send their applications to a single

centralized department/agency.

2. It facilities contact with applicants because issues pertaining to employment can be

cleared through one central location.

3. It helps operating managers to concentrate on their operating responsibilities. This is

especially helpful during peak hiring periods.

4. It can provide for better selection because hiring is done by specialist trained in staffing

techniques.

5. The applicants is better assured of consideration for a greater variety of jobs.

6. Hiring costs may be cut because duplication of effort is minimized.

7. With increased government regulations on the selection process, it is important that

people who know about these rules handle a major part of the selection process.

Ideally, a selection process involves mutual decision making. The company decides whether or

not to make a job offer and how attractive the offer should be. The candidate decides whether or

not the firm and the job offer fit his or her needs and goals. In reality, the selection process is

highly one- sided. When the job market is extremely tight, several candidates will be applying

for a position, and the firm will use a series of screening devices to hire the candidate it feels is

most suitable. When there is a shortage of qualified workers, or when the candidate is a highly

qualified executive or professional who is being sought after by several companies, the firm

will have to sweeten its offer and come to a quicker decision.

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SELECTION PROCESS

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External Environment

Internal Interview

Preliminary Interview

Selection Tests

Employment Interview

Reference and Background Analysis

Selection Decision

Physical Examination

Job Offer

Employment Contract

Evaluation

R

ejec

ted

appl

ican

ts


Selection is a long process, commencing from the preliminary interview of the applicants and

ending with the contract of employment. Above chart shows a generalized selection process. In

practice, the process differs among organizations and between two different jobs within the

same company. Selection procedure for senior managers will be long-drawn and rigorous, but it

is simple and short while hiring shop-floor workers.

Environmental Factors Affecting Selection

Selection is influenced by several factors. More prominent among them are supply and demand

of specific skills in the labour market, unemployment rate, labour-market conditions, legal and

political consideration, company’s image, company’s policy, HRP, and cost of hiring. The last

three constitute the internal environment and the remaining form the external environment of the

selection process.

Preliminary Interview

In the above recruitment topic, it was stated that the application received from job seekers would

be subject to scrutiny so as to eliminate unqualified applicants. This is usually followed by a

preliminary interview the purpose of which is more or less the same as scrutiny of applications of

unqualified applications. Scrutiny enables the HR specialists to eliminate unqualified job seekers

based on the information supplied in their application forms. Preliminary interview, on the other

hand, helps reject misfits for reasons, which did not appear in the application forms. Besides,

preliminary interview, often called ‘courtesy interview’, is a good public relation exercise.

Selection Tests

Job seekers who pass the screening and the preliminary interview are called for tests. Different

types of tests may be administered, depending on the job and the company. Generally, tests are

used to determine the applicant’s ability, aptitude and personality. Ability tests assist in

determining how well an individual can perform tasks related to the job. An excellent illustration

of this is the data entry test given to a prospective employee for a secretarial job. An aptitude test

helps determine a person’s potential to learn in a given area. An example of such a test is the

general management aptitude test (GMAT) which many business students take prior to gaining

admission to a graduate business school programme.

Personality tests are given to measure a prospective employee’s motivation to function

in a particular working environment.

Page 21


There are various tests designed to assess a candidate’s personality. The Bernsenter personality

inventory, for example, measures one’s self-sufficiency, neurotic tendency, sociability,

introversion and extroversion, locus of control, and self-confidence. The Thematic Apperception

Test (TAT) assesses an individual’s achievement and motivational levels. Other personality tests,

such as the California psychological Inventory (CPI), the Thurstone Temperament Survey (TTS),

Minnesota Multiphasic Personality (MMP)

Employment Interview

The next step in the selection process is employment interview. As seen in the above chart an

interview is conducted at the beginning and at the end of the selection process. The emphasis

here is on the latter. Interview is a formal, in-depth conversation conducted to evaluate the

applicant’s acceptability. It is considered to be an excellent selection device. Its popularity stems

from its flexibility. Interview can be adapted to skilled, unskilled, managerial and professional

employees. It allows a two-way exchange of information, the interviewers learn about the

applicant, and the applicant, and the applicant learns about the employer.

Reference and Background Checks

Many employers request names, addresses, and telephone numbers or references for the purpose

of verifying information and, perhaps, gaining additional background information on an

applicant. Although listed on the application form, references are not usually checked until an

applicant has successfully reached the fourth stage of a sequential selection process. When the

labour market is very tight, firms sometimes hire applicants before checking references.

Selection Decision

After obtaining information through the preceding steps, selection decision-the most critical of

all the steps-must be made. The other stages in the selection process have been used to narrow

the number of candidates. The final decision has to be made from the pool of individuals who

pass the tests, interviews and reference checks.

Physical Examination

After the selection decision and before the job offer is made, the candidate is required to undergo

a physical fitness test. A job offer is, often, contingent upon the candidate being declared fit after

the physical examination. The results of the medical fitness test are recorded in a statement and

are preserved in the personnel records. There are several objectives behind a physical test.

Page 22


Obviously, one reason for a physical test is to detect if the individual carries any infectious

diseases. Second, the test assists in determining whether an applicant is physically fit to perform

the work. Third, the physical examination information may be used to determine if these are

certain physical capabilities which differentiate successful and less successful employees.

Fourth, medical check-up protects applicants with health defects from undertaking work that

could be detrimental to themselves or might otherwise endanger the employer’s property, finally,

such an examination will protect the employer from workers compensation claims that are not

valid because the injuries or illnesses were present when the employee was hired.

Job Offer

The next step in the selection process is job offer to those applicants who have crossed all the

previous hurdles. Job offer is made through a letter of appointment. Such a letter generally

contains a date by which the appointee must report on duty. The appointee must be given

reasonable time for reporting. This is particularly necessary when he or she is already in

employment, in case the appointee is required to obtain a relieving certificate from the previous

employer. Again, a new job may require movement to another city which means considerable

preparation and movement of property.

Contracts of Employment

After the job offers have been made and the candidates accept the offers, certain documents need

to be executed by the employers and the candidates. One such document is the attestation form.

This form contains certain vital details about the candidate which are authenticated and attested

by him/her. Attestation form will be a valid record for future reference.

Evaluation of Selection Programme

The broad test of the effectiveness of the selection process is the quality of the personnel hires. A

firm must have competent and committed personnel. The selection process, if properly done, will

ensure availability of such employees. How to evaluate the effectiveness of a selection

programme? A periodic audit is the answer. Audit must be conducted by people who work

independent of the HR department.

Recruitment and Selection:

Recruitment and selection are two crucial steps in the human resources planning

and are often used interchangeably. There is however, a fine distinction between the two steps.

While recruitment refers to the process of identifying and encouraging prospective employees to

Page 23


apply for the jobs, selection is concerned with picking the right candidates from a pool of

applicants.

Recruitment is set to be positive in its approach as it seeks to attract as many

candidates as possible. Selection, on the other hand, is negative in its application in as much as it

seeks to eliminate as many unqualified applicants as possible in order to identify the right

candidates for the right jobs.

Therefore, the aim of every human resource manager is to fulfill the needs of an

organization with producing highly motivated personnel’s.

Recruitment and Selection refers to the process of finding possible candidates for a job or

function, usually undertaken by recruiters. It also may be undertaken by an employment agency

or a member of staff at the business or organization looking for recruits. Advertizing is

commonly part of the recruiting process, and can occur through several means: through online,

newspapers, using newspaper dedicated to job advertisement through professional publication,

using advertisements placed in windows, through a job center, through campus graduate

recruitment programmes, etc.

Suitability for a job is typically assessed by looking for skills, e.g.

communication skills, typing skills, computer skills. Evidence for skills required for a job may

be provide in the form of qualifications (educational or professional), experience in a job

requiring the relevant skills or the testimony of references. Employment agencies may also give

computerized tests to assess an individual’s “off-hand” knowledge of software packages or

typing skills. At a more basic level written tests may be given to assess numeric and literacy

A candidate may also be assessed on the basis of an interview. Sometimes

candidates will be requested to provide a resume (also known as a CV) or to complete an

application form to provide this evidence. One of the main objectives of an organization is to

obtain the right number and kinds of people at the right places and at the right time, who

are capable of performing tasks that will help the organization in achieving its objectives.

Manpower planning is a strategy for :-

a) Procurement

b) Development;

c) Allocation

d) Utilization of man power resource of an organization.

Page 24


CHAPTER-2

RESEARCH DESIGN

Page 25


RESEARCH DESIGN

TITLE OF THE PROJECT

“A Study on Recruitment and Selection process in public sector industry”-

with special reference to BHEL.

INTRODUCTION

Recruitment and selection are two crucial steps in the human resources planning and are often

used interchangeably. There is however, a fine distinction between the two steps. While

recruitment refers to the process of identifying and encouraging prospective employees to apply

for the jobs, selection is concerned with picking the right candidates from a pool of applicants.

Recruitment is set to be positive in its approach as it seeks to attract as many candidates as

possible. Selection, on the other hand, is negative in its application in as much as it seeks to

eliminate as many unqualified applicants as possible in order to identify the right candidates for

the right jobs.

Therefore, the aim of every human resource manager is to fulfill the needs of an organization

with producing highly motivated employees.

Recruitment and Selection refers to the process of finding possible candidates for a job or

function, usually undertaken by recruiters. It also may be undertaken by an employment agency

or a member of staff at the business or organization looking for recruits. Advertizing is

commonly part of the recruiting process, and can occur through several means: through online,

newspapers, using newspaper dedicated to job advertisement through professional publication,

using advertisements placed in windows, through a job center, through campus graduate

recruitment programmes, etc.

Page 26


STATEMENT OF THE PROBLEM

Employee recruitment and selection levels differs as per their expectations so in order to study

the organizational objectives are met, in addition the value added selection process been studied

in this research, Therefore this study is initiated.

OBJECTIVES OF THE STUDY

An analytical study of “RECRUITMENT AND SELECTION PROCESS”, has been conducted

in order to find out the attributes, perception and opinion of the employees at BHEL, regarding

the recruitment and selection sources of recruitment, interview, rounds of interview, types of

interview and tests etc.

Some of the general objectives of the study are as follows:

To understand the framework of recruitment and selection process at BHEL.

To study whether the recruitment process is hiring best professional or not. Personnel

strategy for the better operations of the organization with all around benefits. To know

the type of interviews they are conducting.

To study and understand the various ways of recruitment and selection in BHEL

METHODOLOGY OF RESEARCH

Methodolgy of research used is survey method. This method was suitable for the study because

of the volumeness of data available and suits the title of the study.

Questionnaires were administered for the respondents, tabulated and analyzed.

SAMPLING DESIGN

Out of the total availability of the employees, a sample size based on randomness and

convenience is chosen. For this study a stratified random sampling is used for 50 respondents.

SOURCES OF DATA COLLECTION

Primary data were collected using the questionnaires, observations and panel discussions.

Secondary data were collected from various Books Journals, Articles, Magazines

and Websites.

Website: www.bhel.com

LIMITATIONS

Page 27

http://www.bhel.com/


The study was not out of certain limitations and the study was need based and suitable for

today’s context only and it was not standard one and certain important factors like time and

finance was also big constraint in doing the project.

PLAN OF ANALYSIS

The collected data were tabulated and correlated with the help of graphs, charts, diagrams.

Further statistical tools like mean, median, mode, chi square are used for the study.

CHAPTER SCHEMES

I INTRODUCTION

II RESEARCH DESIGN

III COMPANY PROFILE

IV ANALYSIS AND INTERPRETATION OF DATA

V SUMMARY OF FINDINGS, SUGGESTIONS & CONCLUSION

BIBLIOGRAPHY &ANNEXURE

Page 28


COMPANY PROFILE

ABOUT B.H.E.L:

BHEL is one of the largest manufacturing enterprise in India in the

energy related/ infrastructure sector, today. BHEL was established more than 45 years ago,

ushering in the indigenous Heavy Electrical Equipment Industry in India-a dream that has been

more than realized with a well recognized track record of performance. The company has been

earning profits continuously since 1971-72 and paying dividends since 197-77.

The first plant set up in Bhopal in 1956. In Bangalore, BHEL has three divisions:

The Electronic Division, electro proclaim division and industrial system group. The three units

are in the business of power plant, solar photovoltaic system for terrestrial and space

applications, space-quality batteries, smart card based pre-paid energy meters, bulk material

handling, distribution business, water based management system products for steel and oil

sectors and new insulator.

BHEL shares the growing concern on related to environment an occupational

health and safety (OHS) and is committed to protecting environment in and to providing healthy

and safety environment to all employees. For fulfilling these obligations, a health, safety and

environmental policy has been formulated and implemented through management systems.

The recognition of its commitment to the quality system and procedures, the unit

is certified for ISO9001. EDN is the first electronic industry in Bangalore to get ISO14001

environment management system certification. BHEL has also joined united nations “GLOBAL

COMPACT” and has committed to support the set of core values enshrined in its nine principles

in the area of human rights, labor standards and environment.

BHEL has acquired certifications to quality management system (ISO9001).

Environment Management Systems (ISO14001) and Occupational Health and Safety

Management System (OHSAS 18001) and is also well on its journey towards total quality

management (TQM).

Page 29


CERTIFICATION AND AWARDS:

CII-EXIM award for business excellence 2006: commendation certification certified

received for “strong commitment to Excel” in journey towards business excellence in

November 2006.

International safety award 2005 received for 4th consecutive year from British safety

council in January 2007.

ISMS certificated received form STQC for “Establishing and Maintaining Information

Security Management System” as per BS 7799 part 2 : 2002 in may.

Re-certification of ISO 9001-2000 received in April 2006.

Re-certification of EMS as per ISO 14001-2004 received in June 2006.

EDN has won three awards in 15th chapter convention on quality circles organized by

quality circle forum of India. Bangalore under par Excellence and Distinction category in

September 2006.

BHEL-EDN got the first prize in the ‘Inter Unit Rajbhasha Spiel Yojana’ started three

years back by corporate office. EDN go this award three years by corporate continuous

third time.

Page 30


BHEL STRATEGY

VISION

A world-class Engineering Enterprise Committed to Enhancing Stakeholder value.

MISSION

To be an Indian Multinational Enterprise providing Total Business Solutions through Quality

Products, Systems and Services in the fields of Energy, Transportation, Industry, Infrastructure

and other potential areas.

VALUES:

Zeal to Excel and Zest for change

Integrity and Fairness in all Matters.

Respect for Dignity and Potential of Individuals.

Strict Adherence of Commitments

Ensure Speed of Response

Foster Learning, Creativity and Team-Work.

Loyalty and pride in the company.

CORE VALUES OF BHEL

BHEL has always sought to be value driven organization. These values continue to direct the

group’s growth and business. The core BHEL values underpinning the way they do business are:

Integrity

Understanding

Excellence

Unity

Responsibility

Code of conduct

Page 31


BHEL QUALITY POLICY

BHEL pursues continual improvement in the quality of its products, services and performance

leading to total customer satisfaction and business growth through dedication, commitment and

teamwork of all employees.

BHEL CORPORATE OBJECTIVES

Competitive edge of product/service by building and improving key process.

Delivery and response.

Quality of supplies by improving supplier performance.

Capability of human resources by updating skill and competence.

Value of stakeholder.

HR TEAM:

PCS also had on excellent HR and Development team of 50+ man power strength across

the world.

ABOUT HR TEAM:

Well trained staff of four professionals, and 2 of business unit HR professionals, and another

two for training and HR operations.

Page 32


ORGANIZATION CHART OF BHEL

Page 33

CEO

MANAGER HR&AdminFINANCE QUALITY RESOURCE

JAVA DOT NET TESTING BUSINESS


HR Organization Chart

Page 34

Corporate Manager-HR

Assi.Mgr-Documentation Assi.Mgr-Contract Staffing

Documents Documents

Staffing-1 Staffing-2

Recruitment

Recruitment Recruitment


Organization Chart of Technical Team

Page 35

VP-Operation

Java Team Dot Net Team Testing Team TSR Group

Integrated QC

Support-1 Support-2 Support-3 Support-4


Grade structure

The grade structure is subject to change depending on the changes in the policy

Grade Technical Group Support Group

A Trainee Trainee/Management trainee

B Engineer/Developer/Designer/Analyst/Writer/Editors.. Executive/System Admin/Associate

C Sr. Engineer Developer/Designer/Analyst/Writer/Editors. Sr. Executive/System Admin/Associate

D Team Leader _

E Asst. Manager Asst. Manager

F Technical Manager/Technical Architect Manager/Branch Manager/Regional Manager

G Sr. Technical Manager/Chief Architect Sr. Manager/National Sales Manager

H Vice President Operations _

I Managing Director _

Support: Accounts, HR, System, Quality, Tech Support, Marketing

Page 36


EXPERIENCE LEVEL:

A 0-1

B >1-3

C >3-5

D >5-7

E >7-10

F>10 yrs, based on the expertise and managerialCapabilities, technical competencies..G

H

Page 37


SWOT ANALYSIS

Strengths

BHEL brand equity in India.

BHEL is India’s leading manufacturer of power equipment.

BHEL has a good product mix.

Good order booking for its products and services.

Effective human resource management.

It has good infrastructure and organization culture.

It has skilled, qualified and committed human resources.

It has goodwill and brand image across India.

Its 80% market shares are in power sector.

BHEL is one among NAVARATNA companies.

It has high motivated work force.

Good work culture, job security and high level employee satisfaction.

Weakness:

BHEL policies are age old and it is static organization with no much dynamism.

Unbalanced distribution of workload.

Too many procedures and systems leading to delay.

Poor accountability on people contribution and performance.

Average of employees in BHEL is 47 years.

Opportunities:

Page 38


BHEL has got a role for the ever-increasing need of power.

Support by government and government owned corporation.

High scope for additional capital investment and further expansion, due-to high profits

backing.

Widespread network across the country and around the world.

Emerging market in Asia.

Customer preference for Quality and precuts with latest technologies.

Can be an Indian Multinational Engineering Enterprise.

Threats:

Fast changing market condition.

High competition by cash-rich MNC’s

PRODUCT PANORAMA:

COMPREHENSIVE PRODUCT PROFILE OF ELECTRONICS DIVISION

AUTOMATION AND POWER ELECTRONIC SYSTEMS

Unified automation for power plants including sub-critical and super-critical thermal

utilities and industrial CPP [Distributed Control Systems (DCS) for Steam Turbines,

Steam Generators, BFP Drive Turbines, Gas Booster Compressors and Balance of Plant

Systems]

Gas Turbines Control Systems

Hydro Power Plant Control Systems

Excitation Systems

Industrial Automation

Sub-station Automation System (SAS) and Supervisory Control and Data Acquisition

Systems (SCADA)

Traction Drive System for Locomotives

Traction Drive Systems for Electrical Multiple Units (EMUs)

Page 39


AC Drive Systems

Static Starters

Induction Heating System

High Voltage Direct Current (HVDC) Systems

Flexible AC Transmission Systems (FACTS)

Custom Power Controllers

Static VAR Compensation (SVC) Systems

Controlled Shunt Reactor (CSR)

SEMICONDUCTORS AND PHOTOVOLTAIC SYSTEMS

Power Semiconductor Devices

Solar Photovoltaic Cells (Mono/Multi)

Photovoltaic Modules

PV Systems: Grid Interactive, Hybrid and stand-alone PV Power Plants

Space Grade Solar Panels

Space Quality Batteries

DEFENCE ELCTRONICS

Simfire Tactical Gunnery Simulator

Integrated Platform Management System (IPMS) and integrated Bridge System (IBS) for

Ships Machinery Control Room (MCR) Simulator for Ships

Training Simulators for vehicles, platforms, radars, weapons, missiles and CBT for all

defence and para-military forces.

Radar and Associated Systems

SOFTWARE SYSTEM SOLUTIONS

Performance Analysis, Diagnostics and Optimization (PADO) for Thermal utilities

Performance Calculation and Optimization

Page 40


OPC connectivity form DCS to third party systems

Enterprise Asset Management System (EAMS)

SERVICES OFFERED

Erection and Commissioning by highly experienced team of Engineers

Efficient Service-After-Sales

Assured Supply of Spares

Total Solutions for Renovation and modernization requirements

Concept to Commissioning solutions for large size Solar Power Plants

CHAPTER-3

Page 41


Analysis and tabulation

Table.no.1.knowledge about the vacancies found in BHEL.

Page 42


Response No. of respondent Percentage%

Advertisement 31 54%

Campus interview 9 22%

Employment exchange 7 17%

Others 3 07%

Total 50 100%

Analysis:

Out of 50 employees 31 have been opted for advertisement,9employees have been opted for

campus interview,7 employees have been opted for employment exchange and 3 employees have

been opted for other.

Chart: 1. Knowledge about the vacancies.

Page 43


Adver-tisement

54%

Campus in-terview

22%

Employment exchange

17%

Others07%

Inference:

From the above basis of selection that majority of the respondent found the vacancies from advertisement.

Table .no.2. Response towards recruitment policy.

Page 44


Response No. of respondents Percentage

Excellent 36 66%

Good 11 27%

Satisfactory 02 05%

Poor 01 02%

Total 50 100%

Analysis:

Out of 50 employees 36 have been opted for excellent, 11 employees have been opted for good,

2 employees have been opted for satisfactory and 1 response towards poor.

Chart: 2. Response towards recruitment policy.

Page 45


Excel-lent66%Good

27%

Satisfactory05%

Poor 02%

Inference:

From the above basis of selection the recruitment policy in BHEL is excellent.

Table.no.3. Improvement in the recruitment policy in the recent years.

Page 46



Yes 49 98%

No 1 02%

Total 50 100%

Analysis:

Out of 50 employees 49 have been opted for yes and 1 response towards no.

Chart: 3. Improvement in the recruitment policy in the recent years.

Page 47


Yes

No

0 10 20 30 40 50 60

48

2

No.of respondent

Inference:

From the above basis of selection the recruitment policy has improved in recent years.

Table.no.4. Identifies the requirement of man power well in advance.

Page 48



Yes 47 93%

No 03 07%

Total 50 100%

Analysis:

Out of 50 employees 47 have been opted for yes and 3 employees have been opted for no.

Chart: 4. Identifies the requirement of man power well in advance.

Page 49


Yes No0

5

10

15

20

25

30

35

40

45

50

47

3

Response

Inference:

From the above bases of selection the requirements of man power is recognized in advance.

Table.no.5. Existence of induction and training program in the company.

Page 50



Yes 49 98%

No 1 02%

Total 50 100%

Analysis:

Out of 50 employees 49 have been opted for yes.1 response towards no.

Chart : 5. Existence of induction and training program in the company.

Page 51


Yes98%

No2%

Inference:

From the above table bases of selection there id induction and training program at BHEL.

Table.no.6. On what basis selection should be based.

Page 52


Attributes No. of respondent Percentage

Intelligent 33 61%

Qualification 12 31%

Experience 00 00%

Training 02 05%

Others 01 03%

Total 50 100%

Analysis:

Out of 50 employees 33 have been opted for Intelligence, 12 employees have been opted for Qualification, 0 employees have been opted for Experience, and 2 employees have been opted for training and 1 response towards others.

Chart : 6. On what basis selection should be based.

Page 53


61%

31%

5%3%

IntelligentQualificationExperienceTrainingOthers

Inference:

Most of the selection is based on the mental capabilities (intelligence) of the respondents and qualification is also equally important according to the observation.

Page 54


Tables.no.7. Does the selection process helps the organization to get the right man for right

job.

Response No. of respondent Percentage

Yes 49 98%

No 1 2%

Total 50 100%

Analysis:

Out of 50 employees 49 have been opted for yes and 1 response towards no.

Page 55


Chart: 7. Does the selection process helps the organization to get the right man

for right job.

Yes

No

0 10 20 30 40 50 60

No. of respondents

Resp

onse

Inference:

Majority of the employees have endorsed the effectiveness of the selection process of right personnel.

Table. no: 8. The selection process ensure that only competent people are recruited.

Page 56



Strongly agree 34 61%

Agree 15 37%

Neither agree 0 00%

Neither disagree 0 00%

Strongly disagree 0 00%

Disagree 1 02%

Total 50 100%

Analysis:

Out of 50 employees 34 have been strongly agree, 15 employees have agreed, 0 employees have neither agreed, 0 employees have neither disagrees, 0 employees have strongly disagrees and 1 response towards disagree.

Chart : 8. The selection process ensure that only competent people are recruited.

Page 57


Strongly agree Agree Neither agree neither disagree Strongly disagree

Disagree0

5

10

15

20

25

30

35

40

Attributes

No.

of r

espo

nden

ts

Inference:

Based on the previous observation (refer table 7) most of the respondents feel that only competent persons are recruited.

Table. no: 9. Do you feel group discussion should be conducted to select right employee.

Page 58


Response No. of respondent Percentage

Yes 47 93%

No 3 07%

Total 50 100%

Analysis:

Out of 50 employees 47 have been opted for yes. 3 employees have been opted for no.

Chart : 9. Do you feel group discussion should be conducted to select right employee.

Page 59


Yes No0

5

10

15

20

25

30

35

40

45

50

response

no. o

f res

pond

ents

Inference:

From the above table it confirms that group discussion should be conducted to select right employee.

Table. no: 10. Effectiveness of interviews.

Page 60



Effective 49 98%

Non-effective 1 02%

Total 50 100%

Analysis:

Out of 50 employees 49 have been opted for yes and 1 employee has been opted for no.

Chart: 10. Effectiveness of interviews.

Page 61


Yes No0

10

20

30

40

50

60

response

no.o

f res

pond

ents

Inference:

From the above basis of selection effectiveness of interviews do help in knowing a person better.

Table. no: 11. Do officials from different functions and different levels of organization conduct interview?

Page 62



Yes 48 95%

No 2 05%

Total 50 100%

Analysis:

Out of 50 employees 48 have been opted for yes, and 2 employees have been opted for no.

Chart: 11. Do officials from different functions and different levels of

Page 63


organization conduct interview?

Yes

No

0

5

10

15

20

25

30

35

40

45

50

Inference:

From the above basis of selection the officials from different levels of organization do conduct interview to assess the overall competence of the respondent.

Table. no: 12. What form of interview do you prefer?

Page 64



Personal interview 49 98%

Telephonic interview 0 00%

Video conferencing 0 00%

All the above 1 02%

Total 50 100%

Analysis:

Out of 50 employees 49 employees have been opted for personal interview, 0 have been opted for telephonic interview, 0 have been opted for video conferencing, and 1response towards all the above.

Chart: 12. What form of interview do you prefer?

Page 65


Personal in

terview

Telephonic intervi

ew

Video confere

ncing

All the th

ree

0

10

20

30

40

50

60

response

no. o

f res

pond

ents

Inference:

From the above basis personal interview do help in knowing a person better in which employees

are more satisfied than other types of interview.

Table. no: 13. How do you rate the recruitment procedure?

Page 66



Short process 47 93%

Long process 0 00%

Can’t say 3 07%

Total 50 100%

Analysis:

Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long process, 3 employees have been opted for can’t say.

Chart: 13. How do you rate the recruitment procedure?

Page 67


Short process Long process Can't say0

5

10

15

20

25

30

35

40

45

50

response

no. o

f res

pond

ents

Inference:

From the above basis interview process followed in BHEL is short process which is helpful for

the applicants.

Table. no: 14. Does recruitment contribute to the goals of the organization.

Page 68



Yes 48 95%

No 2 5%

Total 50 100%

Analysis:

Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.

Chart: 14. Does recruitment contribute to the goals of the organization.

Page 69


Yes95%

No5%

Sales

Inference:

From the above table it confirms that the recruitments contribute to the goals of the organization.

Table. no: 15. Which source of recruitment do you prefer?

Page 70



Internal 37 68%

External 11 27%

Both 2 05%

Total 50 100%

Analysis:

Out of 50 employees 37 have been opted for internal source of recruitment, 11 have been opted for external source of recruitment and 2 employees opted for both.

Chart: 15. Source of recruitment preferred.

Page 71


Internal68%

External27%

Both5%

Sales

Inference:

From the above table it confirms that the recruitments for internal candidates can be done.

Table. no: 16. Are you satisfied with the interview process.

Page 72



Yes 48 95%

No 2 2%

Total 50 100%

Analysis:

Out of 50 employees 48 have been opted for yes, 2 employees have been opted for no.

Chart: 16. Are you satisfied with the interview process.

Page 73


Yes95%

No5%

Inference:

From the above table it confirms that the interview process of the company is satisfied.

Table. no: 17. Physiological atmosphere during interview was

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Pleasant 47 93%

Tense 0 0%

Can’t say 3 07%

Total 50 100%

Analysis:

Out of 50 employees 47 employees have been opted for short process, 0 have been opted for long

process, 3 employees have been opted for can’t say.

Chart: 17. Physiological atmosphere during interview was

Page 75


Pleasant Tense Can't say0

5

10

15

20

25

30

35

40

45

50

response

no. o

f res

pond

ents

Inference:

From the above basis physiological atmosphere during interview is pleasant.

Table. no:18. How many rounds of interview are conducted

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1-2 50 100%

2-3 0 00%

More than 3 round 0 00%

Total 50 100%

Analysis:

Out of 50 employees 50 employees have been opted for 1-2 rounds of interview, 0 have been

opted for 2-3 rounds of interview,0 have been opted for more than 3 rounds.

Chart:18. How many rounds of interview are conducted

Page 77


1-2 rounds 2-3 rounds more than 3 rounds0

10

20

30

40

50

60

response

no. o

f res

pons

e

Inference:

From the above table it confirms that the rounds of interview conducted in the company is 1-2

rounds of interview which is comfortable for the applicants.

Table. no: 19. What is main thing that retains you in the company?

Page 78



Future prospects 33 61%

Job security 12 31%

Welfare entities 00 00%

Image of company 02 05%

Pay scale 01 03%

Total 50 100%

Analysis:

Out of 50 employees 33 have been opted for Future prospects, 12 employees have been opted for Job security, 0 employees have been opted for Welfare entities, 2 employees have been opted for Image of company and 1 response towards Pay scale.

Chart: 19. What is main thing that retains you in the company?

Page 79


Future prospects Job security Welfare entities Image of company Pay scale0

5

10

15

20

25

30

35

response

no. o

f res

pond

ents

Inference:

Most of the employees retains in the company due to the future prospects according to the above table.

Table. no: 20. How do you the HR practices of the company?

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Very good 25 50%

Good 25 50%

Average 00 00%

Bad 00 00%

Total 50 100%

Analysis:

Out of 50 employees 25 have been opted for very good, 25 employees have been opted for good, 0 employees have been opted for average, and 0 response towards Bad.

Chart: 20. How do you rate the HR practices of the company?

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Very goodGood

AverageBad

0

5

10

15

20

25

response

no. o

f res

pond

ents

Inference:

On the basis of above table HR practices of the company is fair enough.

CHAPTER-5

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SUMMARY OF FINDINGS AND RECOMMENDATONS

SUMMARY OF FINDINGS:

From the above basis of selection that majority of the respondent found the vacancies

from advertisement.

From the above basis of selection the recruitment policy in BHEL is excellent.

From the above basis of selection the recruitment policy has improved in recent years.

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From the above basis of selection the recruitment of man power is recognized in advance.

From the above table basis of selection there is induction and training program at BHEL.

Most of the selection is based on the mental capabilities(intelligence) of the respondents

and qualification is also equally important according to the observation.

Majority of the employees have endorsed the effectiveness of the selection process of

right personnel.

Based on the previous observation (refer table 7) most of the respondents feel that only

competent persons are recruited.

From the above table it confirms that group discussion should be conducted to select right

employee.

From the above basis of selection effectiveness of interviews do help in knowing a person

better.

From the above basis of selection the officials from different levels of organization do

conduct interview to assess the overall competence of the respondent.

From the basis of selection, like in all government organization most of all the interviews

are planned.

From the above analysis it can be observed that there is existence of induction program in

the organization.

From the above table it confirms that the recruitments contribute to the goals of the

organization.

The necessary tendencies have no effect on the recruitment in the company.

From the above table it confirms that the recruitments for internal candidates can be done.

Majority of the respondents believe that recruitment helps one to know the organization better.

RECOMMENDATIONS:

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The recruitment and selection should be categorized based on the company needs and

nature of work.

The employees should be informed about the recruitment and selection activity well in

advance by the human resource department.

The introduction of new recruitment policy should be easily applicable to all the

employees in the organizations.

Requirement of manpower should be recognized by the human resource department well

in advance.

The human resource department in the organization should refers to the process of

identifying and encouraging prospective employees to apply for the jobs, selection is

concerned with picking the right candidates from a pool of applicants.

The induction program should be in way that will improve the status o employee’s in the

organization.

Internal recruitment should be largely favored by the recruitment and selection

department in a organization.

Recruitment should be mainly based on the intelligence of the employee’s.

Recruitments should be such a way that it contribute to the goals of the organization.

The organization should conduct only planned recruitment, which help to pick the right

people for right job.

Group discussion should be involved in the recruitment and selection process, which help

in enhancing quality employee’s for the organization.

CONCLUSION:

BHEL is one of the largest manufacturing enterprise in India in the energy related/

infrastructure sector, today. BHEL was established more than 45 years ago, ushering in

the indigenous Heavy Electrical Equipment Industry in India-a dream that has been more

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than realized with a well-recognized track record of performance. The company has been

earning profits continuously since 1971-72 and paying dividends since 1976-77.

The BHEL-EDN (electronic division unit at Bangalore Mysore road branch is very active

unit. The company organizes planned recruitment and selection of employee’s for the

organization is fulfill with all needs of a interview which indeed helps to get the best

suitable candidate for right job.

The human resource development program of BHEL-END has done a remark job in

recruitment and selection of employees through various planned methods which saw an

active response in getting the best candidates among the presented crowd who appeared

for the interview in the organization.

ANNEXURES

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QUESTIONNAIRE:

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Name of the respondent :-

Age :-

Qualification :-

Designation :-

Department :-

1. How did you came to know about the vacancies in the BHEL?

Advertisement

Campus interview

Employment exchange

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Others

2. What is your opinion of the recruitment policy?

Excellent

Good

Satisfactory

Poor

3. Do you find any improvements in the recruitment policy in the recent years?

Yes

No

4. Are the identification of the requirement of man power is well in advance?

Yes

No

5. Are the induction training program given in the company?

Yes

No

6. According to you on what basis selection should be based?

Intelligence

Qualification

Experience

Training

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Other

7. Does the selection process helps the organization to get the right man for right job?

Yes

No

8. Does the selection process ensure that only competent people are recruited?

Strongly agree

Agree

Neither agree

Neither disagree

Strongly disagree

Disagree

9. Do you feel group discussion should be conducted to select right employee?

Yes

No

10. What do you feel about interview process?

Effective

Non-effective

11. Do officials from different functions and different levels of organization conduct

interview?

Yes

No

12. What form of interview do you prefer?

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Personal interview

Telephonic interview

Video conferencing

All the above

13. How do you rate the recruitment procedure?

Short process

Long process

Can’t say

14. Does recruitment contribute to the goals of the organization?

Yes

No

15. Which source of recruitment do you prefer?

Internal

External

Both

16. Are you satisfied with the interview process

Yes

No

17. Physiological atmosphere during interview was

Pleasant

Tense

Can’t say

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18. How many rounds of interview are conducted

1-2

2-3

More than 3 rounds

19. What is main thing that retains you in the company?(If any two then tick those two)

Future prospects

Job security

Welfare entities

Image of company

Pay scale

20. How do you rate the HR practices of the company?

Very good

Good

Average

Bad

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BIBLIOGRAPHY

Page 93


BOOKS REFERRED:

Aswathappa, Human Resource Management, Mc Graw Hill, Himalaya

Publishing House Sixth edition (2007)

P Subba Rao, Essentials of Human Resource Management & Industrial

Relations, Himalaya Publishing House, Third edition (2010)

P Subba Rao, Personnel and Human Resource Management, Himalaya

Publishing House, Second edition (2010)

JOURNALS REFERRED:

Social Media & manual and catlogs of BHEL

WEBSITES:

www.google.com

www.bhel.com

www.bheledn.com

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http://www.bheledn.com/

http://www.bhel.com/

http://www.google.com/