HRM Assignment On BHEL

Submitted ByAastha gulyani (211004) Akshay Tyagi (211013) Amisha Gupta (211015) Ankit Mozika (211018) Atul Nanda (211036) Jayant Kumar (211060)

B.H.E.L OVERVIEW BHEL is largest engineering and manufacturing enterprise in India in the energy related/infrastructure sector today. BHEL was established more than 40 years ago when its first plant was set up in Bhopal ushering in the indigenous heavy electrical equipment industry in India, a dream that has been more than realized with well-recognized track record of performance. It has been earning profit continuously since 1971-72 and achieved a sales turnover of Rs.7482.2 Corers with a profit before tax of Rs802.4 Corers in2002-03. BHEL caters to core sectors of the Indian Economy viz. Power Generation and Transmission Industry Transportation Telecommunication Renewable Energy Defense etc.

The wide network of BHEL'S 14 manufacturing divisions, four Power Sector regional centers, 8 service centers and eighteen regional offices and a large number of projects sites spread all over India and abroad and enables the company to promptly serve its customers and provide then with suitable products, systems and services efficiently and at competitive prices. BHEL has already attained ISO 9000 and all the major units/divisions of BHEL have been upgraded to the latest ISO-9001:2000 version quality certification for quality management. BHEL has secured ISO-14001 certification for environmental management systems and OHSAS18001 certification for occupational health and safetymanagement system for its major units/divisions.

HUMAN RESOURCE DEVELOPMENT INSTITUTE BHEL has envisioned to becoming "A world class innovative,competitive and profitable engineering enterprise , providing total busin esssolutions ". For realizing this vision, continuous development and growthof the 47000 strong hi ghly skilled and motivated people making the organization, is the only mantra.

HEALTH, SAFETY & ENVIRONMENTMANAGEMENT BHEL, as an integral part of business performance and in its endeavor of becoming a world class organization and sharing the growing globalconcern on issues related to environment , occupational health and safety is committed to protecting environment in and around its own establishment and to providing safe and healthy working environment to all its employees. For fulfilling this obligation, corporate policies have been formulated as Environmental Policy Compliance with applicable environmental legislation / regulation; Continual improvement in environment management systems to protect our natural environment and control pollution; Promotion of activities for conservation of resources byenvironmental management; Enhancement of environmental awareness amongst employees ,customers and suppliers. BHEL will also assist and co-operate with the concerned government agencies and regulatory bodies engaged in environmental activities, offering thecompany's capabilities in this field.

Occupational Health and Safety Policy Compliance with applicable legislation and regulations; Setting objectives and targets to eliminate / control / minimize risksdue to occupational and safety hazards;

Appropriate structured training of employees on occupational health and safety (OH&S) aspects; Formulation and maintenance of OH&S management programs for continual improvement; Periodic review of OH&S management system ensures its continuing suitability, adequacy and effectiveness. Communication of OH&S policy to all employees and interested parties is done. The major units of BHEL have already earned international recognition by implementation of ISO 14001 Environmental Management System and OHSAS 18001 occupational health and safety management system.

DEFINATION Recruitment is the process is seeking out and attempting to attract individuals in external labor markets, who are capable of and interested in filling available job Vacancies .Recruitment is an intermediate activity whose primary function is to serve as a link between human resource planning on the one hand and selection on the other. To Recruit Means To Enlist, Replenish Or Reinforce. Recruitment begins by specifying the human resource requirements, initiatingactivities and actions to identify the possible sources from where they can bemet, communicating the information about the jobs, term and conditions, and prospectus they offer, and enthusiast people who meet the requirement torespond to the initiation by applying for the jobs. AIM The aim of recruitment is the information obtained from job description and job specification along with precise staffing standards from the basis for determining manpower requirement to attain the organizational objective. Recruitment Needs Are Of Three Types: 1) Planned, anticipated and unexpected planned need arise from changes, in organization and retirement policy. 2) Resignations, deaths and accidents and illness give rise to unexpected needs.

3) Anticipated needs refer to those movements in personnel which an organization can predict by studying trends in the internal and external requirements.

OBJECTIVES OF RECRUITMENT To attract people with multidimensional skills and experiences that suit the present and future organizational strategies. To induct outsiders with a new perspective to lead the company. To infuse fresh blood at all levels of the organization. To develop an organizational culture that attracts competent people to the company. To search or head hunt/head pouch people whose skills fit the companys Values. To devise methodologies for assessing psychological traits. To seek out Non Conventional development grounds of talent. To search for talent globally and not just within the company. To design entry pay that competes on quality but not on quantum. To anticipate & find people for positions that do not exist yet.

Following includes in the procedure:

Interview Schedule Job Specification Form Job Analysis Form

Employement Application Form

Interview Assessment Form

JOB ANALYSIS FORM

Job Title. Date Location ..Department Analyst.Code No Reason for the job Supervised..Wage or salary range Relation to other jobs: Promotion from.. Promotion to.. Job summary: Work performed:Majorduties : .Other tasks: Equipment/Machines used:. Working Condition Skill Requirements: Education: (Grade or Year)Training :Job experience : (a)Type of experience..

(b)Length of experience Supervision: (a) Positions supervised. (b) Extent of supervision..Job knowledge :(a) General (b)Technical(c)Special Responsibility :(a) For product and material. (b)For equipment and machinery (c)For work of others. (d)For safety of others Physical Demands: Physical efforts Surroundings Hazards Resource fullness

JOB SPECIFICATIONS FORM

Job Title: Drill Operator DepartmentJob Code Date.. REQUIREMENTS 1. EDUCATION: Ability to read and understand production orders and to make simple calculations. Preferably High School Certificate 2. TRAINING AND EXPERIENCE: No special training required .Requires one month experience to learn job duties and to attain acceptable degree of proficiency. 3. PHYCIAL EFFORT: No special physical effort is required.

4. MENTAL SKILL: Requires reasoning to interpret instructions and drawings and productions orders. Must be able to concentrate when operating. 5. SUPERVISION: Routine checking and no close supervision required. Specific but no detailed instructions. 6. Responsible for own work only. Only routine responsibility for safety of others.

The BHEL has the following way which it follows for recruiting the person:A.PURPOSE The purpose of the company is to define the procedure of Recruitment &Selection in the company. B.SCOPE The scope of the company is to find the individuals seeking employment in the company. C.RESPONSIBILITY The Responsibility is on the Manager-HRD/Operations Director-EAI Systems/Operation DirectorTPB-India. D.AUTHORITY The Authority in the company is commonly share with responsibility

E.PROCEDURE STEPS 1. MAN POWER RECRUITMENT As and when the need arises, the Manpower Requirement Form is dually filled by the HOD/Group Manager of the concerned department and forwarded to the HRD Department. The HRD Department initiates activity on the recruitment once the"Manpower Requirement" form is approved by MD. All "Manpower Requirement "Forms are maintained by the HRDDepartment.

2. IDENTIFYING SOURCES OF RECRUITMENT On the basis of Manpower Requirement Form a recruitment source is identified. The source of recruitment could be external or internal.

INTERNAL SOURCE OF RECRUITMENT Internal Transfer/Promotion with necessary screening, training andselection to meet the specified requirement. It would be desirable toutilize the internal sources before going outside to attract the c andidates. The two categories of internal sources include a review of the present employees and nomination of the candidates by employees. The COMPANY suggests that the effective utilization of internal sources necessitates an understanding of their skills and information regarding relationships of jobs. This will provide possibilities for horizontal and vertical transfers within the enterprise eliminating simultaneous attempts to lay off employees in one department and recruitment of employees with similar qualification for another department in the company. Promotions and Transfers within the plant where an employee is best suitable improve the morale along with solving recruitment problems. Again, employee can be requested to suggest promising candidates. Sometimes in a company the employees are given prizes for recommending a candidate who has been recruited. The usefulness of this system in the form of loyalty and its wide practice, it has been pointed that it gives rise to cliques posing difficulty to management. Therefore, in this company before utilizing the system attempts should be made to determine through research whether or not employees thus recruited are effective on particular jobs. Usually, internal sources can be used effectively if the number of vacancies are not very large, adequate, employee records are maintained, jobs do not demand originality lacking in the internal sources, and employees have prepared themselves for promotion.

EXTERNA L SOURCE S OF RECRUITMENT An external source of Recruitment is considered from the combination of the following options: CONSULTANT Consultants are given the requirement specifying qualifications, experience and all other necessary details. In consultant we consider the employment agencies, educational and technical institute, casual, labor and mail applicants, trade unions and other sources. Our company have developed markedly in large cities in the form of consultancy services.Usually this company facilitate recruitment of technical and professional personnel. Because of their specialization, they effectively assess the needs of their clients and aptitude and skills of the specialized personnel. They do not merely bring an employer and an employee together but computerize lists of available talents, utilizing testing to classify and used advance techniques of vocational guidance for effective placement purposes.Educational and techn ical institutes also forms an effective source of manpower supply. There is an increasing emphasis on recruiting students from different management institutes and universities' commerce andmanagement departments by recruiters for positions in sales, accounting, finance, personnel and production. These students are recruited asmanagement trainees and then pl aced in special company training programmes. They are not recruited for particular positions but for development as future supervisors and executive. Indeed , this source provides a constant flow of new personnel with leadership personalities. Vocational schools and industrial training institutes provide specialized employees, apprentices, and trainees for semi skilled and skilled jobs. Persons trained in these schools and institutes can be placed on operative and similar jobs with a minimum of in plant training. However, recruitment of these candidates must be based on realistic and differential standards established through research reducing turnover and enhancing productivity. The enterprise depends to some extent upon casual worker or "applicant at the gate" and mail applicants. The candidates may appear personally at the company's employment office or send their applications for possible vacancies. According to company the quality and quantity of such candidates depend on the image of the company in community. Prompt response to these applicants proves very useful for the company. The company find that this source is uncertain, and applicants reveal a widerange of abilities necessitating a careful screening. Despite theselimitations, it forms a highly inexpensive source as the candidates themselves come to the gate of the company. It also provides measures for a good public relations and accordingly, the candidates visiting thecompany must be received cordially.

Trade unions are playing an increasingly important role in labour supply. In several trades, they supply skilled labour in sufficient numbers. They also determine the order in which employees are to be recruited in the organization. In industries where they do not take active part in recruitment, they make it a point the employees laid off are given preference in recruitment.

ADVERTISEMENT All recruitment advertisements are placed centrally by the HRD Department. The advertisement is drafted by HRD Department in consultation with the concerned Department. All related documents of Advertisements released are maintained in the "Advertisement" file. In addition to the above sources, several organizations develop sources through voluntary organizations such as clubs, attracts employees of competitors looking for a change or good prospectus for employment, utilize women, older workers and physically handicapped for specific positions where they are best suitable, and use the "situation wanted" advertisement in newspapers.

SELECTION

A .SCREENING/SHORTLISING Resumes received from consultants and/or from the advertisements releasedin Newspaper/Magzine are screened by HRD Department in consultationwith the concerned department. B.INTERVIEW CALL The shortlisted candidates are contacted for interview through an interview call letter/telephone call/e-mail or through the consultants. C.INTERVIEW SCHEDULE

Interview schedule is prepared and sent to the concerned Department's HOD, Interview panel and a copy is kept for HRD Department records. The Interview Schedule include the following requirement. D.PERSONAL DATA FORM Any candidate appearing for an interview in the company is required to fill in his/her particulars in the prescribed "Personal Data Form" E.CONDUCTING INTERVIEWS Interviews are conducted by an panel, which includes a staff member from the concerned department and may include an had representative. F.INTERVIEW ASSESSMENT Interview assessment Format is filled up by the interview panel immediately after the interview and all the relevant papers are forwarded to the HRD Department at the earliest. G. SALARY FIXATION "Staff comparison statement" and " salary proposal" formats are used for this purpose. H.OFFER AND APPOINTMENT LETTER A candidate selected for appointment is issued an offer letter mentioning the expected date of joining. E x t e n s i o n o f t i m e t o j o i n d u t i e s i s g r a n t e d t o t h e c a n d i d a t e p u r e l y a t Management discretion. A Detailed Appointment letter is issued after the individuals joins and fills the joining report. The offer and appointment letters are signed to all new joiners.

PERFORMANCE APPRAISAL For an organization like BHEL which is largest engineering and manufacturing enterprise in India in Energy Sector, performance appraisal plays a very important in influencing motivation and moral of employees in every aspect. It encourages employees to set up his own objectives for the next period, keeping in view the review of past performance in order to improve present performance. It also helps employees to overcome their weakness and improve on their strengths. It is through these Performance Appraisal techniques, need for training can be judged and can be worked on. PROCESS

METHODS USED IN BHEL

Performance Appraisal for Non-Executives In this case ACR(Annual Confidential Reports) is prepared by controlling officer. In this ratings are given to each employee on the basis of performance, attitude, sincerity and targets met by each employee. Performance is rated on 4 point scale Poor Good Average Outstanding

This report is sent to Head Of Department (HOD) and he can change the rating if required.

Performance Appraisal for Executives It is done through E-MAP (Moving Ahead with Performance). It was introduces in financial year 2002-2003.

LOGO

MAP is based on Key Result Areas Routine Responsibilities

KRAs are critical outcomes towards which efforts is directed to achieve desired business results Routine Responsibilities are significant on-going tasks or outcomes that are undertaken or delivered on a day-to-day basis. TOOLS of MAP. Rating: - On scale of 5 for various KRA. Competencies: - It includes Behavioral (on basis of behavior and attitude) and Functional (on the basis of knowledge and technical skills) competencies.

MAP PERFORMANCE PROCESS

Performance Planning In this phase first performance plan is created for the evaluation purpose. It includes Selecting KRAs:- A minimum of 6 and maximum of 15 KRAs can be selected. Action plans for KRAs:- For each KRA, 5 level of performance must be defined by the appraisee that quantifies the extent of achievement in given time frame. Assigning weights: - The appraisee will propose weightages between 5% to 25% to each KRA. The total of all KRA weightages should add up to 100%.

WORK FLOW Mapping of appraisee by suitable appraiser Planning done by appraisee for the year. Submission done by appraisee to appraiser. Apppraiser sees plan and accepts after discussing with appraisee. Reviewer accepts plan after discussing with appraiser Finally the aplan is submitted

MID YEAR REVIEW Mid-Year review is an interactive feedback session between appraise and appraise. It is conducted in the month of October. It is a mid-cycle process for reviewing and tracking achievements thus reducing the scope for year-end surprises. It does not count performance score, it is just to guide whether appraise is on track to achieve the Performance and Development plan finalized in April.

Appraisee does self assessment

Appraiser gives his comments and feedback

Mid-Year review completed.

FINAL YEAR REVIEW It starts with the self-assessment done by the appraise. He has to rate his performance on each KRA. Then the report is sent to the appraiser. Appraiser gives his comment on the KRA and sends the report back to the appraisee. If appraisee accepts the report then he/she will send it to the reviewer else he/she will request for a discussion with the appraiser. After the discussion, appraiser will finalize his assessment and will send it back to appraise. Appraisee can either accept or reject the appraisal and will send it to the reviewer with appropriate message of final appraisal. The reviewer will then give assessment on the KRAs which will become basis for calculation of consolidated score of MAP. It will also give assessment on skills/competencies like leadership, communication, quality of work, decision making, creativity and innovation etc. The final MAP Appraiser score is given to the appraisee. Those skills/competencies in which appraisee has scored less than 2 on scale of 5 are made visible to the appraisee.

PERFORMANCE CYCLE AT A GLANCE

TRAINING AND DEVELOPMENT In any organization training and development has become very important. Companies are realizing the importance of training and development and spending huge amount in the same. Through training and development the companies are trying to achieve perfect employee for each job. BHEL has its own Human Resource Development Institute (HRDI) which specializes in skills such as Management training, Research, Consultancy, Organizational Development and Manpower Planning. Over the years, the institute has acquired proficiency in imparting training to professionals in the field of Strategic management, Contract management, Marketing management, Project management, Human Resource management, Activity based costing, Performance management, Emotional Intelligence, Values Laboratory, Human-process Laboratory, Leadership Development, Team Building, Trainer Development, and other functional and behavioral areas of management. BHEL's vision is to become "A World Class Engineering Enterprise committed to enhancing stakeholder value". The force behind the realization of this vision and the source of BHEL's competitive advantage is the energy and ideas of its people. The strength lies in what the company value - people, performance, customer, integrity and innovation. Every employee in the company is given an equal opportunity to develop and realize his/her potential. The quest at HRDI is to unfold the true element in people through planned interventions especially designed to enhance their performance. HRDI has a major role to play in developing managerial abilities, moulding attitudes, triggering passion for excellence and thereby creating a positive work culture. Objectives: GROWTH: To ensure a steady growth by enhancing the competitive edge of BHEL in existing businesses, new areas and international operations. PROFITABILITY: To provide a reasonable & adequate return on capital employed, primarily through improvement in operational efficiency, capacity utilization & productivity and generate adequate internal resources to finance the companys growth.

CUSTOMER FOCUS: To build a high degree of customer confidence by providing increased value for his money through internationals standards of products quality, performance and superior customer services.

PEOPLE ORIENTATION: To enable each employee to achieve his potential, improve his capabilities, perceive his role & responsibilities and participate & contribute positively to the growth and success of the Company. To invest in human resources continuously and be alive to their needs

IMAGE: To fulfill the expectations which stakeholders like government as owner, employees and the country at large have from BHEL

The institute has acquired core competency in consultancy services specifically in the field of Contract management, Performance management, Human Resource management and Organization Development, and being an experimentation ground for innovations in Human Resource management, has set a number of benchmarks. Further, in order to enable the Human Resource Development strategies and interventions to extend more support to enhance the selfrenewal capability of individuals and to optimize the use of emerging information techniques in management, initiatives have been taken to constitute three areas of excellence viz. Business Development Organization Development Technology Development

BHEL's Human Resource Development Institute, with its standing of a respectable centre of learning, seeks collaboration in the above activities with other Management Institutes and inhouse Human Resource Development institutes of national and international repute with a prime objective of mutually sharing the resources and expertise for competency building in various areas by jointly conducting training programmes, seminars, workshops, conferences, consultancy, action research, case-study development and academic activities to achieve greater heights. The main focus of such collaborative ventures would be to bridge the gaps and overcome the barriers, which are likely to emerge in the turbulent future. BHEL's Human Resource Development Institute is extending its invitation and intends to collaborate with leading Management Institutes and in-house Human Resource Development Institutes in India and abroad to identify and work together on new frontiers of Human Resource Development.