Sie sind auf Seite 1von 79

A

Dissertation Report
On
A Study Of

Recruitment Process
at
BHEL

For the partial fulfillment of the award


Bachelor of business Administration

Submitted by Submitted
by
Guddu Sharma
Dr.Saurabh Kumar
2008cba025 Lecturer
I.B.M.
Institute of Business Management
Mangalyatan University
Aligarh
I would like to take this opportunity to express my sincere gratitude to our

respected Dr.Saurabh Kumar, for her valuable guidance.

I extend my sincere thanks to my friends anubhav, aparna and manu for their

support and help in the completion of the project.

I would like to thanks almost everybody at the BHEL office for their

friendliness and helpful nature.

Guddu Sharma
Sr Contents Pag
. e
1 Chapter I [Introduction]

1.1. Need and Significance of the study.

1.2. Objective of the study.

1.3. Literature Review.

1.4. Research Methodology.

1.5. Limitations.

2 Chapter II [Conceptual Framework of the Study]

3 Chapter III [Collection of Data]

3.0. Questionnaire

3.2. Observations and findings.

4 Chapter IV [Analysis & Interpretation]

4.1. Analysis

4.2. Interpretation.

5 Chapter V [Conclusion]

6 Chapter VI [Recomendations & Suggestions]

Bibliography
Need And Significance of Study

With immense pleasure and deep sense of sincerity, I have completed my

Industrial training. It is an essential requirement for each and every student

to have some practical exposure towards real world situations. A systematized

practical experience to inculcate self confidence in a student so that they can

mentally prepare themselves for this competitive environment.

The purpose of training are:

1. Developing intellectual ability of student

2. Bring confidence

3. Developing skills

4. Modify Attitudes
 EXECUTIVE SUMMARY

 COMPANY PROFILE

 RESEARCH METHODOLOGY

 LITERARY REVIEW

 PROJECT

 QUETTIONNAIRE

 FINDINGS

 ANNALYSIS

 SUGGESTION

 LIMTATION

 BIBLOGRAPHY

 ANNEXURE
 CONCLUSION

The objective of the study is to analyze the actual recruitment process in BHEL

and to evaluate how far this process confirm to the purposes underlying the

operational aspects of the industry. How far the process is accepted by it? The

study on recruitment highlights the need of recruitment in BHEL.

Human resource is a most valuable asset in the Organization. Profitability of the

Organization depends on its utilization. If their utilization is done properly

Organization will make profit otherwise it will make loss. If a good dancer

appointed as a Chief Executive Officer of a Company, he may not run the

business. So right man should be procured at right place in right time, otherwise

their proper utilization may not be done. To procure right man at right place in

right time, some information regarding job and job doer is highly essential. These

information are obtained through Job Analysis, Job Descriptions, Job Specifications.

BHEL procure manpower in a very scientific manner . It gets information by use

of these important documents like Job Analysis, Job Descriptions and Job

Specifications. Without these recruitment may be unsuccessful.


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 in 2002-03.

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, eight 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 OHSAS-18001 certification for

occupational health and safety management system for its major units/divisions.

POWER GENERATION

Power Generation Sector comprises of thermal , gas , hydro and nuclear power

plant business. As of 31.3.2003 , BHEL – supplied sets account for nearly 68 , 854

MW or 65% of the total installed capacity of 1,06,216 MW in the country , as

against Nil till 1969 – 70.

BHEL has proven turnkey capabilities for executing power projects from concept

to commissioning. It possesses the technology and capability to produce thermal

sets with super critical parameters up to 1000 MW unit rating and gas turbine -

generator sets of up two 250 MW unit rating. Co- generation and combined cycle

plants have been introduced to achieve higher plant efficiencies. To make the

efficient use of the high- ash – content coal available in India , BHEL also

supplies circulating fluidized bed combustion boilers for thermal plants.

The company manufactures 220 / 235 / 500 MW nuclear turbine - generator sets.
Custom – made hydro sets of Francis ; Pelton and Kaplan types for different

head-discharge combinations are also engineered and manufactured by BHEL.

In all , orders for approximately 800 utility sets of thermal , hydro , gas and

nuclear have been placed on the company as on date. The power plant equipment

manufactured by BHEL is based on contemporary technology comparability with.

In all , orders for approximately 800 utility sets of thermal , hydro , gas and

nuclear have been placed on the company as on date. The power plant equipment

manufactured by BHEL is based on contemporary technology comparable with the

best in the world , and is also internationally competitive.

The company has proven expertise in plant performance improvement through

renovation , modernization and up rating of variety of power plant equipment ,

besides specialized know – how of residual life assessment , health diagnostics and

life extension of plants.

TRANSMISSION & DISTRIBUTION (T&D)

BHEL offers wide – ranging products and systems for T & D applications. Products

manufactured include : power transformers , dry type transformers , series & shunt –

reactors , capacitor banks , vacuum & SF6 circuit breakers , gas - insulated

switchgears , energy meters , SCADA systems and insulators.


A strong engineering base enables the company to undertake turkey delivery of

substations up to 400 kV level , series compensation system ( for increasing power

transfer capability of transmission lines and improving system stability and voltage

regulation ) , shunt compensation systems ( for power factor and voltage

improvement ) and HDVC system ( for economic transfer of bulk power ) BHEL

has indigenously developed the state – of – the - art controlled shunt reactor ( for

reactive power management on long transmission lines ). Presently , a 400 kV

FACTS ( flexible AC Transmission system ) project is under execution. The

company undertakes comprehensive projects to reduce ATC losses in distribution

systems.

INDUSTRIES

BHEL is a major contributor of equipment and systems to industries : cement ,

sugar , fertilizer , refineries , petrochemicals , papers , oil and gas , metallurgical

and other process industries. The range of systems & equipment supplied includes :

captive powe r plants , co - generation plants , DG power plants , industrial steam

turbines , heat exchangers and pressure vessels , centrifugal compressors , electrical

machines , pumps , valves , seamless steel tubes , electrostatic precipitators , fabric

filters , reactors , fluidized bed combustion boilers , chemical recovery boilers ,

process controls and material handling systems.

The company is a major producer of large – size thirstier devices. It also supplies

digital distributed control systems for process industries and control &
instrumentation systems for power plant and industrial applications. BHEL is the

only company in India with the capability to make simulators for power plants ,

defense and other applications.

The company has commenced manufacture of large desalination plants to help

augment the supply of drinking water to people.

TRANSPORTATION

BHEL involved in the development design , engineering , marketing , production ,

installation , and maintenance and after - sales service of rolling stock and traction

propulsion systems. In the area of rolling stock , BHEL manufactures electric

locomotives up to 5000 HP , diesel electric locomotives from 350 HP to 3100 HP

both for mainline and shunting duty application. BHEL is also producing rolling

stock for special application viz ., overhead equipment cars , special well wagons ,

Rail – cum – road vehicle etc. Besides traction propulsion systems for in – house use

, BHEL manufactures traction propulsion systems for other rolling stock producers

of electric locomotives , diesel - electric locomotives , electrical multiple units and

metro cars. The electric and diesel traction equipment on Indian railways are

largely powered by electrical propulsion systems produced by BHEL. BHEL also

undertakes retrofitting and overhauling of rolling stock. In the area of urban

transportation systems , BHEL is geared up to turkey execution of electric trolley


bus systems , light rail systems , etc. BHEL is also diversifying in the area of port

handling equipment and pipelines transportation systems.

TELECOMMUNICATION

BHEL also caters to telecommunication sector by way of small , medium and

large switching systems.

RENEWABLE ENERGY

Technologies that can be offered by BHEL for exploiting non - conventional and

renewable resources of energy include ; wind electric generators solar photovoltaic

systems , stand - alone and grid – interactive solar power plants , solar heating

systems , solar lanterns and battery - powered road vehicles. The company has

taken up R & D efforts for development of multi - junction amorphous silicon solar

cells and fuel cells based systems.

OIL & GAS


BHEL is a major contributor to the oil and gas sector industry in the country.

BHEL'S product range includes deep drilling oil rigs , mobile rigs , work over

rigs, well heads and X – Mas trees ( of up to 10,000 psi ratings ) , choke and kill

manifolds , full bore gate valves , mud valves , mud line suspension system ,

casing support system , sub - sea well heads , block valves , seamless pipes ,

motors, compressors , heat exchangers , etc. BHEL is the single largest supplier of

well heads , X – Mas tress and oil rigs to ONGC & OIL.

INTERNATIONAL OPERATIONS

BHEL is one of the largest exporters of engineering products and services from India ,

raking among the major power plant equipment suppliers in the world.

Over the years , BHEL has established its references in about 60 countries around

the world , from the US in the west to New Zealand in the Far East. These

references encompass almost the entire product range of BHEL , covering turnkey

power projects of thermal , hydro and gas - based types , substation projects ,

rehabilitation projects , besides a wide variety of products – like , transformers ,

valves , well – head equipment insulators , switchgears , heat exchangers , casting

and forgings , centrifugal compressors , photovoltaic cells and panels , etc. Apart

from over 1100 MW of boiler capacity contributed in Malaysia and execution of

five prestigious power projects in Oman , some of the major successes achieved
by the company have been in China , Saudi Arabia , Libya , Greece , Cyprus , Malta

, Egypt , Bangladesh , Sri Lanka , Iraq , Indonesia , Taiwan , Kazakhstan etc.

TECHNOLOGY UPGRADATION, RESEARCH &

DEVELOPMEMT

To remain competitive and to meet customer's expectations , BHEL lays great

emphasis on the continuous up gradation of the products and related technologies ,

and development of new products. The company has upgraded its products to

contemporary levels through continuous in – house efforts as well as through

acquisition of new technologies from leading engineering organization of the

world.

BHEL'S investment in R & D is amongst the largest in the corporate sector in

India. Products developed in - house during the last five years contributed over 7%

to the revenues in 2004 - 05.

BHEL has introduced , in the recent past , several state - of – the – art products ;

low - NOx oil / gas burners , large capacity atmospheric fluidized bed combustion

boilers , high - efficiency pelton hydro turbines , petroleum deport automation

systems , 36 KV gas - insulated sub – station , controlled shunt reactors ( CSR ) and

performance analysis , diagnostics and optimization ( PADO ) package for power

plants , etc. The company has also transferred a few technologies developed in -

house to other Indian companies for commercialization.


The company is also engaged in research in futuristic areas , such as

applications of super conducting materials in power generation and industry ,

and fuel cells distributed , environment – friendly power generation.

HUMAN RESOURCE DEVELOPMENT INSTITUTE

BHEL has envisioned to becoming " A world – class innovative , competitive and

profitable engineering enterprise , providing total business solutions ". For realizing

this vision , continuous development and growth of the 47000 strong highly skilled

and motivated people making the organization , is the only 'mantra'.

Human Resource Development Institute ( HRDI ) , the corporate training institute

of the company , in association with the advanced technical education center

( ATEC ) in Hyderabad and Human Resource Development Center at the units , is

responsible for the total human resource development of the company. Further ,

competency development / assessment center for senior executive is taken up by

HRDI.

HEALTH , SAFETY & ENVIRONMENT MANAGEMENT


BHEL , as an integral part of business performance and in its endeavor of

becoming a world - class organization and sharing the growing global concern 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 by environmental

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 the company's capabilities

in this field.
Occupational Health and Safety Policy

 Compliance with applicable legislation and regulations;

 Setting objectives and targets to eliminate / control / minimize risks due 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 to ensure its continuing

suitability , adequacy and effectiveness.

 Communication of OH&S policy to all employees and interested parties.

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.


In pursuit of these policy requirements , BHEL will continuously strive to improve

work practices in the light of advances made in technology and new

understanding in occupational health , safety and environmental science.

PARTICIPATION IN THE " GLOBAL COMPACT " OF

THE UNITED NATIONS

The " Global Compact " is a partnership between United Nation , the business

community , international labor and NGOs. It provides a forum to for them to

work together and improved corporate practices through co-operation rather than

confrontation.

BHEL has joined the " Global Compact " of United Nation has committed to

support it and the set of core values enshrined in its nine principles:

Principles of the " Global Compact "


• Human Rights

1. Business should support and respect the protection of internationally

proclaimed human rights; and

2. Make sure they are not complicit in human rights abuses.

• Labor Standards

3. Business should uphold the freedom of association and the effective

recognition of the to collective bargaining;

4. The elimination of all forms of forces and compulsory labor;

5. The effective abolition of child labor; and

6. Eliminate discrimination.

• Environment
7. Businesses should support a precautionary approach to environmental

challenges;

8. Undertake initiatives to promote greater environmental responsibilities;

and

9. Encourage the development and diffusion of environment - friendly

technologies.

By joining the " Global Compact " , BHEL would get a unique opportunity of

networking with corporate and sharing experience relating to social responsibility

on global basis.

SUMMARY OF BHEL’S CONTRIBUTION TO VARIOUS

SECTORS

Power Transmission and Distribution Sector

In the T&D sector BHEL is both a leading equipment - manufacturer and a system

- integrator. BHEL - manufactured T&D products have a proven track record in

India and abroad.


In the area of T&D system , BHEL provide turnkey solutions to utilities.

Substation and shunt compensation installation set up by BHEL are in operation

all over the country. EHV level series compensation schemes have been installed in

KSEB , MSEB , and MPSEB & POWER GRID networks. Complete HVDC

systems can be delivered by BHEL the technology for state – of – the - art flexible

AC transmission systems (FACTS) is been developed.

Industry Sector

Since its inception in 1982 , the industry sector business has grown at an

impressive rate and , today , contributes significantly to BHEL'S turnover.

BHEL , today , supplies all major equipment for the industry: AC/DC machines ,

alternators , centrifugal compressors , special reactors , heat exchangers , pressure

vessels , gas turbine based captive , co – generation and combined – cycle power

plants , DG power plants , steam turbines and turbo – generators , complete range

of steam generators for process industries , diesel engine - based power plants ,
solar water heating systems , photovoltaic systems , electrostatic precipitators ,

fabric filters etc.

The industries , which BHEL serves , include: steel , aluminum , fertilizer ,

refinery , petrochemicals , chemicals , automobiles , cement , sugar , paper , mining ,

textiles etc.

Transportation Sector

In the transportation field BHEL product range covers: AC locomotives , AC/DC

dual – voltage locomotives , diesel – electric shunting locomotives , traction motor

and transformers , traction electrics and control for AC , DC and dual voltage

EMUs , diesel - electric multiple units , diesel power car and diesel - electric

locomotives , battery – powered vehicle.


A high percentage of the trains operated by Indian Railways are equipped with

traction equipment and controls manufactured and supplied by BHEL.


OBJECTIVE OF THE STUDY

In BHEL the recruitment policy spells out the objective and provides a framework

for implementation of the recruitment programme in the form of procedures. The

company involves a commitment to broad principles such as filling vacancies with

best qualified individuals.

The recruitment policy in a company may embrace spell issue such as the extent

of promotion from within, attitudes of enterprise in recruiting old, handicapped and

minor individuals, minority group members, parttime employees and relatives of

present employees.

In a company BHEL, there usually a staff unit attached with personnel or an

industrial relations department designated as employment or recruitment office.

This specialization Of recruitment enables staff personnel to become highly skilled

in recruitment techniques and their evaluation.

However, recruitment remains the line responsibility as far as the personnel

requisition forms are originated by the personnel, who has the final words in the

acceptance or rejection of a particular applicant. Despite this the staff personnel

have adequate freedom in respect of sources of manpower to be tapped and the

procedure to be followed for this purpose


SCOPE AND IMPORTANCE OF THE
STUDY

SCOPE

1. To structure the Recruitment policy of BHEL for different categories of employees.

2. To analyse the recruitment policy of the organization.

3. To compare the Recruitment policy with general policy.

4. To provide a systematic recruitment process.

5. It extends to the whole Organization. It covers corporate office, sites and works

appointments all over India.

6. It covers workers, Clerical Staff, Officers, Jr. Management, Middle Management and

Senior Management cadres.


LITERATURE REVIEW
"An excellent student affairs staffing program begins with
hiring the right people and placing them in positions with
responsibilities that allow them to maximize their skills,
knowledge, and talents in the pursuit of student affairs
purposes . . . The first commandment for student affairs
administrators, therefore, is to hire the right people. The
second commandment is to do it the right way."

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 whoseprimary 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, initiating activities

and actions to identify the possible sources from where they can be met, communicating

the information about the jobs, term and conditions, and prospectus they offer, and
enthusiast people who meet the requirement to respond 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 determinig

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.

Features Of Recruitment:

1 Process or series of activities rather than a single act or event.

2 A linking activity as it brings together those with the jobs(employer) and those

seeking jobs(prospective employees).


INTERNAL SOURCE OF RECRUITMENT

Internal Transfer/Promotion with necessary screening, training and selection to meet

the specified requirement. It would be desirable to utilize the internal sources before

going outside to attract the candidates. The two categories of internal sources

including a review of the present employees and nomination of the candidates by

employees.

Merits and Demerits of Internal Recruitment.

Merits.

Following are the merits of the internal source of recruitment;

1. Increase in Morale

Recruitment through the internal sources, particularly promotion,

increases the morale of the employee. Every body in the organization know that they can

be promoted to a higher post, their morale will be boosted and their work efficiency will

increase.

2. Better Selection

The people working in the enterprise are known by the management and for selection

higher post does not carry any risk as the employees are known.
3. Economical Internal

Internal sources is highly economical because no expenditure is involved in locating the

source of recruitment and no time is wasted in the long process of selection. More over,

these employees do not need extensive training because they already know about all the

works of the enterprise.

4. Labor- turnover is Reduced

When the employees know that they can be promoted to higher posts, they do not leave

the enterprise. As a result of this policy labour turnover is reduced and the status of the

company increases.

5. Better Labour-Management Relation

When the internal source of recruitment is used the employees remains satisfied which

leads to the establishment of better labour-management relationship.

Demerits

The internal source of recruitment of employees suffer from the following demerits:

1. Check on Young Blood

The defect of the internal source of recruitment is that the young people fully equipped

with the modern technical knowledge remain excluded


from the entry in enterprise. As a result, the old people run the enterprise with the old

ideas and experience.

2.Limited choice.

The internal recruitment of the employees reduces the area of choice. The reduction in

the area of choice means less number of applicants. The choice is to be made out of

people working in the enterprise.

3.Encourages Favoritism.

Internal source encourages favoritism in this system, the superiors usually select their

favorites. Sometimes even a less capable person is selected which harms the enterprise.

In this system , generally the personal impression of the managers about the employee is

given preference for selection.

EXTERNAL SOURCES OF RECRUITMENT

An external source of Recruitment is considered from the combination of consultant and

Advertisement

Merits and Demerits of External Recruitment

Merits.

The external recruitment has the following merits:

1.Entry of young blood.


Recruitment through external source brings in new persons with modern ideas which can

be profitable for the organization.

2.Wide choice.

The use of external source of recruitment increases the number of candidates and widen

the choice. The managers judge the capabilities of the applicants and select the best ones

for appointment.

3.Less Chances of Favouritism.

All the candidates, under this system of recruitment, are new for the managers and this

exclude the possibility of favouratism.

Demerits.

In spite of many merits, the system of recruitment from external sources is not free from

defects. Its chief demerits are:

1.Decrease in Morale of Existing Employees.

By adopting the system of external recruitment the chances of promotion of the present

employees come to an end. Since there is no hope of any promotion the morale of the

employee decreases and they do not perform their work with dedication.
2.Chances of Wrong Selection.

There are chances of wrong selection due to non-availability of information in case of

external recruitment. If the wrong selection will upset the working condition of the

organization.

3.Costly Source.

The external source of recruitment involves expensive advertisement, long selection

process and training after selection which increases organizational expenditure.

4.Increase in Labour-turnover.

When the employees know that they cannot be appointed on high posts in the enterprise,

they leave the organization at the first available opportunity, and as a result an increase in

the labour-turnover which lowers the prestige or the reputation of the enterprise.

5.Detorioration in Labour-Management Relationship.

Making use of the external source of recruitment affects the present employees and there

is an increase in the incidents of strikes and lock-out.


IMPORTANCE
Without focusing the pattern of management, organization philosophy highlights on

achieving a surely where all citizens (employees) can lead a richer and fuller life.

Every organisation, therefore, strikes for greater productivity, elimination of wastes,

lower costs and higher wages, so the industry needs a stable and energetic labours

force that can boast of production by increased productivity. To achieve these

objectives a good recruitment & selection process is essential. By which industry

strikes right number of persons and right kind of persons at the right time and at

right places through and the planning period without hampering productivity.

DATA COLLECTION

A sample size of 20 employees are studied for this purpose. Employees of different

unit where randomly administrated the questionnaire.

DATA ANNAYSIS

The analysis of data was done on the basis of unit, age and number of years of

experience and factors.

Analysis was done using the simple average method so that, finding of the survey

was easily comprehensible by all.

SOURCES OF DATA COLLECTION:

The primary as well as the secondary sources was used for collection of data. In

primary source of data collection the interview schedule and questionnaire and
opinion survey were used and in secondary source of data collection relevant

records, books, diary and magazines were used. Thus the source of data collection

were as follows:

PRIMARY SECONDARY

1. Interview schedule 1. Diary

2. Questionnaire 2. Books

3. Opinion Survey 3. Magazines

4. Other records

I have used structural interview schedule, questionnaire and opinion survey for

collection of data from primary source. Interview schedules were used for workers

clerical , category and questionnaires were used for supervisory and executive cadre

and opinion survey was used to know the technology, perceptions, thoughts and

reactions of the executives, employees/workers and trade union members of the

organization.

I have used the secondary source like diary, books, magazines and other relevant

records for collection of data to know about the industry as well as the

respondent.

DATA TYPE
Primary as well as secondary data was collected.

RESEARCH APPROACH

Conducting a field survey did a subjective assessment of the qualitative data. The

research method used was that of questionnaire & interview for primary data &

an extensive literature survey for secondary data.

RESEARCH INSTRUMENT

The questionnaire was used as the primary instrument for the collection of primary

data which contained open-ended questions to chance response. In addition the

personal interview method was employed to draw out answers to subjective

questions, which could not be adequately answered through the use of

questionnaire.

Preparing the questionnaire

The first task in the process of measuring the level of recruitment of the

candidates in BHEL was to prepare questionnaire. For this purpose a number of

questionnaire we studied and finally a questionnaire where framed.


The questions where grouped under five categories:

1. Company related

2. Environment related

3. Supervision related

4. Growth related

5. Job related

The questionnaire are also ask the employees for the demographic details

regarding:

6. Age

7. Number of years of experience

8. Unit

9. Department

10. Grade

Questionnaire

consist of the following things:

• Which focused on the employee awareness levels regarding benefits

provided which & outside the organization & assessing his overall

satisfaction level. This prepared ground for further enquiry & enabled

better analysis of the questions, which followed.

• Which focused on specific policies & judged them from different aspects

making the questionnaire in–depth & specific.


• Which consisted of open-ended question, inviting views & suggestions

from the respondents.

INTER

VIEW

Interviews lead to a better insight to subjective & open questions almost all

interviewees responded.

SAMPLE UNIT

The sample unit consisted of all the departments of BHEL.

SAMPLE FRAME

Consisted of a comprehensive list of all the employees of BHEL.

SAMPLE SIZE

Sample size=20 out of universe of 500.

SAMPLE DESIGN

Care was taken to choose the sample based on considerations like age, sex &

work experience of respondents thus enabling better representations of the


heterogeneous population. However, the sample design was that of “convenience

sampling” or “haphazard sampling” only. The time consideration & size of

population were major factors in determining choice of sample design.


CONCEPTUAL FRAME WORK OF

RECRUITMENT PROCESS

Human resource Management classically pertains to planning; recruitment, selection,

placement, induction, compensation, maintenance, development, welfare etc. of Human

Resources of any organisation to enable the organization to meet its objective while also

enabling the human resources to attain their individual goals.

As is evident from the definition of the concept the entire theme revolves centrally

around human resource and its role in enabling simultaneous satisfaction of individual

and organizational goals.

The immediate conclusion that follows from this is that the prime movers of the

organisation are the individuals. The process of bringing employees into the folds of

organisation is termed as recruitment and can be unambiguously treated as the central

pillar for foundation stone of the entire concept of human resource management.

It is easy to see why recruitment has accorded such a high position out of the various

facets of human resource management. The reason is simply that unless one has human
resource in the organisation whom will the human resource managers manage or whose

energy will they channalise productively and usefully.

Keeping this idea into mind this Projects is an attempt to study various options that are

available both theoretically as well as practically for an organisation to launch itself into

the task of recruitment.

METHODS AND TECHNIQUES OF RECRUITMENT

In a company recruitment sources indicates where human resources may be procured, the

recruitment methods and techniques deal with how these resources should be tapped. As

soon as the manpower manager has determined the personal qualities required on the part

of an individual to fill an vacant position and visualized the possible sources of

candidates with these qualities, his next step relates to making contact with such

candidates. There are commonly three methods of recruitment which company follows:

1.DIRECT METHOD

2. INDIRECT METHOD

3.THIRD PARTY METHOD

CHAPTER 3

COLLECTION OF DATA
Questionnaire

1.Candidate willingness to join the company

o Reputation of the company


o Salary Package
o Working Environment
o Job Prospect
o Location of the Company
o Career growth opportunity

2.Most reliable type of interview

o Behavioral
o Situational
o Stress

3.Best way to recruit people

o Advertisement
o Walk-ins
o Search firms

4.Response given by the staff about their query

Agree/Disagree

5.How candidates are recruited in the company

o Written exam
o Written exam & Interview
o Written exam, G.D Interview

6.Job specification of the response of the employee

Yes/No

7.Attitude of H.R Manager

o Good
o Very good
o Excellent
8.The primary source of information for recruiting people should be

o Managerial
o Testing
o Recruiters themselves
o Job analysis

9.Opinion about BHEL Company’s Application on Blank

o Good
o Very good
o Excellent

INTERNET

BOOKS

COMPANY PROCEDURES

Following includes in the procedure


Job Annalysis Form

Job Specification Form

Interview Schedule

Application Form for


Employment

Interview Assesment 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:………………………………………………………
Major duties :……………………………………………………….
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 fulness

JOB SPECIFICATIONS FORM


Job Title : Drill Operator Department………………………

Job 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 Director-TPB-India.

D.AUTHORITY

The Authority in the company is commenstrate 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 HRD Department.

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 and selection to

meet the specified requirement. It would be desirable to utilize the internal

sources before going outside to attract the candidates. The two categories of

internal sources including 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 improves the morale along with solving recruitment

problems.

These measures can be taken effectively if we established job families through job

analysis programmes combining together similar jobs demanding similar employee

characteristics. 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

Consultant are given the requirement specifying qualifications, experience and all

other necessary details. In consultant we considers 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 technical institutes also forms an effective source of manpower

supply. There is an increasing emphasis on recruiting students from different

management institutes and universities' commerce and management departments by

recruiters for positions in sales, accounting, finance, personnel and production.

These students are recruited as management trainees and then placed 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 provides

specialized employees, apprentices, and trainees for semiskilled 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 labour 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 wide range of abilities necessitating a careful screening. Despite these limitations,

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 the company 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.

3.SELECTION

A .SCREENING/SHORTLISING

Resumes received from consultants and/or from the advertisements released in

Newspaper/Magzine are screened by HRD Department in consultation with the

concerned department.

B.INTERVIEW CALL

The shortlisted candidates are contacted for interview through an interview call

letter/telephone call/e-mai l 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.


CHAPTER 4

ANALYSIS & INTERPRETATION

NDIDATES WILLINGNESS TO JOIN THE COMPANY


Chart Showing Employees Willingness to Join
the Company

17%
23%

5%

28%
11%

16%

Reputation of the Company Working Environment Salary Package


Job Prospect Location of the Company Career Growth Opportunity

From the chart it can be understood that most of the employees are inspired by the

working environment of the company which resembles the personal traits of the Indians. I

can also see that matters much followed reputation of the company and salary package
which comprised 11% and 16% respectively. Job prospect plays a minor role in the

minds of a candidate who had already joined the company. Location of the company

(which comprised 5% of the sample size) where majority of the employees are qualified

with technical who in most of the cases dare to bother it.

MOST RELIABLE TYPE OF INTERVIEW IS


Chart Showing the Reliable Type of Interview is

7%

36%

36%

21%

Behavioral Situational Structured Stress

I tried to find out the most reliable type of interview according the employee.

They expressed different view. According to the sample employees. I found that

behavioral interview is most reliable and this view was supported by 36% of the

sample employees. Similar support was begged by the situational interview, while
26% structured interview and only 7% favoured stress interview. Corresponding to

this data I have drawn a pie chart above: -

In BHEL all the applications received in each branch/function (HR or Finance) will be

separately arranged in descending order of merit i.e. based on a

percentage of aggregate marks of all the years/ semesters of

professional course and only the required number (according to the

ratios mentioned) starting from the top will be called for written test in

each discipline of Engineering/Function (HR or Finance). In case of a tie

at cut-off marks, all the candidates scoring cut-off marks will be called

for written test. The Written Test papers will be objective type in

nature and will be in Hindi & English. Based on merit and requirement,

the short-listed candidates will have to appear for Psychometric Test

and/or Behavioral Assessment Interview followed by Personal Interview.

Candidates will be invited for Psychometric Test and/or Behavioral

Assessment Interview followed by personal interview, in order of merit

on the basis of Written Test performance. In case of a tie at cut-off

marks, all the candidates scoring cut-off marks will be called for

interview.

The candidates are advised to ensure while applying that they fulfill the eligibility

criteria and other requirements mentioned in this advertisement and that the

particulars furnished by them are correct in all respects. In case it is detected at

any stage of recruitment process that the candidate does not fulfill the eligibility

criteria and/or does not comply with other requirements of this advertisement and/ or

he/she has furnished any incorrect/ false information or has suppressed any material

fact(s), his/her candidature is liable to be rejected. If any of the above shortcomings

is/are detected, even after appointment, his/her services are liable to be terminated

without any no
BEST WAY TO RECRUIT PEOPLE

Chart Showing the Best way to Recruit People is

15%

40%

20%

25%

Advertisement Walk-ins Variable Search Firms


The employees at BHEL expressed their varied views about the best way,

according to them, to recruit people. The employees in BHEL bear an opinion

(about 40% of the sample) that advertisement is the best way to recruit people.

While to 25% of the sample employees feel that walk-ins is best way while 20%

feel that variable ways are the best. Others feel that recruiting people from search

firms in a best way. Corresponding to this data I have drawn a pie chart above:

The aim of advertising is to make people aware that a vacancy exists and to

persuade them to apply for the position. Advertising helps to define exactly the

need of the company, and what separates it from its competitors. Often the people

you want to attract are not openly looking for a new job, so you need to think of

ways to sell the attributes of the company, e.g. what makes It unique, its culture,

values, philosophy and so on.

Good advertising highlights the assets of the position and appeals to the career

needs and concerns of the desired applicants. It is worth making your

advertisement effective and attractive, as there is a high correlation between

advertisements with accurate and complete information and recruitment suc


RESPONSE GIVEN BY THE STAFF ABOUT THEIR
QUERY

Chart Showing Employees Satisfied with the


Response given by the Staff about Query

6%

Yes
No

94%
My survey clearly concludes that response of the company to any query made by the

employees was absolutely good since 94% of my survey favors to this. 6% ratio of

unsatisfied can also be further reduced if communication system is further improved.

Corresponding to this data I have drawn a pie chart

I hereby submit my suggestion that every query by any employee should be seriously

considered and it should be dealt in depth and if at any particular time of query if proper

reply/material is not available, even than the answer must be given at a later stage after

getting full information from the source available and the answer should not be kept in

abeyance.
HOW CANDIDATES ARE RECRUITED IN THE
COMPANY?

There are various ways of recruiting candidates in the company as depicted in


the chart below: -

Chart Showing Employees Recruitment Process

6%

6%

9%
85%

3%

Written Exam. Written Exam & Interview Written Exam, G.D. & Interview Others
From the chart it is quiet clear that the company adopts various processes for recruiting

the right candidate. Actual recruitment procedure followed by the company is by

conducting written examination followed by interview which comprised 85% of my

sample survey of 36 employees. But still some candidates are also chosen through written

exam, GD& interview comprising only 6% and others comprising only 3%. These

‘others’ include the reference of the existing employees within the organization itself.

Eligible candidates will be invited for objective type written test at their own

expense. In Other words all the applications received in each branch/function (HR

or Finance) will be separately arranged in descending order of merit i.e. based on a

percentage of aggregate marks of all the years/ semesters of professional course

and only the required number (according to the ratios mentioned) starting from the

top will be called for written test in each discipline of Engineering/Function (HR or

Finance). In case of a tie at cut-off marks, all the candidates scoring cut-off marks

will be called for written test. The Written Test papers will be objective type in

nature and will be in Hindi & English.

WRITTEN TEST CENTRES

The Written Test will be conducted at following eight centers:

1. Bhopal 2. Chennai 3. Delhi 4. Hyderabad 5. Kolkata 6. Mumbai 7. Silchar 8.

Varanasi Candidates have to choose one of these cities as Test Centre and no

change will be allowed subsequently .BHEL reserves the right to change or delete

any of the above mentioned test centers at its discretion.


JOB SPECIFICATION OF THE EMPLOYEES

Chart Showing Job Specification of the


Response of the Employees

3%

Yes
No

97%
Almost all the candidates got the specified jobs offered to them. This implies that the

company has the organized manpower planning and well organized recruitment policy as

shown in the following chart: -

From the chart above it crystal clear that the candidates get exactly the same job as

specified. So from the company’s perspective it is a good sign for the overall growth &

development. Still some employees who comprised only 2.33% of my sample study.
THE ATTITUDE OF H.R. MANAGER

Chart Showing what employees feel about the Attitude of


H.R. Manager

13%

Good
Very Good
Excellent
30%
57%
The chart below depicts that most of the employees are doing service as per my survey of

20 employees. Most of the employees are satisfied with the attitude of H.R. Manager.

13% says Good attitude, 30% says Very Good and 45% says the attitude of H.R.

Manager is excellent.

Corresponding to this data I have drawn a pie chart

From the chart it is crystal clear that the attitude & working of H.R. Manager is whole

heartedly accepted to all the employees of the company. This will definitely boost the

morale of the employees, which ultimately will increase efficiency, & working of the

employees resulting in better growth of the company. Thus by every means company is

profitable. Moreover such behavior of H.R. Manager can become the ideal of their

colleagues & subordinates.


Corresponding to this data I have drawn a pie chart below: -

Chart Showing the Primary Source of Information for Recruiting


People

25%

40%

15%

20%

Managerial Testing Recruiters Themselves Job Analysis


THE PRIMARY SOURCE OF INFORMATION FOR RECRUITING PEOPLE

SHOULD BE

According to the sample employee the primary source of recruiting people is Managerial.

However, Testing & Recruiters Themselves source are the second most favored source of

Recruiting people. Whenever the process of Recruitment is to be carried out. Managerial

source of Recruiting people should be heavily considered

Advertisement in publications and recruitment booklets and information sheets for

applicants were found to be the most frequently and the least frequently used method of

managerial recruitment.

Newspaper advertisement was found to be the most preferred technique, while

advertisement in the technical and professional journals was the least preferred technique

for managerial recruitment in BHEL.


OPINION ABOUT BHEL COMPANY ‘S APPLICATION BLANk

Chart Showing Opinion about BHEL Company's Applicatioon


Blank

10%

55% 35%

Good Very Good Excellent

The above chart depicts that the Application Blank of the company was up to the marks

as everyone has praised & liked it. All the information and present status of the candidate

is very thoroughly covered and it also acts as a ready reckner for the company. All the

information is gathered and define each and every thing very clearly about candidate who

are applying for the job .


FINDINGS
1. Under recruitment Procedures Requisition System is incorrect because the

replacement does not require fresh approval, unless it is in place of termination.

2. The data banks are not properly maintained.

3. The dead bio-data are never being destroyed.

4. Proper induction is not given to all the employees. It reserves to only a few levels.

5. Salary comparison is not justifies. Old employees are demoralized by getting less

surely then new employee.

6. Salary fixation has a halo effect .

7. Recruitment procedure is not fully computerized.

8. Manpower’s are recruited from private placement consultancy, who are demanding

high amount of fees, where as HRD Department is not fully utilised to recruit

manpower by advertisement.

9. Before recruitment cost benefit analysis is not done properly. It causes manpower

surplus which makes loss in the industry.

10. Manpower is recruited from reliable source however efficiency does not recognise.
AN EXAMPLE OF QUESTIONNAIRE CIRCULATED AMONG

EMPOLYEES/ WORKMEN: Yes No. No.

Response

1. Are you satisfied with the existing recruitment policy 25% 65% 10%

in your organisation?

2. Do you feel work load in your department? 20% 70% 10%

3. Do you feel of your optimum utilisation? 25% 65% 10%

4. Do you satisfied with your job? 25% 65% 10%

5. Do you feel that motivation is main factor for 75% 15% 10%

optimum utilisation of existing manpower?

6. Do you feel that recruitment of lower level staff from 50% 40% 10%

external source is desirable than internal source?

7. Do you feel that training imported by your 60% 30% 10%

organisation helps in improving your performance?

From the response to the above questionnaires it is clearly indicated that most of the

workmen are dissatisfied about the existing recruitment policy. They are not given

chance for their development. Their skill efficincies are not recognized by the company
CONCLUSION

Studying the recruitment procedures of BHEL., analysing the respondents answers,

opinion survey and date analysis the researcher came to a conclusion that BHEL is a

growing Company. It has a separate personnel department which is entrusted with the

task of carrying out the various efficiently. The business of BHEL is carried on in a very

scientific manner. In the saturation point of business it need not waste the time to

diversify into the another business. Management understands the business game very

well. At the time of difficulty it takes necessary action to solve the problem. Now the

personnel department of BHEL is in infancy stage. It always try to modernize the

department. It strongly believes in manpower position of the organization because it

knows in the absence of ‘M’ for man all ‘Ms’ like money, material, machines, methods

and motivation are failure. It always tries to develop the human resources. In the

absence of right man, material, money, machines all things will not be properly utilized.

So it always recruits manpower in a scientific manner.


RECOMMENDATION

1.Fresh requisition requires approval and not replacement.

1. The Data Banks should be computerised.

2. The dead CVs should be destroyed.

3. Each level of employee should be formally inducted and introduced to the

Departmental Head. If not all levels, at least Asst. Manager and above category of

employees.

4. Salary comparison should be seriously done to retain the old employees.

5. Proper salary structure to be structured to attract people and make it tax effective.

6. Cost benefit analysis should be alone before creating a position or recruitment of

manpower.

7. Recruitment process should be fully computerised.

8. External source should be given equal importance with internal source. By which new

brain will be inducted in the company with skill, talent, efficiency etc.

9. Manpower planning should be followed before recruiting.

Proper inquiry should be done regarding previous employment of a candidate before

recruitment to avoid industrial disputes.


BIBLIOGRAPHY

 Principles and practice of Management –by C.B. Gupta.

 Human Resource Development – by U.B. Singh

 Management of human Resource.

 Dynamic of personnel administration by M.N. Rudrabasavaraj.

 www.BHEL.com

 BHEL manual

From the response indicated above it appears that the prevailing recruitment policy has

definite impact on the organisation. Most of the executives showed positive response to

different questionnaires by virtue of manpower planning they used proposed deletion of

manpower planning they used proposed deletion or addition of man in the organisation

for a planning period. The excess or shortage are being adjusted and hence misutilisation

is mere chance. The executives did not respond to the lay off and retrenchment for

reduction in available human resources. Form the questionnaires it appears that the

managerial staff are only interested for filling of the vacancies of higher post from out of

the internal sources. This attitude will seize the professional approach of the organisation

and may not able to induct fresh brain. From the answers of most of the managers it is

observed that they want entry of new managers should be avoided and fresh recruitment
shall be limited up to only staff cadre and not above that. From the answers of most of the

executives it appears that cost benefit analysis is not properly followed by the

organization and job rotation also not followed properly in the organization which make

an employee all rounder in all respects. By which, in the absence of an employee the

work will not discontinue.