SUMMER TRAINING REPORT ON RECRUITMENTS & HUMAN RESOURCE INFORMATION SYSTEM PRACTICES AT REL

Summer Training Project Report Submitted Towards The Partial Fulfillment For Award Of The Degree Of Bachelors of Business Administration
(2006-2009)

UNDER THE GUIDANCE OF

Ms.Meetu Goel
Sr. HR Executive

Submitted To: Mrs. Komal Tomar HOD BBA Deptt.

Submitted by: Prashast Kishore Roll no.: 9160614 BBA-5th Sem

HARLAL INSTITUTE OF MANAGEMENT AND TECHNOLOGY

GREATER NOIDA Acknowledgement

Its been a great opportunity and a stimulating experience for me to work in an esteemed organization like Reliance Energy Limited. I extend my earnest thanks and gratefulness to both my industry guides Ms. Meetu Geol (Sr. HR Executive) and Mr. Sarvesh Bhaduria (Sr. HR Executive) for their precious guidance and mentoring without which my training here would not have been so rewarding. In spite of their busy schedules they always allowed me to encroach upon their valuable time. Their constant support has helped me immensely in completing my project successfully. I would also like to express my sincere gratitude to Mr. KVSN Prasad for taking keen interest in my training as well as for guiding me in understanding the concept of contract management and about all the activities that come under its purview. I also express gratitude towards Mr. Subodh Singh (Sr. Officer-HR) for providing a better understanding of the various sub-departments under HR and also giving me an opportunity to attend a two-day training programme on How to be a Star Performer Further I would like to sincerely thank all the other members of the HR department for their constant encouragement and guidance all through my training at REL. Lastly I would like thank my faculty guide Mrs.Komal Tomar for the valuable suggestions and guidance in shaping this report.

TABLE OF CONTENTS
S.No. 1. Subject Executive Summary

2.

Power Sector In India: Industry Profile

2.1. Privatization of distribution 2.2. Players in the Sector 2.3. Industry Performance

3.

REL: Company Profile

3.1. About REL. .. 3.2. Vision 3.3. Mission 3.4. Statement Of Values 3.5. Infrastructure & Services 3.6. Genesis 3.7. Experience & Achievements of EPC 3.8. ISO Certifications. 3.9. Quality Awards. 3

3.10. Environmental Policy 3.11.Company SWOT...

4.

The Recruitment Process

4.1. Recruitment Process.... 4.1.1. Determining Requirement.. 4.1.2. Sourcing Resumes 4.1.3. Short listing Candidates 4.1.4. Filtering Candidates. 4.1.5. Interviewing... 4.1.6. Evaluating & Selecting

5.

The recruitment process at REL.

5.1. Why recruitment is done for Fixed Term?.................. 5.2. Procedure for Fixed-Term Recruitments 5.3. Procedure for Permanent Recruitments......

Relevance of HRIS in any Organization...

6.1. 6.2. 6.3. 6.4. 6.5. Role of HRIS. Objectives of HRIS... Components of HRIS... Need for HRIS.. The Effect of IT 4

6.6. 6.7.

Need for Change. Selection Process...

7.

How HRIS is maintained at REL...

7.1.Problems in the current system

8.

My Role And Learning At Relaince Energy .

9.

Findings And Analysis...

10.

Recommendations..

11.

Annexure. 1. Personnel Requisition Form.. 2. Candidate Assessment Sheet. 3. Personal History Form.. 4. Candidate Assessment Sheet-Fixed Term 5. Schedule for Induction Programme... 6. Format of Role Summary Sheet.. 7. Performa ADA Format
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8. Performa MIS (Mumbai sent cases) 9. Performa of Interview Synopsis...

12.

References

13.

Bibliography..

14.

Case Study.

1. EXECUTIVE SUMMARY
The power sector in India is witnessing a critical phase with the state owned electricity board failing to earn a minimum rate of return of 3.4%. Electric Power is one of the major concerns to the economy with a vast demand supply gap. Progress in this core sector has not been in proportion to economic growth. It is plagued by capacity shortages, resulting in frequent blackouts, poor reliability, and deteriorating physical and financial conditions. In spite of this the power sector has grown many folds in the areas of power generation and distribution. Nearly 80% of the villages are now having electricity supply. New private sector companies are coming up in all the areas of power generation and distribution. In most of the parts of the country the power distribution has been privatized. The top players in this sector are NTPC, REL, Neyveli, etc. My specialization being Human Resource; my focus has been to study the recruitment practices that are being followed by REL, the countrys largest private player in this sector. In addition I have also tried to learn and study about all the other activities that come under the purview of the HR department of any organization .At REL I was also involved to some extent in the updating of the HRIS in the organization, hence this report also talks about the need for HRIS in organizations and the how it is maintained in REL. This report is an experience based report and does not involve any survey, however on the basis of my findings ,certain recommendations and suggestions have been provided that can help REL increase the efficiency of its HR function.

2. POWER AND ENERGY SECTOR IN INDIA

Power sector is witnessing a critical phase. State Electricity Boards (SEBs) are responsible for providing electricity to the people. Most of the SEBs are cash strapped. They are not even able to earn a minimum Rate of Return (RoR) of 3% on their net fixed assets in service after providing for depreciation and interest charges. The power sector in the country has 7

accumulated a huge deficit, dues to Central Power Generating Companies because of the deteriorating financial performance. The Indian power sector has grown in last many years. The generating capacity has grown manifold from 1712 MW to more than 104000MW today. Generation in the country has also increased from 5 billion units in 1950 to about 515 billions unit today. About 80% of villages have been electrified and more than 63% pump sets have also be energized There are 28 private sector projects having a total capacity of around 6000MW, which are already commissioned. Another 17 private sector projects having a total capacity of about 5400 MW is under construction. Electric Power continues to remain one of the major concerns to the economy with a vast demand supply gap and a significant part of rural India lacking access to electricity. Progress in this core sector has not been in proportion to economic growth as a result of underinvestment and lower five-year plan emphasis. However, the Tenth Plan is expected to accrue much larger investment from both the public and private sectors on all the three segments namely generation, transmission and distribution.

2.1. Privatization of Distribution

Privatization has almost captured the whole industry. Now the distribution is being privatized. There are so many advantages for having privatized distribution. The private distribution was stable and successful in Mumbai, Kolkata, Ahmedabad and Surat. In Orissa, privatization was undertaken in 1999. Privatization is also being undertaken by Delhi. Bidding is done on innovative and pragmatic basis. Planning is being made to have a privatized distribution in Andhra Pradesh, Karnataka and Rajasthan. But, investors interest in privatization needs to be generated. More players in this field are required. Indias power sector is plagued by capacity shortages, resulting in frequent blackouts, poor reliability, and deteriorating physical and financial conditions. National surveys of industrialists consistently rate power supply as one of their most critical constraints. With responsibility for electricity supply shared constitutionally between the central government and the states, the Government of India has placed increased emphasis on

improving the efficiency of supply, consumption, and pricing of electricity. Reforming power sector management and financing at the state level can only achieve this.

2.2 The Players in the Power Sector

The various players in the Power Sector include central ministries, state power/ energy departments, electricity regulatory commissions, state organizations- electricity boards/ departments/ generation companies/ transmission companies/ distribution companies, state nodal agencies for renewable energy resources, central sector utilities etc.

The top players in the power sector are: National Thermal Power Corporation (NTPC) TPC Reliance Energy Ltd. (REL) Neyveli CESC ABB KEC PTC Kalpatru etc.

2.3 Operating Profit Margin

Chart: OPM%

In the first quarter of the financial year 2006 the operating profits of almost all the major players have declined as compared to the operating profit margin in the same period in the financial year 2005. The only exceptions to this decline are REL and Neyveli whose OPM in the first quarter of the financial year 2006 is higher than the same a year earlier during the same period. Electric Power continues to remain one of the major concerns to the economy with a vast demand supply gap and a significant part of rural India lacking access to electricity. Progress in this core sector has not been in proportion to economic growth as a result of underinvestment and lower five-year plan emphasis. However, the Tenth Plan is expected to accrue much larger investment from both the public and private sectors on all the three segments namely generation, transmission and distribution.

3. REL: POWERING PROGRESS, ENERGISING THE ECONOMY

3.1.About The Company 10

Reliance Energy came into existence when it took over BSES in 2002 after the Government of Maharashtra decided to divest its stake in the company. Reliance Energy is a company under the Reliance Industries Limited banner, one of India's largest conglomerates. The company is headed by Anil Ambani.Reliance Energy is Indias largest integrated private sector power utility company. The company is into generation transmission distribution trading of power

Reliance Energy Ltd is India's leading integrated power utility company in the private sector. The company is the sole distributor of electricity to consumers in the suburbs of Mumbai. It also runs power generation, transmission and distribution businesses in other parts of Maharashtra, Goa and Andhra Pradesh.It distributes over 5,000 MW of power - the largest in the country. Reliance Energy and its affiliate companies power 2 out of 3 homes in Mumbai and 1 out of 2 in Delhi and have a consumer base of 5 million catering to an estimated population of 25 million in Mumbai, Delhi and Orissa. It is poised to become a nationwide power company, providing world class quality, reliable and competitively priced power to millions of customers. With the ushering in of the power sector reforms and in the new environment of opportunity for the power sector, REL is a key player in this transformation process. Reliance's gas finds in KG-D6 block in Krishna Godavari basin which constitutes 60% of India's present total gas production, will provide an enormous opportunity to scale up power generation capacities in India. With the new gas find, REL has the unique advantage of integration from 'well head to wall socket'. This will help the company position itself as a global integrated energy player under the Reliance banner. REL and its affiliate power companies rank among the top 25 listed private sector companies on major financial parameters. REL is part of the Reliance industries-India's private sector

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company ranked among the world's 175 largest companies in terms of net profit and the 500 largest companies in terms of sales.

REL is committed to creating superior value for all its stakeholders and be amongst the most admired and trusted utility companies in the world by setting new benchmarks in standards of

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corporate governance, operational and financial excellence, responsible corporate citizenship and profitable growth.

3.2. Our Vision

To be amongst the most admired and most trusted integrated utility companies in the world, delivering reliable and quality products and services to all customers at competitive costs, with international standards of customer care - thereby creating superior value for all stakeholders. To set new benchmarks in standards of corporate performance and governance through the pursuit of operational and financial excellence, responsible citizenship and profitable growth.

3.3. Mission Excellence In Energy

To attain global best practices and become a world-class utility. To provide uninterrupted, affordable, quality, reliable and clean power to millions of customers.

To achieve excellence in service, quality, reliability, safety and customer care. To earn the trust and confidence of all customers and stakeholders and by exceeding their expectations, make the company a respected household name.

To work with vigor, dedication and innovation, towards achieving the ultimate goal of total customer satisfaction.

To consistently achieve high growth with the highest levels of productivity. To be a technology driven, efficient and financially sound organization.

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To be a responsible corporate citizen, nurturing human values and concern for society, the environment and above all, people.

To contribute towards community development and nation building. To promote a work culture that fosters individual growth, team spirit and creativity to overcome challenges and attain goals.

To encourage ideas, talent and value systems. To uphold the guiding principles of trust, integrity and transparency in all aspects of interactions and dealings.

3.4. Statement Of Values

We believe that any business conduct can be ethical only when it rests on the nine core values of Honesty, Integrity, Respect, Fairness, Purposefulness, Trust, Responsibility, Citizenship and Caring. These values are not to be lost sight of by anyone at RELIANCE ENERGY LIMITED under any circumstances irrespective of the goals that are intended to be achieved. To us, means are as important as the ends.

3.5. Infrastructure And Services 3.5.1. GENERATION: Creating the Power Capability

The Generation division has proven expertise in designing, engineering, erection, installation, commissioning, operations and maintenance of power projects. The division implements project plans for in house power projects and supports ventures undertaken by other affiliate companies. The division is fully integrated and has in house capabilities to address every aspect of power projects including:

Mechanical 14

Civil Electrical Instrumentation & Environmental

The division also provides engineering consultancy to external agencies and projects. The 940.59 MW Generation capacity of the Division comes from five projects:

Dahanu TPS the 2x250 MW multi fuel based thermal power station at Dahanu near Mumbai.

7.59 MW Wind Farm Project at Jogimatti in the district of Chitradurga in Karnataka. BSES Kerala Limited: The 165 MW combined cycle power station at Kochi, Kerala. BSES Andhra Power Limited: The 220 MW combined cycle power plant at Samalkot in Andhra Pradesh

Goa Power Station: The 48 MW naptha based combined cycle power plant at Goa.

3.5.2. Transmission The Transmission department has successfully implemented and operated a 2 x 220 kV transmission system. It has been responsible for the laying of the double circuit transmission system from Dahanu to Mumbai. It has planned, constructed and commissioned two modern 200 kV receiving stations having a capacity of 300 MVA each at Ghodbunder, & Versova . It has also commissioned a 400 MVA station at Aarey for receiving power from the Dahanu plant. It is one of the select few electricity companies to commission a network of 4 circuit transmission towers for economical and efficient power transmission. The Engineering cell of the department co ordinates the engineering activities of the company's transmission network. The Transmission Division is an intermediary between Generation & Distribution Division and is responsible for transmission of power at 220 kV from DTPS to the Company's area of supply in Mumbai Suburbs. 15

Objectives:

Trouble Free Operation of 220 kV transmission systems and Receiving Stations, ensuring uninterrupted power supply at 33 kV to Distribution Division

Co-ordination between DTPS & Distribution Division Load Management & Operation of the inter-connection with grid in coordination with M/s Tata Power Limited and Western Regional Electricity Board.

3.5.3. DISTRIBUTION (Delivering Power to Consumers) Distribution is the key to efficient and reliable power supply. Seven decades of experience and continuous investment in modernizing its distribution infrastructure have helped the company achieve the enviable distinction of operating its network with 99.99% reliability! The efforts made towards achieving higher levels of efficiency have reduced distribution losses to 13.4% - The lowest in the country! Today the company caters to 5 million satisfied customers! Reliance Energy Limiteds Mumbai operations cover a population of 9.0 million within an area of about 384 sq. kilometers. The Distribution network handled and sold 5,879.66 MUs in the year 2002-2003. Reliance Energy Limited continually upgrades its distribution network. This is accomplished through a process of decentralized operation in supply management to maintain very high online reliability

Supply Network Supply Area Map Supply System Data 16

SCADA

3.5.4. EPC & CONTRACTS Engineering, Procurement and Construction The division offers value added services in Engineering, Procurement, and Construction and undertakes turnkey contracts for setting up of power related projects. It has been instrumental in successfully implementing projects such as:

210 MW Gas Based Combined Cycle Power Plant for BSES Andhra Power Limited at Samalkot

24 MW Bagasse fired Power Plant of Godavari Sugar Mills in North Karnataka and the 20MW project of Suryachakra Power Corporation Limited at Andaman.

It has currently booked orders worth 767 crores including a contract of Rs. 202 crores from Nuclear Power Corporation of India for electrical system package on Turnkey basis for units 3 & 4 at Kaiga ( Karnataka) and units 5 6 at RAPP Rajasthan. It has also booked an order worth 323 crore for Design, Supply, Erection Testing and Commissioning of the balance of plant for the 2X210 MW expansion units 3 & 4 at Parichha for Uttar Pradesh

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3.6. Genesis
REL has significant presence in the field of execution of the Power projects on EPC basis with a strong track record of the execution and commissioning of projects on time. REL has received wide acclaim for the initiatives in corporate governance. These awards and recognitions greatly motivates and encourage the REL team to set fresh benchmarks in corporate governance, particularly in the Indian Power Sector. Reliance Energy with its affiliates and sister companies in the Reliance group, own and operate over 2,000 MW of Generating capacity in the country. These comprise conventional thermal plants; gas turbine based combined cycle power plants, Cogeneration plants and wind electric generators. Most of its Projects have been executed by Reliance Energy through its EPC division. The EPC division of REL was set up in 1966 and was undertaking engineering, procurement and construction contracts on a turnkey basis and other value added services for major public and private sector projects both in India and Abroad. The Division has 10 regional offices in major cities of India and Overseas offices in Dubai, Nepal and Bhutan. The Division has todate undertaken the total engineering, supply of electrical and mechanical equipment, installation and commissioning services and civil works for the following range of projects:

thermal, hydro, Co-generation and gas based power generating stations; 400/132 KV transmission lines and switch yards; overhead and underground electrical networks; industrial electrification works for petrochemicals, fertilizers, steel, cement plants, refineries, ports and hotels; 18

indoor and outdoor illumination works; pre-moulded accessories for extra high voltage electrical cables; Renovation and Modernization of Delhi distribution network; and Other civil works

3.7. Experience and Achievements of EPC Division:

The Divisions EPC turnkey services were originally developed for internal purposes, and it was instrumental in construction of the 2 x 250 MW Dahanu Thermal Power Station. Following the completion of the project, EPC Division consolidated its internal resources and began offering single point solution to the execution of the Power Plants such as project engineering, procurement, construction & commissioning for external customers. EPC division has undertaken and successfully commissioned the following major projects:

Its first ever IPP, 2 x 250 MW Coal based Thermal Power Station at Dahanu, Maharastra

Reliance Energy Limited-Samalkot Power Station: 220 MW Dual Fuel based (Natural gas & Liquid Fuel) Combined Cycle Power Plant at Samalkot, Andhra Pradesh. The Power Plant is already operational and supplying power to the State Grid of Andhra Pradesh.

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165 MW liquid-fuel based combined cycle power project for its subsidiary, Reliance Energy Limited - Kochi Power Station at Kochi in Kerala with an aero-derivative unit of 40 MW along GEs LM6000 module, completed on 15 June 2001.

106 MW Combined Cycle Power Plant of Gujarat State Electricity Corporation Ltd. at Dhuvaran, Gujarat

24 MW Bagassed based Co-generation Power Plant for Godavari Sugar Mills Limited at Sameerwadi, Karnataka. 20 MW Diesel based D.G.Sets for Surya Chakra Power Ltd. at Islands of Andaman and Nicobar.

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12.5 MW Lignite Based Power Project for Grasim Industries Limited at Ariyalur, Tamil Nadu 10.5 MW (5 x 2 MW + 1 x 0.5 MW) Diesel based captive power project for IT-Park for TIDEL- Chennai. 7.5 MW Thermal Power Plant for Monnet Power Ltd. at Raipur, Madhya Pradesh. 3 x 2.5 M DG based Power Plant for National Institute of Biologicals, Noida. 5 MW Bagasse based Thermal Power Plant for Global Energy Ltd., Belgundi, Karnataka, 3 MW Captive Power Project for Alok Industries Limited at Vapi, Gujarat. 2.5 MW D.G. set based Captive Power Plant for ITC, Bangalore,

Projects under Commissioning /Execution

2 x 250 MW Tau Devilal Thermal Power Station for Haryana Power Generation Corporation Limited at Panipat, Haryana. 2 x 210 MW Parichha Thermal Power Station for Uttar Pradesh Rajya Vidyut Utpadan Nigam Limited at Parichha, U.P. Main Electrical System Packages for 2 x 220 MW Nuclear Power Plant at Kaiga, Karnataka and 2 x 220 MW Nuclear Power Plant at Kota, Rajasthan for Nuclear Power Corporation of India Limited. Transmission Lines and Substations for Karnataka Power Transmission Corporation Limited at various locations in Karnataka Changeover from overhead to underground Transmission Lines under Ranchi beautification scheme for Jharkhand State Electricity Board 110 KV Switchyard and Revamping of Electrical System in the State of Tamil Nadu for Chennai Petroleum Corporation. 66/33 kV Substations for Royal Govt. of Bhutan Substation jobs at different locations for Andhra Pradesh Transmission Corporation Limited 21

Switchyard and Transmission Line job for IMT Manesar, for HSIDC, Haryana. 132 KV Transmission Lines in the State of Haryana for Haryana Vidyut Prasaran Nigam Limited Renovation and Modernisation of Delhi Distribution System

The Division provides a full service project advisory capability. It can manage a power plant on a turnkey basis or it can provide one or more industry specialist services such as fuel management advice or fiscal advice. The Division also undertakes commercial commissioning, operation and maintenance and environmental monitoring services.

The table below shows the gross income and profit generated by the EPC Division in the years ended 31 March 1999, 2000, 2001, 2002, 2003 and 2004. Financial Year Ended 31st March 1999 2000 2001 2002 2003 2004 Gross Income (Rs. In million) 5,004 3,906 5,209 4,375 3,814 5,725 Profit (Rs. in million) 406 42 255 272 153 635

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3.8. ISO CERTIFICATION 3.8.1. Quality Management System:

Reliance Energy has become the first electric supply utility in the country to establish an effective and integrated ISO-9001:2000 quality assurance system.

Reliance Energy has adopted ISO-9001:2000 quality management system in all the five divisions of the Company for streamlining and continuous improvement of customer service and internal operations.

Using ISO-9001:2000 as a base, Reliance Energy had developed its own quality system which goes even beyond the requirements of ISO Standard.

3.8.2. Special features of Reliance Energy quality system are:

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Involvement of management at all levels with effective creation of policies, vision, mission, values, goals and support, communicated and implemented throughout the organisation.

Emphasis on customer satisfaction, specifying norms for service delivery to customer and program for surveying customer preferences.

Setting measurable, attainable and verifiable quality goals and performance indicators by various divisions.

Training of senior executives in managing for quality.

The Certification audit for ISO 9002:1994 - quality system was carried out by BVQI (Bureau Veritas Quality International) in July 1998 and they were happy to recommend BSES (now Reliance Energy) for certification(14th July, 1998).

3.8.3. Reliance Energy has been awarded ISO-9001:2000 certificate for:

Generation, transmission and distribution of electricity. Service in the field of electrical projects and related construction activities. Computer services in the field of electricity billing and related applications. Finance, HRD, Secretarial and Investor Service Centre (ISO 9002 certification in March 2001).

ISO - 14001 certification for environmental management to Dahanu Thermal Power Station.

BVQI has issued ISO-9002 certificate to BSES (now Reliance Energy) under accreditation from German Accreditation Authority (Deutscher Accreditierung Rat).

3.8.4. ISO- 14001:1996

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Dahanu thermal power station is the first and only ISO 14001 certified Indian Power Plant for Environmental Standards. ISO 14001 Certification for DTPS was awarded on 27th March 1999 by BVQI (Bureau Veritas Quality International) The Reliance Energy Limited Dahanu Thermal Power Plant has a proven track record of being environment friendly over the years the plant has been consistently monitored and found to be operating well below all the minimum average parameters, stipulated by the MPCB for environmental safety. The parameters are based on globally recognized norms. BVQI has issued ISO 14001:1996 certificate to BSES (now Reliance Energy) under accreditation from United Kingdom Accreditation Authority (UKAS - United Kingdom Accreditation Services) With the competitive advantages of ISO 9002 and ISO 14001 certifications, Reliance Energy will be able to respond effectively to the ever increasing challenges of customer quality consciousness, emphasizing the importance of creating high value at low cost.

3.9. Quality Awards

Rajiv Gandhi National Quality Award 2001 (Certificate of Merit) for providing quality and excellence in every aspect of its functioning,

Qimpro Bench Mark Award - 2003 (Certificate of Merit) for providing quality and excellence in every aspect of its functionality

3.10. Environmental Policy

At Reliance Energy Limited, preservation and promotion of environment is of fundamental concern in all its business activities. Reliance Energy having a leading role in delivering reliable and quality products and services to all consumers at competitive costs is conscious of its responsibility towards creating, conserving and ascertaining safe and clean environment for sustainable development.

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The company is committed to achieve excellence in environmental performance and towards achieving this objective the Company shall,

Adopt appropriate operational practices and suitable technologies to monitor, control and minimize the impact of its activities on environment;

Continually improve its environmental performance by setting objectives and targets to prevent or reduce pollution and waste and minimize use of resources;

Comply with all the relevant legislative and regulatory environmental requirements; Develop and maintain a highly motivated workforce trained for effective management of environment and emergency situations;

Provide relevant information on environmental policy to the concerned authorities and interested parties and ensure that the policy is understood, implemented and maintained by employees at all levels within the organization;

Evaluate and modify environmental management practices keeping in view regulatory requirements, community concerns and technological advancements;

Conserve natural resources by their responsible and efficient use in all the operations; Plant trees, develop green belts and promote lush green surroundings at our generating locations and establishments to work in harmony with nature; and

Make this policy available to the public.

3.11. SWOT ANALYSIS OF RELIANCE ENERGY LIMITED

STRENGTHS 1. Long experience in creation of world class assets at competitive schedules and costs 2. Experience in setting up of power projects and distribution of electricity to over 5 million consumers 3. Strong project management and execution expertise 4. REL is ranked amongst Indias top 25 listed Private Co. in terms of financial parameters including assets, sales, profit and market capitalization. 26

5. Most valuable power company with a market capitalization of over Rs 10,000 crore 6. Group contributes nearly 16,000 million units of power to over 25 million consumers in Mumbai, Delhi, Orissa and Goa across an area covering 1, 24,300 Sq. Kms. 7. Brand Equity and Brand name. 8. Governmental Supports through grants. 9. Internet usage drives down distribution costs.

WEAKNESSES 1. Financial losses. 2. Increase in wages and salaries. 3. Increase in debt to cover the operating expenses. 4. The acquired distribution circle is in bad state in terms of technology, investments and consumers.

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OPPORTUNITIES 1. Northern region has looming power deficit due to which economic growth is hampered, which discourages further investments by corporate and industrial investors. 2. The challenge for power reforms in distribution in various states are vast and the private sector participation in distribution has huge potential. Even if one state in India opens up this sector every year, this will be a value creating opportunity for the customer and the state. 3. Decline in interest rates.

THREATS 1. Reliance has very little expertise in distribution. 2. The risk factor in the strategy is the timing of the state government in allocating new distribution licenses. 3. The competition in this Industry is increasing very fast.

4. RECRUITMENTS
Recruitment is the process of searching for and attracting qualified candidates to apply for the positions that are available. The purpose of effective recruiting is to attract strong candidates who are prepared both to meet the strategic goals and priorities. Recruitment analysis can be defined as the process of ensuring the right number of qualified people, into the right job at the right time to deliver the results in an efficient and effective manner. The objectives of an effective recruitment are to: Identification of Quality Manpower Right fitment of each candidate Increase Retention Rate Increase Job Satisfaction 28

Reduce Cost Of Filling Jobs Less Number Of vacant positions Get The Best Candidates

Use following tips to develop a recruiting plan that fits your company: 1.Identify Company Goals and Objectives - Develop a strategy that matches your organization's mission, values, and vision. 2.Create a long- and short- term plan - Be as proactive as possible in your recruitment planning. Preparing strategies for current needs as well as anticipated needs can lead to increased efficiencies and eliminate unexpected costs. 3.Put it in Writing - Chart each step in your current recruiting process. Look for unnecessary, troublesome or duplicate steps. Know who is responsible at each step of the process. Get feedback from your HR/recruiting team and hiring managers, and identify ways to streamline your efforts. 4.Review Current Technical Trends- Know how your existing HR management tools work and determine if they meet your needs. Consider investigating or investing in a Web-based resume management system or applicant tracking system. These electronic options, including e-mail, make recruiting more efficient and consistent. 5. Analyze Various Recruiting Resources - Creating a comprehensive recruiting mix will help find qualified candidates. The various elements that can be considered while designing a recruiting mix include referrals, Job fairs, Print Ads ,Campus recruiting, Major job boards, resume databases and corporate we-sites. 6.Diversity Reach - Don't limit your recruiting efforts. Extend your recruiting reach to include diverse populations. Investigate diversity groups, community organizations, specialty newspapers and diversity websites. 7.Build in Retention - To attract strong candidates, sell your ability and dedication to keeping employees. Your recruiting efforts should include developing strong benefit packages and other perks that encourage employee loyalty. 8.Track Results- Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in your process, adjust your programs accordingly. In addition to tracking traditional metrics such as time-to-fill and cost-per-hire, make sure 29

you take into account ways to measure some of the intangible metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace.

4.1. RECRUITMENT PROCESS

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4.1.1. DETERMINING MANPOWER REQUIREMENT:

A Recruitment analysis is conducted depending on the job profile. A well- designed and

DET ERMINING REQUIREMENT SOURCING RESUMES SHO RTLISTING CANDIDATES FI LTERING CANDIDATES

INTERVIEWING EV ALUATING + SELECTING

comprehensive recruitment analysis is invaluable to an organizations well being. Recruitment analysis basically ensures the availability of the right resources in the right place to match the future organizational needs. Recruitment analysis can be defined as the process of ensuring the 31

right number of qualified people, into the right job at the right time to deliver the results in an efficient and effective manner. Recruitment is the process of searching for and attracting qualified candidates to apply for the positions that are available. Whether your company is heavily recruiting or in the midst of a hiring freeze, you should always have a recruiting plan. Plans will vary based on hiring volume and type of position, but you should articulate a standard strategy of how you recruit and fill positions. A well-defined recruiting strategy will help ensure that the right employees are in place when needed. The objectives are: 1. To maintain the required quantity and quality of human resources required. 2. To forecast the turnover/attrition rates. 3. To plan to meet organizational human resource needs at the time of expansion or diversification. 4. To make contingent plans to handle sudden requirements and situations of shortfall.

4.1.2. SOURCING RESUMES:

There various methods of recruiting are given below: 1. INTERNAL SOURCES: Many organizations try and identify employees from within the organization to be groomed to take on higher responsibilities. Internal recruiting is beneficial, as workers know the firm culture; managers already know the workers and the internal advancement can motivate the employees. In todays technologically advanced world many organizations depend on their HRIS. Some of the internal sources are: a. Job Postings: Openings are published on bulletin boards (electronic or hard copy) or in lists available to all employees. Interested employees must reply within a specified number of days and they may or may not have to obtain the consent of their immediate supervisors. This is the process used by managers to provide information about job openings to employees. b. Employee Referrals: Employees working with an organization recommend their friends or acquaintances for vacant positions in the organization. This source is usually one of the most effective and reliable methods of recruiting because many qualified people especially for the lower and middle management are reached at a very low cost to the company.

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c. d.

Contract Management: Temporary worker pools are created to meet out the Previous Employees: Organizations can recruit their previous employees as they can

unexpected demand of the human resource in the organization. prove to be reliable as they already know about the organization policies and procedures and need not to be trained and easily adjust to the environment.

2. EXTERNAL SOURCES: To meet demands for talent brought about by business growth to seek fresh ideas or to replace employees who leave organizations periodically turn to the outside labor market. Managers look outside the firm for people who have not worked at the firm before. The following methods are adopted to recruit people form outside: a. Press Advertisements: Advertisements are placed in both newspapers and trade journals

and three factors influence the choice of this media-cost, profile of the readership and circulation. Some factors affecting the design of advertising are: b. The image of the organization. The nature of the job. The chosen media. The prediction of the target market. WalkINS: In a walk-in no prior appointment is there, the applicant approaches the

organization directly. It is the most common and least expensive approach as in this the job seekers submit unsolicited application letters or resumes and from employees point of view, walk-ins are preferable as they are free from the hassles associated with other methods of recruitment. Direct applications are particularly effective in filling entry-level and unskilled vacancies, some organizations compile pools of potential employees from direct applications for skilled positions. c. Employment Agencies: Employment agencies now provide occupations for almost all levels in an organization. They are broadly classified into public or state agencies, private agencies and headhunters. d. Job Sites: Various job sites like Naukri.com,Times jobs.com,Monster.com etc come in very handy in finding candidates with the desired skills. 33

e. Job fairs - Job fairs typically work best for entry-level candidates, but events targeting diversity and/or specialty careers, e.g. engineers, can be found. f. Corporate Web site - When job seekers are interested in a company they will go directly to that company's Web site to conduct research and/or look for available jobs. Make sure your Web site's job section makes it easy to find and apply for jobs.

4.1.3. SHORT LISTING:

Short listing is the transition phase between recruitment and selection. It is the stage where the total number of applicants is reduced to select the group the employer wishes to carry on to the selection phase. Short listing may comprise of several stages depending on the number of application received, the complexity of the job requirements and sophistication of the selection process used by the organization. Short listing comprises of: 1. KNOWLEDGE OF MATCHING CVs: First of all the candidates are short listed on the basis of matching the CVs. The CVs or curriculum vitae are universally used and their form is standardized. Typically a CV comprises of: Evidence of Skills, Abilities and Achievements Employment History Experience Education Languages

2. METHODS OF SHORT LISTING: The most common way to reduce the number of applications by short-listing them by categorizing them to various departments first. Then asking the department heads to shortlist the appropriate candidates accordingly.

3. SHORTLISTING THE PROCESS: Short listing must be carried out independently by at least two people and ideally, as many of the interview panel as possible.

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 Any member of staff, who may prejudice the outcome, should be excluded from short listing. Short listing should always be carried out using the person specification so that applications can be measured and assessed against criteria and be made on the basis of fact and not assumptions. The use of short-listing form is recommended. The short-listing panel to record individual assessment of each candidate and provide feedback can use short-listing form. Short-listing form must be used at the interview stage. Short-listing decisions must be based only on the information contained in the application form and any other supporting information supplied by the candidate. Irrelevant information in the application form should be disregarded. The attributes in the person specification must be consistently applied to all candidates irrespective of their gender, ethnic origin, age, socio-economic background, disability, religious or political beliefs, family circumstances, sexual orientation or other irrelevant factors. Some information can only be determined at interview stage or as group exercises, presentation, tests, etc. After individual assessment of each application, decision of whom to short list must be taken. Once a short list has been drawn up, candidates should be invited for interview. In the short listing of candidates the following things should be kept in mind: o Evidence of skills, abilities and achievements that match the criteria that have been specified as essential for the job as closely as possible. o gaps). o o o o Qualifications compatible with the dates given. Evidence of career development. Evidence of industry knowledge. Previous employer. Consistency of employment (look for unexplained

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4.1.4. FILTERING:
Filtering techniques are used to reduce the number of applicants and also gather relevant information needed before conducting the interview. Filtering techniques involve different methods, such as: Knowledge Based Filtering Skill Based Filtering Attitudinal/Behavioral Filtering KNOWLEDGE BASED FILTERING: This method is used when the

number of applications is more like in Campus recruitment. The evaluation is done based on candidates academic qualification, percentage of marks scored and experience level or through simple written tests. SKILL BASED FILTERING: The tasks and skills that may be assessed a In-trays: In-trays or in-baskets involve working from the contents of managers in-tray, which typically consist of letters, memos and background information. You may be asked to deal with paperwork and make decisions, balancing the volume of work against a tight schedule. Test of productive thinking: The tests look at the volume, diversity and originality of your ideas. You are presented with open-ended questions relating to various problems and situations and are asked to generate responses within a time limit. Group exercises: Group exercises are timed discussions, where a group of participants work together to tackle a work-related problem. Sometimes you are given a particular role within a team, for example the sales manager or personnel manager. There would be assessors, who are not looking for right or wrong answers, but for how you interact with your colleagues within the team. Presentation: You may be asked to make a formal presentation to a number of assessors either on a topic given in advance or in some cases to interpret and analyze given information and present a case to support a decision. 36

using simulation exercises are varied. Different types of simulation exercise include:

Fact-Finding Exercises: In a fact-finding exercise, you may be asked to reach a destination starting from only a partial knowledge. Your task is to decide what additional information you need to make the decision and sometimes also to question the assessor to obtain this information.

Role-Plays: In a role-play, you are given a particular role to assume for a certain task. The task will involve dealing with a role player in a certain way and there will be an assessor watching the role-play.

Social Events: From the moment you report to reception until you leave, participant will be under scrutiny as part of the selection procedure so the way he behaves at all times is important. He will be expected to cope with general socializing amongst other candidates as well as with the management and will be observed at meal times. This gives an opportunity to find out as much informally about the organization as he can.

Ability Tests: Ability tests attempt to measure awareness, knowledge and other such aspects. They also measure simple skills like problem solving. Each test is presented under exam conditions with a strict time limit. Employers use aptitude test either as a small part of the interviewing process or to determine whom they will interview i.e. those who achieve a certain mark. Tests are of different types like Language Usage, Spelling, Numerical Ability, Reasoning, etc.

ATTITUDINAL/BEHAVIORAL FILTERING: It involves Psychometric

Testing. It helps in knowing how employees fit into an organizations culture. Organizational psychology should not be confused with clinical psychology. Psychological assessment aims to assist organizations with their human resource issues. Assessing candidates aptitude and personal style helps organizations make effective selection decisions. Psychometric testing is mainly of two types: o o Projective E.g. TAT, Rorschach, etc. Inventory Based E.g. MBTI, FIRO, etc.

4.1.5. INTERVIEWING:
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An interview is a procedure designed to obtain information from a persons oral responses to oral enquiries. Interview is by far the most widely used personnel selection procedure. The interview is the focal point of the recruiting process. Part of the selection process, usually the final portion of an examination, for the purpose of evaluating education, experience, and personal qualifications of the candidates, also known as oral interview. It is a meeting between an eligible and an appointing power in order to discuss appointment to a specific vacancy. An interview is a conversation between two or more people where questions are asked to obtain information from the interviewee. Interviews can be divided into two rough types, interviews of assessment and interviews for information. ASSESSMENT

The most common type of interview for assessment is a job interview between an employer and an applicant. The goal of such an interview is to assess a potential employee to see if he/she has the social skills and intelligence suitable for the workplace. Similar interviews are also used for admissions to schools, allotment of grants, and other areas. In most developed countries, rules and regulations govern what can be asked in these interviews. Highly personal questions and those unrelated to the job at hand are forbidden, as are questions which invite discrimination ("do you plan to start a family?"). However some interviewers tend to ask such questions in order to see how the interviewee reacts and if (s) he is able to elegantly avert the question. Such interviews can be brief fifteen-minute affairs or they can stretch for many hours even over a series of days. Another important type of interview is the psychological one that can be divided into three forms: structured, semi-structured and non-structured. INFORMATION

These interviews are used by journalists, law enforcement, and private investigators. A recent technological trend in journalism interviewing has been the rise of e-mail interviews. These interviews differ from traditional telephone and face-to-face interviews in that interviewees can have more time to formulate a written response.

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A good interview results from the position. Asking a series of open ended questions. Evaluating interviewing results. Proper preparation. Identifying the candidates abilities before discussing

Good interview questions start with job description (analysis).The job description includes tasks, responsibilities and requirements. Those who currently perform the job should create it. This will reduce the inaccuracies and increase the interviewers awareness of the actual job duties. It should further: successful performance in the job and then competency. Determine the competencies needed for rank them respectively. Prepare questions hat measure each defined Establish an evaluation method for the results.

4.1.5.1. THE OVERALL INTERVIEW PROCESS

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PRE INTERVIEW PREPARATORY PHASE THE INTERVIEW ITSELF THE POST INTERVIEW ASSESSMENT AND DECISION PHASE

THE PRE INTERVIEW PREPARATORY PHASE: The pre interview phase

includes few things to be done for ensuring effectiveness of the total operation so as to avoid any mistakes, which adversely affects the whole interview process. It states: Use the data of job analysis to determine the requirements for effective performance of the job and the criteria by which these may be identified and assessed. These data provide the foundation for the whole selection process. Determine acceptable entry levels for new staff vis - a vis the job requirements for fully effective performance. Use other tests and information to supplement the evidence provided by the interview. Any other selection methods

40

used need to be validated, i.e. shown to improve the predictive quality of the process. necessary to fulfill the task. to feel as comfortable as possible. Produce a coverage plan designed to provide the maximum possible significant information. board member will cover. When interview boards are held, discuss and agree the objectives, criteria, the coverage plan and the areas that each Pay particular attention to allimportant environmental details such as time, place and setting to enable candidates Decide the panel of interviewers. When an interview board is used the membership should be the smallest number

THE INTERVIEW:
The interview process should: Concentrate initially on establishing a Begin with introduction and a brief Follow the broad chronological, sympathetic, productive atmosphere to encourage candidates to talk freely. explanation of the purpose and scope of the interview. systematic coverage plan throughout in order to ensure a comprehensive coverage. Deviations are likely to create gaps in the information obtained. interviewer to interview in turn. question, i.e.: Concentrate on acquiring as much evidence as possible of potential ability to do the required job, based on the facts of past behavior and achievements. Pay utmost attention to the form of In board interviews arrange for each

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In general avoid hypothetical questions,

especially those which have no bearing on the job. They can only produce hypothetical answers. not imply answers. Be constantly alert to possible effects of the interviewees non-verbal behavior and manner and possibility of misinterpretation of intentions by candidates. Be a little sympathetic and avoid extremes of coldness. Place information in perspective. Use a simple open question form which does

POST INTERVIEW ASSESSMENT AND DECISION:

More often than not there are more candidates than vacancies. The selectors should assess the suitability of each individual candidate instead of comparing the merits of candidates. It should: in the light of the job requirements. In assessing evidence concentrate on solid facts of past behavior as indicators of motivation, attitudes, values, personal qualities and abilities and in sum of potential to do the job. There is a little correlation between the behavior and likely behavior in the actual environment and conditions of work. In the assessment process take account of all available evidence. The documents are very useful when written by the authorities competent to confirm the facts of past performance. They are of much more doubtful value when they purport to assess suitability for employment because of the likelihood of bias and the writers probable lack of direct knowledge of the job requirements. Systematically assess the evidence obtained

KEY INTERVIEWER SKILLS:

LISTENING BODY LANGUAGE SENSTIVITY COMMUNICATION STYLE 42

 QUESTIONING 1. LISTENING: Most people arent good listeners. A good listener encourages positive results. We listen best when there is a pay-off or a penalty. Personal listening awareness is the key to constructive change. It should be kept in mind that work and listening are inseparable and lazy listening is hidden cost in business. We tend to equate listening with hearing and that is simply not the case. Good listening implies heightened awareness of what you hear, accurate reception of the information presented to you and integration of information in such a way that it is useful. Four key elements of listening: a. b. c. d. Focus Empathy Emotionalism must be avoided Feedback

2. BODY LANGUAGE: Some common aspects of non verbal communication (Body Language) include following which can help in knowing what signals you are giving or you can deliberately send the signals you want to. Arm Barriers: The most common of these is when the arms are folded across the chest, thus protecting the bodys vital organs and consequently signifying a defensive action. If the fists are clenched, the person is holding him/herself back (temporarily). A disguised arm fold is when one hand moves across the body unnecessarily to adjust a watchstrap or cuff. Hand to Face Gestures: A very common hand to face gesture is when the speaker places a finger or fingers in front of the mouth when speaking which is interpreted as an untruth being told when the speaker is rather embarrassed about speaking it. The movement may be traced to an action of wanting to say the words but at the same time, hold them back with the hand. The result is incongruence and rising of suspicion. If the hand is placed to the cheek, with the forefinger pointing up, often accompanied by a slight tilting of the head, this suggests that the listener is in fact listening and taking account of what is said normally a good sign.

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 Postures: The set of body whether rigid or relaxed gives immediate signals of reaction and can be accompanied by other non-verbal signals. A forward facing posture with hand obviously placed in the pockets deliberately suggests a power approach. Sitting and Sitting Postures: How the other person is sitting can give us some good indications of their attitudes. Reversing the chair and sitting, leaning over the back can indicate power and control; slumping (with arms folded or clasped in the lap) may suggest dejection or submissiveness. The square-on position behind the desk, with the person leaning forward on the desk with the hands placed downwards on the desk and a stern look on the face must signify an aggressive attitude. This is the most consciously noted non-verbal signal.

3. DIFFERENT TYPES OF QUESTIONING: The different types of questioning methods are: o o o o Questions to avoid Open vs. Directive vs. Close ended BEI (Question Cycle Method) Probing

Questions to avoid: Dont ask multiple questions, dont ask leading questions,

which give the candidate hints about the kind of answer you want and also dont ask no-win questions. By restricting answers to areas that show the candidate would do something wrong, you wont find what they naturally would do. Think carefully before asking clever questions as an experienced candidate would give impressive answers but if their answers past performance questions dont show their strengths, this type of question is unlikely to reveal them. Open-ended vs. Directive vs. Close-ended Questions: Open-ended are those that

do not define the scope you should take (i.e., how many and what kinds of experiences to discuss). Openended questions have more room for creativity. Examples of open-ended questions are: What do you know about our company? , What are your strengths and how do you relate to our company? Or what are your biggest accomplishments; work non-work during the past few years? 44

Direct Questions are used to gather the data that is factual and objective. These types of questions do not probe into the values and ideas of the candidate. Examples of direct questions are: With your background, what makes you think you can do this job? Or Are you sure you want this job? Close-ended Questions are those types of questions which will have answers either yes or no. Behavioral Event Interviewing: Behavioral based interviews use questions

allowing a candidate to tell stories about experiences. The objective is to select and probe for competencies which will result in more effective selection decisions. It includes probing for critical events and specific competencies. Also deciding what data is valid and predicts future success in the job. The question cycle method is well accepted in the industry today. It includes setting scene questions, asking past performance questions, what-if questions, then more detailed and other questions and lastly giving information about the company and the job. Probing: The key to getting candidate to talk openly is to ask probing questions.

The main purpose of probing is to simultaneously track what the interviewee is saying without direction and constantly following all leads that help reach the objectives of the interview.

4. CONCLUDING THE INTERVIEW: Towards the closing of the interview leave time to
answer any questions the candidate may have and if appropriate advocate your firm to the candidate. Try to end all interviews on a positive note.

4.1.5.2. TIPS FOR CONDUCTING SUCCESSFUL INTERVIEWS

Your business' survival depends on hiring the right people. But finding the best employees can be tricky, and if you don't have the right interviewing skills, you risk losing a brilliant candidate or worse hiring a person that's not qualified for the job. And in a competitive job market, conducting effective interviews is more important than ever. While you're sizing up 45

a candidate, that person is also considering you as a potential employer. Here are some tips to help you effectively screen the candidate, make a good impression and ensure that the candidate gets the information they need about the job and your company. Understand the purpose of the interview. Hiring the right person is the goal of interviewing, but not necessarily the purpose of an interview. An interview is your chance to collect information about the candidate sitting in front of you. It's your opportunity to find out if the applicant is qualified for a particular job, if they are truly interested in the available position and if they fit your company's culture. Rethink your interviewing strategy. General questions like "Where do you see yourself in five years?" won't tell you much about the candidate sitting in front of you. That inquiry and many other standard interview questions sidestep what you really need to know - how the person will perform in a specific role. To find and hire smart employees you have to adopt smart interviewing tactics that uncover a candidate's abilities, talents, strengths and weaknesses. Develop a list of desired skills. You can't formulate insightful questions until you know what skills to look for. Create a list of interview questions. After you develop a list of skills, put together a list of interview questions that will help you learn more about the candidate. Construct open-ended questions that invite candidates to share information and talk about their experiences. Today, many interviewers use behavior-based questions to discover how a person handled a situation in the past and to determine how they'll react to a similar situation in the future. Try posing questions such as "Tell me about a time that you missed a project deadline. What happened and how did you manage the problem?" Check your list twice. Review your list of interview questions. You should have a good mix of opinion-based, credential-based, experience-based and behavior-based questions that will provide a complete view of the candidate's background and personality. Tell the applicant about the interview format. After you introduce yourself, put the candidate at ease by telling them the basic structure of the interview. You want them to relax, speak freely and provide detailed answers to your inquiries. Prepare for questions. Make sure you have adequate information about the company to answer a candidate's questions. They may ask about your business' core functions, 46

number of employees, future plans, culture or a variety of other things. Bring a media kit to the interview, or prepare a fact sheet that lists relevant company data and history. Take notes. Interviewing requires superb listening skills, but listening isn't enough. Capture the details of the interview on paper to jog your memory, noting key actions and outcomes. Taking objective notes and recording responses will help you compare candidates when it's time to make a hiring decision.

4.1.6. EVALUATION AND SELECTION:

Continual monitoring of your recruiting process will lead to better hires. When you identify an issue in your process, adjust your programs accordingly. In addition to tracking traditional metrics such as time-to-fill and cost-per-hire, make sure you take into account ways to measure some of the intangible metrics, such as quality of hire and retention. Keeping track of your recruiting and retention successes and challenges will help you fine tune your program into an effective and efficient hiring system that your whole company can embrace. Evaluation requires a total comprehension of the job and of the candidate and of their relationship to each other. A very important concept that the recruiter should be aware of at the time of evaluation and selection is that of Bad Recruitment. While doing a recruitment it should always be kept in mind that it does not turn out to be a bad recruitment. Bad Recruitment The entire effort, time, cost and resources that are spent in the recruitment process, go wasted if the recruitment turns out to be a bad recruitment. A bad recruitment is one where the hired candidate is not able to do justice to the role/job assigned to him/leaves the organization very soon/the cost of recruitment is higher than the value addition that the new employee is expected to do in the organization etc. In such a scenario the entire purpose of recruitment is defeated, hence at the time of recruiting the HR manager should all the time have at the back of his mind that his recruitment should not turn out to be a bad recruitment.

Bad recruitment occurs in 3 situations: Cannot do: The person lacks the skills required. Will not do: The person lacks attitude. 47

Does not know what to do: The person lacks the knowledge.

Cost of Bad Recruitment 1. Direct Recruitment Costs Advertising Travel and stay Time costs of people concerned 2. Induction Costs Administrative costs Relocation costs 3. Stabilization Costs Learning time Mentoring and Team time 4. De Motivation Costs Unproductive time Other people leaving Team loss

5. Client Related Internal/External Client loss Future business loss 6. Leaving Costs Other people leaving Redundancy costs Handover costs

Why Bad Recruitment Occurs? Recruitment has acquired immense importance in todays organizations. Organizations have realized the Value of human capital and its role in their development. Recruitment is the first step in the process of acquiring and retaining human resources for an organization. In todays rapidly changing business environment organizations have to respond quickly to requirements for people. Bad recruitments affect the company and the individual. The wrong person doing the wrong job is harmful to the companies. Yet in all cases, the cause of the bad recruitment can be traced to one of the following reasons: 48

Poor analysis of job function. Poor analysis of necessary personality skill profile Inadequate initial screening Inadequate interviewing techniques Inadequate questioning techniques Poor utilization of second opinions References were not checked Other issues like Halo Effect, Stereotyping, Similar-to-me Effect, First Impression, and Leniency Errors, etc should also be evaluated.

5. RECRUITMENTS AT REL
At Reliance Energy Ltd. recruitments are done under two categories these are on permanent rolls and on contract rolls. By permanent rolls it is meant recruitments that are done on the payrolls of REL and by the term Contract rolls it is referred to as Fixed Term Recruitment.

Recruitments at REL

Permanent Employees/ REL rolls

Fixed Term/ UPL rolls

These fixed term recruitments are also known as contractual recruitments; it is a process wherein certain categories of employees are recruited on for a specific project for a specific period of time. At REL people are recruited on contract through Utility Powertech limited.

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UPL stands for Utility Powertech Limited; it is a joint venture between National Thermal Power Corporation (NTPC) and Reliance Industries. The recruitments that are done on the payrolls of UPL are known as Fixed Term Recruitments. By fixed term we generally mean for a fixed term of one year or two year as the case maybe. After the expiry of subsequent term of a particular candidate, the contract is renewed with the employee incase his performance is considered good, otherwise the services are terminated as per the expiry of the contractual period.

5.1. REL chooses to recruit on contract rolls for the following reasons: 1. The purpose for recruiting on contract is to meet the need of contract manpower requirement with respect to various projects on the basis of qualification, experience and tenure. Reliance Energy is a project based organization and these projects last for fixed term viz-a-via the tenure of manpower requirement is also for fixed tenure. 2. REL has very high standards as far as its recruitments are concerned, thus at times when it becomes difficult to find qualified people and when pressing deadlines have to be met for completion of projects, people are recruited on fixed contractual term to fulfill the urgency. 3. Another reason for contractual recruitment is HR Budgeting. 4. It helps view a person from a touch-me-not distance and then decide that if the organization requires the person on permanent rolls or not.

5.2. Recruitment Procedure for UPL rolls Step1.Manpower requisition form is filled up by the HOD of a department, where a vacancy arises or a new position has to be created and filled up as early as possible.

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Step2.The HR department begins sourcing CVs from various sources like consultants, referrals and Naukri.com. Step3.The collected CVs are screened and the suitable candidates are called for an interview. Step4. In case of fixed term recruitments there is only one technical round of interview, if the candidate qualifies that he has to go through the HR round i.e. mainly to see the stability of the candidate and negotiate his salary. Step5. Preparation of Approval note & necessary sanctions for the selected candidates. Step6.The candidature application is then sent to UPL for generation of appointment letter. Step7.The candidate has to complete the joining formalities at the UPL office so that he can be inducted in the organization.

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5.3. Recruitment Procedure for Permanent rolls START

A department head raises a requisition

The candidate goes through the first level of Interview

The concerned head fills the manpower requisition form The No concerned requisition then goes to No the CEO/ED/D (O) for the position approval.
No I I

Has the candidate qualified the first round of Interview? Yes

The candidate fills up the application blank Yes

I I

Once the approval is given HR team sits with the concerned department head/team and finalizes the date within which the requirement is to be filled and discusses the special skills HR decides the source of CVs (Ads, Referral, Consultant, Job Portals)

The candidate goes through the second level of interview

Yes Has the candidate qualified the second level of Interview Yes

The short listed candidates are informed of theshortlists the same HR invites CVs and selection process No venue and time at least 48 hrs in

The candidate goes through a round of HR

I I

No I I

Has the short listed candidate turned up on time for the selection process

Yes

Has the candidate qualified the HR interview?

Yes

Are 3 rounds of interview over?

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Ye No

I
HR checks his credentials through referrals

I I

His/her No candidatur e is not considered

No

Are the credenti als authenti c?

Yes

HR issues an appointment letter within 15 working

Has the candidate come to take No his appointment letter on the due date?
Yes Yes

Has the candidate reported for work on the specified date?

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The employee submits the necessary documents with HR and fills up the joining doc. s/he also undergoes a medical check up as part of the joining process.

END

The candidate is formally inducted

Step1.The entire process begins with the departmental head raising the requisition. This could be in the form of filling up a vacant position or creating a new position. Step2.The departmental head then fills a manpower requisition form.(refer annexure) Step3.The concerned requisition goes to the CEO/ED/D (o) for the position approval. Step4.Once the approval is given the HR team sits with the concerned departmental head /team and finalizes the date within which the requirement is to be filled and discusses the skills/experience and the kind of candidate required. Step5.The HR begins sourcing the CVs from various sources like consultants, Job portals, Advertisements, referrals etc. Step6.The HR then screens the CVs and intimates the time, date and venue to the short listed candidates at least 48 hours in advance. Step7.Every candidate whos CV has been short-listed has to go through at least 3 rounds of interviews, before the final decision to hire the candidate is made. Step8.The candidate would be asked to fill up a Personal History Form at the time of interview. Step9.The first round of interview is conducted by a panel comprising of 2-3 members, this is mainly the technical round where the candidates overall knowledge and expertise are judged. Step10.After a thorough technical screening, the candidates are interviewed by the Director operations [D(O)], he interviews them and decides the candidates overall suitability in the organization. In REL no permanent recruitment takes place without an interview with the D(O).

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Step11.Once the candidate is recommended by the D(O,there is an HR round where the salary of the candidate is negotiated. This is done by the HR office, Noida. Step12.After the salary negotiation, the Noida Office sends the candidate details to the Corporate Office Mumbai for reference check and for generation of appointment letters. Step13.The Corporate Office Mumbai, after conducting a reference check generates appointment letters and dispatches the same. Step14.The selected candidates are expected to join the organization within 15days of receiving the appointment letter. They are required to undergo a complete medical check-up before joining REL and submit a copy of the same at the time of joining. Step15.Retention and Updating of the Records. Retention Of Records: All records of selection processes of hired candidates are retained in his/her personnel file. All records of selection processes of rejected candidates are also retained for a period of one year from the day on which the candidates last recruitment process was held. These records are cleared at the end of one year after scrutiny. Updating Of Records: The detail of every employee who has been hired has to be updated within five working days of the date on which his appointment letter has been issued. If the new hire fails to turn up on his/her first working day, this is added to his records within three working days from the date on which he was supposed to report to work for the first time. The details of the employees who have finally joined Reliance Energy Limited has to be added to Company Database on the same working day when s/he first reports to work,all these records are saved in a particular format known as ADA (Anil Dhirubhai Ambani) format ,this is a common format followed by all ADA enterprises.

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6. HUMAN RESOURCE INFORMATION SYSTEM (HRIS)

Human Resource Information System or Human Resource Management Systems (HRMS) shapes an intersection between Human resource management (HRM) and information technology. It merges HRM as a discipline and in particular its basic HR activities and processes with the information technology field. It is a systematic procedure for collecting, storing, maintaining and validating data needed by an organization about its human resources, personnel activities, and organization unit characteristics. HRIS is a fast growing area of HR due to the technology driven culture we live in. HRIS are software systems that are designed to make the process of HR record keeping much more effective and efficient. The systems are created to hold employee information, and they can span from just payroll systems to broad relational databases that hold a variety of employment information. A key benefit to computerized records is the ability to run reports and connect data. In a company without a formal HRIS system, you'll find HR professionals utilizing Access, Excel, or manual filing systems to track and maintain the needed information concerning employees. Traditionally, human resources departments relied on multiple programs in each department. An HRIS integrates all of these programs through a common database and single-user interface. An HRIS combines separate HR systems into a centralized database that performs the majority of HR transactions. 6.1. Role of Human Resource Information System HRIS is a much more dynamic concept than the traditional personnel function in an organization which has multiple functions since it not only does it deal with the problems of administering the personnel functions but also helps the organization in several ways as under: 56

1. Providing support to other systems Supportive Role 2. Development of systems and research Administrative role 3. Management of Human Resources Managerial Role 4. Developing Competencies of various kinds Developmental Role 5. Catering the process needs Process Role 6.2. Objectives of HRIS : 1. 2. 3. 4. 5. To offer an adequate, comprehensive and on-going information system about people and jobs in a centralized and accessible location. To supply up to date information at a reasonable cost. To deliver an accurate, timely management information. To allow an easy and faster access to data and to facilitate human resource planning decisions. To provide data security.

HRIS is designed to monitor, control the movement of people from the time they join the organization till the time they decide to leave the organization. It actually provides the support for the following sub systems: 1. 2. 3. 4. 5. 6. Recruitment Information Leave, transfer, promotion, increment Information Manpower planning Information Training Information Performance appraisal Information Payroll Information

6.3. Components of an HRIS An HRIS is a system with 6 basic components: 1. 2. 3. 4. 5. 6. Database Data Entry/Input Data Maintenance Information Retrieval Human Resource Information Center Output

Database Database is one of the major components of an HRIS. It refers to the centralized system which stores, manages and maintains the information related o various elements such as maintaining 57

the employee profile, keeping the track of all human resource related activities or maintaining the record of day to day activities to facilitate the transfer access to data, integration of data. Input The input function enters the personnel information into the HRIS. In the past data entry was often the only way. Today, scanning technology allows computers to scan and store the actual image of an original document, including signatures and handwritten notes. Data Maintenance After the data has been entered into the information system, the data maintenance function updates and adds the new data to the database. In the traditional way of data entry and maintenance, clerks do this manually; they file paper documents and make the appropriate entries in the files. Computerized systems accomplish this function accurately and rapidly, often making the new data available only seconds after being input. This area is going rapidly to allow for electronic storage and workflow management.

Information Retrieval One of the most important uses of the centralized system of HRIS is the faster access to the information. An information system always helps in an accurate and the faster retrieval of the information as desired by the user. The information stored can be retrieved at any point of time as and when need arises. Human Resource Information Center Human Resource Information Center (HRIC) refers to the staff responsible for day to day activities of the HRIS and who are subject matter experts. Following is the list of functional duties performed by HRIC team during the implementation of Human Resource Information System: Output The most valuable function of HRIS is the output generated. To generate valuable output for computers users, HRIS must process that output, make necessary calculations, and then format the presentation in a way that users can understand. 58 Preparing data for entry into the system Editing the data Handling request for information Distribution of output to users Developing the specification for system change Integrity of data elements HRIS routine data administration,etc

6.4. Need for HRIS With the rapid advances in Information Technology, a tighter labor market with higher recruitment and retention efforts by employers together with an increasing mobile workforce in a global market place, the face of the Human Resource function has changed forever. All these influences represent both challenges and opportunities for all management functions and especially for Human Resources, with employees skills and knowledge becoming the key factor to success in todays very competitive marketplace. In todays business environment, the HR functions must not only be focused on the work place but also the market place and linked directly to the core business strategy. In order to achieve this, the HR department should be an integrated unit within the business and therefore centralized. 6.5. The Effect of IT Another factor producing the need for a centralized Information system is the effect of technology on human resources. How will new technologies affect the human resource management profession? The palm-sized computer will provide accurate, real-time answers to almost every question and reduce the data entry function within HR. Through a web browser, employees can access and update HR data from their desks or home, and line managers can perform personnel-related tasks without the assistance of an HR professional. Using Employee Service Systems, an employee can change his or her address and phone number; up-to-date beneficiaries after marriage, divorce or births; and report new skills or degrees obtained. Now technology will help create new jobs and increase telecommuting. Human resource professionals will fight with more than what just what I (or will soon be) available in terms of hardware and software. Technology will require human resource professionals to stop thinking in terms of weeks and days. This implicates a change from being a support unit within an organization to being a change agent in order to facilitate the rapid pace of change introduced because of technology. Human Resources delivery has to speed up to keep up with corporate pace. For many, this pace means faster delivery of training (including offering online training opportunities), focusing on increased job changes that a strong economy and technology seem to encourage through a stronger recruitment and retention programs. In response to changing demands, HR professionals relationships with the IT department need to change as well. Traditional HR departments need to be more IT-conscious and prepared to bring IT into HR community. A centralized HR department will certainly facilitate this change-different units need not only collaborate more closely but they should also be located in proximity of the IT department to cope with all these changes more effectively. 6.6. Need For Change There are several very important reasons for regularly reviewing your current system with what is available in the software marketplace. First and foremost: cash the bottom line. When was the last time anyone in your company had taken a hard look at the costs associated with your current HR software? How much time is spent maintaining personnel records, recording 59

time, running and correcting payrolls, maintaining training and succession files, etc? How much money and resources are being used to pull information from multiple databases or converting data in order to run reports? How many double and triple entries are being made just to preserve the integrity of multiple systems and databases? These are just a few questions that probably arent being asked or answered. A company could attain cost savings if timely information was available throughout the organization. A real time integrated HR system could help you spot costly negative cash flows such as high-targeted turnover, high levels of absenteeism within certain business units, and low retention. Company-wide reporting through an integrated HRIS system can enable managers to proactively adjust policy to avoid these unwanted expenses. Tracking and managing employees training and development on a single system allows the company to internally promote and fill vacancies internally, further reducing recruitment expenses. By integrating external recruitment, position requirements can be matched with applicants qualifications, also reducing costs through decreased turnover. Downloading payroll results and other cash flows out of payroll into accounting can be automatic through an integrated system. This only a brief review of cost savings that can be achieved though an integrated HR system.

6.7. Selection Process Selecting HRIS software can appear to be a relatively ambiguous process to decision makers as the information is always favorably skewed from software vendors .By taking a few steps before interviewing vendors, you can accurately obtain company-specific information. Before choosing HRIS the following points must be considered by the company. Benefits How will our organization benefit from a new HRIS system? What are the risks associated with implementing new HRIS software? What are the risks associated with deciding to continue to operate as before? Financial Aspects How much value will this software add to our organization and what are potential savings? How do the newly gained benefits compare to the overall investment? What are the risks associated with deciding to continue to operate as before? How much money is being wasted on opportunity costs associated with the current HR software? Track Records Which and how many other companies within our industry use this software? What is their satisfaction level? 60

 How experienced are the consulting firms in the industry? Internal Resources How resistant are users to change? How can I form a dedicated project team? How long will it take for users to be self-sufficient? The Future Which and how many other companies within our industry use this software? What is their satisfaction level? How much value will this software add to our organization and what are potential savings? How do the newly gained benefits compare to the overall investment? What are the risks associated with the deciding to continue to operate as before? How much money is being wasted on opportunity costs associated with the current HR software?

There is always some degree of uncertainty when it comes to selecting a provider for your HRIS system, but there are ways to reduce this uncertainty. By identifying specific needs of a new system, understanding the barriers to making the best decision and taking measures to overcome these barriers, your company can better understand the process and reduce this uncertainty.

7. HRIS Practices AT REL

At Reliance Energy Limited, a very traditional approach of maintaining HRIS is followed. The organization does not make use of any special software for this purpose. REL uses Microsoftexcel for maintaining all its HRIS, and at present does not have any centralized information system in the organization. The HR department circulates Role Summary Sheets/Performance Appraisal forms to all the employees of the organization, irrespective of their project and cadre. Role Summary sheets are circulated once in every six months whereas the Appraisal is done only once a year. These sheets are filled by the employees of all departments and sent back to the HR, for updating its HRIS. 61

One main master document is prepared in Excel and any type of information that the organization needs can be generated or retrieved from it.

7.1. Problems In The Current System The current practice of maintaining employee records in excel has the following disadvantages: 1. Lack of proper workflow in the organization 2. Data Inaccuracy 3. Improper handling of the information 4. Traditional way of generating the reports 5. Longer time to retrieve data 6. The entire process of circulating Role Summary Sheets/Performance Appraisal Form in all departments, collecting them; in itself takes very long. The entire exercise takes almost a month and within this duration there are fresh joinings, resignations and transfers. Hence the data is not very reliable.

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8. MY ROLE AND LEARNING AT REL

In The Recruitment Process My role included downloading profiles from Naukri.com and initial screening of the CVs. Then getting these profiles short listed from the concerned head of the department. Lining up short listed candidates for all levels of interview i.e., for the first, second and the final round. Coordinating interviews with the panelist as well as the candidates with regards to the timing, date and place of the interview. Preparing detailed Synopsis before the interview for the consultation of the interviewer panelists. Preparing MIS of the selected candidates to be sent for approval to Corporate Office, Mumbai. Also preparing ADA format of the selected candidates to be sent to the VP- HR. As soon as the approval is sent by the Mumbai Office, communicating to the candidates to send their current organizations appointment letter and salary slip for further processing. In Updating HRIS Me and my colleague designed a Role Summary Sheet that was to be filled by all the employees of REL (contract as well as permanent). Personally went to the Yamuna Nagar team sitting at Sector -63 Office to get the Role Summary Sheet filled by each one of them. Got the Role summary Sheet filled up by the entire Hydro team and EPC team so as to update their details in the MIS. Further also dispatched the mails to the employees working on site of each team.

In Contract Management Helped in salary rationalization of contract employees by creating salary bands on the basis of employees experience and his grade in the organization. Worked on site allowances. Coordinated Interviews.

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9. FINDINGS AND ANALYSIS

During the course my training in Reliance Energy, I have found out and analyzed some of the following things. 1. After the selection process is over the organization /recruitment coordinator prepares a complete record of the same, to be sent to Corporate Office, Mumbai for generation of the appointment letter and for the sake of record in the organization. However this record is prepared in two different formats, namely the ADA format and the MIS format(refer annexure7 & 8); an important point to be noted here is that both these records contain the similar data fields, and hence provide almost the same information to the viewer of the data. 2. The organization does not put into practice any form of Psychometric testing technique in its selection procedure. 3. The organization has 49% attrition rate and the general morale of the employees is low. 4. The organization at present does not have any Induction program (refer annexure 5) for the new joinees. 5. The company does not give any kind of intimation to the rejected candidates.

6. The recruitment cost is very high, most of the recruitments are done through consultants who charge 10% commission and in case of out station candidates the company as per its policy reimburses the travel fare (up to second A/C).

7. The Organization functions six day a week, which gets very monotonous and boredom sets in.

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10. RECOMMENDATIONS
Keeping in view my findings during the last two months at REL, I am providing certain recommendations, in hope that they will be appreciated and some of the can be adopted to achieve better results

1. Database of selected candidates should be made only in one format, i.e. either ADA format or MIS format. The current practice of having two different formats leads to duplication of work, if this is avoided it will save a lot of time and effort that goes in preparing it. This is because this whole activity is just a time and effort consuming activity that is not helping in doing any additional value addition in the organization. The benefit of this will be: No time will be wasted in unnecessarily preparing the same records with slight variations in two separate places. Uniformity in database There will not be any need for preparing duplicate records at two separate places. 2. I recommend the use of Thomas Profiling Tool in the selection process. The advantage of using this form of psychometric tool is that the organization will not have to especially higher a specialized psychologist to carry out psychometric testing. All the company will have to do is buy this software and train a few of its HR officers on how to use the software. 3. The HR has to step up and take initiatives to increase the overall morale of the employees in the organization which at present is low. There is no form of recreation or leisure activities that the employees can look forward to. I would strongly recommend that the HR takes initiative in this direction. Some of the measures can be organizing friendly sports matches; between various departmental teams 65

 families picnics celebrate birthdays of employees at the end of the month. adopting a culture wherein all employees irrespective of their level and cadre eat in the same canteen. The organization at present works 6 day week, hence alternate Saturdays can be declared off. 4. I have designed a two-day Induction program for the company, for A0-A3 cadre, which if the company finds appropriate; can implement. 5. I suggest the use of regret letters to intimate to the candidates who are rejected. This is not a very time consuming exercise as a standard format can be developed and sent to the respective candidates through e-mail. This also helps in creating a better and more professional image of the company .

6. HR should try to minimize the cost of recruitment to as low as possible by recruiting more and more candidates through Naukri.com and they should also try and develop a good employee referral system. A common mail can be floated once a month to each department carrying details of all vacancies in the organization and seeking referrals if any. 7. I have recommended the use of a centralized IS, this will enable the organization to streamline all its HR activities, leading to proper coordination, monitoring and administration of recruitment process, payrolls, report generation, assessing training and development needs of employees.

66

11. ANNEXURES
Annexure1:
Requisition No.

PERSONNEL REQUISITION FORM

Requisition Date: Vacancy to be filled by:

POSITION
Position Grade Reporting to Type of Post Nature of Post Regular Trainee Permanent Temporary If temporary, Duration months

Replacement New Post REASONS FOR REQUISIT (For replacement, fill current employee details as follows) ION Name Designation Grade Reason Resigned Retired Promoted (as Transferred (to Terminated Death ) )

ROLE SUMMARY

JOB REQUIREMENTS Essential Qualification Preferred Qualification Experience Age KSA

PHYSICAL ARRANGEMENTS Seating Arrangement Equipment required Available; Location: Personal Computer Mobile Others, specify: Calculator To be made Telephone

SALARY DETAILS Cost to the company SANCTION / REJECTION Range from Rs. to Rs. Budgeted Not Budgeted, if not budgeted, reason thereof: Recommended by Sanctioned by

67

In case of rejection, reason

Annexure2:
Requisition No. CANDIDATE NAME DATE OF INTERVIEW POSITION SUMMARY Position Reporting to Type of Post Nature of Post

RELIANCE ENERGY CANDIDATE ASSESSMENT SHEET

Requisition Date:

TIME OF INTERVIEW Grade

R Regular R Permanent

Trainee Temporary If temporary, Duration months Fulfilled By Candidate ? (Yes / No)

JOB REQUIREMENTS

Essential Qualification Preferred Qualification Experience Age POINTS (Out of 10) KSA Knowledge of

Skills / Attributes

RECOMMENDATIONS Level Position Location INTERVIEWED DETAILS Sign Name Date

Rejected

Approved

(For Approved, fill the following details)

68

Annexure3:

RELIANCE ENERGY
CENTRAL RECRUITMENT CELL Reliance Energy Centre, Santa Cruz(East),Mumbai-400055

CONFIDENTIAL
PERSONAL HISTORY FORM
AFFIX PHOTOGRAPH HERE

After completing please return this form to us as quickly as you can but not later than ______. Your selection will largely depend upon the honesty and completeness of the information you give, which will be held strictly confidential. POSITION APPLIED FOR : YOU CAN JOIN ON :

AA.
01. 02. 03. 04. 05.

PERSONAL & FAMILY BACKGROUND

NAME
PLACE & DATE OF BIRTH (AGE) YOUR WEIGHT:_______ KGS. YOUR EYESIGHT PRESENT MAILING ADDRESS TEL. NO.:_____________ YOUR HEIGHT: ______Cms.

06.

PERMANENT ADDRESS

TEL.NO.:____________

07.

CONTACT ADDRESS IN CASE OF EMERGENCY

TEL.NO.:____________

08.

YOUR PRESENT RESIDENCE a) Staying in your own house/flat

69

09.
10.

b) Staying in company quarters c) Staying with parents/relatives d) Staying on rental accommodation e) Rent charges per month DO YOU NEED COMPANY ACCOMMODATION? YES/ NO/ NOT APPLICABLE If yes, type of accommodation desired: Bachelor/ Family
PERSONAL STATUS BACHELOR/ENGAGED/MARRIED/WIDOWER If married number of children with their names & dates of birth BOYS DATE OF BIRTH GIRLS DATE OF BIRTH

1. 2. 3. 4.
11. A) B) C) D) E) FAMILY BACKGROUND
NAME EDUCATION OCCUPATION AGE

12.

1) 2) 1) SISTERS 2) NAME, OCCUPATION AND ADDRESS OF OTHER RELATIVES WHOM WE MAY APPROACH, IF NECESSARY:

FATHER MOTHER SPOUSE BROTHERS

13.

GIVE TWO (2) REFERENCES (NOT RELATIONS) WHOM WE CAN REFER FOR VERIFICATION.

1. 2.
14.

TEL.NO. TEL.NO.

HOW MUCH ARE YOU EARNING AT PRESENT? Rs.____________p.m. (Please state Basic allowances and other benefits separately. You may need to support this with a salary certificate). HOW MUCH WOULD YOU LIKE TO EARN IN A NEW JOB? At present After one year Rs.___________________ p.m. Rs.___________________ p.m.

15.

70

After 5 years 16.

Rs.___________________ p.m

HOW DO YOU KEEP YOURSELF IN GOOD PHYSICAL HEALTH?

17.

HOW DO YOU CONSIDER IS THE PRESENT STATE OF HEALTH OF YOURSELF YOUR SPOUSE FATHER MOTHER : : : :

YOUR CHILDREN : 18. ANY OTHER INFORMATION ABOUT YOUR FAMILY OR YOURSELF THAT YOU WOULD LIKE TO ADD?

19.

YOUR RESPONSIBILITIES - HOW WILL THEY AFFECT YOUR JOB? (Worries regarding financial support, childrens marriages, etc.)

20.

HAVE YOU BEEN CRIMINALLY PROSECUTED? IF SO, GIVE DETAILS SEPARATELY?

21.

CONVEYANCE a) Do you own a vehicle ? If yes, please describe b) If No, how do you commute at present?

71

BB.

EDUCATIONAL QUALIFICATIONS: (Starting from S.S.C)

Sr. Exams & Year No. Passed a. b. c. d. e. f. g. Note: Copies of relevant marksheets to be attached. TRAINING & PRACTICAL EXPERIENCE (Other than regular jobs): Sr. No. Nature of Training Organization / Institution Period From To School / College Board / University Class / Marks Obtained Main Subjects

72

CC.

DETAILS OF WORK EXPERIENCE : Please record your experience, details in chronological order starting from present employment.
Dates Name & Address of the Employer Entry -----Exit Entry -----Exit Entry -----Exit Entry -----Exit Entry -----Exit Entry -----Exit Entry -----Exit Entry -----Exit Designation Duties Salary Net (Rs.) Reasons for Leaving

_________

________

_______

_________

________

_______

_________

________

_______

_________

________

_______

_________

________

_______

_________

________

_______

_________

________

_______

_________

________

_______

73

ORGANISATION CHART Kindly draw the reporting relationships above and under you :

74

1.

IF YOU ARE THE HEAD OF A DEPARTMENT OR THE COMPANY YOU ARE WITH, PLEASE STATE IN BRIEF YOUR RESPONSIBILITIES, NUMBER OF PEOPLE SUPERVISED AND WHOM DO YOU RESORT TO. ALSO STATE IN BRIEF THE NATURE OF YOUR WORK?

2.

PLEASE DESCRIBE IN DETAIL YOUR FUNCTIONS / RESPONSIBILITIES DURING THE LAST FIVE(5) YEARS OF YOUR SERVICE (USE SEPARATE SHEETS IF REQUIRED).

3.

DO YOU CONSIDER YOUR CHOICE OF WORK PERFECTLY IN LINE WITH YOUR VOCATIONAL INTERESTS?

4.

IF YOU COULD CHOOSE THE OCCUPATION IN WHICH YOU WOULD LIKE TO BE IN TEN (10) YEARS FROM NOW, WHAT WOULD IT BE? 1st Choice 2nd Choice 3rd Choice

5.

WHAT KIND OF AN APPOINTMENT ARE YOU LOOKING FOR?

6.

WHAT TYPE OF EMPLOYER WOULD YOU LIKE TO WORK FOR? (Describe in brief)

7.

DO YOU HAVE ANY CHOICE OF LOCATION OF WORK ? (Please state in order of preference)

75

DD.
1.

GENERAL DEVELOPMENTAL WORK:

WHAT BOOKS AND JOURNALS DO YOU NORMALLY READ AND LIKE?

2.

IN WHICH FIELD ARE YOU BEST INFORMED?

3.

HAVE YOU PUBLISHED OR WRITTEN ANYTHING? IF YES, GIVE DETAILS. (Please send a copy of your publication, if readily available)

4.

HAVE YOU DONE ANY RESEARCH, DEVELOPED NEW IDEAS OR INVENTED ANY TOOL/ MACHINERY/ GADGET? (Describe in brief).

5.

MEMBERSHIPS: Professional Societies / Social and Cultural Associations/ Political, Semi-/Political Parties, Educational or any other Societies and Group.

EE.
1. 2. 3. 4.

PERSONALITY (INTERESTS AND AMBITIONS) (Please state briefly in the space provided below)
What seems to be your greatest problem/ anxiety/ worry at present? What is your objective in life? Are you doing anything at all to achieve this objective? If yes, describe. What are your greatest personal assets(qualities, skills, abilities?) which make you successful in the jobs you take up? What do you enjoy most in your work?

5.

76

6. 7. 8.

What do you consider your main weakness? What are your strong likes, dislikes and prejudices? Would you like to go out of India? Yes / No. Are you doing anything at all to achieve this objective? If yes, describe. Would you be prepared to enter into a Service Agreement for a fixed period with our firm? Write Yes or No against each. a) General Service Contract 5 years b) Training/ Study/Tour abroad cum Service Contract 3 years c) Tour abroad on assignment 2 years (duration 2 to 8 weeks) d) Training in India (Management training - duration 1 year 3 to 6 months) cum Service Contract

9.

10.

LANGUAGES:
READ SPEAK WRITE HOW DO YOU KNOW?

11.

Any other information you would like to add.

77

FF.

REMUNERATION STRUCTURE
(You may need to support this with a salary certificate)
Present Expected Proposed

1. 1.1 1.2 1.3 1.4 2.1 2.2 2.3 3.1 3.2 3.3 4.1 4.2 4.3 4.4 4.5 4.6 4.7 4.8 4.9 5.1 5.2 5.3 5.4 5.5 5.6 6.1 6.2 6.3 7.1 7.2 7.3 8.1

Level & Grade Basic Salary Dearness Allowance Fixed D. A. TOTAL CONSOLIDATED SALARY House Rent Allowance Any special facility regarding housing TOTAL (2.1 + 2.2) Car / Conveyance Allowance Transport facility (specify) TOTAL (2.3 + 3.1 + 3.2) Bonus / Ex-gratia LTA Scholarship / Education Allowance Canteen / Lunch Expenses Entertainment Expenses Furnishing (Hard / Soft) Servants Residence / Telephone/ Maintenance TOTAL Provident Fund (Rate) Gratuity (Rate) Superannuation Fund (Rate) Hospitalisation Insurance Medical Reimbursements (Maximum Limits) Group Life / Accident Insurance Gross Salary Income Tax Paid NET SALARY Leave - Casual / Sick / Privilege Leave - Any other (specify) Leave - Accumulation / Encashment Any Loan Facilities (Specify)

78

(FOR OFFICE USE ONLY)

a) Do you have a Providend Fund Account? If yes, number : Are you a member of the Family Pension Scheme (FPS)? If yes, number : Whom do you like to nominate for your Provident Fund / Superannuation in the event of your death? Name & Address of the nominee or nominees Nominees relationship with the member Age of nominee Amount of share of accumulation in the fund to be paid to each

b)

c)

d) e)

Do you have to pay off any liabilities to your employer / others? What effect will it have on your new job?

DECLARATION : I Certify that the foregoing information is correct and complete to the best of my knowledge and nothing has been concealed / distorted. If at any time, I am found to have concealed / distorted any material / information; my appointment shall be liable to summary termination without notice or compensation.

Place : ___________________ Date : ___________________ Signature:_____________

79

DECLARATION
PRIOR ASSOCIATION Have you ever applied or been interviewed for a job in this Company or in any of the RELIANCE Group or Associate Companies. YES / NO If Yes, please give details : Position : Outcome :

Have you ever worked in this Company or in any of the RELIANCE GROUP or Associate Companies before? YES/NO If Yes, please give details :

ACQUAINTANCES / RELATIVES Indicate acquaintances and relatives (in the widest sense) associated with the Reliance group and Associate Companies. Name Relationship Particulars Company (i.e Position etc.)

REFERENCES Name & Address of 3 persons other than relatives to whom we may write to: 1. 2.

80

SERVICE / SECRECY AGREEMENT & DECLARATION I hereby declare that I have signed / not signed any service / secrecy agreement with my present employer. Salient features of the service / secrecy if signed, are as follows:

Date :

Signature

I hereby declare that the foregoing statements are true to the best of my knowledge and I understand that it will form the basis of contract of employment if /I am employment if /I am employed by the company. If at a future date, it is found that any of the information herein is false or incorrect in any material respect, the company will have the right to terminate my service without any notice or salary in lieu thereof.

Date :

Signature

81

Annexure 4:

Candidate Assessment Form for Fixed Term Recruitment

chapter 4 version 2.0 date of revision

Reliance energy limited Personnel manual

Candidate assessment form (For officers) 1. 2. 3 4. Name : position : . department: . Technical competence and experience Date Time. Division

5. communication skill 6. mental stress and presence of mind :

7. comprehension of idea problems and situation 8. self confidence 9. 10. 11. 12. 13. 14. 15. emotional maturity level of aspiration for : higher achievement general appearance : clarity of ideas : initiative : : :

potential for growth : general remark : signature

Name of the interviewers

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Annexure 5

Indicative Induction Schedule for Grades A0-A3

Duration: Conducted By: Session I 9.30 am-11.30am 11.30am12.00noon 12.00-1.00pm 1.00 pm-2.00 pm Session II 2.00pm-4.00pm 4.00pm-4.15pm 4.15pm-5.30pm Session I 2 Days HR Department

DAY 1
Complete joining fomalities Tea Break Welcome address by th CEO/ED/D(O) Lunch Break

Organisational Briefing( PPT) Tea Break Address by the HR (head) and intoduction of the personnel department team

DAY2
Meet own Functional Head, along with the next-inline Managers followed by a general introduction and description of the various activities of the function
Tea Break

9.30 am-11.30am

11.30am12.00noon 12.00-1.00pm 1.00 pm-2.00 pm Session II 2.00pm-4.00pm 4.00pm-4.15pm 4.15pm-5.30pm

Meet own functional subordinates followed by a detailed presentation on various activities

Lunch Break

Meet Chiefs of Management Development and Technical Training (if from technical area)
Tea Break

83

Annexure6:

RELIANCE ENERGY LIMITED

Respected Sir/ Madam

As a part of our routine MIS update we would like to seek your co-operation by circulating the enclosed form amongst the employees in your department and having the same duly filled and sent back to us as soon as possible.

Regards HR Noida

84

ROLE SUMMARY SHEET

NAME: DESIGNATION: QUALIFICATION:

EXPERIENCE: TOTAL: GRADE: DOJ: TRAINING PROGRAM ATTENDED: WITH REL:

LAST COMPANY WORKED FOR:

PRESENT LOCATION & PROJECT: CURRENT JOB RESPONSIBILITY:

85

REPORTING TO:

DESIRED SKILLS:

CONTACT DETAILS: ADDRESS:

PHONE NO.:

86

C u rre n t P ro p o s e d C o m pe nsC t m pe ns at ao C a n d id a te C o m pani C u rre n t P ro p o s e d io n io n D e ta ils / Q u a lif ic a ti e s O n th e L o c a tio n S .N o R o le / (C T C ) CTC In te rv ie w on W o rk e d ro lls o f o f G ra d e L o c a tio n ( In R s . ( In R s . P anel fo r C a n d id a te L a c s per L a c s pe r a nnum ) a nnum ) N ame 1. B .S c H o ns .N T P C . 1. 24 A ge : 1 2. M E / 2. E IL 15 Inc luding A 9 R EM S D elhi T o ta l E xp : M .T ec h 3. B H E L P L I : 1,95,0 00 1.B .E . (C iv il N ame 1. M /s E ngine ering) A ge : A ls to m 2. D iplo m a in T o ta l E xp : P o wer C iv il B o ilers L td E ngine ering 4.5 Inc luding A 2 P L I :36000 E nginerin g c o m pa nyB o iler R EL D e s ign G ro up

3.3

B angalo re

87

S .N o .

O f fe r e d E x p e c te d C urre nt Com pe ns T o ta l Y e a r a tio n / O r g a n is a t i Com pe ns Com pe ns Rem arks of P r o p o s eD e s ig n a ti d Q u a lific a t i ons a tio n a t io n C o n t a c In t e r v ie w fr o m t Na m e E x p e r ie n c S e n t O n R o le / on on W orked CTC Gra d e C T C Gra d e No. P ane l M um bai e L o c a t io n ( C T C ) fo r (In R s . ( In R s . O ffic e ( In Y r s .) (In R s . L a c s p .a .) L a c s p .a .) La c s pe r a nnum )

1 .M B A in M a rk e ti ng & 6 F in a n c e 2 . B .E (M e c h a n ic a l)

1 . M /s L a rs e n & T u rb o L td 2 . M /S P .E .S E n g in e e rs L td

3 .5 C ivi l L a c s 5 .0 C o ns tru/A s s t Lacs c tio n M a n a g er

A 3

5 .5 Lacs

A 3

1. A. P ra s a d J o in e d 2. S. C . G u p ta

88

S .No .

Na m e

Age (In Yrs)

Ram B abu G upta55

Jitendra Chaubey 41

To ta l Ye a r of Q u a lifica tio n Ex p e rie n O rg a n isa tio n s W o rke d for Con ta ct No . T im e Re m a rks ce (In Yrs.) 1. Jai P rak as h A s s oc iates Ltd. (Nov 2004-Till Date) 2. S antos h S tarc h P roduc ts Not (Dec 2003-Nov 2004) 1. B .E . (Civil) 28 9898007193 Rec om m e 3. G HCL (A ug 1991-M ar 2003) nded 4. M A CC (Dec 1989-July 1991) 5. S hapoorji P allonji & Co. Ltd. (A ug 1987-Dec 1989) 1. S IV NL, Him fed B ldg (A ug 1. B .S c . 1994-Till Date) Rec om m e 2. M .Tec h 2. Uri Civil Contrac tors (Nov nded B y 17 01782 - 275447 (A pplied 1992-A ug 1994) M r. S .K . G eology ) 3. Radha K ris hna M ineral (Nov S awhney 1989-O ct 1992)

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12. REFRENCES
http://www.answers.com/recruitment&r=67 http://www.rel.co.in/ http://www.manpower.com.au/Organisingtherecruitmentprocess http://www.hrcouncil.ca/staffing/pg004_e.cfm http://www.icfaipress.org/Books/EffRec_ovw.asp http://reliance.ada.com

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13. BIBLIOGRAPHY
1. Human Resource Management by Gary Dessler 2. Study material Recruitment Analyst Program conducted by Karlton University,London.

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14.CASE STUDY
This case is about Reliance Energy itself. Reliance Energy came into existence when it took over BSES in 2002 after the Government of Maharashtra decided to divest its stake in the company. Reliance Energy is a company under the Reliance Industries Limited banner, one of India's largest conglomerates. The company is headed by Anil Ambani.Reliance Energy is Indias largest integrated private sector power utility company. The company is into generation transmission distribution trading of power

REL is India's leading integrated power utility company in the private sector. The company is the sole distributor of electricity to consumers in the suburbs of Mumbai. It also runs power generation, transmission and distribution businesses in other parts of Maharashtra, Goa and Andhra Pradesh.It distributes over 5,000 MW of power - the largest in the country. Reliance Energy and its affiliate companies power 2 out of 3 homes in Mumbai and 1 out of 2 in Delhi and have a consumer base of 5 million catering to an estimated population of 25 million in Mumbai, Delhi and Orissa. It is poised to become a nationwide power company, providing world class quality, reliable and competitively priced power to millions of customers. With the ushering in of the power sector reforms and in the new environment of opportunity for the power sector, REL is a key player in this transformation process. Reliance's gas finds in KG-D6 block in Krishna Godavari basin which constitutes 60% of India's present total gas production, will provide an enormous opportunity to scale up power generation capacities in India. With the new gas find, REL has the unique advantage of integration from 'well head to wall socket'. This will help the company position itself as a global integrated energy player under the Reliance banner. REL and its affiliate power companies rank among the top 25 listed private sector companies on major financial parameters. REL is part of the Reliance industries-India's private sector company ranked among the world's 175 largest companies in terms of net profit and the 500 largest companies in terms of sales. The vision of the company is to be amongst the most admired and most trusted integrated utility companies in the world, delivering reliable and quality products and services to all customers at competitive costs, with international standards of customer care - thereby creating superior value for all stakeholders.

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The mission of the company is to : gain excellence in energy, attain global best practices and become a world-class utility, To provide uninterrupted, affordable, quality, reliable and clean power to millions of customers, To achieve excellence in service, quality, reliability, safety and customer care. To earn the trust and confidence of all customers and stakeholders and by exceeding their expectations, make the company a respected household name, To work with vigor, dedication and innovation, towards achieving the ultimate goal of total customer satisfaction. To consistently achieve high growth with the highest levels of productivity. To be a technology driven, efficient and financially sound organization. To be a responsible corporate citizen, nurturing human values and concern for society, the environment and above all, people. To contribute towards community development and nation building. To promote a work culture that fosters individual growth, team spirit and creativity to overcome challenges and attain goals. RELs Businesses 1.GENERATION: Creating the Power Capability The Generation division has proven expertise in designing, engineering, erection, installation, commissioning, operations and maintenance of power projects. The division implements project plans for in house power projects and supports ventures undertaken by other affiliate companies. The division is fully integrated and has in house capabilities to address every aspect of power projects including:

Mechanical Civil Electrical Instrumentation & Environmental

The division also provides engineering consultancy to external agencies and projects. The 940.59 MW Generation capacity of the Division comes from five projects:

Dahanu TPS the 2x250 MW multi fuel based thermal power station at Dahanu near Mumbai. 93

7.59 MW Wind Farm Project at Jogimatti in the district of Chitradurga in Karnataka. BSES Kerala Limited: The 165 MW combined cycle power station at Kochi, Kerala. BSES Andhra Power Limited: The 220 MW combined cycle power plant at Samalkot in Andhra Pradesh Goa Power Station: The 48 MW naptha based combined cycle power plant at Goa.

2.Transmission The Transmission department has successfully implemented and operated a 2 x 220 kV transmission system. It has been responsible for the laying of the double circuit transmission system from Dahanu to Mumbai. It has planned, constructed and commissioned two modern 200 kV receiving stations having a capacity of 300 MVA each at Ghodbunder, & Versova . It has also commissioned a 400 MVA station at Aarey for receiving power from the Dahanu plant. It is one of the select few electricity companies to commission a network of 4 circuit transmission towers for economical and efficient power transmission. The Engineering cell of the department co ordinates the engineering activities of the company's transmission network. The Transmission Division is an intermediary between Generation & Distribution Division and is responsible for transmission of power at 220 kV from DTPS to the Company's area of supply in Mumbai Suburbs. Objectives:

Trouble Free Operation of 220 kV transmission systems and Receiving Stations, ensuring uninterrupted power supply at 33 kV to Distribution Division Co-ordination between DTPS & Distribution Division Load Management & Operation of the inter-connection with grid in coordination with M/s Tata Power Limited and Western Regional Electricity Board.

3. DISTRIBUTION (Delivering Power to Consumers) Distribution is the key to efficient and reliable power supply. Seven decades of experience and continuous investment in modernizing its distribution infrastructure have helped the company achieve the enviable distinction of operating its network with 99.99% reliability! The efforts made towards achieving higher levels of efficiency have reduced distribution losses to 13.4% - The lowest in the country! Today the company caters to 5 million satisfied customers! Reliance Energy Limiteds Mumbai operations cover a population of 9.0 million within an area of about 384 sq. kilometers. The Distribution network handled and sold 5,879.66 MUs in the year 2002-2003. 94

Reliance Energy Limited continually upgrades its distribution network. This is accomplished through a process of decentralized operation in supply management to maintain very high online reliability

Supply Network Supply Area Map Supply System Data SCADA

4.EPC & CONTRACTS Engineering, Procurement and Construction The division offers value added services in Engineering, Procurement, and Construction and undertakes turnkey contracts for setting up of power related projects. It has been instrumental in successfully implementing projects such as:

210 MW Gas Based Combined Cycle Power Plant for BSES Andhra Power Limited at Samalkot 24 MW Bagasse fired Power Plant of Godavari Sugar Mills in North Karnataka and the 20MW project of Suryachakra Power Corporation Limited at Andaman.

It has currently booked orders worth 767 crores including a contract of Rs. 202 crores from Nuclear Power Corporation of India for electrical system package on Turnkey basis for units 3 & 4 at Kaiga ( Karnataka) and units 5 6 at RAPP Rajasthan. It has also booked an order worth 323 crore for Design, Supply, Erection Testing and Commissioning of the balance of plant for the 2X210 MW expansion units 3 & 4 at Parichha for Uttar Pradesh.

Genesis
REL has significant presence in the field of execution of the Power projects on EPC basis with a strong track record of the execution and commissioning of projects on time. REL has received wide acclaim for the initiatives in corporate governance. These awards and recognitions greatly motivates and encourage the REL team to set fresh benchmarks in corporate governance, particularly in the Indian Power Sector. Reliance Energy with its affiliates and sister companies in the Reliance group, own and operate over 2,000 MW of Generating capacity in the country. These comprise conventional thermal plants; gas turbine based combined cycle power plants, Cogeneration plants and wind electric generators. Most of its Projects have been executed by Reliance Energy through its EPC division. The EPC division of REL was set up in 1966 and was undertaking engineering, procurement and construction contracts on a turnkey basis and other value added services for major public and private sector projects both in India and Abroad. The Division has 10 regional offices in major cities of India and Overseas offices in Dubai, Nepal and Bhutan. The Division has to95

date undertaken the total engineering, supply of electrical and mechanical equipment, installation and commissioning services and civil works for the following range of projects:

thermal, hydro, Co-generation and gas based power generating stations; 400/132 KV transmission lines and switch yards; overhead and underground electrical networks; industrial electrification works for petrochemicals, fertilizers, steel, cement plants, refineries, ports and hotels; indoor and outdoor illumination works; pre-moulded accessories for extra high voltage electrical cables; Renovation and Modernization of Delhi distribution network; and Other civil works

Organization Structure
At REL there is no fixed organizational chart, this is primarily because the organization is project oriented and teams and work groups are formed as long as the project is under completion. Once the project is completed the teams are dissolved and new teams are constituted as per the requirement of the new projects. However the general hierarchy that is followed within each department is as shown below. The organization has 10 levels in the hierarchy, making it rigid and providing enough cushions for all employees. In the organizational hierarchy of REL A0 to A3 levels comprise the Junior Management Cadre, A4 to A6 come under the Middle Management Cadre and the Senior Management Cadre comprises of A7 - A10 levels. The highest grade is A10 which is Sr. VP and the lowest is MT/GET (management trainee/graduate engineering trainee) as the case may be. A fresher who joins the organization is inducted at the MT/GET level. Their promotion within the organization from one level to another depends upon their performance and the time spent in the organization. These promotions are time bound but are done only if the employee is performing, otherwise external hiring is done to fill up vacant senior positions In the company the time duration to get promoted from the officer to senior officer level is 1 year, if the employee performs well he is given promotion. Time duration for promotion at all other levels is 3 years, at the end of these 3 years if the employee is seen performing well he is given a promotion, otherwise not.

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Hierarchy of REL

Designation

Grades

Officer Senior Officer/Sr.Engineer Deputy Manager Addl. Manager Manager Sr. Manager Chief Manager Addl.V.P V.P Sr.V.P

A1 A2 A3 A4 A5 A6

A7 A8 A9 A10

The overall morale of the employees in the organization is low, the attrition rate in the organization is 49%.Even the members of the HR team in the organization are unhappy and are looking for a change in job. The organization works 6 days in a week and the organization in spite of earning huge profits is a bad paymaster. The work culture of the place has not changed much even after being privatized.

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Questions 1. The Director Operations of REL is worried that with a de-motivated workforce, is it possible for this organization to achieve its vision and mission. Suggest ways to improve the overall morale of the employees in the organization. 2. How should the organization check its attrition rate and what could be the possible causes for attrition in the organization? 3. What are the possible measures by which the organization can undo its PSU image and improve its work culture? And what role should the HR play in this?

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