A

PROJECT REPORT
ON

RECRUITMENT AND SELECTION

PROCEDURE
OF
BHEL
SUBMITTED IN
PARTIAL FULFILLMENT FOR
MASTER OF BUSINESS ADMINISTRATION
PROGRAM OF
SUBMITTED TO :

SUBMITTED BY :

MS. NIDHI SINGH

Faculty of Management,
DBIT, DEHRADUN

MONIKA SAINI
MBA IIIRD SEM
DBIT, DEHRADUN

DEV BHOOMI INSTITUTE & TECHNOLOGY,

DEHRADUN

CERTIFICATE
This is to certify that MS. MONIKA SAINI of MBA IIIrd semester of Dev Bhoomi
Institute & Applied Sciences, Dehradun has completed his project report on the
topic of RECRUITMENT & SELECTION PROCESS AT BHEL under the supervision
of MS. NIDHI SINGH, D.B.I.T., Dehradun.
To best of my knowledge the report is original and has not been copied or
submitted anywhere else. It is an independent work done by him

MS. NIDHI SINGH

DEV BHOOMI INSTITUTE OF TECHNOLOGY
DEHRADUN.

ACKNOWEDGEMENT
I am thankful to MS. NIDHI SINGH Faculty of Management Deptt, DBIT,
Dehradun for her encouragement and providing other assistances whenever required.
I would like to thank all staff members of HR Department, especially in Personnel
Department who are working with me and who helped me a lot in understanding
all the related aspect of the topic.

DECLARATION

I hereby declare that

this project

work entitled

Recruitment Process in BHEL is my work, carried

out under the guidance of my faculty guide MS.
NIDHI SINGH. This report neither full nor in part has
ever been submitted for award of any other degree
of either this university or any other university.

Place: DEHRADUN
:Signature
Date:
SAINI

MONIKA

PREFACE
The conceptual knowledge acquired by management students is best
manifested in the projects and training they undergo.

As a part of

curriculum of BBA, I have got a chance to undergo practical training in

BHEL, Haridwar. The present project gave a perfect vent to my
understanding of the Human Resource Management specially the most
modern concept of Recruitment & Selection Procedure.
The Project Report entitled RECRUITMENT & SELECTION
PROCEDURE IN BHEL is based on the theme of BHEL Hardwar
performance on the basis of economic value addition made by the BHEL
in the last 5 years. The Project Report contains 7 Chapters.
Chapter-1 named Introduction refers
Purpose

of

CSummer

Training,

Introduction

Duration

of

about

myself,

training,

Course

Requirements and Syllabus Requirements.

Chapter 2, I have given a overview of BHEL Corporate Profile.
Chapter 3, Deals SWOT analysis of BHEL. i.e. Strength,
Weakness, Opportunities and Threats.
Chapter 4, Project Topic. ( Recruitment & Selection Procedure in BHEL)
Chapter 5, Research design.
Chapter 6, Limitations.
Chapter 7, Findings.
Chapter 8,Conclusion.
Chapter 9,Bibliography.

I also hope that this report will be beneficial for my next batches and for
those who are related to this topic.

CONTENTS
1. INTRODUCTION
Purpose of the Summer Training & Report.
2. BHEL, CORPORATE PROFILE
BHEL an Overview
Divisions of BHEL
Companys Business Mission and Objectives
Activity Profile.
Major Competitors
Technical Collaborations
3. SWOT ANALYSIS

Strength
Weakness
Opportunities
Threats
4. RECRUITMENT AND SELECTION IN BHEL
Introduction to HRM
Nature of HRM
Objective of HRM
Recruitment and Selection
Procedural Details

5. RESEARCH DESIGN
6. LIMITATIONS
7. FINDINGS
8. CONCLUSION
9. BIBLIOGRAPHY

PART :1
Introduction

PURPOSE OF THE SUMMER TRAINING &

REPORT
Summer training is the best way by which we can earn the practical knowledge of
what we have learnt theoretically. Basically when we join BBA, initially we are
not aware about professional qualities. But during B BA studies, we learn and
come on the track of professionalism.

The experience gained in the summer training is fruitful in future. Study

in any particular field in this BBA program we will get more knowledge and we
are ready to setup our self in this competitive corporate sector. The main
purpose of Summer Training is:Enhancing the knowledge.
Introducing for Business Environment
Developing personality.
Enhancing the skills of professionalism.
Tackling the problem.
Behaving in the organization
Interaction with other
To check the practicability of the theory
8

PURPOSE OF MAKING REPORT:

All the informations are summarized in a proper format.
Learning the skills of Report Marking.
Getting thorough knowledge of the organization.
Getting the practical experience in the organization.
Getting the practical knowledge of the theoretical aspect.

DURATION OF SUMMER TRAINING :

JULY 6TH 2009 TO AUGUST 21ST 2009

PA RT: 2
Corporate Profle
Of

BHEL

10

CONTENTS

o BHEL an Overview
o Divisions of BHEL
o Companys Vision, Mission and Values
o Activity Profile
o Major Competitors
o Technical Collaborations

11

BHEL AN OVERVIEW
Established in the late 50s BHARAT HEAVY ELECTRICALS LIMITED
(BHEL) is a name, which is recognized across the industrial world. It is one of the
largest engineering and manufacturing enterprises in INDIA
leading international companies in the power field.

and is one of the

The Registered Office of

BHEL is at BHEL House, Siri Fort, and New Delhi.

A dynamic 63000 strong team embodies the BHEL philosophy excellence through
continuous striving for state of the art technology. With corporate headquarters in
NEW DELHI, fourteen manufacturing units, a wide spread
regional services network and projects sites all over India and even abroad, BHEL
is Indias industrial ambassador to the world with export presence in more than 50
countries.
BHELs range of services extent

from project feasibility studies to after sales

services, successfully meeting diverse needs through turnkey capability.

BHEL has had consistent track record of growth performance and profitability.
The world bank in its report on the Indian Public Sectors has described BHEL as
one of the most efficient enterprises in the industrial sector, at par wit
international standards of efficiency. BHEL has acquired ISO 9000 certificate
for most of its operations and has taken up Total Quality Management (TQM).
BHEL offers a wide spectrum of products and services for core sectors like

12

POWER GENERATION
Power Generation sector comprises thermal, gas, hydra and nuclear power plant
business. As on 31.03.2002, BHEL supplied sets account for nearly 67,232 MW or
64 percent of the total installed capacity of 1,04,917 MW in the country, as against
Nil till 1969-70.
BHEL has proven turnkey capabilities for power executing power project from
concept to commissioning. It possesses the technology and capability to produce
thermal sets with super critical parameter up to 1000 MW unit rating and gas
turbine-generator sets up to 250 MW unit rating.
The company manufactures 220/235/500 MW nuclear turbine-generator sets.
In all, orders for more than 700 utility sets of thermal, hydro, gas and nuclear have
been placed on the Company as on date. The power plant equipment manufactured
by BHEL is based on the contemporary technology comparable to the best in the
world, and is also internationally competitive.

TRANSMISSION & DISTRIBUTION

BHEL offers wide-ranging products and systems for T&D applications. Products
manufactured included: power transformers, instrument transformers, dry tape
transformers, series & shunt-reactors, capacitor banks, vacuum & SF6

circuit

breakers, gas-insulated switchgear and insulators.

13

INDUSTRIES
BHEL is a major contributor of equipment and systems to industries: cement,
sugar, fertilizer, refineries, petrochemicals, paper, oil & gas, metallurgical and
other process industries. The range of system and equipment supplied includes:
captive power plants, co-generation plant, DG power plants, industrial steam
turbine, waste heat recovery boilers, gas turbines, heat exchangers and pressure
valve, centrifugal compressor, pumps, valves, seamless steel tubes, reactors,
chemical recovery boilers and process controls.
BHEL is the only company in India with the capability to make simulators for
power plants, defense and other applications.
The Company has commenced manufacture of large desalination plants to help
augment the supply of drinking water to people.

TRANSPORTATION
BHEL manufactures electric locomotive up to 5000 HP, diesel electric locomotive
from 350 HP to 3100 HP, both for mainline and shunting duty application. BHEL
is also producing rolling stock for special application viz., overhead equipment
cars, Special well wagons, Rail-cum-road vehicle etc. in the area of urban
transportation systems, BHEL is geared up to turnkey execution of electric trolley
bus systems, light rail system, etc.
BHEL is also diversifying in the area of port handling equipment and pipeline
transportation systems.
14

OIL & GAS

BHEL is a major contributor to the oil & gas sector industry in the country.
BHELs product range includes Deep Drilling Oil Rigs, Mobile Rigs, Work Over
Rigs, Choke and Kill Manifolds, Full Bore Gate Valves, Mud Valves, Mud line
suspension system, Casing support system, Sub-sea Well Head, Block Valves,
Motors, Compressors, Heat Exchangers, etc. BHEL is the only single largest
supplier of Well Head < X-Mas Trees and Oil Rigs to ONGC and OIL.

INTERNATIONAL OPERTATION
BHEL is one of the largest exporters of engineering products & services from
India, ranking among the major power plant equipment suppliers in the world.
Over the years, BHEL has established its references in around 60 countries of the
world, ranging from the United States in the West to New Zealand in the Far East.
These references encompass almost the entire product range of BHEL, covering
turnkey power projects of thermal, hydro and gas-based types, substation projects,
and rehabilitation projects, besides a wide variety of products like:
Transformers.
Insulators.
Switchgears.
Heat Exchangers.
Casting and forgings.
Valves.
Well-head Equipment.
Centrifugal.
15

 Compressor.
The company has been successful in meeting demanding customers requirements
in terms of complexity of the works as well as technological, quality and other
requirements viz., associated O&M, financing packages, extended warranties etc.

HUMAN RESOURCE DEVELOPMENT

BHEL has envisioned to becoming A world class innovative, competitive and
profitable engineering enterprise, providing total business solutions. For realizing
this vision, continuous development and growth of the 48000 strong highly skilled
and motivated people making the Organization, is the only MANTRA.

ENVIROMENTAL POLICY
Compliance with applicable Environmental Legislation / Regulation;
Continual improvement in Environment Management Systems to protect
our natural environment and control Pollution;
Promotion of activities for conservation of resources by Environmental
Management.

16

HEAVY ELECTRICAL EQUIPMENT PLANT,

HARDWAR:

Heavy Electrical Equipment Plant, Hardwar of this Multi-unit corporation with its
7467 strong highly skilled technicians, engineers, specialists and professional
experts is the symbol of Indo Soviet and Indo German Collaboration. It is one of
the four major manufacturing units of the BHEL. With turnover of 1013 crores and
PBT of Rs.117 crores, HEEP added 3076 MW of power to the National grid
during 2002-03. HEEP is engaged in the manufacture of Thermal and Nuclear Sets
up to 1000 MW, Hydro Sets up to HT Runner dia 6300mm, associated Apparatus
Control gears, AC& DC Electrical machines and large size Gas Turbine of 60-200
MW. HEEP Hardwar contributes about 44% of Indias total installed capacity for
power generation with total capacity of Thermal, Nuclear & Hydro Sets of over
45000MW currently working at a Plant Load Factor of 76% and Operational
Availability of 86%. In spite of acute recession in economy, BHEL Hardwar
bagged recent orders worth 1500 Crores including repeat orders for Suratgarh-5,
Kota-6, Raichur-7, Rihand-3&4 and Ramagundam-7 Unit. Additionally, Mejia-4,
Panipat-7&8, Maithon and Bhatinda are in pipeline.

17

HISTORICAL PROFILE:

The construction of

heavy electrical equipment

Plant

commenced

in

Oct.1963after indo-soviet technical co-operation agreement in Sept.1959The

first product to roll out from the plant was an electric motor in January 1967.This
was followed by first 100 MW Steam Turbine in Dec.1969and first 100MW Turbo
Generator in August 1971.The plants break even was achieved in March
1974.BHEL went in for technical collaboration with M/s Siemens, Germany to
undertake design and manufacture to large size thermal sets upto a unit rating of
1000 MW in the year 1976.First 200 MWTG set was commissioned at Obra in
1977.The continum of technological

advancement subsequently saw the

commissioning of 500 MW TG Set in 1984 .The technical cooperation of Gas

Turbine manufacture was also signed with M/s Siemens Germany.First 150 MW
ISO rating gas Turbine was exported to Germany in Feb1995.Our 250 MW
thermal set up at Dahanu Plant of BSES made a history by continuous operation
for over 150 days and notching up a record plant load factor greater than 100%.

18

MAJOR MILE STONES

1975

Job Redesign concept launched for FIRST time in India.

1978

Well documented Suggestion Scheme launched.

1982

Launched Productivity Movement & Quality Circle. Concept

1993

Accreditation of ISO 9001 quality System.

1995

Adopted EFQM model of TQM for achieving Business

Excellence.

1997

BHEL one of the 9 PSEs declared Navratna by Govt. of

India .

1997

National Productivity Award for HEEP by the President of

India .

1998

Certificate of Merit by National Productivity Council for

nd

Outstanding performance for 2 consecutive year.

1999

Accreditation of U stamp.

2000

Accreditation of R Stamp from National Board of Boiler and

Pressure Vessel Inspector, USA .

1999

AD-Merkblatt HPO Recertification by RWTUV for Gas

Turbine Combustion Chambers

19

1999

INSAAN Award for Excellence in Suggestion for 9

th

consecutive year
2001

Launching of 5s concept

1999

PCRI recognized as Environmental Lab by Haryana State

Board for Prevention and Control of Pollution.

1999

Accreditation of ISO 14001-Enviornment management system

2000

CII Site Visit for CII-EXIM Business Excellence Award-2000

2001

Top Management TQM Workshop at Rishikesh and HRDC

2001

INSAAN Award for excellence in Suggestion for 11

th

consecutive year
2001

Launching of QTM & RCA at HEEP Hardwar by CMD

2002

Launching of delivery Index , Turnover Index and

Manufacturing Index

2002

Accreditation of ISO 9000-2k JBE Workshop of Apex TQM

Group at Tehri to evolve Business policy and CSF.

20

DIVISION OF BHEL

REGIONAL OFFICES (POWER SECTORS)

1.

NEW DELHI

(NORTHERN REGION)

2.

CALCUTTA

(EASTERN REGION)

3.

NAGPUR

(WESTERN REGION)

4.

CHENNAI

(SOUTHERN REGION)

BUSINESS OFFICES
1.

BANGALORE

2.

BARODA

3.

BHUBANESHWAR

4.

MUMBAI

5.

CALCUTTA

6.

CHANDIGARH

7.

GUWAHATI

8.

JABALPUR

21

9.

JAIPUR

10.

LUCKNOW

11.

CHENNAI

12.

NEW DELHI

13.

PATNA

14.

RANCHI

15.

SECUNDERABAD

22

MANUFACTURING UNITS
1.

Heavy Electrical Equipment Plant, Hardwar

2.

Central Foundry Forge Plant, Hardwar

3.

Heavy Equipment Repair Plant, Varanasi

4.

Heavy Power Equipment Plant, Hyderabad

5.

Research & Development, Hyderabad

6.

High Pressure Boiler Plant, Seamless Steel Tube Plant, Tiruchy

7.

Boiler Auxiliaries Plant, Ranipet

8.

Piping Centre, Chennai

9.

Industrial Valves Plant Goindwal

10.

Heavy Electrical Plant, Bhopal

11.

Transformer Plant, Jhanshi

12.

Electrical Machine Repair Plant, Mumbai

13.

Electronics Division, Bangalore

14.

Electronics Systems Division, Bangalore

15.

Component Fabrication Plant, Rudrapur

23

SERVICE CENTRES
1.

BANGALORE

2.

BARODA

3.

CALCUTTA

4.

CHANDIGARH

5.

SECUNDERABAD

6.

NEW DELHI

7.

NAGPUR

8.

PATNA

9.

VARANASI

24

COMPANYS VISION, MISSION AND

VALUES

VISION

MISSION

A world Class Engineering Enterprise Committed to

Enhancing Stakeholder Valve.

To be an Indian Multinational Engineering Enterprise

providing Total Business Solution through Quality
Products, Systems and Services in the field of Energy,
Industry, Transportation, Infrastructure and other
potential areas.

VALUES

Zeal to Excel and Zest for Change.

Integrity and Fairness in all Matters.

Respect for Dignity and Potential of Individual.

Strict Adherence to Commitments.

Ensure Speed of Response.

Foster Learning, Creativity and Teamwork.

Loyalty and Pride in the Company.

25

ACTIVITY PROFILE
Power Generation & Transmission
Steam Turbine Generator Sets & Auxiliaries.
Boiler & Boiler Auxiliaries.
Nuclear Power Generation Equipment.
Hydro Turbine Generator Sets & Auxiliaries.
Auxiliaries.
Mini / Micro Hydro Generator Set.
Gas Turbine-Generator Sets.
Waste Heat Recovery Sets.
Heat Exchanger.
Condensers.
Valves.
Pumps.
Piping Systems.
Transformers.
Reactors.
Switchgear.
Control gear.
Power, Distribution & Instrument.
Rectifiers.

26

Industries/Transportation/Oil &
Gas/Telecommunication / Renewable
Energy
Steam Turbine Generator Sets.
Gas Turbine Generator Sets.
Diesel Engine Based Generator.
Industrial Steam Generator.
Drive Turbine.
Marine Turbine.
Centrifugal Compressor.
Reactors.
Pressure Valves.
Industrial Fans.
Fabric Filters.
AC/DC Motors.
Wind Electric Generator.
Solar Powered Water Pumps.
Solar Water Heating Systems.

Defense Equipments.
Power Devices.
Electric Control Gear & Automatic Equipment.
Simulators.

27

System & Services

Turnkey Utility Power Stations / EPC Contracts.
Captive Power Plant.
Co-generation Systems.
Combined Cycle Power Plants.
Oil Sector R&M.
Switchyards and Substations.
HVDC Transmission Systems.
Power System Analysis.
Erection, Commissioning, Operation & Maintenance.
Consultancy Services.
Construction Services.

28

MAJOR COMPETITORS
1. Ansaldo

Italy

2. Asea Brown Boueri

Switzerland

3. Beehtel

USA

4. Block & Neatch

USA

5. CNMI & EC

China

6. Costain

UK

7. Electrim

Poland

8. Energostio

Russia

9. Electro Consult

Italy

10. France Tost

France

11. Fuji

Japan

12. GEC Alsthom

UK

13. General Electric

USA

14. Hitachi

Japan

15. LMZ

Russia

16. Mitsubishi

Japan

17. Mitsui

Japan

29

18. NEI

UK

19. Raytheon

USA

20. Rolls Royee

Germany

21. Sanghai Electric Co.

China

22. Siemens AG

Germany

23. Skoda

Czech Republic

24. Technopromoshexport

Russia

25. Toshiba

Japan

30

TECHNICAL COLLABORATIONS
PRODUCT

COLLABORATIONS

Thermal Sets, Hydro Sets, Motors

& Control Gears

Prommashexport
RUSSIA

Bypass & Pressure Reducing Systems

Sulzer Brother Ltd.

SWITZERLAND

Electronic Automation System for

Steam Turbine & Generators

Siemens AG
GERMANY

Francis Type Hydro Turbines

General Electric
CANADA

Moisture Separator Reheaters

Baloke Duen
GERMANY

Christmas Trees & Conventional Well

Head Assemblies.

National Oil Well

USA

Steam Turbines, Gas Turbine, Generators

and Axial Condensers

Siemens AG
GERMANY

Cam Shaft Controllers and Tractions

Current Control Units

Siemens AG
GERMANY

HDVC

ABB, SWEDEN

Programmable Controls

ABB, SWITZERLAND

Tube Mills

Stien Industries, FRANCE

Dry Type Transformers

May & Christe, GERMANY

31

PA RT: 3
Swot Analysis
Of

BHEL

32

SWOT ANALYSIS
STRENGTH (S): -

Low cost producer of quality equipment due to cheap labour and fully
depreciated plants.
Entry barrier due to high replacement cost of its manufacturing facilities.
Comprehensive turnkey experience from product design to commissioning.
Committed and skilled work force.
Relatively stable industrial relationship.
Access to contemporary technologies with back up support from renowned
collaborators.
Capabilities to manufacture 4500 MW of thermal TG sets.

4000 MW of

boilers, 1345 MW of Hydro sets and 1000 - 2000 MW of Gas Turbines

annually.
Ability to set up power plants on turnkey basis, complete know-how for
manufacture of entire equipment is available with the company.
Ability to manufacture or procure to supply spares.
Fully equipped to take capital maintenance and servicing of power plants.

33

 Largest share of domestic business leading to; major presence and influence in
the market.
ISO 9001 international companies.
Ability to successfully overhaul and renovate power station equipment of
different international companies.
Regional centers for services for easy accesses to customers.

WEAKNESSES (W) : High working capital requirement due to its exposure to cash starved SEBs
(State electricity boards).
Inability to provide project financing.
Difficulty in keep up commitments on products delivery and desired sequences
of supplies.
Longer delivery cycle in comparison with International suppliers of similar
equipment.
Inability to provide suppliers credit, soft loans for financing of power project.
Lack of effective marketing infrastructures.
Inadequate banking infrastructure.

34

OPPORTUNITIES (O) : High expected growth in power sector (7000 MW/ p.a. needs to be added).
High growth forecast in Indias index of industrial production would increase
demand for industrial equipment such as motors and compressors.
Demand for power and hence power plant equipment market is expected to
grow.
Private sector power plant to offer expanded market as utilities suffer resource
crunch.
Aging of power plants would give rise to more spares and service business.
Life extension programs for old power stations.
Export opportunities.
Easy processing of ventures/collaboration/ imports/ acquisition of new
technology.

THREATS (T): Technical suppliers are becoming competitors with the opening up of the
Indian economy.
Fall in global power equipment prices can effect profitability.
Reduced allocation for power sector.
Increased competition both national and international.

35

 Multilateral agencies reluctant to lend to power sector because of poor financial

management by SEBs.(State Electricity Boards)
Inadequacy of availability of gas would reduce gas turbines business prospects.
Level playing ground not available.

Foreign Co. Spending much more on

business promotion tactics.

Private sector power companies may not follow so transparent evaluation
procedure for bids.

36

PART :4
Recruitment &
Selection In
BHEL

37

RECRUITMENT & SELECTION

The human resource are the most important asset of an organisation
The success or failure of an organisation is largely dependent on the caliber
of the people working therein.
In order to achieve the goals or the activities of an organisation therefore we
need to recruit people with requisite skills qualification and experience
while doing so, we have to keep the present as well as the future
requirement of the organisation in mind.
For this Man Power Planning, helps to determine the number and type of
people an organisation needs, their job analysis and job design Specify the
tasks and duties of job and the qualification expected from prospective job
holders. So the next logical step is to hire the right candidate for Right job.
Again hiring involves two broad groups of activities.

(i)

Recruitment

(ii)

Selection

38

Meaning:
In Lehman terms, recruitment is the process of searching for and obtaining
applications (candidates) for jobs, theoretically, recruitment process is said
to end with receipt of applications in practice, activities extends to the
screening of applications, so as to eliminate those who are not qualify.
RECRUITMNET is a linking function joining together those with jobs to
fill and those seeking jobs. It is a joining process in that it tries to bring
together job seekers and employers with a view to encourages the farmer to
apply for a job with the latter.
Purpose of recruitment is to develop a group of potentially qualified people.
To this end, the organisation must communicate the position in such a way
that job seekers respond.
SELECTION is basically a matching process. How an employee is matched
to a job affects the amount and quality of the employees work. Effective
human resource management requires constant monitoring of the fit
between person and job.

39

Purposes & Importance

1. The general purposes of Recruitment is to provide a pool of potentially
qualified job applicants.
2. Determine the present & future requirements of the organization.
3. Evaluate the effectiveness of various recruiting technique & sources for all
type of job applicants.
4. Increase organizational and individual effectiveness in the short term and
long term.

Objective of Recruitment
(i)

To plan the manpower recruitment & budget the human resource with
necessary qualification skill, aptitude merit & suitable in according
with the organization.

(ii)

To ensure that the company attract & retain the best of personnel in
each of the areas of functioning as it is cumulative results of
satisfying company needs for personnel both in quantitative &
qualitative measure that influence the future of the organisation &
predetermines the future health of the enterprise.

(iii)

To focus on the placement of employee in jobs to which they are best

fitted physically mentally & temperamentally & where they have
strong exception of being will adjust to their work & to the working
environment.

40

(iv)

To adapt and to fulfill the Socio-economic commitments of the Govt.

to the minority section of the society as part of the companys social
objective & there by help realize the dream of a productive nation.

Definition: Competent Authority means the Chairman & Managing Direct or any other
authority delighted with power in this behalf.
Accepting Authority in relation specific past means the authority declared
as such in the delegation of power.
Employee means any person appointed by Company in regular or temporary
capacity and includes trainees/apprentices other than this recruitment under the
apprentice Act 1961, unless the context requires otherwise, the term dose not
include person on deputation or in casual employment.

Recruitment plans:In recruitment, primary emphasis is open advance planning for manpower
recruitment rolling pans are generally made on 3 years basics by the units for
their recruitments.

41

Induction level:(i) Job of specification for induction level of executive and non
executive are given in Annexure respectively.
(ii) Recruitment to various posts is normally made at the induction
level indicated here in after. The recruitment of post, at other
then induction level, is normally from amount the company
employees. In exceptional circumstances however if candidate
with suitable skill and experience are not available internally,
recruitment to, posts level may be restored to, with the prior
approval of the Corporate Office.
In the executive/Supervisor cadre, induction normally at grade
E1A/S1 by absorption of executive/Engineer/Supervisor Trainee
on their satisfactory completion of training in accordance with the
relevant training of the company.

42

RECRUITMENT PROCESS FLOWCHART INTERNAL)

43

METHODS OF RECRUITMENT

Method of recruitment depends on the source of recruitment most important of

them are: Cost
Effectiveness
The method adopted must be such that, it is capable of attracting maximum
number of potential candidates. In addition it must involve optimum cost.
Methods of recruitment may be:-

RECRUITME
NT

INTERNA
L
SOURCES

EXTERNAL
SOURCES

a. Internal Sources
b. External Sources
1)

Internal Source Search:-

Posted on Bulletin/notice Boards of the organization.

Through memos circulated among the shop supervisor.

Advertisement in the in house employee magazine/bulletins/

handouts.
44

Others methods like word-of-mouth and / or who-you-know

system.

2)

Perusal of records/ P>C data bank.

External Source Search

The external source search consists of a number of methods

a)

Direct Method - It consists of following

Scouting

Campus recruitment

Casual callers/unsolicited applicants

b)

c)

Indirect Method

Advertisement

Employees trade association/clubs

Professional association

Reputed other firm

Third party method

Following are the important third party methods in recruitment

Public employment agencies

Private employment agencies
Placement cells in schools and colleges
Temporary help service
Management consultant
45

 Professional bodies/ association

Computer data bank
Voluntary organization

46

Complexity of the function of recruitment

Performing the function of recruitment, i.e. the selection ratio is not as easy as it
seems to be. This is because of hurdles created by the internal factor and external
factors, which influence an organization. The first activity of recruitment i.e.
searching for prospective is affected by many factors like.
Organizational policy regarding filling up of certain percentage of vacancies
by internal candidate.
Local candidates
.
Influence of trade union.
Influence of recommendations and nepotism etc.

47

STEPS IN SELECTION PROCESS

Resumes/CVs Review
Initial Screening Interview
Analysis the application Blank
Conducting Tests and Evaluating Performance
Preliminary Interview
Core and Departmental Interviews
Reference Checks
Job Offer
Medical Examination
Placement

48

49

Factors influencing effectives selection

One of the factors that influence the effectiveness of selection
process is the number of recruits per job or per opening or what is
called the selection ratio the greater the number of recruits per
opening in the pool, the greater will be scope for choosing right
and potential persons.
Another factor that influences the process of selection is the
character and ethical standards of the selector. If his ethical
standards are high i.e., if he is not prone to corruption, favoritism
or nepotism, then new employees are like to be selected properly
and on merit. But if he is lured by these considerations, then it
would fail the selection process.
The selection process is also affected by the limits and constraints
imposed by the organization or its employment specialist such as
the budget sanctioned reservation policy or any other affirmative
program etc.

50

TRAINEES/APPRENTICES
Trainees /Apprentices are recruitment under the prevision of the Apprentices
Act 1961 and as contemplated in the approved yearly manpower budget and
Recruitment plans.
The type of trainees to be reunited as of the following Categorizes.

(i)

Engineers/Executive Trainees.

(ii)

Supervisory Trainees.

(iii)

Artisans

(iv)

Commercial Apprentices.

The Recruitment of Engineering /Executive/Supervisor Trainee is done

centrally and Coordinate by Corporate Personnel Department on the
requirement of units/ Division (Ultimate) from the approved manpower
Budgets and recruitment plans.
The recruitment of Artisans and commercial Apprentices is done by the
Units Division in according with the provision of the Apprentices Act.

51

PREFERENCE IN RECRUITMENT

(i)

It is the endeavor of the company to help the Govt. in achieving its

objective in respect of enlistment of the scale in order that this
objective is realized, the company dose not spare the any effort to
adhere to and follow the directive of Vaccines and concessions
allowed to candidates belonging to schedule castes/ physically
handicapped/minority communities etc.

(ii)

All units/divisions are required to ensure fulfillment of the

requirement in this regard and send periodical returns to the corporate
office as required. In addition to above concession as given below are
allowed to the candidate belonging to the schedule castes/Tribes: The
upper age limit is enhanced by five year in case of all cadres/groups.
Though the age relaxation is for experienced candidates.

(iii) Dependent:Dependents of deceased employs is eligible before special

consideration for appointment in the company against a suitable
vacancy in preference to their consideration is admissible even If his
name is not sponsored by the employment exchange or if he has not
applied against any advertisement eligible.

52

It is however, obligation to notify such vacancies to the employment

exchange concerned indicate in the requisition that the vacancy/
vacancies in questions are prepared to be filled in by the dependent of
deceased are not non existence of on earning member in the family of
the deceased employee is such cases.
(iv) Physically Handicapped:Physically handicapped is a social obligation of the company to
provide as much employment opportunities as possible to the
unfortunate section of the society physically handicapped can be
gainfully employed as and when there is a chance to more recruitment
to such jobs 10 years relaxation is to be given to the physically
challenged persons for employment.

53

PROCEDURAL DETAILS

Man power Analysis

1.

Designing of format for data collection (Based on core/none core areas)

2.

Sending these formats to all DROs

3.

Preparation of manpower summary skill inventory

4.

Receiving of data from DROs

5.

Feeding of data from is computer

6.

In-depth analysis of data vis--vis present skill set and identifying the
gap and manpower requirement.

Proposal to corporate office with

justification
1.

Preparation of draft proposal and discussion with up to HR head

2.

Preparation of final proposal for approval of unit head and sending the
same to Corporate Office

3.

Reply to various queries of corporate office, on the proposal

Receiving of the sanction of

vacancies from corporate office
1.

Preparation of presentation covering the requirement sent DROs and the

analysis done by HR

2.

Discussion with all DROS along with their requirement to distribute the
total vacancies trade wise

54

3.

Distribution of total sanctioned vacancies trade wise and getting the

same approved by unit head for open selection as well as for dependents
of deceased employees.

Study the Roster point for the cadre

strength/required V/s actual number
updating of roster
1.

All additions /deletions to be incorporated in the roster

2.

Getting the roster signed by liaison officer of unit as well as corporate

office.

3.

Deciding the number of vacancies to be reserved for various categories.

Draft advertisement preparation and

sending to Corporate Office, Delhi for
approval.
1. Preparation of draft advertisement in line with model advertisement
provided by corporate office.
2. Discussion on draft advertisement up to HR head level.
3. Approval of draft advertisement by unit head and sending the same to
corporate office for final approval.
4. Responding to queries received from Corporate Office regarding the Advt
/circular.

55

Release of advertisement and circular

for dependents of DEW
1.

Sharing of criteria with representatives of unions /associations.

2.

Taking final approval from unit head for release of advertisement in

select newspaper.

3.

Sending the approval along with advertisement to C&PR for release of

the same.

4.

Approving the proof of the advertisement from the press before final
release.

5.

Release of circular for DEW also and ensuring wide publicity of the
same by putting the advt / circular on the net and e-mailing both to all
DROs.

Receiving of applications and creating

their data base
1.

Lining up the arrangements with post office for daily collection of DAK
from post offices.

2.

Creations of Recruitment cell exclusively for receiving, opening and

segregating of applications

3.

Opening of envelops and putting unique registration number on each

application according to the category.

4.

Co-ordination with the ITX for system development for on line data entry

5.

Sending the applications in bundles of 100 for punching in computer.

6.

Taking print out of entered data and matching the entered data with
applications

56

7.

Making corrections in the computer data based on the checking done

manually.

Scrutiny of application
1.

Formation of a committee for scrutiny of applications.

2.

Briefing of criteria to committee members for scrutiny of applications

3.

Scrutiny of applications by the committee members in line with laid

down criteria.

4.

Finalization of list of eligible candidates to be called for written list.

Finalization of list of candidates for

written test.
1.

Based on data base finalizations of list of eligible & not-eligible

candidates.

2.

Rechecking of all the these applications

3.

Making corrections in the data base accordingly if any.

4.

Freezing the list of eligible and not eligible list category wise/ trade
wise for written test.

Applications fees submission

1.

Taking out demand draft from the applications submitted by the

candidates.

2.

Preparation of list of DDs (Bank wise) from the data base.

3.

Making envelopes of the DDs and sending them in bundle of 25 to the

finance cash section for submission in the bank.

4.

Taking receipt from the finance section of the DDs sent to them.

57

Call letter to candidates for written

test.
1.

Finalization of the date /test centers of written test.

2.

Finalization of call letter to be issued to candidates for written test

3.

Discussion with various test centers Supdt (generally school teachers &
their principles) regarding seating capacity in each room and seating
arrangements in details.

4.

Generation of Roll No (Trade wise) for the candidates.

5.

Arrangements with Post office for dispatch of call letter to candidates.

6.

Briefing to representation of unions /association.

7.

Dispatch /issue of call letter for written test to eligible candidates.

Deciding on the party for OMR

checking
1. Asking for tender and inviting bids for OMR checking of the answer sheet
2. Opening of the tender by the committee members.
3.

Deciding on the party based on tender and placing orders.

Preparations for written test.

1.

Arrangement at different examination centers

2.

Discussion with examination centers invigilators.

3.

Note approval for payment of honorariums to staff of examinations

58

Centers involved in conducting the exams.

4. Approval from competent authority for question paper setter for each
Trade.
5.

Setting of question paper for each trade by question setter and

Subsequent printing of the same (bilingual)

6. Packing of question paper and OMR Answer sheets room wise / center
Wise /trade wise.

Conductance of written exam

1.

Conductance of written exam at different centers and collecting admit

cards /OMR Answer Sheets question papers from the candidates.

2.

OMR checking of the answer sheet.

Declaration of result of written exam

1.

Preparation of merit of candidates according to category & trade.

2.

Deciding on the cut of for each trade & category according to the
number of vacancies and taking approval from the unit head.

3.

Decelerate on of result according to roll number of written exam

Along with the Interview schedule.

Conductance of interview.
1.

Preparation of synopsis for all candidates for all members.

2.

Formation of interview according to trade & category at the appointed

time /date/venue.

59

Appointment
Appointment Offers:An offer of appointment is issued to the selected candidate in the prescribed
format. This is singed by the Appointment Authority/ or the officer to
whom the power is delegated in this behalf.
Joining Time:Normally a person to whom an offer appointment has been made is
expected to join the services of the company with in 30 days from the
date of issue of appointment offer. However, extension in this Period
may be granted by the Competent Authority depending upon
exigencies of work, urgency with which the post is to be filled up etc.
If the candidate dose not report for duty within stipulated period, the
offer of appointment shall be deemed to have been drawn.
Medical Fitness:Every candidate appointed to a post in the company is required to undergo a
medical examination by the Companys Medical Officer at time of
appointment and is required to satisfy the medical fitness standard prescribed
for the post. This dose not however, apply to an internal candidate of the
company who has already been medically examined and declared fit at the
time of his initial appointment and such other candidates who come from
Central State Government unless the

60

Appointment Authority decides otherwise.

Reference checks and antecedents verification:-

In order to ensure that character and antecedents and previous work

background of the candidate proposed to be appointment are such as
not to render him unsuitable for appointment in the company,
Joining Formalities:Appointment to regular scales of pay, on joining the company to
take up appointment, are required to report to the head of the
Personnel Department of the Unit concerned and furnish such
documents as are required by them.
If on verification at the time of appointment or at a later date, it is
found that an appointee has furnished wrong information, he is
liable for termination from the service of the company.
Seniority:Seniority on appointment is strictly as per the merit list drawn up by
the Selection Committee. After a candidate is inducted into the
organisation, he is given a seniority status vis-a vis his exiting
colleagues in the company after due consideration of his experience,

61

length of service in the similar grade if already working in an

equivalent grade in another government Organisation or a Public
sector Undertaking etc.

DIFFERENCE BETWEEN RECRUITMENT & SELECTION

S.NO
1.

2.
3.

BASIS
Meaning

Nature
Aim

RECRUITMENT
It is the process of
searching candidates
for vacant jobs &
making them apply
for the same.
It is a positive
process.
Its aim is to attract
more & more
candidates for vacant
jobs.

4.

Procedure

The firm notifies the

vacancies through
various sources &
distributes application
forms to candidates.

5.

Contact of
service

No contractual
relation is created.
Recruitment implies
communication of
vacancies only.

SELECTION
It is the process of
selection of right
types of candidates &
offering them jobs.
It is a negative
process.
Its aim is to reject
unsuitable candidates
& Pick up the most
suitable people for the
vacant jobs.
The firm asks the
candidates to pass
through a number of
stages such as filling
of form, employment
tests, interview,
medical exam, etc.
Selection follows
recruitment & it leads
to a contract of
service between the
employer & the
employee.

62

PART :5
Research
Methodology

63

RESEARCH METHODOLOGY
RESEARCH PROBLEM
The research part of the project involves following steps .
The organization need to be the fittest in todays scenario. There is a
need to have a fittest workforce B.H.E.L. is spending a considerable
amount of money in recruitment and selection to upgrade skills of
their employees. It has been observed sometimes that PSUs go for
rigorous recruitment and selection but results on investments are
very low. Thus a need was felt to evaluate the effectiveness of
recruitment and selection in BHEL.

PROBLEM FORMULATION
The research to be conducted can be formulated as :
RESEARCH OBJECTIVES
To know the procedure of recruitment & selection at BHEL.
To know about the HR policies being followed in this organization.
To know the sources of Recruitment & Selection.
To know about the methods of selection being undertaken at the time of
selection of candidates.
To know the requirement of the process.
To know the outcome of the whole procedure.

Hypothesis
I have taken the hypothesis as that the recruitment & selection
procedure at B.H.E.L. is effective and time bound.
RESEARCH OBJECTIVES
To see the effectiveness.
To study the training and development programme as per employees
perception.

64

 To see the effectiveness of the training and development programme

to suggest measure to improve the training and development
programme

METHODS OF DATA COLLECTION

The executives of HR were put through a questionnaire & personal
discussion for data collection. Both primary & secondary data are used.
PRIMARY SOURCE OF DATA COLLECTION
QUESTIONNAIRE
INTERVIEWS
OBSERVATIONS
SECONDARY SOURCE OF DATA COLLECTION
Profile of Sahara
Magazines
Manuals
Brochures
The questionnaire was designed after a review of the existing recruitment
system. The questions were arranged in a sequence to avoid confusion &
misunderstanding.
Other features considered were
To make questions as concise as possible.
To use words that are simple & familiar.
In order to ascertain the correctness of the information given by the
employees some counter check questions were given in the questionnaire
& they were also personally interviewed.

65

RESEARCH DESIGN
Descriptive Research Design, It is concern with describing the
characteristics of a particular individual of a group.
SAMPLING DESIGN
SAMPLING TECHNIQUE : The sampling method has been followed for the
study is RANDOM SAMPLING.
SAMPLE SIZE: - 50.
SAMPLE UNIT: - WORKERS, MANAGEMENT, PERSONNEL & SUPERVISORS.
SAMPLE AREA: - HARIDWAR
LIMITATION OF THE STUDY :

1.

The organization is so big that it is not possible to collect

information or data from each department.

2.

Employees are not ready to disclose the information.

3.

Due to the restriction of time the sample size had to be

kept small.

66

PART :5
DATA
ANALYSIS

67

Q.1

How Do You Rate The Importance Of Recruitment And Selection

Procedure In Your Organisation .

Important
Very Important
Useless

20
30
0

Most of the respondents importance of recruitment and selection procedure very

important 30%, important 20% and useless 0% .

68

Q.2

How far do you think does the productivity of the employees get
hampered due to his / her marital ?

To a Large Extent
Some what affects
Does not affect at all
Cant say

30
10
8
2

Most of the respondents productivity of the employees get hampered due to his /
her material to a large extent 30% and 8% does not affect al all.

69

Q.3

YES
NO

Does your company maintains and manage candidates file including

maintenance of database to ensure comprehensive data collection of
candidates?
47
3

Most of the respondents maintains and manage candidates file including

maintenance of database to ensure comprehensive data collection of
candidates. 47% says yes and 3% says no.

70

Q.4 Does B.H.E.L. follow any recruitment and selection procedure ?

YES
50
NO
0

All respondents says recruitment and selection procedure.

71

Q.5
YES
NO

Does the company recruit employees internally ?

45
5

Most of the respondents recruit employees internally.

72

Q.6. Is the recruitment procedure followed by the company appropriate ?

T.A.
25
S.A.
10
S.D.
5
T.D.
10

Most of the respondents procedure followed by the company appropriate

T.A. 25%, S.A. 10%, S.D. 5%, T.D.10%.

73

Q.7

Does your company disclose the job satisfactions at the time of selection
of a candidate ?
YES
48
NO
2

Most of the respondents disclose the job satisfaction at the time of selection of a
candidate..

74

Q.8 Does your company ask for references a the time of selection ?
YES
40
NO
10

Most of the respondents ask for references the time of selection.

75

Q.9 What percent of the selection procedure does the written test contribute?
Below
10%
6
10-20%
9
20-30%
10
30-40%
5
40-50%
10
50% and
above
10

Most of the respondents procedure does the written test contribute .

76

Q.10 The recruitment and selection policy is transparent enough?

YES
45
NO
5

Most of the respondents selection policy is transparent enough.

77

Q.11 Which source according to you is the best source of recruitment?

Newspaper
25
Advertising
5
Employment
Exchange
15
College
Campus
2
Others
3

Most of the respondents generally preferred by the organization in the

requirement process news paper 25%, advertising 5%, employment exchange
15, college campus 2% and others 3%.

78

Q.12 Do you think that recruitment and selection procedure in B.H.E.L. is free
from biasness?
YES
45
NO
5

Most of the respondents recruitment selection procedure in BHEL is free from

biasness.

79

Q.13 Which type of interview methods does your company usually follow?
Direct
Computeri
zed
Group
Panel
Stress

15
10
5
10
10

Most of the respondents interviews in the company usually follow 15%, Direct,
10%, Computrized, 10% panel, Stress 10% and group 5%

80

Q.14 Does your company follow any of the following personality test for the
purpose of recruitment and selection?
MBTI
Psychome
tric
FIRO_B
Other

10
15
15
10

Most of the respondents following personality test for the purpose of recruitment
and selection Psychometric 15%, FIRO_B 15%, MBIT 10% & Other 10%.

81

SUGGESTIONS & RECOMMENDATION

The existing & proposed policies at ONGC should be

strictly followed without any kind of deviations so as
to maintain standard. Thus motivation & talent can
act as key clement & when they combine they
create

something special & create

MOTIVATED

TALENT.

Recruitment process is a critical issue in such a

giant organization, with its 'wide its wide spread
across the country. Thus there has to be a proper
performance management of all the core areas of
operation so that the employees are motivated and
can perform to give their best of their capabilities,

Removal/dilution of certain posts is required where

the work can be done through outsourcing but in
phased manner.

Succession Planning encourages employees to grow

from within the organization Thus, in changing
environment the Succession Planning has become
very essential in the organization . It helps the
organization to know in advance (he names of the
employees that are promoted when a vacancies
occur. So, ONGC should preferably go for Succession
Planning.

82

PART :7
Findings

83

FINDINGS
FINDINGS FROM BHEL:

PMS was a weak link at BHEL thats why changes were made in PMS.
Grievance against the PMS was very high in BHEL.
Now employees are fully satisfied with PMS.
Current system is transparent and unbiased.
Performance will be reviewed mid year and annually.
Balanced scorecard will be used to clarify the vision and strategy of
organization and translate them into action.

Performance management system is all about Performance Planning

Performance Planning is all about goal setting.
Balanced Scorecard would be applicable to employees above section In
charge level only.

KRAs are defined for employees.

KRA is key result area.
First goals are set at organizational level then it is cascaded to the individual
level.

This approach is called Hoshin Kanri approach.

The goals of the organization would be set in the month of May every year.
For any person joining the organization in the months of June- December, his/
her goals would be set within 45 days of his joining the organization.

Goals are set by the HOD.

Modifications can also be made in the KRAs.
KRAs can be dropped and also added.
KRAs are modified by HOD.

84

PART :8
Conclusion

85

CONCLUSION
1. All the basic criteria of Recruitment are designed by the Corporate
Office, New Delhi
2. Satisfaction level is around 40 60% for all the factors, which is
considered above average. This is irrespective of experience, number of
dependents and intention to leave job or not.
3. Executives are in general satisfied with salary and welfare but have high
expectation for perks.
4. Supervisor Trainees are not satisfied with new scale introduced for them
because now 5 more years are added in promotion.
5. Executive as well as Non-Executives are not very much satisfied with the
policies of the company and appraisal systems.
6. There is average level of job satisfaction, recognition and freedom of
workers. However there is a feeling that there should be improvement in
communication & work culture.
7. Although satisfaction level is 40-60% for all the factors, 50% are quit
hopeful of bright future where as 50% think that future may not be very
rosy. .

86

PART :9
Bibliography

87

BIBLIOGRAPHY
NAME OF BOOKS REFERS
Human Resource Management- K. Aswathappa
Human Resource Development-C.B.Gupta
Stephen P Robbins Organizational behavior
V.P.Micheal -Human Resource Management and Human
Relations
CS Vevkata Ratnam & BK Srivastava Personnel
management and Human Relations
PK Gosh & MB Ghorpade Industrial Psychology
Organization theory & behavior BP Singh and TN
Chabbra.
Dynamics of industrial relations CB Mamoria
www. Google .com
www.hrmguide.net
www.amazon.com
www.managementscience.org
www.bhel.com
www.bhelhwr.co.in
www.bhelmap.co.in
www.performance-appraisal.com

88

PART :9
ANNEXURE

89

QUESTIONNAIRE ON RECRUITMENT AND SELECTION FOR THE

EMPLOYEES
Name :___________
Designation:___________
Organization :___________
Age:___________
Date:___________
Q.1

How Do You Rate The Importance Of Recruitment And Selection Procedure In

Your Organisation .
(a) Yes
(b) No

Q.2

How far do you think does the productivity of the employees get hampered due to
his / her marital ?
(a) To a large extent
(b) Somewhat affects
(c) Does not affect at all
(d) Cant Say.

Q.3

Does your company maintains and manage candidates file including maintenance
of database to ensure comprehensive data collection of candidates?
(a) Yes
(b) No

Q.4

Does B.H.E.L. follow any recruitment and selection procedure ?

(a) Yes
(b) No

Q.5

Does the company recruit employees internally ?

(a) Yes
(b) No
Is the recruitment procedure followed by the company appropriate ?
T.A.
S.A.
S.D.
T.D.
If not, then suggest the appropriate changes required in the recruitment procedure
followed by the company.
_________________________________________________________

Q.6.

Q.7

Does your company disclose the job satisfactions at the time of selection of a
candidate ?
(a) Yes
(b) No

Q.8

Does your company ask for references a the time of selection ?

(a) Yes
(b) No

Q.9

What percent of the selection procedure does the written test contribute?
(a) Below 10%
(b)10-20%
(c) 20-30%
(d) 30-40%
(e)40-50%
(f) 50% and above

Q.10 The recruitment and selection policy is transparent enough?

(a) Yes
(b) No
Q.11 Which source according to you is the best source of recruitment?
(a) Newspaper
(b) Advertising
(c) Employment exchange
(d) College campus
(e) Others
90

Q.12 Do you think that recruitment and selection procedure in B.H.E.L. is free from
biasness?
(a) Yes
(b) No
Q.13 Which type of interview methods does your company usually follow?
(a) Direct
(b) Computerized
(c) Group
(d) Panel
(e) Stress
Any Other
Q.14 Does your company follow any of the following personality test for the purpose of
recruitment and selection?
(a) MBTI
(b) Psychometric
(c) FIRO_B
(d) Other.

91