A PROJECT REPORT ON RECRUITMENT & SELECTION, JOB SATISFACTION, & COMPETENCY MAPPING AT RELIANCE INFRASTRUCTURE LTD EPC DIVISION,

NOIDA

Prepared by: Kamini Agrawal Aryan Institute of management and computer studies Agra

RESEARCH CARRIED ON DURING: 1March 2009-15 April 2009

To my reverend parents

ACKNOWLEDGEMENT

EXECUTIVE SUMMARY
With the emergence of the Power Sector as competitive sector with new private sector entrants, there has been a flood of job opportunities for people. More and more power projects are being launched and established .This has lead to the recruitment of employees on a mass scale. Therefore, it becomes extremely crucial for the power companies to have highly efficient and effective recruitment and selection process, at the same time keeping the recruitment cost under control. It also becomes necessary for the companies to retain their employees. This project is aimed at studying the Recruitment and Selection Process ,Competency Mapping & Job Satisfaction at Relaince Infrastructure . The main aim of this project is to simplify the current procedure by providing a format in which each and every step of how the system of recruitment works is clearly defined . the standard format of the company is used for defining the SOP .The process is explained by means of flow charts /graphs .Also the project gives a brief idea about the Competency Mapping ,how the KSAs of the employees can be known with the help of assessment sheets of candidates and also with the help of their resumes. A survey on Job satisfaction was conducted and its analysed by using an appropriate scale . The exit interview analysis is done for the of the employees on the basis of the exit interview form . There were utmost reasons which led the Noida management assigning me these projects because these were the major activities to be carried out here. Moreover ,it would add value to all the parties involved in engaging to everyone.

To me : It proved to be one of the best opportunities got to put my theoretical knowledge into practical application. I got a chance to work with one of the top brands i.e. Reliance Infrastructure Limited and its team at Noida Office.I got to learn a lot and had hands on experience of the working of the department. It was a beautiful experience and it definitely added value to my outlook towards the corporate world which would help me in shaping up my professional career over the period of time.

To Reliance Infrastructure Limited: Reliance Infrastructure Limited is the best power company in private sector. It was good of them to involve me in their day to day working like short listing CVs for Recruitment ,MIS updating, Competency Mapping, Preparing various formats. I also did the Job Satisfaction Analysis and Exit Interview Analysis .This would give the company a picture of what their employees think about it. Due to all the above mentioned reasons I feel that these projects were very involving to me as well as the party associated and it gave all of us an insight into the aspect of the working of the department and employees perception of the company. The Employee Survey was carried on with the questionnaire and it helped in supporting the Exit Interview Analysis.

About The Company

The Company name has been changed from RELIANCE ENERGY LTD. to RELIANCE INFRASTRUCTURE LTD. with effect from 28 April 2008. 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 Anil Dhirubhai Ambani Group, 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 industriesIndia'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.

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.

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. 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.

Statement Of Values
REL believes 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.

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

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.

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.

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

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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 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.

NEW DESIGNATION STRUCTURE AT RELIANCE INFRASTRUCTURE LTD

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Sr. No. Cadre 1 Grade A-11

Current Designation

Sr. Exec. Vice President

2 3 4

TMC

A-10 A-09 A-08

Sr. Vice President Vice President Additional Vice President Asst. Vice President General Manager

SMC 5 6 MMC 7 A-05 A-07 A-06

Deputy General Manager Sr. Manager Manager Assistant Manager Sr. Executive GET/MT

8 9 10 11 12 JMC

A-04 A-03 A-02 A-01 A-00

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.

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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 to-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

RECRUITMENT & SELECTION

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

RECRUITMENT PROCESS

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DETERMINING MANPOWER REQUIREMENT:

DETERMINING REQUIREMENT

SOURCING RESUMES

SHORTLISTING CANDIDATES

FILTERING CANDIDATES

INTERVIEWING

EVALUATING + SELECTING
A Recruitment analysis is conducted depending on the job profile. A welldesigned and comprehensive recruitment analysis is invaluable to an

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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 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. 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: 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. 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. Contract Management: Temporary worker pools are created to meet out the unexpected demand of the human resource in the organization. Previous Employees: Organizations can recruit their previous employees as they can 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.

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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: 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: 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. 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. 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. 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. 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.

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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 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.

2.

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. 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

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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: Evidence of skills, abilities and achievements that match the criteria that have been specified as essential for the job as closely as possible. o Consistency of employment (look for unexplained gaps). o Qualifications compatible with the dates given. o Evidence of career development. o Evidence of industry knowledge. o Previous employer. o

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 using simulation exercises are varied. Different types of simulation exercise include:
In-trays: In-trays or in-baskets involve working from the contents of a managers in-tray, which typically consist of letters, memos and background information. You may be asked to deal with

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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.

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.

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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 Projective E.g. TAT, Rorschach, etc. o Inventory Based E.g. MBTI, FIRO, etc.

INTERVIEWING: 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, semistructured 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 Proper preparation. Identifying the candidates abilities before discussing the position. Asking a series of open ended questions. Evaluating interviewing results.

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: Determine the competencies needed for successful performance in the job and then rank them respectively. Prepare questions hat measure each defined competency. Establish an evaluation method for the results. THE OVERALL INTERVIEW PROCESS

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

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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 used need to be validated, i.e. shown to improve the predictive quality of the process. Decide the panel of interviewers. When an interview board is used the membership should be the smallest number necessary to fulfill the task.

Pay particular attention to allimportant environmental details such as time, place and setting to enable candidates to feel as comfortable as possible. Produce a coverage plan designed to provide the maximum possible significant information.

When interview boards are held, discuss and agree the objectives, criteria, the coverage plan and the areas that each board member will cover.

THE INTERVIEW: The interview process should: Concentrate initially on establishing a sympathetic, productive atmosphere to encourage candidates to talk freely.

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Begin with introduction and a brief explanation of the purpose and scope of the interview. Follow the broad chronological, systematic coverage plan throughout in order to ensure a comprehensive coverage. Deviations are likely to create gaps in the information obtained. In board interviews arrange for each interviewer to interview in turn. Pay utmost attention to the form of 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. In general avoid hypothetical questions, especially those which have no bearing on the job. They can only produce hypothetical answers.

Use a simple open question form which does 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.

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: Systematically assess the evidence obtained 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

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and the writers probable lack of direct knowledge of the job requirements.

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. 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

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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

RECRUITMENTS AT RIL
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 RIL

Permanent Employees/ RIL rolls

Fixed Term/ UPL rolls

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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. UPL stands for Utility Powertech. Limited; it is a joint venture between National Thermal Power Corporation (NTPC) and Reliance Infrastructure. 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.

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.

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. 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.

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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

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

Has the candidate qualified the first round of Interview?

Yes Yes
The candidate fills up the application blank

I I

The concerned requisition then goes to the CEO/ED/D (O) for the position approval.

Once the approval is given HR team sits with the concerned department head/team andNo finalizes the date within which the requirement is to be filled and discusses the special skills /experience.

II

Yes

The candidate goes through the second level of interview

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Has the candidate qualified the second level of Interview

HR decides the source of CVs (Ads, Referral, Consultant, Job Portals)

The short listed candidates are informed of the selection process venue and time at least 48 hrs in advance HR invites CVs and shortlists the same

I I

The candidate goes through a round of HR interview

No
I I I I

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

Yes Yes

Has the candidate qualified the HR

Are 3 rounds of interview over?

HR checks his credentials through referrals

His/her candidature is not considered

Offer Negotiation Process Offer Accepted Documents Format with CTC details are Sent to Corporate Office Mumbai for Approval After the approval is received from Head HR - Appointment letters are issued

Yes No

Has the candidate come to take his appointment letter on the due date?

29

Yes
Has the candidate reported for work on the specified date?

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.

30

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). 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:

31

 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.

Job Satisfaction at Reliance Infrastructure Ltd, EPC Division, Noida

To find out the employee job satisfaction level at REL EPC Division, Noida Office a Job satisfaction Survey was conducted taking a sample size of 25. The survey was conducted in the HR Dept. of REL, Noida Office. The purpose of the survey was to find out how satisfied are the employees with their job, and what are the areas Reliance infrastructure needs to focus on to keep their employees happier. The Analysis of the survey is presented graphically:

32

Analysis is given after every graph. The graphical representation is based on the data collected from the survey. Questions asked in the survey are mentioned above every graph. The legend of the following graphs is as follows:

Strongly Agree Agree Undecided Disagree Strongly Disagree

1.I am satisfied with my job?

33

18 16 14 12 10 8 6 4 2 0 1.Job Satisfied

92% of employees are satisfied with their job 2. I am aware with the KRA`s of my Department?

16 14 12 10 8 6 4 2 0 2.Aware of KRA's

88% of employees are aware of the KRA`s of their Department 3. I agree with the Key Result Areas of my Department?

34

16

14

12

10

3.Agree with KRA'S

84% of employees agree with the KRA`s of their Department

4. I am not clear about the scope and responsibility of my role?

14 12 10 8 6 4 2 0 4.Ambiguous about Scope & Responsibility

72% of the employees are not clear about the scope and responsibility of their job

35

5. I am afraid I am not learning enough in my present role for taking up higher responsibility?
16 14 12 10 8 6 4 2 0 5.Not learning enough for future roles.

80% employees agree that they are not learning enough for future purpose & future roles.

6. My role has recently reduced in importance?

14 12 10 8 6 4 2 0 6.Role recently reduced in importance

88% employees disagree that their role has recently reduced in importance

36

7. My workload is too heavy?

10 9 8 7 6 5 4 3 2 1 0 7.Workload is too heavy

60% employees disagree that their workload is too heavy

8. My colleagues do not give enough attention and time to my role?

16 14 12 10 8 6 4 2 0 8.Insufficient Attention from Collegues

84% employees disagree that they get insufficient attention from colleagues

37

9. I do not get information from my superiors /subordinates/peers needed to carry out responsibilities assigned to me?

14 12 10 8 6 4 2 0 9.Lack of information from superiors, peers,subordinates.

80% employees disagree that they get lack of information from suoeriors /subordiante and peers

10. I am not able to satisfy the conflicting demands of my peers and juniors?
16 14 12 10 8 6 4 2 0 10.Unable to satisfy Conflicting demands.

84% employees agree that they are unable to satisfy conflicting demands of peers and juniors

38

11. Many functions that should be a part of my role have been assigned to some other roles?
18 16 14 12 10 8 6 4 2 0 11.Assigning of individual role to other roles.

72 % employees disagree that part of their role has been assigned to other roles

12. The amount of work I have interferes with the quality I want to maintain?
12 10 8 6 4 2 0 12.Interference of quality with quantity of work.

48% of employees agree that amount of work they have interferes with the quality they want to maintain.

39

13. There is enough interaction between my role & other role?

18 16 14 12 10 8 6 4 2 0 13.Interaction of individual role with other roles.

88% of employees agree that there is interaction of individual roles with other roles

14. I wish I had more skills to handle the responsibility?

10 9 8 7 6 5 4 3 2 1 0 14.Lack of Skills

44% of employees agree they wish they had more skills to do the job

40

15. I do not have adequate knowledge to handle the responsibilities of my role?

16 14 12 10 8 6 4 2 0 15.Lack of knowledge

92% employees disagree that they have lack of knowledge to do responsibility of their role

16. I am not able to use my training and expertise in my role?

1 2

1 0

0 1 .L c o u aio o t a in e p r e 6 a k f tiliz t n f r in g x etis .

60% disagree that they are not able to expertise & training in their role

41

17. I do not know what the people I work with expect of me?

18 16 14 12 10 8 6 4 2 0 17.Unware of peers expectation. c

80% of employees disagree that they do not know what people at work expect from them

18. I do not get enough resource to be effective in my role?

14 12 10 8 6 4 2 0 18.Lack of resources.

56% disagree that they do not have enough resources to be effective at their work

42

19. My role does not allow me to give enough time for my family?
12 10 8 6 4 2 0 19.Lack of time for family

48% disagree that their role does not allow them enough time for their family

20. I do not have enough time & opportunity to prepare myself for future challenges of my life?
10 9 8 7 6 5 4 3 2 1 0 20.Lack of time & oppurtunity for future challenges.

52% disagree that they do not have time & opportunities to prepare themselves for the future challenges of their life

43

21. I am not able to satisfy the demands of clients and others, since they are conflicting with one another?
16 14 12 10 8 6 4 2 0 21.Unable to satisfy conflicting demands.

72% disagree they are not able to satisfy the demands of clients and others

22. I would like to take on more responsibility than I am handling at present?

14 12 10 8 6 4 2 0 22.Inquisitive to handle more responsibility

68% agree that they would like to take on more responsibility than they are handling at present

44

23. I have been given too much responsibility?

18 16 14 12 10 8 6 4 2 0 23.Too much responsibility

84% of employees disagree that they have been given too much responsibility

24. I am satisfied with the morale of people with whom I work?

16 14 12 10 8 6 4 2 0 24.Satisfaction with the morale of peers.

68% are satisfied with the morale of the people with whom they work

45

25. I am satisfied with my own morale?

14 12 10 8 6 4 2 0 25.Satisfaction with own morale.

84% of employees agree that they are satisfied with their own morale

26. My work gives me a feeling of personal accomplishment?

10 9 8 7 6 5 4 3 2 1 0 26.Feeling of personal accomplishment.

48% of employees agree that their work gives them a feeling of personal accomplishment

46

27. I am satisfied with the reasonableness of my work responsibilities?

14 12 10 8 6 4 2 0 27.Satisfaction with work reasonableness.

72% of employees are satisfied with the reasonableness of their work environment

28. I am satisfied with the team spirit in my work environment?

14 12 10 8 6 4 2 0 28.Satisfaction with Team Work

64% of employees are satisfied with the team spirit in their work environment

47

29. I know my job requirements and what is expected of me on daily basis?

14 12 10 8 6 4 2 0 29.Knowledge of job requirements & expectations.

84% of employees know their job requirements and what is expected from them

30. Training is provided to me enable to do my job well?

10 9 8 7 6 5 4 3 2 1 0 30.Adequate Training

44% of employees agree that training is provided to them to enable them to do their job well

48

31. I am encouraged to develop new and more efficient ways to do my work?

12 10 8 6 4 2 0 31.Encouragement for innovation.

84% agree that they are encouraged to develop new and more efficient way

49

Exit Interview
Exit Interview Analysis was done to understand why people leave REL and how can REL become an employer of choice. Exit Interview Process at REL 1.0 Objective To receive candid and unbiased feedback from the separating employees for improving company culture and work environment. It is also important to understand and address the issues to retain key talent for the company. Applicability All executive on resignation from service of the company shall be covered under the process. The process will not be applicable to employees who have been terminated/ dismissed from the service of the company. Scheme Features a. The exit interview process will be administered after the expectance of resignation and before relieving. b. HR to convince and assure the employee about significance and confidentiality of information captured during the process. c. HR head of the unit or location need to talk to him after receiving the duly filled form and capture his view point on the form. d. All the forms and information will be collated at corporate office for analysis and further necessary action. Administration The scheme will be administered by the HR function of the respective business/units.

2.0

3.0

4.0

The analysis was done on the basis of the following:1. Major expectations from the company by the separating employee, and how far was it catered. 2. The strengths & opportunities of REL as an organization from the separating employees view. 3. 3 things that need to be done that would enable REL to become Employer of Choice. 4. The new company the separating employee would like to join to foster his career and why (optional)? 5. Rating the existing factors that would improve the employees involvement & commitment.

50

The following analysis was done based on the EXIT INTERVIEW FORM taking a sample size of 10.

ANALYSIS
Factors
1.Work environment 2.Clarity of role and responsibility 3.Authority/ Empowerment to discharge responsibility 4.Career and Learning Opportunity 5.Fairness & Transparency of Performance Evaluation Process 6.Compensatio n vis--vis responsibility 7.Mutual respect for each other. 8. Support and Guidance from Superior. 9.Trust among team members 10.HR Sensitivity towards Employees Issues

Unsatisfactory
1

Average
2

Good
7

STATUS
Adequate

Moderate

Adequate Needs improvement

Moderate

Moderate

Adequate

Adequate

Adequate

Needs improvement

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E x it In te r v ie w
7

0 1 . W o r k 2 . C l a r it y o f r o3leA u t h o r it y /4 . C a r e e r a n d . F a ir n e s s 6&. C o m p e n s 7 .t M n t u a l re s 8 .eSc u p p o r t a 9 .dT r u s t a m 1 0 .gH R S e n s i t i vi t y . 5 a io u p t n on e n vir o n m e a n d r e s p o n sEibmilit y w e r m e n tL teoa r n in g T r a n s p a r e n c y vis - a - vi s fo r e a c h o t h G ru i d a n c e fr oema m m e m b e r tso w a rd s nt po of e . t d is c h a rg e O p p o rt u n it y P e r fo r m a n c ree s p o n s ib ili t y S u p e rio r. E m p lo y e e s Is s u e s re s p o n s i b ilit y E va lu a t io n P ro c e s s U n s a t is fa c Ao ve ra g G o o d t ry e

Recommendations:
REL should focus on the Career and Learning Opportunities of the employees as this has been a major concern among the employees leaving the organization. The HR Department of REL needs to focus on employees issues more effectively as the employees are not very satisfied by the sensitivity of HR Deptt. Roles & Responsibility should be clearly defined to the employees for better functioning. Performance Evaluation System should be transparent. The work environment, mutual respect and trust among team members & support and guidance is healthy in the organization. Employee Welfare Schemes to be introduced.

52

Competency Mapping
Competency mapping is a process through which one assesses and determines ones strengths as an individual worker and in some cases, as part of an organization. It generally examines two areas: emotional intelligence or emotional quotient (EQ), and strengths of the individual in areas like team structure, leadership, and decision-making. Large organizations frequently employ some form of competency mapping to understand how to most effectively employ the competencies of strengths of workers. They may also use competency mapping to analyze the combination of strengths in different workers to produce the most effective teams and the highest quality work.

Competency mapping at Reliance Infrastructure Ltd, Noida:

Competency mapping is done in order to briefly define the KSA s of the new recruits of RIL. This is done at all 4 levels of cadres i.e. TMC, SMC, MMC & JMC level i.e. Top Management Cadre, Senior Management Cadre, Middle Management Cadre & Junior Management Cadre. A template is designed which includes the Name, Qualification, Age, Work Experience and Competencies/KSAs, Work Experience of every employee. On the basis of all these information the competency mapping is done. The Work Experience, Educational Qualification specifying the discipline (for ex B.E Civil) helps in determining the competency.

PURPOSE: The purpose of competency mapping is that It helps the organization in internal recruitment. To help find those KRAs of an employee that the organization is not aware of at the time of recruitment. In order to maintain a proper database of employee information for the organization. It enables one to know the functional, behavioral & situational KSAs of an employee.

53

PROCESS: The process followed in RIL is as follows: STEP 1: Getting the files of the employees. STEP 2: Taking the Assessment Sheet and CV of the candidate. STEP 3: Analyzing their CV and Assessment Sheet. STEP 4: Finding their competencies. STEP 5: Capturing the information in the template of the organization. STEP 6: Preparing a slide template for every individual employee. STEP 7: Preparing a complete database of all the employees cadre wise. STEP 8: Analyzing all the employees competencies put together to meet the organizations future requirements. REL has a template in which it captures all information regarding an employee. This template gives entire information about an employee in a single slide. The template includes the following: Name. Age. Total Experience(in years). Current Grade & Designation at REL. Educational Qualifications. Competencies/ KSAs. Work experience/Key expertise.

Determining/Capturing the Competencies:

1. The competencies of an employee can be captured with the help of the remarks stated in the assessment sheet by Director Operations of REL at the time of 2nd Round of interview, and also by the functional heads at the time of 1st round of interview. This helps the concerned HR person to know the candidates functional KSAs. The use of mapping the competency is to use individual area of expertise to fulfill organizational requirement. 2. The CV of the employee helps determine his KSAs. a. His past work experience reflects his skill set. b. His achievements reflect his capabilities. c. His objective reflects his interests and aptitude.

54

OUR ROLE & LEARNING AT RECRUITMENT& SELECTION PROCESS:

Downloading of CVs from job portals and initial screening. Getting suitable CVs short listed from the concerned HR. Lining up short listed candidates for the 1st & 2nd round of interview. Coordinating interviews with panelist as well as candidates with regards to timings date and place. 5. Preparing detailed synopsis before the interview i.e. filling up the assessment sheet of candidates which includes name of candidates, present company ,proposed position & department ,date of interview ,if through agency or not. 6. Assisting the interview process. 7. Updating hold cases of candidates. Hold cases are basically those cases, in which the candidate has been interviewed and has also been selected in both the rounds of interview but due to some reason (fitment issue, salary issue etc) the organization is not able to give them offer letter. Such cases are kept as hold cases which can be reviewed in future as per the requirement of the organization. 8. Head Hunting. We were given Name and Contact No from a source and we called up the candidate, asked if he is interested, than got his CV by e-mail, arranged the interview for him with the concerned panelist. 9. Travel Reimbursement. We learned the procedure of reimbursement of travel expenses of candidates coming for interview process.

1. 2. 3. 4.

OUR ROLE IN JOB SATISFACTION Analysis: Job Satisfaction Survey

A questionnaire was prepared on job satisfaction for the employees. Then this questionnaire was distributed among the employees in order to study the level of job satisfaction of employees. After this all responses were then collected and entered into the excel sheet. We then analyzed the data and studied it by preparing individual graphs for each question. On the basis of these graphs recommendations were given how to enhance the satisfaction level of the employees.

55

Exit Interview Analysis

We studied the exit interview forms filled by the employees leaving the organization taking a sample size of 10. We than collected the data in excel sheet and analyzed the data. Tried to interpret the major reasons why employees were leaving the organization. Finally gave our recommendations.

Our Role & Learning in Competency Mapping:

1. Getting the list of employees of Reliance Infrastructure Ltd. 2. Segregating the employees on the basis of Cadres i.e. TMC, SMC, MMC, JMC. 3. Then getting the files of the employees. 4. Taking the Assessment Sheet and CV of the candidate. 5. Analyzing their CV and Assessment Sheet. 6. Finding their competencies. 7. Capturing the information according to the template of the organization. 8. Preparing a slide template for every individual employee. (Which included Name, Age, Grade, Designation, Date of joining RIL, Total Experience in years, Educational Qualification with Discipline, Work Experience, Competencies/KSAs). 9. Preparing a complete database of all the employees cadre wise. 10. Analyzing all the employees competencies put together to meet the organizations future requirements.

56

CONCLUSION
The liberalization of power sector in India has paved way for new business opportunities and has defined the nature of Power Business. Envisioning future and to make the power sector credit worthy and capable of funding future investment needs, these reforms have opened arenas for new technologies. Reliance Infrastructure can achieve its stated goal by using the People First Approach. Employee Attrition is a pressing problem faced by most of companies today. We can also use the Employee Engagement Concepts to motivate and retain our assets .Reliance attracts great pool of talent with its strong brand name..and successfully stands in converting them into permanent employee, but there is a great need of making a differentiation between star and average performers. Though 92% of the employees are satisfied with their job, 80% of them feel they are not learning enough for taking up higher responsibility. Only 48% of employees agree that their work gives them a feeling of personal accomplishment. This can be an alarm for the organization. Though the organization believes it is a temporary matter of concern and would be solved in the long run, it is taking up new measures to motivate employees and retain them by giving them new challenges and opportunities. Although employees retention schemes are in practice and more efforts are being poured in to make employee feel at ease while working for Reliance infrastructure Ltd. As Reliance works on so many projects simultaneously, thus, recruitment is always an ongoing process throughout .But in middle of this, retention of employees is left unattended. Thereby assets of organization are draining to other companies in the industry. Moreover it takes a toll on budget of the company. Working with Reliance Infrastructure is a great learning experience. It gives us a stand from where we can channelize our talent and energy.

Thank You.

57

ANNEXURES Annexure1: PERSONNEL REQUISITION FORM Requisition Date: Vacancy to be filled by: POSITION Position Grade Reporting to Type of Post Nature of Post REASONS FOR REQUISIT ION Name Designation Grade Reason Resigned Retired Promoted (as Transferred (to Terminated Death ) ) Regular Trainee Permanent Temporary If temporary, Duration months Replacement New Post (For replacement, fill current employee details as follows)

Requisition No.

ROLE SUMMARY

JOB REQUIREMENTS Essential Qualification Preferred Qualification Experience Age KSA

58

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

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

SANCTION / REJECTION In case of rejection, reason

59

Annexure2:

RELIANCE ENERGY CANDIDATE ASSESSMENT SHEET Requisition Date:

Requisition No.

CANDIDATE NAME DATE OF INTERVIEW TIME OF INTERV IEW

POSITION SUMMARY Position Reporting to Type of Post Nature of Post R Regular Trainee If temporary, Grade

R Permanent Temporary Duration months

JOB REQUIREMENTS

Fulfilled By Candidate? (Yes / No)

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

Skills / Attributes

60

RECOMMENDATIONS Level Position Location INTERVIEWED DETAILS Sign Name Date

Rejected details)

Approved

(For Approved, fill the following

61

Annexure3: RELIANCE ENERGY CENTRAL RECRUITMENT CELL Reliance Energy Centre, Santa Cruz (East), Mumbai-400055 CONFIDENTIAL PERSONAL HISTORY FORM 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 : AFFIX PHOTOGRAPH HERE

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: ______Cm.

06.

PERMANENT ADDRESS

TEL.NO.____________

62

07.

CONTACT ADDRESS IN CASE OF EMERGENCY

TEL.NO.____________

08.

YOUR PRESENT RESIDENCE a) Staying in your own house/flat 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 GIRLS DATE OF BIRTH BIRTH

09. 10.

1. 2. 3. 4. 11.

FAMILY BACKGROUND NAME EDUCATION OCCUPATIO N AGE

A) B) C) D)

1)

FATHER MOTHER SPOUSE BROTHER S

E) 12.

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

13.

GIVE TWO (2) REFERENCES (NOT RELATIONS) WHOM WE CAN

63

REFER FOR VERIFICATION. 1. 2. TEL.NO. TEL.NO.

14.

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 After 5 years Rs.___________________ p.m. Rs.___________________ p.m. Rs.___________________ p.m.

15.

16.

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.)

64

20.

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

21.

CONVEYANCE a) Do you own a vehicle? If yes, please describe

BB.

EDUCATIONAL QUALIFICATIONS: (Starting from S.S.C) Sr. No . a. b. c. d. e. f. g. Exams & Year Passed School / College Board / University Class / Marks Obtained Main Subjects

Note: Copies of relevant mark sheets to be attached. TRAINING & PRACTICAL EXPERIENCE (Other than regular jobs): Sr. No. Nature of Training Organization / Institution From Period To

65

CC.

DETAILS OF WORK EXPERIENCE : Please record your experience, details in chronological order starting from present employment. Date s Name & Address of the Employer Designatio n Duties Salary Net (Rs.) Reasons for Leaving

Entr y -----Exit Entr y -----Exit Entr y -----Exit Entr y -----Exit Entr y -----Exit

________ _

_______ _

______ _

________ _

_______ _

______ _

________ _

_______ _

______ _

________ _

_______ _

______ _

________ _

_______ _

______ _

66

Entr y -----Exit Entr y -----Exit Entr y -----Exit

________ _

_______ _

______ _

________ _

_______ _

______ _

________ _

_______ _

______ _

67

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

68

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)

69

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.

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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 3 years Contract c) Tour abroad on assignment 2 years (duration 2 to 8 weeks) d) Training in India (Management training 1 year duration 3 to 6 months) cum Service Contract LANGUAGES: READ SPEAK WRITE HOW DO YOU KNOW?

9.

10.

11.

Any other information you would like to add.

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

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)

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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

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) Hospitalization 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)

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(FOR OFFICE USE ONLY) a) Do you have a Provident 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 : ___________________ Signatu

re:_____________

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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.

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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

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Annexure 4: Candidate Assessment Form for Fixed Term Recruitment Reliance energy limited chapter version date of revision Personnel manual 4 2.0 Candidate assessment form (For officers)

1. Name

: 2. Position : . 3 Department: . 4. 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. Emotional maturity:

10.
11. 12. 13. 14. 15.

Level of aspiration for: Higher achievement general appearance clarity of ideas initiative : : :

potential for growth : general remark :

Name of the interviewers signature

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13. BIBLIOGRAPHY

BOOKS

1. Human Resource Management by Gary Dessler.

2. Study material Recruitment Analyst Program conducted by Carlton University, London.

URLs 1. 2. 3. 4. http://www.rinfra.com http://www.relianceada.com http://www.wikipedia.com http://www.hr-guide.com

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